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Sargent Town PlanningV 7 Jam• . � -fir{{ Ti M— ze • � ,iZ�.•Y1. � �w• 't•-�• l i,• � _.w..._�-•V�I-w• ""ram T J%�[' 'tom' �'� VISTA SANTA ROSA MASTER PLAN PROFESSIONAL SERVICES PROPOSAL ace QW�Krcv — GEM oftbe DESERA — Prepared for the City of La Quinta, CA Submitted by: Sargent Town Planning Team 1 5 January 2026 y j r iI�+ f w � •a roE� _ ? I �P'! _ i,l f d, F^ .. ` 'a"''awi•�t'`r +�"'t�+� ` "� Y i" 7� .. :, f' h 1S � I ♦. i` ♦ i p110 y�ja- Contents Section 1. Cover Letter .2 ....................................... Section 2. Background, Team Qualifications and Experience .......4 Section 3. Pro'ect Understanding & Approach .10 Section 4. Scope of Work .16 Section 5. Schedule / Timeline .26 ............................... Section 6. Fee Schedule .28 ..................................... Section 7. Complementary Additional Services ..................30 Section 8. Subcontracting Services .31 Section 9. Disclosures .32 ....................................... Section 10. Acknowledgement of Insurance Requirements ........33 Section 11. Non -Collusion Affidavit .34 Section 12. Acknowledgement of Addenda .35 Annendix..................................................36 Note: All underlined text on this page are hyperlinks linked to the relevant Sections in this Proposal (electronic version only). DMI all =u s 59 SARGENT ■1 UE TOWN PLANNING 5 January 2026 City of La Quinta 78495 Calle Tampico La Quinta, California 92253 Attn: Scott Nespor, Senior Planner Re: RFP - Vista Santa Rosa Master Plan Dear Mr. Nespor, Thank you for this opportunity to offer our services to the City of La Quinta. We understand that as the cities of the Coachella Valley have expanded into much of the Valley's historically rural and agricultural lands in recent decades, development has largely passed Vista Santa Rosa by, enabling its unique rural character to evolve rather organically. And in recent years, population growth, infrastructure needs and costs, and economic development pressures are competing with rural traditions to define the future of Vista Santa Rosa. We understand that City is seeking an experienced consultant team with a proven track record of building community trust and successfully navigating such forces and challenges to help build consensus and craft a community -based plan for Vista Santa Rosa's future. Sargent Town Planning has assembled just such a Team, with deep experience collaborating with one another and working with communities throughout California - including many in the Coachella Valley and Inland Empire - to prepare visionary and practical community -based plans of all sizes and types. As we do for each new assignment, we have curated a multidisciplinary team of experienced professionals, tailored specifically to the opportunities and challenges of Vista Santa Rosa and to the City's expressed requirements and intentions for a Master Plan. From our network of trusted collaborators we have assembled a Team of individuals and firms that we are confident offer the City an ideal combination of relevant experience, regional knowledge, and value for this important effort: + Sargent Town Planning (STP) I Prime / Team Lead: Community planning and design, land use and form -based frameworks, semi -rural and equestrian community planning, community engagement strategy, and implementation tools; + Burris Planning Group: Community engagement lead and land use strategist, equestrian expert; + Fehr & Peers: Multimodal mobility, circulation, and VMT analysis in semi -rural and resort contexts; + Lisa Wise Consultants (LWC): Market and economic analysis, development feasibility, and fiscal impact modeling for annexation scenarios; + Atlas Planning Solutions: Environmental and GIS support, spatial analysis, and data visualization; and + Meridian Consultants (now a part of Trinity Consultants): CEQA and environmental analysis and supporting special studies. Back to T.O.C. All members of our team have worked extensively in the Coachella Valley and have an established track record with Valley cities in successfully completing complex, community -based planning efforts. Together and separately, we have led or contributed to general plans, specific plans, area plans, corridor plans, streetscape improvements, and environmental documents in Coachella, Indio, Palm Desert, La Quinta, Riverside County, and in many other cities in the Inland Empire, Southern California, Statewide, and beyond. Our approach to the Vista Santa Rosa Master Plan is grounded in four core commitments: + Meaningful, bilingual community engagement and lasting trust. With City staff we will design an engagement process that gives Vista Santa Rosa residents, property owners, and businesses multiple ways to participate; share their vision for the future; understand options for development, conservation and annexation; and see their input reflected in the Plan. We commit ourselves to helping the City build lasting relationships and trust, notjust to complete a checklist of meetings. + Authentic rural, agricultural, and equestrian character. We will work with Vista Santa Rosa residents and stakeholders to define, in clear words and graphics, what it means to preserve and evolve the community's unique character through land use, streets and trails, community gathering places, neighborhood forms, and the design of new housing, hospitality, and employment uses that are uniquely calibrated to Vista Santa Rosa. + Annexation -ready and fiscally sustainable planning. We will integrate market and fiscal analysis into each major decision point, ensuring that the preferred Master Plan and any annexation strategy are supported by a clear understanding of revenues, service costs, and long-term fiscal implications for the City of La Quinta. + An implementation toolkit, not just a plan. We will deliver a clear and graphically rich Master Plan, a robust program -level CEQA document, and practical tools —a fiscal annexation model, catalyst site concepts, review checklists, and monitoring templates —that City staff can use to guide annexation and development decisions for years to come. Working collaboratively with City staff, elected officials, Vista Santa Rosa stakeholders, and the broader community, we will help La Quinta and Vista Santa Rosa imagine the possibilities, weigh trade-offs, and craft a clear, feasible vision for the community's future. From that vision, we will custom -tailor policy and regulatory frameworks and environmental documentation to guide future decisions, one project at a time. Our plans and tools are designed to help you guide the economic and market forces you have to build the community you want, in ways that are fiscally and politically sustainable. Sargent Town Planning's main office is located in Pasadena and will serve as the primary office for this project. We will be supported by Burris Planning Group's office in Jurupa Valley. All information and pricing included in this proposal are valid for a minimum of ninety (90) days. In subsection 5 of our Project Approach in Section 3 of this proposal, we provide a brief discussion of the assumptions on which our fee proposal is based and our willingness to work with the City to further refine the scope and fee. Additionally, all individuals designated to perform work for the City are free from any conflict of interest. We appreciate your consideration and would be honored to assist the City of La Quinta in this important work. Sincerely, SARGENT TOWN PLANNING, INC. 4- David Sargent, President 87 East Green Street, Suite 205 Pasadena, CA, 91105 0: 213.328.2600, ext. 1 1 M: 805.901.0560 david@sargenttownplanning.com Back to T.O.C. SARGENT TOWN PLANNING Section I Background, Team Qualifications and Experience A. Team Members As described in the cover letter, our proposed Sargent Town Planning Team has worked together extensively on a wide variety of plans. Rather than assigning staff based on availability —a common practice for larger firms —we assemble project -specific teams from our trusted network to meet the unique requirements of each new assignment. Our team members enjoy working together and have developed complementary working relationships, skills, and processes. As such, we present to the City of La Quinta a highly collaborative, highly efficient team for this important project. From this experience, we have developed a project approach built on a strong Project Manager -Task Leader structure, with each task leader responsible for delivering their scope in close coordination with the overall Project Manager. This structure enables integrated delivery of complex planning efforts while maintaining our schedules. Per the RFP, we provide the following short introductions to our firm and each proposed subconsultant firm, focused on recent Inland Empire experience, followed by very short bios of selected key staff who will be assigned to this project if our Team is selected. Note: All firm names in this Section are hyperlinked to their corresponding subsections of the Appendix. SAPGENTTOWN PLANNING Sargent Town Planning (STP) is a Pasadena -based community planning and design firm who will lead the Team, manage the project, lead the community visioning process, prepare and illustrate alternatives and prepare the Master Plan. STP brings to the City of La Quinta over 30 years' experience collaborating with California towns and cities to prepare general plans, area plans, specific plans, and innovative zoning codes and implementation strategies that guide and balance the growth and development of towns and cities with the conservation of natural and agricultural lands. Each plan is based on comprehensive analysis of the plan area and surrounding context and robust community engagement, These are the foundation upon which we build a community -based vision and craft a plan tailored to that community's unique scale and design character, local culture and economy, regional traditions, opportunities and challenges, and aspirations for the future. Over the past 15 years, our firm has led or played major roles in preparing area plans, general plans, specific and master plans for Inland Empire and Coachella Valley cities of Indio, Coachella, Palm Desert, Jurupa Valley, Norco, Fontana, Ontario, Rancho Cucamonga and Claremont. Many of our plans have been recognized by regional, state, national and international awards, including a recent general plan for Rancho Cucamonga that received the top national Community -Wide Plan Award from the American Planning Association's Sustainable Communities Division in 2022. David Sargent will be the Principal in Charge for the Vista Santa Rosa Master Plan. He is currently leading the preparation of a Station Area Plan for the City of Coachella, for which STP is a subconsultant to HDR Engineering. STP is structuring the document to enable its adoption as an Area Plan within the City's General Plan. In collaboration with Matt Burris he previously co -led the vision planning and community design work for general plan updates in Coachella, Palm Desert and Indio, and multiple master plans, area plans and specific plans to further general plan implementation in those communities. Peter VanderWal is a Principal of the firm and its Pasadena Studio Director, who will direct the community planning and design and preparation of the Master Plan. He has been the lead designer for General Plan Updates for Coachella, Indio, Palm Desert, Fontana, Rancho Cucamonga, Ontario and Norco, and Area Plans and Specific Plans for Downtown Indio, the Indio 111 Corridor, the Palm Desert City Center/111 Corridor, Fontana Downtown Area, Etiwanda Heights Neighborhood & Conservation Plan, and multiple Town Center and Corridor Plans for the City of Jurupa Valley. Back to T.O.C. SARGENTTOWN PLANNING (CONTINUED) Russ Cunningham, AICP, will serve as STP's Project Manager for the Vista Santa Rosa Master Plan. A Senior Associate of STP with almost 20 years of public sector experience, Russ has guided a variety of long-range planning projects including general plan updates, local coastal program updates, specific plans, climate action plans, vulnerability assessments, and school facilities needs assessments. He is currently managing STP's work on the Coachella Station Area Plan, and writing policy for the Norco General Plan Update, among other assignments facilities needs assessments. He is currently managing STP's work on the Coachella Station Area Plan, and writing policy for the Norco General Plan Update, among other assignments. Andrew Krizman is an Associate Principal and lead urban designer and planner with extensive experience evaluating undeveloped and agricultural lands —similar to those within La Quinta's Sphere of Influence —regarding their long-term potential for preservation and/or walkable development. He has led studies and plans for large, underutilized opportunity sites within cities and at city edges in Coachella, Rancho Cucamonga, Jurupa Valley, Norco, Ventura, Oxnard, Watsonville, and elsewhere across STP's range of work from master plans to general plans. Through this work, Andrew helps cities, communities, and other stakeholders make informed, collaborative decisions regarding annexation, land use changes and infrastructure investment ' BURRIS PLANNING GROUP (BPG) ,. Burris Planning Group (BPG) is a newly formed company based in Jurupa Valley, who will lead the community engagement process and collaborate with STP in defining the community's vision for Vista Santa Rosa. Matthew Burris, BPG's founder, has been a constant collaborator with STP for the past 13 years and will lead the teams community engagement work and collaborate with STP in developing policy and stratgy for the Master Plan. As an Associate Principal of Raimi & Associates from 2010 through 2017 Matt led General Plan Updates for the cities of Coachella, Palm Desert, and Indio, for all three of which STP was a key sub -consultant to R&A, collaborating closely with Matt in leading the community visioning, land use and community design. In late 2017, while STP was working on a 4,400-acre specific plan for new neighborhoods and habitat conservation of foothill open spaces for the City of Rancho Cucamonga, Matt was hired by that City as its Deputy City Manager, responsible for planning, community development, economic development, engineering and public works. Since that time, STP successfully completed a series of projects for Rancho Cucamonga, including the Etiwanda Heights Neighborhood & Conservation Plan, a multi -award -winning comprehensive General Plan update, and multiple Focus Area Master Plans. Danny Castro, will support the project in community engagement and strategy setting. With over thirty years of experience and extensive first-hand knowledge of the Southern Sphere of Influence area, Danny offers continuity and insight into the planning process that will be invaluable for quickly building trust between the community and STP team. Back to T.O.C. SARGENT TOWN PLANNING ppo FEHR & PEERS • Fehr & Peers is a State and national leader in innovative and place -based mobility strategies, with very deep experience in the Inland Empire, including for the City of La Quinta. The firm and principals proposed here have been key members of the project teams with STP for the Coachella, Indio, Palm Desert, Jurupa Valley, Norco, Ontario and Rancho Cucamonga general plans and area plans mentioned herein. Jason Pack, will serve as F&P's Principal -in -Charge for this project. He has personally collaborated with STP on the General Plan Updates for Coachella, Indio, Palm Desert, Norco, Ontario and Rancho Cucamonga, as well as specific plans and master plans in Indio, Palm Desert, Jurupa Valley and Rancho Cucamonga. Delia Votsch, has notable experience with Travel Demand Forecasts, Vehicle Miles Traveled, and Transportation Demand Management. She has been involved in numerous efforts to quantify VMT for traffic studies and environmental documents, and has led SB 743 implementation and regional VMT Mitigation program studies for many jurisdictions in Southern California, working with many members of this team over the years. LISA WISE CONSULTING (LWC) Lisa Wise Consulting (LWC) is a leading California planning and economic consulting firm, with whose principals STP has collaborated for almost 20 years. The firm's specialties include economic and fiscal analysis and strategy, housing policy, and innovation in zoning. They are currently working on teams with STP in Coachella and Norco and are a key member of the GHD team preparing La Quinta's Highway 111 Corridor Plan. Their current and on -going economic consulting work in La Quinta and Coachella and Norco, added to our long-term teaming relationship with this make them an obvious choice for this assignment. Lisa Wise is the firm's founding principal and brings 3 decades of professional experience in economic consulting, housing policy and innovative zoning to our teams. She and Mr. Sargent have collaborated on projects of many types form almost 25 years, ranging from downtown plans to plans for neighborhoods and rural areas. Their collaboration in communities with a strong rural orientation include a general plan and zoning ordinance update for Tehachapi, neighborhood planning and design guidelines for Ojai, a general plan update for Norco, and an area plan for the City of Coachella. David Bergman will serve as LWC's principal economist for the project. David collaborated with the principals of STP on general plans and master plans prior to STP's re-establishment in 2009 and his joining LWC in 2020. His current and recent collaborations with STP include Coachella's Station Area Plan, Norco's General Plan Update, and master planning and zoning updates in Rancho Cucamonga. Jen Muillo, will support Lisa and David on this project. With 20 years of economic, fiscal, and planning experience, she combines public and private sector experience with an MBA to take a 360-degree approach to managing complex economic development, fiscal impact, and long- range planning projects, and assuring LWC's deliverables exceed client expectations and are submitted on time and within budget. Back to T.O.C. ATLAS PLANNING SOLUTIONS Atlas Planning Solutions is a small, woman -owned California Disabled Veteran Business Enterprise based in Riverside with extensive Inland Empire experience and specialized expertise in public safety, hazard mitigation and climate adaptation. A frequent collaborator with STP and BPG, Atlas will support the team with GIS mapping and analysis, evaluation of potential risks or hazards associated with adjacencies of dissimilar land uses, support in crafting strategies to manage such risks, and support for the Team's community engagement work from their Riverside office. Aaron Pfannenstiel will serve as Atlas' Principal -in -Charge for this project, and brings over 20 years of community planning experience, focusing on emergency management, hazard mitigation, and community resiliency. With a background in geology, environmental studies, and urban planning, he helps communities understand hazards, assess vulnerabilities, and develop policies, programs, and mitigation strategies that make communities safer. Dennis Larson will serve as a senior planner and brings over 22 years of experience leading public agency management programs, policy research efforts, and technical analyses. Dennis will lead the spatial analysis and cartography efforts for this project. Mr. Larson's specialties include advanced planning project development, climate resiliency policy, Geographic Information Services, and economic impact analyses. Meridian MERIDIAN CONSULTANTS Meridian Consultants (now a part of Trinity Consultants) is an industry leader in the fields of community, environmental, and natural resource planning. Meridian Consultants' staff offer diverse experience in assisting public agencies with meeting the environmental review requirements of CEQA. The Meridian team has an extensive history of successful work on public sector projects for public agencies throughout California and in the Coachella Valley. They have worked on major projects for the City of La Quinta for over 25 years, including their long-term involvement with the City's SilverRock Resort project, including preparation of an Addendum in 2025 evaluating the latest master plan. Meridian is also currently working on a major specific plan project in Vista Santa Rosa and has substantial experience working for the Cities on Indio and Coachella on major projects. The principals of Meridian and STP have collaborated on master plans, specific plans and general plans for over 30 years, recently including the Etiwanda Heights Neighborhood & Conservation Plan in Rancho Cucamonga and the current General Plan Update for Norco. Tony Locacciato will serve as Meridian's Principal -in -Charge for the project. He has been personally involved with all of the firm's previous and current work in La Quinta and adjoining communities and will represent the firm in all public meetings and major project meetings. He has collaborated with Mr. Sargent in preparing master plans, specific plans and general plans of many sizes and types over the past 35 years. Christ Kirikian, will oversee all air quality, energy, greenhouse gas, and noise analysis for this project, supporting the preparation of the proposed CEQA document. Leanna Williams, is a CEQA specialist with 15 years of environmental analysis. She has extensive experience preparing environmental documents for several major projects in the Coachella Valley and will lead the preparation of the CEQA document. Back to T.O.C. SARGENT TOWN PLANNING B. Three Similar Projects within the Past 5 Years Etiwanda Heights Neighborhood & Conservation Plan In 2015, the City of Rancho Cucamonga retained STP to prepare a specific plan for a 4,400-acre unincorporated area in the foothills of the San Gabriel Mountains, along the northern edge of the City. The objective was to plan 800 acres of County -owned land as a new walkable community and to permanently conserve the remaining natural and rural foothills. Through an extensive public engagement process, the team defined a master plan and development standards for new neighborhoods ranging from a mixed -use village center to equestrian edge neighborhoods, and rural homes within conserved open spaces.. The area has now been annexed, and as of 2025, the County sold the 800-acre neighborhood area to a developer who is pursuing higher density housing than previously envisioned, under new State Law. STP has been assisting the City with updating the development standards to include building types and lot configurations to enable "gentle density" while preserving the original design intent and community vision. Link to more in-depth project description and samples in the to more in-depth project description and samples in the Appendix Link to adopted Etiwanda Heights Neighborhood & Conservation Plan City Staff Contact Jennifer Nakamura, Planning Director (909) 774-4324 /jennifer.Nakamura@CityofRC.us Jurupa Valley Town Centers and Corridors Master Plans In 2022, the City of Jurupa Valley retained STP to prepare the first of three Town Center Master Plans called for by their inaugural 2017 General Plan. After a year -long process of stakeholder and community engagement, the Master Plan was completed and adopted, providing a vision for a semi -rural, equestrian, walkable, mixed -use town center in the underutilized area surrounding the City's Metrolink Station including City Hall, a shopping center, older industrial area and large vacant parcels. The City then retained STP and Fehr & Peers to prepare a master plan for all major street corridors throughout the City, with the goal of making them more attractive, safer and more comfortable for pedestrians, equestrians and bicyclists. With that plan in progress, the City also retained STP to prepare master plans for the Rubidoux and Glen Avon Town Centers as well as development standards for all three town centers. Because STP has had the privilege of undertaking these multiple assignments in overlapping time periods, the overall results are poised to have much the same effect as a focused land use and circulation general plan update. As of 2025, the various town center and corridors plans are nearing completion and the preparation of implementing development standards and circulation element update are underway. Link to more in-depth project description and samples in the Appendix Link to adopted Pedley Town Center Plan City Staff Contact Dianne Guevara, Deputy Director of Community Development (951) 332-6464 Ext. 203 / dguevara@jurupavalley.org Joe Perez, Assistant City Manager/Community Development Director (951) 332-6464 / jperez@jurupavalley.org Back to T.O.C. Norco General Plan Update In 2023, the City selected a consultant team led by STP—and including Fehr & Peers, Atlas Planning Solutions, Lisa Wise Consulting, and Meridian Consultants — to prepare a comprehensive update to their 30-year-old General Plan. The City of Norco prides itself on being Horsetown USA and in preserving its semi -rural character, large lot neighborhoods, and agricultural and large -animal -keeping lifestyle. Based on extensive community engagement and Council study sessions, the Plan is now largely drafted, focusing on conserving neighborhood character, with multi -use equestrian trails along at least one side of most streets throughout town. Modest amounts of new "town -scale" commercial, multi -family and mixed - use development is concentrated within small, walkable "community activity centers" along two major street corridors. The Sargent Team was also asked to update Norco's Objective Design Standards —previously prepared by others —to better reflect Norco's unique community vision; these have now been adopted. Link to more in-depth project description and samples in the Appendix City Staff Contact jean Ward, Contract Project Manager (Vice President, Civic Solutions) (626) 584-8951 / ward@civicsolutions.com C. Samples of Related Plans Please refer to Project Sheets in the Appendix for more detailed project information. Hyperlinks are provided to selected deliverable documents for your further information, if and as wanted. D. Resumes of Project Manager and Team Members Please refer to Firm Profiles and Resumes in Appendix. E. Number of years in business and performing similar services Sargent Town Planning, Inc has been in business for nearly 14 years as the current S Corporation, and for over 15 years starting in November of 2009 as a sole proprietorship and then a C Corporation. Throughout this time, the firm has provided urban and rural planning and design services similar to those proposed herein, to both public and private clients. The majority of our work has been and remains working with cities and communities to define the characteristics that make them unique, successful and beloved by their residents, and then crafting clear vision plans, strong policies, and custom-tailored implementing standards, guidelines and procedures to help them manage and shape growth and change to systematically approach that vision, one project at a time. F. Taxpayer Identification Number 27-2689125 G. Firm Ownership, State and Date of Incorporation Sargent Town Planning, Inc was incorporated in the State of California on April 29, 2010 and received Notice of Acceptance as an S Corporation on January 31, 2011. Corporate Number C3293806. David Sargent is the President and Treasurer of the Corporation and Annabelle Chua Sargent is the Vice President and Secretary of the Corporation. Together they own 100% of the Corporation's stock. H. Is the Firm a Subsidiary of a Parent Company No. Back to T.O.C. SARGENT TOWN PLANNING Section I Project Understanding &Approach Vista Santa Rosa A. Project Understanding It is a natural human tendency, when we love a place, to want to preserve it and prevent unwelcome changes. Often, when residents are asked about their vision for the future of a place, it can be difficult to get a unified response as many may believe their community is perfect in its current state. But no place is static; change is always occurring: population grows, the economies shifts, tastes change, farmers retire, property owners want to capitalize their wise investment. Vista Santa Rosa is just such a place. It is cherished by its residents and they have worked to preserve its eclectic, authentic, rural character for decades. Yet, Vista Santa Rosa sits at the intersection of several powerful forces of change. Riverside County is processing multiple development applications for a wide variety of uses in Vista Santa Rosa. Regional demand for additional housing, hospitality, and industrial space continues to grow and the Coachella Valley's location between Los Angeles, Phoenix, and Mexico make it a natural focus for regional growth. As Palm Springs International Airport approaches capacity, the role of Jacqueline Cochran Airport and surrounding lands will grow, intensifying pressure on nearby properties. Left unmanaged, these forces will surely push the area toward conventional small -lot subdivisions, suburban commercial centers, and logistics or light industrial uses, in forms and patterns that may not align with Vista Santa Rosa's identity or La Quinta's long-term interests. Clearly, the City of La Quinta has a significant stake in defining the future of Vista Santa Rosa. Should the City ultimately elect to annex Vista Santa Rosa, it is imperative that the land use and infrastructure program be economically and fiscally supportable such that the quality 10 Back to T.O.C. of services the City is able to provide to its current residents and those of Vista Santa Rosa is not compromised. Moreover, the land use program could become a great asset to La Quinta by diversifying the city's economy, expanding housing and lifestyle opportunities, and growing its revenue sources. It has been a dozen years since La Quinta last took a comprehensive look at the land uses in Vista Santa Rosa. The General Plan anticipates that a Master Plan would reduce the planned density and revisit the vision for land use and community design, and getting it right matters whether the City elects to pursue annexation or not. As economic pressure increases, so do the chances that unwelcome development projects may appear. So, the central question facing the City of La Quinta and the community of Vista Santa Rosa is how those pressures can best be managed and directed to attract and shape development in patterns and forms compatible with the existing rural environment. To facilitate an effective discussion around this question, there must be trust, understanding and effective communication between the Vista Santa Rosa community and the City. Community support for any changes to the land use paradigm will only emerge if people feel they have been heard, understand their options and associated trade-offs, and can clearly see how a new Master Plan could steer investment toward the future they envision. This requires a process that is accessible, transparent, bilingual, and honest about opportunities and constraints. The collaboration with the community to define the future of Vista Santa Rosa needs to go beyond a simple discussion of land use. It must: ■ Clarify what rural, agricultural, and equestrian character looks like and how it functions in terms of street and trail networks, neighborhood form, block patterns, public spaces, and how new development meets the public realm. We do not anticipate that the community will accept a plan that prescribes a "rural- ish veneer" to be applied to standard suburban sprawl development. Define where and how change should and should not occur, distinguishing areas that should be preserved from those that might be enhanced, slowly evolved, or substantially transformed, and identifying and clarifying development typologies that "fit" Vista Santa Rosa. • Reconcile community values and property owner objectives with market reality, by identifying development type, forms, and intensities that are both feasible and supportive of the desired community character and lifestyles. • Assess the fiscal implications of different alternatives for La Quinta, recognizing that annexation is only viable if it supports, rather than undermines, the City's ability to provide services for existing and future residents of Vista Santa Rosa and La Quinta. • Acknowledge multiple possible governance outcomes, whether that be continued County jurisdiction, some form of joint planning framework, phased annexation, or full annexation by the City. • Develop an implementation -oriented Master Plan that can be adopted through a legislative action, such as a General Plan amendment, and guide future development. It is only through such an open, transparent, and inclusive conversation that the City Council can fully consider whether annexation makes sense for both the Vista Santa Rosa community and the City of La Quinta. We believe that this planning initiative encompasses considerations beyond the potential annexation of Vista Santa Rosa. It is about defining a realistic, community - based, fiscally and environmentally responsible plan for Vista Santa Rosa's future —one that protects and enhances its unique rural character while providing the City with a clear framework for making decisions about annexation and future development. Back to T.O.C. SARGENT TOWN PLANNING 11 B. Project Approach The Vista Santa Rosa Master Plan requires an approach informed by community input, local economic realities, and broad regional trends. To be successful, the approach must be collaborative, iterative, and adaptive in a manner custom-tailored for La Quinta and the needs of Vista Santa Rosa. We have assembled a team, defined an approach, and crafted a scope of work in response to your RFP. Our team's approach is structured around four core principles: • Listen first, and build a shared understanding of opportunities and challenges. ■ Co -create a high-level vision and place -based framework for growth and conservation in an authentically rural environment. • Test alternatives through market, fiscal, and environmental lenses. ■ Deliver an implementation -ready plan and toolkit, not just a vision document. As requested —and as described in more detail in Subsection 4 below —we have organized our proposed services into a phased work program with clear decision points at the end of each phase, allowing the City to proceed, pause, or adjust course as needed. This approach is intended to provide La Quinta and Vista Santa Rosa with not only a compelling vision, but also a grounded, fiscally responsible, and implementable path for managing change in one of the region's most distinctive rural communities. 