1. Agreement — Anaheim City Council, March 7, 2023

PROFESSIONAL SERVICES AGREEMENT

By and Between the

CITY OF ANAHEIM

and

DUDEK

TABLE OF CONTENTS
Page
Section 1. Status of Parties......................................................................................................1

1.1 City .......................................................................................................................... 1

1.2 Consultant ............................................................................................................... 1 Section 2. Services of Consultant. ..........................................................................................2

2.1 Description of Services ........................................................................................... 2

2.2 The Contract Documents and Order of Precedence. ............................................... 2

2.3 Time for Performance ............................................................................................. 2

2.4 Compliance with Law ............................................................................................. 2

2.5 Licenses, Permits, Fees and Assessments ............................................................... 2

2.6 Nondiscrimination................................................................................................... 2

2.7 Familiarity with Work............................................................................................. 3

2.8 Additional Services ................................................................................................. 3 Section 3. Term. .......................................................................................................................3 Section 4. Compensation. ........................................................................................................3

4.1 Amount of Compensation ....................................................................................... 3

4.2 Billing and Payment Procedures ............................................................................. 3 Section 5. Coordination of Services. ......................................................................................4

5.1 Representative of City............................................................................................. 4

5.2 Representative of Consultant .................................................................................. 4

5.3 Prohibition Against Subcontracting and Assignments ........................................... 4

5.4 Independent Contractor ........................................................................................... 4 Section 6. Insurance and Indemnification. ............................................................................5

6.1 Insurance ................................................................................................................. 5

6.2 Indemnification ....................................................................................................... 7 Section 7. Enforcement of Agreement. ..................................................................................7

7.1 Events of Default .................................................................................................... 7

7.2 Immediate Termination for Consultant’s Default ................................................... 8

7.3 Termination Without Cause .................................................................................... 8 Section 8. Use and Ownership of Documents and Data. ......................................................8

8.1 Data to be Furnished by City .................................................................................. 8

8.2 Ownership of Documents ....................................................................................... 8 Section 9. Miscellaneous Provisions. ......................................................................................8

9.1 Waiver ..................................................................................................................... 8

9.2 Notices .................................................................................................................... 8

9.3 Relationship of Parties ............................................................................................ 9

9.4 No Third Party Rights ............................................................................................. 9

9.5 Non-Liability of Members, Officials and Employees of the City .......................... 9

9.6 Controlling Law .................................................................................................... 10

9.7 Time of the Essence .............................................................................................. 10

9.8 Remedies Cumulative ........................................................................................... 10

9.9 Effect of Invalidity ................................................................................................ 10

9.10 Successors and Assigns......................................................................................... 10

9.11 Entire Agreement .................................................................................................. 10

9.12 Authority ............................................................................................................... 10

9.13 Conflicts of Interest............................................................................................... 11

9.14 Time for Acceptance of Agreement by City. ........................................................ 11

9.15 Conflicts or Inconsistencies .................................................................................. 11

EXHIBITS

Exhibit A Description of Services
Exhibit B Schedule of Compensation

1 PROFESSIONAL SERVICES AGREEMENT
This PROFESSIONAL SERVICES AGREEMENT (this “Agreement”) is made and entered into as of March 7, 2023 (the “Effective Date”), by and between CITY OF ANAHEIM, a public body, corporate and politic (the “City”), A
N
D

DUDEK, a California corporation (the “Consultant”).

RECITALS
A. The City previously issued a Request for Proposals (the "RFP") dated September 30, 2022 seeking proposals from qualified firms for consulting services related to formation of Cultural Districts, Business Improvement Districts, Historical Districts and Specific Plan Areas and resources to conduct community engagement, real estate analysis, economic analysis and parking studies in relat ion to the Brookhurst Street Corridor located within the City of Anaheim and as generally described in Exhibit A attached hereto and incorporated herein by this reference (the "Services"). A copy of the RFP is on file in the Department of Economic Development of the City of Anaheim and is incorporated herein by this reference.

B. In response to the RFP, Consultant has submitted a proposal dated December 16, 2022 and a revised proposal dated February 27, 2023 (together hereinafter, the "Proposal") to respond to the City's need, which Proposal is on file in the office of the Economic Development Department Director and is incorporated herein by this reference.

C. The City and Consultant (each, a “Party” and jointly, the “Parties”) desire to enter into an agreement pursuant to which the Consultant will provide the Services as requested by the City.

NOW, THEREFORE, FOR AND IN CONSIDERATION OF THE MUTUAL

PROMISES, COVENANTS AND CONDITIONS CONTAINED HEREIN, THE CITY AND THE CONSULTANT AGREE AS FOLLOWS:

Section 1. Status of Parties.

1.1 City. The Consultant acknowledges that City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of the City of Anaheim; and

1.2 Consultant. Consultant represents that Consultant is a California corporation , formed and in good standing under all applicable laws.

2 Section 2. Services of Consultant.

2.1 Description of Services. In compliance with all of the terms and conditions of this Agreement, Consultant shall provide the Services on an “as required” basis (the “Description of Services”), as authorized by the Director (as hereinafter defined in Section 5 .1). Consultant represents and warrants that all Services to be provided hereunder shall be performed in a competent, professional and satisfactory manner in accordance with the standards prevalent in the industry for such services.

2.2 The Contract Docum ents and Order of Precedence. The contract documents consist of this document, the RFP and the Proposal. The RFP and the Proposal are deemed to be a part of this Agreement by reference. In the event of any inconsistencies, discrepancies or conflicts amo ng or between any of the contract documents which make up this Agreement, the following shall control:
(a) Any duly executed amendment to this Agreement, with execution date to control as between conflicting amendments such that the more recent amendment shall govern all those prior;
(b) This Agreement (including the Exhibits);
(c) The RFP; and, then,
(d) The Proposal.

2.2 Time for Performance . Time is of the essence in the performance of this Agreement. Consultant shall perform and complete all services as may be requested pursuant to Section 2.2 hereof in a timely and expeditious manner. Consultant shall perform such services in accordance with those schedules which Consultant and the City may mutually agree to as to any particular study, job or analysis.

Consultant shall not be responsible for delays caused by circumstances beyond its reasonable control, provided that Consultant has delivered to the City written notice of the cause of any such delay within ten (10) days of the occurrence of such cause.

2.3 Compliance with Law . All services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, regulations and laws of the City of Anaheim and any Federal, State or local governmental City of competent jurisdiction.

2.4 Licenses, Permits, Fees and Assessments . Consultant shall obtain, at Consultant’s 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. Consultant shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties and interest, which may be imposed by law and which arise from or are necessary for the performance of the Services required by this Agreement.

2.5 Nondiscrimination. Consultant agrees not to discriminate against any person or class of persons by reason of sex, color, race, creed, religion, marital status, handicap, ancestry or

3 national origin in its provision of services. To the extent this Agreement provides that Consultant offer accommodations or services to the public, such accommodations or services shall be offered by Consultant to the public on fair and reasonable terms.

2.6 Familiarity with Work. By executing this Agreement, Consultant represents and warrants that Consultant (i) has thoroughly investigated and considered the Services to be performed, (ii) has carefully considered how the Services should be provided, and (iii) fully understands the facilities, difficulties and restrictions attending the provision of the Services under this Agreement. Should the Consultant discover any latent or unknown conditions materially differing from those inherent in the provision of such Services or as represented by the City, Consultant shall immediately inform the City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the City.

2.7 Additional Services . Consultant shall provide Services in addition to those specified in the Description of Services wh en directed to do so in writing by the City, provided that Consultant shall not be required to provide any such additional Services without compensation.

Section 3. Term.

The term of this Agreement shall be for one year commencing on March 7, 2023, unless sooner ter minated as provided herein . The City shall have the option to renew the Agreement for two additional one year periods by providing Consultant with written notice of its intent to renew prior to the expiration of the then-current term.

Section 4. Compensation.

4.1 Amount of Compensation. It is understood by and agreed between the Parties to this Agreement that full and complete payment for all Services provided in accordance with this Agreement, including sub -consultant fees, if any, and reimbursable expenses, shall not exceed ONE HUNDRED NINETY -NINE THOUSAND, FIVE HUNDRED AND NO/100 DOLLAR S ($199,500.00) ("Maximum Compensation"), without the prior written authorization of City. City agrees to pay, and Consultant agrees to accept, as full compensation for Consultant's s ervices, compensation at the hourly rates for the positions shown on Exhibit B attached hereto and incorporated by this reference herein.

4.2 Billing and Payment Procedures . Consultant shall present monthly itemized invoices for Services performed during the previous monthly period to the City. Each invoice shall state the date the Services were provided and the number of hours spent providing the Services. If requested by the City, Consultant shall present additional documentation evidencing the provision of Services satisfactory to the City. The City agrees to approve or disapprove Consultant’s invoice and/or additional documentation, as the case may be, within ten (10) days after the City’s receipt of the invoice and/or additional documentation. The City agrees to pay the Consultant for work satisfactorily performed and expenses properly incurred within thirty (30) days after the City’s approval of a statement from the Consultant describing such work and expenses. The City shall not be responsi ble to pay Consultant for any Services or expenses in

4 excess of the Maximum Compensation. Consultant shall notify City in writing when seventy-five percent (75%) of the Maximum Compensation has been reached.

Section 5. Coordination of Services.

5.1 Representative of City. The City's Director of Economic Development, or such person’s designee, (the “Director”) shall represent the City in all matters pertaining to this Agreement. Whenever a reference is made herein to an action or approval to be undertaken by the City, the Director is authorized to act unless this Agreement specifically provides otherwise or the context should otherwise require.

5.2 Representative of Consultant. Catherine Tang Saez is hereby designated as being the principal and representative of Consultant authorized to act on Consultant’s behalf with respect to the services and work to be provided hereunder and make all decisions in connection therewith.

It is expressly understood that the experience, knowledge, capability and reputation of the foregoing principal are a substantial inducement for the City to enter into this Agreement.

Therefore, the foregoing principal shall be responsible for directing all activities of Consultant and devoting sufficient time to personally supervise the provision of Serv ices hereunder. The foregoing principal may not be changed by Consultant and no other personnel may be assigned to supervise the Services to be provided hereunder without the express written consent of the City.

5.3 Prohibition Against Subcontracting and Assi gnments. Neither the whole nor any interest in, nor any of the rights or privileges granted under this Agreement shall be assignable or transferable or encumbered in any way without the prior written consent of City. Any such purported assignment, trans fer, encumbrance, pledge, subuse, or permission given without such consent shall be void as to City. This is a personal services contract and the Consultant was chosen on the basis of characteristics unique to the Consultant. City shall have the right to unreasonably or arbitrarily withhold its consent to any such assignment, transfer, encumbrance, pledge, subuse, or permission.

5.4 Independent Contractor. Consultant and any agent or employee of Consultant shall act in an independent capacity and not as off icers or employees of City. City assumes no liability for Consultant's actions and performance, nor assumes responsibility for taxes, bonds, payments, or other commitments, implied or explicit, by or for Consultant. Consultant shall not have authority to act as an agent on behalf of City unless specifically authorized to do so in writing.

Consultant acknowledges that it is aware that because it is an independent contractor, City is making no deduction from any amount paid to Consultant and is not contrib uting to any fund on its behalf. Consultant disclaims the right to any fee or benefits except as expressly provided for in this Agreement.

As respects all acts or omissions of Consultant relating to Consultant’s responsibility for taxes, bonds, payments, or other commitments, implied, or explicit, by or for Consultant, the Consultant agrees to indemnify, defend (at the City's option), and hold harmless the City, its officers, agents, employees, representatives, and volunteers from and against any and all c laims, demands, defense costs, liability, or consequential damages of any kind or nature arising out of or in connection with the Consultant's performance or failure to perform under this Section.

5 Section 6. Insurance and Indemnification.

6.1 Insurance. Without limiting City’ s right to indemnification, it is agreed that Consultant shall secure, prior to commencing any activities under this Agree ment, and maintain, during the pendency of this Agreement, insurance coverage as follows:

6.1.1 Required Insurance Coverage. Consultant shall secure and maintain the following insurance coverage:
(a) Workers’ Compensation Insurance, as required by California law and Employers Liability Insurance in an amount not less than $1,000,000 per occurrence. (b) Commercial General Liability Insu rance, including coverage for Premises and Operations, Contractual Liability, Bodily Injury, Sexual Abuse and Molestation, Personal Injury Liability, Products/Completed Operations Liability, and Independent Consultant’s Liability, in an amount not less tha n $2,000,000 per occurrence, $4,000,000 annual aggregate, written on an occurrence form. Such insurance shall be written on a primary basis, but may include a deductible of not more than $10,000 per occurrence, provided that such deductible or self-insured retention is disclosed to City, in writing, at the inception of this Agreement. (This coverage written with a Self -Insured Retention must be submitted for approval by the Risk Manager prior to the inception of the final Agreement.)
(c) Comprehensive Automob ile Liability C overage, including -as applicable-owned, non -owned, and h ired autos, in an amount not less than $2,000,000 per occurrence, combined single limit, as required by California law. (d) Professional Liability Insurance in an amount not less than $2,000,000 per occurrence, and Consultant shall maintain such coverage for at least one (1) year from the termination of this Agreement. Such insurance shall be written on a primary basis, but may include a deductible of not more than $10,000 per occurrence, provided that such deductible is disclosed to City, in writing, at the inception of this Agreement. (This coverage written with a Self-Insured Retention must be submitted for approval by the Risk Manager prior to inception of the final Agreement. Bidder must disclose the amount of the Self -Insured Retention and other material terms.)

6.1.2 Required Clauses in Policies . Each insurance policy required by this Agreement shall contain the following c lause or shall otherwise provide for the following conditions:
“This insurance shall not be cancelled, or limited in scope or coverage, until after thirty (30) days prior written notice has been given to the City Clerk, City of Anaheim, 200 S. Anaheim Blvd ., Anaheim, CA 92805, except in the event of cancellation for non-payment of premium that shall provide for not less than ten (10) days’ notice.”
Each insurance policy required by this Agreement, except policies for Professional Liability and Workers’ Compensation, shall contain the following clauses or shall otherwise provide for the following conditions:

6 “It is agreed that any insurance maintained by Consultant pursuant to this Agreement shall be primary to, and not contribute with, any insurance or self - insurance maintained by the City of Anaheim.”
“The City of Anaheim, its officers, agents, employees, representatives and City designated volunteers are added as additional insured as respects the acts, omissions, operations and activities of, or on behalf of, the named insured, in regard to products supplied to, or work or services performed for, or related to, the City of Anaheim.”

6.1.3 Required Certificates and Endorsements . Prior to commencing any work under this Agreement, Consultant shall deliver to City insurance certificates confirming the existence of the insurance required under this Agreement, and including the applicable clauses referenced above. Also, within thirty (30) days of the execution date of this Agreement, Consultant shall provide City (i) endorsements to the insurance policies that add to these policies the applicable clauses referenced above, or (ii) in lieu of said endorsements, documentation acceptable to City evidencing that the coverage, terms, and conditions set forth in the above -referenced clauses are otherwise included in said insurance policies. Insurance required hereunder shall be placed with insurers (i) admitted to write insurance in California, (ii) possessing an A. M. Best’s rating of A VII or higher, or (iii) otherwise acceptable to City, with prior written permission from City. In the event that a claim or other legal action is filed against City, and if City, in its good faith opinion, believes it may have coverage under any of the insurance required herein, then City has the right to demand, and to receive within a reasonable time period, copies of the insurance policies related to such required insurance; provided, however, that this provision shall not apply if the parties agree that Consultant shall fully defend, h old harmless, and indemnify City against any such claim or other legal action.

6.1.4 Remedies for Default Re: Insurance . In addition to other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option:
(a) Order Consultant to stop work under this Agreement and/or withhold any payment(s) that become due to Consultant hereunder until Consultant demonstrates compliance with the requirements hereof;
(b) Terminate this Agreement.

