HomeMy WebLinkAbout09 TUSTIN TOWN CTR CONSULTING AGMNT 10-16-07y AGENDA REPORT
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MEETING DATE: OCTOBER 16, 2007
TO: WILLIAM A. HUSTON, CITY MANAGER
FROM: REDEVELOPMENT AGENCY STAFF
Agenda Item 9
Reviewed:
City Manager
Finance Direct
SUBJECT: TUSTIN TOWN CENTER CONSULTING SERVICES AGREEMENT—
IMPLEMENTATION OF ULI ADVISORY PANEL RECOMMENDATIONS
SUMMARY:
Authorization is requested to enter into a Consulting Services Agreement with Field
Paoli for a work program previously approved by the City Council to implement certain
major ULI Advisory Panel recommendations for the Tustin Town Center.
RECOMMENDATION:
It is recommended that the City Council and Redevelopment Agency:
1. Approve entering into a Consulting Services Agreement with Field Paoli in the
amount of $253,000, and authorize the City Manager or the Assistant City Manager to
execute the agreement, subject to final City Attorney review and approval.
2. Appropriate an additional $118,000 necessary for the work program included in the
Consultant Services Agreement from un -appropriated fund balances in the South
Central, Town Center, Town Center Housing Set -Aside and City General Fund non -
departmental accounts as follows: $28,000 to South Central fund 52-600-6010; $12,000
to Town Center fund 58-600-6010; $10,000 to Town Center Housing Set -Aside fund 59-
600-6010; and $68,000 to Non -Departmental fund 01-801-6010.
FISCAL IMPACT:
The FY 07-08 RDA budget included $135,000, with a recognition that additional
appropriations would be necessary. Consultant services anticipate a budget of
$253,000. A supplemental appropriation is required of $118,000 from the South
Central, Town Center, Town Center Housing Set -Aside and Non -departmental funds.
BACKGROUND:
An Urban Land Institute (ULI) Advisory Panel in June of 2006 evaluated infill
development opportunities for the expansion of residential housing and for commercial
revitalization activities within the central portions of Tustin, identified as the
"Neighborhoods of Tustin Town Center". The neighborhoods are identified as Center
City, Southern Gateway and West Village. After the report's release this year, a key
team of management representatives including the City Manager, Assistant City
Manager, the Directors of Community Development, Public Works, and Parks and
Recreation, the Police Chief and Communications Manager met several times to
discuss and review the ULI recommendations and begin the process necessary to
implement major recommendations contained in the report.
On April 17, 2007, the City Council authorized staff to proceed with an initial work
program to begin implementing certain City Council approved ULI Panel
recommendations for certain priority areas within the Tustin Town Center (Attachment
A). The first steps authorized were to identify and contract with a consultant to conduct
a Market Analysis, prepare Neighborhood Concept Plans, conduct Feasibility Testing of
Potential Projects and prepare an Implementation work program. The Tustin
Community Redevelopment Agency subsequently released a Request for Proposal
(RFP) for the scope of work approved by the Council.
The Agency received four (4) RFP responses. A technical evaluation panel consisting
of the Assistant City Manager, Community Development Director and Public Works
Director reviewed the four responses to the RFP and invited each proposer to make a
panel presentation. After the written and oral review, the panel chose the top two
proposers and conducted additional reference checks. After a careful review of the
responses, oral presentations and past work on similar projects, the staff panel are
recommending that the Tustin Community Redevelopment Agency enter into the
attached Consulting Services Agreement with Field Paoli.
While Field Paoli referenced the firm Fehr & Peers in their proposal for traffic studies,
they did not include any cost estimates for such service in their proposal. Staff are
recommending $5,000 be included to the budget with the stipulation Austin -Foust
Associates, Inc., a traffic engineering and transportation planning company the City has
used extensively, be retained for any traffic engineering services needed.
Christine A. Shingleto
Assistant City Manag
Attachment A: Priority Study Areas
Attachment B: Consultant Services Agreement
Jerry Craig
Redevelop Wtogam Manager
ATTACHMENT A
V►i
ATTACHMENT B
CONSULTANT SERVICES AGREEMENT
This Agreement for Consultant Services (herein "Agreement"), is made and
entered into by and between the TUSTIN COMMUNITY REDEVELOPMENT AGENCY, a
public body, corporate and politic, ("Agency"), The City of Tustin ("City"), collectively, the
Agency and City are shall be referred to as the Agency and Field Paoli ("Consultant").
WHEREAS, Consultant is qualified to provide the necessary services and has
agreed to provide such services; and
WHEREAS, Agency issued a Request for Proposal (RFP), dated June 2007, a
copy of which is attached hereto as Exhibit "A" and is by this reference incorporated
herein as though set forth in full hereto (the "Scope of Services").
WHEREAS, Consultant has submitted to Agency a proposal response to the
Agency's RFP, dated June 26, 2007, 2007, a copy of which is attached hereto as Exhibit
"B", and is by this reference incorporated herein as though set forth in full hereto (the
"Proposal").
NOW, THEREFORE, in consideration of the premises and mutual agreements
contained herein, Agency agrees to employ and does hereby employ Consultant and
Consultant agrees to provide consulting services as follows:
1. SERVICES OF CONSULTANT
1.1 Scope of Services. In compliance with all terms and conditions of
this Agreement, Consultant shall provide those services specified in the "Scope of
Services" attached hereto as Exhibit "A" and Exhibit "B" incorporated herein by this
reference, (the "services" or the "work"). Consultant warrants that all services shall be
performed in a competent, professional and satisfactory manner in accordance with all
standards prevalent in the industry. In the event of any inconsistency between the terms
contained in Exhibit "A", and the terms set forth in the main body of this Agreement, the
terms set forth in the main body of this Agreement shall govern.
1.2 Compliance with Law. All services rendered hereunder shall be
provided in accordance with all laws, ordinances, resolutions, statutes, rules, and
regulations of the City of Tustin and Tustin Community Redevelopment Agency and of
any federal, state or local governmental agency of competent jurisdiction.
1.3 Licenses and Permits. Consultant shall obtain at its sole cost and
expense such licenses, permits and approvals as may be required by law for the
performance of the services required by this Agreement.
1.4 Familiarity with Work. By executing this Contract, Consultant
warrants that Consultant (a) has thoroughly investigated and considered the work to be
performed, (b) has investigated the site of the work and become fully acquainted with the
conditions there existing, (c) has carefully considered how the work should be performed,
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and (d) fully understands the facilities, difficulties and restrictions attending performance
of the work under this Agreement. Should the Consultant discover any latent or unknown
conditions materially differing from those inherent in the work or as represented by the
Agency, Consultant shall immediately inform Agency of such fact and shall not proceed
with any work except at Consultant's risk until written instructions are received from the
Contract Officer.
1.5 Care of Work. Consultant shall adopt and follow reasonable
procedures and methods during the term of the Agreement to prevent loss or damage to
materials, papers or other components of the work, and shall be responsible for all such
damage until acceptance of the work by Agency, except such loss or damages as may be
caused by Agency's own negligence.
1.6 Additional Services. Consultant shall perform services in addition to
those specified in the Proposal when directed to do so in writing by the Contract Officer,
provided that Consultant shall not be required to perform any additional services without
compensation. Any additional compensation not exceeding ten percent (10%) of the
original Contract sum must be approved in writing by the Contract Officer. Any greater
increase must be approved in writing by the Executive Director.
1.7 Special Requirements. Any additional terms and conditions of this
Agreement, are set forth in Exhibits "C", "D", and "E" and are incorporated herein by this
reference. In the event of a conflict between the provisions of Exhibit "C", "D" and "E" and
any other provision or provisions of this Agreement including Exhibit B, the provisions of
Exhibits "A", "C", "D" and "E" shall govern.
2. COMPENSATION
2.1 Compensation of Consultant. For the services rendered pursuant to
this Agreement, the Consultant shall be compensated and reimbursed only such amount
as are prescribed in Exhibit D, in an amount not to exceed Two Hundred and Fifty Three
Thousand Dollars ($253,000).
2.2 Method of Payment. In any month in which Consultant wishes to
receive payment, Consultant shall no later than the first working day of such month,
submit to Agency in the form approved by Agency's Director of Finance, an invoice for
services rendered prior to the date of the invoice. Agency shall pay Consultant for all
expenses stated thereon which are approved by Agency consistent with this Agreement,
no later than the last working day of said month.
2.3 Changes. In the event any change or changes in the work is
requested by Agency, the parties hereto shall execute an addendum to this Agreement,
setting forth with particularity all terms of such addendum, including, but not limited to, any
additional Consultant's fees. Addenda may be entered into:
A. To provide for revisions or modifications to documents or
other work product or work when documents or other work product or work is required by
the enactment or revision of law subsequent to the preparation of any documents, other
work product or work;
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B. To provide for additional services not included in this
Agreement or not customarily furnished in accordance with generally accepted practice in
Consultant's profession.
2.4 Payment for Changes. Changes approved pursuant to an
Addendum shall be compensated at the personnel hourly rates prescribed in Exhibit "D"
hereto.
3. PERFORMANCE SCHEDULE
3.1 Time of Essence. Time is of the essence in the performance of this
Agreement.
3.2 Schedule of Performance. All services rendered pursuant to this
Agreement shall be performed within any time periods prescribed in any Schedule of
Performance attached hereto marked Exhibit "A" and "E". The extension of any time
period specified in the Exhibit "A" and "E" must be approved in writing by the Contract
Officer.
3.3 Force Majeure. The time for performance of services to be rendered
pursuant to this Agreement may be extended because of any delays due to
unforeseeable causes beyond the control and without the fault or negligence of the
Consultant, including, but not restricted to, acts of God or of a public enemy, acts of the
government, fires, earthquakes, floods, epidemic, quarantine restrictions, riots, strikes,
freight embargoes, and unusually severe weather if the Consultant shall within ten (10)
days of the commencement of such condition notify the Contract Officer who shall
thereupon ascertain the facts and the extent of any necessary delay, and extend the time
for performing the services for the period of the enforced delay when and if in the
Contract Officer's judgment such delay is justified, and the Contract Officer's
determination shall be final and conclusive upon the parties to this Agreement.
3.4 Term. Unless earlier terminated in accordance with Section 7.7 of
this Agreement, this Agreement shall continue in full force and effect until satisfactory
completion of the services but not exceeding one (1) year from the date hereof, unless
extended by mutual written agreement of the parties.
4. COORDINATION OF WORK
4.1 Representative of Consultant. The following Principal of the
Consultant is hereby designated as being the principal and representative of Consultant
authorized to act in its behalf with respect to the work specified herein and make all
decisions in connection therewith:
Name Frank L. Fuller, FAIA
Address Field Paoli
150 California
7t" Floor
San Francisco, CA
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94111
Phone (415) 788-6606
It is expressly understood that the experience, knowledge, capability
and reputation of the foregoing Principal is a substantial inducement for Agency to enter
into this Agreement. Therefore, the foregoing Principal shall be responsible during the
term of this Agreement for directing all activities of Consultant and devoting sufficient time
to personally supervise the services hereunder. The foregoing Principal may not be
changed by Consultant without the express written approval of Agency.
4.2 Contract Officer. The Contract Officer shall be the Assistant City
Manager of City unless otherwise designated in writing by the Executive Director of
Agency. It shall be the Consultant's responsibility to keep the Contract Officer fully
informed of the progress of the performance of the services and Consultant shall refer
any decisions which must be made by Agency to the Contract Officer. Unless otherwise
specified herein, any approval of Agency required hereunder shall mean the approval of
the Contract Officer.
4.3 Prohibition Against Subcontracting or Assignment. The experience,
knowledge, capability and reputation of Consultant, its principals and employees were a
substantial inducement for the Agency to enter into this Agreement. Therefore,
Consultant shall not contract with any other entity to perform in whole or in part the
services required hereunder without the express written approval of the Agency. In
addition, neither this Agreement nor any interest herein may be assigned or transferred,
voluntarily or by operation of law, without the prior written approval of Agency.
4.4 Independent Contractor. Neither the Agency nor any of its
employees shall have any control over the manner, mode or means by which Consultant,
its agents or employees perform the services required herein, except as otherwise set
forth herein. Consultant shall perform all services required herein as an independent
contractor of Agency and shall remain at all times as to Agency a wholly independent
contractor with only such obligations as are consistent with that role. Consultant shall not
at any time or in any manner represent that it or any of its agents or employees are
agents or employees of Agency. Consultant shall be solely responsible for compliance
with State and Federal Law with respect to the wages, hours, benefits, and working
conditions of its employees, including requirement for payroll deductions for taxes.
Employees or independent contractors of Consultant are not Agency employees.
5. INSURANCE / INDEMNIFICATION
5.1 Insurance.
A. Consultant shall maintain in full force and effect during the
term of these Agreement policies of commercial general liability and automobile liability
insurance (each of which shall include property damage and bodily injury) and each with
limits of at least $1,000,000 combined single limit coverage per occurrence.
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B. Consultant shall maintain in full force and effect during the
term of this Agreement a policy of professional liability insurance coverage with limits of at
least $1,000,000 combined single limit coverage per claim or per occurrence. If
Consultant provides claims made professional liability insurance, Consultant shall also
agree in writing either (1) to purchase tail insurance in the amount required by this
Agreement or to cover claims made within five (5) years of the completion of Consultant's
service under this Agreement, or (2) to maintain professional liability insurance coverage
with the same carrier in the amount required by this Agreement for at least five (5) years
after completion of Consultant's services under this Agreement. Consultant shall also
provide evidence to the Agency of the purchase of the required tail insurance or
continuation of the professional liability policy by executing the attached Letter Agreement
on Consultant's letterhead.
C. Consultant shall carry and pay for such workers'
compensation insurance as is required fully protect Consultant and its employees under
California Worker's Compensation Insurance Law. The insurance company shall agree to
waive all rights of subrogation against the Agency for losses paid under the policy, which
losses arose from the work performed by the named insured.
D. Other applicable insurance requirements are: (1) Name the
Agency, its officials and employees as an additional insured on the commercial, general
and automobile policies. (2) The insurance shall be issued by a company authorized by
the Insurance Department of the State of California and rated A, VII or better (if an
admitted carrier) or A-, X (if offered, by a surplus line broker), by the latest edition of
Best's Key Rating Guide, except that the Agency will accept workers' compensation
insurance rated B -VIII or better or from the State Compensation Fund. (3) The Insurance
shall not be cancelled, except after thirty (30) days written prior notice to the Agency; and
(4) The commercial general and automobile liability insurance shall each be primary as
respects the Agency, and any other insurance maintained by the Agency shall be in
excess of this insurance and not contribute to it.