1. Community Engagement Stakeholder Interviews and Discovery We begin by listening. We will work with City staff early in the process to identify key stakeholders including property and ranch owners, agricultural operators, equestrian and polo interests, hospitality operators, community and faith leaders, Spanish-speaking and farmworker communities, utility service providers, and regional agencies. One-on-one interviews and small -group conversations, conducted in English and Spanish as needed, will run in parallel with our technical analysis. These conversations help us quickly understand local history, concerns, and opportunities, and they often reveal practical constraints and creative ideas that no report can capture. Community Workshops and Decision -Point Engagement We propose a series of in -person, bilingual community workshops, supported by virtual engagement, at each major decision point: + Workshop 1 - Discovery. We will share clear information about existing conditions, regional pressures, and annexation basics. To establish initial direction for the future, this workshop will be aimed at identifying what people value today and what worries them most about the prospect of future change. + Workshop 2 - Vision and Community Structure. We will present several distinct land use and character alternatives using plain -language descriptions and graphic tools. The purpose of the workshop will be to finalize a vision for the future and understand the range of options that might meet the communitys needs and desires. + Workshop 3 - Finding a Preferred Plan. We will present alternatives that would meet both the community's and City's needs and desires for the future to find a viable, supportable preferred plan for the future of Vista Santa Rosa. Community engagement guiding plan development Informal, On -the -Ground Engagement Recognizing that not all residents will come to City Hall, we have found that is especially important to go to them. In coordination with City staff and local organizations, we will attend existing community meetings and events in Vista Santa Rosa, bringing portable materials and simple exercises that allow residents to engage on their own terms and schedules. This is especially important in rural and agricultural communities, where trust is often best built in familiar settings. Study Sessions with Decision -Makers At key milestones, such as confirmation of the project framework, selection of a preferred alternative, and review of the Draft Master Plan and CEQA document, we will participate in study sessions with the Planning Commission and/or City Council. These sessions will focus on clear choices and trade-offs, and will give decision - All meetings will be bilingual, with materials and facilitation available in makers a chance to hear directly how community both English and Spanish. input, technical analysis, and fiscal considerations are being integrated. 12 Back to T.O.C. 2. Place -Based Community Planning and Design Visualizing The Future in Ways People Can Understand We have found that people, generally, do not think in two dimensions when it comes to imagining changes to their blocks, streets, neighborhoods, and cities. The STP Team employs visually rich tools to conduct illustrated conversations with the community about their desired future, their preferences for change and preservation, and to better understand a range of alternatives. We regularly use photo -simulations, renderings, three-dimensional computer models, character photos from other similar communities, and easily understandable presentations summarizing potential future development possibilities throughout the entire planning process, ultimately driving towards a clear, shared understanding of the types of places the community desires. Finally, we will recommend that the Master Plan include community design direction and policy regarding building siting and massing, access and frontage design, and other characteristics of each new project that define the design character and user experience of the community as a collection of distinctive places. Together, these components will help the community understand the physical vision and create a more complete, certain picture of the community's future character. Areas of Change Master plans for large geographic areas are difficult for most people to conceptualize and visualize. To enable organized and focused discussions of future possibilities, our approach includes mapping anticipated and potential levels of change or conservation across the entire planning area. Degrees of change can usually be divided into four distinct classifications: + Preserve: areas where the goal is to maintain existing character and uses. + Enhance: areas where modest improvements to connectivity, design, or uses are desired. + Evolve: areas where incremental change in use and intensity is appropriate. + Transform: areas where more significant change may be necessary or desirable. We have found that mapping these levels of change can be a very effective tool in an initial round of consideration of alternatives, without immediately diving into details, and is also useful later in the process to help inform economic, environmental, and infrastructure analysis. Visualizing the future in three dimensions and calibrating placemaking strategies to the local context Locally Calibrated Placemaking Community dissatisfaction with any new development project is rarely based on unhappiness with "the land use." It is much more often based on an intuitive understanding that the new project simply "doesn't fit in." It doesn't look and feel like more of their town but appears to be a developer's off -the -shelf product or a fragment of some other community that landed in the field near their home. For three decades, STP has been preparing Master Plans, specific plans, community plans, and general plans grounded in the specific and unique design character of that community and place. Our approach emphasizes that each community - and each neighborhood of each community - can have its own distinctive design character, pattern and form. This approach also recognizes that urban/rural form affects how people use a place and how that place performs - economically, environmentally, experientially, socially and fiscally. Our approach employs community design character to organize conversations with the community about their desired future and helps to inform and structure of the plan, infrastructure and the public realm, and strategies for managing growth and change while assuring appropriate local community character. � n - ---� - i A a Mapping areas according to degrees of change, from preservation to transformation Back to T.O.C. SARGENT TOWN PLANNING 13 3. Informing Each Step with Economics and Fiscal Sustainability Market Economics to Inform Engagement, Plan Preparation, and Implementation In our process, market analysis is a key input, not an afterthought. Early in the process, LWC will analyze regional and local market conditions: how much growth the Valley is absorbing, what types of housing and employment uses are proving feasible, and what kinds of projects are being proposed in and around Vista Santa Rosa today. We will analyze market trends in the Valley and Region to better understand how economic forces may shape the future of Vista Santa Rosa and at what pace. This analysis will help us to frame realistic alternatives and communicate with the community about what is likely to happen based on different policy choices. Fiscal Modeling for Annexation Scenarios In parallel with the development of alternatives and, later, the preferred Master Plan, we will analyze fiscal impacts to estimate revenues and service costs for La Quinta under different annexation and land use scenarios. This is central to our approach. We are not simply drawing a pretty plan, we are testing whether the plan can sustain the levels of police, fire, maintenance, and other services that La Quinta residents expect. As the planning process advances, we will use this analysis to refine the plan and to inform an annexation strategy that is fiscally responsible. 4. Phased Approach to Preparing the Master Plan As requested in the RFP, we propose to employ a phased approach to this Master Plan process to ensure that the community, the City, and other stakeholders are in -step throughout the process. Our scope of work is designed to be calibrated to the appropriate level of detail suitable and appropriate for this stage of the planning process, focusing on what's essential for efficiency and relevance and community engagement. At each checkpoint, we will summarize what we heard from the community, present key findings from technical work, highlight choices and trade-offs, and confirm, with staff and decision -makers, whether and how to move into the next phase. This ensures that the City retains control over pace and direction and resources, and that no one feels "surprised" late in the process. This also provides the City with ample opportunities to adjust the course of the planning effort, or put it on hold, or halt it altogether if it appears that the community is not supportive of moving forward or if the Council determines that it is not timely to proceed. As described in detail in the following Scope of Work, we propose the following phases of work for this Master Plan: + Discovery: Early in the project, we will map out the flow of questions and response and planning stages to ensure that everyone understands each step of the project and can appropriately focus on the questions and topics at hand. Concurrently with our background investigations and stakeholder interviews we will conduct a discovery phase of engagement with the community to bring them up to speed on current conditions and hear their perspectives on current conditions and desires for the future. Link to task description + Vision and Framework: Based on community input, the STP team will develop abroad vision for Vista Santa Rosa and bring it back to the community for further discussion. This will set the stage for a more concrete conversation about land use alternatives. Link to task description Alternatives: Based on an emerging "placemaking kit of parts" for Vista Santa Rosa, the Team will work closely with City staff to define high level alternatives for comparative technical analysis and another round of community input. When the preferred vision and alternative is confirmed with the community, the STP Team will be able to define a plan direction for discussion with the City Council before writing the Master Plan and preparing the environmental document. Link to task description Master Plan and Environmental Document: Assuming the Council elects to proceed, the Team will prepare these documents for consideration by the community and decision -makers. Given the RFP's request for detailed studies, we believe the City seeks an implementation -oriented Master Plan focused on tangible results. We believe, in a case such as this, community support will necessitate showing the community how the vision will be implemented and that a vision -level plan will not meet the City's needs. Link to task description 14 Back to T.O.C. 5. Level of Detail and Professional Fees We prepared this Project Approach and Scope of Work based on a careful reading of the RFP, and our understanding that the "Master Plan" the City requests should include more rigorous, 1. Community Engagement, 2. Community Design analysis, vision, and policy, 3. Economic and Fiscal analysis, and 4. Master Plan and Environmental Review than a typical "Vision Plan," but less detail than a "Specific Plan", "Municipal Service Review" and other tools commonly used to finalize an annexation. When we learned in Addendum 1 that the City might be contemplating a $600,000 budget for this project, we assessed options for calibrating levels of effort in each of those key areas to hit that target. Given our understanding of what the City needs from the Master Plan, we determined that less than all the services requested could be supported at that budget. We are very interested in working with the City and respectfully submit this proposal with the hope that it will be considered as an initial proposal that could be calibrated in partnership with the City to meet its specific needs, schedule, and resources. 6. Project Management and Team Coordination STP commits senior -level staff to all projects to ensure deadlines, budgets, and expectations are met. We believe in proactive, regular client interactions to address current and emerging issues, and to plan for upcoming phases of work. Our management approach consists of the following components: • Day-to-day project management with regular check - ins, schedule tracking, and proactive issue -spotting. • Consultant team management led by STP, with monthly (or more frequent) coordination meetings and a shared work plan that identifies near -term tasks and responsibilities. • Quality assurance/quality control through continuous internal review by senior staff and cross - discipline coordination (planning, economics, mobility, environmental). • Focused team working sessions at critical junctures to align engagement findings, design work, economics, and CEQA, ensuring a coherent, implementable Master Plan and environmental document. Community engagement throughout the phased approach I�----------- The Master Plan process will feature a framework with high level alternatives for the community to consider. The Discovery Phase and Environmental Document preparation ensure that potential environmental impacts inform the entire planning process. Back to T.O.C. SARGENT TOWN PLANNING is Section 4. Scope of Work Task 1 1 Discovery Phase In this phase of work, the STP Team will initiate the project, begin to understand Vista Santa Rosa, and work with the community to discuss the future of Vista Santa Rosa. Task 1.1 1 Project Initiation and Management In this task, the STP Team will work collaboratively with City staff to lay the groundwork for the Master Plan and will provide ongoing project management and coordination throughout the life of the project. + Project Initiation Meeting: A principal of the STP Team will conduct an initial organizational meeting - either virtual or in person - with City staff to initiate and organize the project. In this meeting we will review and discuss the scope and schedule and develop a detailed three- month schedule to complement the overall project schedule. During this meeting, we will also confirm or refine approach and scope to calibrate our work to the City's needs. A key component of this meeting will be to confirm the Citys objectives and discuss the approach and strategies for community engagement. Additionally, we will clarify roles and expectations, and confirm communication protocols for information sharing, and background information and materials to be reviewed and considered. + Draft Community Engagement Plan: The STP Team understands that building a shared vision is critical to obtaining political and social support for a future annexation. STP will prepare a detailed public engagement plan in consultation with City staff. The Public Engagement Plan will map out the sequence of public engagement activities, the purpose of each activity, the time of each activity, the resources needed from the City and the consulting Team for each activity, and what content will be developed based on each engagement activity. We anticipate mapping out explicit touch points with the Vista Santa Rosa Community Council during this task. Additionally, the public engagement plan will include a preliminary list of information that will be available to the public. This task assumes that the City will host project information on the City's website and that the City will arrange venues and public notices for all in -person public engagement activities. + Collect Information/Develop Base Plan & GIS Database: City staff will provide the STP Team with all of its existing data, reports, and studies relevant to the Vista Santa Rosa community. STP will collect additional information on La Quinta and Vista Santa Rosa including data from the US + ■����rr���N11���■ ■IIINI■� -1 �1■� ' Z� �i Z �� NI�I■ Z= ill .. �I� �� ■ NI■ � �� IIIN 111 11111 11 I: IIIII■ � 11 � � 11111■ �� �Z Z� N �� t INIIIN� ■1111■ C� I ZZ Z�C M �� �� ■ 1■C 11 � ■1■ ■11■ ■N .. ■nn= �1■ ■■1 �� ■111111 11111 1■1■C ■111111 IIINI Census, the Riverside County Department of Public Health, SCAG, CVAG, and various State of California departments. Finally, STP will create a planning base map of the City, Vista Santa Rosa, and nearby context area outside the City s SOI for use throughout the project. STP will prepare the base map in Adobe Illustrator and GIS (ESRI ArcMap 10) using high resolution aerial photos provided by the City and from GIS. This scope assumes that City staff will be responsible for providing access to all relevant background plans, studies, reports, GIS data, and other related data sets in possession by the City. Additionally, this scope assumes City staff will assist the Team in coordinating with the County for consultation and to obtain relevant data. + City and Vista Santa Rosa Tour and Kickoff Meeting: Key members of the STP Team, including sub - consultants, will visit La Quinta for a one -day tour of the City and the Southern Sphere of Influence (SOI) area (Vista Santa Rosa) and kick-off meeting will have three primary components: • Team meeting with City staff and the STP Team; ■ Tour the city and the Southern SOI area with City staff, and • Meetings with individual department directors or staff. Task 1.1 Deliverables • Project Initiation Meeting • Refined Work Plan and Schedule • Public Engagement Plan ■ Request for Information ■ Base Map of Vista Santa Rosa • City/Southern SOI Tour and Team Kickoff Meeting 16 Back to T.O.C. Task 1.2 1 Place and People Research In this phase of work, the STP Team will become deeply familiar with the place and the people of Vista Santa Rosa. Background Analysis - Review and Assess Plans, Studies and Regulations: A critical starting point for this project will be to review and assess existing general plans, planning reports and documents related to the City, Vista Santa Rosa, and surrounding areas, to understand the vision of Vista Santa Rosa and to identify any gaps in data collection and analysis. The Team will consult with the relevant utility service providers to understand capacities and constraints in the area. In addition, the Team will gather information on existing City planning, economic development, transportation, and sustainability policies to understand the current policy context. + Baseline fiscal and economic snapshot. LWC will conduct a comprehensive market and economic overview for Vista Santa Rosa, analyzing regional opportunities and constraints, demographic and economic trends, and comparing the plan area to the broader Coachella Valley. This includes segmenting data by property type, price range, and recent projects, as well as evaluating employment, retail, and key economic activities using state and local data sources. Building on these findings, LWC will assess market demand and absorption potential for various land uses —such as housing (single-family, multi -family), employment (office, industrial), retail (segmented by scale), agriculture (including equestrian uses), and hospitality (hotels, recreation, event spaces, agro-tourism)—with absorption forecasts spanning five, ten, and twenty years. Deliverables will include memorandum and market assessment reports with both quantitative forecasts and narrative analyses to inform the land use strategy, supplemented by illustrative materials for stakeholder workshops. + Stakeholder Interviews: STP Team members will conduct up to 12 one-on-one meetings with key stakeholders of the City and Vista Santa Rosa. Prior to conducting stakeholder interviews, STP Team will review the results of the 2024 Community Survey to help inform what are the important issues to address in the stakeholder interviews, to obtain a better understanding Research into place, including history and existing conditions the Vista Santa Rosa Community Council. This would help establish "baseline conditions" of community sentiment in parallel with the baseline analysis of existing physical and regulatory conditions prepared in 2.1. Team. + Existing Conditions Report: The STP Team will prepare an outline of the Existing Conditions Report and work with City staff to refine the structure, approach, and appropriate level of detail. Based on direction from staff, the Team will develop an Existing Conditions Report to analyze and document the exiting conditions of Vista Santa Rosa. Initially, this Report is envisioned to be focused on easily and efficiently conveying current conditions in Vista Santa Rosa to the community, City staff, and various stakeholders. While the STP Team will simultaneously be analyzing existing conditions to understand what the community is facing, the report will be designed for ease of use (see following) and to set a backdrop for community engagement. + Informal Engagement: This task provides the resources to engage the community at existing community events. In coordination with City staff and local organizations, we will attend existing community meetings, such as the Vista Santa Rosa Community Council meetings, and events in Vista Santa Rosa and La Quinta bringing portable materials and simple exercises that allow residents to engage on their own terms and schedules. Given the nature of this work, it has been scoped as a time and materials task to be used throughout the project and it is envisioned that existing project content would be utilized of the issues. The stakeholder interviews are to help rather than creating new engagement materials. inform the Vista Santa Rosa community of the intentions and process for the Master Plan, to gain insights into existing community perceptions of the Vista Santa Rosa area, and their hopes and concerns for its future. Stakeholders would be selected by the City with STP input and may include policy makers from the City, County, CVAG, or other relevant agencies, City staff, County staff, local business leaders, or other community leaders such as adjacent homeowner association representatives and Task 1.2 Deliverables ■ Up to 12 stakeholder interviews and notes • Baseline fiscal and economic snapshot • Existing Conditions Report Outline ■ Existing Conditions Report (Primarily in PowerPoint format for use in stakeholder meetings, departmental and council briefings and later integrated into Workshop presentations) Back to T.O.C. SARGENT TOWN PLANNING 17 Task 1.3 1 Discovery Engagement The STP Team will conduct a series of in -person and virtual engagement activities to explore the community's understanding of the current development context and to understand the community's desired direction. Discovery Workshop: This initial workshop with the community is intended to explore and understand the Vista Santa Rosa communitys vision for their future. This initial engagement is critical for building trust for an effective planning process and will be structured to facilitate a dialogue about current trends, the community's vision for the future, and the current planning framework that governs their future. The results of the workshop will be summarized for the City. Workshop materials and activities would likely include, but are not limited to: ■ An overview of all the discovery research and hear from the community • Blank canvas: what do you want VSR to look like/be in 20 years? What makes it special now? ■ Visual preference survey: What is the character of the future of VSR you hope for? • Status quo: What do the current general plans say? What types of projects are coming in? Do these align with your vision of the future? ■ Map your future: Use land use tiles to create the community you want. The purpose of this workshop will be to gather enough information from the community to draft a vision statement and guiding principles or values, should work progress to the next phase. The vision will be used to set the foundation for the next workshop and for developing a series of alternative community frameworks. Virtual Engagement: Following the Discovery Workshop, the STP Team will work with City staff to conduct a focused virtual engagement. This effort is intended to give community members who cannot attend workshops a voice as well as share information. This scope assumes the virtual engagement will be based on and will utilize the materials developed for the Discovery Workshop. It may explore key questions such as: • What do you know about the plans for Vista Santa Rosa? ■ What do you know about community efforts to explore annexation? • What makes Vista Santa Rosa special? • What is one thing you wish could be improved in Vista Santa Rosa? What is one thing you hope doesn't change much in the future? "Did you know" addressing City and County plans, initial thoughts on direction and values and get feedback. The results of the virtual engagement will be summarized for the City. The purpose of this virtual engagement will be to gather additional information on the community's desired vision for the future. This task assumes the consultant Team would prepare the engagement using a tool such as Survey Monkey and the City will distribute via email and post to the Vista Santa Rosa webpage. Task 1.3 Deliverables • Discovery Workshop and notes • Virtual engagement and summary of input Task 1.4 1 Check In Meeting with City Council Following the virtual engagement, the STP Team will meet with the City to discuss community sentiments expressed regarding the future of Vista Santa Rosa, key issues to be explored, discussed and resolved in the next phase or work, and initial attitudes regarding potential annexation to the City and participate in a study session with the City Council. Also, as noted in the RFP, this would be one point in the process to discuss whether the City wishes to continue into the next phase of the planning process, and if so discuss any potential refinements to the scope, schedule or budget based on what has been learned to date. Task 1.4 Deliverables • Next Steps Meeting and notes Task 1.X (and 2.X, 3.X, and 4.X) I On -Going Project Management and Administration For clarity and billing purposes, we include this sub -tasks 1.X, 2.X, 3.X, 4.X in each of the 4 tasks/phases to account for time devoted to project management and administration. Fees for these services, enumerated below, are charged as a percentage (2.5%) of the overall Team professional fees. No administrative fee is charged for reimbursable expenses. STP will serve as the Prime Consultant for the project, working closely with City staff, managing all subconsultants, maintaining the project schedule, and tracking project costs. STP will communicate regularly with staff and anticipates regular monthly meetings with City staff and ongoing email and phone communication with City staff. This scope of work assumes that the City will provide timely review of draft deliverables and each review will be consolidated into one unified response from all City departments or personnel. 18 Back to T.O.C. Task 2 1 Vision and Alternatives Phase Following the Discovery phase, STP will work with the City and Vista Santa Rosa community to define a long-term vision for the Vista Santa Rosa area and applicable community values that should shape following phases. Task 2.1 1 High Level Vision Based on input and direction from the Discovery Phase, the Team will work rapidly and collaboratively with City staff to draft the elements of a high-level vision for Vista Santa Rosa. Draft Vision and Community Values: Following the Discovery phase, STP will work with the City and Vista Santa Rosa community to define a long-term vision for the Vista Santa Rosa area and applicable community values that should shape following phases. Initial Concepts: Community Character and Structure Palette: Based on and illustrating the draft vision, the STP Team will assemble initial concepts, diagrams and precedent photography that we believe reflect and respond to what we've heard so far. This will be structured as a "rural placemaking kit of parts" including a range of rural land use types, development types, and design elements and attributes, assembled to facilitate meaningful discussions with the community about the future of Vista Santa Rosa. Discussions of which types of uses and designs are quintessentially Vista Santa Rosa; which are fine but in moderation or in specific locations; which should have no role in the future of this place; and what have we missed and need to add. These concepts will be organized by a "public realm framework" consisting primarily of the existing/historic grid of section line roads and half and quarter mile roads, which by their spacing and design define the essential rural scale and character of Vista Santa Rosa. STP will develop presentation materials for the Vision workshop in which this kit of parts is tested, getting folks responses to the use types, building types, landscape types. We will also diagram for discussion some high level "scenarios" or "framework alternatives" conveying a few substantively different approaches to long-term development of Vista Santa Rosa. Task 2.1 Deliverables ■ Conceptual Vision and Community Character Statement, formatted primarily as a PowerPoint presentation and display boards for use in the Vision Workshop. • Conceptual Community Structure: This will be organized as 'Public Realm/Mobility Network, with diagrams, illustrations and photos characterizing existing and future street network design possibilities, • Rural Place and Development Type Kit of Parts for Workshop, similarly illustrated. The public realm is the "Game Board" and the development types are the "Game Pieces." Task 2.2 1 Community Vision and Structure Engagement The STP Team will conduct a series of in -person and virtual engagement activities to articulate the community's desire for the future of Vista Santa Rosa. + Vision and Community Structure Workshop: The STP Team will conduct a community workshop to establish a vision for the future of Vista Santa Rosa, guiding principles, and possible land use alternatives that could realize this vision. This workshop might also explore how the community would prefer to implement their vision, whether that is under the City or under the County. Workshop materials and activities would likely include, but are not limited to: ■ Present draft vision and values and hear whether these resonate with the community. • Present "rural kit of parts" and record community responses through questionnaire or dot exercises. ■ Present community with several community structure alternatives to evaluate: the status quo under county, the status quo under City, and 2-3 alternatives that better meet vision. + Virtual Engagement: Following the Vision and Community Structure Workshop, the STP Team will work with City staff to conduct a focused virtual engagement. This effort is intended to give community members who cannot attend workshops a voice as well as share information. It may explore sharing Vision and guiding principles and results from the workshop and asking for feedback. This scope assumes the virtual engagement will be based on and will utilize the materials developed for the Vision and Community Structure Workshop. This task assumes the consultant Team would prepare the engagement using a tool such as Survey Monkey and the City will distribute via email and post to the Vista Santa Rosa webpage. Task 2.2 Deliverables • Vision and Community Structure Workshop materials and notes ■ Vision and Community Structure Virtual Engagement and results • Engagement Summaries Back to T.O.C. SARGENT TOWN PLANNING 19 (Task 2 Continued) Task 2.3 1 Check In Meeting with City Following the conclusion of the virtual engagement, the STP Team will meet with the City to review and discuss community preferences and the community's sentiments and vision and what these preferences might shape the range of land use alternatives moving into the next phase. This will be a second point in the process to discuss whether the City wishes to continue into the next phase of the planning process and if so discuss any potential refinements to the scope, schedule or budget based on what has been learned to date. Task2.3 Deliverables ■ Next Steps Meeting and notes Task 3 1 Preferred Alternative Phase Phase 3 will be focused on Developing a Preferred Alternative Framework for consideration by the City's policy makers and to serve as the foundation for a Master Plan, should the City decide to prepare one. Task 3.1 1 Alternatives Development Based on community input and direction from City staff, the STP Team will work closely with the City to craft a series of alternatives for consideration by the community and policy makers. These alternatives are anticipated to represent a range of approaches that could achieve the communitys vision. + Conceptual Alternatives: STP will conduct either virtual meetings and/or