De Novo Planning GroupHIGHWAY 111 CORRIDOR AREA PLAN
CITY OF LA QUINTA | NOVEMBER 16, 2018
Submitted to:
The City of La Quinta
Danny Castro, Design and Development Director
78-495 Calle Tampico
La Quinta, CA 92247-1504
Submitted by:
De Novo Planning Group
180 E Main Street, Suite 108
Tustin, CA 92780
www.DeNovoPlanning.com
ii
Speaking on behalf of the entire De Novo Planning Team, we would like to thank you for the opportunity to submit this proposal to
prepare an Area Plan for the Highway 111 Corridor in the City of La Quinta. Based on our review of the RFP, relevant corridor
planning experience, and skilled multidisciplinary team we are confident that we can undertake this exciting project and deliver
the City with an Area Plan that elevates this critically important corridor. Below we have outlined our understanding of the
project, our project management team, and why De Novo is best qualified to assist you on this important work effort.
We understand that the City of La Quinta is seeking a qualified consultant with demonstrated relevant corridor plan-
ning experience to prepare an Area Plan for Highway 111, including associated public outreach. We are excited that
the City has embarked on this strategic planning effort and we're eager to share our ideas for this project.
Highway 111 plays a critically important role in the local and regional urban fabric in terms of transportation, com-
merce, and identity. In the City of La Quinta, a two-mile portion of Highway 111 acts as the city's primary access
point and residents and visitors alike often first experience the charming City of La Quinta through their experience
along Highway 111. The success of development along the corridor is directly related to the City's long-term fiscal
sustainability and prosperity. As articulated in its General Plan, the City of La Quinta recognizes that as commercial
development changes form and function over time (smaller footprints, an increase of online shopping, public desire
for more experience-oriented places) and multimodal connections are expanded in the desert via CV Link, La Quin-
ta must think strategically about the future of Highway 111 and pro-actively plan for its continued success in light of
these changing economic, transportation, and design trends.
Additionally, in order to be truly effective, this Area Plan must reflect the vision and values of community stakehold-
ers. De Novo regularly manages complex policy development and outreach programs as part of our General Plan,
Specific Plan, and Vision Plan work and we pride ourselves on carefully translating what we hear from the commu-
nity into implementable goals and policies. To this end, we have created a custom approach to this project orga-
nized around three key themes: 1) EVALUATE , 2) ENGAGE , and 3) ENVISION. These themes—which help frame the
conversation—are described in detail as part of our approach and methodology.
The De Novo Team
De Novo Planning Group would serve as the prime consultant for this contract with the City. Our team is led by De
Novo Principal Planner, Amanda Tropiano (who will serve as the main point of contact) and Senior Planner + Design-
er, Megan Thorne. Amanda and Megan will serve as Co-Project Managers and will be supported by Mr. Ben Ritchie
who will act as Principal-In-Charge and is authorized to negotiate on the firm’s behalf. We do not identify principal
staff in our proposal, then hand your project off to junior staff members to complete for our review. Rather, this team
of senior-level planners will remain personally involved in every aspect of the project from start to finish, and we will
serve as the primary authors of all reports, documents, and deliverables prepared under this contract.
We are joined by our excellent team of subconsultants, including SWA Group (urban design, visualizations, brand-
ing, and landscape architecture), Economic & Planning Systems (economic development/market research), and
Kittelson & Associates, Inc. (mobility). As explained in greater detail in this proposal, our team has excellent qualifi-
cations and experience on corridor and area plan projects throughout California.
DE NOVO PLANNING GROUP
180 E MAIN STREET, SUITE 108 | TUSTIN, CA 92780
ATROPIANO@DENOVOPLANNING.COM | (714) 453-7711
November 16, 2018
Danny Castro, Design and Development Director
City of La Quinta
78-495 Calle Tampico
La Quinta, CA 92247-1504
Subject: Proposal to Prepare an Area Plan for the Highway 111 Corridor
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUPiii
■ ■ ■ Benefits of a Boutique Planning Firm
De Novo is a relatively small planning firm in terms of staff size. We know this, and we embrace it. We have built a
team of exceptionally qualified professionals, all of whom are passionate about planning at the highest level.
We consider our size to be a tremendous asset to our clients since it allows us to focus significant amounts of time
to each and every project. We are selective on the projects we pursue to ensure we have the required staff resourc-
es to exceed our client's expectations. All of De Novo’s principal-level staff have served as senior project managers
with larger consulting firms in California, and through this experience we have gained intimate knowledge of the
operational inefficiencies of large firms and the burdens that they can cause public agencies. Larger firms tend to
carry cumbersome over-head costs, which results in the need for higher hourly billing rates, frequent contract mod-
ifications, and can have high staff turnover, which causes changes in project managers midstream during a project.
Because we remain relatively small we are able to offer our clients with significantly lower rates, while still providing
our clients with Principal-level attention to each project.
■ ■ ■ Relevant Project Experience
De Novo has been in business for over 10 years and the founding principals have successfully completed over
300 projects consisting of comprehensive general plans, specific plans, housing elements, environmental impact
reports, negative declarations, initial studies, NEPA analyses, climate action plans, biological assessments, wetland
delineations, and development projects throughout California. The management team assigned to this project—
Amanda, Megan and Ben—has managed or contributed to numerous relevant projects, such as the Priority Area 1
Specific Plan (Brentwood), Springs Specific Plan (Highway 12 Corridor in Sonoma County), Morena Corridor Specific
Plan (San Diego), and El Camino Real Neighborhood Area Plan (Irvine). We have developed a highly successful ap-
proach to complex projects of this nature.
■ ■ ■ Unparalleled Energy and Enthusiasm
All of De Novo’s planners greatly enjoy our line of work, and rather than spend our time managing large and
cumbersome project teams comprised of junior-level planners, we prefer to roll up our sleeves and work on our
projects ourselves. As managers of the company, De Novo's principal-level planners take great pride in our work
products, and we strive to build a strong connection with each of our clients. The greatest compliment that our
clients pay us is to invite us back to provide additional services. Providing superior products and client services
is a matter of tremendous pride for us, and we bring our high level of energy, creativity and enthusiasm to each
project we undertake.
Additionally, we embrace the role of researching best practices and developing new approaches to contemporary
planning issues. We love thinking creatively about how to solve problems and address new issues related to plan-
ning health, safe, and sustainable communities. We welcome the opportunity that comes with new projects and
topics and we would be proud to work with the City of La Quinta on developing an approach to corridor planning
that serves as an example for other communities.
■ ■ ■ Statement Of Commitment
The offer contained in this proposal is valid for a minimum of 90 days. No team member has any personal, financial,
and/or organizational conflict of interest with completing this project. If you have any questions, please contact me
at atropiano@denovoplanning.com or 714-453-7711.
Sincerely,
Amanda Tropiano Ben Ritchie
Principal Planner Principal
iv
Table of Contents
STATEMENT OF
QUALIFICATIONS
+ FiRM PROFiLES
+ ORG CHART
+ STAFF PROFiLES
+ REFERENCES
COVER LETTER ii
1
PROJECT UNDERSTANDING
AND APPROACH
+ UNDERSTANDiNG
+ APPROACH
+ PROJECT EXAMPLES
9
SCOPE OF WORK
+ WORK PLAN
+ SCHEDULE
15
COST PROPOSAL
+ COST SUMMARY
+ HOURS BY TEAM MEMBER
+ HOURLY BiLLiNG RATES
21
APPENDIX A
NON-COLLUSiON
AFFiDAviT FORM
A
APPENDIX A
PROPOSED CONSiDERATiONS TO
STANDARD AGREEMENT
B
APPENDIX C
RESUMES
C
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP1
De Novo Planning Group is a land use and environmental planning
firm specializing in community planning, environmental studies, de-
sign, and development services. For the past 10 years, De Novo Plan-
ning Group has successfully operated in the Sacramento, Greater Bay
Area, Central Valley, Tahoe Basin, and northern California regions, and
in 2017, opened an office in Orange County—led by Principal Planner
Amanda Tropiano—to serve southern California clients. The firm’s prin-
cipal-level staff have successfully completed over 300 projects consist-
ing of comprehensive general plans, specific plans, housing elements,
environmental impact reports, negative declarations, initial studies,
NEPA analyses, climate action plans, biological assessments, wetland
delineations, and development projects throughout California. De
Novo Planning Group incorporated in July 2008, has full-service offices
in northern and southern California, and has 12 full-time staff.
Our Mission
Our mission is to provide municipal and private sector clients with
world-class professional services, through principal-level attention to
every project. We pride ourselves on our ability to work with clients
to balance their economic, social, environmental, legal, and political
goals. Our services result in an integrated planning and environmental
solution for every project that is technically sound, cost effective and
delivered within the client's schedule.
Our Philosophy
Our philosophy is to proactively plan and design projects in such a
way that public and environmental concerns are addressed and ac-
commodated early in the process. We strongly believe in the use of lo-
cal knowledge for developing sensible and cost-effective solutions to
local concerns. Our solutions integrate local knowledge with the best
available resources to achieve recognized national and international
standards for planning and environmental management, to achieve a
balance in local economic, social, and environmental goals. De Novo
Planning Group is dedicated to fostering a partnership with each
agency we serve, through listening to the community and stakehold-
ers and reflecting the ideas and concerns we hear in the approach
developed for each project.
De Novo Planning Group
A Land Use Planning, Design, and Environmental Firm
STATEMENT OF QUALIFICATIONS
Our Service Areas
Community Planning »General Plans »Housing Elements »Specific Plans »Zoning Codes »Public Facilitation »Grant Writing »Project Management »Application Processing »Project Review/Peer Review
Environmental Studies »CEQA Compliance »NEPA Compliance »Biological Studies »Agricultural Studies »Air Quality Studies »Climate Action Plans »Sustainability Planning »Mitigation Monitoring »Permitting
Design »Land Use Plans »Subdivision Layouts »Site Planning »Design Guidelines
Development »Feasibility Studies »Due Diligence Packages »Competition Analyses »Cost Estimate
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP2
Unique to SWA Group is the strong, continuous
connection between planning and design.
Our practice is dedicated to dealing with large
social, economic and environmental issues with
equal sensitivity to the final outcome as we apply
to our project-work. Our planning (deciding
what should occur on the land) and our design
(deciding what shape and character that should
be) constitute a seamless process.
Our work is to create place and community with
inspiration.
Some of our most successful works do not
seem consciously “designed.” However, we are
not completely satisfied until our work evokes
feelings that transcend the creation of place and
community - even though these are significant
achievements in themselves. We constantly search
for a special place, a unique community, one that
reflects the hand of the designer and stimulates a
fresh response.
Our practice is a constant search for a better
approach, or more interesting and informed
response, to the wide array of urban and regional
challenges brought to us by our clients who may
be developers, corporations, cities or universities.
Our collaborative approach extends to our clients
with whom we work and to architect colleagues
with whom we explore new prototypes and
new attitudes toward the man-made world.
We appreciate working with people who share
our goals and who have equally strong points of
view. Our stake lies not only with the intricacy
or complexity of designing and building a place,
but also in discovering the intrinsic qualities
of that place. Everything aims toward that
accomplishment.
Core Services
For over 50 years, SWA Group has been recognized
as design leaders in the fields of landscape
architecture, planning and urban design. We have
received over 800 awards and have worked in 47
states and more than 60 countries. Our principals
are among the industry’s most talented and
experienced designers and planners. Emerging in
1959 as the West Coast office of Sasaki, Walker and
Associates, the firm first assumed the SWA Group
name in 1975.
Urban Design. We offer master planning,
preparation of design guidelines, and full design
services for urban projects. These urban design and
planning services can be applied to entire districts,
as well as street systems, city blocks, public parks
and plaza spaces, waterfronts, and the smallest of
urban areas. We are skilled at addressing both the
redevelopment of an urban area—including infill
development and land use changes—as well as the
design of new urban environments.
Planning. We produce comprehensive land plans
and master plans for large land areas. Because our
work is land-based, we’re able to create plans that
sensitively make the best use of terrain, landform,
natural systems,
Landscape Architecture. We provide complete
landscape architectural services, including site
planning, concept design, schematic design,
design development, construction documentation
and construction observation. We often provide
our clients with continuing landscape design
consultation after construction completion and
can provide landscape management plans for
their use.
Sustainability. At SWA, we are committed to
sustainability in all aspects of our design practice:
our people, our offices, and most importantly, our
projects. Truly sustainable design must provide
for a long-term balance between environmental,
economic, social and aesthetic needs.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
3
Economic & Planning Systems, Inc. (EPS) is a land
economics consulting firm experienced in the full
spectrum of services related to real estate devel-
opment, the financing of public infrastructure and
government services, land use planning, and gov-
ernment organization. EPS was founded on the
principle that real estate development and land
use-related public policy should be built on real-
istic assessment of market forces and economic
trends, feasible implementation measures, and
recognition of public policy objectives, including
provisions for required public facilities and services.
Since 1983 EPS has provided consulting services
to hundreds of public- and private-sector clients in
California and throughout the United States. Clients
include cities, counties, special districts, multi-juris-
dictional authorities, property owners, developers,
financial institutions, and land use attorneys. The
firm excels in preparing concise analyses that dis-
close risks and impacts, support decision making,
and provide solutions to real estate development
and land use-related problems.
EPS, in association with allied planning, civil engi-
neering, transportation, and environmental firms,
has been involved with the development of numer-
ous General Plans. The firm's integrated approach to
land use, transportation, market, fiscal, and financial
issues results in plans that effectively and efficiently
guide future development.
EPS evaluates market support for various land uses
to determine key product characteristics, the prices/
rents that can be obtained, and market absorption
rates. This information is used for programming the
mix of land uses in the plan and for providing the
inputs required for financial feasibility analyses and
development of a financing plan for the public fa-
cilities needed to serve the plan. EPS’s fiscal impact
models estimate the costs of government services
required by new development and the offsetting
revenues that the development will generate.
Kittelson & Associates, Inc. has provided com-
prehensive transportation engineering, planning,
and research services to government and private
organizations since 1985. With a staff of over 220
people working in 24 offices nationwide (includ-
ing four offices in California, plus offices in Alaska,
Arizona, Florida, Idaho, Maryland, Massachusetts,
North Carolina, Pennsylvania, Ohio, Oregon, Virgin-
ia, and Washington, D.C.), we are able to address
our clients’ needs with local experience and na-
tional expertise. Our Southern California regional
office was established in 2014 in the City of Orange
and serves clients throughout Los Angeles and Or-
ange Counties.
Kittelson is united by collective expertise, local and
national experts who offer decades of progressive
research, technological innovation, and a diverse
portfolio of industry-leading work. We recognize
that healthy, sustainable societies depend on effi-
cient, active, and safe multi-modal transportation
that is cost-effective to manage, operate, enhance,
and use.
KAI’s staff brings a demonstrated understanding
of transportation and circulation requirements,
travel demand modeling, and regional knowledge
developed through more than 30 years of project
experience in California including on recent gen-
eral plans and specific plans in both Northern and
Southern California. The firm provides support for
all stages of planning and environmental analysis,
from site analysis through approval and construc-
tion. KAI’s staff is particularly knowledgeable about
California Environmental Quality Act (CEQA) and
National Environmental Policy Act (NEPA) com-
pliance, and the recent changes to the CEQA-re-
quired transportation analyses. Our staff approach-
es each project by building an understanding of
client and project needs and jurisdiction require-
ments, tailoring work to assist clients in successful-
ly fulfilling environmental requirements in an effi-
cient and cost-effective manner.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP4
CITY OF LA QUINTA
DE NOVO PLANNING GROUP
SWA GROUPDESiGN AND ARCHiTECTURE EPSMARKET ANALYSiS KITTELSONMOBiLiTY
ANDREW WATKINSPRiNCiPAL JULIE COOPERSENiOR ASSOCiATE
SEAN O'MALLEY, PLAMANAGiNG PRiNCiPAL JASON MOODYMANAGiNG PRiNCiPAL TIMOTHY ERNEY, AICP, PTP, CTPSENiOR PRiNCiPAL PLANNER
BEN RITCHIE
PRiNCiPAL-iN-CHARGE
AMANDA TROPIANO
CO-PROJECT MANAGER | PRiNCiPAL PLANNER
MEGAN THORNE, LEED AP BD+C
CO-PROJECT MANAGER | SENiOR PLANNER + DESiGNER
LAURENCE LEWIS, AICP, LEED APPRiNCiPAL PLANNER
MARTTI ECKERT, AICPSENiOR DESiGNER WILLIAM CRENSHAWASSOCiATE SAARA CHAUDRYASSiSTANT
STEVE RYDZON, PLA
ASSOCiATE
ERIN FERGUSON, PE
PRiNCiPAL ENGiNEER
DANIEL DOBSON,ASSOCiATE NEELAM DORMAN, TE,SENiOR ENGiNEER
ALISON TANAKA,SENiOR ENGiNEER
MIAO GAO, EIT,ENGiNEERiNG ASSOCiATE
STAFFING & ORGANIZATION
The chart below identifies the key personnel assigned to the project. Ben Ritchie will serve as the Principal-in-Charge
and Amanda Tropiano and Megan Thorne will serve as Co-Project Managers. All key personnel will be available to
the extent proposed for the duration of the project, and no person identified below shall be removed or replaced
without prior written consent of the City. Our team is ready to begin work immediately upon the City's notice to
proceed. Resumes are provided in Appendix C.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
5
Martti Eckert, AICPSenior Designer, De Novo
Mr. Eckert is a Senior Designer with De
Novo, where he oversees and provides
technical expertise on urban design
and long-range planning projects.
Martti leads visioning, land use, and
design-related efforts, participates in
community outreach activities, and
manages Zoning Code Updates. He
also has experience working as a staff
planner for the City of Elk Grove and
providing on-call design review ser-
vices to other jurisdictions.
William Crenshaw Associate, De Novo
Mr. Crenshaw is an Associate Planner
with De Novo Planning Group, and is
responsible for project support in the
preparation of Specific Plans, General
Plans, and environmental documents.
His previous experience includes ser-
vice with several nonprofit environ-
mental organizations, and work in the
construction industry. Mr. Crenshaw’s
project support work has included
public outreach, research, environ-
mental document writing, and policy
preparation.
Megan ThorneSenior Planner + Designer, De Novo
Megan Thorne is a senior planner and
designer with De Novo with over 6
years of professional planning experi-
ence, Megan will serve as Co-Project
Manager. Megan possesses the ability
to think creatively and envision change
while keeping projects grounded with
achievable benchmarks and imple-
mentable policy goals. She excels at
communicating complex information
and policy ideas in a compelling and
simple manner. Her technical exper-
tise includes 3D modeling, graphic
design, and web design.
Amanda TropianoPrincipal Planner, De Novo
Amanda Tropiano is a principal plan-
ner with De Novo and manages the
firm’s Southern California practice.
Amanda will serve as Co-Project Man-
ager and the City's main point of con-
tact. With over 10 years of profession-
al planning experience in the region,
Amanda has successfully managed a
wide variety of planning projects, in-
cluding specific plans, corridor revital-
ization plans, General Plans, strategic
plans, and community profiles. Aman-
da holds professional certificates in
Public Participation and Project Man-
agement.
Ben RitchiePrincipal, De Novo
Mr. Ritchie is a founding principal at
De Novo with over 17 years of expe-
rience. Mr. Ritchie’s expertise includes
managing long range planning doc-
uments, completing complex and
controversial CEQA documents, and
facilitating community outreach and
public communications efforts for
the firm. In his role managing over a
dozen General Plans, Mr. Ritchie has
prepared numerous detailed existing
conditions reports and opportunity
studies. He is currently managing the
Brentwood Priority Area 1 Specific
Plan.
Saara Chaudry
Assistant, De Novo
Saara is an Assistant Planner at De
Novo. Saara has experience working
in environmental planning on CEQA
documentation preparation and has
a background working in local gov-
ernment. She is passionate about
community development and is in-
terested in the relationship between
the built environment and commu-
nity empowerment.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
6
Steve Rydzon, PLA
Associate, SWA Group
Steve’s background in landscape con-
struction provides solutions in both
the management and documenta-
tion of projects. Steve uses his skills
from past experiences in professional
photography and the construction
trade to find creative solutions to con-
structing artful landscapes with par-
ticular attention to detail, light, shad-
ow, and movement. He also looks to
express the idea of place through the
exploration of natural, cultural, and
economic history in his projects.
Sean O'Malley, PLA
Principal, SWA Group
Sean O’Malley has over 30 years of ex-
perience in all aspects of the profes-
sion—including large-scale planning
and construction. As an urban de-
signer, planner, and landscape archi-
tect, he has implemented a unique
approach to the design of cities,
drawing upon the strength of site and
utilizing natural structures as a frame-
work for development. Sean’s design
interests are rooted in environmental
infrastructure and the integration of
the natural structures of a site with its
development potential.
Andrew Watkins
Principal, SWA Group
Andrew Watkins is an architect, plan-
ner and urban designer with over 15
years of professional experience. An-
drew has led the design of commu-
nity plans, urban design and new city
planning projects in diverse locales.
Andrew’s community planning work
focuses on placemaking and creating
high-quality public realms. His proj-
ect experience includes green-field
development and urban and subur-
ban revitalization, with new commu-
nity work totaling over 20,000 acres of
development.
Daniel Dobsen
Associate, SWA Group
Dan joined SWA in July 2015 as an ur-
ban and landscape designer. He is in-
terested in how and why cities hedge
against risks through the landscape
and what this will mean for built en-
vironments in the future. He has ex-
perience working on master-planned
communities, multi-family housing,
resorts and theme parks, academic
and corporate campuses, and parks.
Julie Cooper
Senior Associate, EPS
Julie Cooper joined EPS as a Senior
Associate in 2018, bringing profes-
sional experience in land use, eco-
nomic, and community development
consulting. She has provided strate-
gic planning services for a variety of
public, private, and institutional cli-
ents, including analysis of market and
economic conditions, development
feasibility and fiscal impact model-
ing, and policy recommendations.
She also has extensive experience in
stakeholder and community engage-
ment.
Jason Moody
Principal, EPS
Jason has worked at the firm for
nearly 20 years. He has worked ex-
tensively for a variety of public- and
private-sector clients in the areas of
economic impact analysis, regional
economics and competitiveness,
development feasibility, and fiscal
analysis. Jason has led the firm’s
practice in the area of reuse, revi-
talization, and in-fill development,
focusing on the feasibility of individ-
ual projects as well as entire districts
and corridors.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP7
Miao Gao
Senior Engineer, Kittelson
Miao (Mia) has applied her formal ed-
ucation in transportation planning
and her strong analytical skills to the
completion of projects across the U.S.
for numerous transportation agen-
cies. Specific projects include SSARs
for the cities of Hemet and Menifee,
OCTA’s SB 743 analysis, and updates
to/applications of countywide trav-
el models. Mia has conducted trav-
el demand modeling using CUBE,
TRANSCAD, and other programs;
and analyzed traffic operations using
SYNCHRO, VISSIM, and HCS.
Neelam Dorman, TE
Senior Engineer, Kittelson
Neelam has 10 years of experience
in traffic engineering and trans-
portation planning throughout
California. She specializes in the
preparation of traffic impact stud-
ies, intersection signal timing and
corridor synchronization, regional
planning documents, parking stud-
ies, site circulation analysis/access
management, traffic calming, trans-
portation demand modeling, and
project feasibility studies.
Alison Tanaka
Senior Engineer, Kittelson
Alison is experienced in traffic de-
sign, having developed plans, spec-
ifications, and estimates for im-
provements to signals, detection,
interconnect, street lighting, and
signing & striping. Her experience in-
cludes designing new signals, retro-
fitting existing signals, working with
interconnect, light rail interactions
and adaptive systems, and conduct-
ing street lighting analysis and de-
signing lighting control systems.
Laurence Lewis, AICP, LEED AP
Principal Planner, Kittelson
Laurence is a principal transportation
engineer and planner whose career
has focused on the integration of land
use and transportation. His successful
local and national project experience
includes multimodal corridor studies,
complete streets planning, local gov-
ernment mobility plans, transit-ori-
ented district studies, and transpor-
tation analyses. Laurence brings a
unique blend of experience in the in-
tegration of transportation with issues
such as urban design, land use, and
environmental sustainability.
Tim Erney, AICP, PTP, CTP
Senior Principal Planner, Kittelson
Tim is a certified transportation
planner with more than 20 years of
experience with planning and en-
gineering projects throughout Cali-
fornia. He has significant experience
coordinating with local and regional
transportation and environmen-
tal agencies in Southern California
and has been leading the firm’s ef-
forts on the evaluation of emerging
technologies, alternative evaluation
metrics, and the impacts of new
mobility services on land use and
circulation networks.
Erin Ferguson, PE
Principal Engineer, Kittelson
Erin enjoys working with communi-
ties to plan for and implement proj-
ects that build towards the commu-
nity’s vision. She understands many
communities’ desire to create a trans-
portation system that preserves their
defining characteristic and values,
while also addressing the fundamen-
tal needs to provide safe, efficient,
and affordable transportation for a
wide range of travelers. Erin has also
performed numerous corridor alter-
natives analyses that consider multi-
ple design alternatives.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP8
REFERENCES
We have assembled a team of dedicated professionals and technical experts to assist the City of La Quinta with the
important task of preparing the Highway 111 Corridor Area Plan. Our team has real-world experience assisting com-
munities similar to La Quinta with this type of work. We've worked with cities and counties throughout California to
craft area plans and specific plans that reflect the community's vision and values and achieve the City's objectives
for economic development, strategic land use planning, and community design and character. Facilitating a suc-
cessful process takes experience. The City needs to be able to count on their team to recommend best practices
and implement the work plan on schedule and on budget. To further describe our team's relevant qualifications,
we have included brief project profiles of the projects listed below in the section titled "Project Understanding
and Approach", as requested in the RFP.