E. Upon execution of this Agreement, Consultant shall provide to
Agency certificates of insurance and insurer endorsements evidencing the required
insurance. Insurer endorsements (or a copy of the policy binder if applicable) shall be
provided as evidence of meeting the requirements of Subsections (1), (3) and (4) of
Section D above and the waiver of subrogation requirement in Section C above. If self-
insured for worker's compensation, Consultant shall submit to Agency a copy of its
certification of self-insurance issued by the Department of Industrial Relations.
5.2 Indemnification. The Consultant shall defend, indemnify and hold
harmless the Agency, its officers and employees, from and against any and all actions,
suits, proceedings, claims, demands, losses, costs, and expenses, including legal costs
and attorneys' fees, for injury to or death of person or persons, for damage to property,
including property owned by Agency, arising from errors and omissions of Consultant, its
officers, employees and agents, and arising out of or related to Consultant's performance
under this Agreement, except for such loss as may be caused by Agency's sole
negligence or that of its officers or employees.
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The Consultant shall also defend, indemnify and hold the Agency
harmless from any claims or liability for Agency health and welfare, retirement benefits, or
any other benefits of part-time or fulltime City employment sought by Consultant's
officers, employees, or independent contractors, whether legal action , administrative
proceeding or pursuant to State statue.
6. RECORDS AND REPORTS
6.1 Reports. Consultant shall periodically prepare and submit to the
Contract Officer such reports concerning the performance of the services required by this
Agreement as the Contract Officer shall require.
6.2 Records. Consultant shall keep such books and records as shall be
necessary to properly perform the services required by this Agreement and enable the
Contract Officer to evaluate the performance of such services. The Contract Officer shall
have full and free access to such books and records at all reasonable times, including the
right to inspect, copy, audit and make records and transcripts from such records.
6.3 Ownership of Documents. All drawings, specifications, reports,
records, documents and other materials prepared by Consultant in the performance of
this Agreement shall be the property of Agency and shall be delivered to Agency upon
request of the Contract Officer or upon the termination of this Agreement, and Consultant
shall have no claim for further employment or additional compensation as a result of the
exercise .by Agency of its full rights or ownership of the documents and materials
hereunder. Consultant may retain copies of such documents for its own use. Consultant
shall have an unrestricted right to use the concepts embodied therein.
6.4 Release of Documents. All drawings, specifications, reports,
records, documents and other materials prepared by Consultant in the performance of
services under this Agreement shall not be released publicly without the prior written
approval of the Contract Officer.
7. ENFORCEMENT OF AGREEMENT
7.1 California Law. This Agreement shall be construed and interpreted
both as to validity and to performance of the parties in accordance with the laws of the
State of California. Legal actions concerning any dispute, claim or matter arising out of or
in relation to this Agreement shall be instituted in the Superior Court of the County of
Orange, State of California, or any other appropriate court in such county, and Consultant
covenants and agrees to submit to the personal jurisdiction of such court in the event of
such action.
7.2 Disputes. In the event of any dispute arising under this Agreement,
the injured party shall notify the injuring party in writing of its contentions by submitting a
claim therefor. The injured party shall continue performing its obligations hereunder so
long as the injuring party cures any default within ninety (90) days after service of the
notice, or if the cure of the default is commenced within thirty (30) days after service of
said notice and is cured within a reasonable time after commencement; provided that if
the default is an immediate danger to the health, safety and general welfare, the Agency
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may take immediate action under Section 7.6 of this Agreement. Compliance with the
provisions of this Section shall be a condition precedent to any legal action, and such
compliance shall not be a waiver of any party's right to take legal action in the event that
the dispute is not cured.
7.3 Waiver. No delay or omission in the exercise of any right or remedy
of a non -defaulting party on any default shall impair such right or remedy or be construed
as a waiver. No consent or approval of Agency shall be deemed to waive or render
unnecessary Agency's consent to or approval of any subsequent act of Consultant. Any
waiver by either party of any default must be in writing and shall not be a waiver of any
other default concerning the same or any other provision of this Agreement.
7.4 Rights and Remedies are Cumulative. Except with respect to rights
and remedies expressly declared to be exclusive in this Agreement, the rights and
remedies of the parties are cumulative and the exercise by either party of one or more of
such rights or remedies shall not preclude the exercise by it, at the same or different
times, of any other rights or remedies for the same default or any other default by the
other party.
7.5 Legal Action. In addition to any other rights or remedies, either party
may take legal action, in law or in equity, to cure, correct or remedy any default, to
recover damages for any default, to compel specific performance of this Agreement, to
obtain injunctive relief, a declaratory judgment or any other remedy consistent with the
purposes of this Agreement.
7.6 Termination Prior to Expiration of Term. The Agency reserves the
right to terminate this Agreement at any time, with or without cause, upon thirty (30) days
written notice to Consultant, except that where termination is due to the fault of the
Consultant and constitutes an immediate danger to health, safety and general welfare,
the period of notice shall be such shorter time as may be appropriate. Upon receipt of the
notice of termination, Consultant shall immediately cease all services hereunder except
such as may be specifically approved by the Contract Officer. Consultant shall be entitled
to compensation for all services rendered prior to receipt of the notice of termination and
for any services authorized by the Contract Officer thereafter.
7.7 Termination for Default of Consultant. If termination is due to the
failure of the Consultant to fulfill its obligations under this Agreement, Agency may take
over the work and prosecute the same to completion by contract or otherwise, and the
Consultant shall be liable to the extent that the total cost for completion of the services
required hereunder exceeds the compensation herein stipulated, provided that the
Agency shall use reasonable efforts to mitigate damages, and Agency may withhold any
payments to the Consultant for the purpose of set-off or partial payment of the amounts
owed to Agency.
7.8 Attorneys Fees. If either party commences an action against the
other party arising out of or in connection with this Agreement or it subject matter, the
prevailing party shall be entitled to recover reasonable attorneys' fees and costs of suit
from the losing party.
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8. AGENCY AND CITY OFFICERS AND EMPLOYEES; NOW
DISCRIMINATION
8.1 Non -Liability of City Officers and Employees. No officer or employee
of Agency or City shall be personally liable to the Consultant, or any successor -in -interest,
in the event of any default or breach by the Agency or for any amount which may become
due to the Consultant or its successor, or for breach of any obligation of the terms of this
Agreement.
8.2 Covenant Against Discrimination. Consultant covenants that, by and
for itself, its heirs, executors, assigns, and all persons claiming under or through them,
that there shall be no discrimination or segregation in the performance of or in connection
with this Agreement regarding any person or group of persons on account of race, color,
creed, religion, sex, marital status, national origin, or ancestry. Consultant shall take
affirmative action to insure that applicants and employees are treated without regard to
their race, color, creed, religion, sex, marital status, national origin, or ancestry.
9. MISCELLANEOUS PROVISIONS
9.1 Notice. Any notice, demand, request, consent, approval, or
communication either party desires or is required to give to the other party or any other
person shall be in writing and either served personally or sent by pre -paid, first-class mail
to the address set forth below. Either party may change its address by notifying the other
party of the change of address in writing. Notice shall be deemed communicated forty-
eight (48) hours from the time of mailing if mailed as provided in this Section.
To City:
TUSTIN COMMUNITY REDEVELOPMENT AGENCY
300 Centennial Way
Tustin, CA 92780
Attention: Assistant City Manager
(Contract Officer)
To Consultant:
9.2 Integrated Aqreement. This Agreement contains all of the
agreements of the parties and cannot be amended or modified except by written
agreement.
9.3 Amendment. This Agreement may be amended at any time by the
mutual consent of the parties by an instrument in writing.
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9.4 Severability. In the event that any one or more of the phrases,
sentences, clauses, paragraphs, or sections contained in this Agreement shall be
declared invalid or unenforceable by valid judgment or decree of a court of competent
jurisdiction, such invalidity or unenforceability shall not affect any of the remaining
phrases, sentences, clauses, paragraphs, or sections of this Agreement, which shall be
interpreted to carry out the intent of the parties hereunder.
9.5 Corporate Authority. The persons executing this Agreement on
behalf of the parties hereto warrant that they are duly authorized to execute this
Agreement on behalf of said parties and that by so executing this Agreement the parties
hereto are formally bound to the provisions of this Agreement.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the
dates stated below.
Dated:
APPROVED AS TO FORM:
Doug Holland
City Attorney
"City" & "Agency"
CITY OF TUSTIN &
TUSTIN COMMUNITY REDEVELOPMENT
AGENCY
go
William A. Huston
Executive Director/City Manager or
Christine Shingleton, Assistant City Manager
"Consultant"
FIELD PAOLI
By:
Name_
Title
By:
Name
Title
SARDA\Consultants RDA\RDA Consultant Services, MASTER, 8-07.doc
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EXHIBIT "A"
SCOPE OF SERVICES
Attached hereto is: 1) City/Agency Request for Proposal -Scope of Services
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Request for Proposal
for
Consulting Services
Preparation of Concept Plans
for
the Neighborhoods of Tustin Town Center
including:
Market Analysis
Preparation of three Neighborhood Concept Plans
Feasibility Testing of Potential Projects
Preparation of an Implementation Strategy
Proposals to be Submitted no later than:
July 18, 2007 at 5:00 p.m.
Location, Delivery, or Mailing of Submission:
Tustin Community Redevelopment Agency
300 Centennial Way
Tustin, CA 92780
I. Introduction
The City is soliciting professional consulting services for the preparation of a
"Refined Market Analysis and Neighborhood Concept Plans" for Tustin Town
Center. The Consultant's assignment is a follow-up to a ULI Advisory Services
Panel conducted in 2006 and the subsequent work program adopted by the City
Council in April 2007. The five-day ULI panel was asked by the City Council to
provide input on regulatory policy enhancements that would empower and
energize the private sector to find market-driven solutions for three
neighborhoods in the central and southwestern portions of the City. The
neighborhoods, identified in the ULI report as, Center City, Southern Gateway,
and West Village are older portions of the City which were substantially built -out
by the late 1970's. As these neighborhoods have aged, problems have developed
resulting from overcrowded housing, a lack of open space, and deteriorating
building conditions.
The ULI Panel studied the issues and framed recommendations based on the
City's desire to not use eminent domain and to use creative regulatory techniques,
including but not limited to overlay districts. The ULI Panel was also asked to
provide solutions to traffic and crime problems. The conclusions of the ULI
Panel were based on market potential, planning and design, and development and
implementation strategies. ULI Panel recommendations included re -thinking of
residential densities, mixed use development and suggested approaches to the
planning and development process that would make Tustin more competitive in
the marketplace.
As a result of the ULI ' report not all of the recommendations from the ULI
Advisory Report were believed appropriate by the City. In addition, before
adopting detailed implementation mechanisms, City staff strongly believed that
important questions still needed to be answered such as what will drive the type of
land uses and densities that might be recommended for a neighborhood.
In summary, the Consultant's scope of work will be to:
1. Prepare a refined market analysis using secondary data for the ULI Panel
combined study area as identified on Exhibit A to this RFP.
2. Community Outreach and preparation of neighborhood concept plans for
each priority neighborhood phase identified on Exhibit A (see further
discussion in the RFP regarding the level of information to be developed
during this process).
3. Conduct feasibility testing for plausible prototypical uses projects
identified in the concept plan process.
4. Prepare Implementation Work program for the priority phases only (actual
preparation of General Plan, major zoning or overlay zoning modifications
including more refined and development standards and any necessary
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans
environmental impact analysis and documentation, including identification
of financial resources would be a separate scope of work).
The Consultant and/or Consultant Team responding to this Request for Proposal
are expected to have extensive experience in planning and urban design, traffic
engineering and infrastructure testing, market analysis and real estate finance, and
community outreach.
The Appendices to this Request for Proposal (RFP) references including the
Briefing Book provided to the ULI Panel (a full copy will be provided to the
selected Consultant), the ULI's Advisory Panel Report (attached to this RFP),
references to the General Plan and Zoning Code, and actions taken by the City
Council in adopting the work program.
11. Consultant Assignment and Work Plan Objectives
The scope of work is to be conducted in phases and will require the Consultant
and/or Consulting Team, at a minimum, to perform the following:
1. Market Analysis — Task 1
The Consultant is to prepare a refined market analysis, based on secondary data,
for the ULI panel combined Study Area as identified on Exhibit A. The analysis
will need to identify market trends that are anticipated to impact the area, assess
existing and future supply and demand by use. It is intended to be an update and
an enhancement to the background information prepared for the ULI Advisory
Panel and the subsequent ULI report. Because the three neighborhoods are in
close proximity to each other and have similar uses, an areawide market study is
thought to be the most appropriate because of the similarity in uses.
Deliverable(s): Submission of a seven (7) hard copies and one electronic copy of
the draft and fifteen (15) copies of final Market Analysis report including one
original and one electronic copy ( including salient supporting evidence and data
used in completing the report, a draft and final summary of findings as they relate
to the combine study area and affected individual priority neighborhood phases
for use at public meetings is also necessary.
Time Frame for completion: The first drafts (report and summaries for each
priority neighborhood phase) are to be submitted no later than 90 days from the
execution of the agreement. In addition, during preparation of the market analysis,
market consultant team member shall be required to coordinate with the member
of the Consultant team preparing the individual neighborhood concept plans so
that the comprehensive work can overlay in a more efficient and timely manner.
The City will review and provide comments within 10 working days with final
redrafts to be submitted no later than 120 days from the execution of the
agreement. If a more expeditious schedule can be accomplished by Consultant,
please identify such time frame for document completions.
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 2
Meetings: Consultant should be prepared to meet with City staff to refine the
scope of work, to present preliminary findings and discuss any deficiencies that
need to be addressed, after the initial draft is completed to resolve any City
comments on the documents, and as necessary prior to production of the final
document. Consultant shall be required to make at least two public presentations
summarizing the analysis as requested by the City. Additional meetings or
presentations may be required during the community outreach process.
2. Community Outreach and Preparation of Three Neighborhood
Concept Plans — Task 2 for Center City (2a), Southern Gateway (2b),
and West Village (20 priority neighborhoods
The scope of work of these tasks involve the preparation of neighborhood
concept plans for each priority neighborhood phase identified on Exhibit A (the
highest priority phase, Center City shall be initially completed—followed by
Southern Gateway and the West Village). Preparation of the individual concept
plans by the Consultant will need to involve a community outreach program; City
staff will coordinate closely with and assist the Consultant with the community
outreach element of this task. The Consultant should be prepared to have no less
than two public meetings or design Charettes in each neighborhood (one
involving identification of areas of opportunity including review and feedback on
alternative approaches and one on presentation of the Draft Concept Plan);
however, additional meetings may be necessary. The Consultant should also be
prepared to present the final draft concept plan to the public at a workshop or
public meeting with the Planning Commission and City Council.