workshop with city staff to review and refine potential alternatives and organize them into 3 or 4 "conceptual framework alternatives" with diagrams and conceptual place type plans. With an eye on a Master Plan, STP envisions developing a series of alternatives that convey community character, connection, and general distribution of place types and land use types within Vista Santa Rosa. These alternatives may also include maps showing degrees of change across Vista Santa Rosa to help convey direction to the community. + Draft Alternatives and Analysis: Based on the final range of alternatives selected by the staff, the STP Team will create a series of place type/lands use diagrams with corresponding spreadsheets for each Alternative, summarizing growth potential, along with high level economic and fiscal impact analysis of each. Task 3.1 Deliverables ■ Alternatives working sessions with City Staff • Up to 4 Alternatives and Associated Analysis Task 3.2 1 Community Consideration of Alternatives Clearly defining strategies for balancing future growth and change with conservation of the essential character of Vista Santa Rosa is critical for the long-term success of this planning effort. This task will be comprised of community engagement activities focused on identifying a feasible, preferred plan framework for a Vista Santa Rosa Master Plan. + Alternatives Workshop / Open House: The third community workshop would be an open house format in which the community is given the opportunity to review a range of alternatives and identify their preferences as well as sharing concerns and comments with the City. It is also anticipated that the community might still be given the option to simply retain existing land use plans. Workshop materials and activities would likely include, but are not limited to: • Share three alternatives that could achieve the vision. ■ Consider pros and cons against vision, values, existing general plans. ■ Ask questions about which is best and whether that is the direction the community and City should take. • Ask questions about whether County or City is best suited to deliver that vision (and understand support for annexation). + Virtual Engagement: This virtual engagement is intended to provide community members an opportunity to weigh in on the possible alternatives that would be under consideration for Vista Santa Rosa. In this task, the Team would develop a virtual engagement opportunity that shares a preferred alternative for Vista Santa Rosa for feedback from the community as a next small step of progression from the Alternatives Workshop. This scope assumes the virtual engagement will be based on and will utilize the materials developed for the Alternatives Workshop. This task assumes the consultant 20 Back to T.O.C. Community consideration of alternatives Team would prepare the engagement using a tool such as Survey Monkey and the City will distribute via email and post to the Vista Santa Rosa webpage. + Check In Meeting with City: Following the conclusion of the virtual Alternatives engagement, the STP Team will meet with the City to discuss selection of a Preferred Alternative Framework, which may be a refinement of one already identified or a combination or composite consisting of elements of several alternatives. Task 3.2 Deliverables ■ Preferred Plan Open House • Preferred Plan Virtual Engagement • Engagement Summaries • Check -In Meeting with City and Notes Task 3.3 1 Preferred Alternative Framework Development Coming out of the Vision Workshop, STP will work with staff to clarify a preferred alternative framework within which there may still be "variations", in terms of intensities, how much of what where, or phasing/pacing, or some notions of phased annexation or moving forward with part of it and coming back to study certain areas later. + Draft Preferred Alternative Framework: STP will develop a preferred alternative framework, based on community input and City direction. It is envisioned that it will provide land use, transportation, and community character direction for the Vista Santa Rosa community at a level of detail that would include approximate development yields. The intention would be a level of detail that would support a study session with the City Council, Planning Commission, Vista Santa Rosa Community Council about direction and feasibility. Residents providing visual and verbal feedback and direction + Joint CUPC Study Session: Based on collaboration with City Staff on the preferred Alternative Framework, STP will craft a presentation summarizing the alternative, work to date, and community input. The STP Team will present the findings to the appropriate policy making body, which is anticipated to be a joint Planning Commission/City Council Study Session. + Preferred Alternative Framework Analysis: If the City Council and/or Planning Commission endorses a framework and direction is provided to move forward with developing a Master Plan, the STP Team will refine the alternative analysis at a greater level of detail. It is anticipated that there may be refinements from the policy making bodies that require adjustment and/or additional analysis. Additionally, the STP Team would conduct additional feasibility analysis, building on existing studies such as the Fiscal Impact Analysis, to better understand feasibility of a preferred plan. Task 3.3 Deliverables • Preferred Alternative Framework • Joint Study Session Presentation Task 3.4 1 Check In Meeting with City Following Council endorsement of a Preferred Alternative Framework, the STP Team will meet with the City to discuss details of moving forward to prepare the Master Plan and environmental document, and any potential refinements to the scope, schedule or budget based on Council direction. We recognize that at this point the Council might direct that the next phase or work go in a different direction or be paused or terminated. Task3.4 Deliverables ■ Next Steps Meeting and notes Back to T.O.C. SARGENT TOWN PLANNING 21 Task 4 1 Master Plan and Environmental Review Phase This final phase of this project will be to develop the Preferred Alternative Framework into a Master Plan for analysis, review, and adoption. Task 4.1 1 Master Plan Preparation The STP Team anticipates the Master Plan to be a document with a level of detail appropriate for future integration into the City's General Plan and to inform an application for Annexation Outline, Vision and Policy Framework: The first step in the process will be for the Team to develop a draft Master Plan outline. This will detail the key sections in the document and the expected order of information. After the outline is reviewed by City staff, the Team will develop a policy framework for each topic of the Master Plan. The policy framework is anticipated to identify goals, policies, and implementation measures for each topic. Based on our experience, creating a policy framework document allows the City to quickly and easily understand the policy direction provide feedback to the STP Team prior to the drafting of the Master Plan. Administrative Draft Master Plan: The Team will prepare an Administrative Draft Master Plan for review by City staff, based on the outline and policy framework developed in the previous task. We anticipate that topics/chapters of the Master Plan will include: ■ Planning process, alternatives considered, community vision ■ Public realm framework and mobility • Priority Land Use Types (Place types) and Rural Placemaking Kit of Parts • 2035 growth estimates that will form the basis for CEQA Project Description ■ Infrastructure Considerations ■ Implementation • Recommendations + Screencheck Draft Master Plan: After staff has reviewed the Administrative Draft Master Plan and provided a single set of comments, the STP Team will prepare a Screencheck Draft Master Plan that provides all figures, photos, maps, and graphics. + Public Draft Master Plan: STP will prepare a Public Draft Master Plan based on any final comments received from City Staff on the Screencheck Draft Master Plan. STP will provide the City with both a print -ready and web -ready PDF of the Public Draft Master Plan. Task 4.1 Deliverables ■ Master Plan Outline and Policy Framework ■ Administrative Draft Master Plan • Screencheck Ready Master Plan • Public Draft Master Plan Task 4.2 1 CEQA Documentation The STP Team anticipates that the appropriate form of environmental documentation will be an Addendum to the City's General Plan EIR. + Administrative Draft Addendum: Given the General Plan and EIR anticipate that the future Master Plan will reduce densities to fit the character of the Vista Santa Rosa area, an Addendum to the General Plan EIR is proposed here. Meridian Consultants will prepare an Addendum to the La Quinta 2035 General Plan Final EIR containing all information required bythe CEQA Guidelines as well as additional information on the process to make the Addendum an easy to understand and useful document. This Addendum will provide comparative analysis of the environmental effects of the proposed Master Plan with the analysis and conclusions in the General Plan Final EIR. Section 15164 of the CEQA Guidelines states that an Addendum to an EIR may be prepared when the changes to the project, or the circumstances under which the project will occur, will not result in any new significant impacts or any substantial increase in the severity of the significant impacts identified in the previous EIR. When an Addendum is prepared, the CEQA Guidelines require a brief explanation of the basis for the decision not to prepare a Supplemental or Subsequent EIR that is supported by substantial evidence. The Addendum will be prepared in a format structured to provide the substantial evidence needed to demonstrate that the Addendum is the proper form of environmental document, while providing an easy to read document. The Addendum will include an Introduction section that presents a summary of CEQA requirements for environmental review of a project after an EIR has been prepared and certified. A thorough description of the characteristics of the proposed Master Plan will be provided. The environmental analysis section will include separate subsections for each environmental topic addressed in the General Plan EIR. A summary of the information and conclusions of the analysis in the EIR will be presented first for each topic to provide a basis for comparison with the impacts of the proposed commercial retail project. Updated information reflecting any change in existing conditions will then 22 Back to T.O.C. be provided along with analysis of the environmental impacts of the commercial retail project. Meridian Consultants will incorporate information from publicly available sources of information and from the Master Plan as appropriate into the Addendum. Meridian will prepare Air Quality, Greenhouse Gas and Noise analyses based on the characteristics of the Master Plan and information from the transportation analysis. Meridian will collect and review available existing information regarding biological resources in the Vista Santa Rosa Planning Area, including the Coachella Valley Multi -Species Habitat Conservation Plan and related documentation available from the Coachella Valley Association of Governments. They will complete a search of the California Department of Fish and Wildlife California Natural Diversity Database (CNDDB) to identify sensitive biological resources, including sensitive habitats and vegetation communities in the Planning Area. Based on this review, biological resources present within the Planning Area will be described and characterized, including sensitive resources. Policies in existing plans addressing biological resources will also be identified and described. Meridian will collect and review available existing information regarding cultural resources in the Vista Santa Rosa Planning Area, including information from the City of La Quinta General Plan and County of Riverside General Plan/Eastern Coachella Valley Area Plan and related CEQA documentation. A records search will also be conducted at the California Historical Resources Information System (CHRIS) South Coastal Information Center at San Diego State University. Based on this review, cultural resources present within the Planning Area will be described and characterized. Policies in existing plans addressing cultural resources will also be identified and described, For each topic, a conclusion will be made on whether the proposed Master Plan would result in new significant impacts or a substantial increase in the severity of the impacts identified in the General Plan Program EIR. The mitigation measures identified in the EIR applicable to Vista Santa Rosa Master Plan will be identified. + Revised Addendum: After staff has reviewed the administrative Draft Addendum EIR and provided a single set of comments, Meridian will revise the Addendum in response to the comments received and prepare a Revised Addendum. Print -ready and web -ready PDFs of the Revised Addendum will be provided. Task 4.2 Deliverables • Addendum to the CiVs General Plan EIR Task 4.3 1 Public Hearings Following the completion of the draft documents, the Team will move the documents through public review and adoption process. Anticipated meetings are as follows: + Planning Commission Hearings: STP will prepare for and attend up to two Planning Commissions hearings on the Master Plan and Addendum EIR. + City Council Hearings: STP will prepare for and attend up to two City Council hearings on the Master Plan and Addendum EIR. Task 4.3 Deliverables ■ Up to 2 Planning Commission Hearings • Up to 2 City Council Hearings Task 4.4 1 Final Master Plan Following public hearings of the Master Plan, STP will complete minor graphic and/or text revisions to the Master Plan as requested. Task 4.4 Deliverables • Final Master Plan Back to T.O.C. SARGENT TOWN PLANNING 23 Proposed City Staff Roles The STP Team will be responsible for the majority of the work for the project. However, the Team will need assistance from City staff in a number of areas: ■ Logistics for meetings and workshops, including securing facilities and assistance with room set up and break -down. We also ask that Staff would invite and arrange stakeholder interviews and any small group meetings. • Collaborating with the STP Team throughout the process, including public meeting materials and plan documents. • Preparing and distributing noticing and invitations for community events through the City's existing outreach channels. This would include advertising for the community events for planning process. ■ Updating the project webpage with project information and links developed by the STP Team. • Providing accurate and up-to-date information on the City including accurate GIS data, past reports and studies, fiscal and financial information, transportation and traffic data, and other information as requested by the Team. This would include coordination with other departments on collection of data and the review of project materials. ■ Timely review of documents and deliverables and a single set of non -conflicting comments • Preparing staff reports and logistics for City Council, Planning Commission and other commission meetings. • Noticing and distribution of necessary CEQA documentation to the State Clearinghouse and interested parties. 24 Back to T.O.C. This page intentionally left blank. Back to T.O.C. SARGENT TOWN PLANNING 25 Section 5. Schedule /Timeline Proposed Schedule / Timeline The preliminary schedule on this page is based on our experience with phased community planning efforts like this, including typical time allowances for City and community review during each phase. All tasks, meetings, workshops, and deliverables, are as described in detail in Section 4 (Scope of Work) of this Proposal. Assuming a Project Initiation/Kick-off in late March / early April, 2026, Master Plan Adoption - should the City elect to take the Plan to that phase - could likely occur within 16-20 months. If selected, we expect to work with the City to make refinements to this draft schedule and work process, as described in Task 1.1 (Project Initiation) and Task 1.4 (Check -in Meeting with City), in Section 4 - Proposed Scope of Work. Legend Q Kick-off Meeting & City Tour © Check -In Meetings / Working Sessions with City Staff © Stakeholder Meetings 0 Community Workshops & Meetings 0 Informal/Pop-Up Engagement Virtual Engagement ® Planning Commission & City Council Study Sessions © Planning Commission & City Council Adoption Hearings 0 Deliverable Submittal © Check -in with City Staff Consultant Team Working City Review of Deliverables Summary of Key Meetings & Deliverables Task 1- Discovery Q Project Initiation Meeting 0 Refined Work Plan and Schedule © Community Engagement Plan Q Request for Information 0 Base Map of Vista Santa Rosa Q City/Southern S01 Tour and Team Kickoff Meeting Q Stakeholder Interviews and © Summary Notes Q Baseline Fiscal and Economic Snapshot Q Existing Conditions Report Q Discovery Workshop and Notes Discovery Virtual Engagement Q Engagement Input Summary Memo Task 2 - Vision & Alternatives 0 Conceptual Vision & Community Character Statement. Q Conceptual Community Structure & Rural Place and Development Type Kit of Parts Q Vision & Community Structure Workshop Vision & Community Structure Virtual Engagement Q Engagement Input Summary Memo Task 3 - Preferred Alternative Framework Q Alternatives working sessions with City Staff ® Up to 4 Alternatives and Associated Analysis Q Preferred Plan Open House Preferred Plan Virtual Engagement ® Engagement Input Summary Memo Q Check -In Meeting with City QD Preferred Alternative Framework & Analysis ® Joint Study Session Presentation Task 4 - Master Plan & CEQA Preparation ® Master Plan Outline and Policy Framework Q Administrative Draft Master Plan Screencheck Ready Master Plan f� Public Draft Master Plan Q Draft and Revised GPEIRAddendums Q Planning Commission / City Council Hearings Q Final Master Plan 26 Back to T.O.C. Task 1 Discovery ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ -=-*■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ soon --------_�■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ :7 soon ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■CCC*CC■CC�■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■SEEN■■■■■■■■■■■■C�5■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■. Task 2 Vision & Alternatives Task 3 Preferred Alternative Framework Task 4 Master Plan & CEQA Preparation AM b e c t i o n bo Sargent Town Planning Burris Planning Group Lisa Wise Consultants (LWC) Fehr & Peers Meridian Consultants Team Lead Community Planning & Design I Master Plan Preparation Community Engagement and Strategy Economics & Feasibility Sustainable Multi -Modal Mobility Planning CEQA Fee Schedule Principal Sr. Planner Senior Urban Senior Senior Sr Principal / Urban Principal Senior Project Engineer/ Project Principal Project Project Document in Charge Studio /Project Planner/ Planner Principal Planner Principal Director Associate Associate Principal Manager Transportat Technician Planner Coordinator Environme Consultant Manager Planner Production Director Manager Designer Designer HOURS SUBTOTAL FEE SUBTOTAL HOURS SUBTOTAL FEE SUBTOTAL HOURS SUBTOTAL FEE SUBTOTAL ion Planner HOURS SUBTOTAL FEE SUBTOTAL oral Analyst HOURS SUBTOTAL FEE SUBTOTAL Delia Tony Leanna Nikki Diana Lisa Sargent VanderWal Cunningham Krizma Marquez Burris Castro Wise Bergman TBD TBD Jason Pack Votsch TBD TBD TBD TBD Locacciato Williams Heridia Alcocer Maturkamc $2So $225 $195 $200 $165 $2S0 $24S $315 $275 $225 $170 $375 $260 $215 $185 $175 $165 $280 $250 $180 $165 $115 Billing Rate (Hourly): 2 4 4 8 4 4 26 Task 1.1 Prefect Initiation 20 16 60 - 40 136 S 26,900 26 12 38 S 9.440 4 8 - 4 16 $ 4,140 5 5,490 a. Project Initiation Meeting 2 2 4 4 2 4 4 2 2 b. Draft Community Engaqement Plan 2 2 16 12 1 c. Collect Information /Develop Base Plan & GIS Database 8 4 24 40 2 1 2 4 8 4 4 d. City and Vista Santa Rosa Tour and Kickoff Meetinq 8 8 16 8 8 4 4 Task 1.2 Discovery: People & Place Research 28 24 112 8 80 252 $ 49,040 18 48 66 $ 16,260 6 58 30 64 158 $ 35,470 2 8 - 32 32 4 78 $ 15,010 a. Bpckaround Analysis (Review & Assess Plans, Studies and Regulations) 4 8 40 8 40 2 4 2 10 6 16 b. Baseline Fiscal & Economic Snapshot 4 4 8 4 40 16 48 c. Stakeholder Interviews 12 24 16 4 8 8 d. Existing Conditions Report 4 8 24 40 2 8 32 32 4 e. Informal Engaqement 4 4 16 40 Task 1.3 Discovery Engagement 8 8 48 8 40 112 $ 21,360 52 12 64 $ 15,940 - 8 8 - 16 $ 4,000 - - - - - - - $ a.DiscovervWorkshop 4 4 24 8 24 40 12 8 8 b. Virtual Enqaqement 4 4 24 16 12 Task 1.4 Check -in Meeting with City / Council 4 2 16 - - 22 $ 4,570 4 2 6 S 1.490 - 12 - 12 24 $ 5,340- Task 1.X Project Management & Team Coordination Subtotal $ 107.820 Subtotal 5 43.130 Subtotal S 48.950 Subtotal S 20.500 Subtotal $ Task 2.1 High Level Vision 12 20 48 40 40 160 $ 31,460 10 4 14 S 3.480 a. Draft Vision and Community Values 4 8 32 8 4 b. Initial Concepts: Community Character and Structure Palette 8 12 16 40 40 2 Task 2.2 Vision and Community Structure Engagement 30 8 56 - 16 90 S 17,860 52 12 64 S 15.940 a. Vision & Community Structure Workshop 8 4 32 40 12 b. Virtual Engaqement 2 4 24 16 12 Task 2.3 Check -in Meeting with City 4 2 8 14 5 3,010 4 2 6 S 1.490- Task 2.X Project Management & Team Coordination 5 Subtotal S 54.230 Subtotal S 20.910 Subtotal IS Subtotal S Subtotal S Alternative Framework Task 3.1 Alternatives Development 10 20 24 92 96 241 5 45,920 4 4 8 S 1.980 8 32 - 64 104 5 22,200 4 10 8 24 24 16 86 $ 17,100 a. Conceptual Alternatives 8 16 16 60 80 2 1 2 8 6 16 16 8 b. Draft Alternatives&Analysis 2 4 8 32 16 2 2 8 32 64 2 2 2 8 8 8 Task 3.2 Community Consideration of Alternatives 12 14 64 - 16 106 5 21,270 56 14 70 S 17.430 - - - - - 5 - 8 8 - - - - 16 5 5,080 a.AlternativesWorkshop/Open House 4 8 32 40 12 8 8 b. Virtual Engaqement 4 4 24 16 12 c. Check -in Meetinq with City 4 2 8 4 2 Task 3.3 Preferred Alternative Development 12 12 48 56 48 176 $ 34,180 12 4 16 $ 3,980 4 16 - 24 44 $ 9,740 2 6 2 8 2 2 22 $ 4,900 - - - - - - $ - a. Draft Preferred Alternative Framework Plan 2 8 16 40 40 4 2 b. Joint CC/PC Study Session 8 24 4 4 C. Preferred Alternative Framework Analysis 2 4 8 16 8 4 2 4 16 24 2 2 2 8 2 2 Task 3.4 Check -in Meeting with City 4 2 8 14 S 3,010 4 2 6 $ 1.490- Task 3.X Project Management & Team Coordination I 5 2,350 S 5 5 5 Subtotal 5 306.730 Subtotal S 24.880 Subtotal S 31.940 Subtotal S 27.080 Subtotal S r Plan & CEQA Pre Task 4.1 Master Plan Preparation 40 84 176 168 260 728 S 139,720 22 2 24 S 5.990- a. Outline, Vision and Policy Framework 4 12 24 8 4 b. Administrative Draft Master Plan 24 40 80 80 140 16 2 c. Screencheck Draft Master Plan 8 16 40 40 80 2 d. Public Draft Master Plan 4 16 32 40 40 Task 4.2 CEQA Document - - 12 - - 12 $ 2,340 4 - 4 $ 1,000 - - - - $ - 8 30 21 40 7 8 94 $ 20,060 28 66 96 180 71 441 $ 79,485 a. Administrative Draft Addendum EIR 8 4 8 10 21 40 7 8 24 50 80 140 55 b. Revised Addendum EIR 4 4 16 16 40 16 Task 4.3 Public Hearings 8 - 48 - - 56 $ 11,360 16 - 16 $ 4,000 - - - - - $ - - - - - - - - $ - - - - - - - $ - a.Plannina Commission Hearings (1 total) 4 24 8 aCity Council Hearings (2 total) 4 24 8 Task 4.4 Final Master Plan 4 8 36 16 40 104 $ 19,620 4 4 $ 1,000 - $ - - $- Task 4.X Project Management & Team Coordination 5 7,310 S 5 $ 5 Subtotal $ 180.390 Subtotal 5 11.990 Subtotal $ $20,060 S 20.060 Subtotal $ 79A85 r DIFUM Travel & Mileage Printing, Postage, Deliveries (See additional notes by Firm 1 PurchasedData(See additional notes per Firm l $ 1,500 $ - $ 77$ 750 5 - $ $ 750 $ - $ Travel/Mileage Communications, Printing, Big Data, etc. Traffic Count Data Subtotal $ 750 5 1,700 $ 4,800 $ 7.250 $ 750 $ - $ Refmbunrable Ex ense Subtotal Subroml S 1.500 Subtotal $ 750 Subtotal S 750 SubJS 750 PTIONAL ADDITIONAL SERVICES (NOT INCD TOTAL BELOW) askX Optional Additional Complimentary Sen Task X.1 LOS Assessment at Study Intersections with full - $ - $ - $ - 8 36 28 120 28 40 260 S 52,080 - $ Task X.2 Technical Studies (CEQA) =rr - $ - - $ - - $ - - $ - 12 40 112 144 55 363 $ 63,605 Task X Fee S $0 $ $0 $ $0 $ $52,080 $ S2,080 $63,605 $ 63,605 Fees Per Flrm Total Fee: $ 449.170 Total Fee: S 100,910 Total Fee: 5 80,890 Total Fee: S 67.640 Total Fee: $ 79A85 Other Services and Direct Costs per Firm Total Direct Costs: S 1.500 TotalDirect Costs. S 750 Total Direct Costs: 5 750 Total Direct Costs: $ 7.250 Total Direct Costs- S 750 Total Budget per Firm TOTAL: $ 450,670 TOTAL: $ 101,660 TOTAL: 5 81,640 TOTAL: $ 74,690 TOTAL: $ 80,235 TOTAL SERVICES & DIRECT COSTS 28 Back to T.O.C. Atlas Planning Group PROPOSED Natural Hazards, Resilience & Community Outreach Principal Principal Planner Senior Planner Associate Planner HOURS FEE PROFESSIONAL FEES (TOTALS) SUBTOTAL SUBTOTAL Plannenstiel Larson Stueve Jackson $250 $200 $175 $150 18 14 8 4 44 S 9,300 $ 55,270 4 4 2 2 4 8 8 4 8 4 4 16 28 52 $ 8,800 $ 124,580 4 16 8 4 8 12 6 4 8 8 26 $ 4,900 $ 46,200 4 4 2 4 4 8 - - - - - S - s 11,400 s s 5,950 Subtotal S 23.000 s 243,400 2 - 2 - 4 S 850 s 35,790 2 2 2 4 2 4 12 S 2,250 s 36,050 2 2 4 4 - - - - - S s 4,500 Subtotal S 3.100 s 78,240 2 2 4 8 16 S 2,800 $ 90,000 2 2 4 8 4 4 4 4 16 S 3,100 $ 46,880 4 4 4 4 4 2 4 - 10 $ 2,100 $ 54,900 2 2 2 4 S s 4,500 s s 2,350 Subtotal S 8.000 $ 198,630 8 8 24 16 56 S 10,200 $ 155,910 4 4 8 8 2 4 8 8 2 8 - - - - - $ - $ 102,885 - - - - - $ - $ 15,360 - $ - $ 20,620 s s 7,350 Subtotal S 10.200 s 302,125 $ 750 $ 5,250 s - $ 1,700 $ $ 4,800 Subtotal S 750 S 11.750 Proposed Fee Schedule The Proposed Fee Schedule to left, is organized by task and by firm, providing estimated hours and current billing rates for each team member/role. If selected for this project, we would work closely with Town staff to make any appropriate adjustments to finalize the scope, schedule, and budget. Potential types of adjustments include reallocation hours and fee among task or firms, identifying efficiencies that would generate savings, and/ or adding additional services and fees if so requested, and could result in adjustments to the Cost Proposal provided here. Please additionally note the following: + Hourly Billing Rates. All billing rates in the Fee Schedule to left include all overhead multipliers for each firm. All sub - consultant fees and expenses are direct costs to STP, and all STP billing rates include all STP overhead, fringe benefit and profit multipliers, which are audited annually. Because fee information is included in the body of this proposal rather than in a separate sealed envelope, we understand it may become a public document and have therefore not included more detailed proprietary financial data here. If selected, and upon the City's request, we will be happy to provide more detailed financial information substantiating these rates. + Task 1.X, 2.X, 3.X, etc. - Project Management & Team Coordination. STP's proposed Prime Consultant / Project Team Management fees are added as line items of each Task; ("Task 1.X", "Task 2.X", "Task 3.X", etc...) in the Cost Proposal, calculated at 3.5% of the overall team fees per Task. + Contingency Funds. We typically recommend that clients maintain contingency funds, to allow the Town and Consultant Team to adapt to any unforeseen opportunities and/or changing circumstances that often arise over the life of plans such as this. We suggest that the contingency be approximately 5-10% of the total of professional fees and other direct costs. When and if scope efficiencies are identified that would reduce the cost of professional fees and other direct costs, we would recommend that those funds be transferred to the contingency. The Team would not expect to utilize contingency funds without prior written authorization from the Town, and any funds remaining in the contingency upon project completion would of course remain Town funds. + Other Direct Costs. This category includes the estimated s - s 63,605 travel and lodging costs for Team visits to La Quinta, as well $D s - $ 115,685 as purchased data for transportation (and potentially other technical studies) analysis. We bill such costs at our direct Total Fee: S 44.300 S 822,395 Total Direct Casts: S 750 S 11,750 cost, with no administrative markup, based on best available TOTAL, $ 45,050 $ 834,145 rates, and will work closely with Town staff to schedule as many .00 $834,145 meetings as possible per trip. Back to T.O.C. SARGENT TOWN PLANNING 29 Section 7. Complementary Additional Services The following is a list of potential Complementary Additional Services that we would be pleased to discuss with the City either during the interview/selection process, and/or as the City's needs evolve or are refined during the planning process. Where possible, preliminary cost estimates for these items are provided below and in the Fee Schedule (Section 6). Many of these services however, will require further clarification of scope before accurate estimates can be provided. If requested, we would be happy to work with the City to clarify needs and prepare a more detailed scope of services and associated fee estimates for any of these items. + Additional stakeholder and public engagement. It is important to the STP that the outreach and engagement approach is well -calibrated to La Quinta and Vista Santa Rosa and the Team is prepared to expand outreach efforts if the City so desires. These efforts might include: ■ Additional community surveys, such as updating the 2024 survey • Additional stakeholder engagement and outreach, such as focus groups with key community groups and organizations • Presentations and/or attendance at additional community group meetings or community activities. + Development and analysis of more alternatives. In some communities, it is important to explore a greater range of possible alternatives. The STP Team is ready and willing to expand the alternatives development and analysis phase, should the City desire a greater range of opportunities to consider. + Preparation of development standards for public and/ or private improvements. This scope of work assumes the City is seeking a policy -level Master Plan for the future of Vista Santa Rosa. However, if the City so desires, the STP can prepare development standards for the clear, efficient implementation of the Master Plan. + Advancing the Master Plan to a regulatory tool, such as a Specific Plan. If the City desires a more comprehensive or a more detailed approach to implementation of the community's vision for Vista Santa Rosa, the STP Team can adjust the scope to provide more detailed guidance and development standards so that the City can easily transition into governing the SOL + Preparation of materials or maps to support an annexation application. If the City Council chooses to move forward with an application to LAFCO for annexation, the STP can assist with that process with the preparation of various materials and maps, such as a detailed fiscal impact analysis or plan for municipal services, that LAFCO may require. + Civil engineering services, feasibility studies or cost estimates for infrastructure and utilities. If the City desires detailed engineering analysis to better understand buildout costs, DIFs, or maintenance costs, the STP Team can bring in trusted engineering partners to assist. + Expanded CEQA analysis. This scope assumes that development projections will be within the envelope considered by the General Plan EIR. If the community vision preferences a greater level of detail, or the City wishes to expand the Master Plan into a Specific Plan or broader General Plan Update, a more detailed CEQA document, such as a Supplemental EIR or Master EIR, could be prepared instead. + Additional Technical & Environmental Studies. If the City desires, additional technical studies can be prepared to help the City and community understand possible impacts of a vision for Vista Santa Rosa or to help facilitate plan adoption. These may include: ■ Traffic Level of Service Analysis • Water Supply Assessment ■ Detailed Noise, Air, and GHG Studies ■ Cultural and Biological Resources Studies * See Tasks X.1 & X.2 in Fee Schedule, Section 6. + Professional Spanish Translation. Our team includes Spanish-speaking professionals that are capable of providing basic translation services during community workshops, open houses, events, and Stakeholder Interviews. If preferred, we may also include consulting professional Spanish translation services at such events. *-$1,500 - $2,500 per event 30 Back to T.O.C. Section 8,, Subcontracting Services As summarized in Section 1, the STP team is comprised of several subcontractors that will be supporting STP in the preparation of the Vista Santa Rosa Master Plan. For additional details of firm experience, please refer to the Appendix and individual team member roles described in the Project Approach. + Burris Planning Group (BPG). BPG is a newly formed boutique planning, policy, and municipal consulting firm. Matthew Burris started the firm on the premise that strong communities are the result of clear vision, creative problem solving, and effective collaboration. Burris Planning Group will lead the community engagement strategy and process and collaborate with STP in defining the community's vision for Vista Santa Rosa. + Fehr & Peers. Fehr & Peers is a State and national leader in innovative and place -based mobility strategies, with very deep experience in the Inland Empire, including for the City of La Quinta. Fehr & Peers will lead calibration of transportation facilities to the community vision and future growth and conduct qualitative and quantitative transportation analysis in support of the Master Plan and the CEQA document. + Lisa Wise Consulting (LWC). LWC is a leading California planning and economic consulting firm, with whose principals STP has collaborated for almost 20 years. The firm's specialties include economic and fiscal