De Novo (Prime) References
City of Carson Vision Plan*
Richard Rojas
Former Senior Planner, City of Carson
Current Community Development Director, Compton
205 S Willowbrook Ave, Compton, CA 90220
rarojas@comptoncity.org | (310) 605-5532
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e
Tamalpais Ave
Old Sand Creek Road Jeffery WayHeidorn Ranch RoadCornell DriveS a nd C re e k
RC
R-HD
MUPT
R-MD
R-LD
PF
R-MDMUPT P
SCH
R-MD
R-VHD
PD
MUPT
RC
GC
SPF
R-HD
RC
P
P-OS
P
R-LD
Legend
Priority Area 1 Boundary
P - Park
P-OS - Permanent Open Space
GC - General Commercial
RC - Regional Commercial
PD - Planned Development
PF - Public Facility
SPF - Semi-Public Facility
R-LD - Residential-Low Density
R-MD - Residential-Medium Density
R-HD - Residential-High Density
R-VHD - Residential-Very High Density
MUPT - Mixed Use Pedestrian Transit
SCH - School
PRIORITY AREA 1 SPECIFIC PLAN
General Plan Land UseDesignations
Sources: City of Brentwood parcels, 11/9/2016; DMS parcel version 170425; Brentwood General Plan 2014; OpenStreets. Map date: April 25, 2017.CityofBrentwoodCityofAntiochUV4
Brentwood Station
Lone Tree Plaza
Streets of Brentwood
Aqueduct
Mokelumne Trail
P
P
General
Plan
Designation
Acres
within the
BPA-1
MUPT 256.58
P 5.23
PD 23.07
PF 0.99
R-VHD 8.98
RC 63.24
SPF 16.83
TOTAL 374.92
³0 500250
Feet
1:10,000
City of Brentwood General
Plan Update and EIR and
PA-1 Specific Plan
Casey McCann, Community Development Director
150 City Park Way, Brentwood, CA 94513
cmccann@brentwoodca.gov | (925) 516-5195
Savi Ranch Land Use and
Mobility Vision Plan*
Steve Harris, AICP
Former Community Development Director, Yorba Linda
Current Planning Director, The Dalles
sharris@ci.the-dalles.or.us | (541) 296-5481 ex 2
Subconsultant References
SWA Group and EPS
Mission Viejo Core Area
Vision Plan
City of Mission Viejo
Larry Longnecker, Planning & Economic Development Manager
200 Civic Center, Mission Viejo, CA 92691
llongenecker@cityofmissionviejo.org | (949) 470-3024
SWA Group
West Hollywood
Design Guidelines
City of West Hollywood
John Keho, Assistant Director of Community Development
8300 Santa Monica Blvd, West Hollywood, CA 90069
jkeho@weho.org | (323) 848.6393
EPS
Duarte Town Center
Specific Plan
City of Duarte
Craig Hensley, Director of Community Development
1600 Huntington Drive Duarte, CA 91010
chensley@accessduarte.com | (626) 357-7931
Kittelson & Associates, Inc.
Engineering for Safer Streets, City
of Pasadena
City of Pasadena
Joaquin Siques, Engineer, Department of Transportation
221 E. Walnut Avenue, Suite 210, Pasadena, CA 91001
jsiques@cityofpasadena.net | (626) 744-6900
Kittelson & Associates, Inc.
General Plan Update, EIR, and
Active Transportation Plan, City
of La Verne
City of La Verne
Candice Bowcock, Senior Planner
3660 "D" Street, La Verne, CA 91750
cbowcock@cityoflaverne.org | (909) 596-8726
* Complete by De Novo Project Manager Amanda Tropiano while she was employed at another professional planning firm.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP9
PROJECT UNDERSTANDING & APPROACH
STATEMENT OF UNDERSTANDING
Highway 111 is one of the most iconic, and influential, corridors in the Coachella Valley. Running through nearly every
community in the region, Highway 111 serves as the primary route of travel to and through La Quinta and many
other nearby communities. Within the boundaries of the City of La Quinta, the corridor runs approximately 2 miles
long and includes approximately 400-acres of regional commercial uses.
As articulated in its 2035 General Plan, the City of La Quinta recognizes that the corridor may evolve with new mixed
use development opportunities, including new residential and nonresidential growth. To prepare for future changes,
the City adopted a Mixed Use Overlay for the area which provides additional flexibility for new development along
the corridor. In addition to changing market conditions, new multimodal connections between La Quinta and
nearby communities are being developed via CV Link, a new 49-mile long multimodal pathway that runs just north
of Highway 111 in La Quinta. Recognizing the need to continue thinking about and planning for the future of La
Quinta's most important commercial corridor, the City worked with the Urban Land Institute's Technical Assistance
Panel to evaluate the state of the corridor and identify potential next steps the City could take to thoughtfully plan
for the long-term success of Highway 111 within its jurisdiction.
The City is looking for a multidisciplinary team of planners, architects, landscape architects, market experts, and
mobility professionals to work collaboratively with the City and stakeholders to develop an Area Plan for Highway
111 in La Quinta. This Area Plan will include a complete streets plan, a new corridor branding program, corridor de-
sign guidelines, new development code standards, and an implementation program. In order to accomplish these
tasks, and engage the community in a meaningful conversation regarding the future of Highway 111, our team has
outlined a three-phased approach to the scope of work, which is described in detail in the following section.
We will carefully evaluate
existing conditions in order to
establish a clear understand-
ing of the opportunities and
gaps facing this study area
and the City of La Quinta as
it works towards completing
the Area Plan. This includes
conducting a critical audit of
existing standards along the
corridor and identifying poten-
tial issues and opportunities to
refine code standards to better
implement the City's vision.
In order for a project to be
successful it needs to have a
foundation of community sup-
port. We will do this by com-
municating throughout the
process with the public, civic
leaders, and key stakeholders.
Our goal is to engage all key
stakeholders throughout the
process in order to develop
a plan that is supported by
the community and imple-
mentable at all levels.
Building on the analysis of
existing conditions and best
practices in Phase 1 and stake-
holder feedback in Phase 3,
the team will prepare a vision-
ary Area Plan for Highway 111
that reflects the City's objec-
tives for this special area in La
Quinta, including preparation
of a Complete Streets Plan,
corridor branding standards
and design guidelines, new
code recommendations, and
an implementation plan to en-
sure the vision for the Corridor
can be achieved.
Phase 1
EVALUATE
Phase 2
ENGAGE
Phase 3
ENVISION
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP10
THE DE NOVO APPROACH
The De Novo team is committed to providing the City
with an exceptional area planning process that results
in tangible and action-oriented recommendations for
next steps. Our team will carefully evaluate existing
conditions, consider best practices and programs, and
develop recommendations specific to Highway 111 to
achieve the City's objectives. We will closely coordinate
with the City and key stakeholders and we will provide
principal-level attention to every step of the process.
Our approach to the Highway 111 Area Plan relies on
following priorities:
■ ■ ■ Draw on Area Planning Experience
The De Novo team has managed dozens of policy doc-
uments that assess existing conditions and address the
future of key corridors and special areas for communities
throughout California. Our team has prepared numer-
ous area or vision plans for places such as the cities of
Carson, Brentwood, and Yorba Linda. As part of our
standard practice, we also always evaluate key corridors
and focus areas as part of our General Plan Updates,
which we undertake for clients throughout California.
Additionally, our project team including SWA Group,
EPS, and Kittelson are the best in the business in their
respective fields. They bring to the table extensive ex-
perience working on corridor streetscape design and
building design guidelines, market analysis and creative
implementation programs, and complete streets plan-
ning. Together we will coordinate effectively with City
staff and deliver unparalleled products and analysis.
■ ■ ■ Use the Public Process Effectively
Our past experience preparing long-range policy docu-
ments has taught us that a key to a successful project
is extensive and consistent community and City lead-
ership involvement. It is important for the City to work
with a consultant team that keenly understands how to
effectively plan and execute an effective public process
that pays special attention to stakeholders involved
in providing and influencing the success of Highway
111 . De Novo’s project managers have led community
outreach programs for numerous planning projects and
are well-versed in approaches to encourage diverse com-
munity involvement.
■ ■ ■ Coordinate with Key Stakeholders
We understand the strong need for early and on-going
coordination with stakeholders that influence the health
and success of the City of La Quinta, including its resi-
dents, business owners, development community, city
staff, tourism department, and regional transportation
agencies. Our team will consult with these agencies and
groups in order to best understand existing conditions
and develop a plan that represents community values
and priorities.
■ ■ ■ Focus on Implementation
De Novo project managers have served as contract staff
to agencies and have been involved with all stages of
project implementation. This experience gives us the
unique perspective and skill of being able to prepare an
Area Plan that works within the larger framework of the
City's other policy documents. Our field work, research
methods, and cost/feasibility analysis will help the City
take the desired next steps.
■ ■ ■ Adhere to Schedule and Budget
Our project team is fully committed to delivering the
Highway 111 Area Plan within nine months. We thrive
under deadlines, and we have a track record of meeting
or exceeding our project schedules. Our project manag-
ers take a very hands-on role, and we diligently manage
our team and coordinate with City staff to ensure that
all parties are continuously aware of pending deadlines,
outstanding tasks, and draft work products that will re-
quire staff review.
We take tremendous pride in our ability to adhere to our
project budgets. Our project managers are also princi-
pals and senior managers of the firm, and to this end, we
have the authority to take any steps necessary to ensure
that our projects remain on budget. We strongly encour-
age the City to call every single one of our references
and specifically inquire about the extraordinary steps we
take to ensure we do not modify or exceed our budgets.
This regularly includes the addition of extra meetings
and hearings, and the allocation of staff time and re-
sources beyond the levels identified in our proposal, at
no extra charge to the City. We know that this is a unique
way of doing business, but it has proven to be a tremen-
dously successful approach for our firm.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP11
PROJECT EXAMPLES
Vision Plan
City of Carson | De Novo
De Novo Principal Planner Amanda Tropiano recently
managed a strategic effort to conceptually master plan
approximately 640 acres in the City of Carson around
the City’s 157-acre site and future home of a major re-
gional attraction (note: this project was completed while
Amanda was employed at another firm). The Vision Plan
provides a high-level land use framework for how the
area could transition over time into a vibrant destina-
tion center to better serve the needs of Carson and the
South Bay community.
The preparation of the Vision Plan for Carson was a col-
laborative and iterative process involving community
members, business and property owners in the project
area, the Carson City Council, and City Staff. The Vision
Plan subdivides the project area into 17 discreet “sub-
areas”, each with their own preferred mix of uses, im-
plementation strategy, and associated public improve-
ments. Received by the City Council in the fall of 2016,
the Vision Plan will be used as a guide for staff, land-
owners, and developers while specific implementation
strategies are pursued.
The Vision Plan: »Sets the stage for efforts to revitalize the area
around the City’s 157-acre site into a vibrant
destination center »Supports the City’s new projects including the
Porsche Experience (opening October 2016) »Evaluates the potential for future development in
light of environmental constraints »Defines an opportunity to create new gateways
for future visitors/customers of the study area »Identifies potential strategies to implement the
Vision Plan »Strives to improve the image of the area
A digital copy of the Carson Vision Plan can be found
here: http://ci.carson.ca.us/content/files/pdfs/plan-
ning/visionplan/Vision-Plan-July-2016.pdf
General Plan, EIR and PS-1 Specific Plan
City of Brentwood | De Novo
The De Novo team recently completed a comprehen-
sive update to the City of Brentwood’s General Plan
and preparation of a General Plan EIR. De Novo Prin-
cipals Beth Thompson and Ben Ritchie served as the
project managers for the Brentwood General Plan and
General Plan EIR, and Mr. McMurtry served as Principal
Planner. The work effort began with an extensive pub-
lic outreach and visioning process and preparation of
a detailed Existing Conditions Report. Other key tasks
include an Opportunities and Constraints Report, three
Land Use Map Alternatives accompanied by a Land Use
Map Alternatives Report, and opportunities for proper-
ty owners to submit parcel change requests. Our team
worked closely with the City’s General Plan Working
Group to complete comprehensive policy sets for all
General Plan topics.
The updated General Plan provides extensive opportu-
nities for economic development, maintains strict fis-
cal sustainability, enhances the preservation of natural
resources in and around the City, and ensures contin-
ued quality in the built environment under increasing
growth pressure. Our team worked closely with our
subconsultants throughout all stages of this project.
The General Plan was successfully adopted and the EIR
was certified in July 2014. The Brentwood General Plan
Update Website can be viewed at: brentwood.gener-
alplan.org/.
The City reengaged De Novo Planning Group to pre-
pare a Specific Plan for Priority Area 1 (PA-1). PA-1 is a
373-acre project site located in the northwest corner
of Brentwood, and is a projected focal point for jobs
and mixed-use development centered around a fu-
ture transit station. The intent PA-1 is to implement the
General Plan, which identified this area for special land
use direction. The Specific Plan is scheduled for public
hearings in November 2018.
General Plan and EIR project material can be found
here: http://brentwood.generalplan.org/
PA-1 Specific Plan project material can be found here:
https://pa-1.specificplan.org/
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP12
SAVI Ranch Land Use & Mobility Vision Plan
City of Yorba Linda | De Novo
From 2013-2015, De Novo Principal Planner Amanda
Tropiano worked with the City of Yorba Linda to devel-
op a new and innovative land use and mobility vision
plan for Savi Ranch—the community's primary com-
mercial center. Originally zoned for commercial, office,
and industrial uses, the City envisioned a new future for
Savi Ranch as a mixed-use area with new residential
opportunities and adaptive reuse of existing buildings.
In Yorba Linda, introducing residential development
opportunity in an area not previously identified for res-
idential use requires a vote of the public, so particular
attention was paid to educate the community on the
benefits of mixed-use development at this location,
including improved fiscal sustainability, mobility, and
public safety.
Working with a team of consultants, Amanda prepared
a series of land use and mobility plan alternatives and,
after a range of public workshops and hearings, a pre-
ferred land use and mobility framework that was ap-
proved by Council. She also crafted a new overlay zone
to allow for the underlying land uses in the existing de-
velopment code while also allowing for new develop-
ment opportunities, including multifamily residential,
best suited to respond to changing market conditions.
Amanda was responsible for managing the project
from kick-off to approval and worked with a range of
stakeholders, including business and property owners,
community members, and elected and appointed offi-
cials, to create a Plan that best represented the future
for Savi Ranch.
The final Vision Plan report can be found here: https://
www.yorbalindaca.gov/DocumentCenter/View/525/
Savi-Ranch-Land-Use-and-Mobility-Vision-Plan-Con-
solidated-Report-PDF?bidId=
Core Area Vision Plan
City of Mission Viejo | SWA Group and EPS
The City of Mission Viejo, a master planned commu-
nity located in Orange County, was seeking to devel-
op a Civic Core visioning plan to guide future devel-
opment and city infrastructure projects with the goal
of creating a more walkable and community-oriented
Civic Core. The Civic Core is the City’s geographic center
and currently composed of commercial, office, public
facility, and recreational uses predominantly housed in
strip-mall format shopping centers that lack pedestrian
access and unifying physical elements, thereby hinder-
ing the establishment of a downtown or town center.
Mission Viejo’s Core Area contains a mix of civic, com-
mercial, and recreational uses. SWA was selected to
analyze the area for its revitalization potential and de-
velop a Vision Plan which integrates community-based
design ideas. The plan will include a series of flexible
development options that create an exceptional public
realm and will provide options for urban open space
frameworks, market analysis and comparable studies.
The goal is to connect the community to its civic and
commercial core, while also creatively engaging the
project area’s topography and exposing its hidden gem
– the Oso Creek.
EPS served as the economist for this project. In this
role, EPS evaluated market trends affecting the viability
of increased retail, residential and office development
of various types and intensities within the Civic Core.
The EPS analysis also described evolving national retail
trends, including how the role of on-line shopping and
consumer behavior of millennials and “Baby-Boomers,”
is favoring mixed-use environments that offer experien-
tial venues and amenities. It also included an overview
of various development feasibility and financing issues
associated with the land use and infrastructure con-
cepts being considered as part of the visioning process.
EPS presented its finding in a detailed report as well as
in several presentations to the public and City Council.
The consulting team produced a final Visioning Plan
that was approved by the City Council in 2017, and can
be found here: https://cityofmissionviejo.org/sites/de-
fault/files/mission-viejo-core-area-vision-plan.pdf
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP13
West Overlay District & Design Guidelines
City of West Hollywood | SWA Group
The SWA landscape architecture team partnered with
Page & Turnbull, a renowned preservation architecture
firm, to guide the City of West Hollywood’s efforts to de-
fine and preserve its architectural heritage and neigh-
borhood character. In an increasingly heated real es-
tate market, residents and city officials alike struggled
to reign in the influx of ‘Big Box’ single family homes
that broke the continuity of the neighborhood.
Through extensive community outreach meetings and
a dynamic partnership with city officials, the updated
guideline and zoning code allow for creativity while
protecting the desirable characteristics of West Holly-
wood.
The West Hollwyood West Overlay District and Design
Guidelines was adopted by the West Hollywood City
Council on November 03, 2014 and went into effect
January 01, 2015, and includes additional requirements
when building a single-family house, duplex, addition
or exterior remodel.
The Overlay District for West Hollywood West is in ad-
dition to the R1-B Zoning and can be found in section
19.14.110 of the Zoning Code. The Overlay District in-
cludes provisions on building modulation and roof
form, parking requirements, accessory buildings, bal-
conies, walls and hedges at front property line, among
other things.
Included in the Overlay District are 3 findings that re-
late to the Design Guidelines. The Design Guidelines
describe how to meet these findings:
1. Neighborhood Fit. The massing, scale, and propor-
tion, as well as landscape, site, and streetscape de-
sign of the proposed project complement the existing
neighborhood;
2. Quality Materials and Details. The proposed project
exhibits use of quality materials and details appropriate
to the design concept that will ensure proper execution
of the design; and
3. Variety in New Construction. For new construction,
that the building is a unique design and not identical
to others on surrounding parcels.
Please see Section 19.14.120 of the West Hollywood
Municipal Code at: https://qcode.us/codes/westholly-
wood/
Town Center Specific Plan
City of Duarte | EPS
The City of Duarte, a bedroom community in Los Ange-
les’ San Gabriel Valley, was undertaking a Specific Plan
process to guide the future of its Town Center area. The
existing Town Center was an automobile-oriented strip
with a land use mix of dated hotels, marginal shopping
centers, and quick-serve restaurants that faced strong
competition for destination retail from the nearby cities
of Monrovia and Arcadia. The vision for the area was a
mixed-use activity center intended to serve as the city’s
civic and cultural hub. The proposed Specific Plan in-
tended to leverage proximity to the nearby Civic Cen-
ter, high school and middle school complex, Gold Line
Station, and City of Hope medical campus to establish
a more integrated, dynamic, and walkable social gath-
ering place for the entire city.
EPS served as economist on the multi-disciplinary
consultant team. In this role, EPS was responsible for
preparing a market assessment study, to provide mar-
ket-based parameters for the Plan visioning and de-
velopment process, and a test-fit analysis, to test the
financial feasibility of potential uses for the Plan Area.
EPS first analyzed existing real estate, demographic
and socioeconomic conditions to determine market
demand for residential, retail, office, and hospitality
uses in the Plan Area. These demand findings were in-
corporated into the proposed program for the Town
Center, after which EPS evaluated the fiscal impact
of the program on the City’s General Fund costs and
revenues based on activities of new residents, on-site
employees, and visitors. Finally, EPS detailed a set of
financing and implementation options and strategies
to advance the goals of the Plan. The proposed strat-
egies included development-based funding mecha-
nisms, such as development impact fees, Community
Benefit Incentive Zoning, and developer agreements;
land-secured funding and financing mechanisms, such
as Special Benefit Assessment Districts and Communi-
ty Facilities Districts; city funding and financing mech-
anisms, such as Infrastructure Financing Districts and
Enhanced Infrastructure Financing Districts; and state
and federal programs, such as the Statewide Commu-
nity Infrastructure Program.
The City Council adopted the final Town Center Specif-
ic Plan in September 2016, which can be found here:
https://www.duartetowncenter.com/app_pages/
view/94.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP14
Engineering for Safer Streets
City of Pasadena | Kittelson
The City of Pasadena has a population of approximately
140,000 people, and a strong mix of local and regional
commercial centers, such as Old Town Pasadena along
Colorado Boulevard. The City has a been at the fore-
front of municipal transportation engineering, includ-
ing its transportation management center and its ef-
fective use of signal coordination and ITS technology to
manage large events, such as the Annual Tournament
of Roses Parade and the Rose Bowl football game. In
2014, the City came to realize their residents, visitors,
and businesses would benefit from a similarly robust
process for monitoring and improving roadway safety,
especially along high-demand corridors.
This project resulted in a plan that identified and priori-
tized active transportation and safety projects through-
out the City. In particular, Kittelson identified high-pri-
ority locations, conducted site visits, and developed
improvements for those locations. A key consideration
in this assessment was the land use context of the
high-priority locations, as the amount of activity (and
the resulting exposure to hazardous conditions) was di-
rectly related to the demand for walking and the con-
flicts with vehicles traveling to and from nearby des-
tinations. As such, particular emphasis was placed on
key mixed-use and multimodal corridors.
To achieve this plan, Kittelson conducted road and pe-
destrian safety audits and surveyed facility types to pro-
vide data entry required to enter the additional street
information in the updated record system. Using this
data, a thorough analysis of the top crash rate locations
by type of facility, type of users, type of parties involved,
and others was conducted. Kittelson, in collaboration
with City staff, developed near-, mid-, and long-term
safety improvement recommendations for each high-
ranked location(s). For example, near- and mid-term
recommendations were those that could be imple-
mented via an enforcement treatment, education or
minor traffic engineering or operational improvement;
while long-term recommendations included big-capi-
tal project recommendations or development of an an-
nual recurring safety campaign or education program.
At locations where proposed improvements may results
in changes to the intersection or roadway configurations,
Kittelson conducted high-level transportation assess-
ments to determine the potential for negative affects to
traffic operations or increases in delay to transit vehicles.
Project website: http://saferstreets.cityofpasadena.net/
General Plan, EIR, and Active
Transportation Plan
City of La Verne | De Novo, Kittelson, and EPS
De Novo Planning Group has recently kicked-off the
City of La Verne’s General Plan Update and EIR, expect-
ed to be completed in late 2019. The La Verne General
Plan Update will be based on a robust and meaningful
engagement process consisting of General Plan Advi-
sory Committee meetings, Visioning Workshops, Com-
munity-wide Workshops, a dedicated project website,
newsletters, social media advertisements, and surveys.
De Novo Planning Group is currently working with a
15-member General Plan Advisory Committee to de-
velop draft goals and policies for the General Plan Up-
date. The City is also home to a future Gold Line Station
(set to open in 2026) and has recently adopted a Spe-
cific Plan to guide the growth and development of land
uses around the Gold Line Station, which is to be locat-
ed just outside of Old Town La Verne and the University
of La Verne. Working together, these institutions and
agencies envision a vibrant shopping, dining, and living
experience in Old Town. The General Plan continues to
seek ways to support this vision while maintaining the
character and quality of the City's established neigh-
borhoods in North La Verne.
Kittelson is currently developing the circulation and mo-
bility section of the General Plan Update for the City of
La Verne, including the identification of mobility-related
policies and objectives with respect to automobile, ac-
tive transportation, transit and freight circulation, plus
on-street and off-street parking. Kittelson is also work-
ing with the land use and economic planning teams to
estimate the net-new travel demand that would result
from different land use alternatives, including empha-
sis on land uses and development types.
Kittelson is also concurrently preparing an Active Trans-
portation Plan for the City of La Verne to implement
the goals and policies developed for the Mobility El-
ement. This process includes additional community
engagement in-person and online using cutting-edge
communication and mapping techniques.
This project in ongoing and materials can be viewed on
the project website at www.LaVerne.GeneralPlan.org.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP15
SCOPE OF WORK
We appreciate that the City has already outlined a de-
sired general scope of work for this project; this section
serves to highlight the project deliverables and provide
additional details related to De Novo's unique work
tasks which supplement those proposed by the City. We
would welcome the opportunity to discuss this scope of
work with you further and would be happy to refine it to
best meet your needs.
Phase 1 Evaluate
Our first phase of work is themed around the idea of
"EVALUATE". In this phase, we are focused on evaluating
the project, existing documents, plans and programs,
and best practices from other jurisdictions to create a
foundation for future analysis and decision-making.
The project will begin with the consultant team provid-
ing a high-level project overview and refined timeline
at an in-person meeting with Staff, collecting data, ana-
lyzing existing conditions, and evaluating opportunities
and issues.
1.1 PROJECT KICK-OFF MEETING AND SITE
TOUR
The project kick-off meeting is critical to shaping a suc-
cessful planning effort. Within one week of project com-
mencement, the De Novo team will meet with City staff
to kick-off the project and provide a project overview, in-
cluding a schedule for completion of the project within
the expected time frame and budget. The kick-off meet-
ing will allow the project team to:
»Define project goals, objectives, tasks and
timelines; »Discuss insights gained from the proposal; »Data request for relevant background documents
(adopted documents, reports, and studies); »Address implementing projects/programs that
may affect the project
Following the meeting, the consultant team will tour the
Highway 111 project area with the City. Using the tour as
a catalyst for critical evaluation, we will discuss the key
issues of the study area, the goals and objectives of the
project, and explore any initial opportunity sites identi-
fied by staff.
Deliverables: »Meeting agenda, data needs list, summary notes,
tour photos
1.2 AUDIT OF CURRENT CORRIDOR DEVELOP-
MENT STANDARDS
Lead by De Novo Planning Group, the project team will
audit current Corridor development standards, including
the following:
»Highway 111 Design Guidelines »Zoning District Standards: Regional Commercial,
Commercial, Park and Mixed Use Overlay District
Standards; and »Specific plan development standards (11 Specific
Plans that apply to portions of the Highway 111
Corridor)
As part of this audit, we will identify existing guidelines
and standards that should be retained as part of the
new Area Plan, guidelines and standards that may be
hindering creativity and economic development, and
guidelines and standards that are outdated or could be
articulated better.