Additionally, the Consultant shall take into consideration the following in
preparation of individual Concept Plans:
Task 2a: On the Center City concept plan focus by Consultant shall be on
preparing alternatives and a final concept plan to include: Tustin High as a
residential site and the Red Hill, El Camino, and Newport Avenue
corridors (the "Major Center City Corridors"); opportunities for
intensifications; identification for sites for development, redevelopment,
and/or acquisition by the private or public sector for new development, or
for parks, open space, neighborhood amenities, and other improvements;
improving the quality of uses and improvements along the Major Center
City Corridors. The product shall include identification of specific sites
and ranking of sites critical for redevelopment.
Task 2b: On the Southern Gateway concept plan focus by Consultant
shall be on preparing alternatives and a final concept plan for improving
the quality of uses and improvements along Newport Avenue and
McFadden (Major Southern Gateway Corridors); identification of sites for
development and/or acquisition by the private or public sector for new
development/ /redevelopment, or for parks, open space, neighborhood
amenities and/or for improvements to circulation; review of Sycamore and
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans
Mc Fadden entries to the neighborhood, and; other incremental
improvements to improve the quality of the existing neighborhood.
Task 2c: On the West Village concept plan focus by Consultant shall be
on preparing alternatives and a final concept plan for improving the
quality of uses and improvements and improvements along McFadden and
along Tustin Village Way adjacent to the SR -55 Freeway (Major West
Village Corridors); identification of sites for development and/or
acquisition by the private and public sector for new
development/redevelopment, or for parks, open space, neighborhood
amenities and/or for improvements to circulation, and; other incremental
improvements to improve the quality of the existing neighborhood. The
product shall include identification of specific sites and ranking of sites
critical for redevelopment.
Deliverable(s):
Individual Concept Neighborhood Plans shall be for the three priority
neighborhood phases: Center City (Task 2a), Southern Gateway (Task 2b), and
West Village (Task 2c). Consultant shall prepare presentation exhibits and as
necessary handouts for public community outreach meetings demonstrating the
context and background of each neighborhood and identification of potential
broader concept alternatives.. The draft and final concept plan products shall
include exhibits of the area(s), narrative discussions and standards including any
exhibits necessary to demonstrate the proposed concept plan framework. The
report shall largely be urban design oriented based on market analysis and shall
have also tested the market and feasibility of particular land use uses/products or
sites, traffic and infrastructure capacity of alternatives being considered and any
proposed final plan, including necessary accommodation of adequate parking.
[NOTE: Section IV contains an example of a "Scope of Work" indicating the
items that need to be addressed as part of the study.] City staff shall be provided
with seven (7) copies of an internal draft Concept Plan including one electronic
copy and 15 copies of a final draft including one original hard copy and one
electronic copy. City staff shall also be provided with copies of all public
presentation materials developed by Consultant.
Time Frame for completion(s): Consultant will be given a separate notice to
proceed on preparation of each priority neighborhood concept plan. The initial
draft concept plans for each neighborhood will need to be delivered no later than
90 days from the day the notice to proceed is given by the City. This time
schedule is expected to include the two public meetings with each neighborhood.
The final draft shall be submitted within 30 days after any specific direction
provided from City staff (approximately 120 days from execution of the
Consultant agreement).
Meetings with City Staff: The Consultant should be prepared to meet with City
staff, as requested, in the preparation of the Concept Plans.
Tustin Town Center - RFP for Market Analysis and Neighborhood Concept Plans
4
Community Outreach and Public Presentations: The Consultant should be
prepared to conduct Charettes for each neighborhood and make presentations as
identified above.
3. Prototypical Feasibility Testing — Phases 3a, 3b, and 3c
During the process of preparing individual concept plans for priority
neighborhoods, the Consultant based on the market analysis and further real estate
analysis shall conduct feasibility testing for prototypical products and uses
identified in agreement with City staff during the conceptual planning process.
The prototypical testing shall be based on uses and/or sites identified for potential
development for each of the neighborhood concept plans. The testing within each
neighborhood will take into consideration potential uses and prototypical products
which could include lot consolidations or parcel re -configurations.
Deliverable(s): The product of the tests for each use, prototypical product and/or
shall include a technical memorandum to include a narrative describing the
assumptions in the feasibility model and the spreadsheet model, and findings and
results of the feasibility testing. Five copies of the draft technical memorandum
and an electronic copy of the draft and any spreadsheet model shall be provided
with all back-up assumptions. Five copies of the final technical memorandum
with one original and one electronic copy of the final and any final spreadsheet
model shall be provided.
Time Frame for completion(s): The first draft of the prototypical tests shall be
prepared during the preparation of the neighborhood conceptual plans and prior to
the production of the draft concept plan. Once reviewed by City staff, the final
technical memorandum and any revisions to the modeling shall be finalized prior
to completion of a final concept plan for each priority neighborhood.
Meetings: Consultant should be prepared to meet with City staff, as requested, to
discuss and obtain direction on the set of uses, prototype products or sites to be
examined during the preparation of the Concept Plans. The Consultant should
anticipate participating in the community outreach process and presentations to
the Planning Commission and City Council.
4. Implementation Strategy Recommendations (Task 4)
Based on the Market Analysis, the Neighborhood Concept Plans and the Prototypical
Feasibility Testing, Consultant shall prepare a Implementation Strategy for the priority
phases only (actual preparation of General Plan, major zoning or overlay zoning
modifications including more refined development standards and any necessary
environmental impact analysis and documentation, including identification of financial
resources would be a separate scope of work and not part of the Strategy).
Deliverable(s): The submission of a first draft Implementation Strategy for each
Neighborhood, and a final draft in the form of Technical Memorandums. Seven (7)
copies of the draft shall be provided with one electronic copy and 15 copies of the final
along with one original and one electronic copy.
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 5
Time Frame for completion(s): A first draft of each neighborhood Implementation
Strategy shall be submitted to the City within 15 days following the submission of the
first draft of the neighborhood Concept Plans, the final draft of the Implementation
Strategy shall be submitted with the final draft concept plan
tll. Background Information
Tustin is located in the geographical center of Orange County bordered by the cities of
Santa Ana on the west, Irvine on the south and east, and a large unincorporated area on
the north. With approximately 71,000 people, Tustin is one of the fastest growing cities
in the county because of the development of Tustin Legacy, a former Marine Corps Air
Station, that was closed in 1999. Since the transfer of the base to the City in 2001, Tustin
Legacy has experienced rapid growth with the addition of approximately 2,100
residential units and over 1.0 million square feet of retail space. Currently, Tustin is in
the midst of a transformation from a suburban community to an increasingly urban city.
The neighborhoods studied by the ULI Advisory Panel and referenced in this RFP are
older areas of the city with high concentrations of rental housing.
The neighborhoods, located within close proximity of each other, are located in the
central and southwestern portions of the city. All the neighborhoods are bordered by I-5
and/or SR -55, and are at or near the interchange connecting these two freeways. One of
the busiest interchanges in Orange County. Additionally, these freeways have been
barriers that have an impact in defining the boundaries of these neighborhoods.
A detailed briefing book or pdf of the briefing book shall be provided to each of the
proposing Consultant's expressing interest. This briefing book is the same one furnished
to the ULI Advisory Panel in 2006 as background information. A summary description
of the neighborhoods is listed below.
Brief Description of the Neighborhoods
• Center City, containing 210 acres, is located between Sixth Street and San Juan
Avenue on the north, Browning Avenue on the east, and El Camino Real and I-5 on
the south and west. It is comprised of a mixture of low-density single-family homes,
strip retail, garden office, public institutional, and light -industrial uses. Most of the
development in this area was built -out during the 1960's and 1970's.
• Southern Gateway, is located east of SR -55, south of I-5, west of Red Hill Avenue
and north of the current southern terminus of Newport Avenue. This area primarily
contains multi -family residential units that were constructed in the 1960's and 1970's.
Strip retail fronts onto Newport Avenue.
• West Village, is located west of SR -55 between McFadden Avenue on the south and
Main Street on the north. This area contains a mixture of large-scale and small-scale
multifamily residential unites and three manufactured home communities. The
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 6
development in this area is of 1960s and 1970s vintage. There is limited retail on the
southeastern border adjacent to McFadden Avenue.
IV. Proposal Submission Requirements
The Consultant's response to this proposal should at a minimum address the following:
Understanding the Assignment
The Consultant will need to demonstrate an understanding of the City's purpose and
objectives in this assignment by submitting, as part of the proposal, an outline for a Scope
of Work that is consistent with the "Consultant Assignment and Work Plan Objectives"
as shown in section II of this RFP.
The purpose of the Scope of Work is to indicate how the Consultant proposes to approach
the assignment. What follows is an example of a "Scope of Work". This is only an
example and is intended only as a guide for the proposing Consultants. Even though the
example can be used as a template, a proposing Consultant will not be penalized if they
develop a Scope of Work that more effectively, or efficiently addresses the assignment,
particularly given time constraints.
Examyle of Scope of Work
1. Refined Market Analysis (Task 1)
• Purpose
o Assess market conditions and trends, and supply/demand by use
o Conduct feasibility testing to assess support for the following uses and the
best places for them in the each Neighborhood.
Uses to be Analyzed
■ Residential — Ownership
■ Residential — Rental
■ Commercial — Consumer Retail
■ Commercial — Service including Medical Uses
2. Concept Plan Process (Task 2a,2b,2c)
• Consultant's confirmation of existing data, conditions, and trends including
performance by Consultant of any of their own data gathering
o The Study Area -identification of the boundaries of each priority
neighborhoods (Center City, Southern Gateway and West Village
o Area Context -or in other words a soft and hard analysis of issues in each
neighborhood
• Existing Land Uses and Patterns/Product Types
• Design Character
• circulation, linkage systems, infrastructure, parking issues
linkages, etc.
• Development trends in the area
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 7
o Identification of Constraints and Opportunities
• Preparation of preliminary neighborhood concept land use alternatives for discussion
and community outreach feedbacks. The level of detail at this stage is very broad and
would include any alternative approaches to land use types, products, any identified
priority focus areas, etc.
• Preparation of Draft Concept Plans
o Area Plan (one for each area — Center City, Southern Gateway, and West
Village)
o General Site Design Guidelines (Examples)
■ General Building Placement
■ Neighborhood Layout
■ Setbacks and maximum building heights
■ Density/FAR
■ Any modifications to Infrastructure, circulation corridors or patterns,
resolution of parking issues
■ Major Open Space
■ Access and Connectivity including enhancements along major corridors
for improved image for each Neighborhood
■ Public Amenities
■ Signage
o Building Design Guidelines
■ General Development Typologies and Uses (based upon identification of
prototypical sites or uses)
■ General Architectural Design Guidelines
■ Identification of Significant Areas of Opportunity or focus- using lot
consolidation and lot configuration, and other approaches for the three
neighborhood priority areas
• Community Outreach Process
o Conducting the Community Outreach Meetings and/or Charettes
o Presentation of Draft Neighborhood Concept Plans
o Presentation of Final Concept Plans to Planning Commission/City Council
• Meetings/or Conference Calls with Consultant
o Introductory Meeting (Internal)
■ Discuss goals and objectives
■ Discuss dynamics of the planning process
■ Outline general principles of planning and design
■ Discuss Schedule
o The Public Meetings Process or Charettes (Public)
■ Identification of Areas of Opportunity
• Development of Alternative Approaches
o Review of Draft Plan (Internal)
o Presentation of Draft Plan to public within each Neighborhood
o Presentation of Final Concept Plan to Planning Commission/ City Council
(public meeting).
3. Feasibility Assumptions and Prototypical Testing (Task 3a,3b,3b)
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 8
Based upon an agreed upon list of sites and/or uses identified during the planning process
for each Concept Plan, feasibility testing will be conducted based upon the following:
• Supportable Sale Prices or Rents as applicable
• Identification and Analysis of Competing Products or Developments
• Absorption Analysis for each Product, Use, or Site identified
• Projected Buyer or Tenant Profile
• Recommended Amenities and Services
• Assumptions and Limiting Conditions
• Cost of Development
o Hard Costs
o Soft Costs
o Land Acquisition
o Displacement/relocation costs(if acquiring new existing improvements)
• Potential Revenue
• Conduct sensitivity testing to determine the feasibility of prototypical projects using
market rate assumptions and any requirements for accommodating affordable housing
within portions of each neighborhood priority area within a Redevelopment Project
Area
• Conclusions and Recommendations
o Feasibility of market rate and affordable housing development and any
recommended uses/development site identified including mixed use products.
o Recommendations to encourage appropriate development under market
conditions
4. Next Step — Recommendations For Implementation (Task 4)
General recommendations on items such as any necessary General Plan or Zoning
Modifications to implement program. Consultant shall prepare an Implementation
Strategy for the priority phases and each neighborhood concept plan area (actual
preparation of General Plan, major zoning or overlay zoning modifications including
more refined development standards and any necessary environmental impact analysis
and documentation, including identification of financial resources would be a separate
scope of work and not part of the Strategy). Additional recommendations might include
o Immediate priorities
o Recommended time line of actions with interrelationships
o Organization and management recommendations
o Financial Strategies
o Intermediate and long term objectives
o inter jurisdictional coordination
Consultant and/or Consulting Team
The Consultant and/or Consultant Team will need to be provide the following
information on the team members.
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 9
• Identification and information on background of the Consulting Team members,
project leads in each of the disciplines, the lead firm, and the team leader responsible
for the overall assignment.
• The Consultant will need to demonstrate extensive experience (examples of work
performed in similar project to the one described in this RFP should be provided).
• The Consultant will need to demonstrated that insurance requirements specific to the
City can be met.
Fee Schedule
The Consultant will need to provide a fee schedule indicating the proposed costs for each
of the tasks and phases, inclusive of the minimum number of meetings and community
outreach identified in the proposal. Consultant shall assume that all community meetings
are a minimum of 2 hours, with meetings with City staff not exceeding 1.5 hours.
Consultant may also identify an hourly rate for any additional meetings, hours for
meetings and changes in the scope of work. Each task and line item including meetings
and community outreach should be shown separately.
V. Contact Information, Due Date for Response, and Additional
Reference Materials
• Contacts
Those interested in obtaining additional information may contact either of the following:
John Buchanan, Redevelopment Program Manager
City of Tustin
300 Centennial Way
Tustin, CA 92780
Telephone: 714.5 73.3124
E -Mail: jbuchanan�ic ,,tustinca.or�
Christine Shingleton, Assistant City Manager
(same address as above)
Telephone: (714) 573-3107
E -Mail: cshingleton@tustinca.org
• Due Date and Selection Process
Seven (7) hard copies of the proposal and a PDF file of the proposal must be submitted
by no later than 5:00 p.m. on July 18, 2007. Failure to submit the materials and copies as
requested or failure to submit within the scheduled date for submission may eliminate the
proposing Consultant from being considered. Each consultant's proposal will be
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 10
reviewed by the City. Based on the review process, the Consultant may be invited to an
interview.