analysis and strategy, housing policy, and innovation in zoning. LWC will prepare the economic, market, and fiscal analysis for the project to ensure the planning effort is grounded in economic realities. + Meridian Consultants. Meridian Consultants is an industry leader in the fields of community, environmental, and natural resource planning. Meridian Consultants' staff offer diverse experience in assisting public agencies with meeting the environmental review requirements of CEQA. The Meridian team has an extensive history of successful work on public sector projects for public agencies throughout California and in the Coachella Valley. For this project, Meridian will prepare the CEQA document and related supporting environmental studies. + Atlas Planning Solutions. Atlas Planning Solutions is a small, woman -owned California Disabled Veteran Business Enterprise based in Riverside with extensive Inland Empire experience and specialized expertise in public safety, hazard mitigation and climate adaptation. For this project, Atlas will support the team will GIS mapping and analysis, evaluation of potential risks or hazards associated with adjacencies of dissimilar land uses, craft strategies to manage such risks, and support the Team's community engagement work. Back to T.O.C. SARGENT TOWN PLANNING 31 Section 9,, Disclosures No Negative History Sargent Town Planning, Inc. (STP) has never significantly failed to perform professional services in accordance with any agreement. STP has never been involved in any civil or criminal litigation or investigation, nor has any pending, and has never been judged guilty or liable, including within the last five (5) years. Comments on Attachments 1 and 2 STP has carefully reviewed these attachments to the RFP and has noted some details that we would hope and expect to discuss and negotiate with the City should we be selected for this project. Attachment 1. We have reviewed the Agreement for Contract services and have identified some minor language refinements that we would respectfully request that the City discuss and negotiate with us if we are selected for this project. Such refinements relate to a number of provisions that appear to relate to public works construction contracts rather than agreements for professional services, clarification of a few provisions, and certain details of the indemnification provisions. Our main objective in requesting such adjustments is to ensure that the contractual language would notjeopardize our insurance coverage in the unlikely event that it might be needed. Attachment 2. We and our insurance broker have reviewed the insurance requirements listed in this attachment and find that our existing coverages meet all requirements except Cyber Liability. If selected, and if such coverage is critical to the City, we will obtain such coverage at our sole cost. 32 Back to T.O.C. Section 100 ATTACHMENT 2 INSURANCE REQUIREMENTS ACKNOWLEDGEMENT Must be executed by proposer and submitted with the proposal uavid Sargent (name) hereby acknowledge and confirm that "a,yci,t ,own Planning, Inc. (name of company) has reviewed the City's indemnification and minimum insurance requirements as listed in Exhibits E and F of the City's Agreement for Contract Services (Attachment 1); and declare that insurance certificates and endorsements verifying compliance will be provided if an agreement is awarded. I am the President (Title) of Sargent Town Planning, Inc. (Company) 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 Noncontributory 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) Worker's Compensation (per statutory requirements) Must include the following endorsements: Worker's Compensation Waiver of Subrogation Worker's Compensation Declaration of Sole Proprietor if applicable * Please see also STP's comments on thee Agreement for Services in Section 13. Back to T.O.C. Page 1 of 1 SARGENT TOWN PLANNING 33 Section 11. NON -COLLUSION AFFIDAVIT FORM taa�� ATTACHMENT 3 Must be executed by proposer and submitted with the proposal David Sargent I, (name) hereby declare as follows: am President of Sargent Town Planning Inc. (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 all 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. _ n . Proposer Signature: Proposer Name: David Sargent Proposer Title: President Company Name: Sargent Town Planning, Inc. Address: 87 E Green St, Ste 205, Pasadena, CA 91105 34 Back to T.O.C. Section 12, ta QaiKra ATTACHMENT 4 ACKNOWLEDGEMENT OF RECEIPT OF ADDENDA Must be executed by proposer and submitted with the proposal; If no addenda has been issued, mark "N/A" under Addendum No. indicating Not Applicable and sign ADDENDUM NO. I SIGNATURE INDICATING RECEIPT Haaenaum No. Back to T.O.C. SARGENT TOWN PLANNING 35 Appendix Sargent Town Planning. Firm Profile and Resumes ..............38 Sargent Town Planning. Past Profile Additional Detail ............50 Burris Planning Group. Firm Profile and Resumes ...............74 Fehr & Peers. Firm Profile and Resumes .80 Lisa Wise Consulting. Firm Profile and Resumes.................86 Atlas Planning Solutions. Firm Profile and Resumes .............90 Meridian Consultants. Firm Profile and Resumes................94 Note: All underlined text on this page are hyperlinks linked to the relevant sections in this Appendix (electronic version only). Ole rlr ir Fill -IV pm rw NO, AV 10 r Aw. ik ININJ L-;:ems , +..:— , - Sargent Town Planning �■ Firm Profile and Resumes Sargent Town Planning is an urban planning and design consulting firm, specializing in sustainable, pedestrian- and transit -oriented neighborhoods, districts, towns and cities. Founded by David Sargent in Ventura, California in 1995 and re- established in Downtown Los Angeles in 2009 and now based in Old Pasadena, the firm provides a full range of community planning and design services to public and private clients throughout the United States. Municipal clients who we have had the honor of assisting in preparing community -based vision plans, master plans, specific plans, and general plans to deliver unique and distinctive neighborhoods, districts, corridors and rural areas include the California cities of Coachella, Indio, Palm Desert, Jurupa Valley, Norco, Fontana, Ontario, Rancho Cucamonga, Claremont, Burbank, Beverly Hills, Lancaster, Tehachapi, Ojai, Santa Paula, Oxnard, Ventura, Buellton, Paso Robles, Merced, Watsonville, Fresno, and others throughout California and in other states. In addition to the 3 projects listed in Section 2.A and 2.13, our very specific, relevant project experience includes: Coachella General Plan & Area Plan: Sargent Town Planning collaborated with Matt Burris of Raimi Associates to update Coachella's General Plan in 2014. STP led the vision planning work, recommending strategies and patterns for phased development within the City's very large city limits and sphere of influence over many decades. The plan emphasized a network of "livable corridors" with future interconnective neighborhoods and neighborhood centers woven together in patterns in harmony with the surrounding rural and agricultural landscapes. In 2023 the City again retained STP as part of team led by HDR Engineering to prepare a Station Area Plan centered on RCTC's planned passenger rail station adjacent to the City's historic downtown. That plan is substantially complete and organized to facilitate its adoption as an Area Plan within the General Plan. Indio General Plan & Specific Plans: In 2014 the City of Indio retained a team led by Matt Burris of Raimi Associates and co -led by STP to take over a general plan update begun by others. STP prepared richly illustrated illustrative plans and presentations of areas in which significant change was anticipated and collaborated with Matt in defining a new system of Place Types to replace the old Land Use Types. As that plan was nearing adoption, the City retained STP to prepare a new Downtown Specific Plan focused on revitalization and later a Highway 111 Corridor Specific Plan focused on housing production. These three plans have been adopted and implementation is in progress. Palm Desert General Plan, Area Plan & Specific Plan: In 2014 the City of Palm Desert retained a team led by Matt Burris of Raimi Associates and co -led by STP to update its general plan and prepare a City Center/Highway 111 Area Plan (link to adopted Plan). STP collaborated with Mr. Burris in defining a system of place types to supplement the City's existing land use designations and led the preparation of the City Center Area Plan. In 2016 the City retained STP to prepare the University Neighborhoods Specific Plan for a large City -owned parcel and adjoining properties near the branch campuses of Cal State San Bernardino and U.C. Riverside. The development standards of the specific plan were recognized by the Form -Base Codes Institute with their annual Driehaus award in 2018. Rancho Cucamonga General Plans & Area Plans: In 2017 the City of Rancho Cucamonga retained STP and Torti Gallas Associates to collaborate with City staff in preparing a vision plan for the 6'/z-mile Foothill Boulevard (Historic Route 66) corridor running through the city center. In 2019, the City retained STP to collaborate with City staff and other consulting firms to update the City's General Plan. A key focus of the Plan was on concentrating new development in an intense, walkable City Center to enable the conservation of existing neighborhoods and rural landscapes. The Plan was adopted in 20201 and in 2022 was recognized by the Sustainable Communities Division of the American Planning Association with its top national Citywide Plan Award. The City subsequently retained STP to prepare several Focus Area Master Plans to accelerate plan implementation. STP and Fehr & Peers are now a members of a multidisciplinary team led by Wood Rodgers Engineers to complete the design for 4.5 miles of City Center Boulevards, including final plans for construction. 38 Back to T.O.C. Human -Scale Placemaking All of our community planning and design work integrates human -scale, pedestrian -oriented public space networks and multi -modal transportation systems with civic facilities and private development of all types to form complete, coherent and walkable communities. Our work is based on decades of analysis and understanding of American cities and towns and rural landscapes of high and enduring value, and adaptation of timeless and regionally derived design principles to plans, designs and standards for growing, evolving, and recovering communities at all scales and of all types. Every plan we prepare addresses community and design, economic development, mobility and infrastructure in a fully integrated fashion. In community after community and plan after plan, we find that what people want most of all is a comfortable, secure home that fits their family's lifestyle, and more nice places to go and more ways to get there. Collaboration and Engagement We are team players and team leaders, and it is our teams and clients that enable us to successfully complete large and challenging planning assignments. For each new assignment we curate a team of experts and collaborators, carefully tailored the opportunities and challenges of that project, and to the requirements and aspirations of the client and the community. Many teammates are frequent, repeat collaborators, while others are firms and individuals with very specific expertise and relevant project experience, and/or existing ties to and knowledge of the community and the place of that assignment. Our working method includes periodic intense bursts of creative collaborative work with our consultant team the client's team, preceded by methodical analysis and community engagement, and followed by diligent crafting of designs, documents and richly illustrated in -person and online presentations. Our approach to community engagement is strategic and responsive, meeting people and groups where they are, offering clear and highly graphic presentations of background information and design recommendations to put all planning process participants on an equal footing to grasp the challenges, envision the opportunities, share with us their hopes, concerns and dreams, and provide their well-informed consent and enthusiastic support to the emerging plan. Creative Problem Solving Clients tend to select us for complex and challenging assignments, for which there is no formula nor clear precedent. Rather than assuming that "the problem" is obvious, and plodding through a formulaic process to deliver "the usual" plan, we dig deeply into the place as it is, its history and the trajectory by which it became what it is, and query the full spectrum of community members and groups to truly understand what is working, what is not, and what they believe would represent "improvement." We seek out and define the issues and challenges facing each community by immersing ourselves and our team in the place, in its history and by getting to know its people, and then work collaboratively with them to craft a plan aimed squarely at realizing their hopes and their dreams, and rooted in realities of economics, demographics, politics and technology. Implementation Orientation We prepare visionary, practical plans aimed directly at implementation. Back to T.O.C. EXPERIENCE Sargent Town Planning. Inc. Los Angeles/Pasadena, CA Senior Principal, 2009-present Moule & Polyzoides Pasadena, CA Senior Associate, 2007-2009 HDR Town Planning Ventura & San Francisco, CA Principal, 2005-2007 Sargent Town Planning, LLC. Ventura & Berkeley, CA Principal, 1995-2005 Rasmussen & Associates, Architects & Planners Ventura, CA Designer/Principal, 1981-1995 CERTIFICATION/AFFILIATION Licensed Architect, California, No.151071 Congress for the New Urbanism, Charter Member, 1993 EDUCATION Brown University, Providence, Rhode Island B.A., Geology and Theater Design, 1975 Rice University, Houston, TX Master of Architecture, 1981 SELECTED AWARDS 2022 SCAG Sustainability Award for Efficient & Sustainable Land Use: General Plan, Rancho Cucamonga 2020 Driehaus Form -Based Code Award, Smart Growth America and Form -Based Codes Institute, Etiwanda Heights Neighborhood & Conservation Plan; Rancho Cucamonga, CA 2018 Against All Odds"Award (SCAG); Downtown Corridors Specific Plan; San Fernando, CA 2017 Driehaus Form -Based Code Award, Form -Based Codes Institute, - University Neighborhood Code; Palm Desert, CA DAVID SARGENT Senior Principal -in -Charge David Sargent has practiced architecture and community planning and design for nearly 40 years, in 1995 founding Sargent Town Planning in Ventura to focus his practice on plans for new development that preserve and enhance the unique historic character of California towns, cities and rural areas. He has assembled and directed multidisciplinary teams for urban projects throughout the country, ranging in size from infill projects to multi -neighborhood master plans and entire towns, and ranging in scale and character from rural neighborhoods and villages to small towns to major metropolitan districts and corridors. David's recent and current project experience includes master plans, general plans, specific plans, form -based codes and objective design and development standards, design guidelines, and implementation strategies for complete, prosperous, sustainable, equitable, human -scale communities of enduring value. For each project, he and the team carefully analyze the plan area and context in terms of urban and rural pattern and form, environmental and economic setting, transportation and infrastructure systems, existing policies and regulations, and then engage stakeholders, the public, and City professional staff to clarify priorities, goals, concepts and strategies to manage and implement positive, locally calibrated, market -driven change over time. Plans are developed through an interactive, collaborative process of consultation, analysis, workshops, and charrettes, illustrated at each stage with very clear, graphic presentations that enable all participants to provide their well-informed input and consent to the emerging plan. Selected Project Experience Town Center and Corridors Master Plans and Zoning Code Update Qurupa Valley, CA, 2022-2026) Through a process of stakeholder engagement and joint City Council and Planning Commission study sessions, the firm prepared a master plan to help evolve a sparsely developed commercial strip to a walkable town center around an existing commuter rail station. Based on the success of this work, the City has retained Sargent to collaborate with Fehr & Peers to prepare a Citywide Corridor Improvement Plan, a Freight Study, two more Town Center Plans, and new zoning standards to enable implementation of walkable town centers and neighborhoods. General Plan Update (Norco, CA, 2023-2025) From a competitive field of planning firms, the City selected a consultant team led by Sargent Town Planning - and including Fehr & Peers, Atlas Planning Solutions and others to prepare a comprehensive update to their General Plan, last updated in 1993. The City of Norco prides itself in being Horsetown USA and in preserving its "semi -rural" character and large lot neighborhoods. Since its founding around 1920 and incorporation in 1964, Norco has prioritized agricultural cultivation and large -animal -keeping in all parts of town, and most streets are provided with horse trails along at least one side. Following an extensive process of background research, community engagement, and alternatives analysis, the Draft General Plan and Program EIR are now being prepared. Etiwanda Heights Neighborhood & Conservation Plan (Rancho Cucamonga, CA, 2015-2019, 2025) In 2015 the City retained an STP-led team in including Fehr & Peers, LWC, Atlas, and Meridian Consultants to prepare a specific plan to enable the City to annex 4,400 acres of foothill 40 Back to T.O.C. SELECTED AWARDS terrain to gain land use control of 800 acres of high -quality neighborhoods and 3,600 acres of 2017Inland Empire Section rural conservation. The plan was adopted in 2019 and in 2025 the County sold the 800-acre and California State APA Award Comprehensive Plan, Small Neighborhood Area to a developer who is pursuing entitlements for much denser housing, jurisdiction; General Plan, Palm contending that new State housing law supersedes all local zoning. STP has been assisting the Desert, CA; with Raimi + Associates City in drafting amendments to the approved development standards to help ensure that much 2016 Award for Comprehensive Plan, of the essential community character will be achieved despite the higher housing densities. Small Jurisdiction; Central Coast Section APA Award of Excellence, East Area One Specific Plan, Santa Paula, Coachella Station Area Master Plan (Coachella, CA, 2023-2025) CA As part of a team led by HDR Engineering, STP has been preparing a master plan for a 600-acre 2015 Award for Comprehensive Plan, area surrounding a planned passenger rail station adjacent to the historic downtown. Starting Small jurisdiction; Inland Empire with a conceptual master plan that STP prepared in 2011 as part of a general plan update led by Section APA; General Plan, Coachella, CA; with Raimi + Associates Matthew Burris, STP offered to structure the master plan to enable its adoption as an Area Plan within the general plan. Work at that plan is substantially complete as of late 2025. 2015 Outstanding Planning Award for Comprehensive Planning by a Smalljurisdiction; California Central General Plan Update & Master Plans (Rancho Cucamonga, CA, 2019-2026) Section APA; Bellevue Community Plan, Merced, CA; with Lisa Wise In 2019 the City retained Sargent to co -lead a comprehensive update of their general plan. Consulting The General Plan Update was unanimously and enthusiastically adopted by the City Council in 2015 Award for Comprehensive Plan, December, 2021 and was recognized by the Sustainable Communities Division of the American Small jurisdiction, California Northern Planning Association with their Citywide Plan Award at their 2022 National Convention. The City Section APA; North Bayshore Precise subsequently retained STP to prepare several Focus Area Master Plans for priority areas in the City Plan, Mountain View, CA; with Raimi + Associates. Center. STP is now part of a multi -disciplinary team selected by the City to prepare final design 2014 Pinnacle Award for Public Space, and construction documents for 2 1 /2 miles of City Center Transit Corridors along Foothill Blvd International Downtown Association; and Haven Avenue. Lancaster Boulevard Transformation; Project Director, Moule & General Plan Update (Buellton, CA, 2024-2026) Polyzoides As a subconsultant to Civic Solutions, Sargent is currently leading the community vision process 2009 Charter Award, Congress for the and will prepare a new Land Use and Community Design Element as part of a General Plan New Urbanism; River North Master Plan, San Antonio, TX; Project Update. Through community meetings and City Council Study Sessions, STP has developed Director, Moule & Polyzoides a series of recommendations for public realm and connectivity improvements focused on 2008 Driehaus Form -Based Code preserving and enhancing the historic small town character and emphasizing views and access Award, Form -Based Codes Institute; from the town to surrounding rural and natural open spaces that define its beloved rural Midtown Corridors Code, Ventura, character.. CA; Principal -in -Charge, HDR 2001 Gold Nugget Award, Pacific General Plan & Zoning Code Update (Tehachapi, CA, 2006-2012) Coast Building Conference; Best Community Town Plan (>100Acres); While briefly a member of two other firms, Mr. Sargent led a community -based visioning process RiverPark Specific Plan, Oxnard, CA; and general plan update for this small mountain town in the Tehachapi Valley. The vision plan was with AC Martin and RTKL based on an intensive community engagement process, through which it became clear that new SELECTED LECTURES development disliked by most in the community was in fact compliant with the existing general Fire Safety Strategies in Urban/ plan and zoning. Following adoption of the General Plan - the first California general plan based Wildland Interface Contexts, 2018 explicitly on "Place Types", the City retained STP and LWC to update the zoning code including a AEP Conference, Rancho Mirage, CA comprehensive palette of small town and rural road types. Infill That Fits In, 2015 Congress of Neighborhoods, City of Los Angeles, Neighborhood Planning (Ojai, CA, 2015-2016) CA The City of Ojai retained STP and LWC to engage the community in identifying the key Density in Historic Districts, National neighborhood design characteristics of each part of this small town in a rural valley that residents Trust for Historic Preservation Conference, Spokane, WA, October cherish the most. The City Council enthusiastically received the resulting report, which has 2012 provided much of the foundation for a comprehensive general plan update prepared by others Green Urbanism, Congress for the from 2020-2025. New Urbanism, Denver, CO, June 2009. Bellevue Corridor Area Plan (Merced, CA, 2013-2015) Form -Based Codes - 202, Congress The City of Merced retained STP and LWC to engage the community in preparing a long-term for the New Urbanism, Philadelphia, plan for a 1,600 acre rural area between Merced and the new U.C. Merced campus. The plan PA, May 2007. was adopted by unanimous vote of the City Council and was recognized with an APA award for Smart Growth and New Urbanism in Outstanding Comprehensive Planning by a Small Jurisdiction. Practice, California APA Conference, Santa Barbara, CA, October 2003. Back to T.O.C. SARGENT TOWN PLANNING 41 EXPERIENCE Sargent Town Planning Los Angeles/Pasadena, CA Managing Principal, Sr Urban Designer; 2009-Present Raimi + Associates Los Angeles & Berkeley, CA Contract Design Associate, 2009- 2011 PETER VANDERWAL Principal I Director of Design & Policy Peter VanderWaI is an urban planner and designer with nearly 20 years of professional experience in California. He is the managing principal of Sargent Town Planning, directs our design studio, and regularly manages complex urban projects and multi -disciplinary teams. Having led or contributed to dozens of pedestrian- and transit -oriented urban projects across the full spectrum of size, scale and character, Peter brings a wealth of design and creative problem solving capabilities to each of our projects. Peter's current and recent urban project experience includes vision plans, specific plans, area plans, general plans, development codes, and design guidelines for downtowns, mixed -use districts, walkable neighborhoods, and transit -oriented urban corridors across the country. His corridor plan experience includes 2 to 10-mile corridors in Rancho Cucamonga, Palm Desert, Indio, Beverly Hills, San Fernando, Fontana, Moreno Valley, Merced and Oakland, and downtown and town center plans for Indio, Palm Desert, Fontana, San Fernando, Oxnard, Fremont, Paso Robles, San Juan Capistrano, Soledad and numerous others. Peter's typical project contributions include leading the development of master plan and public Pasa dena, CA e & Polyzoides Pasa realm design frameworks, street network and public space design, definition of development Designer, 2005-2009 typologies, directing the preparation of plans and codes, and organizing and directing the work of our collaborators and sub -consultants. Metroland Media Group Toronto, Ontario, Canada G.I.S.& Market Research Analyst, Selected project experience 2003 EDUCATION Calvin College, Grand Rapids, MI Bachelor of Arts, Honors, 2005 University of Waterloo, Waterloo, Ontario, Canada Urban Planning Co -Op, 2001-2003 4 :11 4 X41 :1 O7_\►J/a17 oil 2022 SCAG Sustainability Award for Efficient & Sustainable Land Use: General Plan, Rancho Cucamonga 2020 Driehaus Form -Based Code Award, Smart Growth America and Form -Based Codes Institute; Etiwanda Heights Neighborhood & Conservation Plan; Rancho Cucamonga, CA Town Center and Corridors Master Plans and Zoning Code Update aurupa Valley, CA, 2022-2026) The relatively new City of Jurupa Valley, incorporated in 2012, prepared their first general plan in 2017 but have until now been using the old Riverside County Zoning Ordinance and Public Works Standards for new development and street improvements. They City retained Sargent to prepare a master plan for one of three"Town Centers" described in the General Plan, intended as walkable centers of commerce and community activity within a mix of semi -rural neighborhoods and housing tracts developed under County standards. Through a process of stakeholder engagement and joint City Council and Planning Commission study sessions, a conceptual master plan to evolve a sparsely developed commercial strip to a walkable town center focused on an existing commuter rail station emerged. Based on the success of this work, the City has retained Sargent to collaborate with Fehr & Peers to prepare a Citywide Corridor Improvement Plan, a Freight Study, two more Town Center Plans, and new zoning standards to enable implementation of walkable town centers and neighborhoods.. Peter is directing all the work for this client. General Plan Update (Norco, CA, 2023-2025) 2018 Against All Odds"Award(SCAG); From a competitive field of planning firms, the City selected a consultant team led Downtown Corridors Specific Plan; by Sargent Town Planning - and including Fehr & Peers, Atlas Planning Solutions and San Fernando, CA others to prepare a comprehensive update to their General Plan, last updated in 1993. 2017 Driehaus Form -Based Code The City of Norco prides itself in being Horsetown USA and in preserving its "semi - Award, Form -Based Codes Institute; rural" character and large lot neighborhoods. Since its founding around 1920 and University Neighborhood Code; Palm Desert, CA incorporation in 1964, Norco has prioritized agricultural cultivation and large -animal - keeping in all parts of town, and most streets are provided with horse trails along at least one side. Following an extensive process of background research, community 42 Back to T.O.C. SELECTED AWARDS engagement, and alternatives analysis, the Draft General Plan and Program EIR are 2017Inland Empire Section now being prepared. The Plan is focused on conserving neighborhood character and and California State APA Award Comprehensive Plan, Small focusing new development within small, walkable "community activity centers" along jurisdiction, General Plan, Palm two major street corridors. At the City's request, the Sargent Team is also updating Desert, CA; with Raimi +Associates Norco's Objective Design Standards, prepared by others, to better reflect Norco's unique community vision. 2015 Outstanding Planning Award for Comprehensive Planning by a General Plan Update & City Center Master Plans (Rancho Cucamonga, CA, 2019- Small jurisdiction, California Central Section APA: Bellevue Corridor Plan, 2026) Merced, CA; Sargent with Lisa Wise In 2019 the City retained Sargent to co -lead a comprehensive update of their general plan. Consulting, Designer The General Plan Update was unanimously and enthusiastically adopted by the City Council in 2014 Pinnacle Award for Public December, 2021 and was recognized by the Sustainable Communities Division of the American Space, International Downtown Planning Association with their Citywide Plan Award at their 2022 National Convention. The City Association, Lancaster Boulevard subsequently retained STP to prepare several Focus Area Master Plans for priority implementation Streetscape Master Plan, Lancaster, CA, Moule & Polyzoides, Designer areas in the City Center. STP is now part of a multi -disciplinary team selected by the City to prepare final design and construction documents for 2 1/2 miles of City Center Transit Corridors 2011 Award of Merit, Planning along Foothill Blvd and Haven Avenue. Excellence in Implementation (APA), Lancaster Boulevard Streetscape Master Plan, Lancaster, CA, Moule & Etiwanda Heights Neighborhood & Conservation Plan (Rancho Cucamonga, CA, Polyzoides, Designer 2015-2025) 2016Award for Comprehensive Plan, In 2015 the City retained an STP-led team in including Fehr & Peers, LWC, Atlas, and Meridian Small Jurisdiction, , East Area One Consultants to prepare a specific plan to enable the City to annex 4,400 acres of foothill terrain Specific Plan, Santa Paula, CA to gain land use control for 800 acres of high -quality neighborhoods and 3,600 acres of rural 2015 Award for Comprehensive Plan, Small jurisdiction; Inland conservation. Through a long and difficult public process the STP team defined a plan for Empire Section APA; General Plan, neighborhoods ranging from a walkable village center to large equestrian estate lots that the Coachella, CA; Sargent with Raimi + community supported. The plan was adopted in 2019 and in 2025 the County sold the 800-acre Associates, Designer Neighborhood Area to a developer who is pursuing entitlements for much denser housing than 2015 Award for Comprehensive the Plan enables, contending that new State housing law supersedes local zoning. STP has been Plan, Small Jurisdiction, California assisting the City with amendments to the approved development standards that will ensure that Northern Section APA; North Bayshore Precise Plan, Mountain much of the essential community character will be achieved despite the higher housing densities. View, CA; Sargent with Raimi + Associates, Designer 111 Corridor Plan and Downtown Specific Plan (Indio, CA, 2018-2019) 2012 Grassroots Award for Excellence As part of a team led by Raimi + Associates, Sargent led the urban design vision work for a in Public Engagement Northern general plan update, including a new system of Place Type Designations, and focused planning California Chapter APA; International for the Highway 111 Corridor and historic downtown in the center of the City. The General Plan Blvd TOD Corridor Plan, Oakland, CA; Sargent with Raimi + Associates, was adopted in 2019, and the City retained Sargent to prepare a new Downtown Specific Plan Designer and form -based code, adopted in 2020. A central element of the firm's previous work on the Indio General Plan Update was a vision plan and conceptual designs for transforming Highway 2009 Charter Award, Congress for the I I I from a residual highway with strip commercial development and a failing mall to important New Urbanism;, River North Master Plan, San Antonio, TX; Moule & avenues including significant amounts of housing, revitalized mall, and mixed -use development Polyzoides, Designer within the re -envisioned center of the City. Sargent is now part of a team preparing a 111 Corridor Specific Plan and form -based code under SB-2 grant funding to help implement diverse housing 2011 Outstanding Focus Issue Award (APA); Santa Ana Renaissance opportunities that meet the objectives of their RHNA allocation and newly updated Housing Specific Plan, Santa Ana, CA, Moule Element, and the vision of the new general plan. & Polyzoides, Designer Coachella Station Area Master Plan (Coachella, CA, 2023-2025) As part of a team led by HDR Engineering, STP has been preparing a master plan for a 600-acre area surrounding a planned passenger rail station adjacent to the historic downtown. Starting with a conceptual master plan that STP prepared in 2011 as part of a general plan update led by Matthew Burris, STP offered to structure the master plan to enable its adoption as an Area Plan within the general plan. Work at that plan is substantially complete as of late 2025. Back to T.O.C. SARGENT TOWN PLANNING 43 2 EXPERIENCE Sargent Town Planning Los Angeles/Pasadena, CA Senior Urban Designer 2019-present AndrewJ. Krizman II Urban Design & Planning Brooklyn, NY / Washington, D.C. 2013-2019 Thadani Architects + Urbanists Washington, D.C. Urban and Architectural Designer 2014-2018 CERTIFICATION/AFFILIATION Congress for the New Urbanism EDUCATION University of Oxford Oxford, England Master of Science in Sustainable Urban Development, 2019 University of Notre Dame South Bend, Indiana Bachelor of Architecture, 2013 Honors Major in Music, 2013 Notre Dame Rome Studies Program Rome, Italy 2010-2011 :9 14 X419 :1 07_\rJ/_1 A P161 Chairman's Special Award, Congress for the New Urbanism, 2019, for Seaside Lyceum in Florida, with TA+U* and DPZ Honorable Mention, INTBAU and Driehaus Competition, 2019, Olite, Spain Plan, with Fairfax & Sammons CharterAward, Congress for the New Urbanism, 2017, Land Use Framework Plan for Westside Atlanta, with TA+U* ANDREW KRIZMAN Senior Associate I Urban Planning & Design Andrew is a senior associate for urban planning and design and in collaboration with our prinicipals leads our design team through planning research and analysis to conceptual architectural and town design. He works collaboratively with all team members in directing the preparation of initial concepts and diagrams, plan alternatives, public space and building typologies, presentations and plan documents of all types. His recent and current project experience include a new downtown for Santa Clara to replace the historic downtown demolished in the 1960s by redevelopment, downtown plans for Indio, Claremont and Watsonville, and new walkable neighborhoods and mixed -use town centers for the semi -rural Inland Empire communities of Norco and Jurupa Valley. He leads the preparation of"focus area plans"within our general plans, providing higher levels clarity and detail for areas prioritized for infill development and near -term economic development. Following his graduation from architecture school, Andrew practiced as an independent urban design and planning consultant. As a freelance senior designer on large multi -disciplinary teams, he collaborated across disciplines to plan sustainable urban places throughout the country and around the world. His project experience has ranged in scale from medieval building renovation to master plans for neighborhoods, small towns, and major American and international metropolitan districts. Andrew was completing his Master of Science degree in Sustainable Urban Development at Oxford University as he joined our firm in 2019, and he continues to reinforce our practice with ongoing research on evolving best practices. Selected Project Experience Town Center and Corridors Master Plans and Zoning Code Update Qurupa Valley, CA, 2022-2026) Andrew has been the firm's lead designer for the PedleyTown Center, responsible for site planning, streetscape design and illustration of a range of small-town development types. That work has been very well -received by the Planning Commission and City Council and is the foundation for our current work in preparing new Town Center Development Standards for village -scale, walkable, equestrian -friendly community gathering places. The firm is now working on master plans for the Rubidoux and Glen Avon Town Centers and Andrew is a key member of our design team, defining the identity and design character of each. The goal is to define design themes for application to all three Town Centers, while also providing each of them with its own unique identity and sense of place. General Plan Update (Norco, CA, 2023-2025) Andrew has led the firms work in designing and illustrating a number of community -endorsed "Placemaking Priority Areas."These are essentially small walkable mixed -use, village -scale centers within Norco's low density, large lot, equestrian -oriented neighborhoods. These include the restoration and expansion of Norco's historic town center, long ago eroded by widening of Hamner Avenue and then construction of the 1-15 freeway, a new "center" on land designated for higher density housing to meet the City's RHNA requirements in the most recent housing element, and another future center at the historic Norconian resort where a State prison in the center of town will likely be decommissioned. 