Drawing on its experience working with the developer
community and based on stakeholder feedback (see
Phase 2), EPS will provide input on elements of the ex-
isting development standards in La Quinta that may be
impacting the production of particular development
types along the Highway 111 Corridor.
Deliverables: »Memorandum with tables summarizing major
elements from existing plans
1.3 BEST PRACTICES SURVEY
De Novo has found that when preparing policy docu-
ments like a corridor area plan, it can be extremely help-
ful to understand how other jurisdictions around the
country address similar issues. In this task, De Novo will
work with the City to identify three jurisdictions around
the United States that have successful corridor area
plans or specific plans that could provide insight for the
City of La Quinta as it undertakes this project. Based on
a preliminary analysis, Minneapolis, Minnesota, Sarasota
County, Florida, and Centennial, Colorado all have pro-
grams that could provide special insight into how La
Quinta could address the challenges facing not only this
corridor, but other major thoroughfares that could be
addressed in future planning efforts.
As part of this task, we will review the select cities' plans
and programs, conduct phone interviews with Staff
from those jurisdictions, and summarizing our findings
in a memorandum that can be shared with Staff, elect-
ed and appointed officials, and stakeholders.
Deliverables: »Memorandum summarizing three case studies
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP16
Phase 2: Engage
Because public support is crucial to the success of this
project, strategic and effective outreach will be conduct-
ed throughout the duration of this project. The second
phase of work is where we will "ENGAGE" the commu-
nity in a meaningful discussion regarding their vision for
the Corridor, their values, and issues and opportunities
they need addressed as part of this process. This work
program is intended to build off of the feedback and di-
rection provided by Planning Commission and Council
meetings where the Highway 111 Corridor Visioning pro-
gram was discussed.
2.1 POP-UP EVENTS (2)
People can participate in the public planning process
most effectively when they're well-informed about the
project. De Novo will run a booth at two different pop-
up events in order to inform the public about the area
plan and solicit feedback through surveys, comment
cards, and visioning boards.
Deliverables:
»Attendance at two pop-up events at locations
along Highway 111
2.2 STAKEHOLDER WORKING GROUP MEETINGS (2)
The project team will host two stakeholder working
group meetings. We will work with the City to develop
an invitation list for stakeholders, which we expect to in-
clude property owners, business owners, and residents.
At the first working group meeting, which will occur ear-
ly in the process, we expect to cover the following topics:
»An overview of existing conditions and the results
of the Development Standards Audit Report »Better understand what’s working/not working for
property and business owners »Learn about upcoming plans to expand, move, or
make improvements »Hear what stakeholders want to see in the future »Identification of key opportunity sites »Discussion about the scale, physical form, and
character of the corridor »Learn what the City can do to help the Corridor
be more successful
Planning Commissioners and City Councilmembers will
be invited to attend the meetings to hear from stake-
holders first-hand, but will be asked to participate as ob-
servers only. The feedback received at the first working
group meeting will inform development of the area plan
components. At the second meeting, which will occur
towards the end of the project, we will share the results
of this work effort.
Deliverables: »Facilitation of two stakeholder working group
meetings
2.3 DIGITAL ENGAGEMENT
Website : De Novo will create and maintain an Area Plan
website that will provide the City and the community
with regular updates regarding the status of the project,
identify the schedule of upcoming meetings, serve as
a library of documents (including staff reports, meeting
agendas and minutes, technical reports, and public re-
view drafts), and allow the public an opportunity to par-
ticipate in polls and comment on the Area Plan process.
Social Media Content: De Novo will work with the City to
develop text and graphics for the City to post on existing
social media platforms to create a bridge between those
users and the Area Plan website. We understand that the
City of La Quinta, the Police Department, and Chamber
of Commerce maintain Facebook pages, which can be
geo-targeted to advertise meetings and other points of
engagement. There are also active Nextdoor neighbor-
hoods in La Quinta, and the City can post messages to
these users through an official City-sponsored account
which has proved to be very successful in other commu-
nities.
Deliverables: »Project website, social media content for posting
to City accounts
2.4 JOINT PLANNING COMMISSION/CITY COUNCIL
STUDY SESSION
We recognize that the Planning Commission and City
Council have already provided valuable input regarding
the future vision for Highway 111. At the conclusion of
Phase 1, we will meet again with the Planning Commis-
sion and City Council in a joint study session format to
discuss the results of the Evaluation phase, communi-
ty engagement program (pop-up findings, stakehold-
er meeting feedback and results of online surveys) and
present our approach for next steps regarding the work
products in Phase 3.
Deliverables: »Facilitation of one joint PC/CC study session
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP17
Phase 3: Envision
Based on the evaluation of existing conditions in Phase
1 and engagement with key stakeholders in Phase 2, we
will be ready in Phase 3 to "ENVISION" what the future
holds for this important corridor.
3.1 COMPLETE STREETS PLAN
Kittelson will prepare a complete streets plan for the
Highway 111 Corridor (including key cross-streets) to uti-
lize multi-modal transportation and advanced technol-
ogy to facility the movement of people and goods in the
future. In particular, this plan will provide guidance and
direction on how to best incorporate future transporta-
tion improvements (such as the CV Link), balance the
needs of local/regional users, and enhance connectivity
for transit riders, pedestrians and cyclists. In addition,
the plan will help determine the best use of the existing
roadways, including the prioritization of rights-of-way
and implementation of advanced signal technologies.
The effort will include the following major steps:
Existing Conditions: Kittelson will assemble an inven-
tory of available existing data within the project study
area, as provided by the City, including daily and peak
hour traffic counts, multimodal counts, traffic speeds,
transit service and ridership, and accidents. In addition,
Kittelson will obtain from the City the current (and pro-
posed) signal plans, signing and striping plans, and other
planned capital improvements.
Multimodal Operations and Safety Assessment: Kit-
telson will conduct a qualitative evaluation of the ex-
isting operational conditions in the study area, includ-
ing high-level reviews of operational performance on a
mode-by-mode basis. In addition, Kittelson will review
safety data to identify collision hot-spots and identify
deficiencies in the pedestrian/bicyclist networks that in-
crease the potential for hazards.
Development of Complete Streets Concepts: Using
the above information, Kittelson will develop com-
plete street concepts at key intersections and midblock
cross-sections along Highway 111. These concepts will
focus primarily on changes to the roadways to enhance
pedestrian and bicyclist safety, encourage multimodal
travel, and improve transit speeds and amenities, while
maintaining efficient vehicular movements. It is antic-
ipated that the concepts will also allow for the incor-
poration of future advanced mobility changes, such as
transit signal priority treatments and connected/auton-
omous vehicles. In addition, potential modifications to
city standards, such as parking supply, may be consid-
ered to help encourage the use of alternative modes.
Evaluation of Concepts: Kittelson will utilize future traf-
fic volume provided by the City from output from the
Riverside Travel Demand Model (RivTAM) to test the ef-
fect of the complete streets concepts on overall traffic
patterns and flows along Highway 111. This may also
include the development of an additional traffic opera-
tions model (such as Synchro) to test the effect of mod-
ifications to travel lane configurations and signalization
plans. Following these reviews, Kittelson will conduct a
screening process to evaluate the effectiveness of each
complete street concept, based on a series of screen-
ing criteria (that may include right-of-way impacts, costs,
travel time changes, parking supply, etc.). Kittelson will
then determine the preferred alternative for each com-
plete streets elements, including policy and design
changes to support each mode of travel.
Documentation: Kittelson will prepare a complete
streets plan for the Highway 111 corridor, including
applicable graphics and data presentations to clearly
illustrate the proposed modifications to the streets, in-
tersections, and amenities. The plan will also be supple-
mented by the technical analysis conducted in earlier
steps to provide the support needed to justify the plan
elements.
Deliverables: »Administrative and Final Complete Streets Plan
3.2 CORRIDOR STREETSCAPE DESIGN
SWA will prepare a corridor streetscape design concept
for the Highway 111 Corridor which will set a bold vi-
sion for the future of the area and include an emphasis
on “Place-making.” The streetscape concept will include
landscape designs, branding ideas, wayfinding strate-
gies and monumentation concepts and will provide rec-
ommendations for gateways, street trees, median/ park-
way / intersection bulb-out treatments, tree grates/wells,
street furniture (benches, trash / recycling receptacles,
bike racks, etc.), street light standards, pedestrian safe-
ty enhancements at public crossings, concrete finishes
and color, stamped asphalt and pavers, utility screening
techniques, stormwater management features, signage
and wayfinding, bollards, and truncated domes. SWA
will organize these elements into a cohesive kit of parts
that describe:
1. Revised Street Sections incorporating complete
street designs;
2. Parkway Design;
3. Median Design;
4. Entry Design;
5. Plant Palettes including groundcovers, shrubs
and street trees;
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP18
6. Street Furniture;
7. Monumentation and Gateways;
8. Signage and Wayfinding;
9. Stormwater Management;
10. Conceptual Lighting;
As part of this effort, SWA will provide illustrative plans,
street sections, plant palette and material imagery and
conceptual renderings that describe the character and
spatial conditions of the revised Highway 111 Corridor
design. Kittelson will provide input to the streetscape
design concepts with respect to the roadway, such as
bulb-outs, pedestrian safety improvements, and other
cross-sectional changes.
Deliverables: »Administrative and Final Corridor Streetscape
Design Report
3.3 CORRIDOR DESIGN GUIDELINES
SWA will prepare a Corridor Design Guidelines docu-
ment which shall include text and graphics that would
guide prospective developers and/or users in the uni-
form accomplishment of the desired design concepts.
The Design Guidelines will look into strategies related to
renovation of existing facilities; land use, density, physical
form and character, public spaces, mobility, relationship
to natural features, and connectivity to the surrounding
areas. Subjects covered shall include:
1. Public Realm Guidelines:
a. Streets.
b. Open space.
c. Pedestrian circulation.
d. Parking and vehicular circulation.
e. Landscape architectural guidelines.
2. Building Guidelines:
a. Setback and easements.
b. Heights.
c. Frontages.
d. Access.
e. Frontages.
As part of this effort, SWA will provide illustrative dia-
grams and drawings that communicate the massing
and character of potential development typologies. Spe-
cific attention will be paid to the development of new
typologies appropriate for the specific site conditions
of the Highway 111 corridor related to the revitalization
of vacant in-fill sites and the redevelopment of existing
commercial centers, particularly surplus parking areas.
Conceptual renderings will illustrate the potential of new
development typologies and how the design guidelines
will shape their character.
Based on its understanding of trends in retail, residential,
and hospitality development, and building on the mar-
ket findings in the Highway 111 Corridor ULI TAP Study,
EPS will provide input on who makes up the current and
potential market for development along the Corridor,
what features and amenities are sought by the market,
and how design guidelines can protect and enhance
that market. This input will build on the recommenda-
tions put forth in the TAP Study, drilling down on criti-
cal development feasibility metrics, and will be refined
throughout the duration of the task based on feedback
from the City and relevant stakeholders.
Kittelson will provide input to the Corridor Design
Guidelines with respect to transportation facilities and
on-street/off-street parking, including the recommend-
ed modifications to the street rights-of-way, reuse of
parking spaces, or enhancements to transit, pedestrian
and bicyclist amenities.
Deliverables: »Administrative and Final Corridor Design
Guidelines Report
3.4 CODE AND STANDARD REVISIONS
The team will make recommendations on revisions to
the standards with the City’s development codes and
adopted standards including:
»Regional Commercial, Commercial Park, Mixed
Use Overlay;
»Nonresidential code revisions that include
but are not limited to parking, nonresidential
development standards, nonresidential permitted
uses, and signs;
»Existing Corridor Specific Plans.
Our team will also pay special attention to the develop-
ment potential created as a result of new development
standards to ensure that the scope of the area plan will
fit within the maximum Corridor development build-out
assumptions analyzed in the General Plan EIR.
Deliverables: »Administrative and Final Code and Standards
Revisions Report
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP19
3.5 IMPLEMENTATION PROGRAM
A key component to successful implementation of the
Area Plan will be improvements to the physical environ-
ment that enhance existing assets, support a sense of
place, and attract or enable private sector investment. To
support this plan, EPS will research and assess the most
appropriate financing tools that may be available to the
City and current and future stakeholders to finance the
public and private costs associated with the proposed
Plan. These may include, but not be limited to:
»Public-private joint development opportunities for
shared infrastructure »Strategic ground lease arrangements »Market-sensitive phasing »Value-capture techniques to convert fiscal benefits
into financing tools »Overlay districts, such as CFDs or EIFDs for
financing public improvements or facilities »Cost allocation strategies for required off-site
improvements/facilities »Other financial and fiscal measures or mitigation
strategies to cover any potential fiscal deficits »Identification of potential local, state, and federal
funding sources
EPS will identify and evaluate an initial set of financing
tools and resources that might be used to address any
one-time and/or on-going costs identified as part of this
analysis, and provide an overview of these potential fi-
nancing tools in the form of a memorandum. SWA will
assist in creating an implementation program that iden-
tifies work tasks to implement the area plan vision, fund-
ing sources, and responsible parties and Kittelson will
identify work tasks to implement the complete streets
plan.
Deliverables: »Administrative and Final Implementation
Program
3.6 AREA PLAN PACKAGE
In this task, De Novo will assemble all individual final
deliverables prepared in previous tasks into one com-
prehensive Area Plan Package. The team will also in-
clude an introduction and summary of public outreach
activities as part of the Area Plan. Given that the work
products will be reviewed and edited as part of their in-
dividual tasks, we expect this effort will be focused on
document organization, layout, and consistency among
product delivery. This Area Plan package will be printed
and delivered to the City as the comprehensive assem-
bled work product suitable for distribution to Planning
Commission and Council for the public hearing process.
The Area Plan is expected to include the following chap-
ters:
»Introduction »Vision Statement »Public Outreach Summary »Overview of Existing Conditions »Complete Streets Plan »Corridor Streetscape Design »Corridor Design Guidelines »Development Code Standard Recommendations »Implementation Plan
Deliverables:
»Administrative and Final Area Plan Package
3.7 PUBLIC HEARINGS
Principals from De Novo will attend up to one Planning
Commission and two City Council meetings as part of
the public hearing process for the Highway 111 Area
Plan review and approval. In addition to De Novo's lead-
ership team, Principals from SWA and EPS will attend
two hearings and Kittelson's Principal will attend one.
Deliverables: »Attendance (including all presentation materials)
at up to three public hearings
DEC JAN FEB MAR APR MAY JUNE JULY AUG SEP
PHASE 1: EVALUATE
{Contract Award}
1.1 Project Kick-off Meeting and Site Tour
1.2 Audit of Current Corridor Development Standards
1.3 Best Practices Survey
PHASE 2: ENGAGE
2.1 Pop-up Events (2)
2.2 Stakeholder Working Group Meetings (2)
2.3 Digital Engagement
2.4 Joint PS/CC Study Session
PHASE 3: ENVISION
3.1 Complete Streets Plan
3.2 Corridor Streetscape Design
3.3 Corridor Design Guidelines
3.4 Code and Standard Revisions
3.5 Implementation Program
3.6 Area Plan Package
3.7 Public Hearings
20 DE NOvO PLANNiNG GROUP
1
Contract Award
Kick-Off Meeting
2
Pop-Up Outreach Event
Stakeholder Committee Meeting
Joint PC/CC Study Session
3
Planning Commission
City Council
SCHEDULE
2018
2
3
1
2019
Table 1. Total Cost Proposal with De Novo Hour Distribution
Design Economics Traffic Direct Costs
hours $135 hours $115 hours $105 hours $85 hours Fee
Fee
Task 1.1: Project Kick‐off Meeting and Site Tour 8 $1,080 0 $0 0 $0 0 $0 8 $1,080 $0 $1,080
Task 1.2: Audit of Current Corridor Development Standards 8 $1,080 16 $1,840 16 $1,680 16 $1,360 56 $5,960 $1,328 $5,880 $1,710 $0 $14,878
Task 1.3: Best Practices Survey 4 $540 0 $0 0 $0 24 $2,040 28 $2,580 $0 $2,580
PHASE 1 SUBTOTAL 20 $2,700 16 $1,840 16 $1,680 40 $3,400 92 $9,620 $1,328 $5,880 $1,710 $0 $18,538
Task 2.1: Pop‐up Events (2)0 $0 16 $1,840 8 $840 0 $0 24 $2,680 $0 $2,680
Task 2.2: Stakeholder Working Group Meetings (2) 14 $1,890 4 $460 4 $420 0 $0 22 $2,770 $7,571 $3,660 $2,570 $0 $16,571
Task 2.3: Digital Engagement 8 $1,080 32 $3,680 4 $420 0 $0 44 $5,180 $0 $5,180
Task 2.4: Joint PC/CC Study Session 8 $1,080 0 $0 0 $0 0 $0 8 $1,080 $3,660 $0 $4,740
PHASE 2 SUBTOTAL 30 $4,050 52 $5,980 16 $1,680 0 $0 98 $11,710 $7,571 $7,320 $2,570 $0 $29,171
Task 3.1: Complete Streets Plan 0 $0 4 $460 0 $0 0 $0 4 $460 $25,201 $0 $25,661
Task 3.2: Corridor Streetscape Design 0 $0 4 $460 0 $0 0 $0 4 $460 $39,528 $1,680 $0 $41,668
Task 3.3: Corridor Design Guidelines 0 $0 4 $460 0 $0 0 $0 4 $460 $19,267 $2,260 $0 $21,987
Task 3.4: Code and Standard Revisions 8 $1,080 32 $3,680 22 $2,310 0 $0 62 $7,070 $2,657 $13,740 $5,015 $0 $28,482
Task 3.5: Implementation Program 16 $2,160 24 $2,760 0 $0 0 $0 40 $4,920 $4,385 $12,980 $2,360 $0 $24,645
Task 3.6: Area Plan Package 8 $1,080 20 $2,300 2 $210 8 $680 38 $4,270 $1,450 $5,720
Task 3.7: Public Hearings 16 $2,160 0 $0 0 $0 0 $0 16 $2,160 $4,655 $2,295 $0 $9,110
PHASE 3 SUBTOTAL 48 $6,480 88 $10,120 24 $2,520 8 $680 168 $19,800 $70,492 $26,720 $38,811 $1,450 $157,273
Subtotals 98 $13,230 156 $17,940 56 $5,880 48 $4,080 358 $41,130 $79,391 $39,920 $43,091 $1,450 $204,982
TOTAL FEE (NOT TO EXCEED FEE)$204,982
NOTES:
Subconsultants and Direct Costs are billed at no markup.
De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.
Kittelson &
Associates
Printing/
ReproductionTASK/ACTIVITY
ACTIVITY
TOTALS
Phase 1: Evaluate
Phase 3: Envision
De Novo SubtotalAssistant Planner/
GIS and Graphics
SWA Group
TOTALS
Phase 2: Engage
Associate Planner
Economic and
Planning
Systems
Project Manager/
Principal
Senior Planner + Urban
Designer
COST PROPOSAL
Our team's cost proposal for the requested scope of work is detailed on the following pages; the total cost proposal, along with hours by De Novo staff
classification, is provided below. Subsequent pages detail the cost proposal for each subconsultant by staff classification. We have also included a sum-
mary table at the end of this section which identifies the hourly rates for key personnel assigned to the project.
21 DE NOvO PLANNiNG GROUP
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOvO PLANNiNG GROUP22
Table 2. SWA Group Hour Distribution
Direct Costs
hours $285 hours $165 hours $100 hours Fee
Fee
Task 1.1: Project Kick‐off Meeting and Site Tour $0 $0 $0 0 $0 $0
Task 1.2: Audit of Current Corridor Development Standards 2 $570 4 $660 $0 6 $1,230 $98 $1,328
Task 1.3: Best Practices Survey $0 $0 $0 0 $0 $0
PHASE 1 SUBTOTAL 2 $570 4 $660 0 $0 6 $1,230 $98 $1,328
Task 2.1: Pop‐up Events (2)$0 $0 $0 0 $0 $0
Task 2.2: Stakeholder Working Group Meetings (2)6 $1,710 20 $3,300 20 $2,000 46 $7,010 $561 $7,571
Task 2.3: Digital Engagement $0 $0 $0 0 $0 $0
Task 2.4: Joint PC/CC Study Session $0 $0 $0 0 $0 $0
PHASE 2 SUBTOTAL 6 $1,710 20 $3,300 20 $2,000 46 $7,010 $561 $7,571
Task 3.1: Complete Streets Plan $0 $0 $0 0 $0 $0
Task 3.2: Corridor Streetscape Design 40 $11,400 80 $13,200 120 $12,000 240 $36,600 $2,928 $39,528
Task 3.3: Corridor Design Guidelines 16 $4,560 32 $5,280 80 $8,000 128 $17,840 $1,427 $19,267
Task 3.4: Code and Standard Revisions 4 $1,140 8 $1,320 $0 12 $2,460 $197 $2,657
Task 3.5: Implementation Program 4 $1,140 8 $1,320 16 $1,600 28 $4,060 $325 $4,385
Task 3.6: Area Plan Package $0 $0 $0 0 $0 $0
Task 3.7: Public Hearings 10 $2,850 4 $660 8 $800 22 $4,310 $345 $4,655
PHASE 3 SUBTOTAL 74 $21,090 132 $21,780 224 $22,400 430 $65,270 $5,222 $70,492
Subtotals 82 $23,370 156 $25,740 244 $24,400 482 $73,510 $5,881 $79,391
TOTAL FEE (NOT TO EXCEED FEE)
NOTES:
Subconsultants and Direct Costs are billed at no markup.
De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.
Phase 3: Envision
Phase 1: Evaluate
Phase 2: Engage
SWA Group SWA
TOTALS Printing/
Reproduction
TOTALS
TASK/ACTIVITY
Principal Associate Staff
Direct Costs
hours $295 hours $195 hours $135 hours $90 hours Fee
Fee
Task 1.1: Project Kick‐off Meeting and Site Tour $0 $0 $0 $0 0 $0 $0
Task 1.2: Audit of Current Corridor Development Standards 12 $3,540 12 $2,340 0 $0 0 $0 24 $5,880 $5,880
Task 1.3: Best Practices Survey $0 $0 $0 $0 0 $0 $0
PHASE 1 SUBTOTAL 12 $3,540 12 $2,340 0 $0 0 $0 24 $5,880 $0 $5,880
Task 2.1: Pop‐up Events (2)$0 $0 $0 $0 0 $0 $0
Task 2.2: Stakeholder Working Group Meetings (2)3 $885 9 $1,755 $0 3 $270 15 $2,910 $750 $3,660
Task 2.3: Digital Engagement $0 $0 $0 $0 0 $0 $0
Task 2.4: Joint PC/CC Study Session 3 $885 9 $1,755 $0 3 $270 15 $2,910 $750 $3,660
PHASE 2 SUBTOTAL 6 $1,770 18 $3,510 0 $0 6 $540 30 $5,820 $1,500 $7,320
Task 3.1: Complete Streets Plan $0 $0 $0 $0 0 $0 $0
Task 3.2: Corridor Streetscape Design $0 $0 $0 $0 0 $0 $0
Task 3.3: Corridor Design Guidelines $0 $0 $0 $0 0 $0 $0
Task 3.4: Code and Standard Revisions 24 $7,080 30 $5,850 6 $810 $0 60 $13,740 $13,740
Task 3.5: Implementation Program 20 $5,900 28 $5,460 12 $1,620 $0 60 $12,980 $12,980
Task 3.6: Area Plan Package $0 $0 $0 $0 0 $0 $0
Task 3.7: Public Hearings $0 $0 $0 $0 0 $0 $0
PHASE 3 SUBTOTAL 44 $12,980 58 $11,310 18 $2,430 0 $0 120 $26,720 $0 $26,720
Subtotals 62 $18,290 88 $17,160 18 $2,430 6 $540 174 $38,420 $1,500 $39,920
TOTAL FEE (NOT TO EXCEED FEE)
NOTES:
Subconsultants and Direct Costs are billed at no markup.
De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.
Phase 3: Envision
Phase 1: Evaluate
Phase 2: Engage
EPS EPS
TOTALS Printing/
Reproduction
TOTALS
TASK/ACTIVITY
Managing Principal Senior Associate Research Analyst Production Staff
Table 3. EPS Hour Distribution
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUP23
Table 4. Kittelson Hour Distribution
Direct Costs
hours $275 hours $170 hours $145 hours $145 hours $105 hours Fee hours
Task 1.1: Project Kick‐off Meeting and Site Tour $0 $0 $0 $0 $0 0 $0 $0
Task 1.2: Audit of Current Corridor Development Standards 2 $550 $0 $0 8 $1,160 $0 10 $1,710 $1,710
Task 1.3: Best Practices Survey $0 $0 $0 $0 $0 0 $0 $0
PHASE 1 SUBTOTAL 2 $550 0 $0 0 $0 8 $1,160 0 $0 10 $1,710 $0 $1,710
Task 2.1: Pop‐up Events (2)$0 $0 $0 $0 $0 0 $0 $0
Task 2.2: Stakeholder Working Group Meetings (2)6 $1,650 $0 3 $435 $0 2 $210 11 $2,295 $275 $2,570
Task 2.3: Digital Engagement $0 $0 $0 $0 $0 0 $0 $0
Task 2.4: Joint PC/CC Study Session $0 $0 $0 $0 $0 0 $0 $0
PHASE 2 SUBTOTAL 6 $1,650 0 $0 3 $435 0 $0 2 $210 11 $2,295 $275 $2,570
Task 3.1: Complete Streets Plan 12 $3,300 22 $3,740 11 $1,595 95 $13,775 18 $1,890 158 $24,300 $901 $25,201
Task 3.2: Corridor Streetscape Design 4 $1,100 $0 2 $290 2 $290 $0 8 $1,680 $1,680
Task 3.3: Corridor Design Guidelines 4 $1,100 $0 2 $290 6 $870 $0 12 $2,260 $2,260
Task 3.4: Code and Standard Revisions 6 $1,650 2 $340 4 $580 12 $1,740 2 $210 26 $4,520 $495 $5,015
Task 3.5: Implementation Program 4 $1,100 4 $680 $0 4 $580 $0 12 $2,360 $2,360
Task 3.6: Area Plan Package $0 $0 $0 $0 $0 0 $0 $0
Task 3.7: Public Hearings 6 $1,650 $0 3 $435 $0 2 $210 11 $2,295 $2,295
PHASE 3 SUBTOTAL 36 $9,900 28 $4,760 22 $3,190 119 $17,255 22 $2,310 227 $37,415 $1,396 $38,811
Subtotals 44 $12,100 28 $4,760 25 $3,625 127 $18,415 24 $2,520 248 $41,420 $1,671 $43,091
TOTAL FEE (NOT TO EXCEED FEE)
NOTES:
Subconsultants and Direct Costs are billed at no markup.