Exercise of any of the above remedies, however, is an alternative to other remedies City may have and is not the exclusive remedy for Consultant’s failure to maintain insurance or secure appropriate endorsements.

Nothing herein contained shall be construed in any way as limiting the extent that Consultant may be held responsible for payments of damages to persons or property resulting from Consultant’s, (or Consultant’s Agent or Sub-Agent, if any) performance of the work covered under this Agreement.

In the event Consultant hires other persons or firms to perform some of the work related to this Agreement, Consultant shall ensure (i) that the acts or omissions of such persons or firms are

7 covered under the above-referenced liability insurance, or (ii) that such firms maintain insurance equal to or better than, and subject to the same limits, terms and conditions as, the insurance required of Consultant under this Agreement (except for firms that are not performing professional services—such firms shall not be required to carry the above -referenced professional liability insurance); and in either instance, Consultant shall provide, or cause to be provided, evidence of such insurance coverage, reasonably acceptable to City.

City’s Risk Manager is hereby authorized to amend the requirements set forth herein in the event that such amendment is in City’s best interest based on the scope of services and nature of the project.

6.2 Indemnification. As respects acts, errors or omissions in the performance of professional services, Consultant agrees to indemnify and hold harmless Anaheim, its officials, officers, and employees from and against any and all claims, losses, damages, defense costs, or liability, of any kind or nature, directly arising out of the negligent acts, errors or omissions of the Consultant or any sub-agent in the performance of professional services under this Agreement.

As respects all acts, errors or omissions that do not arise directly out of the performance of professional services, including but not limited to those acts, errors or omissions typically covered by general and automobile liability insurance, Consultant agrees to indemnify, defend (at City’s option), and hold harmless City, its officials, officers, employees, agents, and representatives from and against any and all claims, losses, damages, defense costs, or liability, of any kind or nature (collectively referred to hereinafter as “Claims”), arising out of or in connection with Consultant’s (or Consultant’s agent or sub -agent, if any) acts, errors, omissions, or work, relative to this Agreement; except for those Claims that arise out of the sole negligence or willful misconduct of City.

The obligations set forth in this indemnification provision (i) shall be in effect without regard to whether or not City, Consultant, or any other person maintains, or fails to maintain, insurance coverage, or a self -insurance program, for any such Claims; and (ii) shall survive the termination of this Agreement.

City’s Risk Manager is hereby authorized to amend the requirements set forth herein in the event that such amendment is in City’s best interest.

Section 7. Enforcement of Agreement.

7.1 Events of Default. For purposes of this Section 7, the word “Default” shall mean the failure of Consultant to perform any of Consultant’s duties or obligations or the breach by Consultant of any of the terms and conditions set forth in this Agreement. In addition, Consultant shall be deemed to be in Default upon Consultant’s (i) application for, consent to, or suffering of, the appointment of a receiver, trustee or liquidator for all or a substantial portion of its assets, (ii) making a general assignment for the benefit of creditors, (iii) being adjudged bankrupt, (iv) filing a voluntary petition or suffering an involuntary petition under any bankruptcy, arrangement, reorganization or insolvency law (unless in the case of an involuntary petition, the same is dismissed within thirty (30) days of such filing), or (v) suffering or permitting to continue unstayed

8 and in effect for fifteen (15) consecutive days any attachment, levy, execution or seizure of all or a substantial portion of Consultant’s assets or of Consultant’s interests hereunder.

City shall not be deemed to be in Default in the performance of any obligation required to be performed by City hereunder unless and until City has failed to perform such obligation for a period of thirty (30) days after receipt of written notice from Consultant specifyin g in reasonable detail the nature and extent of any such failure; provided, however, that if the nature of City’s obligation is such that more than thirty (30) days are required for its performance, then City shall not be deemed to be in Default if City shall commence to cure such performance within such thirty (30) day period and thereafter diligently prosecute the same to completion.

7.2 Immediate Termination for Consultant’s Default . In the event of any Default by Consultant, City may immediately terminat e this Agreement. Such termination shall be effective immediately upon receipt by Consultant of written notice from City. In such event, Consultant shall have no further rights hereunder; City shall have all other rights and remedies as provided by law.

7.3 Termination Without Cause . Either City or Consultant may terminate this Agreement at any time without the necessity of cause or Default by the other Party by giving fifteen (15) days' notice in writing to the other Party. In such event, the Parties shal l have no further rights hereunder, except that Consultant shall be paid for all Services rendered prior to such termination.

Section 8. Use and Ownership of Documents and Data.

8.1 Data to be Furnished by City . City shall furnish to Consultant such documents and materials as may be relevant and pertinent to the provision of Services hereunder as City may possess or acquire.

8.2 Ownership of Documents. All documents and materials furnished by the City to Consultant pursuant to Section 8.1 hereof shall remain the property of the City and shall be returned to the City upon termination of this Agreement. All documents and materials prepared by Consultant hereunder shall become the property of the City at the time of payment to Consultant of all fees and expenses for their pr eparation, and shall be delivered to the City by Consultant at the request of the City. The documents and materials prepared by Consultant hereunder shall not be used by the City or others, except for the purpose for which they were intended. The City agrees not to associate Consultant’s name with any documents or materials not prepared by Consultant.

Section 9. Miscellaneous Provisions.

9.1 Waiver. Inaction by City or Consultant with respect to a Default hereunder shall not be deemed to be a waiver of such Default. The waiver by either City or Consultant of any Default hereunder shall not be deemed to be a waiver of any subsequent Default.

9.2 Notices. All notices, demands or other writings to be made, given or sent hereunder, or which may be so given or made or sent by either City or Consultant to the other shall be deemed to have been given when in writing and personally delivered or if mailed on the third

9 (3rd) day after being deposited in the United States mail, certified or registered, postage prepaid, and addressed to the respective Parties at the following addresses:

If to City: City Clerk
200 S. Anaheim Boulevard, 2nd Floor
City of Anaheim
Anaheim, California 92805
FAX No. (714) 765-4105

With copies to: Director
Economic Development Department
City of Anaheim
200 S. Anaheim Boulevard, 7th Floor
Anaheim, California 92805
FAX No. (714) 765-4630

City Attorney
City of Anaheim
200 S. Anaheim Boulevard, 3rd Floor
Anaheim, California 92805
FAX No. (714) 765-5123

To Consultant: Dudek
38 North Marengo Avenue
Pasadena, California 91101
Telephone No. (626) 204-9800
Attention: Catherine Tang Saez

9.3 Relationship of Parties. Nothing contained herein shall be deemed or construed by the Parties, nor by any third party, as creating the relationship of principal and agent or of partnership or of joint venture between the Parties, it being understood and agreed that Consultant is and will be at all times an independent contractor pursuant to this Agreement and shall not, in any way, be considered to be an officer, agent or employee of the City.

9.4 No Third Party Rights. The Parties intend that no rights nor remedies be granted to any third party as a beneficiary of this Agreement or of any covenant, duty, obligation or undertaking established herein.

9.5 Non-Liability of Members, Offici als and Employees of the City . No member, official or employee of the City shall be personally liable to Consultant, or any successor in interest, in the event of any Default or breach by the City or for any amount which may become due to Consultant or C onsultant’s successors, or on any obligation under the terms of this Agreement. Consultant hereby waives and releases any claim Consultant may have against the members, officials or employees of the City with respect to any Default or breach by City or fo r any amount which may become due to Consultant or Consultant’s successors, or any obligations under the terms of this Agreement. Consultant makes such release with the full knowledge of

10 Civil Code Section 1542 and hereby waives any and all rights thereun der to the extent of this release, if such Section 1542 is applicable. Section 1542 of the Civil Code provides as follows:
“A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS WHICH THE

CREDITOR DOES NOT KNOW OR SUSPECT TO EXIST IN HIS OR HER

FAVOR AT THE TIME OF EXECUTING THE RELEASE, WHICH IF KNOWN

BY HIM OR HER MUST HAVE MATERIALLY AFFECTED HIS OR HER
SETTLEMENT WITH THE DEBTOR.”

9.6 Controlling Law . This Agreement shall be governed by and construed in accordance with the laws of the State of California.

9.7 Time of the Essence. Time is hereby expressly declared to be the essence of this Agreement and of each and every term, covenant and condition hereof which relates to a date or a period of time.

9.8 Remedies Cumulative. The remedies given to City and Consultant herein shall be cumulative and are given without impairing any other rights given City or Consultant by statute or law now existing or hereafter enacted and the exercise on any one (1) remedy by City or Consultant shall not exclude the exercise of any other remedy.

9.9 Effect of Invalidity. If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, the remainder of this Agreement, or the application of its terms and provi sions to persons and circumstances other than those to which it has been held invalid or unenforceable shall not be affected thereby, and each term and provision of this Agreement shall be valid and enforceable to the fullest extent permitted by law.

9.10 Successors and Assigns . This Agreement and the covenants and conditions contained herein shall be binding upon and inure to the benefit of and shall apply to the successors and assigns of City and to the permitted successors and assigns of Consultant, and all references to “City” or “Consultant” shall be deemed to refer to and include all permitted successors and assigns of such Party.

9.11 Entire Agreement . This Agreement and the exhibits hereto contain the entire agreement of the City and the Consultant with re spect to the matters covered hereby, and no agreement, statement or promise made by either City or Consultant which is not contained herein, shall be valid or binding. No prior agreement, understanding or representation pertaining to any such matter shall be effective for any purpose. No provision of this Agreement may be amended, modified or added except by an agreement in writing signed by City and Consultant.

9.12 Authority. Each individual executing this Agreement on behalf of a corporation, nonprofit corporation, partnership or other entity or organization, represents and warrants the he or she is duly authorized to execute and deliver this Agreement on behalf of such entity or organization and that this Agreement is binding upon the same in accordance w ith its terms.

Consultant shall, at City’s request, deliver a certified copy of its governing board’s resolution or certificate authorizing or evidencing such execution.

11 9.13 Conflicts of Interest.

9.13.1 No member, official or employee of the City shall have any personal interest, direct or indirect, in this Agreement, nor shall any such member, official or employee participate in any decision relating to this Agreement which affect his or her personal interests or the interests of any corporation, partnership or association in which he or she is directly or indirectly interested.

9.13.2 Consultant represents that neither it nor any of its officers, partners or employees has a financial interest, as defined in section 87103 of the Government Code, in the subject matter of this Agreement other than the right to receive payment from City services rendered.

9.13.3 Consultant agrees that it shall not make, participate in making, nor in any way attempt to use its position as consultant to influence any decision of City in which Consultant knows, or has reason to know, that any of its officers, partners or employees has a financial interest as defined in Section 87103 of the Government Code.

9.13.4 Consultant warrants that neither Consultant nor any of its officers, partners or employees, has any financial interest in any real property, building or structure within 2,500 feet of the location of any project or assignment to which this Agreement may apply in the City of Anaheim. Consultant agrees to disclose to City any financial i nterest in such property as may be acquired by its officers, partners or employees during the term of this Agreement.

9.13.5 In conformity with the conflict of interest code of City, Consultant or, if Consultant is a firm or corporation, each individual who wil l be performing work under this Agreement shall complete, under penalty of perjury, a Statement of Economic Interests (From 700) and all required attachments and shall provide the originals thereof to the City Clerk. Copies of those completed forms and attachments shall be public records of City, to be kept and disclosed at the discretion of City and according to law. Consultant and individuals who will be performing work under this Agreement shall disclose pursuant to the broadest disclosure category unl ess the City Manager (or his or her designee) makes a written determination that the foregoing should be more limited. Such written determination should be made in the manner required by the City's Conflict of Interest Code.

9.14 Time for Acceptance of Agreement by City. This Agreement, when executed by Consultant and delivered to City, must be authorized, executed and delivered by the City on or before forty-five (45) days after the execution and delivery by Consultant or this Agreement shall be void, except to the extent that Consultant and City shall consent in writing to a further extension of time for the authorization, execution and delivery of this Agreement.

9.15 Conflicts or Inconsistencies . It is further expressly agreed by and between the parties hereto that, should there be any conflict between the terms of this Agreement and any of the exhibits or attachments hereto, this Agreement shall control and nothing herein shall be considered as an acceptance of the said terms of said exhibits or attachments conflicting herewith.

12 IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS
AGREEMENT ON THE RESPECTIVE DATES SET FORTH BELOW.

Dated:
"CITY"

CITY OF ANAHEIM,
a municipal corporation and charter city

By:

ATTEST:

THERESA BASS, CITY CLERK

By:

APPROVED AS TO FORM:

CITY ATTORNEY

By:

Bryn M. Morley
Deputy City Attorney

Dated:
"CONSULTANT"

DUDEK, a California corporation

By:

148127

ACKNOWLEDGEMENT

A notary public or other officer completing this
certificate verifies only the identity of the
individual who signed the document to which this
certificate is attached, and not the truthfulness,
accuracy, or validity of that document.

State of California )
)
County of )

On ________________, before me,
date here insert name and title of the officer

personally appeared
here insert name(s) of signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity/ies, and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

Witness my hand and official seal.

(Signature) (Seal)

Exhibit A

EXHIBIT A

SCOPE OF SERVICES

[ATTACHED BEHIND THIS PAGE]

1 Scope of Work – Revised February 27, 2023
TASK 1: PROJECT MANAGEMENT AND

COORDINATION
Subtask 1.1: Partnering Session
Dudek will schedule and conduct a project kickoff meeting within two (2) weeks of notice to proceed. This meeting will be structured as a half-day partnering session. It will have multiple purposes: to understand City expectations and goals; discuss the work plan, schedule, and relevant issues and concerns; review and learn about concurrent and related studies and plans; discuss roles and responsibilities; agree upon a schedule for ongoing meetings; and confirm appropriate contacts.

At the partnering session, a focused discussion on community engagement will also occur to outline the goals of the outreach effort, identify potential stakeholders, community activists, discuss tools and techniques, and map public events. By gaining a clear understanding of the City’s expectations at the project outset, Dudek will avoid rework and delays, delivering a plan that responds to the City’s needs. Further, the partnering session provides the project team a forum to share aspirations and establish collaborative relationships that will last through the life of the project.

Subtask 1.2: Ongoing Management
Dudek will coordinate and establish a regular bi-monthly check-in call. City and Dudek project managers will invite other participants to this call as needed. These periodic check-ins will chart completed tasks and status of ongoing work, reaffirm key milestones and deliverables, and flag any anticipated issues that may impact schedule or budget.

Task 1 Deliverables
• Partnering session agenda and meeting notes
• Bimonthly check in meeting agendas and notes
TASK 2: EXISTING CONDITIONS ANALYSIS
Subtask 2.1: Corridor Discovery
Dudek urban designers will conduct walks and field surveys to observe and document the built environment and public realm of the Corridor. These will be conducted at two scales. First, we will conduct a windshield survey of the entire 3.5- mile length of the Corridor within the City to evaluate and identify areas for more focused study. Second, we will conduct immersive walks of the 1-mile commercial heart of the Corridor (Little Arabia, approximately between Ball Road and Lincoln Avenue). The purpose of these walks is to experience the Corridor from a pedestrian perspective and at various times of the day: morning arrivals, lunch-time goings-on, and evening activities. We will document and diagram the following:

2 • Patterns of land use clustering, building vacancy, and legacy businesses/properties • Existing tenant and retail mix within the project area (retail, dining, arts/entertainment, services, office, etc.)
• Key linkages and connectivity, interface with adjoining residential uses • Public realm, street activation levels, and street culture components, such as existing branding, lighting, landscaping, furnishings, key destinations, gateways, and points of visual and programmatic interest • Identification of existing cohesive elements that start to identify a potential boundary for the cultural district
Subtask 2.2: Data Review
Dudek planners and urban designers will provide staff with a comprehensive listing of data requests to assemble a library of base maps, existing regulations, key resources, and parallel planning efforts. This will include the following:
• Ongoing branding and public realm beautification efforts along the Corridor led by various City departments, including Public Works, Economic Development, and Community Development • Existing regulatory framework (land use, zoning, development standards, parking standards, and design guidelines) that shapes the public realm and built environment on Brookhurst Street. • Existing mobility framework (street typologies/classifications, transit networks, pedestrian, bicycle, and transit facilities) and future transportation plans for proposed ROW improvements to understand how the corridor is used by multiple modes of travel.