• Additional Information
Exhibit A is enclosed which is a depiction of the priority neighborhood concept phases.
Also enclosed is Exhibit B which is a copy of the ULI Advisory Services Panel Report
entitled "Tustin, California: Evaluation of Infill Development Opportunities". Other
information is available upon request, with any cost borne by Consultant, as indicated
under "Contacts".
A. ULI Briefing Book (hard copy or PDF)
B. On-line Linkage References
i. City of Tustin
ii. Municipal Code
iii. General Plan
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans 11
EXHIBIT A
Tustin Town Center — RFP for Market Analysis and Neighborhood Concept Plans
EXHIBIT B
Tustin Town Center -- RFP for Market Analysis and Neighborhood Concept Plans
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Attached hereto is: 1) Consultant Proposal
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TABLE OF CONTENTS
TAB 1 COVER LETTER/EXECUTIVE SUMMARY
TAB 2 UNDERSTANDING/SCOPE OF SERVICES
TAB 3 CONSULTANT TEAM INFORMATION
• Background Information with Relevant Experience
• Insurance Requirements
TAB 4 FEE SCHEDULE
• Fee
• Standard Hourly Rates
CITY OFTUSTIN TTustin Town Center -Market Analysis and Neighborhood Concept Plans
7f
•z July 18, 2007
Christine Shingleton
Assistant City Manager
City of Tustin
300 Centennial Way
= Tustin, California 92780
Subject: Proposal for Consultant Services:
Preparation of Concept Plans for
THE NEIGHBORHOODS OF TUSTIN TOWN CENTER
For the Tustin Community Redevelopment Agency
Dear Christine and Members of the Evaluation Panel:
' Field Paoli is pleased to submit a proposal for Preparation of Concept Plans for the Neighborhoods of
Tustin Town Center for the Tustin Community Redevelopment Agency. Our team of Field Paoli (FP)
and Keyser Marston Associates (KMA) looks forward to working with the City and representatives of
the Town Center neighborhoods. We are interested in the project, very experienced in the kind of
work involved, and committed to perform the services requested.
The Field Paoli team is very qualified in the tasks that are essential for the preparation of Concept
Plans, including market analyses, preparation of neighborhood concept plans, community outreach,
design guidelines, feasibility testing, and implementation strategies. Field Paoli has worked together
with Keyser Marston on similar projects in cities and neighborhoods throughout California.
Other consultants could be necessary to include in the preparation of the study and in particular,
transportation, traffic and parking. The Field Paoli team has worked with many transportation
engineers and we have included the qualifications of Fehr & Peers in this proposal, with whom we
have worked in many cities. We are open to working either with Fehr & Peers on our team, or with
another transportation consultant of the City's choosing. Other sub -consultants could be included as
resources to the team, including civil engineering, cost consulting and possibly code consulting. We
have included a budget allowance for the services of consultants that would be in addition to the
team of Field Paoli and Keyser Marston Associates.
-4 The Field Paoli team is uniquely qualified for this project. Our experience working with both the
private and the public sectors has given us an understanding of the different priorities and constraints
that shape decision-making in both realms. Our team's experience in the fields of urban design,
architecture, economics, sustainability, design guidelines, community outreach, and feasibility
analyses, has given us extensive knowledge of what it takes to create successful neighborhood plans
and urban design projects. Field Paoli prides itself on both our urban design and built work, which we
have performed for numerous cities and with communities throughout California and the West.
A
Architecture
150 California Tel. 41, 5. 788. 6606
7th Floor
San Francisco Fax, 415. 788. 6650
California 94111 www.fieldpaoli.com
4
Letter to Christine Shingleton
Proposal for The Neighborhoods of Tustin Town Center
July 18, 2007, Page 2
We look forward to the opportunity to work with the Tustin Community Redevelopment Agency on
this exciting project. I will be the Principal -in -Charge of the project, Gerry Trimble will lead KMA, and
together we have assembled a great team in our two firms. If there are interviews, our team looks
forward to the opportunity to meet with you and the interview panel to discuss our qualifications and
the project in further detail. Please contact me anytime at 415-788-6606 x126 or at
flf@fieldpaoli.com.
Cc: John Buchanan, Redevelopment Project Manager, City of Tustin
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TASK 3 — COMMUNITY OUTREACH & PREPARATION OF CONCEPT PLANS FOR
THREE NEIGHBORHOODS
As stated in the Request for Proposal, Concept Plans will be prepared for three neighborhoods in the
Tustin Town (;enter, with Center City being; completed first of the three:
3.a. Center Cite (including Old Town)
3.b. Southern (7atewaV
3.c. West Village
Each of the neighborhoods has specific sites and projects upon which to focus. Two public outreach
meetings will be conducted for each of the neighborhoods, the first to concentrate on area identifica-
tion, opportunities and alternatives; the second on presentation and comment to the Draft Concept
Plan. If more than m:,o meetings are necessary for any of the three neighborhoods, the Team will
plan and budget extra meetings as appropriate and as approved by the Community Redevelopment
Agency. After the Final Concept Plans for all three neighborhoods are completed, a presentation will
be made to the Planning; Commission and City Council.
Each of the neighborhood plans will include contextural information or the area, land uses, develop-
ment character, systems and connections, general site design guidelines, and building; design guide-
lines. Alternative directitms and approaches will be presented for discussion and preferred directions
will be determined in the concept plan process.
DELIVERABLES: Seven (7) copies, and one (1) electronic copy of the draft Concept Plans. Fif-
teen (15) copies of the final Concept Plans, one (1) unbound original for reproduction and one (1)
electronic copy. City staff shall also receive a copy of the presentation materials used in the public
outreach meetings.
MEETINGS: FP will run six (6) public community meetings, assuming two (2) for each of three (3)
neighborhoods. Four (4) meetings with City staff are assumed for the FP Team in addition to the
public meetings. Four (4) meetings are assumed and budgeted for this task by KNLA. One (1) pre-
sentation to the City Council is budgeted.
TASK 4 — PROTOTYPICAL FEASIBILITY TESTING
In concert with Field Paoli, K1\fA will formulate a maximum of three (3) development prototypes
that respond to market conditions identified in previous tasks and are based on the Concept Plans
for the Neighborhoods. Field Paoli will provide site plan, floor plan and section sketches, to scale,
with summary numerical information for areas and counts, for each of the development prototypes.
The drawings and numerical summaries will provide a basis for KTNIA to prepare feasibility testing for
the prototypes. f�LNIA will prepare financial pro formas to test the viability of development econom-
ics. Each financial pro forma will include estimates of development costs, sales prices or rental rates,
developer return, and supportable land value. Based on the financial pro formas, KlNfA will provide
conclusions on the relative financial feasibility of each prototype development.
DELIVERABLES: Five (5) copies of a draft technical memorandum with supporting tables and one
(1) electronic copy. Five (5) copies of the final technical memorandum with supporting tables, one
unbound copy for reproductions and one (1) electronic copy.
MEETINGS: Two (2) meetings are budgeted for this task for both FP and KMA. In addition, two (2)
presentations are budgeted for the Planning Commission and City Council.
CITY OFTUSTIN 'Tustin Town Center - Market Analysis and Neighborhood Concept Plans
TASK 3 — COMMUNITY OUTREACH & PREPARATION OF CONCEPT PLANS FOR
THREE NEIGHBORHOODS
As stated in the Request for Proposal, Concept Plans will be prepared for three neighborhoods in the
Tustin Town Center, with Center Cite being completed first of the three:
3.a. Center City (including Old Town)
3.b. Southern Gateway
3.c. West Village
Each of the neighborhoods has specific sites and projects upon which to focus. Two public outreach
meetings will be conducted for each of the neighborhoods, the first to concentrate on area identifica-
tion, opportunities and alternatives; the second on presentation and comment to the Draft Concept
Plan. If more than two meetings are necessary for any of the three neighborhoods, the Team will
plan and budget extra meetings as appropriate and as approved by the Community Redevelopment
Agency. After the Final Concept Plans for all three neighborhoods are completed, a presentation will
be made to the Planning Commission and City Council.
Each of the neighborhood plans will include contextural information or the area, land uses, develop-
ment character, systems and connections, general site design guidelines, and building design guide-
lines. Alternative directions and approaches will be presented for discussion and preferred directions
will be determined in the concept plan process.
DELIVERABLES: Seven (7) copies and one (1) electronic copy of the draft Concept Plans. Fif-
teen (15) copies of the final Concept Plans, one (1) unbound original for reproduction and one (1)
electronic copy. City staff shall also receive a copy of the presentation materials used in the public
outreach meetings.
MEETINGS: FP will run six (() public community meetings, assuming two (2) for each of three (3)
neighborhoods. Four (4) meetings with City staff are assumed for the FP Team in addition to the
public meetings. Four (4) meetings are assumed and budgeted for this task by K-NfA. One (1) pre-
sentation to the City Council is budgeted.
TASK 4 — PROTOTYPICAL FEASIBILITY TESTING
In concert with Field Paoli, KNfA will formulate a maximum of three (3) development prototypes
that respond to market conditions identified in previous tasks and are based on the Concept Plans
for the Neighborhoods. Field Paoli will provide site plan, floor plan and section sketches, to scale,
with summary numerical information for areas and counts, for each of the development prototypes.
The drawings and numerical summaries will provide a basis for Kl\fA to prepare feasibility- testing for
the prototypes. KIMA will prepare financial pro formas to test the viability of development econom-
ics. Each financial pro forma will include estimates of development costs, sales prices or rental rates,
developer return, and supportable land value. Based on the financial pro formas, KNfA will provide
conclusions on the relative financial feasibility of each prototype development.
DELIVERABLES: Five (5) copies of a draft technical memorandum with supporting tables and one
(1) electronic copy. Five (5) copies of the final technical memorandum with supporting tables, one
unbound copy for reproductions and one (1) electronic copy.
MEETINGS: Two (2) meetings are budgeted for this task for both FP and KNIA. In addition, two (2)
presentations are budgeted for the Planning Commission and City Council.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans
TASK S — IMPLEMENTATION STRATEGY
Based on the Market Analysis, the Neighborhood Concept Plans and the 1'easibility Testing, KNfA
and the Team v% -ill review approaches for implementation appropriate to each Neighborhood and
make recommendations to the Agcncy for the prioritN, phases of deN-elopment. The field Paoli
Team will prepare an "Action Plan" containing; the following key components:
• Recommended activities and programs
• 0bjectives
• Potential funding; sources
• 0rganizational recommendations
• Responsible parties (public, private, non-profit)
• Suggested priorities
• Pr<.,bable timetable.
DELIVERABLES: Seven (7) copies of the Draft Implementation Strategy for each of the three
Neighborhoods and one (1) electronic copy. Fifteen (15) copies of the Final Implementation
Strategy, one original for reproduction purposes and one (1) electronic copy.
MEETINGS: The Team assumes three (3) meetings are budgeted for this task, of which two (2)
will be attended by KALA.
CITY OFTUSTIN ? Tustin Town Center - Market Analysis and Neighborhood Concept Plans
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LEAD FIRM INFORMATION
FIELD PAOLI FIRM PROFILE
field Paoli is a ?U person architectural and
Urban design practice that focuses on place -
making. AVe believe that architects and urban
designers have a responsibility to create places
that are not only aesthetically- distinctive but
also help make our lives better by orchestrat-
ing the quality of social interaction on site. ( )n
all scales, from designing a small community
center to a large mixed-use complex or the
plan for a new communitN', we concentrate on
creating great places that are architecturally
distinguished and socially vibrant. Since our
formation in 1986, Field Paoli has earned a
reputation for architecture and urban design
that respond to regional and environmental
influences, respecting and expressing the par-
ticular character of each community. Our work
has been recognized for its inventiveness and
pragmatism, with multiple awards from the Ur-
ban Land Institute, the International Council
Of Shopping (:enters, and the American Insti-
tute of architects. It has also been published in
major urban design, architecture and business
magazines, such as Calan I alid, C=ontract, I A
Arcbrlect, the Saul Vrancrsco Chronicle, and .tihoppiti
Center "1'o�lay.
Field Paoli's urban design services and port-
folio include strategic plans and concepts for
downtown and transit planning; development
site plans; design guidelines and reviews includ-
ing peer reviews of both architecture and ur-
ban design projects; as well as developer inter-
views and reviews. Our architectural portfolio
includes retail, mixed-use complexes, libraries,
community centers, educational facilities and
housing, throughout the western united States.
I.eadership, teamwork, research and innova-
tion form the core principles of our work
approach. As leaders and innovators in helping
communities redefine themselves, a large part
Of our urban design work includes strategic
and visioning plans. This strategic planning
tabes into account the myriad issues relating
to land use, transportation, pedestrian cir-
culation, economics, landscape and building
design. ( )ur strategic plans ext=end to the scale
Of the individual parcel/site, which we test
for different development scenarios. We have
produced downtown strategic plans for the
cities of Anaheim, Fullerton, Long Beach, San
Jose, and Flagstaff, A1, among others. We have
also provided urban design services for cities
as diverse as San Mateo, Santa Barbara, Napa,
Glendale, Sunnyvale, Emeryville, Beverly Hills,
Provo, t_Ttah and East Grand Forks, Minnesota.
In a number of cases, we have been involved in
writing design guidelines and reviewing projects
for the client.
(.)Lir retail and mixed-use projects include
Paseo Nuevo in Santa Barbara, California, a
do-\x-ntown, multi -block redevelopment, which
combines high-end retail with office space
and a performing and visual arts center. The
design weaves Santa Barbara's historic buildings
and passages with neNt- buildings, paseos and
plazas. We also have completed a mixed-use
downtown for Pleasant Hill, California. ( )ther
mixed-use projects include: Beverly Canon, a
retail/restaurant-office complex in the heart of
Beverly Hills; and Victoria Gardens, a regional
town center with shops, houses and a cultural
center set in landscaped main streets, paseos
and plazas in Rancho Cucamonga, California,
which has won national awards for the Urban
Land Institute and the International Council of
Shopping Centers.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans a
i/
( )ur successful built projects enable us to
approach urban design issues from a practical
perspective. These projects not only achieve
community acceptance for future development,
but also address the practical issues of infra-
structure, access, and constructabilit_N, that are
essential to meet a city's needs for public and
private development.
In each of our projects we place an emphasis
on the design of social public spaces and
the enhancement of building design through
careful consideration of the user's social
patterns. We research and design plans and
protot}-pes that create vibrant public places
in the social and commercial hearts of cur
cities. Many of c,ur projects include retail,
Office, entertainment, housing, libraries and
community/recreation facilities, which respect
and express the essence of their environments
The careful integration of these vital elements
is crucial to the success of a development.
r�ttent'on to detail and the quality of design
have earned us numerous awards and broad
public recognition.