De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.
Engineer/Planner/Modeler Kittelson
Phase 1: Evaluate
Phase 2: Engage
Phase 3: Envision
Printing/
Reproduction
TOTALSTOTALS
TASK/ACTIVITY
Senior Principal Senior Engineer/Planner Analyst Graphics/Administration Kittelson
Table 5. Hourly Billing Rates Summary
Firm Classification/ Designation Hourly Rate
De Novo Planning Group Principal $135
De Novo Planning Group Principal Planner $135
De Novo Planning Group Senior Planner + Designer $115
De Novo Planning Group Associate Planner $105
De Novo Planning Group Assistant Planner/GIS/Graphics $85
SWA Group Principal $285
SWA Group Associate $165
SWA Group Staff $100
EPS Managing Principal $295
EPS Senior Associate $195
EPS Research Analyst $135
EPS Production Staff $90
Kittelson Senior Principal $275
Kittelson Senior Engineer/Planner $170
Kittelson Engineer/Planner/Modeler $145
Kittelson Analyst $145
Kittelson Graphics/Administration $105
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUPA-1
APPENDIX A
NON-COLLUSION AFFIDAVIT FORM
Must be executed by proposer and submitted with the proposal
I, __________________________________ (name) hereby declare as follows:
I am ______________________________ of _________________________,
(Title) (Company)
the party making the foregoing proposal, that the proposal is not made in the interest of, or on behalf
of, any undisclosed person, partnership, company, association, organization, or corporation; that the
proposal is genuine and not collusive or sham; that the proposer has not directly or indirectly induced
or solicited any other proposer to put in a false or sham proposal, and has not directly or indirectly
colluded, conspired, connived, or agreed with any proposer or anyone else to put in a sham proposal,
or that anyone shall refrain from proposing; that the proposer has not in any manner, directly or
indirectly, sought by agreement, communication, or conference with anyone to fix the proposal price
of the proposer or any other proposer, or to fix any overhead, profit, or cost element of the proposal
price, or of that of any other proposer, or to secure any advantage against the public body awarding
the agreement of anyone interested in the proposed agreement; that tall statements contained in
the proposal are true; and, further, that the proposer has not, directly or indirectly, submitted his or
her proposal price or any breakdown thereof, or the contents thereof, or divulged information or data
relative hereto, or paid, and will not pay, any fee to any corporation, partnership, company,
association, organization, proposal depository, or to any member or agent thereof to effectuate a
collusive or sham proposal.
I declare under penalty of perjury under the laws of the State of California that the foregoing is true
and correct.
Proposer Signature: _______________________________________
Proposer Name: _______________________________________
Proposer Title: ______________________________________
Company Name: _______________________________________
Address: _______________________________________
Ben Ritchie
President De Novo Planning Group
Ben Ritchie
President/Principal
De Novo Planning Group
180 E Main Street, Suite 108, Tustin CA 92780
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUPB-1
APPENDIX B
PROPOSED CONSIDERATIONS/EXCEPTIONS TO THE
STANDARD AGREEMENT FOR CONTRACT SERVICES
AGREEMENT FOR CONTRACT SERVICES
THIS AGREEMENT FOR CONTRACT SERVICES (the “Agreement”) is
made and entered into by and between the CITY OF LA QUINTA, (“City”), a
California municipal corporation, and _________________________, a
_________________________ [insert type of business entity, e.g. sole
proprietorship, California Limited Liability Corporation, etc.] (“Contracting
Party”). The parties hereto agree as follows:
1. SERVICES OF CONTRACTING PARTY.
1.1 Scope of Services. In compliance with all terms and conditions
of this Agreement, Contracting Party shall provide those services related to
_________________________________, Project No. ____NA___________,
as specified in the “Scope of Services” attached hereto as “Exhibit A” and
incorporated herein by this reference (the “Services”). Contracting Party
represents and warrants that Contracting Party is a provider of first-class
work and/or services and Contracting Party is experienced in performing the
Services contemplated herein and, in light of such status and experience,
Contracting Party covenants that it shall follow industry standards in
performing the Services required hereunder, and that all materials, if any,
will be of good quality, fit for the purpose intended. For purposes of this
Agreement, the phrase “industry standards” shall mean those standards of
practice recognized by one or more first-class firms performing similar
services under similar circumstances.
1.2 Compliance with Law. All Services rendered hereunder shall be
provided in accordance with all ordinances, resolutions, statutes, rules,
regulations, and laws of the City and any Federal, State, or local
governmental agency of competent jurisdiction.
1.3 Wage and Hour Compliance, Contracting Party shall comply with
applicable Federal, State, and local wage and hour laws.
1.4 Licenses, Permits, Fees and Assessments. Except as otherwise
specified herein, Contracting Party shall obtain at its sole cost and expense
such licenses, permits, and approvals as may be required by law for the
performance of the Services required by this Agreement, including a City of
La Quinta business license. Contracting Party and its employees, agents,
and subcontractors shall, at their sole cost and expense, keep in effect at all
times during the term of this Agreement any licenses, permits, and
approvals that are legally required for the performance of the Services
required by this Agreement. Contracting Party shall have the sole obligation
to pay for any fees, assessments, and taxes, plus applicable penalties and
interest, which may be imposed by law and arise from or are necessary for
ATTACHMENT
Contracting party
represents the Contracting
Party is experienced in
performing the Services
contemplated herein shall
perform its services in a
manner consistent with the
professional skill and care
ordinarily practiced by
similar firms on similar
projects
, pursuant to the standard of care,
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the performance of the Services required by this Agreement, and shall
indemnify, defend (with counsel selected by City), and hold City, its elected
officials, officers, employees, and agents, free and harmless against any
such fees, assessments, taxes, penalties, or interest levied, assessed, or
imposed against City hereunder. Contracting Party shall be responsible for
all subcontractors’ compliance with this Section.
1.5 Familiarity with Work. By executing this Agreement, Contracting
Party warrants that (a) it has thoroughly investigated and considered the
Services to be performed, (b) it has investigated the site where the Services
are to be performed, if any, and fully acquainted itself with the conditions
there existing, (c) it has carefully considered how the Services should be
performed, and (d) it fully understands the facilities, difficulties, and
restrictions attending performance of the Services under this Agreement.
Should Contracting Party discover any latent or unknown conditions
materially differing from those inherent in the Services or as represented by
City, Contracting Party shall immediately inform City of such fact and shall
not proceed except at Contracting Party’s risk until written instructions are
received from the Contract Officer (as defined in Section 4.2 hereof).
1.6 Standard of Care. Contracting Party acknowledges and
understands that the Services contracted for under this Agreement require
specialized skills and abilities and that, consistent with this understanding,
Contracting Party’s work will be held to an industry standard of quality and
workmanship. Consistent with Section 1.5 hereinabove, Contracting Party
represents to City that it holds the necessary skills and abilities to satisfy the
industry standard of quality as set forth in this Agreement. Contracting
Party shall adopt reasonable methods during the life of this Agreement to
furnish continuous protection to the Services performed by Contracting
Party, and the equipment, materials, papers, and other components thereof
to prevent losses or damages, and shall be responsible for all such damages,
to persons or property, until acceptance of the Services by City, except such
losses or damages as may be caused by City’s own negligence. The
performance of Services by Contracting Party shall not relieve Contracting
Party from any obligation to correct any incomplete, inaccurate, or defective
work at no further cost to City, when such inaccuracies are due to the
negligence of Contracting Party.
1.7 Additional Services. In accordance with the terms and
conditions of this Agreement, Contracting Party shall perform services in
addition to those specified in the Scope of Services (“Additional Services”)
only when directed to do so by the Contract Officer, provided that
Contracting Party shall not be required to perform any Additional Services
without compensation. Contracting Party shall not perform any Additional
negligence or willful misconduct
shall be held to the professional standard of care
and skill, consistent with Section 1.1. Contracting
Party shall adopt reasonable methods during the
life of this Agreement to furnish protection to the
Services performed by Contracting Party, and the
materials, papers and other Contract Documents
to prevent loss or damages, and shall be
responsible for such damages, to the extent
caused by Contracting Party's negligence.
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Services until receiving prior written authorization (in the form of a written
change order if Contracting Party is a contractor performing the Services)
from the Contract Officer, incorporating therein any adjustment in (i) the
Contract Sum, and/or (ii) the time to perform this Agreement, which said
adjustments are subject to the written approval of Contracting Party. It is
expressly understood by Contracting Party that the provisions of this Section
shall not apply to the Services specifically set forth in the Scope of Services
or reasonably contemplated therein. It is specifically understood and agreed
that oral requests and/or approvals of Additional Services shall be barred
and are unenforceable. Failure of Contracting Party to secure the Contract
Officer’s written authorization for Additional Services shall constitute a
waiver of any and all right to adjustment of the Contract Sum or time to
perform this Agreement, whether by way of compensation, restitution,
quantum meruit, or the like, for Additional Services provided without the
appropriate authorization from the Contract Officer. Compensation for
properly authorized Additional Services shall be made in accordance with
Section 2.3 of this Agreement.
1.8 Special Requirements. Additional terms and conditions of this
Agreement, if any, which are made a part hereof are set forth in “Exhibit D”
(the “Special Requirements”), which is incorporated herein by this reference
and expressly made a part hereof. In the event of a conflict between the
provisions of the Special Requirements and any other provisions of this
Agreement, the provisions of the Special Requirements shall govern.
2. COMPENSATION.
2.1 Contract Sum. For the Services rendered pursuant to this
Agreement, Contracting Party shall be compensated in accordance with
“Exhibit B” (the “Schedule of Compensation”) in a total amount not to
exceed ______________________________ Dollars ($____________)
(the “Contract Sum”), except as provided in Section 1.7. The method of
compensation set forth in the Schedule of Compensation may include a lump
sum payment upon completion, payment in accordance with the percentage
of completion of the Services, payment for time and materials based upon
Contracting Party’s rate schedule, but not exceeding the Contract Sum, or
such other reasonable methods as may be specified in the Schedule of
Compensation. The Contract Sum shall include the attendance of
Contracting Party at all project meetings reasonably deemed necessary by
City; Contracting Party shall not be entitled to any additional compensation
for attending said meetings. Compensation may include reimbursement for
actual and necessary expenditures for reproduction costs, transportation
expense, telephone expense, and similar costs and expenses when and if
specified in the Schedule of Compensation. Regardless of the method of
or
agreed to in the scope of services
will
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compensation set forth in the Schedule of Compensation, Contracting Party’s
overall compensation shall not exceed the Contract Sum, except as provided
in Section 1.7 of this Agreement.
2.2 Method of Billing & Payment. Any month in which Contracting
Party wishes to receive payment, Contracting Party shall submit to City no
later than the tenth (10th) working day of such month, in the form approved
by City’s Finance Director, an invoice for Services rendered prior to the date
of the invoice. Such invoice shall (1) describe in detail the Services
provided, including time and materials, and (2) specify each staff member
who has provided Services and the number of hours assigned to each such
staff member. Such invoice shall contain a certification by a principal
member of Contracting Party specifying that the payment requested is for
Services performed in accordance with the terms of this Agreement. Upon
approval in writing by the Contract Officer and subject to retention pursuant
to Section 8.3, City will pay Contracting Party for all items stated thereon
which are approved by City pursuant to this Agreement no later than thirty
(30) days after invoices are received by the City’s Finance Department.
2.3 Compensation for Additional Services. Additional Services
approved in advance by the Contract Officer pursuant to Section 1.7 of this
Agreement shall be paid for in an amount agreed to in writing by both City
and Contracting Party in advance of the Additional Services being rendered
by Contracting Party. Any compensation for Additional Services amounting
to five percent (5%) or less of the Contract Sum may be approved by the
Contract Officer. Any greater amount of compensation for Additional
Services must be approved by the La Quinta City Council, the City Manager,
or Department Director, depending upon City laws, regulations, rules and
procedures concerning public contracting. Under no circumstances shall
Contracting Party receive compensation for any Additional Services unless
prior written approval for the Additional Services is obtained from the
Contract Officer pursuant to Section 1.7 of this Agreement.
3. PERFORMANCE SCHEDULE.
3.1 Time of Essence. Time is of the essence in the performance of
this Agreement. If the Services not completed in accordance with the
Schedule of Performance, as set forth in Section 3.2 and “Exhibit C”, it is
understood that the City will suffer damage.
3.2 Schedule of Performance. All Services rendered pursuant to this
Agreement shall be performed diligently and within the time period
established in “Exhibit C” (the “Schedule of Performance”). Extensions to
the time period specified in the Schedule of Performance may be approved in
writing by the Contract Officer.
Contracting Party recognized time is of the essence
and shall perform its Services as expeditiously as is
consistent with such professional skill and care and
the orderly progress of the Project.
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3.3 Force Majeure. The time period specified in the Schedule of
Performance for performance of the Services rendered pursuant to this
Agreement shall be extended because of any delays due to unforeseeable
causes beyond the control and without the fault or negligence of Contracting
Party, including, but not restricted to, acts of God or of the public enemy,
fires, earthquakes, floods, epidemic, quarantine restrictions, riots, strikes,
freight embargoes, acts of any governmental agency other than City, and
unusually severe weather, if Contracting Party shall within ten (10) days of
the commencement of such delay notify the Contract Officer in writing of the
causes of the delay. The Contract Officer shall ascertain the facts and the
extent of delay, and extend the time for performing the Services for the
period of the forced delay when and if in the Contract Officer’s judgment
such delay is justified, and the Contract Officer’s determination shall be final
and conclusive upon the parties to this Agreement. Extensions to time
period in the Schedule of Performance which are determined by the Contract
Officer to be justified pursuant to this Section shall not entitle the
Contracting Party to additional compensation in excess of the Contract Sum.
3.4 Term. Unless earlier terminated in accordance with the
provisions in Article 8.0 of this Agreement, the term of this agreement shall
commence on _________, ____, 20__ and terminate on ____________,
___ 20___ (“Initial Term”). This Agreement may be extended for _____
additional year(s) upon mutual agreement by both parties (“Extended
Term”). The extended term shall commence automatically, with no further
action or amendment to this Agreement required, unless, with or without
cause, and upon no less than thirty (30) days' written notice to Consultant
(“notice of non-renewal”), City notifies Consultant that this Agreement shall
expire prior to the commencement of the applicable extended term.
4. COORDINATION OF WORK.
4.1 Representative of Contracting Party. The following principals of
Contracting Party (“Principals”) are hereby designated as being the principals
and representatives of Contracting Party authorized to act in its behalf with
respect to the Services specified herein and make all decisions in connection
therewith:
(a)
E-mail:
(b)
E-mail:
(c)
E-mail:
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It is expressly understood that the experience, knowledge, capability,
and reputation of the foregoing Principals were a substantial inducement for
City to enter into this Agreement. Therefore, the foregoing Principals shall
be responsible during the term of this Agreement for directing all activities of
Contracting Party and devoting sufficient time to personally supervise the
Services hereunder. For purposes of this Agreement, the foregoing
Principals may not be changed by Contracting Party and no other personnel
may be assigned to perform the Services required hereunder without the
express written approval of City.
4.2 Contract Officer. The “Contract Officer” shall be
____________________ or such other person as may be designated in
writing by the City Manager of City. It shall be Contracting Party’s
responsibility to assure that the Contract Officer is kept informed of the
progress of the performance of the Services, and Contracting Party shall
refer any decisions, that must be made by City to the Contract Officer.
Unless otherwise specified herein, any approval of City required hereunder
shall mean the approval of the Contract Officer. The Contract Officer shall
have authority to sign all documents on behalf of City required hereunder to
carry out the terms of this Agreement.
4.3 Prohibition Against Subcontracting or Assignment. The
experience, knowledge, capability, and reputation of Contracting Party, its
principals, and its employees were a substantial inducement for City to enter
into this Agreement. Except as set forth in this Agreement, Contracting
Party shall not contract or subcontract with any other entity to perform in
whole or in part the Services required hereunder without the express written
approval of City. In addition, neither this Agreement nor any interest herein
may be transferred, assigned, conveyed, hypothecated, or encumbered,
voluntarily or by operation of law, without the prior written approval of City.
Transfers restricted hereunder shall include the transfer to any person or
group of persons acting in concert of more than twenty five percent (25%)
of the present ownership and/or control of Contracting Party, taking all
transfers into account on a cumulative basis. Any attempted or purported
assignment or contracting or subcontracting by Contracting Party without
City’s express written approval shall be null, void, and of no effect. No
approved transfer shall release Contracting Party of any liability hereunder
without the express consent of City.
4.4 Independent Contractor. Neither City nor any of its employees
shall have any control over the manner, mode, or means by which
Contracting Party, its agents, or its employees, perform the Services
required herein, except as otherwise set forth herein. City shall have no
voice in the selection, discharge, supervision, or control of Contracting
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Party’s employees, servants, representatives, or agents, or in fixing their
number or hours of service. Contracting Party shall perform all Services
required herein as an independent contractor of City and shall remain at all
times as to City a wholly independent contractor with only such obligations
as are consistent with that role. Contracting Party shall not at any time or in
any manner represent that it or any of its agents or employees are agents or
employees of City. City shall not in any way or for any purpose become or
be deemed to be a partner of Contracting Party in its business or otherwise
or a joint venture or a member of any joint enterprise with Contracting
Party. Contracting Party shall have no power to incur any debt, obligation,
or liability on behalf of City. Contracting Party shall not at any time or in
any manner represent that it or any of its agents or employees are agents or
employees of City. Except for the Contract Sum paid to Contracting Party as
provided in this Agreement, City shall not pay salaries, wages, or other
compensation to Contracting Party for performing the Services hereunder for
City. City shall not be liable for compensation or indemnification to
Contracting Party for injury or sickness arising out of performing the
Services hereunder. Notwithstanding any other City, state, or federal policy,
rule, regulation, law, or ordinance to the contrary, Contracting Party and any
of its employees, agents, and subcontractors providing services under this
Agreement shall not qualify for or become entitled to any compensation,
benefit, or any incident of employment by City, including but not limited to
eligibility to enroll in the California Public Employees Retirement System
(“PERS”) as an employee of City and entitlement to any contribution to be
paid by City for employer contributions and/or employee contributions for
PERS benefits. Contracting Party agrees to pay all required taxes on
amounts paid to Contracting Party under this Agreement, and to indemnify
and hold City harmless from any and all taxes, assessments, penalties, and
interest asserted against City by reason of the independent contractor
relationship created by this Agreement. Contracting Party shall fully comply
with the workers’ compensation laws regarding Contracting Party and
Contracting Party’s employees. Contracting Party further agrees to
indemnify and hold City harmless from any failure of Contracting Party to
comply with applicable workers’ compensation laws. City shall have the
right to offset against the amount of any payment due to Contracting Party
under this Agreement any amount due to City from Contracting Party as a
result of Contracting Party’s failure to promptly pay to City any
reimbursement or indemnification arising under this Section.
4.5 Identity of Persons Performing Work. Contracting Party
represents that it employs or will employ at its own expense all personnel
required for the satisfactory performance of any and all of the Services set
forth herein. Contracting Party represents that the Services required herein
will be performed by Contracting Party or under its direct supervision, and
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that all personnel engaged in such work shall be fully qualified and shall be
authorized and permitted under applicable State and local law to perform
such tasks and services.
4.6 City Cooperation. City shall provide Contracting Party with any
plans, publications, reports, statistics, records, or other data or information
pertinent to the Services to be performed hereunder which are reasonably
available to Contracting Party only from or through action by City.
5. INSURANCE.
5.1 Insurance. Prior to the beginning of any Services under this
Agreement and throughout the duration of the term of this Agreement,
Contracting Party shall procure and maintain, at its sole cost and expense,
and submit concurrently with its execution of this Agreement, policies of
insurance as set forth in “Exhibit E” (the “Insurance Requirements”) which is
incorporated herein by this reference and expressly made a part hereof.
5.2 Proof of Insurance. Contracting Party shall provide Certificate of
Insurance to Agency along with all required endorsements. Certificate of
Insurance and endorsements must be approved by Agency’s Risk Manager
prior to commencement of performance.
6. INDEMNIFICATION.
6.1 Indemnification. To the fullest extent permitted by law,
Contracting Party shall indemnify, protect, defend (with counsel selected by
City), and hold harmless City and any and all of its officers, employees,
agents, and volunteers as set forth in “Exhibit F” (“Indemnification”) which is
incorporated herein by this reference and expressly made a part hereof.
7. RECORDS AND REPORTS.
7.1 Reports. Contracting Party shall periodically prepare and submit
to the Contract Officer such reports concerning Contracting Party’s
performance of the Services required by this Agreement as the Contract
Officer shall require. Contracting Party hereby acknowledges that City is
greatly concerned about the cost of the Services to be performed pursuant
to this Agreement. For this reason, Contracting Party agrees that if
Contracting Party becomes aware of any facts, circumstances, techniques, or
events that may or will materially increase or decrease the cost of the
Services contemplated herein or, if Contracting Party is providing design
services, the cost of the project being designed, Contracting Party shall
promptly notify the Contract Officer of said fact, circumstance, technique, or
event and the estimated increased or decreased cost related thereto and, if
Contracting Party agrees to reimburse
City for City's defense costs to the
same proportionate extent that
Contracting Party is found to be liable
to the claimant.
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Contracting Party is providing design services, the estimated increased or
decreased cost estimate for the project being designed.
7.2 Records. Contracting Party shall keep, and require any
subcontractors to keep, such ledgers, books of accounts, invoices, vouchers,
canceled checks, reports (including but not limited to payroll reports),
studies, or other documents relating to the disbursements charged to City
and the Services performed hereunder (the “Books and Records”), as shall
be necessary to perform the Services required by this Agreement and enable
the Contract Officer to evaluate the performance of such Services. Any and
all such Books and Records shall be maintained in accordance with generally
accepted accounting principles and shall be complete and detailed. The
Contract Officer shall have full and free access to such Books and Records at
all times during normal business hours of City, including the right to inspect,
copy, audit, and make records and transcripts from such Books and Records.
Such Books and Records shall be maintained for a period of three (3) years
following completion of the Services hereunder, and City shall have access to
such Books and Records in the event any audit is required. In the event of
dissolution of Contracting Party’s business, custody of the Books and
Records may be given to City, and access shall be provided by Contracting
Party’s successor in interest. Under California Government Code
Section 8546.7, if the amount of public funds expended under this
Agreement exceeds Ten Thousand Dollars ($10,000.00), this Agreement
shall be subject to the examination and audit of the State Auditor, at the
request of City or as part of any audit of City, for a period of three (3) years
after final payment under this Agreement.
7.3 Ownership of Documents. All drawings, specifications, maps,
designs, photographs, studies, surveys, data, notes, computer files, reports,
records, documents, and other materials plans, drawings, estimates, test
data, survey results, models, renderings, and other documents or works of
authorship fixed in any tangible medium of expression, including but not
limited to, physical drawings, digital renderings, or data stored digitally,
magnetically, or in any other medium prepared or caused to be prepared by
Contracting Party, its employees, subcontractors, and agents in the
performance of this Agreement (the “Documents and Materials”) shall be the
property of City and shall be delivered to City upon request of the Contract
Officer or upon the expiration or termination of this Agreement, and
Contracting Party shall have no claim for further employment or additional
compensation as a result of the exercise by City of its full rights of ownership
use, reuse, or assignment of the Documents and Materials hereunder. Any
use, reuse or assignment of such completed Documents and Materials for
other projects and/or use of uncompleted documents without specific written
authorization by Contracting Party will be at City’s sole risk and without
become, upon payment in
full to Contracting Party all
amounts due under this
Agreement,
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liability to Contracting Party, and Contracting Party’s guarantee and
warranties shall not extend to such use, revise, or assignment. Contracting
Party may retain copies of such Documents and Materials for its own use.
Contracting Party shall have an unrestricted right to use the concepts
embodied therein. All subcontractors shall provide for assignment to City of
any Documents and Materials prepared by them, and in the event
Contracting Party fails to secure such assignment, Contracting Party shall
indemnify City for all damages resulting therefrom.
7.4 In the event City or any person, firm, or corporation authorized
by City reuses said Documents and Materials without written verification or
adaptation by Contracting Party for the specific purpose intended and causes
to be made or makes any changes or alterations in said Documents and
Materials, City hereby releases, discharges, and exonerates Contracting
Party from liability resulting from said change. The provisions of this clause
shall survive the termination or expiration of this Agreement and shall
thereafter remain in full force and effect.
7.5 Licensing of Intellectual Property. This Agreement creates a
non-exclusive and perpetual license for City to copy, use, modify, reuse, or
sublicense any and all copyrights, designs, rights of reproduction, and other
intellectual property embodied in the Documents and Materials. Contracting
Party shall require all subcontractors, if any, to agree in writing that City is
granted a non-exclusive and perpetual license for the Documents and
Materials the subcontractor prepares under this Agreement. Contracting
Party represents and warrants that Contracting Party has the legal right to
license any and all of the Documents and Materials. Contracting Party
makes no such representation and warranty in regard to the Documents and
Materials which were prepared by design professionals other than
Contracting Party or provided to Contracting Party by City. City shall not be
limited in any way in its use of the Documents and Materials at any time,
provided that any such use not within the purposes intended by this
Agreement shall be at City’s sole risk.