44 Back to T.O.C. SELECTED AWARDS Focus Area Planning (Rancho Cucamonga, CA, 2019) Exhibition Selection in Bristol, UK, Andrew collaborated with City staff and a master developer to refine the design of International Making Cities Liveable new transit -oriented development on a former golf course site adjacent to the City's Council, 2015, Master Plan for Bahia Metrolink Station. He led the firm's work in preparing and illustrating Focus Area Plans Muyuyo, Ecuador, with Joanna for 7 additional primary mixed -use centers in which significant land use change and Alimanestianu infill development are anticipated. Following the adoption of that national award - Excellence in Planning award, winning general plan, he has collaborated with our principals and City staff in preparing International Society of City and "Implementation Master Plans" and zoning code refinements for four top -priority focus Regional Planners, 2015, Luhe, Nanjing Master Plan, with TA+U* areas. Charter MeritAward, Congress for Etiwanda Heights Neighborhood & Conservation Plan (Rancho Cucamonga, CA, the New Urbanism, 2015, Luhe, 2015-2025) Nanjing Master Plan, with TA+U* Andrew contributed to the original design of this award -winning specific plan, and over the International Congress panel past year has led the firm's work in attempting to accommodate a developer's target housing selection, ExpoPlaza Ecuador, 2014, regarding growth issues facing densities in patterns and forms that preserve much of the original design intent. He has reviewed Guayaquil multiple developer -prepared master plans for sub -areas of the original master plan and prepared recommendations for refining those designs and for adjusting the development standards in ways * Thadani Architects +Urbanists, Washington, D.C. that are acceptable to the City and the developer. 111 Corridor Plan and Downtown Specific Plan (Indio, CA, 2018-2019) As part of a team led by Matt Burris of Raimi + Associates, Sargent led the urban design vision work for a general plan update, including new system of Place Type Designations, and focused planning for the Highway 111 Corridor and historic downtown in the center of the City.The General Plan was adopted in 2019, and the City retained Sargent to prepare a new Downtown Specific Plan. Andrew led the firms work in rethinking the organization and design of a draft specific plan partially prepared by another firm, refocusing the plan on connecting to a likely future passenger rail station on Indio Boulevard. When the City again retained STP to prepare a specific plan and development standards for their Highway 111 Corridor, Andrew again led the urban design work for a series of neighborhoods and mixed -use centers along the historic highway, reimagined as a city center avenue. Coachella Station Area Master Plan (Coachella, CA, 2023-2025) As part of a team led by HDR Engineering, STP has been preparing a master plan for a 600-acre area surrounding a planned passenger rail station adjacent to the historic downtown. Starting with a conceptual master plan that STP prepared in 2011 as part of a general plan update led by Matthew Burris, STP offered to structure the master plan to enable its adoption as an Area Plan within the general plan. Work at that plan is substantially complete as of late 2025. Back to T.O.C. SARGENT TOWN PLANNING 45 EXPERIENCE Sargent Town Planning Pasadena, CA Senior Urban Planner 2024-present City of Oceanside Oceanside, CA Principal Planner 2009-2023 City of Vista Vista, CA Senior Planner 2006-2009 CERTIFICATION/AFFILIATION American Institute of Certified Planners (AICP) EDUCATION University of California, Irvine Master of Urban and Regional Planning, 2002 University of Santa Barbara, Single Subject Teaching Credential, Language Arts, 1990 University of Santa Barbara, Bachelor of Arts, English Literature, 1989 SELECTED AWARDS Planner of the Year, 2011 & 2019 City of Oceanside, CA, (2011 & 2019) Ruby Award for Housing Project of the Year, "Mission Cove" (2019) San Diego Housing Federation RUSS CUNNINGHAM Senior Associate I Project Manager Russ Cunningham is an urban planner with over 20 years of professional experience in California, focused on land use and mobility policy, urban design standards and guidelines, and strategies that promote sustainable and resilient development, urban forestry, active transportation, and transit access. Russ has worked in both the public and private sectors, guiding various long-range planning projects, including general plan updates, local coastal program updates, specific plans, climate action plans, vulnerability assessments, and school facilities needs assessments. Russ also has extensive experience with infill development, both as a developer and development reviewer. Russ is proficient in form -based coding, objective design standards, and other urban design and placemaking approaches aligned with state policy direction and streamlined project review. With extensive public sector experience, Russ has a deep understanding the political, financial, and regulatory challenges local governments in California face in their efforts to effect positive, community -driven change. His current assignments include managing the firm's work on a station area plan for a planned passenger rail station in Coachella's historic Pueblo Viejo District and the Buellton General Plan Update and writing policy for the Norco and Watsonville General Plan Updates. Selected project experience General Plan Update (Oceanside, CA, 2016-Present) * Russ has served as the City's Project Manager for the City's phased comprehensive General Plan Update since 2016. An Economic Development Element (EDE), an Energy and Climate Action Element (ECAE), and a Climate Action Plan (CAP) were adopted in 2019, and nominated for a Circulate San Diego Momentum Award. The second phase includes the updating six General Plan elements, a community plan for the City's agricultural district, and an updated CAP. A notable component of the second phase of the project is the Remarkable Community Element, which promulgates urban design standards that seek to build upon and enhance Oceanside's character -defining features. Development Review (Oceanside, Vista, Dana Point, San Clemente)* In addition to his work in long-range planning, Russ has extensive experience in development review. He has managed a wide variety of entitlement applications, including two of the largest housing projects in the City of Oceanside - Mission Cove and Villa Storia. Together, these two projects contributed more than 600 units to Oceanside's housing stock, including nearly 250 affordable units. Through his work in current planning, Russ has become acquainted with different approaches to local land use policy, zoning administration, and design guidelines. Collaborator of the Year, 2018, SANDAG Technical Working Group (Oceanside, CA, 2010-2020) * Visit Oceanside, Oceanside CA Russ represented the City of Oceanside as a member of the San Diego Association Climate Champion, 2016„ of Government's Planning Technical Working Group. In this role, Russ supported San Diego Climate Collaborative SANDAG's development of climate action planning resources, mobility hub prototypes, shoreline management strategies, EV charging deployment strategies, regional population and housing forecasts. Russ also participated in the Regional Housing Needs Assessment (RHNA) process, advocating for a sustainable and equitable approach to the distribution of housing needs to local jurisdictions. * Experience while working for the City of Oceanside. 46 Back to T.O.C. JAVIER BALLESTEROS MARQUEZ Associate I Urban Planning & Design Javier is an talented architectural and urban designer who specializes in the design and illustration of urban building typologies and places. He is a core member of our urban and architectural design team, with a focus on conceptual design and integration of locally calibrated building typologies with networks of pedestrian -oriented multi -modal streets and sustainable open spaces. His responsibilities include design collaboration EXPERIENCE with our senior staff and preparing illustrations for our vision plans, plan alternatives, Sargent Town Planning and form -based codes and design guidelines. Los Angeles/Pasadena, CA Urban Designer, 2019-present Javier brings to our team a very strong educational background, and internships with distinguished design and development firms in the U.S. and Spain. After graduating Ryan companies us. Inc. Minneapolis, Minnesota in 2013 with a Bachelor of Science in Architecture from the University of Seville in Student Internship, 2018 Spain, he pursued a year of advanced studies at the University of Krakow in Poland, received a Master of Architecture degree from the University of Seville in 2016, and SPAN IARQ T10 TEAM Sevilla, Spain completed the Master of Urban Design program at the University of Notre Dame in Architect, Project manager, 2017 South Bend, Indiana in 2019. His professional experience includes design internships Architect, Project Designer 2016 with Kriteria Edificaci6n and Spaniarq T10 Team in Seville, Spain and Ryan Companies Kriteria Edificaci6n in Minneapolis, MN. Sevilla, Spain Selected Project Experience Architect, Project Designer for design competitions, 2016 Town Center & Citywide Corridors Master Plans, Jurupa Valley, CA, 2023-present EDUCATION Station Area Master Plan (Coachella, CA, 2024-present) University of Notre Dame Downtown Master Plan, (Queen Creek, AZ, 2024 present) South Bend, Indiana Master of Architecture and General Plan & ODS Update (Norco, CA, 2023-present) Urbanism, 2017-2019 • General Plan Update (Watsonville, CA, 2022-present) E.T.S.A.S. Universidad de Sevilla Sevilla, Spain Downtown Specific Plan (Watsonville, CA, 2019-2022) Master of Architecture, 2015-2016 • Multi -Family & Mixed Use Objective Design Standards (Ontario, CA, 2021-2023) Erasmus Studies (Scholarship) Krakowska Akademia im Andreja, Focus Area Planning, General Plan Update (Rancho Cucamonga, CA, 2020) Frycza Modrzewskiego Krakow, Poland, 2013-2014 Etiwanda Neighborhood & Conservation Plan (Rancho Cucamonga, 2017-2019) E.T.S.A.S. Universidad de Sevilla Metrolink Station Area Planning (Rancho Cucamonga, 2019-2022) Sevilla, Spain Bachelor of Architecture, 2009-2013 • Windfall Farms Resort Master Plan (San Luis Obispo County, CA 2023) • Downtown Specific Plan, Watsonville, CA, 2020-2022 SELECTED AWARDS • Epicenter District Master Plan (Rancho Cucamonga, CA 2022-2023) Special Academic Award, International Charrette between • Downtown Precise Plan & Form -Based Code (Santa Clara, CA, 2019-2022) GSD Harvard and the University of Sevilla • Highway 111 Corridor Specific Plan (Indio, CA, 2020-2021) Special Academic Award, Notre Dame • Downtown Specific Plan (Indio, CA, 2019) Summer School Charrette • Village South Specific Plan (Claremont, CA, 2019) Valedictorian at Krakowska Akademia im Andreja, Frycza • Channel Islands Harbor Visioning (Oxnard, CA, 2020-2021) Modrzewskiego • Maulhardt Neighborhood Plan (Oxnard, CA, 2020-2025) • Las Cruces Masterplan (Las Catalinas, Costa Rica, 2018)* Back to T.O.C. SARGENT TOWN PLANNING 47 EXPERIENCE Sargent Town Planning Senior Associate, 2022-present Freedman Tung + Sasaki (previously Freedman Tung & Bottomley) San Francisco, CA 1986-2018 Principal, Associate Ed Sue & Associates, Architects Oakland, CA 1980-1982 Draftsman Historic American Building Survey Locke, CA 1979 Draftsman EDUCATION University of California, Berkeley College of Environmental Design Master of Architecture Program 1982- 1985. Yale University New Haven, Connecticut B.A. Architecture, 1979 SELECTED AWARDS 2015 Greenroads Certified Bronze: SR 527 Multiway Boulevard Phase 1 W. West Side Improvements, Bothell, WA with Perteet, Inc. (Prime) 2015 Greenroads Certified Silver: State Route 522, Bothell Crossroads, Bothell, WA with Perteet, Inc. (Prime) 2012 San Joaquin Valley Blueprint Award: Fresno Council of Governments, Downtown Revitalization and Downtown Plaza, Tracy, CA 2011 Governor's Smart Communities Award Winner: Downtown Subarea Plan Implementation, Bothell, WA 2009 GreatAmerican Main Street Award - National Trust for Historic Preservation: Downtown Revitalization and First Street Streetscape, Livermore, CA GREG TUNG Senior Associate I Urban Design I Project Manager Based in our Oakland Outpost, Gregory Tung is an urban designer with over 35 years' experience working with cities to craft community -based revitalization strategies. His work spans district and master plans for downtowns, arterial corridors, infill neighborhoods, and workplace and transit -oriented districts, design of distinctive, human -scale streets and other public spaces accented by gateways, landmark elements, and furnishings, and preparation of development standards and design guidelines to predictably implement the community's vision. Beginning in 1986, his work and collaborations have significantly contributed to successful place revitalizations including downtowns, corridors and employment districts throughout California and in Arizona. Greg's special passion is the design of town center streetscapes and public spaces, examples of which include Castro Street in Mountain View, School Street in Lodi, First Street in Livermore, a multiway boulevard in Bothell, Washington, and landmark and infrastructure elements in California cities San Leandro, Emeryville, Lodi, Redwood City, and Montebello, and in Phoenix, Arizona and Ames, Iowa. Greg has also provided design review and training services for development project review to the California cities of Pomona, Livermore, San Leandro, San Mateo, San Jose, and Milpitas, as well as Bothell, WA. He has served as a Peer Reviewer for the General Services Administration Design Excellence Program and a resource member at four sessions at the Mayors' Institute on City Design. He has been a speaker at the Congress for the New Urbanism, American Planning Association and U.C. Berkeley College of Environmental Design. Selected Project Experience Corridors Master Plans and Zoning Code Update Qurupa Valley, CA, 2022-2026) Greg is managing the firms work preparing a Citywide Corridors Master Plan for the City of Jurupa Valley, and a master plan for the second of three"Town Centers" described in the General Plan, intended as walkable centers of commerce and community activity within a mix of semi - rural neighborhoods and housing tracts developed under County standards. He has analyzed the existing conditions and existing plans for all corridors and prepared a comprehensive set of recommendations for prioritizing pedestrian safety and streetscape improvements in selected segments. He is coordinating this work with a Freight Study led by Fehr & Peers and with ongoing planning for the Town Centers that the community is determined to develop. Civic Center Master Plan, Rancho Cucamonga, CA (2022-2023) Greg led and managed the firm's work in preparing an Implementation Master Plan for this central Focus Area defined in Rancho Cucamonga's General Plan Update. He collaborated with Fehr & Peers in advancing designs to transform the City's two central arterial streets - Foothill Boulevard (Historic Route 66) and Haven Avenue to multiway transit boulevards, as envisions by the General Plan and enthusiastically endorsed by the community. The plan defines designs and strategies for improving pedestrian and bicycle environments around the existing City Hall and County Courthouse, extending a walkable street network into large undeveloped parcels - some owned by the City - and developing new housing and mixed -use buildings to activate the center of the City. He worked with our subconsultant Torti Gallas Partners to prepare conceptual designs for a number of mixed -use building types, which are informing refinements to the City's zoning standards for this important and heretofore inactive center of a large city. 48 Back to T.O.C. General Plan Update and Corridors Specific Plan, Pomona, CA (2009-2014)* 2008 California Redevelopment Association Award of Excellence: As a mature Los Angeles -area suburb dominated by arterial corridors, Pomona had Redwood City Courthouse Square and experienced profound demographic, economic, and physical transformations in recent Streetscape Improvements, Redwood decades. In collaboration with The Concord Group, AECOM and City staff, Gregory Tung city, CA assisted the City to update its 1976 General Plan by noting its limited change areas, re- 2007 CNU Charter Awards: tuning city assets to engage regional trends, defining a livable and sustainable City structure Courthouse Square, Theatre Way and framework of neighborhoods, districts, and centers, and establishing a clear vision for Broadway Streetscope, Redwood City, "Pomona Tomorrow" to guide state -suggested General Plan elements and ensuing planning CA tools. The process began by conveningjoint Council -Planning Commission Study Sessions 2007 California Redevelopment to explore and develop the General Plan update. It continued through the Corridors Association Award of Excellence: Specific Plan's community workshops to explain how form -based regulations could provide First Streetstreetscope Improvement improved controls and investment reliability and target catalytic improvements at transit - Project, Livermore, CA oriented clusters and opportunity sites. Both documents were adopted in 2014 along with a 2007APWA Southern California separate Active Transportation Plan and Green Plan by other team members. Chapter Project of the Year Award: Whittier Boulevard Revitalization Maclay, San Fernando and Truman Corridors Specific Plan, San Fernando, CA (2002-2005)* Project, Montebello, CA This Specific Plan guides the revitalization of three primary arterial corridors that form the 2005APA Planning Awards: Los commercial and circulatory framework of the city, using policies and public improvements Angeles Section for San Fernando to transform them into livable and vital places connected the wider region by the MTA Corridors Specific Plan, San Fernando, bus and Metrolink service. Drawing on local architectural heritage, the Plan's design CA guidelines and development prototypes establish frameworks for compact workplaces, 1996ASLA MeritAward: Downtown housing and shopping. Gregory Tung worked with the project team to recognize the place Phoenix Streetscape Improvements, context and develop the architectural guidelines and public realm concepts. The Specific Phoenix, AZ Plan was adopted in 2005 and was recognized by the 2005 American Planning Association, 1995 US DOT Design for Los Angeles Chapter Award for Planning Implementation, Small jurisdiction. In 2014 the Transportation Merit Award: City retained Sargent Town Planning to update this plan with a focus on multi -modal Downtown Phoenix Streetscape connectivity and housing around the Sylmar/San Fernando Metrolink Station and a new Improvements Project, Phoenix, AZ planned light rail connection to Van Nuys. That update was recognized with the Southern 1993AIASan Francisco Chapter California Association of Govern ments""'Against All Odds Award" in light of an arduous and Award of Honor: Downtown Plan and successful public engagement effort. Streetscape Improvements, Mountain View, CA Next Generation Workplace District Study, San Leandro, CA (2013) * In the postwar era, factoryjobs and revenues from the city's "flatlands" industrial areas fueled suburban prosperity. But as plants closed in the 80's, built spaces that shifted from production to warehousing and barren streets made it hard to attract "value-added" firms and workers. Gregory Tung and Spinnaker Strategies were engaged by the city to talk to stakeholders, identify assets and needs, develop market- and place -specific strategic actions, and help start a re -visioning of the districts' innovation -driven potentials for the next generation. The resulting study identified 3 "urban manufacturing" clusters and recommended stronger city engagement, partnerships and marketing. An array of focused placemaking and connectivity improvements were recommended around activity anchors and clusters. The report was presented at a well -attended community meeting and to the City Council in October 2013. * Projects completed while a partner with the San Francisco -based firm of Freedman Tung Bottomley and Freedman Tung Sasaki. Back to T.O.C. SARGENT TOWN PLANNING 49 Sargent Town Planning Past Projects: Additional Detail and Samples The project matrix below shows select Sargent Town Planning projects which provide particularly relevant experience for the Vista Santa Rosa Master Plan. They are all master or large area plans, and the vast majority include design guidelines and rural areas. Projects highlighted in blue (hyperlinked) are described further on the following pages. Select Relevant Projects List >, Downtown Specific Plan Indio, CA Highway 111 Corridor Plan Indio, CA > General Plan Update Coachella, CA ra Station Area Master Plan Coachella, CA UGeneral Plan Update Palm Desert, CA 0 V Highway 111 Corridor Plan Palm Desert, CA University Neighborhood Palm Desert, CA Specific Plan General Plan Update Rancho Cucamonga, CA i Etiwanda Heights Rancho Cucamonga, CA Q Neighborhood & Conservation E Plan W General Plan Update Norco, CA c M Town Centers and Corridors Jurupa Valley, CA c — Master Plan Downtown Area Plan Fontana, CA General Plan Update Watsonville, CA Central Southeast Specific Plan Fresno, CA Southeast Community Vision Oxnard, CA Plan Downtown Addition Specific King City, CA ra .La Plan Interim Community Design Tehachapi, CA 0 Program VGeneral Plan & Zoning Update Tehachapi, CA Bellevue Corridor Community Merced, CA Plan Old Town Saticoy Area Plan Saticoy CA East Gateway Specific Plan Santa Paula CA Gateway Plan & Design Standards Paso Robles CA Includes Rural Areas !i 50 Back to T.O.C. Back to T.O.C. SARGENT TOWN PLANNING 51 Etiwanda Heights Neighborhood Conservation Plan City of Rancho Cucamonga, CA vi r �^ �yx� 34, Conceptual illustration of a new neighborhood center with shops and other commercial uses within walking distance of homes, in buildings whose scale and detailing are calibrated to the local context In 2015, the City of Rancho Cucamonga retained STP to prepare a specific plan for a 4,400-acre unincorporated area in the foothills of the San Gabriel Mountains, along the northern edge of the City just south of the San Bernardino National Forest. The City's objective was to plan approximately 800 acres of that area owned by San Bernardino County but no longer needed for flood control facilities for development as new walkable neighborhoods and to permanently conserve the remaining natural and rural land to the north. Through a long and often contentious public engagement process, the team defined a plan for new neighborhoods ranging from village center to equestrian edge in density and character, and a conservation plan for the upper 3,600 acres, which received a letter of support from the non- profit Endangered Habitats League. The development standards received the annual Driehaus Award from the Form -Based Codes Institute in 2020. As of 2025, the County sold the 800-acre neighborhood area to a developer who is pursuing much higher density housing than envisioned, claiming that new State housing law provides them with that right. STP has been assisting the City with updating the development standards to accommodate higher densities while preserving the original design intent and community vision for the area. This update includes building types and lot configurations which provide gentle density while maintaining local scale and character. Additionally, Fehr and Peers prepared an Emergency Evacuation Assessment to study the impact of the developer's proposed density on emergency evacuation times, and STP is working with the City to determine what adjustments, if any, should be made to the roadway network to facilitate safe evacuation. Pedestrian and bike -friendly neighborhood center Back to T.O.C. 3 I 1 ♦ � III V. ♦ • 16 Wilson Ave — �'f� 7-V I I 1 Wilson Ave Y d 1 5C jj� 44 k C _IYaN 1 N I,� Los Osos �► . ' : ti '�• � . � High School I br`• � � '� I w I Iw� .' tJ N II i �.�..•� I Banyan St +� �,qL —L Banyan St Figure 5.3: Sub -Area Plan Neighborhood Estates (NE) Neighborhood General (NG-1) I Neighborhood General 2 (NG-2) I 1 Shops A Restaurants (SR) Camino Overlay (C-0) aJ 7JJ ShopfrontRequlred I 1 School Site ICE 1 Regulating Plan establishing the Public Pealm network, distinguishing different neighborhood environments, and allocating appropriate building types 1 �1 me'µ , •%� / LL / IL 4 Estate building type for large -lot rural homes Walkable, tree -lined streets lined by engaging fronts of homes Back to T.O.C. SARGENT TOWN PLANNING 53 Identifying Areas for Conservation and for Sustainable Development First, the Plan identified which areas were appropriate for new walkable neighborhoods and which were to remain as natural and rural land. The Plan provided a vision for open space and habitat preservation through expansion and proper management of the North Etiwanda Preserve and appropriate standards for very limited rural development. 3.4 Conservation Goals & Priorities wrceawn to rr W n<ieY aaynn le[eW unn Mn a rwrord m ae rrrwrrtYw orkaYpe,a y .mn.n..r ne.{nn ornaY ex wNra nnr n+..ru. /. (w,//,tlat/1. 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II Rern er.a rra wneraa Crx.�onn J de r..w.•e ..� Jwa a.. y mram Orrrn�v avmrwn[ n W J Mp�P rw Jrv.ymp Nava . d Mw•+v r>pvYY w }wrhN.Yar . ,. nwraMMly. r+aM Pwwrww ww rwyJ ka JNaw�alld N/t 1J O/IN w/11 tll/ draw. iW pwvlr Nmr re YN Jwan kr w r F.arW RrwNrn S+IrrrN t! wN r3» .ur)rO rn lrr.rraa Wlrw brlr Nwm h' --' erw� �m �aw.e4er.an w It.Rr.:�te pnrwen a �iY;"J w. wriw urn r+ Ya.N 4�krw {nkr a arnmrmrnrwnr tm 4a*.~r/ Cam rraN rn porn rr,,gwrrr m r r- 4rn.... n.. �.hr.r..... .. w1[�Ily. rM(arnn ✓1M raOUM YYI » [ I.rnbarl >R r W..n � Iwmrmm. J[" 6,Ws tr {w.n,.era Erprt 1.N PC4 P,r/rear,ar/e0 Mn Irewrrn � r I I I ria , Ir ' I .ir.wro.n..yw N.a,tra) ©nrnarm n.y.n hrw awpM.rnwp ana Ivu ®ar•• ar r.sN Cn.nar.Nra ranyae 0 M.I rn•vn>nr nn x wpr ^mmra, a.<sr.ss I . v.••nsv.r•.yNl ,rann I ar anrwd wwrya ar.r.p• Establishing Principles for New Development I rw �waraorn ,neyeratl/[ wu a mr n4Nben p,wra rnnw+rnar pro ww-a n wry. a s rnnsw+. y orya•n <sranaam makpmwal ry M rrr.w rrwa�w.- nn.r..n.,�r. — n,c> r,mrwy — p.rareruen..nM Jr<a lnel� r.n„Wanara.r rnrara STP worked with the community to establish high-level principles and goals for the portion of the Plan Area envisioned as a new walkable neighborhood. The Plan identified the consensus priorities, including the desire for semi -rural character, tree -lined streets, and a variety of context -appropriate housing choices for families of many sizes and ages. Walkable Neighborhoods 1M neyyo•1me vrml as p}1a r Errsdl nrtnl+ _. r "—., w ripe B Paa — na[w n prlwnn R[w,ww. aan.aan nw.pWN:.p.+mpn P hJwa F.Om ran rly. tmin rr .ry r.ln ra}M n.ynn/.rwu,an ty nn •a•funar.. ur •tprarr! wn rw .emm.e ,Y nrpinmeae � peu Paua w.wwawrro maawnaaa,en nmR r>. ue nm. a n.kwrr/.a.xn. +a.a ewaM wart oatJ kn.ro Pe Mm[ tNP,ewaM M rw WRu arnwpa YllevYdw W. 1M n,yoprMpY< pr Epwor Iknra rr [n.o> a anq ✓ Myw•[ mown 4 arum ✓ mr., rwa w 4'[ wM urrK rrlrre anrrNaY to Ikrr aWrnr . mrw wN ke. ro <a.PM n,�y. w�.ua una wpmroem Yrrrpwrp ar4. W r.wma .r .m: wMl. MrrR rn r✓k• YM rM M^ M>rr kY M. PwnatY acre 'ran<a+a rp{re Dy(reel hY Ptl Oprll wpra rNq•pwraow •row [ .sy n Mrnn vvm a•[e a Rw. ruK we <an.rp a In awaa ,nn nrrMwnaa r.w>>rt ary Wp rno YW Men urn WY/ meson ,ro >�M earn rp>r[NhM Donee d r.{Mn•w.h ,r Mmm yr '.an nrw rn . •nYNr Ma. wa /.aw wy •.rro dy +roY x W°aa^6 W+-a rP pbrs rang +rwnanY a a, kgrMnxa .ttbPaU[nUCSeunsrartta:ln.prpr 1,r8eYRk. Ya Yb�y adlron[ e<'w. wr<r newt 1,4 w wl,r .n.n.rr r.ean.a„ewe ,k.r.,ae..rrr owwl a pwd mr er},aryw m w knaea pmnrs epww wm pa�a„ paPJva, are rtJr,parra a ,nnr' m,r. , rn arro ar ww-rorWw. awre • r rnorowa✓e rwysn•rewr ,.Pr �y>I.ni.a rpwr o..a. Special Community Gathering Spaces ^ + .. nwd ,........rmr.YmenK ern pea Er: y. wny • en... ru M Iwpr w,rr. Inr„ yhn Ynaw mrn[wgYllfneLe,Y,mrYlRmwaa rw.a e« �aaP� wrc.,ro parwn....n,,, wYf Mw.ae W r w nwar,.. u,m..,>r✓ rrpen.wr ..vka <M .w. p•wnwr ; r. olaar..y 1/er, b.e� mtl d Ornsw urdr ray. >ti lye wnm •ra Yw. ow dnlw w+r.awrua.n wNwarl ry iM I nr EtvW noM So[pK ,In n I[na M rman a w tw {M nn y ae rw.n rtzmprelaJen�p,etWemerr nvarcrmpal[n ar r»,q,.. - nwa.,p.0 rk wYwrw.aa' n.w}w, wY �w n..-. �war� rnwwmlt rr.. r.elnl a wm.ar W vvwwa. N�Ie wa ralr r✓.. �n,yThrrn,W wr n aM W y Ia[FTwW,Inpo Ipe[r wolf Ora Y b[a,o n nos..>w <Pnr...; °.oar.we.. y.1+! eM.a�rw.�• who+Nt�n•ea•Po e[a.w;ptla,ro,aMPh wa T Tnr Mkt VY-ree alponWV>n b pwlaa aM cra. rrb•.r rkkra amWn .xw.rror a.ra.0 �n aurw u, .rani. rawrnra GaYkrr•Jra4 rmld rwnrae. arw, n, 4w vreroa ;err m W mM ,rd aN irpn Ctmn.ry w.rusrnpN,11 bgt0/rrar[px rP aenA q<'N 54 Back to T.O.C. Illustrating a Community -Led Vision STP translated the community input into a specific vision for the area, taking into account market realities, the City's fiscal needs, and man-made and natural infrastructure needs. A key place -based feature of the Plan is a mile -long greenway, providing seasonal stormwater management, trails to the foothills, and a variety of public open spaces. Camino de las Alturas Ftl.:n]. N:V.rscxG.n-nelnNun .n ..k.r•! su. W.y Mh Kan NI pe.Yn..yn .Mn ne n. •.rd.4..w.w • Mdn•. n...iy r~�.nw.r.Mr•.....�•�..�a y�a..rnro .. v.a � Mn.m Oeerwry ..ra+a. w o.r• .inn •.nne n•a n. rrW.. .n.,« ,•y �,. oty.nr nrrrw wn. wn....a �rti .. .n.i...n...n.... nnrwr.rv•..0 r.W nw. Ww.n.aye. m.. o..,.• '..ee. n«we m..epno�noow �w q • uaFl.[ VpnfpY..rnb.'rN -isynw. ten �.rmn{w{ rcnr in nr:ln bin Tr n.m.n.e.....d..nnw.. n. s.n .:..v n,.w•narry,a M>�. nwnw ...M m.n:wnv.nnmou+.Nrne ® r.w.r.m wnww-.mWa rw.u.•nnf �. i� «un . �.waw•�nna w n. ® renan�.ceoa.nn...rxnn, n•.xsy.K n.. w.r.+....nr ..n......w n n .