Rangwala Associates Teamra
Proposal for Highway 111 Corridor Plan
Rangwala Associates Team
El Paso, TX
Rangwala Associates
ra November 14, 2018
Danny Castro, Design and Development Director
Design and Development Department
78-495 Calle Tampico, La Quinta, CA 92253
Ref: Proposal for Highway 111 Corridor Plan
Dear Mr. Danny Castro,
The Highway 111 Corridor Plan presents an extraordinary and unique opportunity
for La Quinta to come together and renew the vision for growth, and renewal. We
are excited to submit our proposal to prepare the Corridor Plan.
Rangwala Associates will lead the effort. Our goal is to provide you with the
highest standard of comprehensive services with multiple areas of expertise. We
have assembled a multi-disciplinary team with core competencies closely aligned to
the project needs. Our team has extensive experience in preparing and implement-
ing Corridor Plans.
Throughout our proposal you will notice numerous creative measures to bring
more value with limited budget. Without thorough implementation, a Corridor-
Plan’s true potential is unrealized. We use a systems approach to identify priorities
for implementation that draws on community input, connections among plan
systems, and effective intervention points.
We are pleased to have the opportunity to be awarded the commission for this
important project. As the selection process develops, we will be happy to provide
you with more detailed information regarding the specific approach we would take
on this project. We are looking forward to your response and encourage you to
contact us with any questions.
Respectfully and enthusiastically,
Kaizer Rangwala, AICP, CEcD, CNU-a
6325 Jackie Avenue Los Angeles, CA 91367 www.rangwalaassoc@gmail.com (805) 850 9779
Urban Design
Landscape Design, Branding
Mobility, Parking
Planning, Design, & Economic Development
Retail
Visualization
Why choose the RA Team?
Tailored Scope
Our proposed scope is tailored for the City
of La Quinta’s needs and opportunities.
Our approach is rooted in the place and
extends beyond land use and circulation to
understand the culture, people, place, and
the market — this allows us to develop
market and politically sensitive solutions
that provide fiscally sound, lasting and
coordinated benefits for the community.
The Team
We are a multi-disciplinary team with
expertise closely aligned to the project
needs.
The team has extensive local, national,
and international experience in preparing
and implementing Corridor Plans, both
within a municipal setting and the private
sector. We have worked on all aspects of
Corridor Plan, from economic develop-
ment and land use policy to transportation
planning, to zoning and design guidelines,
to structuring public-private partnerships,
preparing schematic design and construc-
tion of complex buildings.
Most of our team members are partners
or principals, thought leaders in their
fields, that have worked together on many
projects. We share common beliefs and
integrate individual expertise to come up
with coherent and transformative solu-
tions.
Creative Approach
The 4-day participatory charrette is the
keystone of our scope. At the charrette,
our team will inform, inspire, engage, and
collaborate with the participants in short
feedback loops to develop a consensus on
the vision. The participants understand
the options and related tradeoffs and can
provide informed and transformative
feedback.
More Value
We are committed to giving the City
all the tools it needs to be ready for the
business of retaining and attracting invest-
ment. Within the set budget, the Corridor
Plan will include:
• Community supported, integrated,
and physical vision for the Highway
111 Corridor;
• Policy framework that ties the Cor-
ridor Plan to the La Quinta General
Plan and positions the Corridor Plan
in comptetitive standing for State and
Regional grants for implementation;
• Explore a network of open space that
connects, recreates, and promotes
healthy life choices;
• Comprehensive Landscape Program;
• Clear and precise development
standards for elements that shape the
public realm, and design guidelines
for architectural elements;
• Place-based Economic Develop-
ment Strategy to make the retail tax
base more resilient while attracting
mixed-use development that builds
on existing strengths and market
opportunities;
• Integrated Branding Strategy;
• Complete Street Design and Imple-
mentation Strategy; and
• Parking Management Strategy.
Contents
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4
11
26
28
21
25
Project Understanding
& Approach
Scope & Schedule
Team
Budget
Affidavit
Form
Relevant
Projects
References
1 Highway 111 Corridor Plan
Hundreds of well-known brick and
mortar retailers have closed their doors,
and brands and retailers across categories
are struggling to understand the shifting
needs and expectations of a new consumer.
The fiscal health of the City is tied to the
long-term viability of Highway 111 Corri-
dor businesses. The Highway 111 Corridor
Plan is intended to build on the findings
and recommendations of the ULI study to
develop a compelling vision, and inte-
grated strategy for place-based economic
development with great public streets and
open spaces that supports a distinctive
experiential ‘place’ that encourages and
enhances retail revival.
Prosperity
The City is interested in place-making
centered around customer needs that
offers unparalleled delight of people, place,
product, and process and bring more value
and lasting prosperity to the Highway 111
Corridor.
Highway 111 corridor serves an
important function of moving people
and providing access to services – yet the
physical environment today, consisting
primarily of auto-oriented commercial
development, does not meet the needs of
its users. The Corridor Plan will seek to
addresses connectivity, pedestrian- and
bicycle-friendliness, transit, green infra-
structure, economic development, and the
retrofit of the existing suburban fabric.
Recommendations would detail a strategy
for improvements, recognizing the dual
functions of moving vehicles and the de-
sire to create a safe, walkable environment
that will lead to increases in economic
competitiveness, neighborhood livability,
and sustainability in La Quinta.
The streetscape proposed along
Highway 111 in the ULI TAP document
will provide a screen to the various parking
lots that front Highway 111. However,
creating a presence along Highway 111 is
important to signal arrival into La Quinta,
drawing people into the area, perhaps slow
traffic down a bit, and provide a reason
for pedestrians to cross from one side of
Highway 111 to the other. Providing com-
plete urban fabric around the enhanced
intersections (at all four corners) is critical
to achieving this.
Place-based Standards
While zoning has facilitated the building
of various desirable retail stores, collective-
ly the individual stores have not produced
a unique, engaging, and personalized place.
The City desires an integrated and physical
master plan with development standards
that focus on the design and activation of
the public-realm (streets and open spaces),
while offering predictable outcomes and
streamlined development review process.
Complete Streets
The City is interested in developing a
sound, logical and beneficial plan for
streets that are complete, safe, and ef-
ficient. As long ago as the City’s 2002
General Plan document, the idea that
“sidewalks, bike lanes and multi-purpose
trails is especially important along major
roadways” has been espoused. However,
this objective has not always correlated to
the design of streets—the most abundant
and prominent public space in every com-
munity. Instead of designing streets based
on the volume of traffic that happens to
arrive on an average day, we will explore
the idea of La Quinta embracing a system
of place-based land use context and bal-
anced multimodal function. This analysis
will be tailored, for example:
Highway 111 frontage – The land uses
along this road are currently very suburban
in form (large setbacks with parking lots
in front). We need to understand if this
is envisioned long term, which would lead
to safety-based pedestrian and transit
solutions; or whether any changes (i.e.,
urbanization) are anticipated which might
suggest more holistic measures dealing
with driver speed mitigation and street
amenities.
Cross streets – The north-south streets
the intersection Highway 111 are already
narrower and calmer, creating different
opportunities for transportation/land use
integration.
New Streets — The block sizes in La
Quinta are very large, which poses a chal-
lenge for bikes and pedestrians. We will
explore how new network that promotes
multi-modal access can be developed in
conjunction with redevelopment.
Qualitative traffic analysis – Of course
success in all of the changes above depend
on striking the right balance between
driver levels of service and improvements
to the multi-modal environment.
Manage Parking
Parking in a business district is both
necessary and problematic. Concerns in
relation to parking supply revolve around
both parking availability for customers
of local business and the potential for
parking spillover into nearby residential
neighborhoods. An adequate supply of
parking is vital for the businesses along
the corridor. However, too much parking
can eat up land that could be dedicated to
economic uses and can be unsightly and
inconvenient for area pedestrians.
Communities that have successfully
developed “park-once” environments that
balance driver convenience with commu-
nity character are able to maximize that
value. We can help La Quinta balance
shared parking strategies with remedial
approaches that guard against unwanted
impacts to nearby neighborhoods.
Retail
Bob Gibbs will help the team sift through
existing challenges and opportunities,
review the changing purpose of brick and
mortar stores, and discuss time-tested
principles of experience-based, communal
retailing. The Plan will develop a retail
vision and strategy for Highway 111
Corridor.
Branding
The entire team will come together to
develop an integrated place-branding
strategy that weaves together the hardware
(infrastructure, landscaping, buildings, and
wayfinding) with the software (gathering
people, communal experiences, sounds
and sights) of the place. The integrated
approach will explore the experience of
access, public realm (streets and open spac-
es and programming of events), the design
Project Understanding
Project Understanding & Approach 2
COACHELLA VALLEY WASH
GREEN SPACE OPPORTUNITY
CV LINK
HWY 111
MAJOR NS STREETS
BUILDING EDGE OPPORTUNITY
EXISTING BUILDINGS
SHARED STREET / SHADED WALK
PLAZA / COURTYARDS
ENHANCED INTERSECTION
PEDESTRIAN ACCESS TO CV LINK
Unified Landscape Program Creating a presence along Highway 111 Enhanced regional & local integration
“Customer experience is...the
future of how physical retailers
will generate revenue. Experi-
ences won’t just sell products.