At the conclusion of this discovery and analysis exercise, we will outline a set of draft design principles for review by City staff. The purpose of these principles is to suggest possible approaches to address the issues that surface during the analysis. These will form the basis of recommendations developed in future tasks.

Additionally, we will prepare a public-facing and concise presentation, called the Brookhurst Corridor Opportunity Summary that will synthesize our insights, findings and opportunities from all existing conditions analyses completed in Task 2 and 3 to serve as a guiding document for our conversations with stakeholders, City staff, and the broader community. The Brookhurst Corridor Opportunity Summary can also serve as marketing materials for potential new businesses, developers, and investors to communicate the opportunity in the Corridor.

Task 2 Deliverables
• Windshield survey of 3.5-mile segment of the Corridor (within Anaheim city limits) • Walking Tour and physical assessment of 1-mile commercial center • Draft Summary of Initial Principles
• Brookhurst Corridor Opportunity Summary document

3 TASK 3: PROFILE OF THE CORRIDOR’S

ECONOMY
Our team’s economic subconsultant, KMA, will lead all real estate and market analyses. They will undertake the subtasks listed below to assemble a comprehensive profile of the Corridor’s economy. KMA anticipates attending three meetings/ stakeholder interviews as part of the Brookhurst Corridor Working Group (Working Group) sessions.

Subtask 3.1: Socio – Economic Summary
KMA will summarize number of households, household formation, population, income levels, and the resulting retail expenditures potential.

Subtask 3.2: Business and Employment Summary
KMA will identify business and employment patterns in the market area by industry type.

Subtask 3.3: Real Estate Conditions
The following commercial real estate market conditions will be evaluated:
• Local and regional commercial rent levels
• Vacancy rates
• Land and building values
• Recent transactions
• Proposed developments
• Broker and stakeholder impressions
Subtask 3.4: Commercial Performance
The following performance of existing establishments along the Corridor and the market area will be summarized:
• Sales productivity levels
• Retail surplus/leakage analysis by establishment type • Commercial demand/growth projections
Subtask 3.5: Entitlements and Physical Constraints
KMA will review the existing entitlements and physical properties for the Corridor to identify limitations, concerns, and issues.

4 Subtask 3.6: Corridor Opportunities
The compiled information compiled in the previous tasks will be utilized to evaluate the market opportunities for the Corridor:
• Identification of key economic nodes
• Productivity level of existing businesses compared to regional/national averages • Potential opportunity sites for new commercial
• Identify the types of retail with market support and consider their appropriateness for opportunity sites along the Corridor
• To proceed in a time- and budget-efficient manner, KMA has assembled the following preliminary data request:
• Any demographic or socio-economic data available for the City and the surrounding environs, in particular, any population or household projections the City may have prepared • Parcel information, including land and building area, for sites to be evaluated • Relevant City studies (e.g., rental surveys) conducted for the Corridor • Maps showing existing zoning and land uses along the Corridor, particularly for the subject parcels • Any recent market studies conducted for or by the City • Phone numbers of brokers active in the City, particularly brokers that are familiar with City staff • Any inventory studies prepared by the City for the Corridor • Proposed projects in the development pipeline, including the developer, scope, and location in the City • Recently developed projects, including the developer, scope, and location in the City • Sales tax data for establishments along the Corridor

Task 3 Deliverables
• Summary Economic Profile and Opportunities of Brookhurst Corridor TASK 4: STAKEHOLDER CONSULTATION
Task 4.1: Outreach and Engagement Plan
Dudek and Kearns & West will create an Outreach and Engagement Plan in collaboration with the project team and the City to facilitate a meaningful outreach process of key stakeholders through a Working Group and broader community engagement. Example topics and content to be included in the Outreach and Engagement Plan are listed below. These are the proposed engagement activities, but can be adjusted as needed:
• Key Stakeholders: Key stakeholders can be identified by the City or through a stakeholder mapping exercise to identify core and primary stakeholders, such as business and property owners on Brookhurst Street, “district” activists, developers, and community-based organizations. We will work with the City to select core and primary stakeholders as members of the Working Group. Some examples of potential key stakeholders in the community are listed in Table 2:

5 POTENTIAL STAKEHOLDER COMMUNITY
GROUP

ECONOMIC AND

DEVELOPMENT ADVOCACY
ANAHEIM CHAMBER OF COMMERCE ✓ ✓
DAYLE MCINTOSH CENTER ✓ ✓
ANAHEIM COMMUNITY FOUNDATION ✓
COMMON GROUND COMMUNITY GARDEN ✓
COUNCIL ON AMERICAN ISLAMIC RELATIONS ✓
EAST-AFRICAN COMMUNITY ORGANIZATION ✓

NETWORK OF ARAB AMERICAN PROFESSIONALS

OF ORANGE COUNTY
✓
ARAB AMERICAN CIVIC COUNCIL ✓ ✓
COMPASSIONATE SERVICE SOCIETY ✓
REFUGEE FORUM OF ORANGE COUNTY ✓ ✓
VIETNAMESE DISTRICT ✓
MENTAL HEALTH FAMILY MISSION ✓
BROOKHURST COMMUNITY CENTER ✓
BROOKHURST VILLAGE CONDO ASSOCIATION ✓
ANAHEIM CHAMBER OF COMMERCE ✓ ✓
DAYLE MCINTOSH CENTER ✓ ✓
ANAHEIM COMMUNITY FOUNDATION ✓
COMMON GROUND COMMUNITY GARDEN ✓

• Overview of Activities and Events: A high-level overview of the various tools, activities, and events that might be employed for a successful community consultation exercise. This will include in-person outdoor activities, virtual and online engagement tools, as well as more focused conversations with the Working Group.

6 • Schedule: Aligned with the overall project timeline to ensure that community engagement activities and events occur in a manner when the input is most relevant and can contribute to the momentum and enthusiasm for this project.
• Marketing: For the community walking tour and online survey, we recommend utilizing the City’s existing social media channels and website as a go-to hub for project information, upcoming outreach events, and any deliverables or work products determined by the City as suitable for online dissemination such as the Brookhurst Corridor Opportunity Summary. Additionally, since the Corridor has many family-owned businesses and stakeholders with their own social media pages and websites, we recommend utilizing the Corridor community’s existing online presence to amplify awareness and outreach efforts. As part of the Working Group, the project team would provide feedback on potential language for social media material. The Dudek team will supply the City, Working Group, local businesses, and community-based organizations with partner communications such as social and digital media content. • Project Brand: We will work with City staff to establish a project brand and consistent graphic identity for all project and outreach collateral. This will include a style guide for project-specific fonts, colors, layout formats, and messaging for both digital and print media for all engagement activities and public-facing materials.

The Outreach and Engagement Plan is intended to serve as a flexible document that can provide a roadmap for the outreach and engagement process, allowing for redirection or variations where needed.

Task 4.2: Community Walking Tour of the Corridor
The project team will conduct an in-person walking tour, or “walk-shop” to have discussions with community members in an experiential and interactive manner, highlighting existing conditions and opportunities on the Corridor. The purpose of the walkshop is to ground truth the Existing Conditions Analysis findings and considerations with the broader community and understand additional issues, opportunities, and desires from the community at large.

There is also a potential smaller strip of the hurst Corridor, between Orange Avenue and Ball Road, that can be used for the walkshop. This area spans 0.6 miles and captures much of the core of the Corridor. The specific walking path will be determined with staff prior to the event. These areas foster heavy foot traffic with community centers, local businesses, grocery stores, and service organizations. Some of these high foot traffic areas are listed in Table 3.

Crescent Avenue to Ball Road Orange Avenue to Ball Road • Brookhurst Community Center
• Linbrook Bowling
• Le Mirage Pastry
• Thai Corner Kitchen
• House of Mandi
• Desert Moon Grill
• Street Vendor, Tacos Pasadita
• New Horizon Village Senior Apartments Homes
• Grocery Store, Altayebat Market
• House of Mandi
• Desert Moon Grill
• Street Vendor, Tacos Pasadita
• New Horizon Village Senior Apartments
• Grocery Store, Altayebat Market

7 • Bel Air Christian School

Task 4.3: Online Portal and Community Survey
As indicated in the Outreach and Engagement Plan, the project team will provide content for the City to upload on the Master Plan landing page. This page on the City’s website can be the “go-to” hub for project information, informing the community of walkshop and any deliverables or work products determined by the City as suitable for online dissemination.

We will also host an online community survey on the City’s website and provide QR code links to the online survey on various marketing materials displayed within the public along Brookhurst Street. The online community survey will accompany the walkshop to reach a broader cross section of the community. In addition to the city’s website, we can also utilize the community’s existing online presence to disseminate information and partner communications.

Task 4.4: Brookhurst Corridor Working Group
Dudek and Kearns & West will work with City staff to establish a Working Group with members who represent a diverse range of notable interests, including property owners, business owners, relevant community organizations, religious institutions, and activists. The purpose of the Working Group is for key community members to provide their vision for the Corridor and help set the goals and priorities for the Corridor as it relates to cultural identity, the public realm, future development, economic development, governance, and parking. • Session 1 – Working Group Kickoff: The primary step in in-person engagement is engaging with the identified members of the Working Group. The project team would host a kickoff meeting with the Working Group to go over goals of the Brookhurst Corridor Master Plan, share draft engagement plan and gather feedback, and conduct a listening session with the Working Group to foster communication and trust between the project team and stakeholders.
• Session 2 – Discovery: After completing our Existing Conditions Analysis, the project team will meet with the Working Group to identify key elements that make the district successful, as well as any challenges faced by existing retailers or property owners (landlords), and opportunities for improvement. This session will include a discussion on preferred transformations, wish lists for growth and change, and ideal outcomes for the Corridor. Session 1 will include discussion on the Corridor’s natural boundaries. • Session 3 – Brookhurst Corridor Road Map: This session will focus on sharing the Corridor’s draft goals and recommendations, including potential approaches for urban design and placemaking interventions, parking strategies, governance structures, tenant and business attraction/retention, district branding ideas and any policy or regulatory changes governing the public realm and build environment.

Task 4.5: In-Person Outreach Activities
The project team will conduct a series of in-person engagement activities in the community. These activities include pop-up events at existing community events as well as at areas of the Corridor with high foot traffic. The purpose of these pop-up events is to engage members of the community by gathering feedback on the vision for the future developments of the Corridor. Potential areas and events for pop-up events include the following:

8 • Altayebat Market
• A Common Ground Community Garden event
• Ralphs
• Tacos Pasadita
In addition to pop-up events, the project team will conduct stakeholder listening sessions. The project team will work with the City to identify stakeholders that span a variety of sectors on the Corridor, such as business and social services stakeholders. In conjunction with the City, the project team will host a series of listening sessions with stakeholders on their visions for economic growth and on the Corridor.

During the six-month duration of the project, the project team will host the walkshop towards the beginning of the project launch. Following the walkshop, the project team will host a pop-up event monthly. The locations and number of pop-up events will be determined in conjunction with the City. The following is a proposed timeline for the outreach events:

January or February 2023
• Project kickoff
• Working Group Session 1
March 2023
• Potential walkshop
• Working Group Session 2
• Pop-up event No. 1
May 2023
• Working Group Session 3
• Pop-up event No. 2
Task 4 Deliverables
• Draft and final version of the Brookhurst Corridor Outreach and Engagement Plan • Facilitate Community Walkshop
• Facilitate two rounds of discussions with the Working Group • Provide content for project portal on City’s website
• Design online community survey
• As-needed translation and interpretation services in Arabic, Persian, Vietnamese, and Spanish TASK 5: CASE STUDIES
The Dudek team will prepare up to two (2) case studies of active and culturally rich corridors in areas locally and across the Country, selected based on insights and findings in subsequent tasks. Some key corridors to discuss with the City in selection of our case studies include downtown Glendale’s Artsakh Avenue that recently underwent a visioning and branding effort. The case studies will identify the key success factors for active corridors and elements to consider by highlighting best practices in policies and programs for economic development, mobility and parking strategies, the

9 built environment, the mix of uses required for success, effective management and organizational structures, branding, and innovative design and placemaking to create vibrant and attractive street character. Where feasible, the case studies will also include information on successful governance and funding strategies for improvements and placemaking elements.

Task 5 Deliverables
• Two (2) case studies accompanied with comparative summary of lessons and challenges TASK 6: RECOMMENDATIONS
As a final step, Dudek will develop and share with staff the full range of possible cultural designations, branding strategies, governance structures, and regulatory frameworks (along with their pros and cons). Via a collaborative process with staff, Dudek will recommend the preferred approach for implementation, ensuring it is responsive to community desires, economic opportunities, cultural identity, and City objectives.

Dudek will support staff in presenting final recommendations to City Council.

While Phase 2 – Implementation tasks are not scoped in this proposal, the recommendations that are likely to result through Phase 1 efforts are listed below. These would either be implemented as stand-alone approaches or as a combination of multiple (listed below generally in order of increasing complexity). This list is necessarily preliminary and likely to evolve as Phase 1 gets underway.
• Cultural Designation adopted by City Council: identifies boundaries and provides official city-approved signage.
• Corridor Branding Strategy: implements a branding/ marketing strategy in conjunction with an additional preferred designation/regulatory framework.
• Local Business Retention Program: provides a city- provided mechanism and incentive structure for existing legacy businesses to continue operations and overcome business challenges. • California Cultural District: participate in the California statewide pilot program of state-designated cultural districts. Currently there are 14 designated districts as part of a pilot program. If accepted, when the application process reopens, the Corridor will be eligible to receive an operating stipend, marketing funds, and other state resources.
• Business Improvement District (BID): provide support for a property-owner driven process, to vote for self- assessment to establish a BID that supplements city services and provides enhanced maintenance and operations.
• Historic Preservation Overlay Zone (HPOZ): this is an unlikely outcome of Phase 1 as there are few architecturally significant historic structures along the Corridor. However, in case Phase 1 analysis indicates this is feasible, HPOZs are a regulatory tool to preserve and protect notable building stock (not necessarily the activities that occur within).
• Overlay District: if Phase 1 analysis determines that the future success of the Corridor is predicated on changes to land use, development intensity, and development standards, then an overlay district

10 provides a mechanism for properties–that opt into the overlay–to develop and operate under updated regulations. Properties that choose not to can redevelop as per the existing, underlying zoning. • Specific Plan: this approach represents the most complex regulatory approach to the future of the Corridor. Similar to an overlay district it would implement changes to land use, zoning, and development intensity. However, these new regulations would apply to all properties undergoing future redevelopment.

Additionally, specific plans are required to rigorously analyze and recommend improvements to infrastructure as well as identify funding sources and strategies. CEQA review will likely have to be undertaken as well (likely the same for HPOZ and Overlay District approaches).