�aV+•�h.n Coding and Implementing the Vision STP identified and provided standards for building types appropriate to the envisioned character and housing needs, from large -lot estates to townhouses and shops. In 2025, STP has been assisting the City with adding gentle -density types —such as multiplexes —while preserving the original design intent and community vision. 5.4.3 Estate - A. swawnl...n..rw.dml (^ ` Op sm: / t �)r nr,.a(•tanroy ...Ker r.p n..�na ,i' f -___�r+_��' ' / /�Y/ G aaQ-r rr n...<,nw �•.��.wn,�+..o.n .- .4. J � �.� . •vn w�.,y,�.r•il.•rvnru M. 4.v i..au.N _ � �' __.. / ,.•y...,nK.niw.r.n.s c.•.w r..nry r9rv. ry..n...v..n.wnr.... O on _ _ p' nr.rna n.n•a w.nnn• _ O .n.... .+.. y�..wnti�w" s O v �r..naah nwr n.r Back to T.O.C. SARGENT TOWN PLANNING 55 Town Centers & Corridors Master Plans City of Jurupa Valley, CA Conceptual illustration of a new "Pedley Town Green" on City -owned land on the east side of Pedley Road, across the street immediately from Pedley Station. In 2022, the new City of Jurupa Valley (incorporated in 2012) retained STP to help them prepare the first of three Town Center Master Plans called for by their inaugural 2017 General Plan. Through a year -long process of stakeholder and community engagement led by City staff, Civic Solutions and STP, a vision for a semi -rural, equestrian, walkable, mixed -use town center was defined for the underutilized area surrounding the City's Metrolink Station, City Hall, shopping center, older industrial area and large vacant parcels. The City then retained STP and Fehr & Peers to prepare a master plan for all major street corridors throughout the City, with the goal of making them more attractive, and much safer and more comfortable for pedestrians, equestrians and bicyclists. The City then retained STP to prepare a master plan for the Rubidoux Town Center. Under a grant from SCAG, the City selected STP to prepare implementing development standards for all three town centers, including preparing a vision plan for the third Town Center, Glen Avon. The City also retained Fehr & Peers to prepare a truck freight plan and Circulation Element Update -pursuant to AB 98, with STP as a subconsultant. Because STP has had the privilege of undertaking these multiple assignments in overlapping time periods, the overall results are poised to have much the same effect as a focused land use and circulation general plan update. As of 2025, the various town center and corridors plans are nearing completion and the preparation of implementing development standards is underway. * PF�_- . W­� 7 ,� :gip;. - ,• "N 1 Conceptual illustration ofa new "Pedley Town Green"on City - owned land Back to T.O.C. Map ofJurupo Valley corridors (outlined in red and yellow) and centers (circled in green) that form the structure and focus of much of STP's work in Jurupa Valley Pedestrian and equestrian -oriented streetscape Traditional galleries providing shade for the sidewalk and dining Back to T.O.C. SARGENT TOWN PLANNING 57 A Vision for Town Centers The City of Jurupa Valley sought to strengthen the existing town centers of Pubidoux and Glen Avon and envision a new center at Pedley Station. In collaboration with the community, STID provided strategies for supporting existing businesses, a vision for context -appropriate walkable infill development, and tools for improving streetscapes. 2.4 1 Focus Area Opportunities 2.4.1 PEDLEY STATION AREA & TRANSIT VILLAGE FOCUS AREA OPPORTUNITIES AND PRIORITIES 777 Creating a Sense of Place """110 1 CONCAMAL vtwk POO N1 comfy SrAnoft raMST VILLAOS 0 Whether in centers, surrounding neighborhoods, or at rural edges, the planning process identified what makes each environment of Jurupa Valley special. STID provided principles and example interventions for leveraging new development to strengthen existing environments and create new ones. C. PEDLEY TOWN GREEN up err je 47 1 W 0 4D 0 to 58 Back to T.O.C. Streets and Open Spaces in an Rural Environment Throughout the planning process, the vision for the Public Realm —including streets and open spaces —was tailored to the vision for the adjacent buildings. Streetscape designs balance the safety and comfort of all modes of mobility as appropriate to the route, with particular attention paid to the design and network of equestrian facilities. E. NEIGHBORHOOD STREET IMPROVEMENT STRATEGIES r• M1.r.u. n.n,o..r n.anwr•om ow. Y. wmro.v.. �.m-',..ru.a <rr.eon, YMIy`rinr 4.rn •.awV•.nl.^.r.�Mnr•.. M.ainrrrw•,nr.+.nr �.V u:r.,.J �.rrtl.nn mYn.11A+.nq.V. r•. pK•WMI nM.YryaawruvPrwaaq'TO rant q yIN..Ynt PI r.ryrngmwK nea.�.ro andna•.n...<.NE.r.w•,m.Y nwmm.nan Pr.YwY.am..nu...mrr.mw xwllarnmdvrw.rtrrrl�.yor n.mn..r.rnrrowmdrnr,.wswPl.nrrnr..roarn �a lIYN MYpMaMYrtt hY111u�9V�E.yl.ai flM.}AYr rr an,rrmrrvwvN •«r. ��... r wn.J rn.l.row...• _ ..vrr�r�lrr~�.. • • YlMan mm - F a •ru.... � � r-ram ii f..n.w.l.rf.. � _ • <Yrl.l.. �•.r• .«•�..«.JNSrr mK..P1Yr11Y. ••. .arCgetlel'RPKr1K f rw.�rnnnn���q�. VeM.�Yn ..v.MMr crr_ Wrvu.W wa L flPrebNlwfe.Nr.a TM�q read YrJrp.n N VaJWOWi irp.1/rl<YVYrl OgnrAYV afPG - .M raunp�anr.wa«n W awnm err . rly raw aw'Y.ww 'YV•aa'N06)Ia1p.r >. MNtY.i arY/� 1`mMrf w.nYsnw. a.n b ....rundw.rrd..n � Yrcavlm.mryo .r.. urnarrP al wwal.wWarM.•w a.... tndhnM al<nqutlM<rM<eYwn YnlYnC r..«vr.>n•Y+n m.m. a..Y v..n w�^JJ r.Nq'r«�y xWyidxrwU,. Ymv-.ngrr.mnY.r . tI�WY.VIraMWKN.r.PKrN wM.lTsraK' ..J wr. rwN wmP. nrr a rr» w.w ,.I.+xr w.lrr.n rwr...d wnl.-.wa mer.lan+a.M<awAu. wr rawm - -.»W 6Ua Plwb2rP r .... nMPilv�l�n.ma[wwran Prm.r Y.nP.ara arYwlM err lMlWn bYOonY .W.AlnInMrYnw•mnYyfaYroalCmr.emlw •••. _.�. r.. n... R iSlY nvnrn.wN.e la..errr R.nts�v.1.. aN:Y0t 1<I N[N:IIOOAIIOOtf GT/LR INGP[fA[MALIWAOKN[NTi Crosstown Corridors in a Rural Environment STP and Fehr & Peers provided tools for enhancing the safety, regional identity, and economic vitality ofJurupa Valley's primary corridors while ensuring an equitable application of resources. Even along these thoroughfares, tools were tailored to the city's unique rural environment. D. RURAL IDEAL VARIATION -Pt �..•Pl wm.,anw2la..rinn aa,IrKe<rs vYnp.rplrn .rnar.K.. ww..aY. r:rYr.•M ap•w �r <tYNa..aA �Y''a1 YN'M ...P W.wrll: rlt w.PrVYwrw uaw �W.Ntn.pe+l•Y�<..rw NYMHh.. . .rr.t l.Y..r.rrPYrr.md.rr.rM I.�ny�r r•r. «.... n.w.l..p -1m.ywlvu.r..-i-n • --� l�I�F Back to T.O.C. E. E. RURAL - IDEAL EQUESTRIAN s - t r alt S2 raleyles :Q srw�r.�mon aagr rsa nnyc:er.r.x rawJ -�drl Mnarra .1� a<M•4 V....y. 1'P1WMb.W wqM �wrwA .rY ,+Heron Additi—I COn•.ld—d... Drtllplbn u lyur •.F✓•v �. •r .• nDy sn patnaO.cryxWaGnn ml I.r..Y. - YYrrPVYm^, mn mP-..a a me.....1 TM O.��WaKN wpwnax+aPrN r..sy rfr.I.In..yrYclrn.IYY u lalr.mwN.. ...yY.Ni rnmr.YM.. rn.. Nnrr. erM P.Y�r. M.. tr,w#aY nw rYYrT r..,.as saaaglnt . rj neon<cvrman �m.i ,� a .::....., �..,.... 3 j ar.n•o.nnw✓m.,un Ywrwmuu A dt lonal Co-Ideratlanz ®.,...� s. ..mu.r,gnY roma .eb st•Yvr, SARGENT TOWN PLANNING 59 General Plan Update City of Norco, CA ., • t / , 1 7 1 , , t , Conceptual illustration of a new Village Center at 6th Street & Hamner Avenue (original townsite location), highlighting public realm improvements, new infill development on vacant city -owned land, and adaptive re -use of existing historic building stock. In 2023, from a competitive field of planning firms, the City selected a consultant team led by STP—and including Fehr & Peers, Atlas Planning Solutions and Meridian Consultants —to prepare a comprehensive update to their 30-year-old General Plan. The City of Norco prides itself on being Horsetown USA and in preserving its semi -rural character and large lot neighborhoods. Since its founding around 1920 and incorporation in 1964, Norco has prioritized agricultural cultivation and large -animal -keeping in all parts of town, and most streets are provided with horse trails along at least one side. The Sargent Team prepared extensive existing and historic conditions analysis, conducted many stakeholder interviews and several community workshops. After a workshop in which some community members expressed fears that the General Plan Update would enable forms of development inconsistent with their vision for Norco, the Team held successful day -long workshops with the City Council and additional public workshops to better understand community fears and confirm the Council's vision and direction for the plan. The Draft General Plan is now underway, focused on conserving neighborhood character and focusing new development within small, walkable "community activity centers" along two major street corridors. At the City's request, the Sargent Team also updated Norco's Objective Design Standards —which were previously prepared by others —to better reflect Norco's unique community vision. Conceptual Illustrative Plan of envisioned Village Center Back to T.O.C. FIGURE 3.2.2 1 LAND USE MAP: NEIGHBORHOOD DESIGNATIONS: RESIDENTIAL AGRICULTURE (RA) RFSIDFNTIAI 1171 RFSIDFNTIAI HII I SIDF (RH)' CorrEKUU.DISTEICE/CoN IBORDESIGNATIONS! COMNFPCAAI GFNFRAI II'.G) COMMUNITYC.ONMFRT.W (CC) INDUSTRIAL (1) OPEN SPACE DESIGNATIONS: PAFIkS(P) OPEN SPACE (OS) HILLSIDE AREAS (HA; Iv r r P ' � 1 /I I PUBLIC DESIGNATIONS: - PUBLIC FACWIIESIPF PUBLIC U'I_ -FS IP_ p SPECIAI!OYERLAY DESIGNATIONS: 0 HOUSING DEVELOPNEIC OVERLAY (ROD) ACTIVITY CENTER OVERLAY (ACO) PRESERVATION AND DEVELOPMENT (PADP ••w•= SPECIFIC PLAN OVERLAY ISPO)'' GATEWAY AND AUTO MALL EMPLOYMENT / i ,•• OVERLAY (GAMEO) 0004 � err ..»..----•--. ,. -__ _ I� i Norco .� , 1-a ._ ..: ir .............— �;..n ..........._,K........ Nis>.r Land Use and Community Character Plan, organizing Land Use Designations and Overlays by "Place Type" Category. -Q . �. -VA. �v� a .49 w r Conceptual Corridor Improvement /Placemaking Illustrations of the Sixth Street and Hamner Avenue Corridors. Back to T.O.C. SARGENT TOWN PLANNING 61 Overarching Goals and Principles The overarching goal of the team's work on land use and community character is to ensure that Norco's equestrian and agrarian lifestyle —including the development patterns, design character, land uses, activities, and services that support it are preserved and sustained for current and future generations. 3. Community Priorities - Sowing the Seeds of Our Future t:ee ..Nl.e retie lu i'n aC: m! . o�ara ..tl•. 14.. >.�... n!..�n aua, plum. yrr •.iu}�il<wwal0.vnTuynr•epxr,rrW.MlYr. rawen<d!irrrr r,v� hka:.kf .end wtrveuei non !e.en!r rrwranne uwa end etb-nM � "Neap NOrce,•Nerce' rK,^4�+au wnNq al'O.nural un0'omvn•m..y eiweaonYlrtn In F•. -�j vtexrva Nboe a zMA-tuwn dWACta.. — �r.t• 1 .n nla• . „.kgwrl l... .!.a•••.!r. r,. rnrn, rWl[nm. a•Y. vW wm viral fnY� rr SYppaxlend etveN bufinessef yt YFlvll w.....xiw!w,.M.>e..nw,l .•. net+..e.....a..enl.rn.l w�nm!ww r 7 t •nnnu..nuu,.uwh..uxn!+unn.rvi.0 a .rnr.u.. r.l man • r.o. LL 11�� EstiDllsn a ntoro prpnlnenl aewntown amrinNlmeM Cualr,. ,. A.. ,., .N. ..••rLr,.•mo!d hn,4 a yy l � li' i ... .. .. Nlrs l ul•V:elbnrt. nll curl nn V,� pKawMsefa MuegnJ Snvh aryl u•Wpti!y P06 WOn t woo i6 i on" YWftr dotanotion IHI i1 N1 Ew+JN..Oisuduu aN.I�+n..f.ke+Yllw.lde!b e!.u4W..u,ruu viiu . e.Ir,wua nY,Ykrw uM erdn•nnwu.. uelrwul•xuoe rya earrrnuMw.eu . ® C.8t. SNl=rand t1aft ..I.mr4bmd N•w!eb,lOv eirM el!•.rdn and aAl «Nlo belts •.rr w�oi r.nn !uMrsr vnnknrl. - Enaefae eeneif to prlu and open fpecee w,� Efpentl NormYaTeninea and fefvicef r. m� i.... r,n ,n .,�.. .!aw I In.w ulpwxero w:r»..qurt•rn.s.l >o!n�!Ile v+hln _ Irrvaft in lht Melt aewtetian •d. w.lawt ww!aln.nw+uun Y,d.,pvYArr ww!.!+rw xlw�.,r» In •.•.w. rw. u.av4 a„ Anu•. Ir-•..n. rooacomw caurlow+ -,roa etvlcwnratNornoontol a..Al.....,- Norco Community Character e.-1., 1111 1 eM.-M. arAt eof weoprco I cobrcu aenew eawpT IlxcfNsu amu The General Plan defines the purpose, intent, and broad community vision, and provides specific goals and implementing policies for all General Plan Land Uses. We go beyond conventional use and intensity categories to define qualities of Norco's distinct environments, preserving its character as well as natural and cultural resources. Z Areas of PreservatI hteighborhovds ..ee.xl,nw! ofPr ierrva, pw.•.,•eil..w•,,... oft a .wY.ava.f rrw•wd•wo ow!anvr navel . wmrwN earns eeaasalan Daly awf 4nee•a aatklrY e+.rarfrof rn�rYndvYn!n•rn.nurnwnruww,rnn,m al.!vr, �••�•• •• •,•• �wir.w .: eraplrreer a Mbin.q v1eM IN uw d.wllp.Yelro ad deanM bukraana!MNen rakd.nirsrwwllw mwee!•w+e uwulrei ^I,•i �r.w l.•p...1 •.I.•w�l•�.I.u.••..-. �n•f!••a•.•.�n,.la. yn.. nm•!m M.••.i Aaers ren.IMt'+V nr tleOrake noww,p �d im•,nauq <•r-Irs,ow silk x•.J . f!roalry wY n.•..I,. n,.. o-,b..,.•,�rw..k _<!.m,ron.:.....!..r.,-r.�.!y.....,n.l•..!rn,_ !mo-�Fm.,n. r,irwve,•.nm.v.. ..a •. m,. •... c•.-• ., ry fT.Y4w Urm ybal ..- rwn!_. mpen rM mY,ar.nprw ananaA • OaOlafvroAenOwYfM INnfN4nalReaq ~ <emle• a r•IeplaToro.lw.e.,w cww+a• x cveMsrfaa wkco save cfriwi e.ea. I foa afvl ass n+t.. I E0a afYlfw Orly e0t AnOaif4 ! <OOY <r ONlfw OOKT I' : • r..c. A 62 Back to T.O.C. Equestrian- and Pedestrian -Oriented Public Realm The envisioned multi -modal circulation framework includes a robust vehicular, equestrian, and pedestrian network and is complemented by strategic use of bike facilities and transit routes where appropriate. The equestrian trails and streets, in addition to their mobility function, are designed as the outdoor rooms of the community. C. Key Themes and Vision s•d,.d ,n w,rveanr..rdrdn «zwera-.r _ rrr[4brrWrrray-UrthMiwaMnrr+pt•w. modern r,_bry nw•«% nNUMIr pac+errMV qrr[; •anenrm.ma•nxr. maorarcn[ra[rrrr .rn,o+Ma .repo« +i+sYr. h ms .pro rw .o+roaa vr� nrw.ut r+rurnp rn.mrm n.'ern.«eon rynnp .Mr.a[ ind'r/n pent tt.trx>nJ cara+,m+l mrtat ryn+rN wr+[.J wrea.rr•.Ja un•NI«rrri mJ �Wrryean, ertl Nlsrsigl wrwmobb Ysrarra v. rhr.ssraro 1. Complete streau uu _ .. �r Mr.reJr,rau ...,.� ...w.dJ•sw.m�rd,rr nn.�.rwdr Iwr,rwr4 aNr.,.uarwr.r4 ur.. d ra.[Ir+3u.r,vmrdr.rdudr drain+J si+ rare wYros ooarca..anmwr x.r+. <«rre« beY «d naru.ddnN rrrwaedr.«am.v • r/r.mJtanoMr wulrrvrurt mwtJmmraaeT®eM f.arafaddwpr[ nvdw u1a+.,[Jwrwrwrlu+ruW NJr+IYrinJwr wrAw rn+opr Y wda n r Mralur re Mnk rGarrr oN arda'r[hn ind DY rA Artily rn+tr nude[ NoW! Mprrtr++0«NM Oar Ins nap•N+^M[n.m j «ai Wr riy..Nwn ur+mr r.rl. rrmrned dnaYrt»d adtlrrnhM nmenh rprnM mrdnr«.a.w.. rr.w aa..•osr,e nyn rrorM mnn r«errs«+, [rNr ♦ienrr[s N, • � mnkirvr. Ir•m Nry f[«It«airnpr'M [n r.�... �mwrnnroeerrrr dma oaer•J er«««ro woo«m. r«r«s+w daya Mtwdl/q onesonmdrrasssaueeranersx r+[wi a,a r. sale. Objective Design Standards ri+ma+u(uK.a/a,n.[ pak—u+daa:»ra,ar+ .4r w. �nry «IwJ ri�r+lu.._wrui�••Ir . WYb Y[,dTr�W.uMvr Wrrrrr.dlwil ncredaawovrra»mudJrmp+vm [r.a+•ctwcilr«fir-m WrrrlaCtciM+rroun rt aGflurr,+lJ+II ra..ar wr..i14 m.mrO wJar(.c _n9 u,wn•r.x na ena retvr rM a, r Cr.�gr_ Anrr farms:+ Wr Js Wpm wn «swat eaxra suaanJa[r,rap•wns ar w+r.. dr.Ja.ns�«[rn o,rowrrs nn«+.n«.r . r m m•ew•ar, r.r..arrr+.,r eeaaor.�nenas o«rrmnas nn�.sn rJ,ra,� .«anw on +naraewaer. ,rrtra �[�nm wr .,nro..unrany cra.sMr.na»d.ormaa. meisynYarYaywnm uNiearp,[ticMII:r r wdmrs r. a«ulwawwwr w.nwd motJrrrorwavetM�wa.rnnx..ar owr, r rnMrrse«csmewly�e./. »«s[m+:. »+mdnmddafrorl rYr'rei/Arldnq'� ♦[braaemonersdee.- r,rynrnnilrnacrM[ W.rc N,�•}.+In IhN+d / /aorarwrrauwwcww.[..rl-�.r.u."rl nr�r m yn n bM I N I.itmrbaer lmggca grNw� r+w+m• r.�.. n.ro.warn..m a arm J.: • aNn n�+nuar..�, pglmrr.Mlnrn,pd aYkrVtalcupw[m Irw,r . av,rpdran a wrmmtl entlr-n.vrr.enrr,�• aV+adararr.,,rr ver(q rpdnd.n A [omplate insets policy spscilies how a community will plan, design. and maintain sleets so they we sale /Of oil Weis of all ages and abilities. It spells out a communnys commlimeat to using a Complete Streets approach sou iinsly and co nsistontly in dadsion mating,id..1t0 swhich spwfic populations in the community shnnld be the priority for improving stdsst safety and access, and aitiu+tatrs d—, arceunmblesups to change how decisions get made and track progress Astrong polity bsgins transfosming a ccmmnnny's purataws, psis asses, tad plu:» smart Growth Amenta m23 arar.r lev vvrem� f� The previously adopted Objective Design Standards —prepared by another firm —did not delivering the results that Norco residents desired. Therefore, the City enlisted STP to craft new standards to better reflect Norco's agricultural and equestrian character and to preserve those qualities even in projects with higher densities enabled by State Law. F1�e'►�L�C•7Z�F� cy _ 00 al �M4r.WrYafrM.. 4F _•_ r •r • A+Y.rrr^ r��.w..w+w.+.r. r..r.r� ur. Back to T.O.C. SARGENT TOWN PLANNING 63 Indio General Plan Update Indio, CA Vision illustration of Downtown Indio, with restored gateway from anticipated restored passenger rail station. Railroad tracks and historic Route 99 are in the foreground. Like Route 777 to the south of Downtown, old 99 is to be tranformed to a town center avenue, connecting the new rail station into the heart of Downtown. In 2017 the City of Indio retained Raimi + Associates and Sargent Town Planning to update their Genaeral Plan. The team had recently completed general plan updates for the City of Coachella to the east and Palm Desert to the west. Key goals for Indio's plan update included a new vision and policies for more walkable, healthier, sustainable neighborhoods and neighborhood centers, and a new vision and implementation strategies for revitalizing the historic Highway 111 and 99 corridors through the center of town, replacing a dying shopping mall with a pedestrian -oriented "Midtown District", and connecting that district to and revitalizing historic Downtown Indio. Starting with a partially complete General Plan Update initiated by another consultant team, the R+A/Sargent team conducted a series of very well -attended visioning workshops to clarify the community's ambition for more sustainable neighborhoods, vital employment districts and trannsit-ready crosstown corridors. The team translated that vision to a series of future place types, including neighborhoods and centers woven together with complete networks of complete streets, transformation of Highway 111 to Boulevard 111, and strategies for recentering community life on a revitalized, mixed -use, pedestrian -oriented and transit -ready downtown. The City has subsequently retained Sargent to prepare a Downtown Specific Plan and a Highwaylll Specific Plan, both including form -based zoning. Existing conditions in Downtown Indio with a large percentage of land vacant or underutilized. Back to T.O.C. Corridor .-1------------------------- AM t .....ii................. r, w .....i Gty Ban Sol Bo.mmy CVMSHP Cm. iiWl,, Bermuda D.—A.port Comp ,bkty Zorr- - Mgtr.ay �� Railroad Road D.s.rt Es— NmObminod — Park: and Open, Sp: SuDu— N.ghEod,00d R.sovice Recovery Cm—d N.gnEod Regimal C.- - Nhmd Lh. N..gf.Co,t Me -T— M NsgnDwnood Center _ Down — Fe.Wal orstnd P.bkc a 1—btub—' Workplace Edploym.nt D,.,,d Avenue 44 Focus Area Plan for large area infill north of 1-70 Freeway. Back to T.O.C. SARGENT TOWN PLANNING 65 Rancho Cucamonga General Plan Update Rancho Cucamonga, CA Aerial perspective of proposed Red Hill Gateway mixed -use center and new neighborhood on Historic Route 66, incorporating older neighborhoods and historic highway restaurants. The City of Rancho Cucamonga selected Sargent Town Planning (Sargent) as part of a large multi -disciplinary consultant team - including all city departments - to update the City's General Plan. At the outset of the process, the City Council directed the team to focus on three core community values: health, equity and stewardship. Sargent led the research into the community history and evolution since incorporation in 1978 and analysis of the original 1980 general plan, subsequent updates and specific plans, and existing development patterns and forms. Sargent prepared extensive educational presentations and in collaboration with Circlepoint and City staff led an almost entirely virtual the community engagement process throughout 2020. The process included many on-line surveys, interactive virtual workshops, many virtual and some in -person stakeholder interviews. Based on community response, and in close collaboration with City staff, PlaceWorks and Fehr & Peers, Sargent generated a series of alternative scenarios for the locations, types, intensities and forms of future development that could meet the City's regional housing needs, support economic development resulting in not only ajobs/housing balance but also a "jobs/housing match", and robustly respond to the core community values. Through an extensive further community engagement, a preferred scenario was selected that conserved the character and quality of the City's neighborhoods, and most new development within compact, walkable, transit -oriented and transit -ready corridors, centers and districts. The General Plan Strategy diagram on the facing page summarizes that scenario. In close collaboration with the entire team, Sargent converted that strategy diagram into a place -type placed land plan, and led the preparation a new system of "Place Type Designations" that replace previous "land use designations." As the name suggests, the Built Environment volume integrates vision, policy and implementation strategy for land use, urban design, open space, transportation and mobility, and public facilities. To very clearly define the future vision for areas in which very significant, even transformational, change is anticipated, Sargent prepared 8 Focus Area Plans within the Built Environment Volume. Focus Area Plans provide more detailed physical planning, to further clarify the vision and document community expectations, and also to support the preparation of new vision -based, objective design and development standards for those areas. As part of the Implementation Strategy Volume, Sargent also prepared a Placemaking Toolkit, to clearly bridge between the vision and policies of the Plan and coordinate new zoning standards with new subdivision and complete streets standards in the interest of delivering complete, human -scale places rather than just "development projects" Sargent is collaborating with City staff and Lisa Wise Consulting to define new objective design and development standards for many of the identified place types. Back to T.O.C. __.moo , 1� o ` C Q \ v � \ U Q � 191h St f I Upland Baseline Rd Church St 1 i i ed Arrow Route-' Cucarnqwlc -A L — Q Vth St T v > 41h St 1. I I � Y I I 1 ; 1 on Ave I Wilson Ave' l I / C J IU I Y 1 = € Central South I L I it`�+- Land Use and Mobility Strategy Diagram - Rancho Cucamonga GP w tral North-- E_ � I a / I �sid� I_ g l � ---------------� I SoutheasW I I Foothill Blvd street concepts in the Civic Center Focus Area for RC General Plan 15 Back to T.O.C. SARGENT TOWN PLANNING 67 Z4" - 7t 1 i M ' 4 7 C1l Jrl- <1I=." f�l1h O Focus Area 1: Downtown Rancho Cucamonga (Victoria Gardens & Epicenter) © Focus Area 2: Civic Center FFocus Area 3: HART District O Focus Area 4: Red Hill Gateway © Focus Area 5: Cucamonga Town Center Q Focus Area 6: Alta Loma Town Center 0 Focus Area 7: Etiwanda Heights Town Center 0 Focus Area 8: Southeast Industrial Area Haven Avenue at Civic Center evolving to a transit -oriented corridor. HART District - with existing Metrolink station, new high-speed rail and airport connector - becomes an intense, mixed -use regional transit hub. The Alta Loma Town Center will be a highly active and attractive community activity center reflective of traditional development patterns. llllltt 7 .. Haven Avenue improved to support city center infill development and provide a more comfortable and safer environment for pedestrians, bicyclists and transit users. This illustrative vision for Cucamonga Town Center and complete streets improvements in older industrial area. A neighborhood green (fronted by new and existing housing) at the terminus of a new 8th Street trail connecting Cucamonga Town Center to Cucamonga Station, 2-miles to the east. Haven avenue streeet concepts in the Civic Center Focus Area for RC General Plan Back to T.O.C. SARGENT TOWN PLANNING 69 General Plan Update City of Watsonville, CA v Conceptual illustration of placemaking concepts for the Freedom Boulevard Corridor - highlighting public realm improvements, strategic infill development an adaptive re -use of existing building stock. Sargent Town Planning led the urban design, street and public realm design, and architectural design and prepared a new form -based code for Watsonville's Downtown Specific Plan as a sub -consultant to Raimi Associates. The Plan was adopted in October of 2023 and in January of 2023 the City selected Sargent -led Team - including Fehr & Peers and EPS - to update it's General Plan, last updated in 1994. Through a process of extensive existing conditions analysis, stakeholder interviews, General Plan Advisory Committee meetings, in -person and virtual community workshops and joint study sessions of the Planning Commission and City Council a set of Framework Plan Alternatives was defined and a preferred alternative selected. The alternatives evaluation process included extensive analysis of economic and fiscal projections, transportation analysis, environmental analysis, and very detailed analysis of potential hazards related to Watsonville's Municipal Airport. Concerns and legal action regarding the airport safety zones have persisted for over 2 decades and Sargent included a respected aviation planning firm on the Team to resolve this issue. The Plan focuses on neighborhood conservation and Downtown revitalization, mixed -use infill development along major corridors, and limited, strategic expansion of the City's footprint to diversify housing choice and economic development while conserving agricultural lands. Preparation of the General Plan and Program EIR is underway. t Conceptual Illustrative Plan of adaptive re -use and infill of former K-Mart site on Freedom Blvd Corridor. 70 Back to T.O.C. MS. General Plan Overall Vision & Strategy Diagram, highlighting key Place Types: Neighborhoods, Corridors, Centers, and new Annexation Areas. 1 ♦ r Conceptual Illustrations of Placemaking "Retrofits" to the historic Downtown Station Area, and dated shopping center along the north Lake Avenue Corridor. Back to T.O.C. SARGENT TOWN PLANNING 71 Palm Desert General Plan Palm Desert, CA Conceptual illustration of new Public Green in the University Neighborhoods In association with Raimi +Associates (R+A), Sargent Town Planning (Sargent) was retained by the City of Palm Desert to update their General Plan and prepare a new vision plan, form -based development code, and design guidelines for the Highway 111 Corridor. Through a previous visioning process, the top community priority was to evolve the old Highway 111 Corridor, the El Paseo shopping street, and suburban civic center into "a real city center." Through a series of Sargent -led public workshops, the team developed conceptual corridor transformation illustrations for Highway 111, San Pablo Avenue, gateway signage, branding and wayfinding, improved bicycle and pedestrian facilities, and streetscape improvements and mixed -use infill development corridor -wide, and finally a form -based development code and design guidelines for the 111 Corridor. Through many months of regular meetings with a steering committee - composed of council members, planning commissioners and senior city staff - the placemaking vision for the city center was extended to other corridors and centers throughout the community, and documented in the general plan through a new system of "Place Type Designations" that define land use and development intensity as well as built form and community character. Due to overwhelming community and Council support for the plan, the City subsequently hired Sargent to to collaborate with City staff in preparing a refined design for San Pablo Avenue streetscape improvements, and to prepare a specific plan for the University Neighborhoods a rea. San Pablo Streetscape improvements are substantially complete, and the City has retained Sargent again to amend he University Neighborhoods Plan to add a large public park. Conceptual Illustration of Neighborhood Green Back to T.O.C. THOUSAND PALMS C—Ald I oed Ik a Ur —T RAN Fred Waring r. ciTy or INDIAN WIFILLS CrrN I AOI. Palm Desert General Plan Vision Diagram Small Town Neighborhood Intent & Purpose To provide moderate intensity neighborhood development that flat—, , variety of housing choices and mixed uses, while pr..W,.g or enhancing the ..hting howsomr, of 1950's D—ft homes Development Intensities OU/AC: 3.0 to 10.0 Commercial FAR: Up to 0.75 Allowed Land Uses IAH SS 1*000 Uses ... . variety ofsingle-family houses and small multi family d-11mg, organized along walkable streescapas with limited commercial/retail activity within walking distance. H,u,,-,,I, multi -family is allowed on , limited basis, primarily .long corridors. Uses such as retail, car,, public facilities, guest houses, churches, school,, family day car, homes, public facilities, and other, which or, determined to be compatible with and oriented toward serving the needs of neighborhoods may also be allowed and should be focused along corridors. Intended Physical Character Street cape and Connectivity Stmet.:p.s ore suburban with formal street coca arrangements and or, highly interconnected. Intersection density should be at least 400 per square mile. Parks and Open Space Open space is primarily provided through the generous stra-capas and . —laty of sm.1 1, individual open spaces throughout the neighborhood including plazas and .pan spaces at mixed use areas. Built Form and Character Building, are set back from the sidewalk to provide moderately sized front yards with porches and terraces except in mixed -use areas here buildings are near r., at the sidewalk to support outdoor dining and easy viaw of storefronts. Buildings can be up to 2.5 stories. A., Suburban tail Center Neighbuffhood Center City �enter/Downtown, y .a. M.., ... ( Jj A sep. ill— allselllai Place Types Summary form Palm Desert General Plan N, Town Center Neighborhood Intent & Purpose , pmside moderate to higher intensity neighborhood d—imp.— that features 'ari,ty,f housing choice, walk,blestr—,nd mixed uses. Developmeatintensities DU/AC: 7.0 to 40 Commercial MR 0.5 W 0.75 Allowed Land Uses MH W SF Q) 0 0 Uses ar. , range fsingle-family and multi -family residential uses including duplex, triple, padmpla.,m.ho,,,,, townhouses, cor,"rd multi -family buildings and sms.11 scale multi -family buildings organized along w.1kble street —pas with Focused commercial/retail activity within walking distance. Uses such ,, retail, personal service, care, public facilities, guest houses, church.,, schools, family day car, moral, public facilities, and others which are determined to be c—potibl, with and odented toward serving the need, of neighborhood, may also be ,,,,.ad and should be focused along corridors and main streets. Intended Physical Character Streets—pe and Connectivity Str,,tscp,,have an urbancharacter with formal street tree arrangements and are highly nt.nmmw—d—-- allowed 11—d pd.p.d.,orrm mnnai ion, from the streets to parking facilities within block,. Intersection density should be 400 per square mile. Parks and Open Spam Open space is primarily provided through the generous streetecape-nd —irtyf open space, throughout the neighborhood including cluding plata, and other public open spaces in mixed use areas. Built Form and Character Buildings— set back from the sidewalk to provide son.11 . moderate front yards with porches and terraces except in mixed -use areas where buildings are near or,t he sidewalk to support outdoor dining and easy law of storefronts. Buildings am, variety of housing choices up to 3 ones and mixed -use buildings up to 3 rtories focused at key intersections and/or public open space. Back to T.O.C. SARGENT TOWN PLANNING 73 1 BURRIS ,. PLANNING GROUP Firm Description Burris Planning Group Capabilities Burris Planning Group Inc. (BPG) is boutique planning, policy, and municipal consulting firm. Matthew Burris started the firm on the premise that strong communities are the result of clear vision, creative problem solving, and effective collaboration. Over Matt's 25-year professional journey, he learned that the most enduring solutions do not result from siloed expertise. Rather, they emerge when design intelligence, civic leadership, and community values align. That perspective now drives the Burris Planning Group's work with cities, agencies, and partners who share a commitment to building communities that endure, adapt, and thrive. Our Philosophy We combine the perspective of design practitioners with the insight of public sector Leadership. This means we understand both the creative and operational sides of civic life — and we bridge them to deliver results. The firm's work is rooted in three principles: 1. Clarity: Distilling complexity into actionable strategies. 2. Structure: Building the organizational capacity to sustain success. 