7.6 Release of Documents. The Documents and Materials shall not
be released publicly without the prior written approval of the Contract Officer
or as required by law. Contracting Party shall not disclose to any other
entity or person any information regarding the activities of City, except as
required by law or as authorized by City.
7.7 Confidential or Personal Identifying Information. Contracting
Party covenants that all City data, data lists, trade secrets, documents with
personal identifying information, documents that are not public records,
draft documents, discussion notes, or other information, if any, developed or
received by Contracting Party or provided for performance of this Agreement
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are deemed confidential and shall not be disclosed by Contracting Party to
any person or entity without prior written authorization by City or unless
required by law. City shall grant authorization for disclosure if required by
any lawful administrative or legal proceeding, court order, or similar
directive with the force of law. All City data, data lists, trade secrets,
documents with personal identifying information, documents that are not
public records, draft documents, discussions, or other information shall be
returned to City upon the termination or expiration of this Agreement.
Contracting Party’s covenant under this section shall survive the termination
or expiration of this Agreement.
8. ENFORCEMENT OF AGREEMENT.
8.1 California Law. This Agreement shall be interpreted, construed,
and governed both as to validity and to performance of the parties in
accordance with the laws of the State of California. Legal actions concerning
any dispute, claim, or matter arising out of or in relation to this Agreement
shall be instituted in the Superior Court of the County of Riverside, State of
California, or any other appropriate court in such county, and Contracting
Party covenants and agrees to submit to the personal jurisdiction of such
court in the event of such action.
8.2 Disputes. In the event of any dispute arising under this
Agreement, the injured party shall notify the injuring party in writing of its
contentions by submitting a claim therefore. The injured party shall
continue performing its obligations hereunder so long as the injuring party
commences to cure such default within ten (10) days of service of such
notice and completes the cure of such default within forty-five (45) days
after service of the notice, or such longer period as may be permitted by the
Contract Officer; provided that if the default is an immediate danger to the
health, safety, or general welfare, City may take such immediate action as
City deems warranted. Compliance with the provisions of this Section shall
be a condition precedent to termination of this Agreement for cause and to
any legal action, and such compliance shall not be a waiver of any party’s
right to take legal action in the event that the dispute is not cured, provided
that nothing herein shall limit City’s right to terminate this Agreement
without cause pursuant to this Article 8.0. During the period of time that
Contracting Party is in default, City shall hold all invoices and shall, when the
default is cured, proceed with payment on the invoices. In the alternative,
City may, in its sole discretion, elect to pay some or all of the outstanding
invoices during any period of default.
8.3 Retention of Funds. City may withhold from any monies payable
to Contracting Party sufficient funds to compensate City for any losses,
costs, liabilities, or damages it reasonably believes were suffered by City due
payment for disputed amounts only
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to the default of Contracting Party in the performance of the Services
required by this Agreement.
8.4 Waiver. No delay or omission in the exercise of any right or
remedy of a non-defaulting party on any default shall impair such right or
remedy or be construed as a waiver. City’s consent or approval of any act
by Contracting Party requiring City’s consent or approval shall not be
deemed to waive or render unnecessary City’s consent to or approval of any
subsequent act of Contracting Party. Any waiver by either party of any
default must be in writing and shall not be a waiver of any other default
concerning the same or any other provision of this Agreement.
8.5 Rights and Remedies are Cumulative. Except with respect to
rights and remedies expressly declared to be exclusive in this Agreement,
the rights and remedies of the parties are cumulative and the exercise by
either party of one or more of such rights or remedies shall not preclude the
exercise by it, at the same or different times, of any other rights or remedies
for the same default or any other default by the other party.
8.6 Legal Action. In addition to any other rights or remedies, either
party may take legal action, at law or at equity, to cure, correct, or remedy
any default, to recover damages for any default, to compel specific
performance of this Agreement, to obtain declaratory or injunctive relief, or
to obtain any other remedy consistent with the purposes of this Agreement.
8.7 Termination Prior To Expiration Of Term. This Section shall
govern any termination of this Agreement, except as specifically provided in
the following Section for termination for cause. City reserves the right to
terminate this Agreement at any time, with or without cause, upon thirty
(30) days’ written notice to Contracting Party. Upon receipt of any notice of
termination, Contracting Party shall immediately cease all Services
hereunder except such as may be specifically approved by the Contract
Officer. Contracting Party shall be entitled to compensation for all Services
rendered prior to receipt of the notice of termination and for any Services
authorized by the Contract Officer thereafter in accordance with the
Schedule of Compensation or such as may be approved by the Contract
Officer, except amounts held as a retention pursuant to this Agreement.
8.8 Termination for Default of Contracting Party. If termination is
due to the failure of Contracting Party to fulfill its obligations under this
Agreement, Contracting Party shall vacate any City-owned property which
Contracting Party is permitted to occupy hereunder and City may, after
compliance with the provisions of Section 8.2, take over the Services and
prosecute the same to completion by contract or otherwise, and Contracting
Party shall be liable to the extent that the total cost for completion of the
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Services required hereunder exceeds the compensation herein stipulated
(provided that City shall use reasonable efforts to mitigate such damages),
and City may withhold any payments to Contracting Party for the purpose of
setoff or partial payment of the amounts owed City.
8.9 Attorneys’ Fees. If either party to this Agreement is required to
initiate or defend or made a party to any action or proceeding in any way
connected with this Agreement, the prevailing party in such action or
proceeding, in addition to any other relief which may be granted, whether
legal or equitable, shall be entitled to reasonable attorneys’ fees; provided,
however, that the attorneys’ fees awarded pursuant to this Section shall not
exceed the hourly rate paid by City for legal services multiplied by the
reasonable number of hours spent by the prevailing party in the conduct of
the litigation. Attorneys’ fees shall include attorneys’ fees on any appeal,
and in addition a party entitled to attorneys’ fees shall be entitled to all other
reasonable costs for investigating such action, taking depositions and
discovery, and all other necessary costs the court allows which are incurred
in such litigation. All such fees shall be deemed to have accrued on
commencement of such action and shall be enforceable whether or not such
action is prosecuted to judgment. The court may set such fees in the same
action or in a separate action brought for that purpose.
9. CITY OFFICERS AND EMPLOYEES; NONDISCRIMINATION.
9.1 Non-liability of City Officers and Employees. No officer, official,
employee, agent, representative, or volunteer of City shall be personally
liable to Contracting Party, or any successor in interest, in the event or any
default or breach by City or for any amount which may become due to
Contracting Party or to its successor, or for breach of any obligation of the
terms of this Agreement.
9.2 Conflict of Interest. Contracting Party covenants that neither it,
nor any officer or principal of it, has or shall acquire any interest, directly or
indirectly, which would conflict in any manner with the interests of City or
which would in any way hinder Contracting Party’s performance of the
Services under this Agreement. Contracting Party further covenants that in
the performance of this Agreement, no person having any such interest shall
be employed by it as an officer, employee, agent, or subcontractor without
the express written consent of the Contract Officer. Contracting Party
agrees to at all times avoid conflicts of interest or the appearance of any
conflicts of interest with the interests of City in the performance of this
Agreement.
No officer or employee of City shall have any financial interest,
direct or indirect, in this Agreement nor shall any such officer or employee
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participate in any decision relating to this Agreement which effects his
financial interest or the financial interest of any corporation, partnership or
association in which he is, directly or indirectly, interested, in violation of
any State statute or regulation. Contracting Party warrants that it has not
paid or given and will not pay or give any third party any money or other
consideration for obtaining this Agreement.
9.3 Covenant against Discrimination. Contracting Party covenants
that, by and for itself, its heirs, executors, assigns, and all persons claiming
under or through them, that there shall be no discrimination against or
segregation of, any person or group of persons on account of any
impermissible classification including, but not limited to, race, color, creed,
religion, sex, marital status, sexual orientation, national origin, or ancestry
in the performance of this Agreement. Contracting Party shall take
affirmative action to insure that applicants are employed and that employees
are treated during employment without regard to their race, color, creed,
religion, sex, marital status, sexual orientation, national origin, or ancestry.
10. MISCELLANEOUS PROVISIONS.
10.1 Notice. Any notice, demand, request, consent, approval, or
communication either party desires or is required to give the other party or
any other person shall be in writing and either served personally or sent by
prepaid, first-class mail to the address set forth below. Either party may
change its address by notifying the other party of the change of address in
writing. Notice shall be deemed communicated forty-eight (48) hours from
the time of mailing if mailed as provided in this Section.
To City:
CITY OF LA QUINTA
Attention: [insert Contract Officer –
Director decides]
78-495 Calle Tampico
La Quinta, California 92253
To Contracting Party:
10.2 Interpretation. The terms of this Agreement shall be construed
in accordance with the meaning of the language used and shall not be
construed for or against either party by reason of the authorship of this
Agreement or any other rule of construction which might otherwise apply.
10.3 Section Headings and Subheadings. The section headings and
subheadings contained in this Agreement are included for convenience only
and shall not limit or otherwise affect the terms of this Agreement.
-
10.4 Counterparts. This Agreement may be executed in counterparts,
each of which shall be deemed to be an original, and such counterparts shall
constitute one and the same instrument
10.5 Integrated Agreement. This Agreement including the exhibits
hereto is the entire, complete, and exclusive expression of the
understanding of the parties. It is understood that there are no oral
agreements between the parties hereto affecting this Agreement and this
Agreement supersedes and cancels any and all previous negotiations,
arrangements, agreements, and understandings, if any, between the parties,
and none shall be used to interpret this Agreement.
10.6 Amendment. No amendment to or modification of this
Agreement shall be valid unless made in writing and approved by
Contracting Party and by the City Council of City. The parties agree that this
requirement for written modifications cannot be waived and that any
attempted waiver shall be void.
10.7 Severability. In the event that any one or more of the articles,
phrases, sentences, clauses, paragraphs, or sections contained in this
Agreement shall be declared invalid or unenforceable, such invalidity or
unenforceability shall not affect any of the remaining articles, phrases,
sentences, clauses, paragraphs, or sections of this Agreement which are
hereby declared as severable and shall be interpreted to carry out the intent
of the parties hereunder unless the invalid provision is so material that its
invalidity deprives either party of the basic benefit of their bargain or
renders this Agreement meaningless.
10.8 Unfair Business Practices Claims. In entering into this
Agreement, Contracting Party offers and agrees to assign to City all rights,
title, and interest in and to all causes of action it may have under Section 4
of the Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Chapter 2,
(commencing with Section 16700) of Part 2 of Division 7 of the Business and
Professions Code), arising from purchases of goods, services, or materials
related to this Agreement. This assignment shall be made and become
effective at the time City renders final payment to Contracting Party without
further acknowledgment of the parties.
10.9 No Third Party Beneficiaries. With the exception of the specific
provisions set forth in this Agreement, there are no intended third-party
beneficiaries under this Agreement and no such other third parties shall have
any rights or obligations hereunder.
10.10Authority. The persons executing this Agreement on behalf of
each of the parties hereto represent and warrant that (i) such party is duly
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organized and existing, (ii) they are duly authorized to execute and deliver
this Agreement on behalf of said party, (iii) by so executing this Agreement,
such party is formally bound to the provisions of this Agreement, and
(iv) that entering into this Agreement does not violate any provision of any
other Agreement to which said party is bound. This Agreement shall be
binding upon the heirs, executors, administrators, successors, and assigns of
the parties.
[SIGNATURES ON FOLLOWING PAGE]
-
IN WITNESS WHEREOF, the parties have executed this Agreement as of
the dates stated below.
CITY OF LA QUINTA,
a California Municipal Corporation
FRANK J. SPEVACEK, City Manager
City of La Quinta, California
Dated:
CONTRACTING PARTY:
By:
Name:
Title:
ATTEST:
MONIKA RADEVA, Acting City Clerk
La Quinta, California
By:
Name:
Title:
APPROVED AS TO FORM:
WILLIAM H. IHRKE, City Attorney
City of La Quinta, California
(DIRECTOR TO DETERMINE IF THE FOLLOWING IS TO BE FOLLOWED OR
DELETED:)
NOTE: (1) TWO SIGNATURES ARE REQUIRED IF A CORPORATION’S
BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR
REGULATIONS APPLICABLE STATE THAT TWO SIGNATURES ARE REQUIRED
ON CONTRACTS, AGREEMENTS, AMENDMENTS, CHANGE ORDERS, ETC.
-
(2)CONTRACTING PARTY’S SIGNATURES SHALL BE DULY
NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS
MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR
OTHER RULES OR REGULATIONS APPLICABLE TO CONTRACTING PARTY’S
BUSINESS ENTITY.
Last revised summer 2017
Exhibit A
Scope of Services
1. Services to be Provided:
[TO BE PROVIDED BY STAFF (include location of work)]
2. Performance Standards:
[TO BE PROVIDED BY STAFF]
OR
[See Attached]
ADDENDUM TO AGREEMENT
Re: Scope of Services
If the Scope of Services include construction, alteration, demolition,
installation, repair, or maintenance affecting real property or structures or
improvements of any kind appurtenant to real property, the following apply:
1.Prevailing Wage Compliance. If Contracting Party is a contractor
performing public works and maintenance projects, as described in this
Section 1.3, Contracting Party shall comply with applicable Federal, State,
and local laws. Contracting Party is aware of the requirements of California
Labor Code Sections 1720, et seq., and 1770, et seq., as well as California
Code of Regulations, Title 8, Sections 16000, et seq., (collectively, the
“Prevailing Wage Laws”), and La Quinta Municipal Code Section 3.12.040,
which require the payment of prevailing wage rates and the performance of
other requirements on “Public works” and “Maintenance” projects. If the
Services are being performed as part of an applicable “Public works” or
“Maintenance” project, as defined by the Prevailing Wage Laws, and if
construction work over twenty-five thousand dollars ($25,000.00) and/or
alterations, demolition, repair or maintenance work over fifteen thousand
dollars ($15,000.00) is entered into or extended on or after January 1, 2015
by this Agreement,, Contracting Party agrees to fully comply with such
Prevailing Wage Laws including, but not limited to, requirements related to
the maintenance of payroll records and the employment of apprentices.
Pursuant to California Labor Code Section 1725.5, no contractor or
subcontractor may be awarded a contract for public work on a “Public works”
project unless registered with the California Department of Industrial
Relations (“DIR”) at the time the contract is awarded. If the Services are
being performed as part of an applicable “Public works” or “Maintenance”
project, as defined by the Prevailing Wage Laws, this project is subject to
compliance monitoring and enforcement by the DIR. Contracting Party will
maintain and will require all subcontractors to maintain valid and current
DIR Public Works contractor registration during the term of this Agreement.
Contracting Party shall notify City in writing immediately, and in no case
more than twenty-four (24) hours, after receiving any information that
Contracting Party’s or any of its subcontractor’s DIR registration status has
been suspended, revoked, expired, or otherwise changed. It is understood
that it is the responsibility of Contracting Party to determine the correct
salary scale. Contracting Party shall make copies of the prevailing rates of
per diem wages for each craft, classification, or type of worker needed to
execute the Services available to interested parties upon request, and shall
post copies at Contracting Party’s principal place of business and at the
project site, if any. The statutory penalties for failure to pay prevailing wage
or to comply with State wage and hour laws will be enforced. Contracting
Party must forfeit to City TWENTY FIVE DOLLARS ($25.00) per day for each
worker who works in excess of the minimum working hours when
Contracting Party does not pay overtime. In accordance with the provisions
of Labor Code Sections 1810 et seq., eight (8) hours is the legal working
day. Contracting Party also shall comply with State law requirements to
maintain payroll records and shall provide for certified records and
inspection of records as required by California Labor Code Section 1770 et
seq., including Section 1776. In addition to the other indemnities provided
under this Agreement, Contracting Party shall defend (with counsel selected
by City), indemnify, and hold City, its elected officials, officers, employees,
and agents free and harmless from any claim or liability arising out of any
failure or alleged failure to comply with the Prevailing Wage Laws. It is
agreed by the parties that, in connection with performance of the Services,
including, without limitation, any and all “Public works” (as defined by the
Prevailing Wage Laws), Contracting Party shall bear all risks of payment or
non-payment of prevailing wages under California law and/or the
implementation of Labor Code Section 1781, as the same may be amended
from time to time, and/or any other similar law. Contracting Party
acknowledges and agrees that it shall be independently responsible for
reviewing the applicable laws and regulations and effectuating compliance
with such laws. Contracting Party shall require the same of all
subcontractors.
2.Retention. Payments shall be made in accordance with the
provisions of Article 2.0 of the Agreement. In accordance with said Sections,
City shall pay Contracting Party a sum based upon ninety-five percent (95%)
of the Contract Sum apportionment of the labor and materials incorporated
into the Services under this Agreement during the month covered by said
invoice. The remaining five percent (5%) thereof shall be retained as
performance security to be paid to Contracting Party within sixty (60) days
after final acceptance of the Services by the City Council of City, after
Contracting Party has furnished City with a full release of all undisputed
payments under this Agreement, if required by City. In the event there are
any claims specifically excluded by Contracting Party from the operation of
the release, City may retain proceeds (per Public Contract Code § 7107) of
up to one hundred fifty percent (150%) of the amount in dispute. City’s
failure to deduct or withhold shall not affect Contracting Party’s obligations
under the Agreement.
3.Utility Relocation. City is responsible for removal, relocation, or
protection of existing main or trunkline utilities to the extent such utilities
were not identified in the invitation for bids or specifications. City shall
reimburse Contracting Party for any costs incurred in locating, repairing
damage not caused by Contracting Party, and removing or relocating such
unidentified utility facilities. Contracting Party shall not be assessed
liquidated damages for delay arising from the removal or relocation of such
unidentified utility facilities.
4.Trenches or Excavations. Pursuant to California Public Contract
Code Section 7104, in the event the work included in this Agreement
requires excavations more than four (4) feet in depth, the following shall
apply:
(a)Contracting Party shall promptly, and before the following
conditions are disturbed, notify City, in writing, of any: (1) material that
Contracting Party believes may be material that is hazardous waste, as
defined in Section 25117 of the Health and Safety Code, that is required to
be removed to a Class I, Class II, or Class III disposal site in accordance
with provisions of existing law; (2) subsurface or latent physical conditions
at the site different from those indicated by information about the site made
available to bidders prior to the deadline for submitting bids; or (3) unknown
physical conditions at the site of any unusual nature, different materially
from those ordinarily encountered and generally recognized as inherent in
work of the character provided for in the Agreement.
(b)City shall promptly investigate the conditions, and if it
finds that the conditions do materially so differ, or do involve hazardous
waste, and cause a decrease or increase in Contracting Party’s cost of, or
the time required for, performance of any part of the work shall issue a
change order per Section 1.8 of the Agreement.
(c)in the event that a dispute arises between City and
Contracting Party whether the conditions materially differ, or involve
hazardous waste, or cause a decrease or increase in Contracting Party’s cost
of, or time required for, performance of any part of the work, Contracting
Party shall not be excused from any scheduled completion date provided for
by this Agreement, but shall proceed with all work to be performed under
this Agreement. Contracting Party shall retain any and all rights provided
either by contract or by law which pertain to the resolution of disputes and
protests between the contracting Parties.
5.Safety. Contracting Party shall execute and maintain its work so
as to avoid injury or damage to any person or property. In carrying out the
Services, Contracting Party shall at all times be in compliance with all
applicable local, state, and federal laws, rules and regulations, and shall
exercise all necessary precautions for the safety of employees appropriate to
the nature of the work and the conditions under which the work is to be
performed. Safety precautions as applicable shall include, but shall not be
limited to: (A) adequate life protection and lifesaving equipment and
procedures; (B) instructions in accident prevention for all employees and
subcontractors, such as safe walkways, scaffolds, fall protection ladders,
bridges, gang planks, confined space procedures, trenching and shoring,
equipment and other safety devices, equipment and wearing apparel as are
necessary or lawfully required to prevent accidents or injuries; and
(C) adequate facilities for the proper inspection and maintenance of all
safety measures.
6.Liquidated Damages. Since the determination of actual damages
for any delay in performance of the Agreement would be extremely difficult
or impractical to determine in the event of a breach of this Agreement,
Contracting Party shall be liable for and shall pay to City the sum of One
Thousand dollars ($1,000.00) as liquidated damages for each working day of
delay in the performance of any of the Services required hereunder, as
specified in the Schedule of Performance. In addition, liquidated damages
may be assessed for failure to comply with the emergency call out
requirements, if any, described in the Scope of Services. City may withhold
from any moneys payable on account of the Services performed by
Contracting Party any accrued liquidated damages.
Exhibit B
Schedule of Compensation
With the exception of compensation for Additional Services, provided for
in Section 2.3 of this Agreement, the maximum total compensation to be
paid to Contracting Party under this Agreement is
_______________________($_____________) (“Contract Sum”). The
Contract Sum shall be paid to Contracting Party in installment payments
made on a monthly basis and in an amount identified in Contracting Party’s
schedule of compensation attached hereto for the work tasks performed and
properly invoiced by Contracting Party in conformance with Section 2.2 of
this Agreement.
[insert Contracting Party’s schedule of compensation]
Exhibit C
Schedule of Performance
Contracting Party shall complete all services identified in the Scope of
Services, Exhibit A of this Agreement, in accordance with the Project
Schedule below [or… attached hereto and incorporated herein by this
reference].
[insert Project Schedule]
Exhibit D
Special Requirements
[insert Special Requirements or indicate, “None” if there are none]
Exhibit E
Insurance Requirements
E.1 Insurance. Prior to the beginning of and throughout the duration
of this Agreement, the following policies shall be maintained and kept in full
force and effect providing insurance with minimum limits as indicated below
and issued by insurers with A.M. Best ratings of no less than A-VI:
Commercial General Liability (at least as broad as ISO CG 0001)
$1,000,000 (per occurrence)
$2,000,000 (general aggregate)
Must include the following endorsements:
General Liability Additional Insured
General Liability Primary and Non-contributory
Commercial Auto Liability (at least as broad as ISO CA 0001)
$1,000,000 (per accident)
Personal Auto Declaration Page if applicable
Errors and Omissions Liability
$1,000,000 (per claim and aggregate)
Workers’ Compensation
(per statutory requirements)
Must include the following endorsements:
Workers Compensation Waiver of Subrogation
Workers Compensation Declaration of Sole Proprietor if
applicable
Contracting Party shall procure and maintain, at its cost, and
submit concurrently with its execution of this Agreement, Commercial
General Liability insurance against all claims for injuries against persons or
damages to property resulting from Contracting Party’s acts or omissions
rising out of or related to Contracting Party’s performance under this
Agreement. The insurance policy shall contain a severability of interest
clause providing that the coverage shall be primary for losses arising out of
Contracting Party’s performance hereunder and neither City nor its insurers
shall be required to contribute to any such loss. An endorsement evidencing
the foregoing and naming the City and its officers and employees as
additional insured (on the Commercial General Liability policy only) must be
submitted concurrently with the execution of this Agreement and approved
by City prior to commencement of the services hereunder.
Professional
claims for bodily
injury or property
damage
and non-contributory
Contracting Party shall carry automobile liability insurance of
$1,000,000 per accident against all claims for injuries against persons or
damages to property arising out of the use of any automobile by Contracting
Party, its officers, any person directly or indirectly employed by Contracting
Party, any subcontractor or agent, or anyone for whose acts any of them
may be liable, arising directly or indirectly out of or related to Contracting
Party’s performance under this Agreement. If Contracting Party or
Contracting Party’s employees will use personal autos in any way on this
project, Contracting Party shall provide evidence of personal auto liability
coverage for each such person. The term “automobile” includes, but is not
limited to, a land motor vehicle, trailer or semi-trailer designed for travel on
public roads. The automobile insurance policy shall contain a severability of
interest clause providing that coverage shall be primary for losses arising out
of Contracting Party’s performance hereunder and neither City nor its
insurers shall be required to contribute to such loss.
Professional Liability or Errors and Omissions Insurance as
appropriate shall be written on a policy form coverage specifically designed
to protect against acts, errors or omissions of the Contracting Party and
“Covered Professional Services” as designated in the policy must specifically
include work performed under this agreement. The policy limit shall be no
less than $1,000,000 per claim and in the aggregate. The policy must “pay
on behalf of” the insured and must include a provision establishing the
insurer’s duty to defend. The policy retroactive date shall be on or before
the effective date of this agreement.
Contracting Party shall carry Workers’ Compensation Insurance in
accordance with State Worker’s Compensation laws with employer’s liability
limits no less than $1,000,000 per accident or disease.
Contracting Party shall provide written notice to City within ten
(10) working days if: (1) any of the required insurance policies is
terminated; (2) the limits of any of the required polices are reduced; or
(3) the deductible or self-insured retention is increased. In the event any of
said policies of insurance are cancelled, Contracting Party shall, prior to the
cancellation date, submit new evidence of insurance in conformance with
this Exhibit to the Contract Officer. The procuring of such insurance or the
delivery of policies or certificates evidencing the same shall not be construed
as a limitation of Contracting Party’s obligation to indemnify City, its officers,
employees, contractors, subcontractors, or agents.
E.2 Remedies. In addition to any other remedies City may have if
Contracting Party fails to provide or maintain any insurance policies or policy
endorsements to the extent and within the time herein required, City may,
at its sole option:
bodily injury or property damage
resulting from the use of any
covered auto
and provide that
coverage shall be
primary and non-
contributory
or
a. Obtain such insurance and deduct and retain the amount of
the premiums for such insurance from any sums due under this Agreement.
b. Order Contracting Party to stop work under this Agreement
and/or withhold any payment(s) which become due to Contracting Party
hereunder until Contracting Party demonstrates compliance with the
requirements hereof.
c. Terminate this Agreement.