Experiences will be the products”
Doug Stephens, Retail Industry Futurist
of architecture (specifically frontages) that
shapes the public realm, and the shaping
of unique perspectives on retailing, busi-
ness and consumer behavior.
Landscape Program
Destination resort and recreation land-
scape design, characterized by turf, palm
and tropical plantings, has been the
primary design motif in the Coachella
Valley for almost a century. Palm Springs
popularized this post-war aesthetic by
showing the public their favorite celebrity
frolicking in a pool or playing golf in the
middle of a desert. The idealized image of
the oasis perfectly fitted our mid-century
optimism. Today, with dwindling resources
and a growing population, the communi-
ties of the Coachella Valley are doing what
they can to conserve water and be more
sustainable. The City of La Quinta can
differentiate itself from its neighboring
cities by creating a 21st century resort
style that embraces its surroundings and
celebrates the desert ecology.
With the Coachella Valley Music and
Arts Festival in its backyard, La Quinta
is in a prime location to attract a new
generation of visitors that are interested
in staying in a desert setting – not a resort
setting that happens to be in the desert.
The Highway 111 Corridor in La Quinta
can present visitors with landscape and
signage that celebrates the desert com-
munities by using indigenous plants and
materials, integrating desert ecologies and
sustainable features into the overall design,
reducing hardscape, and providing shade
trees and structures.
Recreation and Wellness
The project team will review all plans and
programs adopted into the CV Link. The
Highway 111 Corridor developments
will be an important way-station for
users of the CV Link trail and provide a
well-developed entry point to the regional
trail from the corridor. As the ULI TAP
document illustrates, the corridor’s links to
the trail is a must to promote alternative
active transportation, and in turn, pro-
mote health and recreation in the region.
Well-landscaped pedestrian links will
enhance the corridor’s gateways into the
CV Link trail. It will be important for the
existing developments to phase-in changes
to their operations that moves away or
hides their service operations from the
future CV Link.
Implementation
Based on availability and locations of cat-
alytic sites, the Corridor Plan will propose
series of phased and coordinate public and
private realm improvements. The Corri-
dor Plan will include an implementation
section that will identify partners and
funding options.
Visualizing Change
People need compellingly realistic
pictures to understand development
options. We will produce drawings and
a before-and-after photo-simulation
depicting physical makeovers of locations
people are familiar with. Toggling between
before and after gives the viewer a deep
understanding of the possibilities—how
buildings and streets could relate to each
other, the significance of changes to street
dimensions, the impact of streets trees,
and how changes to the environment will
respond to human needs. The staging of
change can also be shown allowing the
viewer to easily imagine the experience
of being in the environment to assess the
cumulative impact of development phases.
The Corridor Plan would develop a unified landscape program, explore opportunities for catalytic in-
fill development that creates a presence and draws people to the area, and enhanced regional and local
integration of the three centers. Base Graphic Source: 2018 Highway 111 Corridor Study ULI TAP.
3 Highway 111 Corridor Plan
Idealist
Generalist
Flexibility
Pragmatic
Specialist
Predictability
Balance
Our team members strive for a balance.
We are idealists and specialists in our
fields and we temper that with pragmatic
market and political realities. We operate
as generalists, and develop flexible solu-
tions that produce predictable outcomes.
Resiliency Lens
Today’s weakness can potentially become
tomorrow’s disruption or disaster. Future
ups and downs of an economic cycle,
earthquake, or climate change may pose a
challenge. Becoming resilient is a multi-
pronged strategy that focuses on establish-
ing a Corridor Plan framework by which
we ensure that the individual focus areas
and decisions are based on an integrated
approach that produce multiple benefits.
Approaching challenges through the lens
of resilience help La Quinta better serve
their residents today and in the long term,
while preparing for any future potential
adversity. Policies that support community
engagement and foster human capital
create more thriving, healthy, resilient, and
equitable places.
Green Infrastructure Lens
The existing parks, the river channel, re-
tention basins, streets, and utility corridors
are designed, operated, and maintained
separately, but they have the potential to
work together one. Integrating the built
environment of Highway 111 Corridor
with its ecological context can create a
networked system that increases resiliency
and conserve resources. Such a project
would serve multiple benefits including
groundwater recharge, stormwater man-
agement, increasing park and open space
area, linking neighborhoods, education and
outreach. Our team of planners, designers,
landscape architects, and engineers are
experienced in creating integrated streets,
greenways, and parks that are guided by
this principle.
Focus on Implementation
The policies and actions of the Corridor
Plan for sustaining places would ensure
that responsibilities for carrying out the
plan are clearly stated, along with met-
rics for evaluating progress in achieving
desired outcomes. Our implementation
principles are to:
• Coordinate all organizations and
agencies with responsibilities and set
schedules for implementation;
• Involve community partners to
achieve broader implementation;
• Develop indicators and metrics to
measure goal achievement;
• Recommend priorities for plan-relat-
ed public investments; and
• Prepare template to report plan
implementation progress to the public
and decision makers.
Self-Mitigating Plans
The Corridor Plan will tier off the
maximum development capacity speci-
fied within the 2035 General Plan. The
Corridor Plan will also be “self-mitigating”
by incorporating mitigation measures as
policies and programs.
Project Organization
All tasks will be carried out by the Project
Team in collaboration with the Corridor
Plan Advisory Committee (CPAC) and
topical focus groups.
The Project Team will include the
consulting team and City staff, with key
responsibilities to review schedule and
budget at the monthly status meeting,
along with logistical planning, and facili-
tating the process.
The CPAC would include members
from City Council, Planning Commission,
other Boards/Committee/ Commissions,
and department heads to provide on-going
and specific direction, and finalize work
program objectives and civic engagement
strategy.
The four Focus Groups will support the
public process developing policy options
for the public to consider, and actions to
implement the public’s vision
We recommend the following four
Focus Groups:
• Econmic Development (value
creation, repositioning retail, partner-
ships, branding)
• Regulatory Framework (clear and
precise code based on corridor vision)
• Place-making (land use scenarios,
public and private realm improve-
ments, using programming and
visibility to increase visitability)
• Mobility (complete streets, parking,
transit)
The Focus Groups include members
of the consulting team, city staff, business
and civic leaders, and local volunteers with
interest or expertise in each team’s topic.
The above-listed project organization
and recommended focus groups are based
on preliminary assessment of project needs
-- we look forward to refining this further
with staff consultation.
Project Management
We use standard project management
and quality control methods that include:
monthly progress reports that tracks
percentage of budget, schedule, and task
completion levels. The progress report also
tracks the effectiveness of public partici-
pation. Our team members have worked
together on many projects. Operating with
a familiar team and playbook provides a
common platform from which we share
information, communicate effectively, and
integrate individual expertise to come up
with coherent and transformative solu-
tions.
Approach
Scope & Schedule 4
Scope & Schedule
Project
Coordination &RCHě4GĂNG%ORRKFOR2ĚCN%OFG AdoptionDiscoveryVisioning
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Task 1 Project Coordination
1.1 Kick-off Meeting
The kick-off meeting will be held with
City staff and accomplish several tasks,
including:
• Sharing expectations for the project;
• Refining the scope of work and
schedule;
• Defining the role of anticipated stake-
holders, including outside agencies,
organizations, and individuals;
• Identifying potential project pitfalls
and strategies to address them;
• Discuss ongoing projects or programs;
and
• Review project data needs and obtain
data from staff.
Even though we are familiar with the
Highway 111 area, we will conclude the
initial kick-off meeting with a tour where
City staff can further identify opportunity
sites, problem areas, challenges, and issues
the Corridor Plan should address.
1.2 Joint Meeting
We will work with City staff to introduce
the project team to the City Council and
Planning Commission, summarize the
scope and schedule, discuss actions to
be taken within the following months,
and field initial questions from the City
Council, Planning Commission, and
general public. The joint meeting will
identify ongoing or current issues that the
City is struggling with and that might
be addressed to varying degrees in the
Corridor Plan.
1.3 Monthly Status Meeting with City
We are also proposing monthly meet-
ings for the project team, to discuss the
status of ongoing and future work. These
meetings will keep the City informed,
review progress, identify next steps, and
generally prevent the project from getting
sidetracked or stalled. These meetings are
generally envisioned to last no longer than
a half-hour and could take place at a time
convenient for the City. A monthly status
report would be provided in advance of
each meeting. The monthly status report
will track:
• task carried out in the past, current,
and next month;
• percent of budget spent and project
completed;
• state corrective actions, if project is
off-track; and
• level of civic participation.