FIRM AWARDS
• San Francisco Business Times Real
Estate Deal c,f the Year, Best ,Mixed Use
(Suburban), 2006, (1n Broadway
• IIDA Northern California Chapter Honer
Ayvards, i�ierit inward, 2007, L.afavette
Veteran's Memorial Building
• California Park and Recreation Society
Award, 2006, Almaden Branch Library and
Community Center
• Urban Land Institute Award for Excel-
lence, 2006, Victoria Gardens
• 1CSC International Design and Develop-
ment Award, 2006, Victoria Gardens
• North Bay Business journal, Best Retail
Project, 2006, Strawberr} Village
• Santa Barbara Beautiful ,Award, Paseo
Nuevo, 2006
• L.eague of ('alifornia Cities, Helen Putnam
;Award for Excellence, 2005, Veteran's
Memorial Building
• Beverly Hills Architectural Desitin ;Vvard,
Crate & Barrel Stere, 2004
• Boston Societe of Architects Design Com-
petition, Winninti E'ntry for \A'tstwoud
Site, 2003
• ;AIA F1;ast Bay- "Out of the Bot for Unbuilt
Projects" Design Awards,- 'Merit Award
• SNIPS Founders Award For Excellence and
Creativity and an Award ()f Honor, 2002
• F,nvision Utah 2001 Grand Achievement
,Award in Project Implementation, 2001
• Intermountain Cr,ntractor NIagazine, Best
of 2001
• NAHB awards of Excellence, Merit
Award, Retail, 2001
• Shopping (;enter `A()rld Magazine, SADI
Award, 2001
• Pacific Cost Builders Conference Gold
N ugget Award, (;rand Award 2000
• National ('ommercial Builders Council,
2001 Awards of Excellence 2000
• Pacific Coast Builders Conference Gold
Nugget ,Award, Grand ,Award 1999
• A('I Intermountain Chapter, Award for
Excellence in (,oncrete, 1999
• Shopping (:enter World Afagaline, SAD1
'ward 1999
• California Redevelopment Association,
Downtown Redevelopment Llonor Award
• Pacific C()ast Builders Conference Gold
Nugget Award, Grand Award 1998
• Urban Land Institute (ULI) Tweno,-Five
Year Award 1995
• AIA California Council Urban Design
Honor Award 1993
the future of D l wra wr i enq Beath o being :�;rnded by the e;remrlory urban thF
strategy for Development rA f feid P;:Oii awl the C,yenw
Ra(hai-3 K,,%, f, D,irertoi, Redeveiopmenf ii*wiu of Lonq Re.irh
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans
OUR MUNICIPAL CLIENTS
Field Paoli has mane veai-s of working "'Ith mane cities, particularly' in California. Our clients 111CILILIC:
(Jty of Analicil-11
('1tv of Belmont
City of B(:rk(:Ic\
(Jty of Beverly I lills
(Jty of Brisbane
( " I ty of Concord
0ty of (:upert1t10
City of I)Llllljn
(.:ItN' of Emen ville
Cite of Flagstaff, AZ
Cite of hrcniont
Cite of Fullerton
City of Glendale
(Jty of Lafayette
Cite of 1.ong Beach
(Jty of Nlenlo Park
Cite of :Millbrae
("Ity of Milpitas
0ty of Novato
Cite of Ontario
0ty of Pleasant Hill
0ty of Rancho Cucamonga
Cite of Roseville
0t\ of San Antonio, 'TX
Cite of San Francisco
Cite of San _lose
('It\ of San Mateo
(:its of Sanit:()ga
(:It\- of Sunn\�valc
(:It\' Of 'fLt,tin
Cite of Union 0tv
(:it(:itt of Vallcio
0mity of Alameda
Portland Development
("onimission
Flagstaff Downtown Plan, Flagstaff, Arizona
CITY OF TUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 6
SUSTAINABLE DESIGN EXPERIENCE
Sustainable design, including
Guidelines and their related certification
process are being quickly adopted by public
agencies as goals or even standards for new
cleyelopment.
Field Paoli has been actin°eli incorporating
sustainable and energy-efficient design into
our projects for several `ears. ( )ne third
Of our design staff are I,1`1:D kccredited
Professionals, including (ane. I_.in, a member
Of our proposed project team. WC would
\k,elcomc the opportunity to integrate
sustainable design into our work with Tustin
Northfield Stapleton Retail Center
Denver, CO
Fiiresl Cttt1)etelii�a�ent
Three of 16 buildings ranging in size from
5,001) sf to 30,000 sf
• 1.1 I D -CS Silver, Pilot Program, Awarded
October. 2006
• Reuse of a decontaminated brownfield site
• Stormwater control
• Outdoor shading_
• Ccx)l roofs
• Design guidelines require sustainably
designed interior features using a LF:F�.D
like system
• W"'ater efficiency for both site & building
shells
• 1?nhanccd measurement
• Verification of s` steins
• Natural lighting
• Resources reuse; rec\,cled content
• Local materials
Mayfair Community Center,
San Jose, CA
06' of ,Sa/1 Jose
21,000 sf Community Center
• In progress for LF F"D Certification;
construction beginning summer 2007
• Sensitive orientation
• Narrow cross section
• Outdoor circulation and shading
• Daylighting and deep]\ recessed ,vindows
for shading
• Thick vgalls with added insulation, lovv,-e
glazing
• Natural cress ventilatiOn
• I.ow VOC emissions on interior paints,
sealants, carpets, & composite woods
• Water use reduction
Martin Luther King Jr. Civic Center
Berkeley, CA TaIN 1w NkOrc, i :I.5 rvrchirrrt
i,lip of Bel'kcley
05,000 sf City Council and Administrative
( )ffices
• 2001 Honor Award from Savings by
Design for energy efficiency and intelligent
design
• Flisting building seismically upgraded and
historic finishes restored
• Operable windo-vs restored
• Thermal mass for cooling
• No air conditioning for five floors, using
central fans, cross ventilation and four
central air shafts
• Abundant daylighting with photometric
and occupancy Controls
• Ene rg) management system
Vineland Library
San Jose, CA
Clty q .Van Jose
24,000 sf I..ibrary
• Design followed guidelines for 11,"F.D
Silver certification
• Recycled content in materials and finishes
• Natural ventilation combined with high
efficiency HVAC
• 1�.stensive daylighting
• Cool roof
• Electric vehicle fueling statlOns
• Bike parking / staff showers
• Located adjacent to bus stop
CITYOFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans
tt�
Whole Foods Market, San Jose, CA
ll holt I.00dr
44,000 sf Retail
In progress for 1.1:I'D (,crtificatittn; cur-
rently in schematic design
• Reuse t,f a decontaminated br(nvnfield site
• (;1()se proximity to public transportation
• Dense tleighborh(►od location
• Reduced parking standards
• Recvcled content
• Extensive davlighting;
• Nat Ural ventilation
• ( )n site rm,'cr generation
• Stori-mvater retention
• kXrater efficient landscaping;
• Low V( )(;-emitting; construction materials
Belmont Library, Belmont, CA
C,ily q1' bebaout
20,000 sf Library
• Received PG&.F. Savings by Design rebate
for energy efficiency
• Building; sited to preserve existing grove of
heritage oA trees
• Operable windows for natural ventilation
• Abundant davlighting, Including;
clerestories and skylights
• Recvcled content in materials and finishes
• Located adjacent to bus stop
• Alinimal parking; provided to encourage
walking and public transit
• Highlti- efficient mechanical system utilizing
radiant heating at the high window wall
Restaurant & Conference Facility,
Genoa, NV
Rob -Anderson, lead definer and prior to
Fitld Pauli
•
\\'()n a Department of Energy award
(1983)
• Heated entirely by geothermal (including
some of the cooking; equipment)
• Used an indirect evaporative cooling
system instead of air conditioning, which
utilized a secondary airstream cooled by
heat exchange with the primary evaporative
system
The Patios at Valencia Town Center
Santa Clarita, CA
lFf.�t/ir/rl (,011)01<<iiou
:ldditi()n of R buildings ranging in ,i/e from
3,000 s f to 55,00) sf
• Densification of it developed site
• Dense and diverse neighborhood location
• Sensitive solar ()rlentati()n
• ( )utdoor circulation and shading, in lieu of
ind(x►r mall environment
• Outdoor shading via trees, building cano-
pies and trellises
• Connected to community pedestrian Paseo
system
• Connected to multiple bus lines
• Hybrid vehicle preferred parking;
• Bike parking;
• Stortnwater management
• Pervious paving at selected new parking;
lots and pedestrian areas
• FAIsting trees transplanted, and existing;
landscaping protected.
• Heat island reduction via tree planting;
• Native and water -efficient landscaping;
• \N ate r efficient irrigation system and
weather tracking; capability
• Building commissioning;
• I',nhanced measurement and verification of
IiVA(; systems
• Waterless urinals
Belmont Library, Belmont, CA
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans a
KEY TEAM MEMBERS
FRANK FULLER, FAIA, PRINCIPAL
ROLE: PRINCIPAL-IN-CHARGE/TEAM LEADER
Drank Duller, FAIA, will be the Principal -
in -Charge and ream leader for this project.
Frank will direct design, management and
contractual obligations. Frank is an expert In
creating streetscape and urban design projects
that are attractive, functional and promote a
high yualit� of life. Fle often works %vith cities
with growing populations to orchestrate retail,
residential and Office uses \vithin a district.
Through his work with both public agen-
cies and private developers, Frank has gained
exceptional knowledge and skills in balancing
beth groups' needs in the public realm. Frank's
architectural work includes mixed-use projects
for urban settings, retail and performance ven-
ues. He is a Fellow of the 'American Institute
of Architects and a member of the Urban
Design Steering (:ornmittee of the American
Institute of :-Architects, California (;o►uncil.
HEIDI SOKOLOWSKY, ASSOCIATE AIA, BDB
ROLE: PROJECT MANAGER
A gifted urban designer who has won awards
for her work in the L'nited States and Europe,
Flcidi So�kolowsky is skilled at interpreting the
public and private needs of a community into
a flexible and durable frarnework for urban
design and planning. In her role as day-to-day
contact and project manager, Heidi will manage
our project team, schedule and budget. She will
also work on conceptualizing and refining our
urban design and architectural guidelines, both
as design and written documents.
Heidi and Frank have collaborated on a new
mixed-use urban district in Scottsdale, Arizona,
as well as the C;reater Downtown Anaheim
Guide for Development, and also an urban
design project in Avondale, ;'Arizona. She
has worked on many master plans, design
guidelines and streetscape projects, including
master plans for the F Iuntcrs Point Shipy and
dcvelopmctlt in San Francisco, streetscape for the
Vasona bight Rail Pro jcct in San lose, and Transit-
( )riented Development Guidelines for BART. Fler
winning competition entre for Harvey Milk Plaza
in the Upper %Lir -et area won the 200-5 AIA San
Francisco Urban Design Award. Fleidi's last award
was the 2()()? AIA Honor Award in Urban Design
for the project "Zipper" in ( ldham, L IL, which
proposed design ideas that address class and
cultural issues in a Manchester, U l-� neighborhood
with a large immigrant population.
JANE LIN, LEED AP, SENIOR URBAN DESIGNER
ROLE: SENIOR URBAN DESIGNER
As a senior urban designer, Jane I.in will be
involved xvith research and the conceptualizing
and refining of design concepts. Jane brings
refinement and vision to urban design b�
simultaneousIV addressing public goals, sound
urban design principles and site context in
her work. Iter project experience includes
streetscape for commercial districts and mixed use
ncighborhoo►ds, as well as master plans and design
guidelines. A LFFI)i Accredited Professional, Jane
has held several research and outreach roles for
sustainable design programs, most notable for the
L`niversity of California's Chancellor's Committee
on Sustainabilit , and at the Pacific Energy Center.
' �A
Dublin Transit Center
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans
FRANK LANNEAU FULLER, FAIA, PRINCIPAL
PRINCIPAL-IN-CHARGE/TEAM LEADER
RELEVANT PROJECTS Concord Downto%vn Redevelopment Strategy Plan, Concord, CA
(:()ncc►rd Downtown Plan, Concord, CA
Pleasant 1-1111 Fixed -Use To%vn Center, Pleasant Hill, CA
I"I (:errito del Norte Mixed-L.'se Transit Village, F;l Cerrito, CA
Anaheim Greater Downtown Plan, Anaheim, C,°1
Fullerton Downtown Strategy, Fullerton, CA
Belmont Development I?nhancement, Belmont, CA
Strategy for Greater Downtown 1_,ong Beach, Long Beach, CA
kVillmore District Implementation Plan, long Beach, CA
North Long Beach Neighborhood Plan, Long Beach, CA
Lung Beach, Nest Gateway Urban -Design Plan, Lang Beach, C"A
Paseo Nuevo, Santa Barbara, CA
Flagstaff Downtown Plan, Flagstaff, AZ_.
Belle Haven CotllnlllnitV Design
Village Square Task Force Plan, San Lorenzo, CA
Downtown San 1()se Strategv for Development, San dose, CA
San dose South First Area (Sol A) Development Plan, San ,Jose, CA
Santa Rosa Core Area Plan, Santa Rosa, CA
INLodesto Redevelopment Area Master Plan, 1Nlodesto, C,=1
San Pablo Urban Design Plan, Emeryville, CA
Santa Rosa (,ore Area Plan, Santa Rosa, CA
Hercules 'Ii)wn (:enter; Transit Oriented ;\fixed -Use, Hercules, CA
Nfission Bac Urban Design Plan, San Francisco, CA
Downtown Ontario Development Strategy, Ontario, CA
Glendale Downtown Plan, Glendale, CA
Hiller Highlands Master Plan, Oakland, CA
EDUCATION Bachelor of ,Arts, Princeton University, 1968
Master of architecture, University of California, Berkeley; 1973
Master of City & Regional Planning, L'C, Berkelev, 1976
PROFESSIONAL Registered Architect, California
REGISTRATION
AWARDS American Planning Associati()n
Progressive Architecture
International Downtown Association
PROFESSIONAL Member, .American PlanningAssociation
ACTIVITIES & Member, Urban Land Institute
MEMBERSHIPS Visiting Lecturer, Department of Architecture, UC, Berkeley
Alember, AIA California Council Urban Design Steering Committee
Fellow, American Institute of Architects
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 10
s
RELEVANT PROJECTS
EDUCATION
PROFESSIONAL
ACTIVITIES &
MEMBERSHIPS
AWARDS
HEIDI SOKOLOWSKY, ASSOC. AIA, BDB
PROJECT MANAGER
MASTER PLANNING
One Scottsdale. Mixed se Development, Scottsdale, AZ
Camelback Corridor, Scottsdale, AZ
Triangle Master Plan Vest Sacramento, (:;A
Commercial Development Plan and Design Guidelines, Port of Benicia, CA
Hunters Point Shipyard Development, San Francisco, C:A
Alliant International t'niversit} Nlaster Plan, San Diego, CA
Letterman Interim Planning, The Presidia, San Francisco, CA
Rancho San Antonio Development Plan, Albanv and Berkeley', CA
Treasure Island Master Plan, San Francisco, CA
California Pacific \,Icdical Center, Public V orkshops, San Francisco, CA
DESIGN GUIDELINES
(.Treater Downtown Anaheim Guide for DeN elopment, ,Anaheim, CA
Easton New Community (former Aerojet Site), Sacramento, CA
Transit -oriented Development Guidelines for BART, Bay ,Area
City Car Share, San Francisco
STREETSCAPE PLANNING
Vasona bight Rail Project, San Jose, CA
Miller Avenue Corridor Plan, N ill Vallee, CA
The Presidio of San Francisco, Thornburgh Avenue, San Francisco, CA
ARCHITECTURE
SBC Park/ Baseball Stadium, Concourse Improvements, San Francisco, CA
Loyola Hall, Santa Clara t; niversitti Law School, Santa Clara, CA
t nited Commercial Bank, Tenant Improvements, San Francisco, CA
Segafredo Cafe, Powell Street, San Francisco, CA
Cinema 21, Chestnut Street, San Francisco, CA
Dipl.Ing. Architektur (Alaster of architecture),
university of Technology Darmstadt, German-, 1996
Associate 'Xle►nber, American Institute of Architects
Member, San Francisco Planning and t'rban Research Association (SPt. R)
Member, Associadon of German Architects (BDB)
Board Member, city I SPAC:F.