3. Civic Life: Keeping community wellbeing at the heart of every decision. Services Offered Burris Planning Group helps communities face today's challenges with clarity and resilience. The firm's services combine planning, strategy, and civic leadership to deliver outcomes that last. Planning & Policy Burris Planning Group shapes land use, transportation, housing, and conservation policies that align community values with long-term resilience. From general plans to zoning codes, we create frameworks that balance growth with stewardship. • General Plans 74 Back to T.O.C. • Housing Strategies • Neighborhood & Specific Plans • Zoning & Development Code Updates • Climate Adaptation & Sustainability Strategies • Policy Analysis • Economic Development Strategies Community Engagement Meaningful engagement builds trust and legitimacy. We design processes that bring residents, stakeholders, and decision -makers together in dialogue -ensuring plans and policies reflect the voices of those most impacted. • Community Workshops & Forums • Stakeholder Interviews & Focus Groups • Digital Engagement Tools & Surveys • Equity -Centered Engagement Strategies • Facilitation & Consensus -Building Civic Management & Capacity Strong communities need strong institutions. Burris Planning Group helps governments build the organizational systems, leadership capacity, and strategic alignment needed to deliver on their promises and adapt to future challenges. • Strategic Planning & Priority -Setting • Organizational Assessments & Restructuring • Performance Measurement & Accountability Systems • Governance & Policy Development Support • Fiscal & Resource Alignment Strategies • Project Management • Staff Augmentation • Council/Board Retreats & Strategic Workshops • Team Building & Culture Alignment • Succession Planning & Talent Development • Training in Adaptive Leadership & Change Management Back to T.O.C. Matthew Burris, AICP, LEED AP Matt Burris has been practicing in the field of community development for nearly twenty-five years as both an urban planner and deputy city manager. Matt will tell &14ko you he got into this field to build better communities. He has long been an advocate for healthier, resilient, and equitable communities. Some of his more BPG notable achievements include shepherding the Etiwanda Heights Neighborhood and Conservation Plan to adoption, providing for the conservation of 3,300 acres and a 700-acre walkable neighborhood, after decades of effort to preserve the Etiwanda front country and completing the update of the Rancho Cucamonga General Plan in 22 months. He has Led comprehensive planning updates of all scales, focusing on actionable steps and strategies for improving health, equity, and resiliency in local communities. Additionally, Matt served as an inaugural Planning Commissioner the City of Jurupa Valley, helping to establish that new city's vision and General Plan. In addition, Matt has created and taught planning courses for both UC Berkeley and UC Riverside. He is co-chair for the California Land Use Law and Policy Conference and an active lecturer for American Planning Association events. Relevant Project Experience (Following is a sample of representative projects where Mr. Burris served as project manager or key staff at other organizations prior to establishing Burris Planning Group) • Etiwanda Heights Neighborhood and Conservation Plan, City of Rancho Cucamonga • Palm Desert General Plan Update and City Center Plan (Palm Desert, CA) • Indio General Plan Update • Coachella General Plan Update • Rancho Cucamonga General Plan Update • Hermosa Beach General Plan Update • Beaumont General Plan Update • Cathedral City Sustainability Element • Nason Street Corridor Plan, City of Moreno Valley • Foothill Boulevard Development Opportunities Analysis • Pasadena Green Building Outreach and Education Program Education Master of City and Regional Planning, California Polytechnic University, San Luis Obispo Master of Science in Engineering specializing in Transportation Planning, California Polytechnic University, San Luis Obispo Bachelor of Science, Environmental Studies, University of California, Santa Barbara 76 Back to T.O.C. Work History Principal, Burris Planning Group Inc., 2025 Deputy City Manager, City of Rancho Cucamonga, 2017-2025 Associate Principal, Raimi + Associates, 2010-2017 Director of Climate Services, CTG Energetics, 2008-2010 Planning and Environmental Services Department Manager, RBF Consulting, 2003-2008 Honors Community -wide Award for Excellence in Sustainability, American Planning Association Sustainable Communities Division, PIanRC General Plan, 2023 Sustainability Award for Efficient & Sustainable Land Use, Southern California Association of Governments, PIanRC General Plan, 2022 Driehaus Form -Based Codes Award for the Etiwanda Heights Neighborhood & Conservation Plan and Code, 2020 Award for Outstanding Planning Document Award, California Association of Environmental Professionals, Hermosa Beach General Plan, 2018 Award for Integrated Planning, Southern California Association of Governments, Hermosa Beach General Plan, 2018 Award for Excellence in Community Sustainability/Resilience Plan, American Planning Association Sustainable Communities Division, Hermosa Beach General Plan Update, 2018 Professional Planner Award, American Planning Association Inland Empire Section, 2017 Driehaus Form -Based Code Award, Palm Desert University Neighborhood Specific Plan, Form Based Code Institute, 2017 Comprehensive Plan - Small Jurisdiction Award Of Merit, American Planning Association, California Chapter, Palm Desert General Plan, 2017 Comprehensive Plan - Large Jurisdiction Award of Merit, American Planning Association Inland Empire Section, Nason Street Corridor Plan, 2017 Comprehensive Plan - Small Jurisdiction Award, American Planning Association Inland Empire Section, Coachella General Plan, 2016 Excellence in Integrated Land Use & Transportation Planning Award, Southern California Association of Governments, Coachella General Plan, 2015 Innovation in Green Community Planning Award, American Planning Association Central Section, Delano Health and Sustainability Element, 2014 Special Award of Merit for Public Outreach, Pasadena Green Building Outreach and Education Program, American Planning Association Los Angeles Section, 2007 Leadership and Service Award/Education Project, American Planning Association California Chapter, Downtown Sierra Madre Educational Series - Understanding Downtowns and Downtown Immersion Week, 2005 Back to T.O.C. 77 Danny Castro Danny Castro brings more than 30 years of experience in city planning and community development, with a career rooted in local government service for multiple cities throughout California. His expertise spans land use planning, zoning, housing policy, urban design, historic preservation, commercial and business B PG development, and long-range visioning and policy development. Danny has played an active role in city and regional planning and legislative affairs in the Coachella Valley, working closely with organizations such as the Coachella Valley Planners Group and the Desert Valley Builders Association. He has led and managed General Plan updates and facilitated numerous citizen committees focused on community visioning, land use, and policy development. In addition to his professional work, Danny has a strong record of community service. He previously served as a Historic Preservation Commissioner for the City of West Hollywood and currently serves as an Architectural Committee member for the City of Palm Springs. He is also the President of the HCA Board for Royal Hawaiian Estates, the first designated residential historic landmark district in Palm Springs. Relevant Project Experience • Beverly Hills General Plan Update, Residential/Commercial Interface Committee • Sierra Madre General Plan Update • Sierra Madre Housing Element Update • Canyon Zone Committee, City of Sierra Madre • Alverno High School Master Plan, City of Sierra Madre • Kensington Specific Plan, Assisted Living Facility, City of Sierra Madre • Sausalito General Plan Update • Sausalito Housing Element Update • Short Term Rental Ad Hoc Committee, City of Sausalito • Business and Economic Development Advisory Committee, City of Sausalito • Short Term Vacation Rental Program Ad Hoc Committee, City of La Ouinta • La Ouinta Housing Element Update • Highway 111 Corridor Vision and Specific Plans, City of La Ouinta Work History Design and Development Director, City of La Ouinta, 2018-2025 Community Development Director, City of Sausalito, 2014-2018 Director of Development Services, City of Sierra Madre, 2008 - 2014 Senior Development Associate, The KOR Group, 2006 - 2007 Senior Planner, City of Beverly Hills,1992-2006 Professional Affiliations Coachella Valley Planning Director Group, Coordinator Desert Valley Builders Association, Legislative Affairs Forum American Planning Association, Conference Session Speaker, Board Member State Awards, Career Development Mentor Community Service Architectural Review Committee Member, City of Palm Springs, 2024 - Present Homeowners Association Board President, Royal Hawaiian Estates, Palm Springs Historic Preservation Commissioner, City of West Hollywood, 2005 - 2014 Education Bachelor of Science, Urban and Regional Planning, California Polytechnic University, Pomona Southern California Government Local Government Leadership Academy, California Polytechnic University, Pomona Program of Short Courses Historic Preservation, University of Southern California Architecture Program, Southwestern College Fehr&Peers Firm Description Fehr & Peers is a transportation planning and engineering firm with 24 offices and over 400 staff nationwide. Since 1985, the firm has partnered with public and private clients to design safer, more effective ways for people and goods to move —creating spaces where everyone can thrive, today and for generations to come. Bringing together data, technology, and the lived experiences of the communities they serve, the firm helps clients make confident, well-informed decisions. Along the way, the team has earned national recognition for raising the bar on how transportation projects are planned, designed, and delivered. Many of the firm's earliest clients continue to trust its experts after decades of collaboration —a testament to the strong partnerships built and the innovative mindset brought to every project. Rather than simply following trends, the team helps clients anticipate what's next. With a blend of multimodal expertise, national perspective, and local insight fueled by our strong and longstanding relationships, the firm tailors solutions across a wide range of services to meet each community's unique needs, including: + Active Transportation + Advanced Air Mobility + Climate Resilience & Evacuation + Community Engagement & Equity + Complete Streets + Curbside Management + Data Science + Emerging Technologies + Engineering & Design + Freight & Goods Movement + Grant Funding + Land Use & Transportation + Multimodal Operations Analysis + Parking + Public Lands & Recreation + Safe Routes to School + Safe System & Vision Zero + Sports Venues & Special Events + Transit Planning + Transportation Demand Management + Transportation Economics + Travel Behavior Forecasting + Visual Storytelling + VMT Impacts 80 Back to T.O.C. Education Bachelor of Science in Civil Engineering, University of California, Davis, 1999 Registrations Licensed Traffic Engineer (TR2402) Years of Experience Total: 26 years With Fehr & Peers: 26 years Affiliations Association of Environmental Professional (AEP) American Society of Civil Engineers (ASCE) American Planning Association (APA) Urban Land Institute (ULI) Recognitions WTS Honorable Ray LaHood Award Winner (Man of the Year) — IE Chapter, 2023 Presentations VMT-Related: • 2023 UCLA Land Use Law and Policy • 2022 National APA • 2022 Western ITE • 2022 CEAC Public Works Officers Institute • 2022 SBCOG City/County • 2019 California APA • 2019 CSU Facilities Fehr& Peers Jason D. Pack, TE Principal About Jason D. Pack, P.E., is a Principal with Fehr & Peers located in Southern California. He is actively involved in a wide variety of project work but also finds time to lead the firm's research and development efforts in Emergency Evacuation assessment. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro -simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to mobility. Relevant Project Experience CEQA/NEPA Experience Jason has completed transportation assessments for over 150 projects in support of CEQA or NEPA documentation. These include impact assessment to support negative declarations, transportation sections for EIRs, and transportation sections for EISs or joint EIR/EISs. General Plans Jason has worked on a wide variety of General Plans throughout the state of California, including: • City of Palm Springs • City of Palm Desert • City of Indio Most of these projects included Complete Street elements, extensive travel demand forecasting, and some level of multi -modal transportation assessment. Specific Plans/Master Plans/Corridor Plans Jason has completed assessment for more than 20 specific plans, master plans, and corridor plans. Some key projects are: • MAG High Capacity Transit Corridors Sustainability Study — Evaluating the benefits of providing transit oriented development along the high capacity transit corridors in the greater Phoenix area • Wine Country Community Plan —Assisted Riverside County in developing a travel demand forecasting model and evaluation of the plan for the Temecula Wine Country Area • Cal Poly Pomona Master Plan — Completed the transportation recommendations and assessment of the proposed University Master Plan Back to T.O.C. Fehr& Peers Delia Votsch, PE Senior Associate About Delia is a Senior Associate with ten years of experience. She currently serves as the Operations Manager for the Orange County and Inland Empire offices. She was drawn into transportation engineering because of the potential to improve the built environment and to solve exciting and complex problems. She has managed and worked on a variety of projects. Delia brings a unique perspective of having lived and worked in different communities, with a commitment to serving those communities and her clients. Education Bachelor of science, Civil Delia has developed expertise in a range of transportation engineering and planning practice Engineering, Drexel University, 2015 areas, but has notable experience with Travel Demand Forecasts, Vehicle Miles Traveled, and Transportation Demand Management. She has been involved in numerous efforts to quantify Registrations VMT for traffic studies and environmental documents, and has led SB 743 implementation and Licensed Civil Engineer, California regional VMT Mitigation program studies for many jurisdictions in Southern California. #90171 Years of Experience Notable experience with transportation impact analysis, complete streets planning and design, Total: 10 years and general plans. She has led the effort to update many circulation/mobility elements as part of a General Plan update in Southern California, considering all modes of transportation and With Fehr &Peers: 10 years the local context of each community. Affiliations Relevant Project Experience Women's Transportation Seminar (WTS) CEQA/NEPA Assessment (California) American Planning Association Delia has completed transportation assessments for over 40 projects in support of CEQA or (APA) NEPA documentation. These include impact assessment to support negative declarations, Presentations transportation sections for EIRs, and transportation sections for EISs or joint EIR/EISs. Developing SB 743 Guidelines —APA Significant environmental transportation impact assessments that Delia has led are noted Orange County Chapter (2020) below: Deciphering SB 743: Basics and Perspectives —WTS Inland Empire • City of Rancho Cucamonga 9th and Vineyard Warehouse EIR (2020) • City of Rancho Cucamonga Southeast Industrial Quadrant EIRs SB 743 and VMT— RSB ITE, (2020) a City of Laguna Hills Housing Element EIR • City of Riverside Housing Element EIR Advanced CEQA Workshop —AEP . California High Speed Rail, San Jose to Central Valley EIR (2021) a CSU Fullerton Master Plan EIR CEQA Transportation Impact • Kaiser Redlands Transportation Impact Analysis Analysis and the Transition to VMT a Cottage Industries Transportation Impact Analysis — AEP (2022) . Fairview at Northgate Vallejo TIA A VMT Mitigation Survival Guide — • City of Salinas West Area Specific Plan EIR National APA (2022) • UC Merced LRDP EIR The Inland Empire Strikes Back: Logistics and Warehousing in a post General Plans COVID world — CA APA (2024) Palm Springs General Plan Update (Palm Springs, CA) Delia is managing the ongoing effort to update the City of Palm Springs General Plan Mobility Element. Delia has overseen the preparation of existing conditions and vehicle miles traveled (VMT) estimates. 82 Back to T.O.C. Fehr& Peers Rancho Cucamonga General Plan Update and Emergency Evacuation Assessment (Rancho Cucamonga, CA) Delia oversaw the preparation of the General Plan policies, mapping, and visioning. She also contributed to the evacuation assessment which identified areas with limited accessibility and tested potential evacuation scenarios. Identification of potential circulation and capacity issues, and policies and implementation programs recommended for incorporation into the "PlanRC project." Montclair General Plan Update (Montclair, CA) Delia is managing the ongoing effort to update the City of Montclair General Plan Mobility Element. Delia has overseen the preparation of existing conditions and vehicle miles traveled (VMT) estimates. The project will include the preparation of ADT forecasts and the transportation chapter of the EIR for the General Plan Update. Climate Resilience/CAPS OCTA Rail Defense Against Climate Change (Orange County, CA) As part of a team evaluating climate risks for a key rail corridor in Orange County, Delia assisted in an assessment of station area amenities and first/last mile facilities to understand the risks and opportunities posed by climate change at rail stations in Orange County. Eastern Coachella Valley Action Plan for Climate Resistance (Coachella, CA) Fehr & Peers assisted in the development of the Eastern Coachella Valley Action Plan for Climate Resistance. Delia identified and mapped planned infrastructure. Delia also identified gaps in existing transportation policies and disruptive trends that could affect the region. Laguna Beach Climate Action Plan (Laguna Beach, CA) Fehr & Peers supported the project team in creating a Climate Action Plan. Delia served as project manager and oversaw the development of VMT inventories using the OCTAM model. VMT reduction measures were identified and quantified. Fehr & Peers also completed a vulnerability assessment for the transportation elements throughout the City, including the roadway and transit network, electric vehicle charging infrastructure, and active transportation infrastructure. WRCOG Climate Action Plan (Riverside County, CA) Fehr & Peers provided support on the update to the Western Riverside County Climate Action Plan. Delia served as project manager We participated in workshops with WRCOG member jurisdictions to discuss current and future travel conditions and mobility. We prepared baseline and future year VMT inventories for all WRCOG member jurisdictions to support GHG quantification. We identified and quantified regional and local strategies that would reduce GHG associated with transportation as part of the Climate Action Plan. We also contributed to the development of an updated monitoring tool to enable member jurisdictions to track their level of participation in the CAP. Back to T.O.C. Fehr & Peers Project Specific Qualifications Avenue 50 Evacuation Channel Crossing - La Quinta, CA W w' 36. -•T_.' a-�• Y�.wir l�r�l�.wn�rr rlr'Jw..n QyeYN 'pi11� W �1►11 =r�Ef�ers Fehr & Peers provided a VMT assessment to evaluate traffic impacts associated with the implementation of the Avenue 50 channel crossing. Once the transportation impact analysis was completed, Fehr & Peers contributed to the development of the design by preparing lighting calculations and concept design, and then in preparing Plans, Specifications, and Estimates for the signing and striping design and streetlight design. Client Contact Josh Cosper, Senior Project Manager, Mark Thomas, (951) 870-3094 Highway 771 Specific Plan - Indio, CA Highway 111 used to be a state route running through the City, serving as a regional connection throughout the Coachella Valley. After 1-10 was completed, Highway 111 was generally relinquished to the local agencies and now serves as a key corridor that connects the region together (opposed to a facility to get people through the region). However, the context of Highway 111 has not changed as the number of lanes and design of the roadway are intended for higher speed through traffic instead of serving as a key corridor that connects communities. As such, Fehr & Peers was part of a team that reviewed the Highway 111 area and developed recommendations to better connect the area north of the facility to the area south of the facility. This included reviewing roadway geometrics and providing input on roadway cross sections. Client Contact Eric Weck, Engineering Manager, Mission Springs Water District (fmr. City of Indio), 760-329-6448 84 Back to T.O.C. Fehr & Peers Project Specific Qualifications Palm Desert Circulation Element - Palm Desert, CA Fehr & Peers led the update to the City's General Plan Circulation Element. Fehr & Peers completed a review of the City's existing conditions, identified gaps and opportunities in the current circulation element, and developed alternatives for the City's consideration. The Circulation Element supports the City's compliance with new state laws including SB 743, AB 98, SB 330, and SB 932. Key policy initiatives include updates to roadway classifications and design standards, support for a city- wide active transportation network, safety improvements, truck routing, and updated VMT/LOS thresholds. Client Contact Carlos Flores, Deputy Director of Development Services, City of Palm Desert, (760) 346-0611 ext. 478 Back to T.O.C. Lisa Wise Consulting Inc. (LWC) is an urban planning, economics, and finance firm that specializes in enabling vibrant, pedestrian, and transit -oriented communities and well -designed places to live, work, invest, and play. LWC was founded in 2006 and has grown to 18 employees with offices in San Luis Obispo and San Francisco. For 19 years, LWC has worked closely with communities across the country to assess the impacts of the market on their planning goals and objectives and developed data -driven, community -driven strategies for feasible development, fiscal performance and more robust economic activity. LWC acknowledges that cities and counties face unexpected market pressures, often outside of their control. Our team includes professionals in the fields of accountancy, economics and business administration. LWC views market, economic and financial performance through an urban planning lens. LWC Market, Economic, and Financial Analysis Services: • Economic Development Strategic Plans • Market Studies • Proforma Analysis • Economic and Fiscal Elements • Market -Driven Affordable Housing Plans • Annexation Studies • (ONTA(TA9 San Luis Obispo (Headquarters) 983 Osos Street San Luis Obispo, CA 93401 (805) 595-1345 1 Office Main Los Angeles 939 South Broadway, Suite 611 Los Angeles, CA 90015 (805) 618-1924 1 Office Direct San Francisco 870 Market Street, Suite 977 San Francisco, CA 94102 86 Back to T.O.C. LISA WISE, AIR President, ceo As a planner and former Certified Public Accountant, Lisa has over 30 years of experience in land use economics, financial feasibility analysis, urban planning, and accounting. Lisa's professional focus includes a commitment to a comprehensive approach to economic and fiscal strategies, development codes, long-range plans, affordable housing, and managing complex projects. Lisa is a part time lecturer at California Polytechnic State University in San Luis Obispo, where she lectures on real estate finance and housing in the College of Architecture, Engineering, and Design. Lisa has been directly responsible for a breadth of projects aimed at creating economic and fiscal strategies and forming recommendations for more vibrant and resilient communities. These include 35 economic engagements, 80 code audits and updates, 23 specific plans and corridor plans, 40 housing elements, and inclusionary and employee housing. From 1990 to 1999, Lisa was a Manager at PricewaterhouseCoopers (PwC) in Chicago and New York City. She founded Lisa Wise Consulting, Inc. in 2006 and the firm has grown to 20 highly qualified and motivated staff. RELEVANT PROJECT EXPERIENCE: • Beverly Hills, CA I Economic Sustainability Plan • Beaumont, CA I Market Report, Economic Development, Fiscal Elements • Burlingame, CA I Downtown Burlingame Preliminary Market Analysis • Hayward, CA I Downtown Specific Plan and Code • Hermosa Beach, CA I Market and Economic Analysis for General Plan Update • Livermore, CA I Land Use Conversion Study Fiscal Impact Analysis • Long Beach, CA Zoning Audit • Long Beach, CA ADU and SIB 9 Local Ordinances • Marin County, CA I Regulatory Improvements Advisory Committee (RIAC) • Marin County, CA I Development Code Amendments, Sign Code Audit and Update • Marin County, CA I Objective Design & Development Standards, Review Procedures, Architectural Styles, and Housing Feasibility Analysis • Marin County, CA I Short -Term Vacation Rentals Report • Malibu, CA I Zoning Code and Local Implementation Plan Update • Menlo Park, CA I Analysis of Initiative to Amend Camino Real Downtown Specific Plan • Merced, CA I Bellevue Community Plan • Morgan Hill, CA I Monterey Corridor Market and Land Use Capacity Study • Mountain View, CA I R3 Zoning Code Update, Financial Feasibility Analysis • Ojai, CA I Economic Diversification Element, Tourism Impact Report • Orinda, CA I Inclusionary Housing Ordinance • Oxnard, CA I Comprehensive Local Coastal Program Amendment • Port San Luis Harbor District, CA I Development Feasibility Analysis and Entitlements • Riverside County Transportation Commission, CA I Coachella Rail Station Feasibility • San Luis Obispo, CA I Economic Development Strategic Plan • Santa Maria, CAI Economic Development Element and Fiscal ImpactAnalysis • Seaside, CA I Market Report, and Economic Development Element • Solano County, CA I Highway Interchange Economic and Zoning Study PAST WORK EXPERIIEKQ­�­ ::::A California Polytechnic State University Part-time Faculty, San Luis Obispo, CA, 2002 — Present Crawford, Multari & Clark Associates Consultant, San Luis Obispo, CA, 2001 — 2006 San Luis Obispo County Staff Planner, San Luis Obispo, CA, 2000 — 2001 Governor's Office of Planning & Research Intern, Sacramento, CA, 1999 — 2000 PricewaterhouseCoopers, LLC VCaliforn,a'Pollytechnic State University M. of City & Regional Planning I San Luis Obispo, CA DePaul University M.S., Accountancy I Chicago, IL University of Cincinnati B.S., Business Administration in Marketing & Finance 1 ' American Planning Association (APA) American Institute of Certified Planners (AICP) California Planning Foundation Treasurer, 2019 — Present Dean's Leadership Council California Polytechnic State University, College of Architecture & Environmental Design, 2018 — Present Congress for the New Urbanism (CNU) Board Member, 2025 Paul Crawford Award for Excellence in Planning, 2017 Form -Based Code Institute (FBCI) Chair, 2015 - 2018 I Treasurer, 2014 - 2015 Certified Public Accountant, 1991 - 1999 Back to T.O.C. JEN MURILLO, AICP Director Jen has 20 years of economic, fiscal, urban planning, and project management experience. Jen combines public and private sector experience with an MBA to take a 360-degree approach to managing complex economic development, fiscal impact, and long-range planning projects, and assuring LWC's deliverables exceed client expectations and are submitted on time and within budget. Jen has been responsible for leading market study, financial analysis, fiscal impact, short-term rental policy, annexation, and code projects from kick-off to adoption including an Economic Sustainability Plan in Beverly Hills, CA, Market Analysis, Fiscal Analysis, Economic Element, and Annexation Study in Santa Maria, CA, and Commercial Capacity Study in Morgan Hill, CA. She holds a Master of Business Administration from Indiana University and Bachelor of Arts degrees in Environmental Studies and Geography from University of California, Santa Barbara. RELEVANT PROJECT EXPERIENCE: • Beaumont, CA I Market Report, Fiscal Model, Economic Development and Fiscal Elements • Beverly Hills, CA I Economic Sustainability Plan Update • Boulder City, NV I Code Diagnosis • Chino, CA I Economic Assessment of Sphere of Influence Annexation Areas • Denver, CO I Development Regulatory Diagnostic and Solution Assessment • Fort Bragg I Special District Analysis, Noyo Harbor • Guadalupe, CA I Mobility Revitalization Plan • Hayward, CA I Market Analysis and Pro Forma Development for Downtown Specific Plan and Code PAST WORK EXPERIEKCL--�­ California Polytechnic State University San Luis Obispo, CA, Part-time Faculty, 2018 - 2022 Town of Mammoth Lakes, CA Senior Planner March 2014 —August 2015 Town of Mammoth Lakes, CA Associate Planner December 2007 — February 2014 Town of Mammoth Lakes, CA Assistant Planner June 2006 — November 2007 • Huntington Beach, CA I Short -Term Rental Analysis • Livermore, CA I General Plan Land Use Conversion Study Fiscal Impact Analysis Indiana University Bloomington • Lompoc, CA I Housing Market Analysis and Housing Feasibility Study M. of Business Administration • Long Beach, CA I Short Term Rental Housing Program and Regulations • Marin County, CA I Short -Term Vacation Rentals Report • Morgan Hill, CA I Monterey Corridor Market and Land Use Capacity Study • Oxnard, CA I Local Coastal Implementation Plan and Fiscal Impact Report • Park City, UT I Land Management Code Amendments • Pismo, CA I Implementation Plan and Zoning Code Update • Rancho Cucamonga, CA I Market Study, Pro Forma Development, North Eastern Sphere Annexation Specific Plan Transfer Development Rights Analysis • San Francisco State University I Infrastructure Master Plan Financial Analysis • Santa Maria, CA I General Plan Update, Fiscal Impact Analysis, Annexation Study, Economic Development Element, 6th Cycle Housing Element • Seaside, CA I Market Report, Economic Development Element • University of Hawaii I Infrastructure Master Plan Financial Analysis • Westerville, OH I Zoning Code Update University of California, Santa Barbara B.A., Environmental Studies B.A., Geography American Institute of Certified Planners (AICP) 2015 - Present (#027972) American Planning Association Member, 2013 - Present Association of Environmental Professionals 2013 — Present 88 Back to T.O.C. DAVID BERGMAN Director With over 25 years of experience, David has focused on economic and market analysis, community development and urban planning projects with an emphasis on the formation and implementation of urban and regional development strategies, and public private -partnerships. David's background includes an expertise in public policy and alternatives analysis that balance feasible economic strategies, fiscal performance, and community vision. He has provided feasibility analysis and funding strategies across all major property sectors including arts and culture, residential, retail, office, industrial, and institutional. Additionally, David has strong public sector management and academic leadership experience. He served as the Director of Planning and Building for the City of South Pasadena and Manager of Special Services for the City of Santa Cruz. RELEVANT PROJECT EXPERIENCE: • Beverly Hills, CA I Economic Sustainability Plan, Fiscal Impacts Special Events • Citrus Heights, CAI Market and Financial Feasibility Analysis • Culver City, CAI General Plan Fiscal Impact Analysis • Cypress, CA I Inclusionary Housing Ordinance • Folsom, CA I Multi -Family and Retail Development Feasibility Analysis • Fort Bragg, CA I Special Districts Analysis, Noyo Harbor • Huntington Beach, CA I Short Term Rental Program Feasibility Analysis • LA Convention Center Program Expansion Economic and Fiscal Impact Analysis • Lompoc, CA I Housing Market Analysis and Housing Feasibility Study • Long Beach, CA I Attendance and Bond Refinance Analysis, Aquarium of the Pacific • Marin County, CA I Objective Design & Development Standards, Review Procedures, Architectural Styles, and Housing Feasibility Analysis • Modesto, CA I Market, Financial Feasibility and Constraints Analysis • Mountain View, CA I R3 Zoning Code Update, Financial Feasibility Analysis • Norco, CA I Inclusionary Housing Ordinance and In -Lieu Fee • Ojai, CA I Economic Diversification Element, Tourism Impact Report • Orinda, CA I Inclusionary Housing Ordinance • Oxnard, CA I Comprehensive Local Coastal Program Amendment, Fiscal Impact Report, and Cost Benefit Analysis • Rancho Cucamonga, CA I Economic Development Strategic Plan • Riverside County Transportation Commission, CA I Rail Station Feasibility • San Luis Obispo, CA I Economic Development Plan • Santa Maria, CA I Market Analysis, Fiscal Analysis, Economic Element, and Annexation Study • Seal Beach, CA I Zoning Code Amendments and Objective Design Standards • Solano, CA I Highway Interchange Economic Potential and Code Analysis • Tucson, AZ I Underutilized Sites Analysis, Corridor Redevelopment • Woodland, CA I Financial Feasibility Analysis and Implementation �Frs Aer t PAST WORK EXPERIERCL-- . Metropolitan Research and Economics Principal, Director and Owner 2009 — 2020 City of South Pasadena, CA Director, Planning and Building 2018 — 2019 City of Santa Cruz Manager of Special Projects 2014 — 2017 Economics Research Associates Principal 1996 — 2009 University of California, Los Angeles M. of Arts, Geography I Los Angeles, CA University of Wisconsin B.A., Geography and Classical History I Madison, WI TIFI(ATIONS & MEM FRCNIDC University of Southern California, School of Architecture 2016 - 2019 Southern California Institute of Architecture 2001 - 2016 University of Michigan, School of Architecture 2009 - 2010 Back to T.O.C. 89 Atlas Planning Solutions Atlas Planning Solutions (APS) is a small, woman -owned California Disabled Veteran Business Enterprise (DVBE) based in Riverside, California. Established in 2018 as a California S-Corporation, APS specializes in urban planning and emergency management services � with a focus on climate adaptation and integrating hazard mitigation into comprehensive planning. At the core of our work is a program management philosophy that emphasizes efficiency, responsiveness, and clear communication. Our multidisciplinary team relies on our vast experience working with local, state, and Federal agencies on hazard planning projects of varying size and