1.4 Project Website
A project website will feature responsive
layouts that will look and behave as
intended on all popular browsers and de-
vices. We will maintain a separate project
website that is accessed through both a
link from the City’s main website and a
separate address. We will create a distinct
branding for the Corridor Plan, starting
with a project website that is designed to
appear as an extension of the City’s main
website—distinct but complementary. All
design and content will be provided to the
City for review and approval before it is
made public.
1.5 Civic Engagement Strategy
By emphasizing the facts and posing the
choices and trade-offs involved in shap-
ing and implementing public policy and
ordinances, we can nurture a healthy and
balanced discourse that relies on shared
values. For the Corridor Plan, we pro-
pose a spectrum of targeted engagement
strategies to raise awareness by sharing
information, and empowering the broader
citizenry to actively engage and participate.
Following are preliminary list of outreach
methods recommended for the project:
1. Online Engagement— Businesses
and residents will have the opportunity
to share their insights and feedback on
Facebook and Twitter.
2. Project Tour — Tour of opportunity
sites will help identify what policies and
regulations are working and what needs
adjustment.
3. Infographics — From the Discovery
step (task 2), we will identify useful factual
findings for target audience. The find-
ings will be visualized for a compelling
“three-minute” read.
4. Public Survey — A survey is an effec-
tive way to reach businesses and residents
that typically can not attend meetings, but
have opinions about the corridor’s future
or other issues. We recommend a combi-
nation of hard copy and electronic survey.
5. Interviews — We will interview key city
leaders, businesses, and residents to gather
insights into their history and interests in
the Highway 111 Corridor, and to solicit
their assistance in getting broader partici-
pation and implementation efforts.
6. Focus Group Meetings — Our team
will conduct smaller focus group meetings
to gather qualitative information, review
trends, facilitate community visioning, and
develop policies and actions.
7. Pop-up Workshop — The workshop
will introduce the planning effort to the
public, spark a dialogue through a series
of interactive planning exercises intended
to share and gather information, and
will serve as an opportunity to share the
findings, and solicit feedback on prelim-
inary recommendations. The workshop
will feature fun activities as an incentive
for participation.
8. Book-a-Planner: Besides inviting the
public to workshops, we will take planning
to the public. Throughout the Corridor
Plan process we will make special ef-
forts to reach people that typically do
5 Highway 111 Corridor Plan
Online Engagement
Infographics
Public Survey
Interviews
Focus Group Mtgs
Pop-up
Workshops
Speaker
Series
Charrette
Validate
Feedback
Joint City Council &
Planning Commission
Mtgs
Book-a-Planner
Project Tour
not participate in the planning process.
We propose a Book-a-Planner session
at a Chamber meeting, or similar other
business event.
9. Noon Talks — During the charrette,
speakers will broaden and deepen the
outlook on progressive urbanism.
10. Joint Meetings — Two joint meetings
will allow advisory- and decision-making
bodies to review interim progress and
provide direction.
11. Charrette — A charrette is an collab-
orative and rigorous planning process that
harnesses the talents and energies of indi-
viduals to create and support a vision for
the Highway 111 Corridor. The consulting
team will facilitate a four-day charrette.
12. Validate Feedback — We will use on-
line and media outlets to acknowledge all
feedback; follow up proactively to notify
stakeholders if/when their suggestions are
implemented.
Deliverables:
• Kick-off and Joint Meetings
• Project tour and Project website
Timeframe: 1/7/19 to 1/21/19
Task 2 Discovery
2.1 Interviews
We will interview key officials, property
owners and merchants, developers, real
estate agents, and other parties of inter-
est. The sessions could cover questions
regarding:
• length of ownership;
• nature of owned property and/or
business and future plans;
• perceived problems within the
corridor;
• existing/future transportation and
development conditions;
• suggestions concerning bus, pedes-
trian, bike, and development project
opportunities and possibilities; and
• interest in participating in possible
opportunities.
2.2 Place Profile
Our generated GIS base maps and data-
base will identify:
Property – including public and private
parcels and ownerships;
Topography - any elevations or view
corridors;
Utilities – including sewer, water, storm-
water, natural gas, power, and telecommu-
nications systems;
Site improvements – including all road-
ways, bikeways, trails, sidewalks, walkways,
parking lots and structures;
Building improvements and database –
including location, age, and condition of
existing and proposed structures;
Landscape – including street trees, open
spaces, and significant habitat areas;
Aesthetics and Resources – including
landmark buildings, places of cultural
interest, viewpoints and vistas, natural
features, and solar orientations;
CV Link – Identify the existing assets,
opportunities, risks, and vulnerabilities.
One of the Corridor Area’s biggest assets
is the Whitewater River Channel and the
proposed multi-modal CV-Link and their
potential for recreational activities; and
Green Streets – Consider the opportuni-
ties with adjacent private redevelopment
to implement multi-benefit, low impact
development solutions within private and
public corridor space; implement harvest
and reuse solutions to support goals of
increasing local water supply reliability and
maximizing the beneficial use of rainwater;
and evaluate any wet utility deficiencies
(sewer, water, storm drain) based on exist-
ing studies in public ROW which would
require improvements that could include
Green Street features.
2.3 Code Diagnostics
The project team will review the applicable
development provisions within the:
• Highway 111 Design Guidelines;
• Zoning District Standards: Regional
Commercial, Commercial Park and
Mixed Use Overlay District Stan-
dards; and
Scope & Schedule 6
• Specific plans.
We will listen, understand, and develop
a list of coding and process issues by
interviewing Planning Staff, City Council,
Planning Commission, developers, and
public.
We will assess the existing standards
along the corridor and identify standard
and processes that may need to be revised
to
• bring zoning in conformance with the
General Plan and the Corridor Plan
vision;
• promote flexibility to respond to mar-
ket demands and encourage creative
place-making;
• remove barriers to development; and
• create predictable outcomes and
development review processes.
We will prioritize those standards
that adversely impact the character and
intensity of corridor development.
2.4 Mobility Study
We propose to explore several major com-
ponents that are likely to influence a Com-
plete Streets Plan for Highway 111 and
intersecting streets/paths (Highway 111,
Avenue 48, Washington Street, La Quinta
Center Drive, Adams Street, Auto Center
Way, La Quinta Drive, Dune Palms Drive,
Jefferson Street and CV Link):
Safety, Accessibility and Equity – These
core tenets are the primary basis of well
conceived streets in any community.
Balance – How people use a street now
and how they may use it in the future
should naturally drive how the space is
designed. The fact that this is often not the
case is a flaw that this project will need to
address.
Bicycle and Pedestrian Mobility – Some-
times the metrics used to measure a street’s
characteristics don’t tell the whole story.
Are there unique factors such as inclusion
in a bicycle or transit plan, a role in a
freight system, or other characteristics that
merit special treatment? If so, we must
understand how to identify and evaluate
the tradeoffs involved—and the oppor-
tunities created—by deviation from the
prototypical forms.
This complete streets plan would in-
formed by a traffic and safety analysis that
identifies how the most vulnerable users of
the system are affected by its design. This
plan must be built upon a solid foundation
of data to be credible and realistic. Our
team will build upon the transportation
and land use information that La Quinta
has available to establish baseline condi-
tions including:
• Traffic count data, including
pedestrians and bicyclists;
• Collision data available in the
Crossroads data base for the most
current three years available;
• The City’s latest edition of the
Capital Improvement Program for
the Corridor;
• The latest draft of CVAG’s
Regional Traffic Signal Synchro-
nization Project - Traffic Signal
Interconnect Master Plan; and
• Census and ACS data.
Our focus in this effort will be to stitch
together much of the past work the city
has undertaken and add additional trans-
portation focus. If available, we will also
consider elements such as crime statistics,
public health information, and future
travel forecasts. We will bring particular
attention to assessing existing conditions
in priority focus areas of the Corridor.
This work will take place within the
context of the larger, integrated and
comprehensive transportation, land use
and economic development effort, and in
support of broader goals. As always, we
will begin by defining desired outcomes
–not just in transportation, but in all
related areas – then “work backwards” to
identify the most effective strategies to
achieve those ends.
2.5 Retail
We will review the ULI Market Study
findings; and identify the national,
regional, and local retail trends and
opportunities.
2.6 Place-branding
The project team will:
• Analyze current place brand — the
perceived identity and image and
projected image;
• Survey residents and businesses; and
• Conduct focus group sessions with
key stakeholders in the branding
process (public officials, represen-
tatives of private sectors and civic
entities).
Deliverables:
• People, place, infrastructure, code,
and mobility profile.
Timeframe: 1/21/19 to 3/15/19
7 Highway 111 Corridor Plan
Scope & Schedule 8
Day 1
Noon talks
Evening
presentations
Day 2 Day 3 Final Day
Concepts Alternatives Refinement
Master
Plan
review
review
review
Elements of Sucessful
Corridors
Re-engineering
Retail
Mobility Trends
&
Opportunities
Task 3 Visioning
3.1 Charrette
The Corridor visioning effort will be led
by Moule and Polyzoides. The four-day
charrette will start with a community
meeting on the first day and end with a
second community meeting on the fourth
day where the outcomes of the charrette
will be presented. At the Charrette, the
project team will work in short iterative
feedback loops. Throughout the charrette,
the City will have multiple formal and
informal opportunities to engage with the
entire project team. The Charrette process
will be a transparent engagement with the
community, wherein community members
will work shoulder to shoulder with the
entire consultant team and the city officials
towards reaching consensus on what the
Highway 111 corridor might become.