AIA San Francisco t'rban Design Award, 2016
AIA Flonor award in t'rban Design, 2007
San Francisco Prize Award, 2000
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 1
JANE LIN, ASSOC. AIA, LEED° AP
SENIOR URBAN DESIGNER
RELEVANT PROJECTS TRANSIT AREA PLANS
Milpitas Transit Area Plan, Milpitas, (:A
Fairfield Station Area Plan, Fairfield, Cid
I-lerculCs 1'0v% -n (:enter; Transit Oriented Mixed -Use, Hercules, CA
CIVIC PLANS
Anaheim Greater Downtown Plan, Anaheim, (:A
.Alameda (:ounty Economic Development Plan
Cite of Richmond Downtown Plan, Richmond, CA
COMMUNITY CENTERS
Nlat-fair Community (_:enter, Sari .Jose, (:A
Yerha Buena (;hildren's (;enter, San Francisco, (;A
UNIVERSITY CAMPUSES
University of Nottingham in Malaysia
University of (;alifornia Green Building Police Advocate
Member, Chancellors (:omtilittee for SustainahilitN
EDUCATION Bachelor of Arts in Architecture, U n I X e:rsity of California, Berkelev, 1909
Master of Science in Architecture, University of (;aliforrnia, Berkelev, 2005
;Master of Cite & Regional Planning, Unik-ersity of California, Berkeley', 2005
PROFESSIONAL Leadership in. Energy & l"nvironmental Design (I..I,.I:DK),,lccredit,,tti()n
REGISTRATIONS
PROFESSIONAL Associate, American Institute of Architects, San Francisco Chapter
ACTIVITIES Member, Emerging Green Builders, United States Green Building (:council
Speaker, 2002 L.'SGB(: Conference, ,Austin, TX
Member, SPUR urban Review and Planning Committees
:Member, Urban Land Institute
Facilitator, Urban Plan Il in. Bay Area High Schools and Colleges, ULI
AWARDS Eisner Prize in Citi Planning, UC Berkeley, 2005
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans >?
FIELD PAOLI PROJECT EXPERIENCE
ANAHEIM GREATER DOWNTOWN PLAN
ANAHEIM, CA
kVhile with ELS Architecture, Frank Fuller, as
Principal -in --Charge, partnered with transportation,
ectmomic, and landscape consultants to prepare
an urban design plan and development strategy for
downtown Anaheim.
Since joining I~ield Paoli, Drank has continued
to work with the. ("M, of Anaheim On ongoing
projects that have resulted from the original plan.
Since the plan's inception, oter 700,(1(►() square feet
of commercial space has been de\ eloped, along
with 230 nem and 30 rctim ated housing units.
ti
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 13
ArL
J
kVhile with ELS Architecture, Frank Fuller, as
Principal -in --Charge, partnered with transportation,
ectmomic, and landscape consultants to prepare
an urban design plan and development strategy for
downtown Anaheim.
Since joining I~ield Paoli, Drank has continued
to work with the. ("M, of Anaheim On ongoing
projects that have resulted from the original plan.
Since the plan's inception, oter 700,(1(►() square feet
of commercial space has been de\ eloped, along
with 230 nem and 30 rctim ated housing units.
ti
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 13
;I i
FULLERTON DOWNTOWN STRATEGY
FULLERTON, CA
Field Paoli has been responsible for updating
the 1995 Fullerton Transportation (-,enter
Stud,/Downtown Strategv, a community
planning document that defines a vision,
determines land uses, and proposes urban
design strategies and actions for future
development within the Transportation (:enter
and greater downtown Fullerton.
The general urban design approach and specific
recommended actions referenced by the
strategy- will help shape future policN, decisions
and budgetary- allocations of the Fullerton
Redevelopment Agency (Agency).
The strategy is based upon a detailed
examination and consideration of issues
related to zoning, land use, built form, traffic/
pedestrian circulation, streetscape, and open
space as they apply to the Transportation (:enter
and Downtown Fullerton.
Implementation of the strategy will involve
the cooperation and support of various cite
agencies, property and business owners, and
residents. The Agency will use the document
as a guide to determine the nature of future
projects, implement specific projects and plan
expenditures through the annual budget process.
CITY OFTUSTIN . Tustin Town Center - Market Analysis and Neighborhood Concept Plans 14
DOWNTOWN SAN JOSt STRATEGY FOR DEVELOPMENT
SAN JOSt, CA
All
i�
t
i �.
:: ..
art} t,�i a�r w
;; ;;�,'�► '. •� - t�" '� t= Field Paoli worked with the City cif San Pose
►�'S'��
! to create a Strategy for Development that
n a III H would define the urban desAj
n vision and
provide a framework for public and private.
•.� _ investment in downtown San jos6 through
the year 2010. The design team used an
est .4i I, „ interdisciplinary approach involving a 33-
':;,=:°",> member communitN, task force to prioritize
;J#1� future land development, transportation and
public infrastructure.
s
r +M
•*"�(� �,,, w� 1, ��� � ii
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 15
i
SAN JOSt SOUTH FIRST AREA (SOFA) DEVELOPMENT PLAN
SAN JOSt, CA
Field Paoli worked with the Otv of San Jose to create. The
South First Area Strategic Development Plan to serve
as the action guide for development in the SOFA Area. SOFA
is an upcoming arts and entertainment district of
San lose. The main goals are a compatible mix of uses, a
pedestrian focus, the urban farm and design guidelines
to ensure that the goals are achieved. This project was
completed on time and within budget.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 16
VICTORIA GARDENS MASTER PLAN
RANCHO CUCAMONGA, CA
AWARDS
Winner, 2006 ICSC International Design and
Development Award
Winner, 2006 ULI Award for Excellence
"Field Paoli's vision, expertise and creativity mre
instrumental in helping create the plan for a
remarkable retail neighborhood Based on the history
of the region, it has become the authentic heart and
soul of the surrounding community."
- Brian ]ones, Forest City Development
Vi-tona Gardens
Victoria Gardens is a lively town center
with retail shops, a cultural center and
adjacent housing. ()utdo()r seating from
restaurants spills out onto the sidewalks
surrounding the public square, while
upper level offices and mvo-level retail
tenants give the heart of this new
downtown a 24-hour vitality.
Field Paoli was responsible for the ill
square -block master plan, establishing
a street grid to organize retail and
CIVIC uses and to accommodate future
growth. Field Paoli also pro-\,,ided
concept design for several of the retail
buildings.
The master planning effort included
researching; the history of the area,
preparing development guidelines,
and coordinating consultants for the
conceptual design of streets, landscape
architecture, civil engineering, and
signage.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 17
PHASE 2, TECHNICAL ASSESSMENT OF ,ECONOMIC DEVELOPMENT ENHANCEMENT — TARGET SITE STRATEGY
CITY OF BELMONT, CALIFORNIA
As part of a three-step process to identify
and improve conditions in several locations,
the Cite of Bel-nont's Redevelopment
Agency worked with Field Paoli and
real estate economists Keyser 'Marston
Associates to assess the physical feasilailitV-
of alternative concepts for five target sites,
their Financial costs to implement, and the
fiscal benefits the City would receive from
their presence. The sites are all in busy,
prominent areas; one has direct access to
a regional commuter train station. Five
topics were given priorit\': parcel ownership,
estimated size, illustrative development
concepts, critical development assets/
constraints, most appropriate development
structure and potential value to the City
and Redevelopment Agency. The team
�t
.reviewed and documented all relevant ph�,sical
and economic data about the sites, met with
City agencies, visited benchmark projects, and
then prepared conceptual drawings and data
to test development concepts. The Technical
Assessment concluded that although there were
obstacles with each site, the redevelopment of
these sites would increase vitality and the level
of amenities in the priority areas and improve
the appearance and image of Belmont. The
tax benefit could reach S5 million annually'.
The team recommended to proceed with
development scenarios for four of the five
sites; the fifth required extensive discussions
and negotiations before development could be
contemplated and should be tracked separately.
The Cite approved these recommendations.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 18
LONG BEACH GREATER DOWNTOWN PLAN
LONG BEACH, CA
A R I
Input from the (:ity, developers and the public contributed insights
to help formulate this Strategy for Development, which defines
retail, office and waterfront districts for the greater downtown area.
The strategy comprises an urban design framework, �irea-specific
development strategies, design guidelines and a review process to
ensure that future development contributes to a pedestrian friendly
urban environment.
Frank Fuller, FAIA, Principal in Charge, ELS Architecture
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans i9
WILLMORE DISTRICT IMPLEMENTATION PLAN
LONG BEACH, CA
.• E X H I B I T 8- 1- S
? Field Paoli with Robert Bruce
Anderson worked with the Willmore
City Heritage Association, the Long
Beach Redevelopment Agency and the
1i
residents of the Drake Park/W'il]more
City Historic Landmark District to create
' k a revitalization plan for the \Villmore
i
District, the historic center of I,ong
Beach that that had been established
origrinally in 1882. The Plan identified
priorit\ issues for the district, established
long-term goals and near-term actions.
Among the specific implementation
ideas and strategies were the \Villmore
Cite Planned Development Plan, the
Willmore Urban Conservati(-)n District, a
historic house relocation program, new
construction of neighborhood -serving
retail sales and service, architectural
guidelines, streetscape concepts, public
art opportunities, open space, and special
considerations for school sites.
CITY OFTUSTIN !Tustin Town Center - Market Analysis and Neighborhood Concept Plans 10
NORTH LONG BEACH VILLAGE CENTER & HISTORIC NODE IMPLEMENTATION PLAN
LONG BEACH, CA
North Long Beach is a large section of
the Citi, of Long Beach. Part of the area
was once its own city, Virginia Cite, which
had its own town center along bong Beach
Boulevard at Market Street. As the On.
of Long Beach gree-, car-(-)riented traffic
arteries suppressed the vitality of North
Long Beach's historic node, vet for its size,
the area needed two town centers to thrive
as a community. kX"orking with the City, the
North Long Beach Project Area G>mmittee
and city residents, Field Paoli prepared an
urban design analysis with site observations,
implementation strategies, implementation
plans and schedules for implementation for
revitalizing the historic node as well as a new
village center along Atlantic Avenue at South
Street. The new village center was targeted
for a mix of shopping, restaurants, cafes
and community facilities. Housing would
be located nearby or in the village center
itself. The plan for the historic node focused
on revitalization of existing assets through
streetscape enhancements, facade renovations,
historic preservation, and when possible, public
parking.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 21
FLAGSTAFF DOWNTOWN PLAN
FLAGSTAFF, AZ
M
After a natiomx-ide search and selection process for
the best architecture and urban design firm, Field
Paoli was chosen to define urban design vision
and to provide economic strategies, architectural
concepts and design guidelines. The process \vas
conducted through a series of public work sessions.
The plan strengthens Flagstaffs place as a gateway
to the Grand Canyon, builds upon the historic
character including its presence on Route 66, and
strategically inserts neve retail, residential and office
use, as a catalyst for further development.
CITY OFTUSTIN Tustin Town Center Market Analysis and Neighborhood Concept Plans 22
ONE SCOTTSDALE URBAN DESIGN MASTER PLAN
SCOTTSDALE, AZ
Field Paoli created the urban design for a nevi
dense, mixed use district on the boundarN
between Phoenix and Scottsdale. It is the
result of a two-year planning process that
involred a large team of players including
developers, cit} officials, architects, civil
and technical engineers, contractors, and
sustainability consultants. The project
formulates a new vision of urbanite for the
Southwest, one firmly based on sustainable
design principles while establishing a vibrant,
upscale neighborhood with retail, residential,
office and cultural/entertainment uses. The
first GO -acre phase, which is half of the full
planned development, incorporates 20 cite
blocks that vary dratnaticall�- in shape, size
and scale. This new urban neighborhood will
feature 37(.),()()11 square feet of destination
retail and 128,0(1(1 square feet of restaurants;
1 million square feet of Class A office space
including the national headquarters for an
international corporation; 71)O residential units
and 200 hotel rooms.
The project was presented as a candidate
for the t."SGBC 11I"ED-ND (Neighborhood
Development) pilm program and assessed
using Current -I,FEf) guidelines.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 2?
0
BELLE HAVEN COMMUNITY DESIGN
CITY OF MENLO PARK, CA
y N,
h#SS aa� s L0
Belle Haven is an eastern shoreline
neighborhood ofMenlo Park that is
separated from the rest of the city by
Interstate I ()I . The area lacked amenities
and services found in other nearby
communities. sifter assessing existing and
planned improvements for Belle haven
and adjacent neighborhoods, Frank Fuller
with Dinwiddie & Associates developed
a Visionary Concept Plan, which targeted
public and private actions to create
a pedestrian oriented neighborhood,
as well as the potential to establish a
commuter rail station in Belle Haven.
These ideas were presented to residents in
a community design workshop for their
input and recommendations. Working
in three groups, workshop participants
concentrated on the most important
design issues and features related to four
major design elements: retail/commercial,
streetscape, housing and parks.
Participants voiced the need for more
service --oriented retail and mixed use
within Belle Haven; fast food outlets were
discouraged. Streetscape improvements
focused on creatine a safe and attractive
pedestrian experience and mitigating
traffic. Different types of affordable,
for -sale housing were sorely needed, and
one large neighborhood park was also
lacking. The resulting plan linked Belle
Haven to surrounding businesses and
neighborhoods in both F.,ast Palo Alto
and Menlo Park. It also identified next
steps for implementing improvements.