Task 6 Deliverables
• Draft range of potential designations and regulatory approaches (accompanied with discussion of pros and cons)
• Final recommendation for preferred implementation approach • Three (3) copies of final Phase 1 recommendations document • Support staff in presentation and discussion at City Council hearing “ Hijabi Queen” Mural — Brookhurst St, Anaheim
DECEMBER 16, 2022

BROOKHURST CORRIDOR

MASTER PLAN
38 North Marengo Avenue
Pasadena, CA 91101
626.204.9800
PROPOSAL FOR City of Anaheim
Brookhurst Corridor Master Plan | i
Subject: On-call Brookhurst Corridor Master Planning Consulting Services Dear Mr. Stoewer:

Dudek is pleased to submit this proposal to provide services to study the Brookhurst Corridor (Corridor) within the City of Anaheim (City). Dudek is a Southern California-founded and values-driven multidisciplinary firm of urban designers, planners, outreach facilitators, and environmental specialists focused on creating vibrant and sustainable communities. We are equipped to provide the City with a full complement of planning, design, policy analysis, parking, outreach, and economic expertise.

We understand that the Anaheim City Council recently adopted the Little Arabia designation for a segment of the Corridor. This is a crucial first step in formalizing the Corridor’s cultural and economic identity and sets the stage for future funding, branding, and place-making. We are recommending a two-phase effort to analyze and implement an appropriate, community- supported, regulatory framework for the Corridor.

Phase 1, scoped in this proposal, will conduct a detailed needs assessment of the Corridor and recommend the appropriate regulatory approach that will supplement its adopted cultural designation and provide the framework for its continued economic success and identity. Phase 2, not scoped in this proposal, will be conducted after the completion of Phase 1 and implement the recommendations of Phase 1. We expect Phase 1 to be completed within a six-month period.

We have assembled a team of planning, outreach, and economic experts who are familiar with the local community and have a solid grasp of issues learned via multiple similar corridor studies in Southern California.

December 16, 2022
Stephen Stoewer
Economic Development Department
City of Anaheim
City Hall, 7th Floor
200 South Anaheim Boulevard
Anaheim, California 92805

COVER LETTER
Point of Contact
Catherine Tang Saez,
[email protected]
626.204.9846
⊳ CONTENTS
Brookhurst Corridor Master Plan | ii

CITY OF ANAHEIM
Dudek will serve as prime consultant and provide planning, policy research, urban design, outreach, and transportation/parking expertise. Keyser Marston Associates (KMA) will lead our economic and real estate tasks as a subconsultant. Kearns & West will serve as our team’s outreach coordinator working closely with Dudek’s in-house outreach specialists to ensure that community engagement is comprehensive and that the planning effort is equally informed by the twin input from the Corridor’s business community and flanking residential neighborhoods.

We look forward to working with your team on this effort and are ready to begin immediately.

Dudek acknowledges receipt of Addendum 1, issued November 22, 2022.

Sincerely,

________________________ ________________________ _______________________ Gaurav Srivastava Catherine Tang Saez Joseph Monaco
Principal-in-charge Project Manager President/CEO
Joseph Monaco is authorized to sign on behalf of Dudek.

TABLE OF CONTENTS

SECTIONS
Cover Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii 1 / Description of Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 / Professional Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 3 / Key Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 4 / Project Experience and References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 5 / Scope, Timeline, and Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 6 / Professional Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

FIGURES
Figure 1 . Corridor Assets and Destinations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Figure 2 . Proposed Work Plan and Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 TABLES
Table 1 . Dudek Planning and Urban Design Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Table 2 . Potential Key Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Table 3 . Potential Walk Tour Routes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

APPENDICES
Appendix A: Resumes
Appendix B: Forms
Appendix C: Signed Addendum

TABLE OF CONTENTS
COV
ER LETTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Tab
le of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Des
cription of Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Table 1. Dudek Planning and Urban Design Contracts 5
Pro
fessional Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Key
Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Pro
ject Experience
and References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Sco
pe, timeline, and cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Figure 1. Corridor Assets and Destinations 25
Table 2. Potential Key Stakeholders 38
Table 3. Potential Walk Tour Routes 39
Figure 2. Proposed Work Plan and Schedule 44
Pro
fessional Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Brookhurst Corridor Master Plan | 1
1 DESCRIPTION OF FIRM
The Dudek Advantage
Founded in 1980, Dudek is a California Corporation with 12 California offices, including one in Pasadena and one in San Juan Capistrano. We are staffed by more than 700 planners, urban designers, outreach specialists, geographic information system (GIS) experts, California Environmental Quality Act (CEQA) and National Environmental Policy
Act (NEPA) practitioners, environmental specialists, civil engineers, contractors, and support staff. We assist
developers, non-profits, and agency clients on a broad
range of projects that improve our clients’ communities, infrastructure, and natural environment. From planning, design, and permitting through construction, we
move projects through the complexities of regulatory
compliance,budgetary and schedule constraints, and
conflicting stakeholder interests.

With analyses based in science and ethics, Dudek offers solutions that encompass the project lifecycle and
anticipate future needs. Our professionals find practical, cost-effective approaches to help you achieve your
project-specific and overall goals. We work to build your trust, which allows us to offer constructive and durable project solutions.

Dudek started an employee stock ownership plan
(ESOP) in the early 2000s and has regularly funded
the ESOP from profits. The result of this continuous
commitment to employee ownership culminated with
Dudek transitioning to a wholly owned ESOP in 2021. As
the firm has grown and evolved, the ESOP has become
a defining tool in driving employee engagement by
promoting an ownership culture, enhancing employee
retirement planning, and bolstering employee retention.

The firm maintains an organizational structure that
empowers project managers to be decision-makers and
entrepreneurs. Internal administrative processes are
kept to a minimum, limiting internal bureaucracy and
enabling project managers to be flexible and responsive to client needs.

Dudek celebrated its 40th anniversary in March
2020. The firm now serves clients in the energy,
transportation, municipal, education, and healthcare
sectors; consists of 15 major practices; employs over
700 employees in 17 offices across the nation; and has
projects spanning over 40 states in the United States.
⊳ CONTENTS
Brookhurst Corridor Master Plan | 2

CITY OF ANAHEIM
Our Planning
and Urban Design studio
Great cities derive their success from the synergy of
thoughtful urban design, first-rate infrastructure, and excellent mobility. Dudek planners and designers
provide master planning and urban design services that
help public- and private-sector clients create compelling places. We strive to establish enduring relationships
between people and their environment and develop
a sense of belonging while respecting cultural,
environmental, and economic constraints.

Our team of city planners, policy planners, and urban
designers work collaboratively with clients on plans, both large and small. By quickly leveraging our comprehensive in-house technical expertise, we can balance and prioritize urban design, land use, infrastructure, sustainability, and transportation objectives to address short- and long-term planning challenges. At every scale, we emphasize the
importance of rigorous analysis in successful problem-
solving and demonstrate that accurately defining the
problem is the crucial foundation to solving it.

We also understand that plans without broad-
based community support are unlikely to succeed.

Consequently, we carefully tailor work products and
community outreach efforts to be inviting, engaging, and user-friendly for the communities they serve. Our plans are realistic, bold, and stand the test of time.

Our Planning and Urban Design studio is a boutique
service at Dudek where we focus on creating vibrant,
sustainable, and equitable communities. We provide a
personalized approach to each project and challenge,
combined with the breadth and depth of capabilities
characteristic of the larger Dudek firm to meet your
needs. We consider our size to be a tremendous asset to our clients since it allows us to provide superior levels of customer service. As an employee-owned firm, we are
empowered to be nimble problem solvers, innovative
thinkers, and collaborators to tackle some of the most
pressing issues being faced by our cities, regions, and state. We are proud of our low employee turnover; our
staff’s long tenure means the project manager you see at the bidding stage will be with you at project completion.

Dudek will serve as Prime Consultant and
be contractually responsible for overall
management,quality, and delivery of final products.

From a technical standpoint, Dudek will lead urban
design, planning, policy research, and regulatory
framework recommendations, and will be supported by
our subconsultant partners for economics and outreach.

Our Subconsultant Partners
For this effort, we have assembled a trusted team of
subconsultants, including Keyser Marston Associates
(KMA) for economics and Kearns & West for outreach.

We selected our subconsultant partners because they
are the leaders in their respective fields and provide
services that complement our urban design and
planning expertise.

KMA has previously partnered with the City of Anaheim’s (City’s) Economic Development Department to study
other commercial corridors in the City and comes
equipped with a deep understanding of the City and its
business and real estate climate.

Kearns & West has partnered with Dudek to conduct
outreach on numerous corridor studies in Southern
California, notably a comprehensive Complete Streets Plan for Burbank and an ongoing effort for Western Avenue in the City of Rancho Palos Verdes. Bushra Bangee, Kearns
& West's outreach lead for this proposal, has longstanding ties with the stakeholders and businesses of Little Arabia and will prioritize equal emphasis on engaging the
business and residential community.

In addition, Dudek staff have a long history of working with these firms, having collaborated on multiple past
and ongoing efforts.

As partners, we are finely attuned to each other’s
processes that bring efficiencies to the management
and communication of our projects. Additionally, we
share ideals for consulting practices and a philosophy
for successful collaboration on urban design and
planning projects. Each of our subconsultant partners
is well regarded and accomplished in their respective
disciplines and bring local, relevant experience.

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■ KEYSER MARSTON ASSOCIATES
KMA has provided advisory services to the City since
the late 1970’s for a variety of real estate and capital improvement projects, as well as economic and
affordable housing services for former redevelopment
agency projects.

Services include market evaluation and financial
feasibility analyses for a variety of land uses. Over the past five years, KMA evaluated market opportunities
for the Beach Boulevard, Anaheim Boulevard, and
Harbor Boulevard Corridors. The analyses included a
review of residential, office, retail, and hotel market conditions, identifying the type of development best
suited for the area given immediate and long-term
demand. KMA prepared a series of development
programs for the corridors that included a mix of
commercial and residential prototypes and evaluated
the potential feasibility of the projects at varying levels of development intensity. The analysis identified the
density levels required to effectuate the development
and redevelopment of catalytic sites along the corridors.

A small sample of additional recent projects in which
KMA assisted the City includes the preparation of a
community-based specific plan for the West Anaheim
area, the Gardenwalk, JW Marriott Hotel, the Anaheim
Doubletree Hotel, the Packing House Redevelopment and
Residential Project, Downtown Anaheim, and the ARTIC
station. For these projects, KMA reviewed the projected development costs and operating costs, evaluated the
operating parameters, and assisted the City throughout
the negotiation process for the subject properties. KMA acted as the principal real estate advisor to City, helping to structure public–private partnerships, which included providing financial assistance to the projects.
■ KEARNS & WEST
People have an intrinsic desire to connect to community – we’re hardwired for it. Connections are made
through friendships with neighbors, commitment to
organizations, support of local businesses, and shared
celebrations of local pride. Cities that foster strong
community connections are valued; they are the cities
where people seek to live and businesses flourish.

Local government has a unique role to play in cultivating community connection. By actively engaging residents,
business owners, and other stakeholders, local
government can create a more desirable place to live
and reap the benefits of having constituents who are
more informed, understand local government’s needs
and goals, trust that their city officials will seek their input on important decisions, and have confidence that
local decision-making is responsive and transparent.

Kearns & West, in business since 1984, helps local
governments connect with their communities. We
partner with municipal leaders and stakeholders to
formulate strategies for both citywide community
engagement and specific projects. Cities rely on us
to help them establish more effective communication
channels, create proactive processes for identifying
and resolving issues and concerns, and ensure public
involvement has a place in shaping the future. In fact, we focus exclusively on this type of work, almost entirely for government agencies from the federal to local
level. The Orange County team focuses on meaningful,
innovative involvement of communities in local equity,
stakeholder engagement, and community engagement
projects, bringing expertise in synchronizing outreach
with planning and design processes. We are planners
who love public involvement.

Our services include equitable and inclusive
engagement, public involvement plans, community
workshops, online and virtual engagement, community
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CITY OF ANAHEIM
social and traditional media. Of note is our track record in engaging communities typically underrepresented in
public process due language, culture, ethnicity, mobility, and/or economic constraints. At the heart of our work
is elevating people-to-people and people-to-place
connections that make communities better.

For community engagement for the Brookhurst Corridor
Master Plan, the Kearns & West team in Orange County
has specialized expertise conducting community
engagement on citywide planning projects. We utilize
staff who often share their own relationships to the places we work in, therefore understand the community and can
cater to the unique needs of the Corridor. We are valued for our ability to synchronize multi-pronged community
engagement programs with the incremental steps
for plan making – visioning, issues and opportunities
assessment, alternatives, draft planning concepts,
and the approval process. Our Orange County team
also brings insight into the unique considerations for
conducting community engagement in the City. In fact,
one of our team members, Bushra Bangee, grew up
frequently going to Brookhurst and has deep connections to the communities along the Corridor. Through her
previous grassroots organizing work with the Council
on American-Islamic Relations (CAIR) and on the 2020
Census, she built relationships with local family-owned businesses and advocacy groups. We are able to utilize
her experience and understanding of the City to better
cater to the Corridor’s unique needs.

Ms. Bangee’s prior experience at CAIR involved
working with local organizations and institutions to
educate community members on Proposition 47 and the
importance of civic engagement. Additionally, she worked on developing an outreach and education strategy
for the 2020 Census. Ms. Bangee leveraged existing
relationships with community organizations in the City
to conduct informational events, community workshops
on how to fill out the census, and trained local religious leaders on talking points to use in Friday sermons on the importance of the census.

Brookhurst Corridor Master Plan | 5
2 PROFESSIONAL EXPERIENCE
The Dudek Planning and Urban Design team has extensive
experience preparing neighborhood visions, specific
plans, corridor plans, and other comprehensive plans for municipalities throughout Southern California. We believe that great cities derive their success from the synergy of thoughtful urban design, first-rate infrastructure, and excellent mobility.

Dudek planners and designers provide urban planning and urban design services that help public- and private-sector clients create compelling places. We strive to establish enduring relationships between people and their environment and develop a sense of belonging while respecting cultural, environmental, and economic constraints.

Our high-quality work products—from urban design plans to economic development strategies to outreach campaigns—
are inviting, engaging, and user-friendly. Having
authored dozens of award-winning, transformative, and
innovative plans, we take pride in tailoring our work to the needs of the communities we work in and the clients we serve.

Client History
As a 42-year-old, multidisciplinary firm, Dudek has served numerous clients on various projects. These include
the planning, public works, engineering, and economic
development departments of several cities, counties, and public agencies in Southern California and beyond. Table 1 lists relevant contracts within the Planning and Urban Design practice from the last five years.

CLIENT PROJECT
City of Concord City of Concord, Housing Element Update City of Long Beach Globemaster Corridor Specific Plan
Assistance Living, LLC Smokey Bear Road Mixed-Use Development City of Burbank Burbank Citywide Complete Streets Plan
City of Pismo Beach City of Pismo Beach General Plan/Local Coastal Program Update
City of Burbank Urban Design Services
City of Rialto City Of Rialto Climate Adaptation Plan
City of Claremont Keck Science Center Expansion Project Mitigated Negative Declaration
City of Bakersfield City of Bakersfield Transformative Climate Communities Planning Grant
Central City East Association Central City East Vision Plan City of San Diego As Needed Multidisciplinary Planning
City of San Diego Mira Mesa Community Plan
City of Santa Clarita Old Town Newhall Specific Plan Update City of Los Angeles As Needed MSA for City of Los Angeles Planning

CLIENT PROJECT
City of Long Beach C-17 Transition Master Plan
City of Fullerton Housing Incentive Overlay Zone and CEQA City of El Cajon Safety and Environmental Justice General City of Highland City of Highland Housing and Safety
City of Concord City of Concord, Housing Element Update City of Indio City of Indio Housing Element Update
City of San Diego Task Order No. 2 Housing Inventory Report City of Barstow Barstow Housing Element Update Support
City of Manhattan Beach Manhattan Beach 2021-2029 Housing Element City of El Cajon Urban Design and Housing Strategies
City of Lomita City of Lomita Housing Element Update
City of South El Monte South El Monte Housing, Safety/EJ Element City of Claremont Clara Oaks Specific Plan
City of Indio Indio Transformative Climate Communities
City of Rancho Palos Verdes Rancho Palos Verdes Mixed-use Overlay Table 1. Dudek Planning and Urban Design Contracts
⊳ CONTENTS
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CITY OF ANAHEIM
Economic Analysis Lead
Kevin Engstrom1
Business and Stakeholder
Engagement
Bushra Bangee2
Parking Study Lead
Dennis Pascua
Planning
Janet Rodriguez
Outreach Coordinator
Shannon Heffernan
Regulatory Research
and Case Studies
Rachel Lindt

PROJECT MANAGEMENT

PROJECT TEAM
Project Manager
Catherine Tang Saez
Principal In Charge
Gaurav Srivastava
Figure 1 outlines the organization of the Dudek team key personnel and support staff for this contract. Brief biographies highlighting our relevant experience follow the organization chart. Appendix A includes in-depth resumes that describe relevant skills, qualifications, project experience, education and certifications, and accomplishments for each Dudek team member.