Noon Talks: During the charrette, we
would also engage in lecture and edu-
cation sessions. What makes a walkable
“Complete Street?” How can density be
dignified and introduced along vacant and
underperforming sites on the corridors?
What makes a vibrant corridor? We will
delve into such questions from our first-
hand experience and real lessons learned
therein. The purpose of the Noon time
presentations are to provide perspective,
present alternatives, inspire, and stimulate
dialogue that will carry into the evening
discussions. Following is a list of speakers
and topics they will present:
• Re-engineering Retail, Bob Gibbs
• Elements of Successful Corridors,
Stefanos Polyzoides, Moule and
Polyzoides
• Mobility Trends & Opportunities,
Paul Moore, Nelson Nygaard
3.1.1 Design Studio
Between the scheduled events of the four-
day charrette, the consultant team will set
up a design studio in a publicly accessible
location. We are assuming that the City
will be able to provide that location. This
will be open to the public for “drop-ins”
and for scheduled sessions and meetings.
The City shall invite the necessary parties
that they feel would be appropriate in
gaining support for the design effort.
RA will devise a schedule for the Design
Charrette in coordination with the City.
Moule and Polyzoides will lead the Design
Charrette and other sub-consultants and
facilitate meetings during the Charrette
with officials, the public and the media at
the discretion of the City.
3.1.1a Illustrative Plan
The draft concepts begun during the first
day will be refined to best illustrate both
short and long-term development pros-
pects for the selected small area plan sites.
The Illustrative Plan will serve as a tool
to illustrate future developments, high-
lighting the specific study area within the
overall context of Highway 111.
3.1.1b Visualizing Change
The project team will produce one (1)
photo realistic visualization and one (1)
color perspective depicting specific loca-
tions of importance and significant design
concepts, choosing views in consultation
with the City. These illustrations will be
produced through a combination of hand-
drawn and computer-generated techniques
and will be provided to the City in both
hardcopy and electronic formats.
3.1.1c Street Cross-Sections
The project team will create an index of
Street Cross-Sections that illustrate the
physical conditions along the selected cor-
ridors of study, such as right-of-way, travel
lanes, landscaping and trees, amenities,
and infrastructure where appropriate. The
project team will produce six to eight (6-8)
cross-sections, depending on the types of
selected corridors of study.
3.1.2 Meetings
The design team will convene in a series of
team meetings throughout the charrette
for design pin-ups and information shar-
ing. The purpose of the team meetings is
for the Project team and the City to meet,
review key project elements, and engage in
constructive dialogue that will make the
most of the time spent together.
3.1.3 Community Open House
A Community Open House will be held
to show a ‘pin-up’ of work-in-progress and
include key individuals, citizen stakehold-
ers, and representatives of public entities to
participate in the design and review of the
master plan. This Open House will be held
at the end of the Charrette.
3.2 Economic Development Strategy
During the Charrette, RA will engage
with the business community in La Quin-
ta and the greater Coachella Valley to help
identify key economic development issues
and priorities. RA will work with staff to
identify a list of business stakeholders to
engage for participation in two 2-hour
Economic Development Focus Group
session, including representatives from the
La Quinta Chamber of Commerce, City
of La Quinta staff focused on Economic
Development, nonprofit organizations, and
businesses in La Quinta.
At the Focus Group we will review and
discuss existing conditions and will iden-
tify and local economic strengths, weak-
nesses, opportunities and threats. Based on
the supportable land uses identified in the
ULI TAP market study as well as feedback
from outreach with the business commu-
nity and other community stakeholders,
RA will develop an economic development
vision, goals, and a set of policies/actions
and will provide a series of preliminary
policy recommendations to the Project
9 Highway 111 Corridor Plan
Team for preliminary feedback.
RA will evaluate tools and strategies
that will optimize economic development
opportunities on the Corridor and draft
recommendations to focus on topics such
as business development and retention,
partnerships with non-profit organiza-
tions, and incentives for targeted business
investments. RA’s input will also support
the City’s marketing efforts to better
position the identity of Highway 111 in its
regional context.
3.3 Mobility & Parking Strategy
Nelson\Nygaard will build on the analysis
of transportation conditions completed in
the earlier tasks to develop goals, policies
and actions focused on access, complete
streets, parking management, and pedes-
trian, bicycle, small electric vehicles, and
transit improvements. This process will be
collaborative, based on meetings and dis-
cussion with staff and stakeholders at the
planned charrette and in other meetings.
The recommendations will serve to sup-
port larger project and community goals
and priorities, and will be practical and
implementable given funding and other
constraints identified by staff. As part of
this effort, we will also provide conceptual
cost estimates.
There will be an emphasis on street
design as a way to encourage investment
both in the corridors and adjacent neigh-
borhoods. Importance is placed on the
needs of pedestrians, bicyclists and transit
riders to enhance existing transportation
systems in the project area, which current-
ly focuses primarily on automobile needs.
Our team is proposing to engage in phys-
ical planning for the corridors, and clearly,
transportation tradeoffs will be a key
part of the discussion. We propose that
the plan document that results from this
process and documents the engagement,
analysis, evaluation and recommendation
efforts described previously be a concise,
graphically-rich, easy-to-understand
report. Our design focus and clear visual
communication style when coupled with
our technical expertise has helped us create
compelling documents for other com-
munities. Included will be an action plan
that focuses on key opportunities from the
assessment and evaluation tasks and makes
a clear case for a program of complete
streets investment to La Quinta leaders
and other decision-making officials.
3.4 Landscaping Program
The streetscape presented in the ULI
Technical Assistance Panel (TAP) report
can be refined to incorporate more native
desert plantings and “green” street biofil-
tration BMPs. With the limited rainfall
and ground water available to the Corri-
dor, the City could capture, save and reuse
much of it for concentrated use in smaller
public spaces throughout the retail and
hospitality corridor. These spaces will pro-
vide points of entry and areas of respite for
users of the CV Link where they can cool
off, have some refreshments and browse
the retail spaces.
3.5 Branding
Branding the Corridor area will be based
on the unique distinctive resources (natural
and built), cultural heritage (history or
cultural expressions such as arts, archi-
tecture, and design) or core competencies
(business-expertise, organizational and
fiscal structure) that are superior to those
possessed by competitors and difficult to
imitate.
Eight factors contribute to a quality pedestrian experience. The “walkability” of a
sidewalk, a pedestrian pathway, or a community can be evaluated by the degree to
which these factors in the aggregate are achieved.
1. Continuity of pathways occurs when adequate walkways and other pedestri-
an features are provided in an uninterrupted sequence from one destination to
another. La Quinta should provide a continuous pedestrian linkage from the
CV Link regional network to both the north and south areas of the Highway
111 Corridor.
2. Coherence in a pedestrian environment is achieved when adequate orienta-
tion, direction, and logical route choices are clearly offered to the pedestrian.
Clear wayfinding through the corridor and its relationship to the mountains,
highway and the CV Link is essential.
3. Convenience is achieved when pedestrian travel is easy and uncomplicat-
ed, with minimal delay. Convenience results primarily from unobstructed
pathways of ample width, ramps and signal timing, which accommodate the
mobility needs of all pedestrians, and generous opportunities for pedestrians to
link with other modes of transit.
4. Security is a positive perception enhanced by adequate night lighting, open
lines of sight for pedestrians and police, and lively street activity. Building
uses which generate active use of the sidewalk contribute a large measure to
the pedestrian’s feeling of security.
5. Safety can be provided by separating pedestrians from vehicular traffic as
much as possible, including cars, bicycles, trucks and buses. Highway 111 will
be a challenge in providing clear separation and accessibility across it.
6. Comfort and attractiveness are created in pedestrian ways by features such
as weather protection, shade tree planting, smooth-surface paving materials,
opportunities to rest, public toilet facilities, and other pedestrian amenities
which add a sense of visual excitement and interest to the walking experience.
7. Cleanliness and good physical maintenance are essential trademarks of an
inviting pedestrian experience. Walking is always more enjoyable when one
senses that someone clearly cares about the condition of the physical environ-
ment.
8. Visual excitement is created by such things as the color of awnings or banners,
the movement of tree leaves, changing light and shade, eye-catching store
windows or even pots and window boxes. A desert environment can create
such visual interest by using the wide variety of plants from its native ecology.
Scope & Schedule 10
Branding is the design of visual identity
and communication blended with the
unique experiential ‘place’. Therefore,
branding will involve the formulation of
an integrated experience concept that is a
vision about a place and experience people
can expect as visitors.