Frank Fuller, FAIA, Principal in Charge, ELS Architecture
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 29
r
J {
n
e' f
.��.f _.. .�'��ar
.4 ..E +�...J �.•a+».r
,�.- X81» -4...,r. •. Jn�"Yi.L/y!'IM r.�s:M,.s.
�G• +�.. .. R+1—
...N
j
Belle Haven is an eastern shoreline
neighborhood ofMenlo Park that is
separated from the rest of the city by
Interstate I ()I . The area lacked amenities
and services found in other nearby
communities. sifter assessing existing and
planned improvements for Belle haven
and adjacent neighborhoods, Frank Fuller
with Dinwiddie & Associates developed
a Visionary Concept Plan, which targeted
public and private actions to create
a pedestrian oriented neighborhood,
as well as the potential to establish a
commuter rail station in Belle Haven.
These ideas were presented to residents in
a community design workshop for their
input and recommendations. Working
in three groups, workshop participants
concentrated on the most important
design issues and features related to four
major design elements: retail/commercial,
streetscape, housing and parks.
Participants voiced the need for more
service --oriented retail and mixed use
within Belle Haven; fast food outlets were
discouraged. Streetscape improvements
focused on creatine a safe and attractive
pedestrian experience and mitigating
traffic. Different types of affordable,
for -sale housing were sorely needed, and
one large neighborhood park was also
lacking. The resulting plan linked Belle
Haven to surrounding businesses and
neighborhoods in both F.,ast Palo Alto
and Menlo Park. It also identified next
steps for implementing improvements.
Frank Fuller, FAIA, Principal in Charge, ELS Architecture
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 29
CONSULTANT TEAM INFORMATION
KEYSER MARSTON ASSOCIATES, INC. (KMA) - SAN DIEGO OFFICE
Market Analysis Consultants
1660 Hotel Circle North, Suite 716, San Diego, CA 92108
(619) 718-9500; (619) 718-9508 fax; gtrimble@keysermarston.com
Kcvser Marston Associates, Inc. has One of the largest real cstate advisory practices on the Test
(;()ast. 'I'hey specialize In structuring public-private partnerships and in designing cttecm-e deN'c'l()p-
ment policies and strategies. Founded in 1973, Keyscr Marston serves a diverse client base through -
Out the West, including nearly, cvery major municipality in (:alifornia, as well as ports, transit agen-
cies, base closure authorities, county and special districts, school districts, colleges and universities,
hospitals, Indian tribes and large property owners. Keyser Marston presently has 45 professional staff
pers(.)ns located at offices in San Francisco, l.os Angeles and San Diego.
For over thirty years, Keyser iNfarstOn has held the same c(o)mmitment to clients: provide creative,
pragmatic solutions on complex urban development. They bring high levels of service and integrity
to each assignment, while listening and responding to their clients' needs. They strive to be a ream
PLAN crs, and have deNel()ped long-standing collaborative relationships with their clientele.
Since its founding On 1973, Keyser INlarstc)n has been integral to the success of mane key public-pri-
vate develOpments in the West including I lorton Plaza and the Gaslamp Quarter in San Diego, the
Fairmont IIntel in San Jose, Old Pasadena and Staples Arena in I.os Angeles, the University of Cali-
fornia at Davis, and the Ferre Building in San Francisco. Keyser Marston is proud to have provided
real estate advisory services on not only big name projects, but numerous smaller developments as
well. Keyser Ntarston continues to bring clear insight to clients as they navigate complex develop-
ment issues, and they look for -ward to expanding our services to assist future clients.
GERALD M. TRIMBLE, VICE PRESIDENT AND MANAGING PRINCIPAL
At KeN,scr Nlarston, Gerald specializes in providing technical advice On real estate development
projects to public agencies, private sector clients, and institutional clients. ;qtr. Trimble's past
irnolvement in redevelopment with nonprofit corporations, public agencies, and institutions gives
him an extraordinary grasp of the critical steps in the process Of implementing complex mixed-use
and public-private real estate projects.
Fe -,NT Others in this country have been as instrumental in the process of community revitalization.
Mr. Trimble, for example, played the principal role in the rebirth Of doxvntown San Diego that now
features the -\world-famous Horton Plaza mixed-use project, 10,000 new housing units completed
and 8,300 housing units planned and under development, both affordable and market rate, the very
pOpular (;aslamp (quarter restaurant and entertainment district, and the new ballpark district.
Mr. Trimble has specialized in community revitalization, economic development, and disposition
consulting strategies for 25 years. He currently assists clients in diverse communities such as
the Southeastern Economic Developrnent COrporation in San Diego, the Metropolitan Transit
Deyclopment Board for the Morena Vista Transit Station joint development and the County of San
Diego related to development Of a 104 -acre property in the Citi- Of Santee. fir. Trimble is uniquely
positioned to plan and implement public - private develOp►nent strategies. Mr. Trimble is currently
advising the City of Tustin in developer negotiations for 825 acres of MCAS Tustin in Orange
County.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 24
2
1
Mr. 'Trimble is a full member of the I 'roan Land Institute, a charter member and past president
of Lambda Alpha, San I)ic-o Chiptcr, and a member of the ( ireatcr Sari I)icgo (:hamper of
tl
(:r)IY1111erce. Mr. Trimble carried his Bachelor of Science degree from the 1'n1versity of Southern
California, and his Real Estate Certificate h-orn the L`nivcrsirh of California, l,os Angeles.
MICHAEL WONG, ASSOCIATE
PROJECT MANAGER
Mr. \X'ong is a 'Manager of Keyser Marston :associates, Inc., San Diego. I le has over 15 years of
experience in real estate market, financial evaluation, and fiscal Impact analysis. Mr. V'()ng provides
advisory services to public agencies and private clients in Southern California and the Southwestern
t,`.S. His major areas of concentration include market and financial analyses for complex mixed-
use and public-private real estate development; economic development strategies for cities and
commercial districts; and fiscal impact assessments fur large- scale, mixed-use. developments.
i NIr. %X()ng also specializes in providing financial ana15-ses and advice on complex mixed-use and
Public -Private Peal estate development projects to public agencies and Institutional clients. ( )ne
example of a recently completed assignment involving highly complex financial evaluations includes
the Tustin I.egacy (Legacy Park) for the City of Tustin.
it
Mr. XX'ong is a member of the California Redevelopment Association (CRA). and the International
Council of Shopping Centers (1C:SCo ). He is also an adjunct professor at the LTniversity of San
Diego (t'SD). Mr. Wong earned a Bachelor of Science Degree in Business Administration with
an emphasis in Real Estate Finance, and a Master's Degree in Planning and Development from the
t.`niversity of Southern California.
RELEVANT FIRM EXPERIENCE
Tustin Legacy (Legacy Park), City of Tustin, CA
1
KNIA is currently, advising the City of Tustin at MICAS Tustin in the ongoing transaction with
Centex and Shea as the master developers of a major portion of the military base. The CAN, is the
recipient of the base properti through an Economic Benefit Conveyance. band uses on `this 825 -
acre site include 2,105 residential units and i.7 million square feet of non-residential uses (retail,
entertainment, office light industrial/R&D, and hotel). The. City received eight proposals and has
j selected the joint venture team of Centex Homes, Shea Homes and Shea Properties. Following
approval of the Disposition and Development ,=agreement (DDA) in Spring 2000 the development
entity changed to Shea Properties and Shea Homes and the DI)A was amended.
Southeastern Economic Development Corporation (SEDC) - Economic Planning and Disposition Consultation
KNIA has worked for the SEDC on numerous projects xvithin its four redevelopment project areas.
The projects have involved a wide variety of land uses, including housing, retail, office, industrial,
and community facilities. K_Nt;,Y,, work has involved market analyses, formulation of financing
and implementation strategies, identification of infrastructure financing approaches, disposition
consultation, and developer negotiations. KNIA has prepared comprehensive business plans on
behalf of Sp:DC that profiled current and planned operations and detailed forward-looking strategies
designed to generate future cash flow to the Agency.
0
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 25
I
;I
Centre City Development Corporation (CCDC), San Diego, CA
KNIA has served as an independent financial anah st and economic advisor to CCD(; for mane
years. In that time, KNI.A has proyidcd to ((:D(: a wide range of services, including analysis
of market support and valuation, estimation of fiscal and economic impact, project -specific
financial analysis, transaction structuring;/negotiation, and preparation reuse reports and more.
( fur firm has successfully filled these roles for a myriad of downtown projects, including multiple
residential product types, affordable housing;, waterfront retail and cntertainmeilt use,, parking
structures, high-rise office buildings, preservation of historic structures, and hotel projects of
various scales. Over the past two years, K.NIA has evaluated the market and financial feasibility
of three new hotels downtown, analyzing project economics, preparing feasibility assessments,
estimating; tax increment generation potential, recommending appropriate product types and
scales of development, participating in developer negotiations, and preparing related transaction
documentation.
City of San Diego - Naval Training Center (NTC) Re -Use Plan
KNI,N was retained by the (,Ity of San Diego to assist in the completion of a reuse plan for NT(_;.
KNIA completed all market demand ,inalvses, financial feasibilit} analyses, fiscal impact studies,
economic blight analyses, financial planning, marketing and base disposal planning for NT(:.
KiNIA prepared the financing plan and implementation strategy for attracting a master developer,
prepared the developer solicitation, selection criteria, and intervie,,ved all developers. KNIA
assisted the (Ity in negotiations on the business transaction with the master developer, McN illin
Land Development. The business transaction (Disposition and Development Agreement for land
sale and ground lease) was approved unanimously by the City Council and Agency in June 2000.
City of San Diego Redevelopment Agency — Las Americas/International Gateway, Chula Vista, CA
KNIA assisted the San Diego Redevelopment AgencN in negotiations for a 1.4 -million SF mixed-
use project on 72 acres at the L'.S./:Mexico border in San Ysidro�. Services included tax increment
projections, sales tax and bonding; capacity analysis; developer negotiations of the business
transaction, infrastructure costs analvsis and other business terms, and a cost benefit analysis.
INt buildout the development is proposed to include a pedestrian toll bridge bet\veen the L':S.
and ;Mexico, retail shopping; center, office, residential and hotel components. (:urrently, KNIA is
advising the Agency on Phase 2 of the development.
March Joint Powers Authority — March Air Force Base, Riverside
Following the preparation of a marketing strategy, KNIA completed an assignment for the Nlarch
JPA in which disposition consulting advice was provided to the public agency during negotiations
with I,NR California Investments, Inc. (1 -.NR) for light industrial development on 1,600 acres of
the base. KNI;\ reviewed the developer's financial pro forma, business plan and implementation
plan and advised the JPA and legal counsel regarding terms and revisions to the legal documents
prior to the public hearing on the transaction. KNIA is currently analyzing I.NR's revenues and
costs as the tilarch JPA is considering an amendment to the DDA.
San Diego Housing Commission — Smart Corner —12th & C
KNIA assisted the (:ommission with relocation and development of a new five -store headquarters
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 26
t q
FEHR & PEERS -
TRANSPORTATION PLANNING AND TRAFFIC ENGINEERING
332 Pine Street, 4th Floor, San Francisco, CA 94104
415-348-0300; 415-7731790 fax s.reynolds@fehrandpeers.com
WC Oft'er information on Fehr & Peers should the (;itvIV
interccstcd in their capabilites. Section of allconultants will be
made under the (:ity's direction.
Fehr & Peers specializes in providing transportation plan-
ning and traffic engineering services to public and private sector clients. They emphasize
the development of creative, cost-effective, and results -oriented solutions to planning and
design problems associated with all modes c>f transportation. Rather than trying to offer a
multi -disciplined approach, they choose to focus on being the best traffic engineering and
transportati()n planning consulting firm. lv,r this project, they could provide specialized
expertise including:
it
• Traffic ( )perations and Simulation
i !0 Traffic (:alming, Bicycle/Pedestrian Planning and Design, Smart Grc►«7th Planning;
• Land l'se/Transportation Planning, and Traffic Engineering Design
e�
.Maintaining this singular focus on transportation enables the firm to provide statc-ref-the-
e ! practice expertise to their clients. Fehr & Peers are nationally -recognized experts in these
areas as eyidenccd by the fact that they routinely publish professional papers, serve on
national committees, and teach courses to others in the industry.
STEVEN J. BROWN, P.E.
SENIOR PRINCIPAL
'- Steve Brown is a Senior. Principal with 18 years of experience in transportation planning
and engineering_. In addition to his 15 years of consulting experience, %Ir. Brown was
t N the Director of Transportation Planning for the City of Sacramento. He has managed
projects in 8 states that include the following disciplines: transportatmn master plans, traffic
calming, environmental impact assessments, perking and circulation studies, bicycle and
ii
pedestrian facility plans, new -urbanist planning, freeway interchanges, intersection/ signal
designs, and cr)rridor studies. Mr. Brown earned a Master's Degree in Transportation from
the University of California, Berkeley, and a'Master's in Business Administration from
G()lden Gate University in San Francisco. He is a registered traffic engineer in the state of
California.
CHRISTOPHER J. GRAY, AICP
ASSOCIATE
t Christopher Gray is an associate with 12 years of experience in traffic impact studies,
travel demand modeling, multi -medal studies, and other transportation planning projects.
E Particular areas of expertise include parking studies, downtown planning studies,
environmental impact reports, and context -sensitive design. At the 2003 Institute of
Transportation Engineers national conference, Mr. Gray presented a paper regarding the
application of contest -sensitive design principles along F I Camino Real in Pala Alto. NIr.
.t Gray earned a :\taster's Degree in Transportation Planning from Florida State University.
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 27
i ;i
RELEVANT FIRM EXPERIENCE
Downtown Anaheim Mobility Improvements
Fchr & Peers has assisted the Cite ()f ,Anaheim with plans to revitalize the DoxvntoNvn area. The
(;ity's goal is to enhance the physical environment to attract people to the area as a stimulus
for private inv estrnent. Fehr & Peers pro>yidcd the City with ideas,/ feedback- on the following
transportation Issues:
• Bicvcle facilities
• Placement of bus stops
• Sidewalk placement and width
• Sight distance and other safety issues
• Traffic calming enhancements
•
On -street parking facilities
As part of this work, Fehr & Peers staff communicated its recommendations to a diverse set of
stakeholders representing different interests in 0ty government. The result of study is a series r,f
improvement plans for key corridors in 1.)owntown .-Anaheim.