Figure 1. Dudek Team Organization
1 Keyser Marston Associates
2 Kearns & West
3 KEY PERSONNEL
⊳ CONTENTS
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CATHERINE TANG SAEZ, AICP
Project Manager

Catherine Tang Saez will serve as project manager and primary point of contact with technical responsibilities in key planning, design, and outreach tasks for this contract. Ms. Saez is a Dudek urban designer and certified planner with 15 years’ collective experience across urban design, urban planning, and architecture. Ms. Saez works at the intersection of design and policy to create vibrant, sustainable, and healthy communities. Ms. Saez specializes in preparing vision plans, site feasibility studies, transit-oriented development plans, complete street plans, specific plans, community/area plans, development standards, and design guidelines; conducting community outreach; and has experience coordinating multidisciplinary teams. In addition, Ms. Saez currently serves as adjunct instructor for the Real Estate Development (BRED) and Executive Master of Urban Planning (EMUP) programs at the University of Southern California Sol Price School of Public Policy.

Gaurav Srivastava, AICP
Principal in Charge
Gaurav Srivastava will serve as principal in charge for this contract and will provide key insight to identify new best practices, methods, and approaches to ultimately result in “moving the planning dial” and award-winning project work. With 20 years’ experience, Mr. Srivastava leads the Dudek urban design practice and has authored plans that range from grassroots neighborhood visions to comprehensive downtown redevelopments. His award-winning work, for both private- and public-sector clients, is driven by twin passions: to reduce the footprint of human habitation via compact redevelopment of city centers, and to always reinforce the importance of the pedestrian experience as the defining experience of cities. Mr. Srivastava is adept at faciliating workshops and shaping discussions before a variety of audiences. He is also an accomplished thought leader and experienced at orchestrating the efforts of complex, multidisciplinary teams. In addition, Mr. Srivastava serves as a lecturer and teaches urban design at the University of California, Los Angeles Luskin School of Public Affairs.

Education
Harvard University
MAUD, Urban Design
University of
Southern California
BArch, Architecture
Certifications
AICP
Professional Affiliations
APA
University of Southern
California, Adjunct Instructor
Education
Massachusetts Institute
of Technology
MCP, City Planning
School of Planning and
Architecture, Delhi
BArch, Architecture
Certifications
AICP
Professional Affiliations
APA
ULI Rose Center for Public
Leadership, Faculty Advisor

Brookhurst Corridor Master Plan | 8

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Education
University of California,
Irvine
BA, Urban Studies
Expertise
Public Outreach and
Involvement
Community Engagement
Diverse, Equitable and
Inclusive Engagement
City Planning
Project Management
Meeting Facilitation
Bushra Bangee
Business and Stakeholder Engagement
Bushra Bangee is an Associate Consultant at Kearns & West with the Southern California team. She earned her degree in Urban Studies with an emphasis on Sustainable Development from the University of California, Irvine. She grew up in the Inland Empire, frequently visits Anaheim’s Brookhurst Street, and works in advocacy efforts within the local community.

Prior to Kearns & West, Ms. Bangee worked at SILA Consulting, a firm that specializes in cultural consulting on entertainment productions. She provided cultural expertise on South Asian, Arab, and Muslim representation; coordinated diversity, equity, and inclusion (DEI) trainings and recommendations; and put together Community Advisory Councils for movies and shows at Disney, Netflix, and Marvel. Outside of her cultural consulting, Ms. Bangee has a background in affordable housing through her outreach and community engagement work at Linc Housing, an affordable housing developer in California. At Linc, she established over 30 economic mobility partnerships that provided financial education, workforce development, and health and wellness activities to over 600 previously unhoused residents and low-income families.

Within her local community, Ms. Bangee serves as the Vice Chair for the Muslim Student Association West, a non-profit organization that services 3,000 students across the West Coast.

As Vice Chair she helps lead the organization’s strategic planning, capacity building, and has grown the budget to hire and support staff multiple fill-time staff.

SHANNON HEFFERNAN, AICP
Outreach Coordinator
Shannon Heffernan is a principal planner with 15 years’ professional experience in community planning and urban design. Ms. Heffernan has worked with Southern California agencies, non-profit organizations, and community groups to enhance their downtowns districts, public spaces, and celebrated places through visioning, planning, design, and placemaking projects. These efforts have included collaborations between cities, business improvement districts (BIDs), and developers–all with a thoughtful outreach approach with equity as a core principle to ensure stakeholders are being given a voice and providing input.

Ms. Heffernan recently led the Downtown Lomita Visioning project, which included an incremental transformation of Narbonne Avenue and turning a vacant lot within downtown into an urban plaza and managed the Glendale Arts & Entertainment Visioning project and streetscape design for Artsakh Avenue. Ms. Heffernan is no stranger to downtown revitalization efforts – she is a three-term committee Member of the Downtown Long Beach Alliance (DLBA), downtown Long Beach’s BID, Public Realm Committee. She is leading a public space assessment for the Public Realm Committee to identify and recommend improvements (lighting, landscape, shade, seating, and programming) for a number of underutilized downtown spaces. Most recently, Ms. Heffernan worked with cities and community groups to launch their al fresco dining programs on their beloved main streets and other placemaking initiatives to create more people-first spaces.

Education
University of
Southern California
Executive Master of Urban
and Regional Planning,
Concentration in Real Estate
Development
California Polytechnic
State University, San Luis
Obispo
BS, City and Regional Planning
Certifications
AICP
Professional Affiliations
APA – Los Angeles Chapter,
Professional Development
Director

Brookhurst Corridor Master Plan | 9

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KEVIN ENGSTROM
Economic Analysis Lead
Kevin Engstrom is a Senior Principal in the KMA Los Angeles office.

For 20 years, he has provided public and private clients with real estate and financial expertise, including market and financial feasibility studies, fiscal impact analyses, economic revitalization consulting, financial modeling, developer selection, and disposition consulting.

For over five years, Mr. Engstrom instructed the Basic Pro and Advanced Pro Forma Class at the CRA’s Redevelopment Institute in Southern California. He has taught at the American Planning Association California annual conference and has served as an instructor at California State University-Fullerton in the Geography department.

Education
Villanova University
Bachelor of Arts
University of Arizona
Master of Arts
Education
University of California,
Irvine
BA, Social Ecology
(Environmental Analysis and
Design)
Professional Affiliations

APA, AEP
Institute of Transportation
Engineers
Orange County Traffic
Engineering Council

DENNIS PASCUA
Parking Study Lead
Dennis Pascua is a senior transportation planner and Dudek’s transportation services manager with 29 years’ experience in transportation planning/engineering in Southern California. Mr. Pascua has successfully managed a variety of projects for local agencies and private developers, including traffic and circulation impact analyses and parking demand studies in both highly urbanized and rural areas. He is highly experienced with CEQA/NEPA and transportation topics and policies surrounding active transportation, context sensitive solutions, and complete streets throughout California. Mr. Pascua also offers an international perspective, having managed transportation planning projects in the Philippines, Japan, and the United Arab Emirates.

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Education
University of California, Los
Angeles Luskin School of
Public Affairs
Master of Urban and Regional
Planning
Dual Concentration in Design &
Development and Transportation
Policy & Planning
University of California,
Santa Barbara
BA, Art Studio, Honors
Certifications
AICP
Professional Affiliations
APA

RACHEL LINDT, AICP
Regulatory Research and Case Studies
Rachel Lindt is a senior planner with 9 years’ professional experience as an urban planner, specializing in land use, urban design, multimodal transportation, equity-focused policy and planning, and community engagement. Ms. Lindt has worked with various clients across Southern California to prepare specific plans, transit-oriented development plans, development standards, and design guidelines and to facilitate equity-focused and engaging community participation processes.

Ms. Lindt has experience managing multidisciplinary projects and is adept at integrating technical work and community engagement to facilitate a meaningful feedback loop. With a background in art, Ms. Lindt uses a high level of visual communication to produce accessible, user-friendly project materials. Across projects and communities, Ms. Lindt strives to improve understanding of the planning process, livability, and equitable outcomes.

Education
University of
Southern California
MA, Urban Planning/Design and
Graduate Certificate in Real
Estate Development
University of California,
Los Angeles
BA, Geography/Environmental
Studies
Professional Affiliations
APA

JANET RODRIGUEZ
Planner
Janet Rodriguez is an urban planner with 4 years’ professional experience in housing policy and implementation, current planning, and GIS. Ms. Rodriguez’s multidisciplinary project experience includes creative community outreach, housing, transit, land use policy, general plan element updates, and development standards. Ms. Rodriguez places value on collaborative partnerships with clients and innovative outreach strategies that encourage and lift all the voices in a community.

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4 PROJECT EXPERIENCE

AND REFERENCES
The following section demonstrates our extensive experience working on related projects aligned with the scope of work.

Our award-winning Planning and Urban Design practice has worked on numerous similar contracts over the past several years.

The following recent and relevant projects showcase our expertise and experience with comparable contracts.

SOUTH COLTON LIVABLE CORRIDOR PLAN
CLIENT: Southern California Association of Governments
(SCAG) and City of Colton
PERIOD OF PERFORMANCE: 2018–2019
CONTRACT AMOUNT: $159,954
Dudek provided urban design, land use planning, market
analysis, and community outreach services in support of the South Colton Livable Corridor Plan. South Colton is a proud Latino neighborhood and mixed residential industrial neighborhood adjacent to downtown Colton but separated by a rail corridor.

Long disinvested, yet resilient, residents with few resources have used a do-it-yourself approach to neighborhood design combined with their imagination and resourcefulness to alter landscapes in ways that are intimate in scale and personal in nature—e.g., cacti planted in a parkway, a makeshift street basketball hoop, a hand-painted sandwich board, among other interventions. The South Colton Livable Corridor Plan strengthens these grassroots tactical urbanism approaches and provides policies and guidelines as a regulatory framework for formalizing complete streets, creating amenities, inviting mixed-activity investment, and new housing. A critical goal of the project was to proactively engage traditionally underserved groups, such as women, the elderly, youth, immigrants, and Black and Brown communities. Outreach activities began with door-to-door flyer distribution in advance of events that involved storytelling, modelbuilding, neighborhood- walking, and artmaking at grocery stores, schools, parks, and other neighborhood places.
2020 American Planning
Association, Inland Empire Chapter
Award of Merit in Urban Design

AWARD WINNING PLAN
AFTER
BEFORE

DUDEK PROJECT EXPERIENCE
⊳ CONTENTS
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OLD TOWN NEWHALL SPECIFIC PLAN UPDATE AND ENVIRONMENTAL

IMPACT REPORT ADDENDUM
CLIENT: City of Santa Clarita
PERIOD OF PERFORMANCE: 2021–2022
CONTRACT AMOUNT: $219,754
Dudek prepared an update to the Old Town Newhall Specific Plan originally adopted in 2005. Centered around MainStreet, Old Town Newhall is the historic core of the City of Santa Clarita and over the years has become a vibrant, pedestrian-friendly shopping, dining, and entertainment district. Since its adoption, the Plan succeeded in revitalizing Old Town Newhall, but some aspects of the Plan had not worked as intended. As a result, the City hired Dudek to update the Plan so that it could provide clearer regulations in addressing Old Town Newhall’s changing needs. The targeted plan update tested new development
types, simplified the existing form-based code, and extended the usability and legibility of the regulatory document for the ongoing revitalization of Old Town Newhall over the next 20 years. The effort was funded via California’s Senate Bill 2 grant program. In addition, subcontractor Pro Forma Advisors prepared a high-level examination of the existing retail uses in Old Town Newhall to determine how much more retail could be added based on the demand created by new residential units and employees in the market area.

As part of the Specific Plan, Dudek also prepared an Addendum to the City’s 2005 Program Environmental Impact Report
(PEIR). The CEQA Addendum utilized the previously certified environmental documents, including an Initial Study and PEIR, to analyze a revised buildout scenario of residential and non-residential development because of the proposed consolidation of zoning districts within the plan area. Given the time between the original certification and revisions to this plan, the CEQA Addendum prepared an Initial Study checklist to demonstrate that no new significant impacts would occur.

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LOS ANGELES COUNTY METRO AREA PLAN AND EIR
CLIENT: County of Los Angeles
PERIOD OF PERFORMANCE: 2021–Ongoing
CONTRACT AMOUNT: $1,138,593
Dudek is preparing the Los Angeles County Metro Area Plan (LAMAP), a comprehensive planning effort for seven community planning areas within the urbanized core of the County of Los Angeles. These seven unincorporated communities include East Los Angeles, East Rancho Dominquez–Victoria, Florence– Firestone, Walnut Park, West Athens–Westmont, and West
Rancho Dominquez. This includes comprehensive community and corridor plans for these areas to serve as the overarching policy document that guides land use and development, paired with an associated PEIR. The LAMAP is guided by a series of background analyses to inform the development of the policies and programs. Background analyses include existing conditions analysis, community profiles and atlas, market and real estate study, mobility and parking study, a gentrification and displacement study, an historicand cultural resources survey, and redevelopment and preservation recommendations. The components of this comprehensive plan will include a policy document with implementation programs for addressing land use, public and open space, civic spaces, recreation, mobility, economic development, environmental justice, and climate adaptation and resiliency. In addition to the policies and programs developed through the LAMAP , the plan will result in land use maps, zoning maps, and a buildout methodology.

The PEIR presents analysis of the environmental setting, regulatory framework, and potential impacts related to future development that is expected to occur through the buildout of the Metro Area Plan by 2035. The environmental evaluation includes an analysis of the indirect impacts associated with the proposed land use and policy changes, as well as a cumulative analysis. The analysis also includes a level of impact after the implementation of programmatic mitigation measures.

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BURBANK COMPLETE STREETS PLAN
CLIENT: City of Burbank
PERIOD OF PERFORMANCE: 2018–2020
CONTRACT AMOUNT: $586,328
Dudek prepared the City of Burbank’s Citywide Complete
Streets Plan called the “Complete Our Streets Plan.” With a strong focus on urban design and the City of Burbank’s built form, the plan analyzed the entire City-street network and proposed improvements through prioritized projects to address the needs of street users of all modes, ages, and abilities, including pedestrians, bicyclists, individuals with disabilities, electric scooters, rideshare users, transit users, and automobile users. The plan placed a special emphasis on highlighting the interplay between the public realm and built form and its importance to successful and welcoming places. Connectivity within Burbank’s urban core, disadvantaged communities, transit districts, and neighborhood schools is prioritized. The Complete Our Streets Plan identified future goals and policies, cataloged existing street infrastructure conditions, identified new infrastructure standards, and developed design guidelines and an implementation plan for future complete streets projects in the City of Burbank.