3.6 Development Standards (&
Guidelines)
A well-crafted community vision backed
with clear and precise standards is a huge
incentive and extends an invitation to the
development community to invest with
confidence. The code will provide clear
and precise direction that will facilitate
predictable outcomes with a streamlined
development review process. Based on
our initial audit of the current standards
and feedback from staff and stakeholders
we will propose the most efficient and
effective path to retain, modify, consolidate
existing standards and guidelines to facil-
itate the implementation of the Corridor
vision.
A draft copy (55% complete) of the
Corridor code will be developed at the
Charrette — this includes the coding
framework and key areas of the code
where client feedback is critical. Based on
client feedback the remainder code (45%)
will be developed at the next step. The
code will include a zoning (regulating)
map for the Corridor area, with standards
for street design and connectivity, building,
frontage, and open space types, parking,
signs, definitions, and streamlined devel-
opment review process.
The objectives of the standards are to:
• Encourage preservation of stable
uses and redevelopment of vacant
and underutilized parcels by offering
clear and precise standards that offer
predictable review processes and
outcomes.
• Create buildings and landscapes that
contribute to an identifiable and
coherent form for the Corridor.
• Employ creative architectural solu-
tions that fit with their surroundings,
while adding interest and variety.
• Create places of enduring quality.
Deliverables:
• Vision and Guiding Principles
• Draft Code
• Landscape Program
• Branding Strategy
• Economic Development Strategy
• Mobility and Parking Strategy
Timeframe: 3/15/19 to 4/30/19
Task 4 Draft & Refine the Corridor Plan
4.1 Prepare 1st Draft of Corridor Plan
The preparation of a Draft Corridor Plan
will start after the Discovery stage of the
project, beginning with an inventory of ex-
isting conditions and incorporate findings
from outreach; interviews; meetings; and
analysis of goals, issues, opportunities, and
constraints conducted in other tasks.
4.2 Joint Meeting City Council and
Planning Commission
We recommend a joint meeting with the
Planning Commission and City Council
to review the draft Corridor Plan (the
vision, guiding principles, goals, and
strategies) and gather feedback prior to the
release of Public Draft.
4.3 Implementation Program
Once the vision, goals and strategies are
stable, the Project Team will identify
timeframe, responsible parties, and sources
of private and public funding, along
with metrics for evaluating progress in
achieving desired outcomes. We use a
systems approach to identify priorities for
implementation that draws on community
inputs, connections among plan systems,
and effective intervention points.
4.4 Prepare 2nd Draft of Corridor
Plan
We will prepare a public draft of the
Corridor Plan. The City will distribute
the Corridor Plan and Code internally
for review and will provide the consulting
team with a single set of consolidated
comments.
Deliverables:
• 1st Draft of Corridor Plan and Code
• 2nd Draft of Corridor Plan and Code
Timeframe: 4/30/19 to 8/1/19
Task 5 Adoption
5.1 Prepare Final Draft for Adoption
Based on feedback on the public draft,
we will make the edits and prepare a final
draft for adoption.
5.2 Public Hearing
RA will participate in formal adoption
hearings before Planning Commission
and City Council. The proposal includes
attendance at one Planning Commission
and two City Council hearings. Addi-
tional hearings will be billed at $3,500 per
hearing. Other members of the consulting
team will be available to attend portions of
the public hearings, if necessary.
Deliverables:
• Final Draft of Corridor Plan and
Code
Timeframe: 8/1/19 to 9/28/19
11 Highway 111 Corridor Plan
Team
Kaizer Rangwala AICP, CEcD, CNU-A, Rangwla Associates, Project Lead
Kaizer will manage the overall project. He will lead and manage all aspects of the project, prepare the
Corridor Plan, economic development strategy, zoning review/update, implementation plan, coordinate
with subconsultants, and coordinate the public outreach program. Kaizer has over three decades of
multi-disciplinary private and municipal sector experience in virtually all aspects of drafting and imple-
menting Corridor Plans. A seasoned project manager with proven experience in leading high perfor-
mance teams.
Stefanos Polyzoides, Moule & Polyzoides, Urban Design Lead
Stefanos will lead the charrette to develop a master plan for Highway 111 Corridor. Stefanos’ prominent
career covers the areas of architectural and urban design education, design and execution, and theory. He
has designed numerous sucessful downtowns, neighborhoods, and corridors. His recent projects include
master plans for downtowns and corridors in Indio, Redlands, Lancaster, Montclair, Ventura, Fresno, West
Covina, San Dimas, and South Pasadena.
Lead & manage all aspects of the project,
Public Outreach,
Prepare the Corridor Plan,
Economic Development Strategy
Zoning Review/Update
Implementation Plan
Rangwala Associates
AHBE
Gibbs
Planning
Moule &
Polyzoides
Nelson Nygaard
Urban
Advantage
All aspects of the project
Landscape Program
& Branding
Retail
Corridor Visioning
Mobility & ParkingVisualization
City of La Quinta
Team 12
Vinayak Bharne, Moule & Polyzoides, Urban Designer
Vinayak is a leading thinker, practitioner, and educator in the field of urban design. He brings extensive
experience in corridor revitalization, complete street design, tran sit-oriented development and multi-fam-
ily housing. He will assist the team to develop the Highway 111 Master Plan. His projects include
downtown master plans for Indio, Fresno, South Pasadena, Pasadena, Beverly Hills, San Dimas and West
Covina. He was the lead urban designer for the nationally recognized Lancaster Boulevard transformation
effort in downtown Lancaster.
Gary Lai, RLA, ASLA, SITES AP, BD+C, AHBE, Landscaping Lead
Gary transforms public landscapes with a focus on water issues that make a difference for the social and
ecological health of cities. He addresses watershed and stormwater runoff issues, natural resource planning,
water-efficient irrigation systems, and other site sustainable design solutions for a broad range of projects,
including transportation, recreation, healthcare, civic, and commercial. Gary will develop the landscape
program for Highway 111 including way-finding signage and integration with CV Link corridor.
Paul Moore, Nelson Nygaard, Mobility Lead
Paul will lead the mobility effort. Paul Moore is an expert in managing major urban design, land use, and
transportation planning and engineering projects. Paul has 25 years of experience in developing major
transportation and transit planning projects, small area planning and redevelopment studies, and livable
transportation solutions. Paul specializes in working with communities that want to use transportation
spending as a tool to make broad community improvements. Paul has managed many ground-breaking
projects including major, citywide transportation plans for Pittsburgh, Atlanta, Louisville, and Omaha,
among many others.
Zachary Zabel, Nelson Nygaard, Parking Policy
Zachary specializes in parking policy, transit service planning, and Transportation Demand Management
(TDM) programs. He has developed parking policy and management plans to enhance the economic
success of business districts and improve neighborhood quality of life in cities including Beverly Hills,
Oakland, and Santa Rosa, California. Zachary will develop policies, regulations, and strategies for sharing
parking resources, reducing trips, and integrating new technology.
Steve Price, Urban Designer & Photo-realistic Illustrator
Steve communicates the urban design principles to non-professional audiences through photo-realistic
illustration. He combines his interests in urbanism, human sociality, and visual communication, creating
instructional illustrations about walkable and social urban form. His ongoing interest in local affairs led
him to involvements in his own community as a planning commissioner and design review board member.
Steve will generate a photo-realistic before-after illustration for the project area.
Bob Gibbs, ASLA, Gibbs Planning Group, Retail Strategist
Bob Gibbs is a leading urban planning consultant who has contributed to over 400 master plans across
the U.S. Gibbs gives frequent lectures and in 2012 published Principles of Urban Retail Planning and
Development. He recently completed a retail and streetscape study of El Paseo in Palm Desert. Gibbs
has been profiled in the New York Times, Urban Land Institute and the Wall Street Journal. The Atlantic
Monthly stated: “Gibbs has an urban planning sensibility unlike anything possessed by the urban planners
who usually design downtown renewal efforts.”
13 Highway 111 Corridor Plan
Rangwala Associates
ra
The firm specializes in planning, urban design, and economic
development strategies that create great places.
The firm’s principal draws from a multidisciplinary training and experience
in planning, urban design, and economic development. He has won various
national awards for planning, design, and coding efforts.
The following are core services offered based on principles of smart growth,
restorative place-based economy, and sustainable urbanism:
• General, Downtown, and Corridor Plans;
• Urban Design;
• Development Codes; and
• Economic Development.
Collaboration is fundamental to innovation. We work collaboratively
with the client and public to deliver the highest quality of service. Based
on project needs, we assemble a multidisciplinary project team that brings
together outstanding skills in engineering, environmental planning, urban
design, market and fiscal impact analysis, transportation planning, and civic
engagement. Our wide variety of professional perspectives and experiences
allow us to handle complex challenges more readily, and deliver unexpected
value and insights, and produce breakthrough work for clients.