City of San Diego Neighborhood Traffic Management Guidelines
Fehr & Peers was part of a team that developed the Cite of San Diego Neighborhood Traffic
;Management Guidelines. These guidelines apply citywide and establish the protocols for how
projects are initiated, developed, approved, funded, and implemented. Fehr & Peers was responsible
for key sections of the document «-hich were developed with the input of City departments,
neighborhood leaders, and the general public. Thee engaged the members of the aforementioned
groups in discussions and act1v'itles to educate them and guide their decisions towards a set of traffic
management. guidelines.
City of Tustin Metrolink Station -Go Local Program
Fehr & Peers is currently preparing a multi -modal transportation plan related to the Nletrolink Station
in the 0ty of Tustin. Specific items included in this project are an assessment of existing transit
service, existing pedestrian connectivity, parking occupancy- counts, and connectivity to adjacent areas
of the City- of Tustin. A key component of their work will be a series of recommendations related
to the following items:
Additional pedestrian connectivity at the station
Additional regional and local bus connections to the station, including a potential trolley
to downtown Tustin
Off-site parking facilities for the station
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 28
INSURANCE REQUIREMENTS
T1s hart Of uur «,o)rk xvith the (Att' ()f 'I'iistin om its ►ic«V library, I'ield Paoli has cstahlishcd and
maintains instirance cm-cragc according to (:ih' requirements. Our team willalso meet these re-
quiremcnts should we lx selected for this project.
CITY OFTUSTIN I Tustin Town Center - Market Analysis and Neighborhood Concept Plans
FEE SCHEDULE
BUDGET AND MEETINGS
The I -field Rir,li Team proposes to undertake the ab(wc services un a time -and -materials basis, subject
to the• attached I'l-' and schedules of standard hourlc billing rates. The estimated total budget
for this assi;:;nmrnt is 5248,000, as follows:
TASK
AMOUNT
Task I:
Project Initiation
58,000
Task ?:
Refined Market .-knalysis
530,000
Task ):
Concept Plans for Neighborhoods
554,000
& Six Public ( )urreach Meetings
$18,()()()
Task 4:
I-c:asihilit} Testing
540,000
Task >:
Implementation Strategy
528,000
Admin & Technical Support
58,000
Meetings & Presentations to Planning; Commission
& (:its Council
536,000
Subtotal
5222,000
Add: Reimbursable expenses -- reproduction, travel, data
526,000
TOTAL BUDGET
$248,000
NOTES:
The Team will not exceed this amount without authorization from the Agency.
The Team assumes that not included in the budget are:
• Models, renderings, and videos
• N.1ailers, web announcements, and noti(ica6on for public outreach meetings
• Arran "ements and set-up for public outreach meetings
• Sub -consultants to the Field Paoli Team (FP and k -MA)
The Team assumes that included in the budget are:
• All labor hours
• Reimbursable expenses, such as third -party data and reports, travel, and reproduction costs
FP has budgeted a maximum of eighteen (18) meetings ,vith the Team and the Agency, three (3)
presentations to the Planning Commission and Ci"' Council, in addition to six (6) public outreach
meetings; K:1 A has budgeted a maximum of thirteen (13) meetings v ith the Team, the community
and the Agency, as outlined below:
CITYOFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 3o z
TYPE OF MEETING
1. hick -off Mccting with Team
Field Paoli
K N I A
2. Refined Market Analysis -
Field Paoli
Ktil:1
3. (:oncept Plans
ESTIMATED NUMBER
OF MEETINGS
4
Field Paoli
Public outreach meetings, FP 6
Field Paoli 6
KNI_r\ I
4. Feasibility Testing -
FP 4
KNIA 2
5. Implementation Strategy -
F p 3
K.NI A 2
TOTAL MEETINGS — MAXIMUM
Field Paoli 21
KNJ A 13
CITY OFTUSTIN Tustin Town Center - Market Analysis and Neighborhood Concept Plans 3'
FIELD PAOLI RATE SCHEDULE
(Rates effective through 11/31/07)
CHARGES FOR SERVICES
Charges for basic or additional services shall be based on the following rates and are subject to
revision annually:
Principal:
Senior Project Manager/Senior Designer:
Project Manager/Designer:
Designer/Drafter III:
Designer/Drafter II:
Designer/Drafter I:
Junior Designer/Drafter:
Project Administrator:
Consultant's Time:
Automobile Travel:
Reimbursable Expenses &
Reproduction Costs:
All Other Costs:
REIMBURSABLE EXPENSES
$250.00 per hour
$160.00 per hour
$135.00 per hour
$110.00 per hour
$90.00 per hour
$75.00 per hour
$70.00 per hour
$70.00 per hour
1.15 times consultant's charges
Prevailing IRS allowance
1.15 times charges
Direct reimbursement
Reimbursable Expenses are in addition to the compensation for basic and additional services and
include actual expenditures made by the Architect, its employees, or its professional consultants in the
interest of the Project for the expenses listed in the following subparagraphs:'
A. Expense of transportation* and living when traveling in connection with the Project; when
travel time exceeds four hours in flight time, all travel will be business class; long distance
calls, fax and telegrams; and fees paid for securing approval of authorities having jurisdiction
over the project.
When renting cars for business travel, field Paoli does take the rental company s Loss
Damage Waiver (LDW) and Collision Damage Waiver (COW) and charges this as part of the
transportation expense.
B. Expense of reproductions including computer plotting, postage, overnight priority mail and
handling of Drawings and Specifications.
C. If authorized in advance by the Owner, expense of overtime work requiring higher than
regular rates and expense of renderings or models for the Owner's use.
KEYSER MARSTON ASSOCIATES, INC. - HOURLY FEE SCHEDULE 2007/2008
A. JERRY KEYSER*
$270.00
MANAGING PRINCIPALS*
$270.00
SENIOR PRINCIPALS*
$260.00
PRINCIPALS*
$240.00
MANAGERS*
$215.00
SENIOR ASSOCIATES
$180.00
ASSOCIATES
$160.00
SENIOR ANALYSTS
$145.00
ANALYSTS
$125.00
TECHNICAL STAFF
$92.50
ADMINISTRATIVE STAFF
$77.50
Directly related job expenses not included in the above rates are: auto mileage, air fares, hotels and
motels, meals, car rentals, taxies, telephone calls, delivery, electronic data processing, graphics and
printing. Directly related job expenses will be billed at 110% of cost.
Monthly billings for staff time and expenses incurred during the period will be payable within thirty (30)
days of invoice date.
* Rates for individuals in these categories will be increased by 50% for time spent in court testimony.
CITY OFTUSTIN ntcr P.1.10, ! An'&yq 1',(! "t �)i bl"- (A (-"n ;vt I hw�
FEHR & PEERS HOURLY BILLING RATES — 2007-2008
Classification Hourly Rate
Principal
$180.00 -
$335.00
Senior Associate
$160.00 -
$205.00
Associate
$120.00 -
$185.00
Senior Engineer/Planner
$115.00 -
$160.00
Engineer/Planner
$85.00 -
$140.00
Senior Technical Support
$95.00 -
$150.00
Administrative Support
$85.00 -
$12 5.00
Technician
$75.00 -
$115.00
Intern
$45.00 -
$95.00
Notes: Reimbursable expenses are invoiced at cost plus 10% for handling, including personal auto
mileage at IRS approved rate (48.5 cents per mile as of January 07).
The following reimbursable expenses are invoiced at cost:
• Reproduction work at $.07 per sheet
• Plotter / Computer use at $10 per hour
• Communication Expense (Telephone, fax, E-mail, etc.)
CITY OFTUSTIN r,hrk.�, Amik on�(vt Phil')
EXHIBIT "C"
SPECIAL REQUIREMENTS
1. Conflict of Interest. In order to assure City that Consultant is not subject to any conflict
of interest, Consultant affirms that while Agreement is in effect, neither Consultant nor
any of its officers or employees will accept private work from or provide services to
developers doing work within Tustin Town Center priority study areas. If either City of
Consultant thinks there may be a conflict of interest involving any project, Consultant
shall immediately return plans or remove inspector from project. In the event of
uncertainty about whether a potential conflict of interest exists, Consultant shall advise
Contract Officer whose decision shall be final.
2. Consultant affirms that while Agreement is in effect, neither Consultant nor any of its
officers or employees shall review draft work product with any individual or firm other
than authorized representatives of City pursuant to this Agreement. In addition,
Consultant understands and agrees that all work it undertakes for the City of Tustin
shall be considered proprietary and shall not be shared by Consultant with any other
party without the written release and authorization from the City of Tustin Contract
Officer.
3. Consultant shall present to City certificates of insurance and endorsement forms
verifying that the Consultant has the insurance as required by this Agreement. Said
forms shall be reviewed and approved by the City of Tustin.
4. If the Contract Officer determines that a product deliverable is unacceptable, either
before or after a draft or final draft is issued, because it did not conform to the
specifications set forth in the Agreement, the Consultant shall submit a revised report
or product at Consultants' expense.
5. The Consultant shall comply with all applicable federal, state and local laws applicable
to its activities.
6. The Consultant shall not release to the public or press any information on any task or
draft work product under the Agreement without prior authorization of the contract
officer. All such information is considered confidential. All inquiries made of
Consultant shall be immediately referred to the Contract Officer.
7. Consultant shall utilize those professional staff members and sub -consultants to
perform services as identified in Consultant's proposal. No substitution shall be made
without the advance written approval of the Contract Officer. No increase in
compensation or reimbursable salary rates will be allowed when personnel or firm
substitutions are authorized by the Contract Officer. For purposes of sub -consultants
identified in the Consultant's Proposal, City approves Consultant's use of Keyser
Marston, Inc. However, FEHR & Peers is rejected and shall be replaced with Austin -
Foust Associates, Inc. who shall be responsible for traffic testing as necessary for the
project.
180912.1 12
RDA CA 2/2007
8. The Consultant shall review and replace project personnel who do not perform
assigned duties in a manner satisfactory to Contract Officer when requested by
Contract Officer.
7. Monthly progress reports shall be submitted by Consultant with billing requests. At
minimum these reports shall specify the period reported, tasks completed, tasks
underway, percent of project completed and strategies to solve any timing delays.
8. Consultant shall be required to meet with the Contract Officer as determined
necessary or desirable to discuss elements of the Scope of Work and project's
progress.
9. Field Investigation necessary. The Consultant shall obtain all necessary field data and
make investigations and studies necessary to properly accomplish the work required
under this Agreement.
10. Consultants shall be required to produce all product deliverables indentified in Exhibit
A.
180912.1 13
RDA CA 2/2007
EXHIBIT "D"
SCHEDULE OF COMPENSATION and PERSONNEL HOURLY RATES
Compensation
1. As compensation for the Consultant's services under this Agreement, the Agency
shall pay the Consultant a not -to -exceed amount of Two Hundred and Fifty Three
Thousand Dollars ($253,000) as shown on the Exhibit D-1. Said amount is for all
consultant (Field Paoli) and subconsultant (Keyser Marston Associates, Inc. , Austin -
Foust Associates, Inc.) efforts. Consultant and its subconsultants agree to hold all
hourly rates identified in their Proposal (Exhibit B) constant through completion of all
services under the Consultant Services Agreement.
Expense Reimbursement
2. The Consultant's not -to -exceed compensation for services under this Agreement may
include reimbursement for miscellaneous expenses. The Agency shall reimburse
Consultant for direct expenses such as and including postage, telephone charges and
Consultant travel subject to the following restrictions:
a. Expenses for air travel shall be for standard, economy class only—hotel
expenses are not reimbursable.
b. Itemized payment statements shall set forth in detail all actual
reimbursement expenses during the preceding month.
Compensation for Additional Services
3. In the event the Agency requires services in addition to those described in the
Agreement, said services must first be approved in writing by the Contract Officer.
The Consultant shall be compensated at the Consultant's standard hourly rates for
professional services, plus reimbursement of expenses or a fixed amount agreed to in
writing by the Agency and Consultant.
Method of Payment
4. As a condition precedent to any payment to Consultant under this Agreement,
Consultant shall submit monthly to the Agency a statement of account which clearly
sets forth by dates the designated items of work, as well as reimbursable expenses,
for which the billing is submitted. The payment request shall identify each task
required by the Agreement, hours of effort, percent of completion, amount of actual
reimbursable expenses and requested amount to be billed against each task.
Consultant shall not bill in excess of any phase in the scope of services as identified in
Exhibit D-1, without written authorization of Agency.
180912.1 14
RDA CA 2/2007
Timing of Payment
5. The Agency shall review Consultant's monthly statements and pay Consultant for
services rendered and costs incurred hereunder, at the rates and in the amounts
provided hereunder, on a monthly basis in accordance with the approved monthly
statements.
180912.1 15
RDA CA 2/2007
Exhibit D-1
THE NEIGHBORHOODS OF TUSTIN TOWN CENTER
Total Budget by Phase
Field Paoli Team
1 nii nnm
TOTALS
Phase Budget
Field Paoli
KMA
- -----
Austin -Foust TOTAL
--
1 erect Initiation
$4,120
$3,650
$3,880
$26,350 �
$8,000
$30,000
2 Market Analysis
3 Nei hborhood Concept Plans &
$54,000,
$54,000
$18,000
6 Outreach Meetings
$18,0001
4 Feasibility Testing
$27,240- 5
$16,050
$12,760
$11,95
$40,000
$28,000
5�Im�IlementafioStrate
__
- _
- -
Admin. &Tech. Support _�
$6,500
1,500
-- --
8,000
A ency Meetings (KMA) &
PI. Comm. & City Council Meetings-
$20,440;
$15,560
$36,000
Traffic Engineering
$5,0001
$5,000
Reimbursable Expenses
$23,000
$3,000
$26,000
(Total
�
$173,000
$75,000
$5,000
$253,000
NOTES: ` Field Paoli's meetings with Agency staff are in each phase
EXHIBIT "E"
SCHEDULE OF PERFORMANCE
The time frames for completion of the Tasks identified in Exhibit A are identified in Exhibit
A. However, the time schedule for completion of individual tasks is also largely based on
City response times to draft submittals and also the public outreach process. Upon
issuance of a Notice to Proceed on the Consultant Services Agreement, the Consultant
shall prepare for the Contract Officer's written approval a written schedule of performance
for individual tasks assigned to Consultant with specific dates identified including the
City's desire as identified in Exhibit A to have the certain work tasks under the scope of
services completed within the following time frames:
Task Time Frame for Completion
• Market Analysis—Task 1 120 days
• Community Outreach/
Preparation of Concept Plans -
Task 2a -Center City 120 days from Notice to Proceed on this Concept Plan
Task 2b -Southern Gateway 120 days from Notice to Proceed on this Concept Plan
Task 2c -West Village 120 days from Notice to Proceed on this Concept Plan
Prototypical Testing -3a, Prior to production of final draft concept plans
3b, 3c
Implementation Strategy- For each Individual Neighborhood within 15 days
Task 4 From submission of first draft of Concept Plans, with
Final draft with final draft concept plan
180912.1 16
RDA CA 2/2007