The Plan’s recommendations emerged from comprehensive
public engagement that was primarily conducted outdoors– in the City’s streets and parks. The Plan recognized that community input can and should be more transparent and
active by “taking it to the streets “where people work, play, and naturally gather–at parks, farmer’s markets, art festivals, and guided walking and biking tours. This approach was
reinforced by the fact that the Plan focused on how to improve the City’s streets, which made outdoor public events even more relevant and input more informed. Engaging people
within their environments led to far more lasting impressions and insights than what a traditional PowerPoint presentation could have accomplished. Participants were able to make real-time observations with the help of temporarily installed demonstration projects (e.g., curb extensions demarcated with painter’s tape and sidewalk chalk), were able to learn first-hand, and compare the functionality of different street improvements.

Building on this on-street tactical urbanism, the project team provided other hands-on and sensory tools to appeal to a wider audience across ages and interests, from graffiti walls to a photo booth and “design your ideal street” game (a community favorite). Off-street, the project team managed a multi-lingual project website (www.CompleteOurStreets.com), hosted
traditional public workshops, and conducted focused interviews with key stakeholders, such as the Burbank Advisory Council on Disabilities and the Burbank Unified School District.
2021 American Planning Association,
Los Angeles Chapter Award of Merit
in Transportation Planning

AWARD WINNING PLAN
2021 American Society of Landscape
Architects (ASLA), Southern California
Chapter Merit Award in
Analysis & Planning

AWARD WINNING PLAN
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RANCHO PALOS VERDES

MIXED-USE OVERLAY ZONE,

DEVELOPMENT STANDARDS,

AND ENVIRONMENTAL IMPACT
REPORT
CLIENT: City of Rancho Palos Verdes
PERIOD OF PERFORMANCE: 2021–Ongoing
CONTRACT AMOUNT: $267,160
Dudek is currently assisting the City of Rancho Palos Verdes in developing a Mixed-Use Overlay Zone District for select parcels along Western Avenue and Silver Spur Road–the city’s two primary commercial corridors. An identified program of the City’s Housing Element update, the Mixed-Use Overlay Zone District will enable the City to accommodate its Regional Housing Needs Assessment requirement for the 2021–2029 cycle while providing current and future residents access to a diverse array of housing options and amenities. Dudek is testing the physical feasibility of a variety of mixed-use building typologies while taking into account unique sightline and topographical constraints specific to the peninsula. The project provides new objective development standards and graphics for the overlay zone district to supersede the City’s outdated Western Avenue Specific Plan. Recognizing that housing is usually a contentious topic in community discussions, the project takes on an educational approach to outreach by focusing messaging around the social, economic, and environmental benefits of mixed-use and soliciting feedback on the various types of mixed-use amenities the public aspires appropriate for the community. To broaden the reach, outreach is conducted both online (via a website, survey, and virtual open-house platform) and in-person(utilizing existing vacant retail spaces). In addition, Dudek is preparing the Environmental Impact Report (EIR) and supporting technical studies.

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FULLERTON HOUSING INCENTIVE

OVERLAY ZONE, DEVELOPMENT

STANDARDS AND EIR
CLIENT: City of Fullerton
PERIOD OF PERFORMANCE: 2020–Ongoing
CONTRACT AMOUNT: $455,670
To address housing affordability and scarcity, the City of Fullerton is utilizing California’s Senate Bill 2 grant funds to streamline housing production in the city. Dudek is currently developing a Housing Incentive Overlay Zone (HIOZ) for
select parcels with underlying commercial and industrial zoning designations. The HIOZ is one of multiple programs identified in the city’s Housing Element update and is meant to incentivize the development of more housing, especially affordable housing, by expanding its allowability and reducing regulatory burdens. Dudek is testing the physical and financial feasibility of housing on these parcels and is updating the city’s existing multifamily and mixed-use development standards for both citywide and HIOZ use. The overlay zone will rely on a hybridized approach to development standards by incorporating the easy-to understand format of Euclidian zoning and layering in the design aspirations of a form-based code. Integral to this project is a capacity-building effort that aims to educate and inform a group of Fullerton stakeholders, the “Housing Champions,” of the economic and regulatory landscape of housing policy. In addition, Dudek is preparing the EIR and supporting technical studies for the overlay zone.

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CITY OF ANAHEIM

MIRA MESA

COMMUNITY PLAN

UPDATE AND PEIR
CLIENT: City of San Diego
PERIOD OF PERFORMANCE: 2020–Ongoing
CONTRACT AMOUNT: $685,000
Through an on-call contract with the City of San Diego’s Planning Department, Dudek is working with the City of San Diego to update the Community Plan for Mira Mesa. At 10,500 acres,75,000 residents, and 85,000 jobs, Mira Mesa is the largest and most populous of San Diego’s 50 community plan areas. Dudek conducted urban design studies to help envision the repositioning of industrial business parks and retail strip malls as new mixed-use, transit-adjacent Urban Villages. The studies test and illustrate new approaches to land use and mobility and have assisted in educating and informing Mira Mesa Community Planning Group and the public how good
urban design can be used to improve the quality of the public realm. Dudek is also preparing overall goals and policies for the Plan, as well as supplemental development regulations for eight targeted Urban Villages as part of the City’s Community Plan Implementation Overlay Zone. Dudek is also preparing the EIR and supporting technical studies for this community plan update. The PEIR addresses all issue areas covered in Appendix G of CEQA, with support technical analysis for air quality, biological resources, cultural resources (including archaeological sensitivity and historical context of the built environment), geology, hazards, hydrology, transportation, water supply, and infrastructure. The PEIR assessed potential impacts at a high, programmatic level of analysis and is structured with the intent to allow future development consistent with the Community Plan Update to tier from the EIR as appropriate.

BEFORE
AFTER
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GOLDEN STATE SPECIFIC PLAN
CLIENT: City of Burbank
PERIOD OF PERFORMANCE: 2014–Ongoing
CONTRACT AMOUNT: $200,000 (linkBurbank); $70,000
(Golden State Specific Plan Urban Design Advisor)
Dudek is currently serving as the Urban Design Advisor for the ongoing Golden State Specific Plan in the City of Burbank.

The Golden State District is a 640-acre commercial–industrial area adjacent to the Burbank Airport and the proposed
high-speed rail station. While at a previous firm, a number of Dudek staff, including Catherine Tang Saez, Gaurav Srivastava, and Rachel Lindt, led a three-pronged planning effort that included a Station Area Plan (linkBurbank, August 2014) in anticipation of the City of Burbank’s proposed high-speed rail station, the Golden State Specific Plan, and an EIR. The plan leverages the Golden State District’s current and future infrastructure assets and explores mechanisms to maximize housing supply, diversify land uses, and solidify the City of Burbank’s undisputed role as the media capital of the world.

The planning effort made use of multiple outreach tools, including design charrettes, online engagement (www.
goldenstatedistrict.com), physical models, walking tours, and online webinar/survey during the COVID-19 pandemic
restrictions on in-person gathering.

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City of Moorpark Retail,
Office, Industrial, and
Hotel Market Analyses
CLIENT: City of Moorpark
PERIOD OF PERFORMANCE: 2015–Ongoing
CONTRACT AMOUNT: $7,500 - $40,000
KMA prepared a market analysis estimating the magnitude of the existing commercial development in the City of Moorpark. The firm summarized its current and future market conditions, and estimated current and future demand for retail, office, industrial, and hotel development. KMA evaluated the socio-economic characteristics of the three-, five-, and ten-mile market area, as well as the City itself and Ventura County (County). KMA then prepared a summary of existing employment and businesses in the community and the market area, and conducted an inventory study to evaluate the location, quality, and scope of commercial development in the City. For the various land uses, KMA researched productivity levels, rents, vacancy levels, data from brokerage houses; contacted brokers; and summarized data from public and private sources. Based on this research, KMA identified the type of development best suited for the City’s opportunity sites, including its historic downtown (High Street). A key finding of the analysis was the overabundance of retail development in the City, causing many centers to have high vacancy rates. The KMA analysis identified alternative development opportunities for the commercial centers exhibiting the greatest issues. Based on these findings, KMA has worked with the City evaluating the financial feasibility of redevelopment projects on key thoroughfares and in the historic downtown.

KEYSER MARSTON ASSOCIATES PROJECT EXPERIENCE

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City of Long Beach Economic
Services for Entertainment,
Housing & Commercial Projects
CLIENT: City of Long Beach
PERIOD OF PERFORMANCE: Ongoing
CONTRACT AMOUNT: Project Specific – West Gateway $35,000 KMA provides ongoing assistance to the City of Long Beach on a variety of real estate projects ranging from large-scale retail entertainment projects, repositioning of retail centers, industrial and marina ground leases, and hotels. KMA served as the real estate member of the negotiating team for the development of the Pike retail project at Queensway Bay.

The Pike was developed by Oliver McMillan and Developer, Diversified Realty. The development is on a State Tidelands lease and development assistance was provided through a public financing of the parking structure.

KMA has completed numerous market studies in the City,
including a recent evaluation the West Gateway site located adjacent to downtown. The analysis evaluated the market potential for apartments, condominiums, retail, and office development. Working with the City, the findings of the KMA analyses were utilized to structure subsidy programs to promote project feasibility. The City also has a large holding of leased properties in the Tidelands, Alamitos Bay, around Long Beach Airport, and at other locations in the City. KMA works with the Economic & Property Development Department to evaluate the leases, participate in the rent renegotiation process, and evaluate lease extension requests. Projects are as diverse as office building complexes, industrial buildings, flight operation buildings, yacht clubs, marine service yards, as well as retail, restaurant, and hotel projects (e.g., Breakers Hotel, American Life Hotel). KMA has assisted the City in evaluating the financial feasibility of numerous hotel projects, including a review of market projections, development costs, operating parameters, fiscal projections, and feasibility gaps.

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Northside Specific Plan
CLIENT: City of Riverside
PERIOD OF PERFORMANCE: 2017–2018
CONTRACT AMOUNT: $96,000
The community involvement program for the Riverside
Northside Specific Plan, led by Kearns & West, was based on objectives for broad participation by the diverse communities in the Northside neighborhood, transparency, and integration with previous neighborhood visioning. Engaging the
longstanding Hispanic population was prioritized due to prior challenges in effectively involving them and their roots dating back to the Spanish Trail and early agricultural enterprises.

The multi-pronged program included traditional engagement methods, including a series of community workshops,
balanced with other methods to involve people typically underrepresented in public process, such as school open houses, booths at community events, office hours with the planning team in the Northside, and partnering with local organizations. Nearly 15 organizations provided input on the community involvement plan itself. Co-hosting a family movie night at an affordable housing development and setting up a discussion station at the Northside’s annual Halloween carnival, in particular, yielded significant input from community members typically underrepresented in civic process.

KEARNS & WEST PROJECT EXPERIENCE
Civic Core Vision Plan
CLIENT: City of Mission Viejo
PERIOD OF PERFORMANCE: 2020–2021
CONTRACT AMOUNT: $96,000
Kearns & West led the community engagement program for
an exciting visioning process in the civic/commercial core of Mission Viejo working alongside SWA. The City Council charged the project team with involving the full cross-section of Mission Viejo communities in exploring possibilities for new places, experiences, mobility options, and land use changes.

The team’s challenge was to involve the many newer residents who made decisions to make Mission Viejo home, for more representative input. Working closely with the team of urban designers and economists, Kearns & West first formulated a strategy plan to explore options for widening the circle of involvement in community dialogue, and then implemented popup outreach, a series of community workshops, website and social media communications, property owner meetings, and youth visioning workshops in coordination with the
city library and cultural arts staff. Integrating community art activities into the popup outreach resulted in a higher level of engaged involvement. Many new and forward-thinking
ideas emerged from people who had traditionally not been involved in community planning discussions in Mission Viejo.

The team successfully completed a series of three community workshops, each with an attendance nearing 100. The project was recognized with an award from the American Planning Association, Orange County Chapter.

Community Engagement for
Burbank Citywide Complete
Streets Plan
CLIENT: City of Burbank
PERIOD OF PERFORMANCE: March 2019–October 2019
CONTRACT AMOUNT: $88,000
When the City of Burbank was developing a Citywide
Complete Streets Plan, the City saw it as an opportunity to step up their public involvement efforts and use the project to test new methods for engaging a more representative
cross-section of community and stakeholder perspectives.

This included engagement of communities typically
underrepresented in civic process.

Kearns & West first prepared a comprehensive Community
Engagement Plan. Key objectives were for broad involvement yielding input that would meaningfully inform the plan and use of “experiential” engagement to strengthen participants’ connection and understanding of the Burbank Street system.

While traditional workshops and online engagement were
employed, emphasis was placed on outdoor events where
people could interact with the environment and provide input while experiencing the project areas. These included self- guided walking and bicycling tours and field assessments as well as booths and stations where people regularly
congregate in the targeted planning areas. These included farmers markets, art festivals, and neighborhood business district “nights out.” Kearns & West also created a strategy for the City to connect with local community organizations to enlist assistance in getting the word out about input opportunities. This effectively increased participation for this project and created new relationships for future Burbank public involvement programs.

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References
Client Reference No. 1
Name: City of Santa Clarita
Population: 224,593
Contact Name: Hai Nguyen
Contact Telephone Number: 661.255.4365
Contact E-mail Address: [email protected]
Business Initiation Date: 2021
Rationale for Inclusion as a Reference: Project: Old Town Newhall Specific Plan Update and EIR Addendum Client Reference No. 2
Name: City of Rancho Palos Verdes
Population: 41,295
Contact Name: Octavio Silva
Contact Telephone Number: 310.544.5234
Contact E-mail Address: [email protected]
Business Initiation Date: 2021
Rationale for Inclusion as a Reference: Project: Rancho Palos Verdes Mixed-Use Overlay Zone, Development Standards, and Environmental Impact Report
Client Reference No. 3
Name: City of San Diego
Population: 1,382,000
Contact Name: Alex Frost
Contact Telephone Number: 619.236.6006
Contact E-mail Address: [email protected]
Business Initiation Date: 2020
Rationale for Inclusion as a Reference: Project: Mira Mesa Community Plan Update and PEIR Brookhurst Corridor Master Plan | 23

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5 SCOPE, TIMELINE, AND COST
Brookhurst Street traverses a 3.5-mile distance in the
City of Anaheim. The focus of this exercise is to study, recommend, and implement the recently adopted cultural
designation of “Little Arabia” and develop a regulatory framework that will best facilitate the long-term economic success and strengthen the cultural identity of the Corridor.

Little Arabia is home to over 50 restaurants, grocery
stores, clothing stores, and other family-owned
businesses. Over the last few decades, it has evolved into a regional destination serving the broader Middle Eastern and Arabic communities. The singular role it plays in the region was recently recognized by Anaheim City Council
when it formally designated a segment of the Corridor as Little Arabia. This is a crucial first step that formalizes the districts’ identity and sets the stage for future funding, branding, and place making.

Our proposed scope of work seeks to analyze and
recommend the most appropriate regulatory mechanism
for Little Arabia to find future success via updated
approaches to land use policies, development
regulations, funding sources, community advocacy, and
marketing strategies. Our approach also emphasizes
that final recommendations be shaped by the needs
of the commercial activities along the corridor and by
the aspirations and goals of the diverse residential
neighborhoods that flank the corridor on east and west.

The cultural patterns of its activities and its regional role have allowed the Corridor to organically create a network of community assets. One of the more notable hubs of activity is the plaza at Brookhurst Street and Ball Road. It is home to busy destinations, such as Desert Moon Grill, Knafeh Café, Manarah Meat Market, Cleopatra Hair Salon, Sanabel ⊳ CONTENTS
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The use patterns and
cultural-economic activity
of Brookhurst Corridor are
underpinned by a network of
destinations that are the crucial
ingredient of its unique identity.