The firm takes only two to three projects a year, which allows the principal
to be completely committed to all aspects of the project, providing undivided
attention to the client, and flexibility to develop transformative grounds-up
solutions. As a sole proprietor, the principal is more nimble to adapt to
changes. The low overhead costs makes it possible to offer more for less -- a
superior value for our clients.
About the Firm
Team 14
Kaizer Rangwala is the founding principal of Rangwala Associates, a firm that practices the
principles of restorative and place-based planning, design, and economic development. Kaizer’s
multi-disciplinary training and experience in drafting and implementing Corridor Plans for over
three decades brings forth a broad and distinctive perspective to the project. Kaizer’s work on
General Plans and Corridor Plans has been recognized with numerous awards. He has lectured
extensively on place-based economy and wholistic sustainabilty. His writings have been featured in
economic development and planning publications. He is a seasoned project manager with a proven
track record and experience in leading high performance teams.
K aizer Rangwala, AICP, CEcD, CNU-a
Education
Certificate in Economic
Development, Oklaho-
ma University, Economic
Development Institute
Masters in City and Regional
Planning, Rutgers University
Masters in Architecture, New
Jersey Institute of Technology
Bachelors in Architecture, L.S.
Raheja School of Architecture
Relevant Projects
Montclair General Plan Update: Currently working on Montclair General Plan Update, which
includes Housing Element, Arrow Highway Mixed-Use District Specific Plan, One Water Green
Infrastructure Plan, Climate Action and Adaptation Plan, and Zoning Code Update.
South Pasadena General Plan Update & Downtown Specific Plan: The General and Downtown
Specific Plan focuses on maintaining the small town ambience with stable historic neighborhoods
and downtown core; and promoting context sensitive growth that aligns market opportunities with
community aspirations for a vibrant and walkable downtown with affordable housing.
West Covina General Plan Update & Downtown Plan: The General Plan was developed together
with a new vision, economic development strategy, and clear and precise standards for the Down-
town area. The central vision is to preserve and enhance the neighborhoods, and direct growth to
downtown, corridors, and centers.
Downtown San Dimas Specific Plan: The vision, policies, code, and strategies seeks to preserve the
unique sense of place, promote contextual infill development, foster entrepreneurship, and create an
integrated mobility system. The Plan recommends a range of strategies for transforming existing
streets into Complete Streets, enhancing First/Last Mile connections, reducing parking demand and
effectively managing the parking supply.
Selected Lectures
Conducted FBCI webinars on Design Review: Purpose, Principles and Practice; Administering
Form-Based Codes; & Coding Corridors.
“Regulatory Framework for Design of the Public Realm,” Council of Tall Buildings and Urban
Habitat 2011 World Conference in Seoul.
Experience
Principal, Rangwala Associates
(since 2009)
Adjunct Faculty at CSUN
Assistant Community Devel-
opment Director Ventura,CA
(2006-2009)
Planning Director, Farmers
Branch, TX (1999-2006)
Principal Planner, Compre-
hensive Planning, Indianapolis
(1997-1999)
Senior Planner, Current Plan-
ning, Indianapolis (1994-1997)
Assistant Planner, Jersey City,
NJ (1989-1994)
Certifications
Certified by the American Institute of Certified Planners (AICP)
Certified by the International Economic Development Council
Certified by the Congress of New Urbanism (CNU-A)
Selected Articles
Walking, A Path to Prosperity, health, and social capital, Economic Development Journal, Fall 2014.
Restorative Development Regulations, Urban Planning and Economic Development News Maga-
zine, January 2012.
Post-Great Recession Retail Trends, Practicing Planner, online magazine of AICP, Vol. 9, No. 1,
Summer 2011.
"Place-based Economy", Economic Development Journal, Vol.9, Number 1, Winter 2010.
15 Highway 111 Corridor Plan
For 35 years, Moule & Polyzoides has helped hundreds of commu-
nities engage in the process of redefining themselves and success-
fully implementing their vision, creating meaningful places and
thriving communities.
Founded in 1982, Moule & Polyzoides, has an international reputation
for design innovation and a strong track record demonstrated in over 300
completed projects. The work of Moule & Polyzoides has been published
worldwide, showcased in various museum and university exhibitions and has
received numerous awards for excellence.
Moule & Polyzoides is accomplished in producing beautiful and appropri-
ate individual buildings as well as master plans for districts, neighborhoods,
towns and cities. The firm’s work, at all scales, is set within ambitious ecolog-
ical design frameworks. Human scale, open space, landscape, transportation,
utility infrastructure and building issues are all carefully integrated within
every project. Experts in the design of various particular building and place
types, Moule & Polyzoides has produced significant theoretical and practical
advances in the areas of urbanism and housing.
Design excellence is achieved through a general approach that is based on
sustained inquiry and, through it, the development of insight into the cultural
and natural character of the urban and natural setting of each project. Work
unfolds by design iterations through various options and crystallizes in easily
understood and commonly supported final project recommendations and
sequences of implementation actions. The Moule & Polyzoides team com-
prises patient listeners, accomplished leaders of public meetings and capable
mediators who help people with disparate views resolve complex urban and
building design challenges.
About the Firm
Team 16
Stefanos Polyzoides, Partner
Stefanos Polyzoides’ career has engaged a broad span of architecture and urbanism, its history, theo-
ry, education and design. He is a cofounder of the Congress for the New Urbanism and a partner in
Moule & Polyzoides, since 1990. From 1973 until 1997, he was an Associate Professor of Architec-
ture at the University of Southern California.
His professional experience includes the design of educational, institutional, commercial and civic
buildings, historic rehabilitation, housing, and the urban design of university campuses, neighbor-
hoods and districts. He has led such projects throughout the United States and around the world, in
Canada, South America, Australia, China and the Middle East.
Under his direction, Moule & Polyzoides has completed more than a dozen downtown and
corridor master plans in cities throughout the United States. Most notably in San Antonio, Texas;
Albuquerque, New Mexico; and Santa Ana, Ventura, Paso Robles, Whittier, West Covina, San
Dimas, South Pasadena, and Fresno, California.
Stefanos periodically delivers a series of lectures on the urban and architectural design of town
centers during the annual executive course on retail organized by Robert Gibbs at Harvard Univer-
sity.
Education
Masters in Architecture &
Planning
Princeton University
Bachelors in Architecture
Princeton University
Books & Exhibitions
He is the coauthor of Los Angeles Courtyard Housing: A Typological Analysis (1977), The Plazas
of New Mexico (2012), and is the author of R.M. Schindler, Architect (1982) and the forthcoming
In Praise of the Ordinary: The Architecture of Housing.
He also helped organize four distinguished exhibitions and exhibition catalogs on the architectural
and urban history of Southern California: Caltech 1910–1950: An Urban Architecture for Southern
California, Myron Hunt 1868–1952: The Search for a Regional Architecture , Wallace Neff: The
Romance of Regional Architecture, and Johnson, Kaufmann & Coate: Partners in the California
Style.
Recent Awards
2017 Congress for the New Urbanism Charter Award, Hotel Plaza la Reina
2016 Congress for the New Urbanism Charter Award, Playhouse Plaza
2015 Congress for the New Urbanism Charter Award, 30 Years of Scripps College Campus Stew-
ardship
2015 Arthur Ross Award, Institute of Classical Architecture & Art
2013 International Downtown Association Pinnacle Award, Lancaster Boulevard Transformation
2012 EPA National Award for Smart Growth Achievement: Overall Excellence in Smart Growth,
Lancaster Boulevard Transformation
2011 APA Outstanding Focus Issue Award, Santa Ana Renaissance Specific Plan
Experience
Partner, Moule & Polyzoides
(since 1982)
17 Highway 111 Corridor Plan
At AHBE Landscape Architects, we are catalysts for design innovation that
benefits the greater good. We begin each project as an exploration about how
the site is ecologically connected to the larger network of natural lands, open
spaces and other landscapes.
AHBE is an award-winning professional service corporation, providing
comprehensive landscape architecture services. Collectively, we have extensive
experience in the technical development of design aesthetics and constructa-
bility that are hallmarks of our work. The firm has worked on a wide variety
of project types and scales: gardens, parks, educational and corporate cam-
puses, medical facilities, recreational facilities, civic plazas, streetscapes and
green streets, mixed-use commercial developments, hospitality, housing, trail
systems, and master plans/design guidelines.
We have extensive experience building projects throughout Southern
California. Additionally, the firm has experience in other U.S. regions and
overseas, including Asia and the Middle East.
About the Firm
Seeing landscapes through the lens of infrastructure, we take a
holistic approach to solving design problems. Our commitment to
sustainable design guides us to ask questions, explore new ideas
and think innovatively. Out of this process, beauty and perfor-
mance emerge from the landscape.