Exercise of any of the above remedies, however, is an alternative
to any other remedies City may have. The above remedies are not the
exclusive remedies for Contracting Party’s failure to maintain or secure
appropriate policies or endorsements. Nothing herein contained shall be
construed as limiting in any way the extent to which Contracting Party may
be held responsible for payments of damages to persons or property
resulting from Contracting Party’s or its subcontractors’ performance of work
under this Agreement.
E.3 General Conditions Pertaining to Provisions of Insurance Coverage
by Contracting Party. Contracting Party and City agree to the following with
respect to insurance provided by Contracting Party:
1.Contracting Party agrees to have its insurer endorse the third
party general liability coverage required herein to include as additional
insureds City, its officials, employees, and agents, using standard ISO
endorsement No. CG 2010 with an edition prior to 1992. Contracting Party
also agrees to require all contractors, and subcontractors to do likewise.
2.No liability insurance coverage provided to comply with this
Agreement shall prohibit Contracting Party, or Contracting Party’s
employees, or agents, from waiving the right of subrogation prior to a loss.
Contracting Party agrees to waive subrogation rights against City regardless
of the applicability of any insurance proceeds, and to require all contractors
and subcontractors to do likewise.
3.All insurance coverage and limits provided by Contracting Party
and available or applicable to this Agreement are intended to apply to the
full extent of the policies. Nothing contained in this Agreement or any other
agreement relating to City or its operations limits the application of such
insurance coverage.
4.None of the coverages required herein will be in compliance with
these requirements if they include any limiting endorsement of any kind that
has not been first submitted to City and approved of in writing.
commercial
and
and CG 20 37
to the extent any loss
is covered by
applicable insurance
as required herein
5.No liability policy shall contain any provision or definition that
would serve to eliminate so-called “third party action over” claims, including
any exclusion for bodily injury to an employee of the insured or of any
contractor or subcontractor.
6.All coverage types and limits required are subject to approval,
modification and additional requirements by the City, as the need arises.
Contracting Party shall not make any reductions in scope of coverage (e.g.
elimination of contractual liability or reduction of discovery period) that may
affect City’s protection without City’s prior written consent.
7.Proof of compliance with these insurance requirements,
consisting of certificates of insurance evidencing all of the coverages
required and an additional insured endorsement to Contracting Party’s
general liability policy, shall be delivered to City at or prior to the execution
of this Agreement. In the event such proof of any insurance is not delivered
as required, or in the event such insurance is canceled at any time and no
replacement coverage is provided, City has the right, but not the duty, to
obtain any insurance it deems necessary to protect its interests under this or
any other agreement and to pay the premium. Any premium so paid by City
shall be charged to and promptly paid by Contracting Party or deducted from
sums due Contracting Party, at City option.
8.It is acknowledged by the parties of this agreement that all
insurance coverage required to be provided by Contracting Party or any
subcontractor, is intended to apply first and on a primary, non-contributing
basis in relation to any other insurance or self-insurance available to City.
9.Contracting Party agrees to ensure that subcontractors, and any
other party involved with the project that is brought onto or involved in the
project by Contracting Party, provide the same minimum insurance coverage
required of Contracting Party. Contracting Party agrees to monitor and
review all such coverage and assumes all responsibility for ensuring that
such coverage is provided in conformity with the requirements of this
section. Contracting Party agrees that upon request, all agreements with
subcontractors and others engaged in the project will be submitted to City
for review.
10.Contracting Party agrees not to self-insure or to use any self-
insured retentions or deductibles on any portion of the insurance required
herein (with the exception of professional liability coverage, if required) and
further agrees that it will not allow any contractor, subcontractor, Architect,
Engineer or other entity or person in any way involved in the performance of
work on the project contemplated by this agreement to self-insure its
obligations to City. If Contracting Party’s existing coverage includes a
except for Workers'
Compensation/Employer's Liability
and Professional Liability,
deductible or self-insured retention, the deductible or self-insured retention
must be declared to the City. At that time the City shall review options with
the Contracting Party, which may include reduction or elimination of the
deductible or self-insured retention, substitution of other coverage, or other
solutions.
11.The City reserves the right at any time during the term of this
Agreement to change the amounts and types of insurance required by giving
the Contracting Party ninety (90) days advance written notice of such
change. If such change results in substantial additional cost to the
Contracting Party, the City will negotiate additional compensation
proportional to the increased benefit to City.
12.For purposes of applying insurance coverage only, this
Agreement will be deemed to have been executed immediately upon any
party hereto taking any steps that can be deemed to be in furtherance of or
towards performance of this Agreement.
13.Contracting Party acknowledges and agrees that any actual or
alleged failure on the part of City to inform Contracting Party of non-
compliance with any insurance requirement in no way imposes any
additional obligations on City nor does it waive any rights hereunder in this
or any other regard.
14.Contracting Party will renew the required coverage annually as
long as City, or its employees or agents face an exposure from operations of
any type pursuant to this agreement. This obligation applies whether or not
the agreement is canceled or terminated for any reason. Termination of this
obligation is not effective until City executes a written statement to that
effect.
15.Contracting Party shall provide proof that policies of insurance
required herein expiring during the term of this Agreement have been
renewed or replaced with other policies providing at least the same
coverage. Proof that such coverage has been ordered shall be submitted
prior to expiration. A coverage binder or letter from Contracting Party’s
insurance agent to this effect is acceptable. A certificate of insurance and/or
additional insured endorsement as required in these specifications applicable
to the renewing or new coverage must be provided to City within five
(5) days of the expiration of coverages.
16.The provisions of any workers’ compensation or similar act will
not limit the obligations of Contracting Party under this agreement.
Contracting Party expressly agrees not to use any statutory immunity
Contracting Party will maintain coverage
of the required coverage for a period of
three years following substantial project
completion date.
defenses under such laws with respect to City, its employees, officials, and
agents.
17.Requirements of specific coverage features or limits contained in
this section are not intended as limitations on coverage, limits or other
requirements nor as a waiver of any coverage normally provided by any
given policy. Specific reference to a given coverage feature is for purposes
of clarification only as it pertains to a given issue, and is not intended by any
party or insured to be limiting or all-inclusive.
18.These insurance requirements are intended to be separate and
distinct from any other provision in this Agreement and are intended by the
parties here to be interpreted as such.
19.The requirements in this Exhibit supersede all other sections and
provisions of this Agreement to the extent that any other section or
provision conflicts with or impairs the provisions of this Exhibit.
20.Contracting Party agrees to be responsible for ensuring that no
contract used by any party involved in any way with the project reserves the
right to charge City or Contracting Party for the cost of additional insurance
coverage required by this agreement. Any such provisions are to be deleted
with reference to City. It is not the intent of City to reimburse any third
party for the cost of complying with these requirements. There shall be no
recourse against City for payment of premiums or other amounts with
respect thereto.
21.Contracting Party agrees to provide immediate notice to City of
any claim or loss against Contracting Party arising out of the work performed
under this agreement. City assumes no obligation or liability by such notice,
but has the right (but not the duty) to monitor the handling of any such
claim or claims if they are likely to involve City.
Exhibit F
Indemnification
F.1 Indemnity for the Benefit of City.
a. Indemnification for Professional Liability. When the law
establishes a professional standard of care for Contracting Party’s Services,
to the fullest extent permitted by law, Contracting Party shall indemnify,
protect, defend (with counsel selected by City), and hold harmless City and
any and all of its officials, employees, and agents (“Indemnified Parties”)
from and against any and all claims, losses, liabilities of every kind, nature,
and description, damages, injury (including, without limitation, injury to or
death of an employee of Contracting Party or of any subcontractor), costs
and expenses of any kind, whether actual, alleged or threatened, 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, to the
extent same are caused in whole or in part by any negligent or wrongful act,
error or omission of Contracting Party, its officers, agents, employees or
subcontractors (or any entity or individual that Contracting Party shall bear
the legal liability thereof) in the performance of professional services under
this agreement. With respect to the design of public improvements, the
Contracting Party shall not be liable for any injuries or property damage
resulting from the reuse of the design at a location other than that specified
in Exhibit A without the written consent of the Contracting Party.
b. Indemnification for Other Than Professional Liability. Other
than in the performance of professional services and to the full extent
permitted by law, Contracting Party shall indemnify, defend (with counsel
selected by City), and hold harmless the Indemnified Parties from and
against any liability (including liability for claims, suits, actions, arbitration
proceedings, administrative proceedings, regulatory proceedings, losses,
expenses or costs of any kind, whether actual, alleged or threatened,
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, where the same arise out of, are a consequence of, or are in
any way attributable to, in whole or in part, the performance of this
Agreement by Contracting Party or by any individual or entity for which
Contracting Party is legally liable, including but not limited to officers,
agents, employees, or subcontractors of Contracting Party.
c. Indemnity Provisions for Contracts Related to Construction
(Limitation on Indemnity). Without affecting the rights of City under any
third party
for bodily
including, reasonable
attorneys' fees, recoverable
under applicable law, to the
extent same are caused by
any negligence or willful
misconduct of Contracting
Party, its officers or
employees
(such other matters
commonly referred to as
“General Liability Claims)
Contracting Party agrees to reimburse City for
City's defense costs to the same proportionate
extent that Contracting Party is found to be liable
to the claimant.
including reasonable attorneys'
fees recoverable under applicable
law incurred in connection
therewith, but only to the extent
caused by the negligence or
willful misconduct in
provision of this agreement, Contracting Party shall not be required to
indemnify and hold harmless City for liability attributable to the active
negligence of City, provided such active negligence is determined by
agreement between the parties or by the findings of a court of competent
jurisdiction. In instances where City is shown to have been actively
negligent and where City’s active negligence accounts for only a percentage
of the liability involved, the obligation of Contracting Party will be for that
entire portion or percentage of liability not attributable to the active
negligence of City.
d. Indemnification Provision for Design Professionals.
1. Applicability of this Section F.1(d). Notwithstanding
Section F.1(a) hereinabove, the following indemnification provision shall
apply to a Contracting Party who constitutes a “design professional” as the
term is defined in paragraph 3 below.
2. Scope of Indemnification. When the law establishes a
professional standard of care for Contracting Party’s Services, to the fullest
extent permitted by law, Contracting Party shall indemnify and hold
harmless City and any and all of its officials, employees, and agents
(“Indemnified Parties”) from and against any and all losses, liabilities of
every kind, nature, and description, damages, injury (including, without
limitation, injury to or death of an employee of Contracting Party or of any
subcontractor), costs and expenses, including, without limitation, incidental
and consequential damages, court costs, reimbursement of attorneys’ fees,
litigation expenses, and fees of expert consultants or expert witnesses
incurred in connection therewith and costs of investigation, to the extent
same are caused by any negligent or wrongful act, error or omission of
Contracting Party, its officers, agents, employees or subcontractors (or any
entity or individual that Contracting Party shall bear the legal liability
thereof) in the performance of professional services under this agreement.
With respect to the design of public improvements, the Contracting Party
shall not be liable for any injuries or property damage resulting from the
reuse of the design at a location other than that specified in Exhibit A
without the written consent of the Contracting Party..
3. Design Professional Defined. As used in this
Section F.1(d), the term “design professional” shall be limited to licensed
architects, registered professional engineers, licensed professional land
surveyors and landscape architects, all as defined under current law, and as
may be amended from time to time by Civil Code § 2782.8.
F.2 Obligation to Secure Indemnification Provisions.
Contracting Party agrees to obtain executed indemnity agreements with
provisions identical to those set forth herein this Exhibit F, as applicable to
the Contracting Party, from each and every subcontractor or any other
person or entity involved by, for, with or on behalf of Contracting Party in
the performance of this Agreement. In the event Contracting Party fails to
obtain such indemnity obligations from others as required herein,
Contracting Party agrees to be fully responsible according to the terms of
this Exhibit. Failure of City to monitor compliance with these requirements
imposes no additional obligations on City and will in no way act as a waiver
of any rights hereunder. This obligations to indemnify and defend City as
set forth in this Agreement are binding on the successors, assigns or heirs of
Contracting Party and shall survive the termination of this Agreement.
HIGHWAY 111 CORRIDOR AREA PLAN | CITY OF LA QUINTA
DE NOVO PLANNING GROUPC-1
APPENDIX C
RESUMES
EDUCATION
MA, City and Regional Planning,
Cal Poly San Luis Obispo
BA, Political Science and History,
Cal Poly San Luis Obispo
ORGANIZATIONS
American Planning Association
Association of Environmental
Professionals
Mr. Ritchie is a founding principal at De Novo Planning Group with over 17 years
of experience. Mr. Ritchie’s expertise includes managing long range planning
documents, completing complex and controversial CEQA documents, and
facilitating community outreach and public communications efforts for the firm. His
experience includes a variety of land use, transportation, and sustainability projects
throughout California. Mr. Ritchie has extensive knowledge of the California
Environmental Quality Act (CEQA) and has assisted jurisdictions in drafting and
updating their local CEQA implementation guidelines. He served as the
Environmental Coordinator for the City of Rancho Cordova, where he oversaw the
environmental planning division and the preparation of all CEQA documents
prepared by staff and outside consultants. This experience has given him the
knowledge of how local agencies use and implement planning documents, and
specifically general plans, on a day to day basis.
Ben Ritchie
PRINCIPAL
General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of La Verne
Sign Code Update,
City of Bellflower
General Plan Update, Housing
Element, and EIR,
City of Brentwood
PA-1 Specific Plan,
City of Brentwood
General Plan and Zoning Code
Update, Housing Element, and EIR,
City of Sebastopol
General Plan Update, Housing
Element and EIR,
City of Cotati
General Plan Update, Housing
Element, Zoning Code Update and
EIR,
Colusa County
General Plan Update EIR and Climate
Action Plan,
City of Foster City
Sustainability Element and Climate
Action Plan EIR,
City of Elk Grove
General Plan Update and EIR, General
Plan Annual Report, Genera Plan
Implementation Plan, Housing
Element Updates, and EIR Addendum
City of Lakeport
General Plan Update, Climate Action
Plan, and EIR,
City of Campbell
General Plan Update and EIR,
City of Milpitas
General Plan Update and EIR,
City of Lakeport
General Plan Update and EIR,
City of Manteca
Seraphina MND,
City of Temecula
LDS Church Initial Study/MND,
City of San Juan Capistrano
The Cannery EIR,
City of Davis
West Area Specific Plan EIR,
City of Salinas
Joerger Ranch Specific Plan EIR,
Town of Truckee
Sterling 5th Street Apartments EIR,
City of Davis
Home2Suites MND,
City of Tracy
RELEVANT PROJECT EXPERIENCE
EDUCATION
MA, Urban and Regional Planning,
University of California, Irvine
BA, Urban Studies and Planning,
University of California, San Diego
BA, Political Science: Comparative
Politics,
University of California, San Diego
Study Abroad Program,
University of Sussex
ORGANIZATIONS
Urban Land Institute
International Association for Public
Participation
American Planning Association
Congress for New Urbanism
Amanda Tropiano is a principal planner with De Novo Planning Group and is
responsible for leading the firm’s Southern California practice. With over 11 years
of professional planning experience in the region, Amanda has successfully
managed a wide variety of land use and environmental planning projects for public
and private sector clients, including numerous General Plans, specific plans,
corridor plans, strategic plans, sustainability programs, visioning projects, transit-
oriented development plans, zoning documents, outreach programs, and CEQA
projects. Amanda consistently brings to the table her passion, creativity, and
strategic thinking to make sure every project exceeds her client's expectations.
Amanda also supports the land use due diligence efforts of clients throughout
southern California and assists with navigating public agency planning procedures,
reviewing existing regulatory direction, facilitating the entitlement process, and
serving as a liaison between public agencies and private developers.
Amanda Tropiano
PRINCIPAL PLANNER
General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of La Verne
General Plan Update, EIR, and
Climate Action Plan,
City of Campbell
General Plan Update and EIR,
City of Westminster*
General Plan Update and EIR,
City of Menifee*
General Plan Update and EIR,
City of Yucaipa*
General Plan Update and EIR,
City of Clovis*
General Plan Update and EIR,
City of Industry*
Irvine Sustainable Operations
Strategic Plan,
City of Irvine*
SAVI Ranch Land Use and Mobility
Vision Plan,
City of Yorba Linda*
Vision Plan,
City of Carson*
Crafton Hills College
Village Overlay Zone,
City of Yucaipa*
Downtown Fontana Transit-Oriented
Development Study,
City of Fontana*
Harmony Specific Plan, Lewis
Companies,
City of Highland*
Downtown Bellflower Transit-
Oriented Development Specific Plan
City of Bellflower*
Envision Alhambra 2035 Public
Outreach Campaign and Phase I
General Plan Update,
City of Alhambra*
Torrance Strategic Plan Update:
Community Profile and
Environmental Scan,
City of Torrance*
2400 South Fremont
Avenue Specific Plan,
City of Alhambra*
Greentree Ranch Specific Plan
Outreach Program, Foremost
County of Riverside
Springs Specific Plan and EIR,
Sonoma County
888 Diamond Specific Plan, Foremost
City of Diamond Bar
RELEVANT PROJECT EXPERIENCE
* Project was completed by Ms. Tropiano while he was employed at another
planning firm
EDUCATION
MCP, City Planning, Urban Design
Concentration
University of Pennsylvania,
Philadelphia
BS, Urban, Rural, and
Environmental Planning,
Brigham Young University, Provo
Research,
Cambridge University (UK), Pembroke
College
ORGANIZATIONS
Urban Land Institute
American Planning Association
U.S. Green Building Council
LEED AP BD+C,
Credential Id # 10433552-AP-BD+C
Megan Thorne is a senior planner and designer with De Novo Planning Group. With
over 6 years of professional planning experience, Megan has worked on a wide
variety of planning projects for public and private sector clients, including numerous
specific plans, corridor plans, general plans, site plans, strategic plans,
sustainability programs, visioning projects, transit-oriented development plans,
zoning documents, outreach programs, and 3D visualizations. Megan possesses
the ability to think creatively and envision change while keeping projects grounded
with achievable benchmarks and implementable policy goals. She excels at
communicating complex information and policy ideas in a compelling and simple
manner. As a designer, Megan has differentiated herself with her hand-drawing
abilities as well as her technical skills. Her technical expertise includes 3D
modeling, graphic design, and web design. She continues to pioneer ways new
technology can improve old processes from community outreach approaches to the
web-publication of planning documents.
Megan Thorne, LEED AP BD+C
SENIOR PLANNER + DESIGNER
General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of La Verne
General Plan Update, EIR, and
Climate Action Plan,
City of Campbell
General Plan Update and EIR,
City of Westminster*
General Plan Update and EIR
Temple City*
SCAG 2016 RTP/SCS: Content
Authoring and Web Solution
Southern CA Association of
Governments*
California High Speed Rail: Palmdale
to Burbank Segment
Palmdale, Burbank*
West Carson Transit-Oriented
Development Specific Plan
City of West Carson*
Downtown Bellflower Transit-
Oriented Development Specific Plan
City of Bellflower*
Morena Corridor Specific Plan,
City of San Diego*
De Anza Revitalization Plan
City of San Diego*
Crafton Hills College
Village Overlay Zone,
City of Yucaipa*
Harmony Specific Plan, Lewis
Companies,
City of Highland*
SAVI Ranch Land Use and Mobility
Vision Plan,
City of Yorba Linda*
LA County Parks Needs Assessment,
Los Angeles County*
California State University Dominguez
Hills Visioning & Site Planning
CSU Dominguez Hills*
Springs Specific Plan and EIR,
Sonoma County
888 Diamond Specific Plan, Foremost
City of Diamond Bar
RELEVANT PROJECT EXPERIENCE
* Project was completed by Ms. Knowles while she was employed at another
planning firm
EDUCATION
M, City and Regional Planning,
Ohio State University
BS, Architecture,
University of Cincinnati
ORGANIZATIONS
American Planning Association
ACCREDITATIONS
American Institute of Certified
Planners, #029070
AWARDS
2015 Merit Award for Best Practices,
APA, Sacramento Valley Section,
Southeast Area Plan, City of Elk Grove
2013 Best Comprehensive Planning
Document for Small Jurisdiction APA,
California Chapter,
Downtown Plan, City of Ione
2013 Outstanding Planning Award –
Best Practices, APA, Central Section,
Kern County Vision Plans, Kern
County
Martti is a Senior Urban Designer with De Novo, where he oversees and provides
technical expertise on urban design and long-range planning projects. Martti leads
visioning, land use, and design-related efforts, participates in community outreach
activities, and conducts client communications and business development
programs. Martti is an expert in Adobe software, ArcGIS, AutoCAD, and SketchUp.
Proficient in computer-aided and freehand drawing techniques, Martti brings a
range of design skills to all of his projects. As a Certified Planner with the American
Planning Association, Martti understands complex planning projects and how to
design custom approaches that best meet the client’s needs while reflecting
contemporary best practices. He also has experience working as a staff planner for
the City of Elk Grove and providing on-call design review services to other
jurisdictions.
Martti Eckert, AICP
SENIOR URBAN DESIGNER + PLANNER
PA-1 Specific Plan,
City of Brentwood
Southeast Policy Area Planning
Document,
City of Elk Grove*
Downtown Specific Plan,
City of Manhattan Beach*
High Speed Rail Station Area Plan,
City of Merced*
Downtown Plan,
City of Ione*
North Downtown Compton Specific
Plan,
City of Compton*
General Plan Update,
City of Campbell
General Plan Update,
City of Lathrop
General Plan Update,
Manteca
General Plan Update,
City of Huntington Beach*
General Plan Update,
City of Elk Grove*
General Plan Update,
City of Chico*
Sustainable Development
Code Update,
City of Patterson*
Zoning Code Update,
City of Palm Desert*
Zoning Code Update,
City of Rancho Cordova*
Zoning Code Update,
City of Lemoore*
Mojave, Old Town Tehachapi, and
Boron Vision Plans,
Kern County*
Southeast Policy Area Architectural
Style Guide,
City of Elk Grove*
Scenic Corridor Design Guidelines,
City of Plymouth*
Community Wayfinding Sign
Standards,
Mono County*
Downtown Pedestrian Improvement
Project,
City of Torrance*
RELEVANT PROJECT EXPERIENCE
* Project was completed by Mr. Eckert while he was employed at another
planning firm
EDUCATION
MA, City and Regional Planning,
California Polytechnic State University,
San Luis Obispo
BA, Geography,
University of California, Los Angeles
Mr. Crenshaw is an Associate Planner with De Novo Planning Group, and is
responsible for project support in the preparation of environmental documents, and
General Plans. His previous experience includes service with several nonprofit
environmental organizations, and work in the construction industry. Mr. Crenshaw’s
project support work has included public outreach, research, environmental
document writing, and policy preparation. During his academic career, he received
multiple honors including two UCLA scholarship recognition awards “In recognition
of high achievement and outstanding promise,” as well as the 2013 Errett Fisher
Foundation Scholarship.
William Crenshaw
ASSOCIATE
Truckee PC-3 SP EIR,
Town of Truckee
Pilot Flying J EIR,
City of Tulare
Amador County RTP EIR,
Amador County Council of Governments
Placer County RTP EIR,
Placer County Regional Transportation
Planning Agency
Pilot Flying J EIR,
City of Lathrop
Family Entertainment Zone EIR,
City of Manteca
South Lathrop Specific Plan EIR,
City of Lathrop
West Area Specific Plan EIR,
City of Salinas
Oakwood Trails EIR,
City of Manteca
Oakwood Landing EIR,
City of Manteca
Griffin Park Master Plan EIR,
City of Manteca
Sonoma Springs Specific Plan and
EIR,
Sonoma County
Sterling Apartments EIR,
City of Davis
Milpitas General Plan Update,
City of Milpitas,
Campbell General Plan Update,
City of Campbell,
Manteca General Plan Update,
City of Manteca,
Sebastopol General Plan Update,
City of Sebastopol,
RELEVANT PROJECT EXPERIENCE
EDUCATION
MA, Urban and Regional Planning,
University of California, Irvine
BA, Political Science: Public Policy,
University of California, San Diego
Saara is an Assistant Planner at De Novo. Having recently received her Master’s
degree in Urban and Regional Planning, she has launched her planning career as
an Assistant Planner in the field. Saara has experience working in environmental
planning on CEQA documentation preparation and has a background working in
local government. She received her Master’s degree from the University of
California Irvine and has a Bachelor’s degree in Political Science from the
University of California San Diego. She is passionate about community
development and is interested in the relationship between the built environment
and community empowerment.
Saara Chaudry
ASSISTANT PLANNER
5175 Vincent Avenue MND,
City of Irwindale
General Plan Update and EIR,
City of Lake Forest
General Plan Update and EIR,
City of La Verne
Neighborhood Plan,
City of Irvine
Signage Code Update,
City of Bellflower
888 Diamond Specific Plan, Foremost
City of Diamond Bar
Westside Costa Mesa Neighborhood Plan
(Practicum)
City of Costa Mesa*
RELEVANT PROJECT EXPERIENCE
* Project was completed by Ms. Chaudry while enrolled as a Graduate Student in Urban and
Regional Planning at the University of California, Irvine.