Brookhurst Community Center
Linbrook Bowling
Thai Corner Kitchen
Tacos Pasaditas
Ralphs
Desert Moon Grill
House of Mandi
Cortina’s Italian Market
Le Mirage Pastry
Altayebat Market
Bel Air Christian School
New Horizon Senior Housing
Ball Road
Orange Ave
Broadway
Lincoln Ave
5-Freeway
Crescent Ave
Cerritos Ave
Nutwood St
Euclid St
15-minute walk10-minute walk10-minute walk
Gilbert St
Magnolia St

BROOKHURST ST
Modjeska
Park
Barton Park
Chaparral Park
Dad Miller
Golf Course
35-minute total walk
Figure 1. Corridor Assets and Destinations
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Bakery, and Al-Anwar Fashion. Many of these stores carry specialty products and accommodate cultural needs that
cannot be found elsewhere in Southern California. Desert Moon Grill serves authentic Palestinian cuisine–a rare type of restaurant in the greater Los Angeles region.

Additionally, there are specialty grocery stores along the corridor that have a regional multi-ethnic draw. These
include Altayebat Market–a local Arab grocery store,
ABC Supermarket–a local grocery store with East Asian
products, and Northgate Market–a Hispanic grocery store.

These grocery stores span a two-mile length along the
Corridor and are a mirror into diverse cultural influences and communities that surround the Brookhurst area.

These destinations play a significant role in the daily lives of the community and are bustling with local and regional visitors in search of authentic cultural foods and products found nowhere else but along the Corridor. We understand that Altayebat Market is a purveyor of Middle Eastern food products shipped from Arab countries and houses a halal butcher. It is one of three halal butchers on Brookhurst Street, which are the only three in about a 15-mile radius.

Brookhurst Street is assertively multicultural. In addition to Little Arabia stores, there are businesses that serve Vietnamese, Korean, Mexican, and Non-Arabic Middle
Eastern and other communities. Other notable sites
include the Common Ground Community Garden, the
Linbrook Bowling Alley, and a series of local parks that are associated with local elementary schools. Given the role it plays in the community, Brookhurst Street should be encouraged and provided the regulatory framework to
shed its dated auto-oriented identity and re-embody the community’s identity with an updated emphasis on the
public realm, walkability, and place-making.

Approach
While we do not come with pre-conceived solutions, we
do recognize that the success of multimodal, multicultural corridors rests on established best practices, including the following tenets:

Focus first on the public realm. Walkable districts
are successful only if the pedestrian environment is
perceived to be safe and easily navigable. Therefore,
it is imperative to focus on the public realm and create pedestrian environments that are inviting and engaging.

Prioritizing investments in the public realm ultimately adds value to parcels and brings foot traffic to businesses and a sense of comfort to residents.

Learn from precedents. Mixed-use, walkable corridors are the crucial ingredient of a community’s common ground–the one place that all locals and visitors alike can claim as their own. California has a broad range of cultural designations and regulatory overlays that aim to support and elevate cultural districts. Some have been more successful than others in their implementation. Although all places are different, there are lessons that can apply to Brookhurst Street.

Stay grounded in the realities of the market. While
proposed developments in any plan are conceptual
and illustrate community aspirations, they must also be realistic and supported by robust economic analysis.

What the market cannot support will never be built, and plans must set realistic expectations of future change.

Future growth and investment prospects–especially
in the residential market–will need to consider a
competitive landscape that includes high performing
areas elsewhere in the City and in nearby jurisdictions.

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It will also need to account for broader economic trends related to changing consumption patterns for retail,
housing, and other lifestyle choices, as well as the nature of work and firm location decisions. These trends have
significant implications on the ever-evolving role and
function of traditional mixed-use environments. For a
successful Plan, it is crucial to identify the competitive position of Brookhurst Street, viable opportunities for future growth and investment, and practical implementation
strategies for achieving desired outcomes.

Integrate with and enhance what already exists. All
interventions in the built environment must be respectful of the existing context. Improvements, even large and
comprehensive ones, are not intended to replace, but
to build upon, what exists and to make it better. While the existing buildout of the corridor is largely dated
and responds primarily to an auto-oriented audience, it does have a significance. The existing anchor stores and destinations (noted above) play a significant role in the daily lives of the community. Discussions of future vision should acknowledge that change will supplement not
supplant current anchors.

Build a better community. When all planning is said
and done, if lives do not improve, the entire effort will come to naught. Our team believes strongly that those
who will directly experience the benefits and potential impacts of planning are those who should have a central role in telling the City’s story and planning for the future.

Outreach must involve residents, workers, the young,
the elderly, business owners, and other stakeholders in identifying how Brookhurst Street will grow and prosper over the coming decades.

Linbrook Bowl Coffee Shop

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Our Approach to Thoughtful
and Inclusive Outreach
The Corridor is home to many communities, such as an
established Latino community, East Asian community, and to the newly established Little Arabia historic district. To provide an in-depth engagement process for the Brookhurst Corridor Master Plan, Dudek will partner with Kearns & West to develop an outreach plan and strategies to holistically engage the diverse communities that live and work along the Corridor.

We are more than urban designers and planners. We are
also outreach specialists with a nuanced understanding of and an ability to effectively communicate complex planning concepts. We know that a plan’s success hinges on an
effective and inclusive public process because a plan that the public does not support has little chance of affecting change.

The Dudek and Kearns & West outreach team understands
that community input goes beyond what planners hear at
workshops. It comprises personal experience, collective memory, and oral histories. We use tools that draw out
rich, hands-on, experiential input from the lived experience of communities for practitioners to learn from the lived experiences of the community. Whether in-person or online, our approach emphasizes storytelling, model-building,
artmaking, neighborhood exploring, immersion, and outdoor discovery. We will strive to engage active participants (as opposed to audiences) in the planning process. Therefore, our public outreach and community engagement effort will achieve the following:
• Empower all to participate – including residents,
businesses, property owners, developers, community-
based organizations, employees, visitors, as well as City staff and elected leadership
• Reinforce that the community and stakeholders
are included in the decision-making process in a
meaningful way by facilitating confidence, credibility, and transparency in our process
• Create a safe, fun, and welcoming forum for the
community generation of ideas
• Use innovative, interactive tools, both physical and
virtual, to maximize involvement and protect the planning process from outreach fatigue
Our team strives for innovation and inventiveness when we engage the community. Together, we are constantly adopting new approaches while applying the latest technology to
meet stakeholders where they are. We employ tools and
techniques, outlined below, that prioritize tactile and outdoor activities.

IMMERSIVE WALK/BIKE TOURS,
“WALKSHOPS”
A common criticism of public outreach is that it only engages passive ‘audiences’ at public workshops. The formulaic
conduct of traditional public meetings often induces outreach fatigue that ultimately dilutes and muddies the aspirations of stakeholders. Our team strongly believes that community engagement can and should be more transparent and active by “taking it to the streets” and engaging people where they work, play, and naturally gather. Real-life experiences in environments that people care about lead to far more lasting impressions and insight than learning about concepts from a presentation or poster boards. Focusing outreach outdoors Walking Tour for the Old Town Newhall Specific Plan Update

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also creates opportunities for people to directly compare and contrast the functionality of different types of improvements.

Input is more informed and meaningful when people make
observations from their own streets, and their imprinted experiences will inform future discussions about community vision and improvements.

OPEN HOUSES, EXHIBITIONS, AND
“SHOWCASES”
Many community members do not attend planning workshops.

Their missing voices and input skews planning approaches to address the priorities of those that do attend. To balance input and seek out these missing voices, our team proactively provides forums and avenues that are passive in nature.

We find spaces in the community, like parks, schools, and community centers, and host multiple-day exhibitions where community members come at a time of their own choosing, review materials at their own pace, and provide input on their own terms. The net result is that our project team receives fuller and more nuanced input from the community.

PLAY, MODEL-BUILDING, AND TACTICAL

URBANISM
We are strong advocates of tactile engagement tools. As such, we build physical scale models for all our urban design studies.

Intentionally made of rough, non-presentation materials, the models are meant to be interactive objects that the public can touch, feel, and play with. At public events, these models naturally engender discussion and provide a revealing birds- eye perspective of the project. Unlike with typical planning outreach tools (e.g., maps, pictures, surveys), the models encourage the public is encouraged to move pieces around and reshape the city to their liking. Where space allows, we apply tactical urbanism strategies to showcase short-term installations within the public realm using temporary, low- cost materials to demonstrate potential improvements, from curb extensions to bike lanes. These installations enable the public to see and feel improvements first-hand and compare their functionality with existing conditions. Our immersive, interactive, and hands-on engagement tools create safe
and fun spaces for the public to nurture ideas, communicate through storytelling, and collaborate. Above all, they make engaging in the planning process easy and fun!
Streetside model making for the Fashion District Specific Plan Farmers Market Pop-Up for the Old Town Newhall Specific Plan Update Brookhurst Corridor Master Plan | 30
Proposed Scope of Work
We are proposing a two-phase study to achieve the
goals of this effort. Phase 1 will focus on assessing
needs of the Corridor and recommend the appropriate
regulatory approach for the City to adopt in the future.

Phase 2 will implement the recommendations of Phase 1.

This proposal provides scope, budget, and schedule to
undertake and complete Phase 1 (Needs Assessment).

Phase 2 is not scoped in this proposal. However, in our scope narrative we have identified a range of potential follow-on tasks that might arise as a consequence of Phase 1 recommendations. These are necessarily preliminary and are likely to evolve as Phase 1 gets underway.

For Phase 1, we will assume a high-level review and
analysis of the entire 3.5-mile length of the Corridor
within city limits (Katella Avenue to 91-Fwy). For
purposes of detailed analyses (land use, economic, and
parking) we will focus on the mile-long stretch that is the Corridor’s commercial heart (approximately Ball Road to Lincoln Avenue).

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PHASE 1 – NEEDS ASSESSMENT
TASK 1:

PROJECT MANAGEMENT AND COORDINATION
Subtask 1.1: Partnering Session
Dudek will schedule and conduct a project kickoff meeting within two (2) weeks of notice to proceed. This meeting will be structured as a half-day partnering session. It will have multiple purposes: to understand City expectations and goals; discuss the work plan, schedule, and relevant issues and concerns; review and learn about concurrent and related studies and plans; discuss roles and responsibilities; agree upon a schedule for ongoing meetings; and confirm appropriate contacts.

At the partnering session, a focused discussion on
community engagement will also occur to outline the goals of the outreach effort, identify potential stakeholders, community activists, discuss tools and techniques, and map public events. By gaining a clear understanding of the City’s expectations at the project outset, Dudek will avoid rework and delays, delivering a plan that responds to the City’s needs. Further, the partnering session provides the project team a forum to share aspirations and establish collaborative relationships that will last through the life of the project.

Task Deliverables
• Partnering session agenda and meeting notes
• Bimonthly check in meeting agendas and notes

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TASK 2:

EXISTING CONDITIONS ANALYSIS
Subtask 2.1: Corridor Discovery
Dudek urban designers will conduct walks and field surveys to observe and document the built environment and public realm of the Corridor. These will be conducted at two scales.

First, we will conduct a windshield survey of the entire

3.5-mile length of the Corridor within the City to evaluate and identify areas for more focused study. Second, we will conduct immersive walks of the 1-mile commercial heart
of the Corridor (Little Arabia, approximately between Ball Road and Lincoln Avenue). The purpose of these walks is to experience the Corridor from a pedestrian perspective and at various times of the day: morning arrivals, lunch-time goings-on, and evening activities. We will document and diagram the following:
• Patterns of land use clustering, building vacancy, and legacy businesses/properties
• Existing tenant and retail mix within the project area (retail, dining, arts/entertainment, services, office, etc.) • Key linkages and connectivity, interface with adjoining residential uses
• Public realm, street activation levels, and street culture components, such as existing branding, lighting,
landscaping, furnishings, key destinations, gateways,
and points of visual and programmatic interest
• Identification of existing cohesive elements that start to identify a potential boundary for the cultural district

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Subtask 2.2: Data Review
Dudek planners and urban designers will provide
staff with a comprehensive listing of data requests to
assemble a library of base maps, existing regulations,
key resources, and parallel planning efforts. This will include the following:

Ongoing branding and public realm beautification efforts along the Corridor led by various City departments,
including Public Works, Economic Development, and
Community Development
Existing regulatory framework (land use, zoning,
development standards, parking standards, and design
guidelines) that shapes the public realm and built
environment on Brookhurst Street.

At the conclusion of this discovery and analysis exercise, we will outline a set of draft design principles for review by City staff. The purpose of these principles is to
suggest possible approaches to address the issues that
surface during the analysis. These will form the basis of recommendations developed in future tasks.

Additionally, we will prepare a public-facing and concise presentation, called the Brookhurst Corridor Opportunity Summary that will synthesize our insights, findings
and opportunities from all existing conditions analyses completed in Task 2, 3, and 4 to serve as a guiding
document for our conversations with stakeholders,
City staff, and the broader community. The Brookhurst
Corridor Opportunity Summary can also serve as
marketing materials for potential new businesses,
developers, and investors to communicate the
opportunity in the Corridor.

Task 2 Deliverables
• Windshield survey of 3.5-mile segment of the Corridor (within Anaheim city limits)
• Walking Tour and physical assessment of 1-mile
commercial center
• Draft Summary of Initial Principles
• Brookhurst Corridor Opportunity Summary document

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TASK 3:

PROFILE OF THE CORRIDOR’S ECONOMY
Our team’s economic subconsultant, KMA, will lead all real estate and market analyses. They will undertake the subtasks listed below to assemble a comprehensive profile of the Corridor’s economy. KMA anticipates attending three meetings/ stakeholder interviews as part of the Brookhurst Corridor Working Group (Working Group) sessions.

Subtask 3.1: Socio – Economic Summary
KMA will summarize number of households, household formation, population, income levels, and the resulting retail expenditures potential.

Subtask 3.2: Business and Employment Summary
KMA will identify business and employment patterns in the market area by industry type.

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Subtask 3.5: Entitlements and Physical
Constraints
KMA will review the existing entitlements and physical
properties for the Corridor to identify limitations, concerns, and issues.

Subtask 3.6: Corridor Opportunities
The compiled information compiled in the previous tasks will be utilized to evaluate the market opportunities for the Corridor:
• Identification of key economic nodes
• Productivity level of existing businesses compared to regional/national averages
• Potential opportunity sites for new commercial
• Identify the types of retail with market support and
consider their appropriateness for opportunity sites along the Corridor
• To proceed in a time- and budget-efficient manner, KMA has assembled the following preliminary data request:
• Any demographic or socio-economic data available
for the City and the surrounding environs, in particular, any population or household projections the City may
have prepared
• Parcel information, including land and building area, for sites to be evaluated
• Relevant City studies (e.g., rental surveys) conducted for the Corridor
• Maps showing existing zoning and land uses along the
Corridor, particularly for the subject parcels
• Any recent market studies conducted for or by the City • Phone numbers of brokers active in the City, particularly brokers that are familiar with City staff
• Any inventory studies prepared by the City for the Corridor • Proposed projects in the development pipeline, including the developer, scope, and location in the City
• Recently developed projects, including the developer, scope, and location in the City
• Sales tax data for establishments along the Corridor
Task 3 Deliverables
• Summary Economic Profile and Opportunities of Brookhurst Corridor

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TASK 4:

PARKING ASSESSMENT
Dudek in-house transportation planners and engineers
will prepare a parking inventory, demand, and assessment for the Corridor. The general extent of the corridor study area is still to be determined and may include up to a

3.5mile stretch between State Route 91 (SR-91) and Katella Avenue. However, for purposes of this scope of work, the extent of the parking assessment will focus on the parking characteristics of the retail core between Lincoln Avenue and Ball Road.

Prior to the initiation of the parking assessment,
Dudek staff will seek approval of the following parking assessment approach from the City. Should additional
items be requested, Dudek will amend the work scope
and seek contract modification (if needed). The parking assessment will be prepared to support the analysis and design of the Corridor’s plan.