Professional Services
Landscape Architecture
• Hardscape design
• Planting design
• Irrigation design
• Sustainable guidelines
• Construction documentation
• Specifications
• Construction administration
Environmental Planning & Urban
Design
• Open space planning and design
• Landscape/site master planning
• Restoration/revegetation
planning
• Green infrastructure planning
and design
• Community participation
planning
Team 18
Gary Lai, RLA, LEED AP BD + C, has over 25 years of experience in the landscape landscape
architecture and urban design. He has extensive experience in site sustainability issues particularly in
water-related sustainable design, which includes low-flow and recycled water irrigation systems as
well as watershed and stormwater runoff issues. He is currently providing “Net Zero Water” exper-
tise on several projects, most notably the Santa Monica City Services Building and Earvin “Magic”
Johnson park in Willowbrook. Gary is heavily involved in the local professional sustainability
community, serving as the Co-Facilitator for the Los Angeles Collaborative of the Living Build-
ing Challenge, as a member of the Water Conservation Professional Practice Network, California
Congress for the Living Futures Institute, and United States Green Building Council (USGBC),
Los Angeles Chapter. Gary has worked in all 4 desert areas in the United States – the Great Basin,
Mojave, Sonoran and Chihuahuan Deserts.
G ary Lai, RLA, ASLA, SITES AP, BD+C
Education
Bachelor of Science, Land-
scape Architecture, University
of California at Davis
Experience
2015-Present, Principal,
AHBE Landscape Architects,
Los Angeles, California
2015-Present, Senior Lectur-
er, Otis College of Art and
Design, Los Angeles
2008-2015 Business Class
Leader, Senior Landscape
Architect, HDR, Los Angeles,
California
2006-2008 Director of
Operations, MIG, Berkeley,
California
1995-1997 Project Manager,
SSA Landscape Architects,
Santa Cruz, California
1991-1995 Landscape De-
signer/Landscape Architect,
Richard Murray Associates,
Monterey, California
Relevant Projects
SANBAG, San Bernadino Transit Center: Project Manager for site planning, landscape design and
streetscape design for a bus, rail and bus rapid transit hub in downtown San Bernardino. The project
features a drought tolerant landscape. Project has applied for LEED Platinum.
Earvin “Magic” Johnson Park Master Plan and Phase 1, Willowbrook: Focused around a re-cre-
ation of the historic willow brook that gave the area its name, visitors will experience the transfor-
mative power of water and its ability to create community via formal reflecting pools, play fountains,
filtration ponds, and a revitalized lake for fishing and paddle boating. Additional park amenities
— including a community center, amphitheater, gymnasium, multi-use trails, equestrian center
& stables, and synthetic turf athletic fields — will be provided to meet the recreational and social
gathering desires of the community in a sustainable manner.
LA Metro, Metro Rosa Parks Station, Willowbrook: Project Landscape Architect for full land-
scape architectural design services (hardscape, planting, irrigation) for the transformation of this
existing Metro station into a mobility hub and community space. The scope of work included the
rail platform, arrival sequence, and perimeter landscaping – as well as the central transit plaza which
is envisioned as an urban forest characterized by colorful and fragrant plant materials. Sustainable
design features include drought-tolerant regionally appropriate plantings, a cistern for water reuse,
and a structural soil system to mitigate storm water requirements and ensure a long-living, healthy
tree canopy. The project is scheduled for completion in late-2018.
Riverside County, Palm Desert Sheriff’s Station, Palm Desert: Native desert and drought tolerant
landscape design and low-flow irrigation design for a Sheriff’s station. LEED Silver. Landscape
Architect and Site Sustainability Lead.
Department of Defense, Ft. Bliss Replacement Hospital, El Paso, TX: Site planning, native desert,
drought tolerant landscape design and low-flow irrigation design for a replacement hospital at Ft.
Bliss near El Paso Texas. LEED Silver, Landscape Architect, Site Sustainability consultant.
Certification
Leadership in Energy and En-
vironmental Design (LEED)
Accredited Professional, Build-
ing Design and Construction
Affiliations & Appointments
Steering Committee for the Living Building Challenge, Los Angeles Collaborative
Water Conservation Professional Practice Network
Member of the California Congress for the Living Futures Institute.
Member of the United States Green Building Council, Los Angeles Chapter
Selected Lectures
Moderator, “Net Zero Water” presentation for the Living Building Challenge, March 2017
Speaker, Municipal Green Building Conference & Expo, Viable Net-Zero Water Systems from
Aging Infrastructure, April 2018
Speaker, Net Zero Water Conference, “Eco Water Districts: A Possible Sustainable Water Future
for Southern California”, September 2018
19 Highway 111 Corridor Plan
A different kind of Transportation Firm
Nelson\Nygaard Consulting Associates, Inc. is an internationally recognized
firm committed to developing transportation systems that promote vibrant,
sustainable, and accessible communities. Founded by two women in 1987,
Nelson\Nygaard has grown from its roots in transit planning to a 130-per-
son, full-service transportation firm with offices across the United States.
Nelson\Nygaard is a registered California C-Corporation with a strong track
record of profitable operations. They have offices that span across the nation,
including San Francisco, CA; Los Angeles, CA; Portland, OR; Seattle, WA;
Boston, MA; and New York, NY. The Los Angeles office will help support
the efforts for this project.
In keeping with the values set by the firm’s founders, Nelson\Nygaard puts
people first. They recognize that transportation is not an end by itself but a
platform for achieving broader community goals of mobility, equity, econom-
ic development, and healthy living. The firm’s hands-on, national experience
informs but doesn’t dictate local solutions. Built on consensus and a multi-
modal approach, their plans are renowned as practical and implementable.
About the Firm
Connect Columbus Multimodal Thoroughfare Plan: The public
engagement included a series of week-long charrettes, mobile pop
ups in the “Connect Columbus Plan Van,” carrying maps, project
information, activities, and other materials to reach broader and
non-traditional public meeting audiences.
Services
Team 20
Paul Moore is involved in the oversight and management of major urban design, land use and trans-
portation planning and engineering projects. He has nearly 30 years of experience in developing
major transportation and transit planning projects, small area planning and redevelopment studies,
traffic engineering and design manuals and studies, and livable transportation solutions.
P aul Moore, PE
Relevant Projects
Atlanta Comprehensive Transportation Plan Update, (Atlanta, GA) 2017. Project Manager for a
comprehensive, long-range transportation plan for the City of Atlanta. This plan is an update of the
first-ever comprehensive transportation plan that Paul led in 2008.
Connect Columbus Transportation Plan, (Columbus, OH) 2016. Project Manager for a compre-
hensive, multi-modal transportation plan including updates to the street and access management
standards.
30 Crossing Project, (Little Rock, AR) 2018. Representing the City of Little Rock in work sessions
and negotiations with the Arkansas Department of Transportation to guide the design of a freeway
replacement and spur ramp removal in downtown.
MOVEPGH, (Pittsburgh, PA) 2012. Project Manager of a citywide transportation plan for
Pittsburgh. This plan addressed the challenge of an established city with aging infrastructure and
substantial funding challenges. The plans also include development of the street design guideline
and a world-class bicycle plan.
Multimodal Transportation Plan, (Madison, WI) 2017. Project Manager for a citywide transpor-
tation plan considering improved transit, better parking management and building on the Platinum
bike system.
Multimodal Transportation Plan, (Louisville, KY) 2016. Project Manager for a strategic multi-
modal transportation plan to address the current and future transportation needs within Louisville
Metro.
710 Corridor Community Mobility, (Pasadena, CA) 2015. Led the development of an communi-
ty-focused alternative to the long-proposed extension of the 710 Freeway. The freeway project was
eventually cancelled and Mr. Moore is assisting the local communities in reprogramming previously
allocated funding.
City of Johns Creek Comprehensive Plan (Johns Creek, GA), 2016. Served as project manager,
coordinating tasks and deliverables for prime consultant. Responsible for presenting at the commu-
nity education system on the value of planning for active travel modes, and providing basic concept
sketches for vehicle and active mode connectivity from village nodes to town centers.
Eastside Community Transportation Framework Plan, (South Pasadena, CA) 2017. Led the
development of high level recommendations for multi-modal projects that could improve quality of
life in the subregion.
Link Spokane, (Spokane, WA) 2018. Project Manager for an update to the transportation chapter
of the City’s comprehensive plan. The effort included updating of the City’s traffic impact and
concurrency standards and development of new complete street design standards.
Pearland/Brazoria Area Plan, (Houston, TX) 2012. Project Manager for a transportation/land use
plan for this large study area in suburban/exurban Houston.
ITE/CNU Walkable Thoroughfares Manual - 2017. Project manager for the development of this
manual of street design guidance.
NACTO Urban Street Design Guide - 2012. Provided technical review of this nationally-recog-
nized design resource.
Education
B.S, Civil Engineering,
Georgia Institute of
Technology, 1989
Experience
Nelson\Nygaard Consulting
Associates, Inc. Principal,
2012–Present
Registration
Georgia Professional
Engineer 021389 (1994)
21 Highway 111 Corridor Plan
1910
1930
2018
South Pasadena Downtown Specific Plan
The Downtown Specific Plan area has two distinct
corridors that are adjacent and complimentary. The
two corridors are designed to be “Park-Once” walk-
able places. The Plan identifies existing open spaces
and stitches them to new open spaces creating a rich
tapestry of parks, plazas, enhanced alleys, parklets and
street crossings. This network is designed to enhance
walkability, sociability and spontaneous interaction
throughout the two districts.