Mission Viejo Civic Center Core Vision
Plan, Mission Viejo, CA
Uptown Whittier Streetscape &
Beautification, Whittier, CA
Woodbine Master Plan, Toronto, Canada
Platinum Triangle & ARTIC, Anaheim, CA
Jeffrey Open Space Parks & Trails,
Irvine, CA
Woodbury Planning Area 9, Irvine, CA
Marin City Redevelopment, Marin, CA
Watts Virtual Redevelopment, Los
Angeles, CA
West Hollywood West Neighborhood
Conservation Overlay Zone and Design
Guidelines, West Hollywood, CA
Dana Point Harbor Waterfront and
Commercial Core, Dana Point, CA
Temecula Civic Center, Temecula, CA
Murrieta Civic Center, Murrieta, CA
Murrieta Town Square Park, CA
Mixed Use Master Plan, Scottsdale, AZ
Marketville Master Planning, Jurupa
Valley, CA
Whittier Infill - Liberty, Whittier, CA
Disneyland Resort Concept Planning
Anaheim, CA
Marinaside Crescent Planning,
Vancouver, British Columbia, Canada
Festival Town Center, Buckeye, AZ
Victoria Gardens, Rancho Cucamonga,
CA
Edinger Corridor, Huntington Beach, CA
Fort Ord Redevelopment, Monterey, CA
Inglewood Village, Inglewood, CA
NASA Redevelopment, Downey, CA
New Brighton Station (Rosemont Station
TOD), Sacramento, CA
Norton Air Force Base Redevelopment,
San Bernardino, CA
Redondo Beach AES Redevelopment,
Redondo Beach, CA
Aspen 1 at Rock Creek, Sacramento, CA
Bishop’s Bay, Westport Community,
Middleton and Westport, WI
Butternut Creek Master Plan, Hillsboro,
OR
Mixed-Use Master Plan, San Diego, CA
The Canyons Master Plan, Denver, CO
Chula Vista Bayfront, Chula Vista, CA
Quail Hill, Irvine, CA
Rancho Mission Viejo PA-2 & PA-3
Master Plan, South Orange County, CA
Rouzan Landscape Concept &
Community Plan, East Baton Rouge
Parish, LA
Shenzhen Downtown Urban Design,
Shenzhen, China
Victoria Harbour, Melbourne Docklands,
Melbourne, Australia
Sean O’Malley, PLA
MANAGING PRINCIPAL
Sean O’Malley has over 30 years of experience in all aspects of the
profession, including large-scale planning and construction. As an urban
designer, planner, and landscape architect, he has implemented a unique
approach to the design of cities, drawing upon the strength of site and
utilizing natural structures as a framework for development. He also has
a depth of plant knowledge, utilizing this skill as place-maker for award
winning community-scale projects. He has worked in the US, Europe, the
Middle East and Asia. Sean’s design interests are rooted in environmental
infrastructure and the integration of the natural structures of a site with
its development potential; blurring the distinction between landscape and
architecture.
Sean is the Principal-in-Charge, overseeing the overall planning direction.
He will consistently interact with the entire team providing valuable input
and insight and will attend all milestone presentations and meetings.
Representative Projects:
Education
Master of Landscape Architecture
in Urban Design, Harvard University,
Graduate School of Design, Cambridge,
Massachusetts
Bachelor of Science, Landscape
Architecture, California State Polytechnic
University, Pomona, California
Registrations
Registered Landscape Architect:
Arizona #63204
California #3286
Colorado #805
New Mexico #460
Oregon #810
Texas - #3723
Wisconsin #607-014
Professional Affiliations/Recognition
Member, American Society of Landscape
Architects
Member, American Planning Association
Member, Urban Land Institute (ULI)
Council Member, ULI Global Exchange
Council
Andrew Watkins
PRINCIPAL | ARCHITECT & URBAN DESIGNER
Andrew Watkins is an architect, planner and urban designer with over 15
years of professional experience. Andrew has led the design of community
plans, urban design and new city planning projects in diverse locales.
Andrew’s community planning work focuses on placemaking and creating
high-quality public realms. His project experience includes green-field
development and urban and suburban revitalization, with new community
work totaling over 20,000 acres of development featuring more than 50,000
homes, retail, commercial and light industrial districts. Additionally, Andrew
has worked on projects that tie together development and agriculture,
whether integrating food production into residential communities in which
we live or exploring how development can sensitively support rural agrarian
economies. Drew will be the Project Manager and main point of contact and
will lead and attend all meetings and presentations.
Representative Projects:
Mission Viejo Civic Center Core Vision
Plan, Mission Viejo, CA
Esencia Concept, Mission Viejo, CA
Uptown Whittier Streetscape &
Beautification, Whittier, CA
Gateway Park, Irvine, CA
Woodbine Master Plan, Toronto, Canada
Edenborne Master Plan, Ascension
Parish, LA
Riverwalk Eco Park Concept, San Diego
County, CA
Lake Park at Rock Creek TOD,
Sacramento, CA
Natomas North Precinct Master Plan,
Sacramento, CA
North River Farms Master Plan, San
Diego County, CA
Rancho Mission Viejo PA-2 & PA-3
Master Plan, Orange County, CA
Toscana Community, Temescal Valley, CA
Wineville Marketplace and Homes
Master Plan, Jurupa Valley, CA
Woodbridge Village Master Plan, Irvine,
CA
Harmony Grove, Escondido, CA
Lincoln Master Plan, Whittier, CA
Butternut Creek Master Plan, Hillsboro,
OR
Rouzan Community Plan & Landscape
Concept, Baton Rouge, LA
Lusail Theatre District Master Plan
Concept, Doha, Qatar
Goraj Residential Development,
Ahmadebad, India
Gunung Geulis Master Plan, Bogor, West
Java, Indonesia
Pasar Kemis Master Plan, Tangerang,
Indonesia
Changsha Baxizhou River Island,
Changsha, China
Changsha Longping New District
Riverfront, Changsha, China
Ha Nan Industrial New Town CBD Urban
Design, Harbin, China
Jining Grand Canal North Lake, Jining,
China
Jinjing Watertown Master Plan, Jinjiang
City, China
Moushan Lake Master Plan & Urban
Design Competition, Yuyao, Zhejiang,
China
Anxi Tieguanyin Ecological-Cultural Park,
Anxi, Fujian Province, China
Rizhao North Development Master Plan,
Rizhao, Shandong Province, China
Rugao Master Plan, Nantong, China
Shenzhen Huaqiang Creative Industry
Park, Shenzhen, China
Taihu Changxing Resort, Changxing,
Zhejiang Province, China
Taiyuan New Town Master Plan -
Filtering Ecologies Taiyuan, China
City of Wuhai Tourism Planning Wuhai,
Inner Mongolia, China
Changsha Meilei District Master Plan,
Changsha, China
Education
Master of Architecture in Urban Design
Harvard University, Graduate School of
Design - 2010
Bachelor of Architecture, magna cum
laude, Syracuse University School of
Architecture - 2002
Registrations
Registered Architect:
California #C34720
Massachusetts #470004
Professional Affiliations/Recognition
Member, American Institute of Architects
(AIA)
Member, American Society of Landscape
Architects (ASLA)
Full Member, Urban Land Institute (ULI)
Member, ULI Residential Neighborhood
Development Council (National Council)
Member, ULI NEXT (OC/IE Chapter)
Education
Bachelor of Science
Landscape Architecture
Colorado State University
Fort Collins, Colorado
Registrations
Registered Landscape Architect:
California #6038
Professional Affiliations/Recognition
Member, American Society of
Landscape Architects (ASLA)
Uptown Whittier Streetscape
Beautification, Whittier, CA
Anaheim Regional Transportation
Intermodal Center (ARTIC), Anaheim,
CA
Monet Avenue at Victoria Gardens,
Rancho Cucamonga, CA
Riverwalk Eco Park Concept,
San Diego, CA
Temecula Promenade, Temecula, CA
Toscana Community,
Temescal Valley, CA
Vista Civic Center, Vista, CA
Spanish Walk, Palm Desert, CA
Hollywood Park, Inglewood, CA
River Street Paseo Adelanto,
San Juan Capistrano, CA
New Haven, Ontario, CA
Newport Center Drive 600 Block,
Newport Beach, CA
Lincoln (Fred C. Nelles Site) Master Plan,
Whittier, CA
Sony Studios Main Street,
Culver City, CA
Sacramento Railyards Shops,
Sacramento, CA
UC Riverside Commons Mall & Bookstore
Renovation, Riverside, CA
Harbor UCLA Master Plan,
Los Angeles, CA
Gateway Park, Irvine, CA
Manhattan Village Shopping Center,
Manhattan Beach, CA
The Concourse Hotel Los Angeles
Airport, Humnit Hotel at LAX,
Los Angeles, CA
Ketchum Ranch, Jacumba, CA
ViaSat Corporate Campus, Carlsbad, CA
Summerlin U-Lot Summerlin,
Summerlin, CA
Downtown Summerlin, Las Vegas, NV
The Galleria at Sunset Henderson, NV
Butler Plaza Town Center, Gainsville, FL
Marriott Puerto Penasco. Puerto
Penasco, Baja, Mexico
Express City Master Plan Noida, India
Dalian High Tech Eco City Business Park
Parcels H1 and I1 Ganjingzi District,
Dalian, Liaoning Province, China
Dongdu Qingzhu Shanghai, China
Baosteel Building Competition
Guangdong, China
Changsha Liuyang River Waterfront
Changsha, China
Changsha Yanghu District City Plaza.
Changsha, Hunan, China
Ci Xi Bai Sha Business Parcel 17-B. Cixi,
Zhejiang, China
Nanchang Wanda Culture and Tourist
Town Resort Complex. Nanchang,
Jiangxi Province, China
Jining Grand Canal North Lake, Jining,
China
Rizhao North Development Master Plan,
Rizhao, Shandong, China
Shunde Desheng Riverfront Park
Shunde, China
Dragon Wave Bay Resort Haikou, Hainan,
China
Steve Rydzon, PLA
ASSOCIATE | TECHNICAL SPECIALIST
Steve’s background in landscape construction provides solutions in both
the management and documentation of projects. Steve’s work is strongly
influenced by his past experience as both a professional photographer and
by work within the construction trades. Steve uses his skills from past
experiences to find creative solutions to constructing artful landscapes
with particular attention to detail, light, shadow, and movement. He also
looks to express the idea of place through the exploration of natural,
cultural, and economic history in his projects.
Representative Projects:
Daniel Dobson, Associate
URBAN DESIGNER - LANDSCAPE GUIDELINES
Dan joined SWA in July 2015 as an urban and landscape designer. He is
interested in how and why cities hedge against risks through the landscape
and what this will mean for built environments in the future. He has
experience working on master-planned communities, multi-family housing,
resorts and theme parks, academic and corporate campuses, and parks.
Dan’s project highlights include the master plan for the mixed-use Woodbine
development in Toronto, Canada, and multiple mixed-use and residential
planning efforts incorporating land use and urban design strategies located
in the United States, India, and Qatar.
Dan will be a collaborative team member, dedicated to the full spectrum of
the planning and design effort.
Representative Projects:
Lake Forest General Plan Update,
Lake Forest, CA
Terramor Community, Temescal Valley,
CA
600 Block Newport Drive, Irvine, CA
New Haven Market Place, Ontario, CA
Butler Town Center Plaza, Gainesville,
FL
Newport Center Drive 600 Block,
Newport Beach, CA
Gateway Park, Irvine, CA
Willowick Visioning, Santa Ana, CA
Jamboree Center, Irvine, CA
Manhattan Village Shopping Center,
Manhattan Beach, CA
Natomas North Precinct Master Plan,
Sacramento, CA
Avenue of the Arts Hotel, Costa Mesa,
CA
Cameron Residence, San Juan
Capistrano, CA
Whittier Streetscape, Whittier, CA
Tejon Casino Site Analysis, Tejon
Ranch, CA
Harmony Grove, Escondido, CA
Rouzan Community Plan & Landscape
Concept, Baton Rouge, LA
La Via Mixed Use Master Plan,
Scottsdale, AZ
Lusail Theatre District Master Plan
Concept, Doha, Qatar
Mohawk Master Plan, Milton, Ontario,
Canada
Woodbine Master Plan, Toronto,
Canada
Shenyang Huaqiang Golden Gallery,
Shenyang, China
Riyadh Central District Development,
Riyadh, Saudi Arabia
Education
Master of Architecture and Urban Design,
Columbia University, New York, New York
Bachelor of Science in Landscape
Architecture, Cum Laude, Ohio State
University, Columbus, Ohio
Professional Affiliations/Recognition
Member, American Society of Landscape
Architects (ASLA)
Economic & Planning Systems, Inc. One Kaiser Plaza, Suite 1410 Oakland, CA 94612
The Economics of Land Use 510.841.9190 jmoody@epsys.com www.epsys.com
Jason Moody
Managing Principal
Education
Master of Public Policy,
University of California,
Berkeley, 1995
Bachelor of Arts in
Economics, University of
California, Santa Cruz, 1988
Previous Employment
Budget Analyst for City of San
Francisco (1995)
Research Analyst, Fisher
Center for Real Estate and
Urban Economics (1994–5)
Business Analyst, Port
Authority of New York/New
Jersey (1994)
Print Media Journalist, States
News Service, Washington,
DC (1989–1992)
Affiliations
International Downtown
Association
San Francisco Planning and
Urban Research Association
International Economic
Development Council
Publications/Presentations
“Town Centers: Typologies and
Policy Directions,” Bay Area
Planning Directors Association
(BAPDA), Spring 2017 Meeting
“Building Livable Communities
with Transit: Making the Case
with Data,” Rail-Volution 2016
Annual Conference
“Innovation Districts,” 2016
National APA Conference
“Urban-Suburbia,” Urban Land,
October 2008.
“Transit Joint Development,” with
Bruce Appleyard, Urban Land,
August 2007.
“The Town and Gown,” Economic
Development Journal, Fall 2004.
“Spontaneous Research Districts,”
Association of University Related
Research Parks conference paper.
ABOUT
As a Managing Principal at EPS, Jason has worked at the firm for over 20 years.
He has extensive professional experience evaluating the fiscal and economic
implications of projects and policies at local and regional levels. He has strong
expertise evaluating the market and development feasibility of various real estate
product types. Jason has worked for hundreds of jurisdictions in California
helping understand the short and long-term implications of their planning efforts
and is an accomplished presenter on issues related to local public finance and
economic analysis. He has also has led the firm’s practice in the area of
repositioning commercial districts, focusing on economic and financial strategies
and feasibility for individual projects as well as entire districts, corridors, and
downtowns.
SELECTED PROJECT MANAGEMENT EXPERIENCE
Pasadena Playhouse District Vision and Strategic Plan
EPS is providing economic and financial analysis as part of a multi-disciplinary
team retained by the Pasadena Playhouse District Association to develop a
strategy to expand the market performance and vibrancy of the vital mixed-use
neighborhood in the heart of the City’s downtown.
Carlsbad Village Revitalization Strategy
EPS is providing economic analysis and strategic implementation
recommendations to help the City of Carlsbad leverage the beach front location
and historic setting of its Downtown to create a more successful mixed-use
district.
Mission Viejo Civic Core Strategic Plan and Visioning Effort
EPS served as the lead economist on a multi-disciplinary team retained by the
City of Mission Viejo to strategically redevelop its civic and commercial core. The
EPS worked primarily involved opportunities and strategies to re-position a
relatively antiquated cluster of retail centers so that they would better adapt to
emerging trends in consumer shopping patterns.
Duarte Commercial District Specific Plan
EPS served as economist on the multi-disciplinary consultant team for the Duarte
Town Center Specific Plan, a proposed mixed-use activity center intended to
serve as Duarte’s civic and cultural hub.
Downtown Rialto Revitalization and TOD Strategy
EPS provided market and financial analysis to support a comprehensive
commercial revitalization and TOD strategy for downtown Rialto, a bedroom
community in the San Gabriel Valley.
Rolling Hills Estates Commercial District Market Study
Working for the City of Rolling Hills Estates, EPS evaluated the market conditions
affecting revitalization of the Peninsula Commercial District and provided strategic
policy recommendations to the City Council.
J ASON M OODY 2
SELECTED PROJECT MANAGEMENT EXPERIENCE (CONTINUED)
Downtown Pleasanton Specific Plan
EPS is providing strategic market and development feasibility analysis to support a Specific Plan for Downtown
Pleasanton. The work is focused on how a relatively small downtown can carve out an effective commercial market
niche in a mature and highly competitive regional market. EPS participated in separate presentations to
community stakeholders and City Council.
Downtown San Clemente Development Framework
EPS provided market analysis and financial feasibility testing of targeted opportunity sites to support a
Development Framework document intended to guide planning efforts for downtown San Clemente, a historic
beach town in Southern California.
Downtown Paso Robles Parking Management and Financing
EPS worked with parking engineers to assist the City of Paso Robles develop of a parking management and
financing strategy to accommodate higher density development in its downtown.
Downtown Mountain View Development Strategy
EPS was retained by the City to evaluate development strategies and opportunity sites to ensure their downtown
core, situated adjacent to a Caltrans Station, effectively adapts to the changing market dynamics facing mid-size
downtown in light of changing retail landscape.
Downtown Napa Specific Plan
EPS provided market and development feasibility analysis to assist with planning and revitalization strategies as
part of the Downtown Napa Specific Plan. The City’s downtown has advanced significantly as a vibrant, mixed-use
district since approval of the Plan in 2010.
Downtown Walnut Creek Precise Plan
Working for the City of Walnut Creek, EPS evaluated the market and financial feasibility of various mixed-used
redevelopment options for a two-block area in the Downtown.
Downtown Sebastopol Specific Plan
EPS provided market analysis and a financing strategy for the redevelopment of an underutilized warehouse
district located in downtown Sebastopol into a mixed-use, pedestrian oriented town center serving local residents
as well as visitors to California’s Wine Country.
Hayward Downtown Specific Plan
EPS evaluated development feasibility issues and strategies to support a Specific Plan effort designed to revitalize
a historic and strategically located downtown with an existing BART station.
Downtown Gilroy Monterey Street Revitalization Strategy
EPS provided a comprehensive commercial revitalization strategy, based on market analysis and stakeholder
input, for Monterey Street, located at the terminus Caltrans rail service and serving as the “spine” of downtown
Gilroy, a former agricultural town rapidly transforming into a high-cost bedroom community to Silicon Valley.
Economic & Planning Systems, Inc. 949 South Hope Street, Suite 103 Los Angeles, CA 90015
The Economics of Land Use 213.489.3808 jcooper@epsys.com www.epsys.com
Julie Cooper
Senior Associate
Education
Master of Public Policy,
Harris Public Policy at the
University of Chicago, 2014
Bachelor of Arts, International
Studies, University of
Chicago, 2007
Previous Employment
Associate, Development
Strategies, Saint Louis, MO
(2014-2018)
Director of Public Relations,
Israel Government Tourist
Office Midwest Region,
Chicago, IL (2008-2012)
ABOUT
Julie Cooper joined EPS as a Senior Associate in 2018, bringing professional
experience in land use, economic, and community development consulting. She
has provided strategic planning services for public, private, and institutional
clients, including analysis of market and economic conditions, development
feasibility and fiscal impact modeling, and policy recommendations. She also has
extensive experience in stakeholder and community engagement. Before joining
EPS, Julie served as an Associate at Development Strategies, a St. Louis-based
consulting firm.
SELECTED PROJECT AND PROFESSIONAL EXPERIENCE
Olive Corridor Catalyst Sites Strategy and Developer Solicitation
The city of Olivette, an inner-ring suburb of St. Louis, has struggled to attract
quality development along its section of Olive Boulevard, a major east-west state
road. The city engaged Development Strategies to analyze the market potential for
two catalyst sites along the corridor. The firm tested a number of development
types on each site and advised the city on which uses would be most successful
and generate the most public benefit in terms of municipal revenues and
community needs. Subsequently, Development Strategies advised the city during
its solicitation of developers for the sites. As Project Manager, Julie was involved in
all parts of the project, including conducting market and feasibility analysis, writing
RFPs, evaluating developer proposals and requests for incentives, and presenting
findings to city staff and elected officials.
Downtown Toledo Master Plan
The 22nd Century Committee, a group of business and civic leaders in the city of
Toledo, Ohio, engaged a team of designers and market analysts to produce a
Master Plan to guide future development in the city’s Downtown. As part of that
team, Development Strategies was tasked with analyzing the market potential for
different types of land uses in Downtown, including residential, retail, office, and
hospitality. Julie was the primary analyst on the project, responsible for market
supply and demand analysis.
Downtown Blacksburg Strategic Plan
The Town of Blacksburg, a small mountain community in western Virginia, is home
to Virginia Tech, the state’s third-largest university. Recent university growth has
created intense land use supply and cost pressures in town, particularly in the
historic Downtown area. At the same time, local residents are concerned that
allowing greater density of housing and commercial development will negatively
impact the community’s small-town character. Development Strategies was hired
by the town to put together a set of policies and implementation steps that would
balance the forces of market demand and town identity and make Downtown
vibrant and accessible for all. As Project Manager, Julie was involved in all parts of
the project, including market analysis; policy research and formulation; and
engagement with town staff, key stakeholders, and the public.
Timothy Erney, AICP, PTP, CTP | P1
TIMOTHY ERNEY, AICP, PTP, CTP
Senior Principal Planner
Tim is a transportation planner with extensive experience throughout California. He has
successfully managed over 100 transportation planning and engineering projects
throughout the state. He is a certified professional planner with experience managing
analyses and documentation for environmental review projects, access and
circulation studies, sustainable transportation practices, TDM measures, parking
evaluations, pedestrian and bicycle reviews, and data collection programs. Other
experience includes detailed technical analysis of local and regional roadway
facilities, including traffic forecasting, modal split analyses, traffic diversion, and
operational analyses. He has experience coordinating with local and regional
transportation and environmental agencies in Southern California including the
preparation of CEQA/NEPA documents and technical operations reports.
CORRIDOR STUDIES
Tim has managed complex alternatives analysis and corridor studies for various modes
of travel, including transit, roadways, freeways, and bicyclists/pedestrians. As part of
these projects, Tim works closely with jurisdictions to develop robust screening criteria
and defensible methodology for the evaluation of multiple alternatives through
qualitative and quantitative evaluations. These studies are typically supported with
detailed metrics and infographics to clearly inform decision-makers on the pros and
cons of each alternative and the rationale for the advancement of the
recommended concepts.
ACTIVE TRANSPORTATION PLANNING
Tim has served as project principal for active transportation planning projects
throughout Southern California. In this role, Tim has provided direction of the planning,
design and evaluation of active transportation corridors, active transportation plans,
data collection programs, and forecasting. Through these efforts, Tim has promoted
the need for a balanced approach for all user groups and to ensure safe, convenient
and cost-effective mobility options that support the adjacent land uses and urban
form.
TRAVEL DEMAND MANAGEMENT
For both individual development sites and large-scale neighborhoods, Tim has been
responsible for developing implementable and defensible travel demand
management (TDM) programs. Primarily, these include the evaluation of the best TDM
elements to achieve the goals of the project, supported by data and research
developed on a national basis. In addition to the adoption of standard TDM measures,
Tim routinely works with developers to adjust land use programs to better internalize
trips and to right-size parking to facilitate shared parking opportunities.
ENVIRONMENTAL IMPACT REPORTS
Tim has led the preparation of stand-alone transportation impact studies and
transportation/circulation sections of EIRs/EISs to support CEQA and NEPA processes.
These have be conducted for a full range of project types, from individual
development projects, to updated citywide plans, to significant infrastructure projects.
Tim has managed the technical analysis for all modes of travel, including qualitative
and quantitative assessments of traffic, transit, pedestrian, bicyclist, loading,
construction, and emergency vehicle conditions. In addition, these studies have also
included the development of specialized trip generation rates and use of regional
travel demand models to project future traffic volumes.
EDUCATION
Bachelor of Science, Boston
University, 1995
Master of City Planning,
University of California
Berkeley, 1997
Master of Science, University
of California Berkeley, 1997
YEARS OF EXPERIENCE
22
LICENSES
American Institute of
Certified Planners
Certified Transportation
Planner
Professional Transportation
Planner
AFFILIATIONS
American Planning
Association (APA), Member
Institute of Transportation
Engineers (ITE), Member
PUBLICATIONS
“Technology-Driven Transit
Oriented Development”,
Community Transportation,
Volume 28, Winter 2010
(contributor)
Timothy Erney, AICP, PTP, CTP | P2
ALTERNATIVE PERFORMANCE METRICS
Tim has been working to identify and develop alternative metrics to Level of Service (LOS) in the evaluation of land use
and transportation projects; in particular, this includes the identification on how cities and counties need to modify their
current programs and policies to account for these changes. As part of these efforts, Tim has been in consultation with
the state’s Office of Planning and Research (OPR) and participated in several conferences and panel discussions on
the effects of vehicle-miles traveled calculations and metrics that may affect city programs and transportation analysis
guidelines.
REPRESENTATIVE PROJECTS
ENGINEERING FOR SAFER STREETS ‐ PASADENA, CA: Tim led the team in 1) evaluating the range of potential HSM
network screening performance measures that the City could use based on their available data sets; 2) collecting
additional data to support the near-term preferred network screening performance measures identified for use; 3)
working with Crossroad Software vendor programmers to program into Crossroads Software the preferred HSM network
screening performance measures; 4) applying the HSM network screening performance measures to the City of
Pasadena's street network; 5) conducting field reviews based on the network screening results and identifying potential
improvements for five locations (intersections, segments and corridors) on the City's street network; and 6) documenting
the overall project activities and findings in a report and presentation to the City's Transportation Commission. The City
plans to use the updated software program to continue to monitor safety performance on its street network, and to
identify where and how they could intervene to improve safety on their street network.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) BEACH BOULEVARD CORRIDOR STUDY – ORANGE
COUNTY, CA: Tim is currently managing a 22-mile long corridor study along Beach Boulevard throughout Orange
County on behalf of OCTA and Caltrans. The project will include four main phases: a multi-modal transportation
corridor review of existing conditions, the development of conceptual alternatives to address deficiencies on a mode-
by-mode basis, the evaluation of alternatives, and the determination of a preferred alternative and implementation
plan. The project includes conceptual design, travel demand forecasts, cost estimates, and detailed technical
evaluation.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) MPAH COMPLETE STREETS ‐ ORANGE COUNTY, CA: Tim
served as project manager for an overhaul to OCTA’s Master Plan of Arterials and Highways (MPAH), in terms of streets,
roadway destinations, and administration. He developed five alternatives to facilitate the implementation of Complete
Streets, including the development of layered networks, streamlined amendment process, and transition from vehicular
to person-movement criteria. Tim also created an implementation plan to address city and agency processes.