scale. Core services include: • Resiliency Planning • Climate Adaptation Planning and Analysis • Local Hazard Mitigation Planning • General Plans (with a focus on hazards, evacuation, and climate adaptation) • Grant Technical Assistance As a small, woman -owned, and service -disabled veteran -owned business in the State of California, APS understands that successful outcomes rely on client satisfaction, optimal project management, and a clear understanding of clients' needs. Atlas Planning Solutions Business Information Legal Name:Atlas Planning Solutions IS -Corporation, Incorporated in 2018 in the State of California. Address: 6578 Barranca Drive, Riverside, CA 92506 Phone: 951-444-9376 Email: aaron(a)-atlasplanning.org; suzanne(a)-atlasplanning.org Firm Principals/ Officers: • Suzanne Murray — Principal/ CEO/ Senior Planner • Aaron Pfannenstiel — Principal/ CFO/ Project Manager Staff Members: • Dennis Larson — Principal Planner/GIS Analyst • Crystal Stueve — Senior Planner • Robert Jackson — Associate Planner e� eean qy�o o �S Number of Years in Business: 7+ years a SDVOSB m Number of Years Performing Requested Services: y��WBEI 24+ Years >as CVE 4 Woman-Owwpdl Back to T.O.C. ,.wrr.,rawe.ry DENNIS CARBON Dennis@atlasplanning.org 951-444-9379 PRINCIPAL PLANNER I GIS MAPPING TECHNICAL EXPERT I CLIMATE CHANGE SUBJECT MATTER EXPERT Mr. Larson has 25 years of experience in public agency program management, policy research, and technical analysis. His specialties include long-range planning, hazard mitigation, climate resiliency, Geographic Information Services, and economic impact analyses. Dennis helps public agencies and private firms develop and evaluate policies, programs, and strategies with measurable performance impacts. Dennis has supported more than 40 Local Hazard Mitigation Plans (LHMPs) throughout California. EDUCATION • MA, Economics, California State San Diego • BA, Geography, California State San Diego Senior Planner, Atlas Planning Solutions, Riverside CA Dec 2018 - Present • Supports data analytics and mapping for all APS Local Hazard Mitigation Plan General Plan Safety Element updates throughout California (see Table 1 for a full list of relevant APS qualifications). • Serves as the Senior Planner for complex projects, involving hazard mitigation, climate adaptation, and coastal resources throughout California. • As a GIS expert, Dennis supports client needs regarding data analysis and mapping ensuring an increased understanding in the risks and vulnerabilities associated with hazards. Principal & Founder, Nexus Planning & Research, San Diego CA June 2012 - Present • Leads efforts to help public and private entities develop economically viable and environmentally sustainable policies, programs, and strategies with measurable performance impacts. • Focused on land use planning; economic and fiscal impact assessment; climate change analysis; and California Environmental Quality Act (CEQA) compliance. • Provides key services to Atlas Planning Solutions in support of hazard mitigation and climate adaptation. Senior Economist, AECOM, San Diego CA June 2008 — June 2012 • Performed economic impact analysis and financial feasibility for private and public developments using IMPLAN economic modeling software. • Developed Community Impact Assessments for transportation planning agencies. • Managed preparation of California Environmental Quality Act (CEQA) documents including Environmental Impact Reports (EIR) and National Environmental Policy Act (NEPA) documents including Environmental Impact Statements (EIS) and Environmental Assessments (EA). • Assessed conditions and environmental impacts in context of CEQA or NEPA. As a subject matter expert, wrote Socioeconomics, Environmental Justice, Public Services, and Land Use chapters. PROFESSIONAL AFFILIATIONS & CERTIFICATIONS • IS 100, 200, and 700/800 Certified KEY SKILLS RELEVANT TO THE ROLE Project Management Client Relations Data Management Economic Analysis GIS Grants Management and Administration Back to T.O.C. 91 Aaron(a�atlasplanning.org AARON PFANNENSTIEL, AICP 951-444-9379 PROJECT MANAGER I SAFETY ELEMENT & HAZARD MITIGATION SME Mr. Pfannenstiel is the Principal and Chief Financial Officer (CFO) for Atlas Planning Solutions (APS) and has been with the organization since its founding in 2018. He brings 23 years of experience in community planning, focusing on emergency management, hazard mitigation, and community resiliency, and has supported more than 100 Local Hazard Mitigation Plans (LHMPs) throughout the nation, with an emphasis on jurisdictions throughout California. With a background in geology, environmental studies, and urban planning, he helps clients understand hazards, assess vulnerabilities, and develop policies, programs, and mitigation strategies that make communities safer. Aaron incorporates hazard mitigation into comprehensive planning projects to increase resiliency in communities. He prepares local and multi - jurisdictional hazard mitigation plans, emergency operations plans, general plans, and safety elements. Mr. Pfannenstiel has also prepared environmental documents for CEQA compliance and due diligence and feasibility studies, and he has conducted community outreach and education efforts in communities throughout California. • MURP, 2005, Regional Planning/Urban Planning, California State Polytechnic University, Pomona • BA, 2001, Environmental Studies, University of California at Santa Barbara • BS, 2001, Geological Sciences, University of California at Santa Barbara RELEVANT & CURRENT EXPERIENCE Principal and CFO, Atlas Planning Solutions, Riverside CA Dec 2018 - Present • Manages Local Hazard Mitigation Plan General Plan Safety Element updates for jurisdictions throughout California (see Table 1 for a full list of relevant APS qualifications). • Serves as Project Director and Project Manager for most of the Local Hazard Mitigation Plans and General Plan Safety Element updates, for APS supporting California cities and counties. • As a Safety Element and Hazard Mitigation Subject Matter Expert, regularly acts as the primary Technical Liaison between City staff and technical implementation teams across all APS programs. • Provides project oversight and quality assurance over all APS programs to ensure consistent, high - quality, and timely products, services, and deliverables. Senior Associate, PlaceWorks, Ontario CA May 2017 - Dec 2018 • Focused on natural hazards, hazard mitigation, resiliency and community planning. Senior Project Manager, Michael Baker International, Ontario CA June 2004 — May 2017 • Specialized in General Plan Safety Elements, Local Hazard Mitigation Plans, Climate Adaptation, and Emergency Management focused on the Western United States and throughout the nation. PROFESSIONAL AFFILIATIONS & CERTIFICATIONS • American Institute of Certified Planners (AICP), California, 021026 • American Planning Association (APA), California, 155482 • California Emergency Services Association • American Institute of Certified Planners, 2006, 021026 • LEED Accredited Professional, 2006 KEY SKILLS RELEVANT TO THE ROLE Project Management Client Relations Budget Management Meeting Facilitation Subject Matter Expertise Data Analysis and Visualization 92 Back to T.O.C. This page intentionally left blank. Back to T.O.C. 93 Trinity ConsuLtants Firm Profile r#eridian Meridian Consultants LLC, founded in 2012, is an industry leader in the fields of community, environmental, and natural resource planning. The Meridian Consultants staff offer diverse experience in assisting public agencies with meeting the environmental review requirements of CEQA. The Meridian team has an extensive history of successful work on public sector projects for numerous public agencies throughout California. Our technical expertise and experience are matched by our ability to communicate planning and environmental information in well -organized and straightforward reports and presentations that produce successful outcomes. Meridian Consultants provides its clients with a wide range of services, including the following: CEQA compliance documentation, noise studies, air quality and greenhouse gas (GHG) studies, water supply assessments, land use planning, and mitigation monitoring services. The primary focus of Meridian Consultants' practice is the preparation of documents that comply with the requirements of the CEQA and NEPA for public agencies ranging from Notices of Exemption or Exclusion to Initial Studies and Environmental Assessments, Negative Declarations, and Mitigated Negative Declarations (MNDs) to complex Environmental Impact Reports (EIRs), Environmental Impact Statements, and joint CEQA and NEPA documents for major projects. Our practice reflects our team's substantial experience with major community policy projects in California, including participating in the preparation of General Plans and Specific Plans, major amendments and updates to General Plans and Specific Plans, and large annexation projects. Meridian has worked on major projects for the City of La Quinta for over 25 years, including our long-term involvement with the City's SilverRock Resort project, including preparation of an Addendum in 2025 evaluating the latest master plan. Meridian is also currently working on a major specific plan project in Vista Santa Rosa and has substantial experience working for the Cities on Indio and Coachella on major projects. 94 Back to T.O.C. Principal Consultant Practice Group Leader, Environmental Compliance and Planning Ahniit Mr. Locacciato is an urban and regional planner with 40 years of diverse experience in planning and environmental analysis. His background in consulting, public sector planning, and private development results in an understanding of the relationships between land use regulations, environmental impacts, and the implementation of projects. Mr. Locacciato has experience in land use planning; land use studies; the preparation of Specific Plans, Master Plans, Environmental Assessments (EAs), Program and Project Environmental Impact Reports (EIRs), Supplemental EIRs and Addendums to EIRs, Initial Studies, and Mitigated Negative Declarations (MNDs); and site feasibility and constraints analysis. He also has provided a wide range of environmental consulting services to cities, including the preparation of EIRs, the review of EIRs, and the direction of mitigation monitoring programs. Mr. Locacciato has been involved in the planning and environmental review of commercial, industrial, residential, and mixed -use projects in urban and rural settings for communities throughout California as well as for a wide variety of public infrastructure and public facility projects. His specialty is the management of complex multidisciplinary projects including mixed use master plans and specific plans. Mr. Locacciato provides oversight and direction of projects and directly manages complex projects. Education Bachelor of Science, City and Regional Planning California Polytechnic University, San Luis Obispo Affiliations American Institute of Certified Planners American Planning Association Association of Environmental Professionals Urban Land Institute Tr i�n i tsy� Meridian Experience Project manager for the Centre at La Quinta Specific Plan Environmental Impact Report (EIR) for the City of La Quinta, California. This EIR evaluated a Specific Plan proposed for an automobile dealership mall on one-half of this site at Washington Street and Highway 111, and for a major retail commercial center on the other half of the site. Mr. Locacciato was also retained by the City to prepare a Supplemental EIR for this project that addressed a proposed amendment to the Specific Plan to allow for greater flexibility in the mix of auto -related and general commercial uses on the site. Project manager for the Country Club of the Desert Specific Plan EIR for the City of La Quinta, California. Mr. Locacciato prepared a comprehensive EIR for the City of La Quinta for this Specific Plan addressing a 990-acre site located immediately north of the PGA West Community in La Quinta. After the initial approval of this project, the City retained Mr. Locacciato to prepare a comprehensive Addendum to the original EIR to add 120 acres to the Specific Plan area and to revise the permitted land uses to al low for the development of the site with the Madison Club and Hideaway development projects. Project manager for The Ranch Specific Plan EIR, SilverRock Resort Specific Plan, MND, and an Addendum to this MND for the City of La Quinta, California. Mr. Locacciato served as the City of La Quinta's environmental planning consultant on this important 700-acre site located north of the PGA West Community over several years. A comprehensive EIR was prepared by Mr. Locacciato for a new resort proposed for this site. Following preparation of this EIR, Mr. Locacciato prepared an MND for acquisition of this site by the City's Redevelopment Agency. Mr. Locacciato then supported the City's planning and development efforts for this site by preparing a Specific Plan for the golf course and resort hotel project and several Addendums to MND. Project Director for the Acrisure Arena Addendum project, a 11,000 seat arena north of the City of Palm Desert and the 1-10 Freeway in the unincorporated community of Back to T.O.C. Thousand Palms in the Coachella Valley. Project Director for the Classic Club Specific Plan Amendment Project. Mr. Locacciato managed the preparation of an Addendum evaluating a major amendment to the type, intensity and configuration of land uses in the 455-acre NorthStar Specific Plan area for the County of Riverside. Project manager for the Travertine Point Specific Plan EIR for the County of Riverside. The County of Riverside certified this EIR and adopted the Specific Plan forthis new 5,000-acre master planned community in December 2011. Travertine Point is a new town planned on the northwest shore of the Salton Sea. This comprehensive EIR addressing a Specific Plan permitting the development of over 16,655 new homes and 5 million square feet of commercial and light industrial development t. Project Manager for the Music Festivals Plan EIR, EIR Addendum, Categorical Exemption and Annual Mitigation Monitoring for the City of Indio. Over the past decade, Meridian has supported the long-term planning for these world famous festivals. The EIR evaluated an amendment to the City of Indio Municipal Code to adopt an ordinance pertaining to Major Music Festival Event Permits and a Development Agreement. The Major Music Festival Event Permit allowed an increase in attendance for the Coachella and Stagecoach Music Festivals. The EIR analysis focused on the potential environmental impacts to local and regional air quality and greenhouse gases, biological resources, land use compatibility with the surrounding residential neighborhoods, noise associated with the festival events, public services, and traffic on the surrounding communities. Meridian also prepared a comprehensive Addendum to evaluate increasing the attendance levels and a Categorical Exemption supporting the extension of the permits and development agreement through the year 2040. Meridian also provides noise monitoring on an annual basis during these events by providing online real- time noise monitoring data for 6 locations around the 600- acre festival site located immediately northwest of Vista Santa Rosa. Project manager for the Sun City Shadow Hills Project Master Plan Environmental Impact Report (EIR) for the City of Indio, California. This full -scope EIR, prepared over a 7-month period for the City, evaluated the first major development project proposed in Indio's Gateway Conceptual Specific Plan Area in north Indio. The Shadow Hills project consisted of a proposal to develop a private, age -restricted residential community on approximately 800 acres with 2,500 single-family homes, a golf course, Trinity N)eridian Consultants 96 Locacciato, AICP Principal Consultant and 65 acres of commercial uses. Key issues included compatibility with the Bermuda Dunes Airport, changes to the General Plan Circulation Plan for north Indio, and the preparation of one of the first SIB 610 Water Supply Assessments (WSA) for a major project served by the Coachella Valley Water District. Project manager for the Sun City Shadow Hills Expansion project for the City of Indio, California. This Supplemental EIR evaluated the addition of 305 acres to the Sun City Shadow Hills Community to allow for the development of a third phase. This full -scope EIR evaluated the proposed development of an additional 1,200 homes and an 18-hole golf course on the expansion area. Project manager for the La Quinta Resort Master Plan EIR for the City of La Quinta, California. This EIR addressed a proposed amendment to the Specific Plan for the La Quinta Resort to allow for an expansion of the resort. New facilities were proposed to add 800 new hotel and timeshare units to the existing resort. Proposed buildings in the resort core included a new four-story hotel/conference center building. Key issues assessed in this EIR included aesthetic impacts, traffic impacts, and potential historic resource impacts from the proposed intensification of resort facilities. Project manager for the Shadow View Specific Plan EIR for the City of Coachella, California. This EIR evaluated a residential and retail commercial project proposed on an important 455-acre site located at the entry of the City's Commercial Entertainment Zone. A full -scope EIR addressed all potential impacts of the proposed gated residential golf course community and major retail center. Mr. Locacciato also prepared the Specific Plan document for the City. Project manager for the Desert Lakes Specific Plan for the City of Coachella, California. Mr. Locacciato prepared a full - scope EIR for this Specific Plan for approximately 2,500 acres located north of the 1-10 Freeway. As proposed, the Desert Lakes community was to include 7,300 new homes in three separate residential villages surrounding a town center containing up to 300,000 square feet of retail/commercial, office, and high -density residential uses. Project manager for The Pointe Specific Plan EIR for the City of La Quinta, California. Mr. Locacciato prepared an EIR for this Specific Plan to guide the development of a residential retirement community on a 43-acre site located adjacent to the Santa Rosa Mountains and south of Highway 111 and west of Washington Street. A comprehensive EIR was prepared focusing on potential biological resource, aesthetic, and traffic impacts. Back to T.O.C. Locacciato, AICP Principal Consultant Project director for the Supplemental EIR for Amendment No. 4 to Specific Plan No. 281 (Sun City Palm Desert) for the County of Riverside, California. This EIR evaluated a major amendment to this Specific Plan to realign major roadways, other infrastructure, and planning area boundaries in the northern half of this 1,575-acre Specific Plan area. A comprehensive evaluation of all aspects of this amendment was provided in this EIR. Managed the preparation of an Addendum to the County of Riverside EIR for the Sun City Palm Desert Specific Plan project to evaluate the impacts of an amendment to the Specific Plan for the County of Riverside, California. Also managed the preparation of an EA and EIR Addendum for the City of Palm Desert evaluating the impacts of a set of pre -annexation actions on the Sun City Palm Desert project, including a General Plan Amendment, Zone Change, and approval of a Development Agreement. Project manager for the Desert Dunes Specific Plan EIR for the County of Riverside, California. This comprehensive EIR evaluated the adoption of a Specific Plan by the County of Riverside to allow 2,250 homes to be developed on 475 acres located around the existing Desert Dunes golf Course located 2 miles north of the 1-10 Freeway and 1 mile south of the City of Desert Hot Springs in the Coachella Valley. Project director for the Eden Rock Subsequent EIR for the City of La Quinta, California. Mr. Locacciato prepared this Subsequent EIR, evaluating a residential development project proposed for the undeveloped land portion of the PGA West Community. A General Plan Amendment and Zone Change were proposed to allow 97 multifamily residential condominiums to be developed on 42 acres in the center of the PGA West Golf Course Community. This Subsequent EIR updated the information and analysis in the Final EIR for the PGA West project to evaluate this proposed project. Tr i n i t y,,,O, N#eridian Consultants Back to T.O.C. 97 Ahniit Ms. Williams is a California Environmental Quality Act (CEQA) specialist and project manager with 10 years of experience in environmental analysis. Her expertise includes extensive knowledge of CEQA, National Environmental Policy Act (NEPA), and numerous other federal, State, and local statues and regulations relevant to California's environmental resources. Ms. Williams has experience preparing and managing Environmental Assessments, Environmental Impact Reports (EIRs), Supplemental EIRs and Addendums to EIRs, Initial Studies, Negative Declarations (NDs), Mitigated Negative Declarations (MNDs), and mitigation monitoring programs; and site feasibility and constraints analysis. Ms. Williams has provided environmental documentation and consulting services to cities and counties throughout southern California. Ms. Williams has been involved in the planning and environmental review of commercial, renewable energy, transportation, residential, and mixed -use projects. Ms. Williams provides internal and subconsultant project management, oversight, and quality control implementation as a project manager for a wide range of projects. Ms. Williams is also certified in Environmental Noise and SounclPLAN software and has expertise in providing noise documentation on behalf of numerous projects. Tri�nitsy Cons N#eridian Associate Principal Frhicatinn Master of Arts, Environmental Studies (Sustainable Development and Policy Concentration), University of Illinois Springfield, Springfield, Illinois Bachelor of Arts, Environmental Studies, Pitzer College, Claremont, California Affiliations Member, Association of Environmental Professionals Experience Project Manager for the Acrisure Arena Addendum project, a 11,000 seat arena north of the City of Palm Desert and the 1-10 Freeway in the unincorporated community of Thousand Palms in the Coachella Valley. Meridian Consultants defined an entitlement path and approach to the environmental review of this project. Ms. Williams managed the preparation of a comprehensive Addendum to the Final Environmental Impact Report prepared by Riverside County for the NorthStar Specific Plan that evaluated an amendment to the specific plan and the construction and operation of this new regional sports and entertainment facility. Project Manager for the Classic Club Specific Plan Amendment Project. Ms. Williams managed the preparation of a Addendum evaluating a major amendment to the type, intensity and configuration of land uses in the 455-acre NorthStar Specific Plan area for the County of Riverside. Project Manager for the South Airport Cargo Center Project for the Ontario International Airport Authority (OIAA). The Project includes demolition of the existing buildings, site improvements on the Project site, and development of an air cargo facility. Then the Project will proceed with the development of a main cargo building, aircraft apron improvements, parking structure, roadway improvements, and site improvements, including landscaping and utility improvements. Development of the Project is proposed in two phases, dependent on demand and economic conditions. Phase 1 would include the development of the 98 Back to T.O.C. Project on the eastern two-thirds of the Project site, and Phase 2 would include development on the remainder of the site. Completion of Phase 1 by 2024 is proposed. Completion of Phase 2 is anticipated 3-5 years after the opening of Phase 1. Project manager for the East End Studios project in the City of Glendale. The project involved the demolition of existing uses to construct two new studio spaces, including sound stages, and a studio production office space. Ms. Williams managed the preparation of a Categorical Exemption for the City. Project Manager for the City of Solvang Water System Master Plan EIR and Addendum project. Ms. Williams is responsible for the preparation of the appropriate CEQA environmental documentation for the project, which is a scaled down version of the project analyzed in the City's certified EIR for the 2011 Master Plan Update. Project manager for the Lucia Park Project, involving the development of a 24-story, 294-unit residential apartment building over demolition of existing commercial and parking uses for the City of Glendale. The project would include publicly accessible open space and a dog park. Ms. Williams managed the preparation of a SCEA in accordance with CEQA. Project Manager assisting the City of Needles in completing the environmental review process for the Grow Heights MND CEQA Review and Administrative Support Project, a proposed cannabis business. Ms. Williams is managing the CEQA review and coordination with the City to ensure compliance with CEQA. Project manager for the Lack Road Bridge Replacement Project Initial Study / Mitigated Negative Declaration (IS/MND) in the County of Imperial, California. The project was a replacement of the existing Lack Road Bridge over perial, California. The project proposed a replacement of the existing Lack Road Bridge over New River, a seven (7) span timber bridge, with a new precast concrete bridge Tri�nitsy Cons N#eridian Leanna Williams Associate Principal designed to current standards. Ms. Williams managed all aspects of the project's IS/MND. Ms. Williams provided solutions, recommendations, and consultation pursuant to CEQA and applicable environmental regulations.New River, a seven (7) span timber bridge, with a new precast concrete bridge designed to Project Initial Study / Mitigated Negative Declaration (IS/MND) in the County of Im Project Initial Study / Mitigated Negative Declaration (IS/MND) in the County of Imperial, California. The project proposed a replacement of the existing Lack Road Bridge over New River, a seven (7) span timber bridge, with a new precast concrete bridge designed to current standards. Ms. Williams managed all aspects of the project's IS/MND. Ms. Williams provided solutions, recommendations, and consultation pursuant to CEQA and applicable environmental regulations. Project Manager for the review of the environmental documentation for the No Name Substation — Firehouse Switchyard 69-kilovolt Transmission Line Addendum to the Environmental Assessment and Negative Declaration Project. Ms. Williams was responsible for reviewing the addendum and ensuring compliance with CEQA on behalf of the City of Needles. Project manager for the Sunset and Gordon Mixed -Use Project Supplemental Environmental Impact Report (EIR) in the City of Los Angeles, California. This Supplemental EIR provided a comprehensive analysis of a mixed -use project consisting of the development of 299 residential apartment units, 46,110 square feet of commercial space, an 18,962 square foot public park, and one supergraphic sign. The Supplemental EIR was a supplement to the EIR prepared for the Sunset and Gordon Mixed -Use Project, which was certified on October 18, 2007. The Supplemental EIR addressed modifications to the Sunset and Gordon Mixed - Use Project necessary to re -entitle the project as a result of the October 2014 Los Angeles Superior Court decision on the project. Ms. Williams managed the environmental review process for the project and provided environmental expertise at public meetings. Back to T.O.C. Director of Ahniit Mr. Kirikian is currently a Principal and the Director of Air Quality & Acoustics with Meridian Consultants. As a Principal with Meridian Consultants, Mr. Kirikian's role includes participating at the top level of the organization and reporting to the Board of Managers regarding environmental and planning projects and market initiatives. In addition, Mr. Kirikian's role as the Director of Air Quality & Acoustics includes securing and overseeing implementation of a variety of air quality and acoustics (noise) projects. Mr. Kirikian's experience related to Air Quality and Climate Change includes preparing air pollutant emissions inventories, dispersion modeling, and health risk assessments (HRAs) for residential, commercial, and transportation projects utilizing the CalEEMod and AERMOD models. Mr. Kirikian's experience related to Noise includes assessment of a variety of mobile (aviation and vehicle) and stationary noise sources associated with urban development and infrastructure projects, with specific expertise in utilizing Sound PLAN, Aviation Environmental Design Tool, and FHWA TNM models. Additional roles include serving as an environmental monitoring manager for large-scale compliance monitoring efforts during construction and operation ensuring compliance of all disciplines including air quality, biology permitting, noise monitoring, stormwater management, geotechnical oversight of excavations, cultural resources monitoring and other associated activities. Frh icatinn Master of Science, Environmental Science Loyola Marymount University Bachelor of Arts, Biology California State University, Northridge Tr i�n i tsy� Meridian Managing Consultant/ Quality &Acoustics Affiliations Institute of Noise Control Engineering Acoustical Society of America Experience Currently serves as the Project Manager and Dust Control Supervisor for the Castaic High School project. Responsibilities include generating monthly compliance monitoring report to ensure compliance with mitigation measures set forth in the final EIR and overseeing all aspects of project construction activities, including air quality, biology permitting, noise monitoring, stormwater management, geotechnical oversight of excavations, cultural resources monitoring, and other associated activities. The project consists of a comprehensive high school in the City of Santa Clarita in unincorporated Los Angeles County, including several classroom buildings, a library, a performing arts building, a multipurpose building, a physical education building with gymnasium, and an administrative building. Responsible for preparing the annual technical noise reports for the Coachella Music and Arts Festival and Stagecoach Music Festival Plan. The technical reports focus on sound data collected during the Music Festivals, which are held in the City of Indio, California, and include noise from multiple music performances, traffic, aircraft, pedestrians, generators, and fireworks. Assisted with the preparation of technical studies for an EIR for The Premier on First Mixed -Use project in the City of Burbank. This Project involved the demolition of existing uses on a 1.8-acre site and the construction of two 12- to 14- story towers within the City of Burbank. As planned, the Project comprises 154 apartments and a 230- room hotel, as well as ground -floor retail uses. 100 Back to T.O.C. Kirikian Prepared impact analyses for an assisted residential facility (ARF) for the Terraces at Hidden Hills project in the Santa Monica Mountain North Area Plan within western Los Angeles County, California. The ARF, as defined, licensed, and regulated under state regulations, would be developed on the northern 9 acres of the 26.5- acre site. The ARF would consist of 258 units and 5 hospitality suites within 2 buildings. Building A would include continuing care operations, and Building B would include independent living units. In addition to the Specific Plan, a project level EIR will be prepared to evaluate potential environmental impacts, including air quality, land use and planning, noise, traffic, biota, and utilities and public services. Responsible in analyzing short-term noise and ground - borne vibration impacts for the Oasis Wellness Center project. The project proposes development of a 442,000- square-foot medical center in the City of Palmdale. Prepared analysis of potential noise impacts from activities at a basketball court for Sheffield Investors in Pasadena, California. The study analyzes the effects on the adjacent single-family residences to the south, southwest, and southeast of 920 Hillcrest Place and includes recommendations of any mitigation measures and/or design changes necessary for the project to meet the City of Pasadena Noise Restriction Ordinance. Tr i�n i tsy� Noeridian Managing Consultant / Director of Air Quality & Acoustics Determined whether the operational noise levels that will be produced by the proposed Zion Market would result in potentially significant noise impacts. The project had triggered the need to provide a noise report based on the location of the proposed loading dock, which was immediately adjacent to multifamily residential uses. The project site is located at the northeast corner of the intersection of Vermont Avenue and James M. Wood Boulevard in the City of Los Angeles. Played a key role in utilizing the Sound PLAN noise model to assess noise impacts for the Brentwood School Education Master Plan project, located on the west side of the City of Los Angeles. The Brentwood School will implement improvements to both the East and West Campuses that include the replacement and enhancement of academic facilities, parking, and circulation. These improvements will be implemented in several phases through year 2040; construction of Phase I began in June 2017. Played a key role in providing air quality, GHG emissions, noise, and transportation and traffic analyses for the 515 West Broadway Mixed -Use project EIR in the City of Glendale. The project called for the development of a 5- story, mixed -use building with 180 residential units and 18,200 square feet of commercial space in the city. Back to T.O.C.