Relevant Projects
Client City of South Pasadena
Con-
tact
David Watkins
dwatkins@southpasadenaca.gov
Status Administrative Draft Review Period
Team RA (lead), Moule & Polyzoi-
des,HR&A, Nelson Nygaard, ARG,
Psomas
www.plansouthpasadena.org
Relevant Projects 22
Client City of Indio, CA
Contact Carl S. Morgan, Economic Development
Director
Status Vision Plan complete
Team Moule & Polyzoides
A Vision Plan for Downtown Indio
This is a visioning study for the transformation of an approximately ten-block
area of downtown Indio which contains some of the City’s most important
buildings and places, including City Hall, the Indio Performing Arts Center
and the downtown’s main street, Miles Avenue. Over the past decades this
area has seen significant disinvestment due to rampant sprawl despite its
potential to become the City’s civic and communal heart. The vision outlines
a broad planning framework to create a new downtown for Indio, identifying
a series of distinct public and private place-making strategies to guide the
process.
Public projects include an iconic network of public places, including two
new parks connected by a unique four-block-long thoroughfare; a civic center
campus which includes a city hall, library, EOC and police building; and the
incremental development of art- and media-based projects. Private catalytic
projects include a two-block pedestrian-centered village of commercial,
entertainment and residential uses; 300 units of mixed-income housing in
courtyard housing configurations, a new hotel on Miles Street, and various
infill mixed-use buildings which will form new street faces and restore the
architectural fabric of Downtown.
23 Highway 111 Corridor Plan
West Covina Downtown Plan and Code
The place-based community vision for Planning and Coding identified
and sought to protect and enhance the stable residential neighborhoods
while directing new growth to downtown area, corridors, and centers
where the development pressures are the greatest and change is desired.
The comprehensive update of the General Plan was developed together
with a new vision, economic development strategy and clear and precise
place-based standards for the Downtown area.
Client City of West Covina, CA
Contact Jeff Anderson, Planning Director
(626) 939 8423
Status Adopted in December 2016
Team RA (lead), Moule & Polyzoides, HR&A,
Nelson Nygaard, Rincon
I-10
I-10
Sunset AveGlendora AveVincent AveWest Covina Pkwy
Lakes Dr
Ca
m
e
r
o
n
A
v
e Toluca AveW
a
l
n
u
t
C
r
e
e
k
Pk
w
y
Civic
Center
Lakes
Center
Mall
Training
Outreach
• One-day FBC Training Workshop
with City Staff
• Post adoption FBC Training with
Planning Commission & City
Council
The plan envisions Downtown West Covina as an inter-
connected series of three mixed-use walkable districts,
wherein a number of underperforming land parcels pro-
vide opportunities for new urban infill. The 3 districts are
linked through a continuous open space network of streets,
sidewalks, crosswalks, greens and plazas.
An integrated transportation system that effectively serves the Downtown area, will
make downtown a place where people prefer to walk, bike, or ride public transit
rather than drive a car.
A series of coordinated and phased public and private investment will create a
series of unique and distinctive places in the Downtown area. The Plan and Code re-
calibrate the streets within the study area to allocate street space equitably among
all modes. A clear and precise vision-based code facilitates a rich public realm and
offers predictable outcomes with a streamline review process.
Relevant Projects 24
Lancaster Boulevard Transformation
Lancaster Boulevard, the City’s main street, suffered from high-speed traffic,
poor pedestrian facilities, excessive parking and reduced retail activity. The
Moule & Polyzoides vision centered on reconfiguring the Boulevard into a
rambla and designing adjacent streets, plazas and paseos to generate a superi-
or public realm. Among the plan’s key elements are wide, pedestrian-friendly
sidewalks, awnings and arcades, fewer travel lanes, enhanced crosswalks,
abundant street trees and shading, and added lighting, gateways and public
art. Lancaster Boulevard has been transformed into an attractive shopping
destination, a magnet for pedestrian activity and a venue for civic gatherings,
which will help ensure long-term economic prosperity.
Since project completion:
• The Blvd has attracted 52 businesses since late 2009.
• Revenue from the downtown area is up 119% in 2012 compared to 2007,
the year before revitalization efforts began.
• Private investment is estimated at $130 million.
• Over 800 permanent jobs have been created.
Client City of Lancaster, CA
Cost $8 million / $1 million per block
Status Completed 2010
Team Moule & Polyzoides
EPA National Award for Smart Growth Achievement in 2012
25 Highway 111 Corridor Plan
“
“
Kaizer brought a wealth of experience, energy, creativity
and vision to South Pasadena. Kaizer was especially
effective tirelessly facilitating the community’s understand-
ing of a complex array of issues and their interrelation-
ships, and inspiring productive discussions that generated
creative approaches to a variety of issues faced by the City.
David G. Watkins, AICP, South Pasadena Planning Director
“The Plan was adopted in June of 2010 and we have already begun to
see the very positive results of having such a plan in place,” said City
Planning Manager Karen Haluza. “The Code also enabled the City to
successfully compete for transit grant funding due to the fact that the City
was able to show that its land use policies support the development of
new transit. I strongly recommend Moule & Polyzoides.”
References
David Watknis
City of South Pasadena
Director of Planning
dwatkins@southpasadenaca.gov
Jeff Anderson
City of West Covina
Director of Planning
(626) 939 8763
jeff.anderson@westcovina.org
Jim App
City of Paso Robles
City Manager
(805) 237 3888
japp@prcity.com
Karen Haluza, AICP
City of Fullerton
Community Development Director
(714) 738-6540
karenh@cityoffullerton.com
Karen was the Planning Manager at City of
Santa Ana (2004-14) where she managed the
Santa Ana Renaissance Specific Plan.
Rangwala Associates
Moule & Polyzoides
Budget 26
Budget
RA GP Moule & Polyzoides Nelson Nygaard AHBE UA Other
KR BG SP VB PM ZZ GL SP
@$225 @$200 @$275 @$175 @$265 @$150 @200 @$150
Hrs Amount Hrs Amount Hrs Amount Hrs Amount Hrs Amount Hrs Amount Hrs Amount Hrs Amount
Task 1 Planning & Coordination
1.1 Kick-off Mtg 6 $1,350
1.2 Joint Mtg CC & PC 4 $900
1.3 Monthly Status Mtg 9 $2,025
1.4 Project Website 36 $8,100
1.5 Civic Engagement
1.5.1 Online Engagement 2 $450
1.5.2 Project Tour 3 $675 3 $525 3 $795 3 600
1.5.3 Infographics 12 $2,700
1.5.4 Public Survey 30 $6,750
1.5.5 Focus Group Mtgs 12 $2,700 4 $1,060
1.5.6 Pop-up Event 4 $900
1.5.7 Book-a-planner 4 $900
Task 2 Discovery
2.1 Interviews 10 $2,250
2.2 Place Profile 18 $4,050 6 $1,200
2.3 Code Diagnostics 22 $4,950
2.4 Mobility Study 4 $900 6 $1,590 24 $3,600
2.5 Retail 8 $1,800
2.6 Place-branding 8 $1,800 10 $2,000
Task 3 Visioning
3.1 Charrette 55 $12,375 38 $7,600 50 $13,750 50 $8,750 24 $6,360 32 $6400 23 $3,450 $2,000
3.2 Eco Development Strategy 20 $4,500 2 $400
3.3 Mobility & Parking Strategy 8 $1,800 9 $2,385 58 $8,700
3.4 Landscape Program 4 $900 20 $4000
3.5 Branding 13 $2,925 3 $600 5 $1,375 5 $875 2 $530 6 $1200
3.6 Development Standards 40 $9,000 19 $5,225 26 $4,550 4 $800
Task 4 Draft & Refine the Corridor Plan
4.1 1st Draft of Corridor Plan 80 $18,000 6 $1200
4.2 Joint Mtg CC & PC 6 $1,350
4.3 Implementation Program 19 $4,275
4.4 Prepare 2nd Draft of Corridor Plan 16 $3,600
Task 5 Adoption
5.1 Prepare Final Draft for Adoption 10 $2,250
5.2 Public Hearing 8 $1,800
Travel related expenses $6,250
Printing 30 copies of Corridor Plan $1,250
Sub-total $105,975 $8,600 $20,350 $14,700 $12,720 $12,300 $17,400 $3,450 $9,500
Total $204,995
27 Highway 111 Corridor Plan
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: _______________________________________
Kaizer Rangwala
Principal Rangwala Associates
ty of perjury under the laws of the
___________________________
Kaizer Rangwala
Principal
Rangwala Associates
6325 Jackie Ave, Los Angeles, CA 91367