CENTRAL HARBOR BOULEVARD TRANSIT CORRIDOR STUDY ‐ ORANGE COUNTY, CA: Tim served as the transportation
technical lead for the assessment of transit improvements along Harbor Boulevard in central Orange County. Working
with OCTA, he identified potential transit options (including rapid bus, Bus Rapid Transit, streetcar, and exclusive
streetcar) to enhance transit, and assessed their effects to ridership, traffic operations, bicycle and pedestrian systems,
parking, and connectivity to other transit routes. Tim also conducted detailed screening to determine the preferred
alternative.
I‐5 FROM AVENIDA PICO TO SAN DIEGO COUNTY LINE PSR/PDS ‐ ORANGE COUNTY, CA: Tim served as the
transportation technical lead for the evaluation of additional freeway capacity along the I-5 Freeway in the southern
portion of Orange County. Determined existing intersection, ramp and freeway conditions for peak hour conditions. He
developed future forecasts for several cumulative scenarios using output from OCTAM. Tim also worked with OCTA and
Caltrans staff to determine an approach to address weekend conditions and prepared a TEPA for approval by
Caltrans.
RAIL TO RIVER ACTIVE TRANSPORTATION CORRIDOR ALTERNATIVES ASSESSMENT ‐ LOS ANGELES COUNTY, CA:
Tim conducted an alternatives analysis to determine the preferred configuration and alignment for a new active
transportation corridor between the LA Metro Blue Line and the Los Angeles River. He developed criteria and
conducted screening to assess effects to traffic and loading conditions, consistency with nearby bicycle and
pedestrian facilities, safety and security, and land uses; coordinated results with local stakeholders, public and agency
staff.
Laurence Lewis, PE, AICP, LEED AP | P1
LAURENCE LEWIS, AICP, LEED AP
Principal Planner
Laurence is a principal transportation engineer and planner whose career has focused
on the integration of land use and transportation. His successful local and national
project experience includes multimodal corridor studies, complete streets planning,
local government mobility plans, transit-oriented district studies, and transportation
analyses. He has worked on a variety of transit planning, traffic engineering, land use
policy, and urban design projects throughout many parts of the United States.
Laurence brings a unique blend of experience in the integration of transportation with
issues such as urban design, land use, and environmental sustainability. In addition, he
is skilled in stakeholder collaboration and public engagement.
EAST 14TH STREET/MISSION MULTIMODAL CORRIDOR ‐ ALAMEDA COUNTY, CA
Laurence is serving as project manager for this effort to identify implementable near-
term, mid-term, and long-term improvements to regional mobility along the East 14th
Street/Mission Boulevard and Fremont Boulevard corridor. The project corridor extends
25 miles through the cities of San Leandro, Hayward, Union City, and Fremont, and
connects multiple priority development areas around downtown neighborhoods and
BART stations. The project will combine analyses of transit, bicycle, pedestrian, and
traffic circulation systems with stakeholder engagement in order to develop
improvement concepts in anticipation of projected growth.
MUNICIPAL TRANSPORTATION AGENCY ON‐CALL SERVICES ‐ SAN FRANCISCO, CA
Laurence is serving as project principal and/or project manager for multiple
assignments as part of Kittelson’s on-call contract with the San Francisco Municipal
Transportation Agency. These assignments include: a multimodal analysis and concept
design for 5th Street to more safely accommodate pedestrians and bicyclists along a
busy transit and motor vehicle corridor; an Evaluation Handbook to help staff perform
before-after analyses of bicycle and pedestrian projects; a Tour Bus Management Plan
to identify appropriate curb management and regulatory strategies for City streets; a
transit speed and delay study for the Geary Boulevard Bus Rapid Transit; a Brannan
Street Road Diet to improve operations and safety for pedestrians, cyclists, transit, and
vehicular traffic; multimodal traffic counts at more than 140 locations throughout San
Francisco; and an upcoming Traffic Calming Handbook to aid in the development
and analysis of traffic calming projects.
CENTRAL COUNTY COMPLETE STREETS IMPLEMENTATION ‐ ALAMEDA COUNTY, CA
Laurence served as project manager for complete streets implementation expertise
and planning services for Alameda County and the Cities of San Leandro and
Hayward. The project goal was to provide technical assistance in incorporating
complete streets principles into everyday practices such as development review,
infrastructure design, and street maintenance. Kittelson prepared a series of
implementation tools such as street design guidelines, project delivery checklists, and
staff training sessions.
TRANSPORTATION PLANNING ON‐CALL SERVICES ‐ OAKLAND, CA
Laurence has served as project principal for several task orders under this contract.
The task orders have included planning, design, integration and implementation of
pedestrian and bicycle facilities, transit facilities, multimodal transportation impact
analysis and traffic modeling, data collection and analysis, roadway reconfiguration
and traffic calming studies, design and engineering of streets and intersection
EDUCATION
Bachelor of Science,
Princeton University, 1998
Master of Science, University
of North Carolina, 2000
YEARS OF EXPERIENCE
18
LICENSES
American Institute of
Certified Planners
Professional Engineer, FL
LEED AP
AFFILIATIONS
American Planning
Association, Member
City of Orlando Municipal
Planning Board, Member
(2012-2014)
Institute of Transportation
Engineers, Member
TCRP H-45, Livable Transit
Corridors: Methods, Metrics
and Strategies, Panelist (2011-
present)
Urban Land Institute, Member
Erin Ferguson, PE | P1
ERIN FERGUSON, PE
Principal Engineer
Erin enjoys working with communities to plan for and implement projects that build
towards the community’s vision. She understands many communities’ desire to create
a transportation system that preserves their defining characteristic and values, while
also addressing the fundamental needs to provide safe, efficient, and affordable
transportation for a wide range of travelers. To address these challenges, Erin brings
project management, preliminary design, safety analysis, and traffic operations
experience she has gained through numerous intersection feasibility studies,
intersection control evaluation studies, and corridor alternatives analysis. Her
experience includes developing preliminary design plans for roundabouts,
conventional intersection forms, and interchanges. Erin has also performed numerous
corridor alternatives analyses that consider multiple design alternatives and their
associated traffic operations, safety, and right-of-way implications.
ENGINEERING FOR SAFER STREETS ‐ PASADENA, CA
Erin was the project manager for the City of Pasadena's Safer Streets Project. The
purpose of the project was to provide a tool and process for the City of Pasadena to
use on a regular basis to identify locations on their street network that are most likely to
benefit from safety improvements. Over the course of the project Kittelson: 1)
Evaluated the range of potential Highway Safety Manual network screening
performance measures that the City could use, based on their available data sets; 2)
Collected additional data to support the near-term preferred network screening
performance measures identified for use; 3) Worked with Crossroad Software vendor
programmers to program into Crossroads Software the preferred HSM network
screening performance measures; 4) Applied the HSM network screening
performance measures to the City of Pasadena's street network; 5) Conducted field
reviews based on the network screening results and identified potential improvements
for five locations (intersections, segments and corridors) on the City's street network;
and 6) Documented the overall project activities and findings in a report and
presentation to the City's Transportation Commission. The City uses the updated
software program to continue to monitor safety performance on their street network,
and to identify where and how they could intervene to improve safety (i.e., reduce
crashes) on their street network.
SYSTEMIC SAFETY ANALYSIS REPORT (SSAR) ‐ PLACENTIA, CA
Erin is serving as the principal for the Placentia SSAR. The purpose of this study is to
perform a citywide evaluation and analysis of the City’s road network that will include
speed and traffic analysis, pedestrian/bicyclist counts, signage and/or notification of
pedestrian/bicyclist areas and a review of existing safety measures. Based on this
analysis, the report will identify existing safety issues and recommend improvements in
infrastructure.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) ACTIVE
TRANSPORTATION COUNT PROGRAM ‐ ORANGE COUNTY, CA
Kittelson is developing an active transportation count program for OCTA that
addresses how to effectively collect counts across multiple jurisdictions in a consistent
manner to generate reliable activity tracking. Erin is serving as project manager to
help OCTA implement a region-wide active transportation counts program. This
program will research and document best practices for counting bicyclists and
pedestrians, evaluating the benefits and tradeoffs associated with various count
technologies. The program will also provide guidance to OCTA on how to best
leverage funding to work with their local jurisdictions to develop a regional count
program that effectively captures different activity patterns and characteristics of
bicyclists and pedestrians across the region.
EDUCATION
Bachelor of Science,
University of Portland, 2005
Master of Science, University
of Texas, 2010
YEARS OF EXPERIENCE
13
LICENSES
Professional Engineer (Civil),
CA
Professional Engineer, OR
AFFILIATIONS
Transportation Research
Board, Committee on
Highway Safety Performance
ANB25, Member
Transportation Research
Board, Committee on Safety
Data, Analysis, and
Evaluation ANB20, Member
Women in Transportation
Seminar, Member
Neelam Dorman, TE | 1
NEELAM DORMAN, TE
Senior Engineer
Neelam has 10 years of experience in traffic engineering and transportation planning
throughout California. She specializes in the preparation of traffic impact studies,
intersection signal timing and corridor synchronization, regional planning documents,
parking studies, site circulation analysis/access management, traffic calming,
transportation demand modeling, and project feasibility studies. Neelam has served as
the project manager and technical lead for many projects for various agencies
including cities, counties, metropolitan planning organizations, and state
transportation departments. She has worked directly with local agency staff to survey
project needs for regional studies as well in-field implementation of signal timing
projects. In addition, Neelam has led multiple environmental analyses for
transportation projects, including the Palmdale to Burbank section of the California
High Speed Rail project which is a large-scale project with multiple deliverables and
quick turnaround tasks.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) BEACH BOULEVARD
CORRIDOR STUDY – ORANGE COUNTY, CA
Kittelson is leading the transportation planning efforts for a 22-mile long corridor study
along Beach Boulevard throughout Orange County. The project will include four main
phases: a multi-modal transportation corridor review of existing conditions, the
development of conceptual alternatives to address deficiencies on a mode-by-mode
basis, the evaluation of alternatives, and the determination of a preferred alternative
and implementation plan. The project includes conceptual design, travel demand
forecasts, cost estimates, and detailed technical evaluation. Neelam will be assisting
with operations within the corridor.
I‐5 FROM AVENIDA PICO TO SAN DIEGO COUNTY LINE PSR/PDS ‐ ORANGE
COUNTY, CA
The initial planning study for Interstate 5 (I-5) in Orange County, between Avenida Pico
and the San Diego County Line, includes the evaluation of the current and future
constraints and identifies the best approach to add freeway capacity and improve
connections at freeway on- and off-ramps, for pedestrian and bicyclist. For this study,
Neelam led the preparation of the traffic operations analysis for the PSR and served as
Project Manager. The project required freeway mainline, ramp termini, and adjacent
intersection level of service analysis using HCS and Synchro tools. Project coordination
occurred throughout the duration of the project through PDT meetings and multiple
technical workshops with the following stakeholders: OCTA, Caltrans, City of San
Clemente, TCA, and SANDAG.
CALTRANS DISTRICT 12 HOV SYSTEM ASSESSMENT STUDY – ORANGE COUNTY, CA
The purpose of this study was to perform an assessment of the High Occupancy
Vehicle (HOV) lane network in Caltrans District 12, and to develop recommendations
for future HOV operations in the District. As lead engineer, Neelam provided technical
analysis of HOV and mainline facilities within District 12 including gathering data from
multiple sources such as PeMS and MioVision. Challenges on the project included
identifying representative study locations throughout Orange County as well as
developing a methodology to analyze at a high level while providing Caltrans with the
ability to determine overall performance and identify methods to alleviate congestion
on the highway network. She also prepared multiple deliverables including Preliminary
Conditions Report, Literature Review, Comprehensive Performance Assessment and
Causality Report (CPACR), Horizon Year HOV Capacity Report using OCTAM data,
and Final report including recommendations for HOV system operations.
EDUCATION
Bachelor of Science,
University of California Irvine,
2007
Master of Science, University
of California Irvine, 2009
YEARS OF EXPERIENCE
12
LICENSES
Professional Engineer (Traffic),
CA
AFFILIATIONS
Southern California ITE,
President
Alison Tanaka, PE | P1
ALISON TANAKA
Senior Engineer
Alison is experienced in traffic design, having developed plans, specifications, and
estimates for improvements to signals, detection, interconnect, street lighting, and
signing & striping. Her experience includes designing new signals, retrofitting existing
signals, working with interconnect, light rail interactions and adaptive systems, and
conducting street lighting analysis and designing lighting control systems. She
approaches projects collaboratively with a design and operations perspective, always
considering the environment and needs of the system. Many of her projects have
involved developing conceptual alternatives and conducting feasibility analyses.
PBOT AUTOMATED TRAFFIC SIGNAL PERFORMANCE MEASURES ‐ PORTLAND, OR
Kittelson is currently working with PBOT to install ATSPM software developed by the
Utah Department of Transportation as part of a pilot project. Serving as the project
manager, Alison is assisting PBOT with installing the UDOT signal performance measure
software. She is working on installation, validation, training, documentation, and a
general assessment of the applicability of the performance measures for day-to-day
activities. Automated traffic signal performance measures can help an agency
identify malfunctioning traffic signal equipment and areas for operational
improvements.
DDOT ADAPTIVE SIGNAL DESIGN ‐ WASHINGTON, DC
Kittelson led a multiphase effort to design and implement adaptive signal control
technology along three corridors within the District of Columbia that serve as
commuter routes. The optimization of signals was critical for corridor throughput during
peak hours. Alison assisted with the initial concept of operations and system
requirements documentation for the DDOT adaptive signal control technology (ASCT)
system. She finalized installation of the ASCT equipment, recommended detection and
adaptive settings, and prepared system implementation guidance.
NE 28TH AVE IMPROVEMENTS ‐ HILLSBORO, OR
Kittelson worked to create a safe and efficient multimodal complete street on NE 28th
Ave between Main St and Cornell Rd, providing a continuous ped/bike route; ADA
access to communities, businesses and parks; and a full stormwater collection,
conveyance, and treatment system. The NE 28th Ave Corridor serves multiple users
and links businesses, neighborhoods, and commercial nodes with the Washington
County fairgrounds. Alison started working on the project as an analyst, evaluating a
proposed roadway widening using Synchro. The corridor design included new
pedestrian and bicycle facilities as well as a new signal. She served as the designer for
the new signal and signal modifications required at the adjacent intersections.
NCHRP 03‐103: UPDATE OF THE SIGNAL TIMING MANUAL ‐ NATIONWIDE
Kittelson developed the second edition of the Signal Timing Manual under NCHRP 03-
122 as part of a national effort to improve state-of-the-practices regarding traffic
signal timing. The manual serves as a handbook for traffic signal operations
incorporating planning, design, operations, maintenance, and performance
measurement. Alison was co-author and lead graphic designer for the research team
that prepared the new edition of the Signal Timing Manual. The manual addresses
specific aspects of traffic signals including planning, design, operations, and
maintenance, with proper consideration for all modes. It also discusses the operational
features of the standard traffic signal controller including detection layout and timing
considerations, coordination parameters, and advanced applications, such as traffic
responsive and adaptive signal control.
EDUCATION
Master of Science, Purdue
University, 2010
Bachelor of Science, Oregon
State University, 2009
YEARS OF EXPERIENCE
7
LICENSES
Professional Engineer, OR
AFFILIATIONS
Institute of Transportation
Engineers, Past Student
Chapters Chair
Womens Transportation
Seminar, Past Luncheon
Committee Volunteer
Womens Transportation
Seminar, Past Fundraising
Committee Volunteer
Mia Gao, EIT 1
MIAO GAO, EIT
Engineering Associate
Miao (Mia) Gao has applied her formal education in transportation planning and her
strong analytical skills to the completion of projects across the U.S. for numerous
transportation agencies. Mia’s experience includes systemic safety analysis, travel
demand modeling, long-range transportation planning, traffic impacts, growth
management, traffic simulation, operational analysis, and data collection. Specific
projects include SSARs for the cities of Hemet and Menifee, OCTA’s SB 743 analysis,
and updates to/applications of countywide travel models. Mia has conducted travel
demand modeling using CUBE, TRANSCAD, and other programs; and analyzed traffic
operations using SYNCHRO, VISSIM, and HCS.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) HARBOR BOULEVARD
TRANSIT CORRIDOR STUDY ‐ ORANGE COUNTY, CA
Mia led a new starts transit performance measurement study by simulating transit
routes in the regional travel demand model in TransCAD and Simplified Trips-on-Project
software (STOPS) for the Orange County Transportation Authority (OCTA). Twelve transit
alternatives were evaluated and performance measurements were summarized for
OCTA to review.
SYSTEMIC SAFETY ANALYSIS REPORT (SSAR) PROJECT ‐ HEMET, CA
Mia is providing safety analysis support for Kittelson’s work (as a subconsultant) to
identify safety projects for improvement throughout the City of Hemet, including
signalized intersections, non-signalized intersections, and roadway segments. The
analysis is consistent with the Strategic Highway Safety Plan (SHSP) vision, mission,
goals, objectives, and approach.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) SB 743 SUPPORT ‐
ORANGE COUNTY, CA
Mia is helping OCTA conduct guidance related to updating California Environmental
Quality Act (CEQA) criteria based on SB 743, which eliminates level of service as a
measurement of traffic impact. The services scope includes running the OCTA model
and Southern California Association of Governments model in TransCAD and analyzing
and visualizing VMT/capita and VMT/employee data for Orange County, reviewing
other VMT estimating tools, and conducting recommendations for OCTA CMP
guidance.
INDUSTRIAL TRAFFIC ANALYSIS ‐ RICHMOND, CA
Mia is using the Contra Costa Transportation Authority (CCTA) TransCAD model to
support the traffic impact analysis of a Richmond high-cube industrial warehouse. The
trip distribution and traffic volume growth rate generated from the model have been
used for project trip distribution and cumulative traffic volume calculation demand
modeling.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) BEACH BOULEVARD
CORRIDOR STUDY – ORANGE COUNTY, CA
Kittelson is leading the transportation planning efforts for a 22-mile long corridor study
along Beach Boulevard throughout Orange County. The project will include four main
phases: a multi-modal transportation corridor review of existing conditions, the
development of conceptual alternatives to address deficiencies on a mode-by-mode
basis, the evaluation of alternatives, and the determination of a preferred alternative
and implementation plan. The project includes conceptual design, travel demand
forecasts, cost estimates, and detailed technical evaluation. Mia will be assisting with
travel demand forecasting within the corridor.
EDUCATION
Master of Science, University
of Nebraska at Lincoln, 2009
Bachelor of Science, Wuhan
University, 2006
YEARS OF EXPERIENCE
7
LICENSES
Engineer In Training
AFFILIATIONS
WTS, Member
PUBLICATIONS
Long-term Safety Impact of
Median Barriers at Highway-
Railroad Grade Crossings
Truck Safety at Highway-
Railroad Crossing Intersection
Ridership Forecasting for
Central Corridor Passenger
Rail Line Utilizing Cell Phone
Data in Direct Demand
Model
The Impact of Removing
Centerline Barriers from
Highway–Rail Grade
Crossings on Drivers’
Violations
Laurence Lewis, PE, AICP, LEED AP | P2
improvements, preparation of grant applications, stakeholder and community engagement and spatial network
analysis and GIS mapping. He has worked on before/after studies and feasibility studies for Upper Broadway Road Diet
and Grand Avenue Road Diet, Park Boulevard Improvements and 35% Design Plans, Clay Street Bicycle Lane
Evaluation, and Lakeside Green Streets Improvements.
CALTRANS DISTRICT 3 COMPLETE STREETS PLAN ‐ MARYSVILLE, CA
Laurence served as task manager for this project to update D3’s Complete Streets inventory and develop a process for
prioritizing bicycle, pedestrian, and transit enhancements for future capital projects. Key to the study was establishing
an approach for engaging local stakeholders within Caltrans’ project delivery process. Laurence conducted the best
practices review, led stakeholder workshop activities, and developed local agency guidance for Caltrans’
maintenance agreement and design exception processes.
MARTIN LUTHER KING JR BLVD BRT STUDY ‐ STOCKTON, CA
Laurence served as transportation planner and Kittelson’s lead (as subconsultant to another firm) for a study of a
planned bus rapid transit line for the San Joaquin RTD. The MLK Blvd. corridor is located in south Stockton, a lower-
income community highly dependent on transit for access to employment and services. Laurence and other Kittelson
staff participated in community meetings and led the development of initial transit alternatives, including route
structures, stop locations, and traffic operations improvements. Kittelson also completed the transit ridership analysis
and evaluated environmental justice considerations associated with the proposed improvements.
BAY FAIR BART TRANSIT VILLAGE TOD SPECIFIC PLAN ‐ SAN LEANDRO, CA
Laurence currently serves as transportation planner and Kittelson’s lead (as subconsultant to another firm) for the
development of a TOD plan for the area surrounding the Bay Fair BART station in San Leandro. Kittelson is responsible for
all transportation system elements, including bicycle and pedestrian circulation, transit routing and circulation, parking,
and traffic operations. The TOD plan includes several potential complete streets improvements and new street
connections to improve multimodal safety and connectivity.
US 441 TRANSIT CORRIDOR STUDY ‐ ORANGE AND LAKE COUNTIES, FL
Completed prior to joining Kittelson: Laurence served as project manager for a study of transit improvement options
between downtown Orlando and the cities of Eustis, Tavares, and Mount Dora in Lake County. Alternatives under
consideration included commuter rail and express bus. Laurence was responsible for technical and administrative
oversight of the project team, including rail operations, bus operations, traffic analysis, land use analysis, environmental
impact analysis, and community outreach.
METROPLAN ORLANDO ORANGE AVE. CORRIDOR STUDY ‐ EDGEWOOD, FL
Laurence served as project manager for a complete streets study to identify improvements along a 2.4-mile segment of
Orange Avenue, an arterial roadway connecting downtown Orlando with suburban communities to the south. The
study identified issues, opportunities, and recommended transportation improvements related to safety, access
management, and intersection congestion. Land use recommendations addressed site design to support access
management, connectivity standards for the redevelopment of key sites, and landscape/streetscape treatments.
Laurence led stakeholder engagement activities, which included a community workshop and advisory committee
meetings.
KEYSTONE CORRIDOR STATION AREA PLANNING ‐ MIDDLETOWN AND MOUNT JOY, PA
Completed prior to joining Kittelson: Laurence served as project manager for transportation planning and urban design
services for PennDOT around Keystone Corridor Amtrak stations. Tasks for the Middletown station included the
evaluation of alternative station locations, with transportation network and land use plans for each. Work for the Mount
Joy station included pedestrian circulation, wayfinding, urban design, and streetscape planning for Main Street in
conjunction with a redesigned station.
Michael Sahimi | 1
MICHAEL SAHIMI
Planner
Michael is a transportation planner, whose project experience for the past three years
has allowed him to gain expertise with traffic operations, environmental analysis, travel
demand modeling and forecasting, circulation studies, and parking studies. Other
experience includes active transportation and transit planning. Michael has familiarity
working with ArcGIS, Cube, TransCAD, and Synchro transportation software. His work
has included coordination with several agencies in Southern California, including
SBCTA and OCTA.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) MPAH COMPLETE
STREETS ‐ ORANGE COUNTY, CA
Michael is assisting OCTA with an assessment to identify ways to streamline the Master
Plan of Arterial Highways (MPAH) amendment process to accommodate Complete
Streets implementation by jurisdictions in Orange County. He is developing a
memorandum documenting the alternatives evaluation and recommendation before
developing an implementation program.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) SB 743 SUPPORT ‐
ORANGE COUNTY, CA
Michael developed a memorandum for OCTA documenting options and
recommendations for the agency in developing countywide traffic study guidelines
that would be consistent with SB 743 (assessing VMT for transportation analysis). The
memo built on work Kittelson did as part of the project to show various VMT tools’
suitability and ways in which OCTA could be consistent with SB 743.
ACTIVE TRANSPORTATION PLAN ‐ LA VERNE, CA
Michael is assisting the City of La Verne with developing an active transportation plan
to improve bicycling and walking conditions in the city. Michael is helping develop a
bicycling level of stress (LTS) map for the city to understand which areas of the city are
uncomfortable for bicyclists with varying levels of confidence. He will also map five-
year bicyclist and pedestrian injuries and fatalities in the city to understand which
areas would need special focus from a safety perspective.
GENERAL PLAN UPDATE AND ACTIVE TRANSPORTATION PLAN – MILLBRAE, CA
Michael is part of a team for the City of Millbrae’s update to its general plan and
preparation for a priority development area (PDA) specific plan and an active
transportation plan (ATP). The update is intended to include two additional elements:
economic development and environmental sustainability. The update includes
preparation of a programmatic EIR. Kittelson is leading the effort to update the City’s
ATP. Michael assisted with assessing existing conditions and needs in the city and
preparing the ATP documentation.
ORANGE COUNTY TRANSPORTATION AUTHORITY (OCTA) BEACH BOULEVARD
CORRIDOR STUDY – ORANGE COUNTY, CA
Kittelson is leading the transportation planning efforts for a 22-mile long corridor study
along Beach Boulevard throughout Orange County on behalf of OCTA and Caltrans.
The project will include four main phases: a multi-modal transportation corridor review
of existing conditions, the development of conceptual alternatives to address
deficiencies on a mode-by-mode basis, the evaluation of alternatives, and the
determination of a preferred alternative and implementation plan. The project
includes conceptual design, travel demand forecasts, cost estimates, and detailed
technical evaluation. Michael will be assisting with an assessment of existing safety
conditions along with existing and planned multimodal facilities along the corridor.
EDUCATION
Master of Urban and
Regional Planning, University
of California, Los Angeles,
2014
Bachelor of Arts, University of
California, Irvine, 2012
Associate of Arts, University of
California, Irvine, 2012
YEARS OF EXPERIENCE
3