The parking assessment will provide an existing inventory and estimated demand of the retail and commercial (non- residential) parking spaces and lots in the Corridor area and will determine the potential future parking demand and appropriate parking supply based on the proposed uses or land use changes in the plan area. An inventory of existing parking lots in the retail/commercial areas and on-street public parking on side streets adjacent to the Corridor will be conducted (there is no on-street parking permitted along Brookhurst Street along the entire Corridor).

To estimate the parking demand at retail centers, hourly parking demand surveys of up to four existing retail
centers will be conducted during a typical week for one weekday and one Saturday from 8:00 a.m. to 10:00
p.m. (14 hours per day). Dudek will also conduct field
reconnaissance work along the Corridor and note any
vacancies in the retail centers. Based on the collected parking survey data, and adjusting for any vacancies,
Dudek will develop parking rates and hourly utilization percentages of the retail centers.

Based on the collected parking data, a parking analysis will be prepared based on the proposed land uses in
the Corridor. The (non-residential) parking demands in
the Corridor plan area will be compared to the parking
supply (off- and applicable on-street parking areas)
to determine the adequacy of parking supply. Where
shortfalls in physical parking supply may be found,
Dudek will work with the City to develop parking
management measures to offset any parking shortfalls.

Dudek will also review the affected cities’ Circulation/ Mobility Elements and the Orange County Master
Plan of Arterial Highways to determine any potential
roadway and parking design constraints along the
Corridor. The methodologies, analysis, results, findings, and recommendations will be included in a parking
assessment technical memorandum that will be
submitted to the City for review.

Task 4 Deliverables
• Parking Analysis memo summarizing existing inventory of parking supply, actual parking demand at key destinations, and recommendations for parking management

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TASK 5:

STAKEHOLDER CONSULTATION
Task 5.1: Outreach and Engagement Plan
Dudek and Kearns & West will create an Outreach and
Engagement Plan in collaboration with the project team
and the City to facilitate a meaningful outreach process of key stakeholders through a Working Group and broader
community engagement. Example topics and content to be
included in the Outreach and Engagement Plan are listed below. These are the proposed engagement activities, but can be adjusted as needed:

Key Stakeholders: Key stakeholders can be identified
by the City or through a stakeholder mapping exercise to identify core and primary stakeholders, such as business and property owners on Brookhurst Street, “district” activists, developers, and community-based organizations. We will
work with the City to select core and primary stakeholders as members of the Working Group. Some examples of potential key stakeholders in the community are listed in Table 2:

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Table 2. Potential Key Stakeholders
Potential Stakeholder Community Group Economic and Development Advocacy Anaheim Chamber of Commerce ✓✓ ✓
Dayle McIntosh Center ✓ ✓
Anaheim Community Foundation ✓
Common Ground Community Garden ✓
Council on American Islamic Relations ✓
East-African Community Organization ✓
Network of Arab American Professionals of Orange County ✓ Arab American Civic Council ✓ ✓
Compassionate Service Society ✓
Refugee Forum of Orange County ✓ ✓✓
Vietnamese District ✓
Mental Health Family Mission ✓
Brookhurst Community Center ✓
Brookhurst Village Condo Association ✓
Overview of Activities and Events: A high-level
overview of the various tools, activities, and events
that might be employed for a successful community
consultation exercise. This will include in-person outdoor activities, virtual and online engagement tools, as well as more focused conversations with the Working Group.

Schedule: Aligned with the overall project timeline
to ensure that community engagement activities and
events occur in a manner when the input is most relevant and can contribute to the momentum and enthusiasm for
this project.

Marketing: For the community walking tour and online
survey, we recommend utilizing the City’s existing
social media channels and website as a go-to hub for
project information, upcoming outreach events, and
any deliverables or work products determined by the
City as suitable for online dissemination such as the
Brookhurst Corridor Opportunity Summary. Additionally,
since the Corridor has many family-owned businesses
and stakeholders with their own social media pages
and websites, we recommend utilizing the Corridor
community’s existing online presence to amplify
awareness and outreach efforts. As part of the Working
Group, the project team would provide feedback on
potential language for social media material. The Dudek team will supply the City, Working Group, local businesses, and community-based organizations with partner
communications such as social and digital media content.

Project Brand: We will work with City staff to establish a project brand and consistent graphic identity for all project and outreach collateral. This will include a style guide for project-specific fonts, colors, layout formats, and messaging for both digital and print media for all
engagement activities and public-facing materials.

The Outreach and Engagement Plan is intended to serve
as a flexible document that can provide a roadmap for
the outreach and engagement process, allowing for
redirection or variations where needed.

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CITY OF ANAHEIM
Task 5.2: Community Walking Tour of the Corridor
The project team will conduct an in-person walking tour, or “walk-shop” to have discussions with community members
in an experiential and interactive manner, highlighting existing conditions and opportunities on the Corridor. The purpose of the walkshop is to ground truth the Existing Conditions Analysis findings and considerations with the broader community and understand additional issues,
opportunities, and desires from the community at large.

The walkshop will be curated by the project team and City staff and include points or destinations, such as existing programming and street activations, street culture, and unique attributes on Brookhurst Street with moments to
pause for conversation and reflection. A potential focus area along the Corridor for the walkshop is between
Crescent Avenue and Ball Road. This area of Brookhurst
Corridor spans 1.5 miles and would take about half an hour to walk along. There is also a potential smaller strip of the hurst Corridor, between Orange Avenue and Ball Road,
that can be used for the walkshop. This area spans 0.6
miles and captures much of the core of the Corridor. The specific walking path will be determined with staff prior to the event. These areas foster heavy foot traffic with community centers, local businesses, grocery stores, and service organizations. Some of these high foot traffic areas are listed in Table 3.

Table 3. Potential Walk Tour Routes
Crescent Avenue to Ball Road Orange Avenue to Ball Road ⊲ Brookhurst Community Center
⊲ Linbrook Bowling
⊲ Le Mirage Pastry
⊲ Thai Corner Kitchen
⊲ House of Mandi
⊲ Desert Moon Grill
⊲ Street Vendor, Tacos Pasadita
⊲ New Horizon Village Senior Apartments Homes
⊲ Grocery Store, Altayebat Market
⊲ Bel Air Christian School
⊲ House of Mandi
⊲ Desert Moon Grill
⊲ Street Vendor, Tacos Pasadita
⊲ New Horizon Village Senior Apartments Homes
⊲ Grocery Store, Altayebat Market

Brookhurst Corridor Master Plan | 40
Task 5.3: Online Portal and Community Survey
As indicated in the Outreach and Engagement Plan, the
project team will provide content for the City to upload on the Master Plan landing page. This page on the City’s website can be the “go-to” hub for project information, informing the community of walkshop and any deliverables or work products determined by the City as suitable for online dissemination.

We will also host an online community survey on the City’s website and provide QR code links to the online survey
on various marketing materials displayed within the public along Brookhurst Street. The online community survey will accompany the walkshop to reach a broader cross section of the community. In addition to the city’s website, we can also utilize the community’s existing online presence to disseminate information and partner communications.

Task 5.4: Brookhurst Corridor Working Group
Dudek and Kearns & West will work with City staff
to establish a Working Group with members who
represent a diverse range of notable interests, including property owners, business owners, relevant community
organizations, religious institutions, and activists. The purpose of the Working Group is for key community
members to provide their vision for the Corridor and help set the goals and priorities for the Corridor as it relates to cultural identity, the public realm, future development, economic development, governance, and parking.

Session 1 – Working Group Kickoff: The primary step
in in-person engagement is engaging with the identified members of the Working Group. The project team would
host a kickoff meeting with the Working Group to go over goals of the Brookhurst Corridor Master Plan, share draft engagement plan and gather feedback, and conduct
a listening session with the Working Group to foster
communication and trust between the project team and
stakeholders.

Session 2 – Discovery: After completing our Existing
Conditions Analysis, the project team will meet with the Working Group to identify key elements that make the
district successful, as well as any challenges faced by existing retailers or property owners (landlords), and
opportunities for improvement. This session will include a discussion on preferred transformations, wish lists for growth and change, and ideal outcomes for the Corridor.

Session 1 will include discussion on the Corridor’s natural boundaries.

Session 3 – Brookhurst Corridor Road Map: This
session will focus on sharing the Corridor’s draft goals and recommendations, including potential approaches
for urban design and placemaking interventions, parking strategies, governance structures, tenant and business
attraction/retention, district branding ideas and any policy or regulatory changes governing the public realm and
build environment.

Brookhurst Corridor Master Plan | 41

CITY OF ANAHEIM
Task 5.5: In-Person Outreach Activities
The project team will conduct a series of in-person
engagement activities in the community. These activities include pop-up events at existing community events as
well as at areas of the Corridor with high foot traffic. The purpose of these pop-up events is to engage members
of the community by gathering feedback on the vision for the future developments of the Corridor. Potential areas and events for pop-up events include the following:
• Altayebat Market
• A Common Ground Community Garden event
• Ralphs
• Tacos Pasadita
In addition to pop-up events, the project team will
conduct stakeholder listening sessions. The project team will work with the City to identify stakeholders that span a variety of sectors on the Corridor, such as business and social services stakeholders. In conjunction with the City, the project team will host a series of listening sessions with stakeholders on their visions for economic growth
and on the Corridor.

During the six-month duration of the project, the project team will host the walkshop towards the beginning of
the project launch. Following the walkshop, the project team will host a pop-up event monthly. The locations
and number of pop-up events will be determined in
conjunction with the City. The following is a proposed
timeline for the outreach events:

January or February 2023
• Project kickoff
• Working Group Session 1
March 2023
• Potential walkshop
• Working Group Session 2
• Pop-up event No. 1
May 2023
• Working Group Session 3
• Pop-up event No. 2
To ensure holistic engagement, the project team will have printed materials translated into Arabic, Spanish, Persian/ Farsi, and Vietnamese. All in-person events will include a question in registration inquiring about language translation needs. Depending on the need, live interpreters can be
made available for in-person outreach events.

Task 5 Deliverables
• Draft and final version of the Brookhurst Corridor Outreach and Engagement Plan
• Facilitate Community Walkshop
• Facilitate two rounds of discussions with the Working Group • Provide content for project portal on City’s website
• Design online community survey
• As-needed translation and interpretation services in Arabic, Persian, Vietnamese, and Spanish

Brookhurst Corridor Master Plan | 42

CITY OF ANAHEIM
TASK 6:

CASE STUDIES
The Dudek team will prepare up to two (2) case studies
of active and culturally rich corridors in areas locally and across the Country, selected based on insights and findings in subsequent tasks. Some key corridors to discuss with the City in selection of our case studies include downtown Glendale’s Artsakh Avenue that recently underwent a
visioning and branding effort. The case studies will identify the key success factors for active corridors and elements to consider by highlighting best practices in policies and programs for economic development, mobility and parking strategies, the built environment, the mix of uses required for success, effective management and organizational
structures, branding, and innovative design and placemaking to create vibrant and attractive street character. Where feasible, the case studies will also include information on successful governance and funding strategies for
improvements and placemaking elements.

Task 6 Deliverables
• Two (2) case studies accompanied with comparative
summary of lessons and challenges

Brookhurst Corridor Master Plan | 43

CITY OF ANAHEIM
TASK 7:

RECOMMENDATIONS
As a final step, Dudek will develop and share with staff the full range of possible cultural designations, branding strategies, governance structures, and regulatory
frameworks (along with their pros and cons). Via a
collaborative process with staff, Dudek will recommend
the preferred approach for implementation, ensuring
it is responsive to community desires, economic
opportunities, cultural identity, and City objectives.

Dudek will support staff in presenting final
recommendations to City Council.

Cultural Designation adopted by City Council: identifies boundaries and provides official city-approved signage.

Corridor Branding Strategy: implements a branding/
marketing strategy in conjunction with an additional
preferred designation/regulatory framework.

Local Business Retention Program: provides a city-
provided mechanism and incentive structure for existing legacy businesses to continue operations and overcome
business challenges.

California Cultural District: participate in the California statewide pilot program of state-designated cultural
districts. Currently there are 14 designated districts as part of a pilot program. If accepted, when the application process reopens, the Corridor will be eligible to receive an operating stipend, marketing funds, and other state
resources.

Business Improvement District (BID): provide support
for a property-owner driven process, to vote for self-
assessment to establish a BID that supplements city
services and provides enhanced maintenance and
operations.

Historic Preservation Overlay Zone (HPOZ): this
is an unlikely outcome of Phase 1 as there are few
architecturally significant historic structures along the Corridor. However, in case Phase 1 analysis indicates
this is feasible, HPOZs are a regulatory tool to preserve and protect notable building stock (not necessarily the activities that occur within).

Overlay District: if Phase 1 analysis determines that the future success of the Corridor is predicated on changes to land use, development intensity, and development
standards, then an overlay district provides a mechanism for properties–that opt into the overlay–to develop
and operate under updated regulations. Properties
that choose not to can redevelop as per the existing,
underlying zoning.

Brookhurst Corridor Master Plan | 44

CITY OF ANAHEIM
Specific Plan: this approach represents the most
complex regulatory approach to the future of the
Corridor. Similar to an overlay district it would implement changes to land use, zoning, and development
intensity. However, these new regulations would apply
to all properties undergoing future redevelopment.

Additionally, specific plans are required to rigorously analyze and recommend improvements to infrastructure
as well as identify funding sources and strategies. CEQA review will likely have to be undertaken as well (likely the same for HPOZ and Overlay District approaches).

Task 7 Deliverables
• Draft range of potential designations and regulatory
approaches (accompanied with discussion of pros and
cons)
• Final recommendation for preferred implementation
approach
• Three (3) copies of final Phase 1 recommendations
document
• Support staff in presentation and discussion at City
Council hearing
Proposed Schedule
We are proposing a six-month overall schedule to complete the tasks identified in the scope of work. Figure 2 illustrates the sequencing of tasks organized around eight-week intervals, each punctuated with a public event or milestone.

Figure 2. Proposed Work Plan and Schedule

Brookhurst Corridor Master Plan | 45

CITY OF ANAHEIM
Dudek Labor Hours and Rates Subconsultant Fees
Project Team Role:

Project Manager
Principal-in-charge
Outreach Coordinator
Senior Planner
Parking and Mobility Lead
Planning Support
TOTAL
DUDEK
HOURS
DUDEK
LABOR
COSTS
Outreach
Economics
Parking
OTHER
DIRECT

COSTS TOTAL FEE
Team Member:

Catherine Tang Saez
Gaurav Srivastava
Shannon Heffernan
Rachel Lindt
Dennis Pascua
Planner
Kearns & West
Keyser Marston
Associates
Parking Survey
Vendor
Billable Rate: $200 .00 $235 .00 $235 .00 $185 .00 $265 .00 $105 .00 Fee Fee Fee Task 1 PROJECT MANAGEMENT AND COORDINATION 56 $11,620 $0 $0 $0 $360 $11,980

1.1 Partnering Session 4 2 2 8 $1,740 $120 $1,860

1.2 Ongoing Management 40 8 48 $9,880 $240 $10,120
Task 2 EXISTING CONDITIONS ANAL YSIS 128 $19,840 $0 $0 $0 $240 $20,080

2.1 Corridor Discovery 16 12 8 40 76 $11,700 $240 $11,940

2.2 Data Review 16 4 8 24 52 $8,140 $8,140
Task 3 PROFILE OF THE CORRIDOR'S ECONOMY 0 $0 $0 $25,000 $0 $0 $25,000

3.1 Socio-economic Summary $3,600 $3,600

3.2 Business and Employment Summary $3,000 $3,000

3.3 Real Estate Conditions $6,400 $6,400

3.4 Commercial Performance $7,600 $7,600

3.5 Entitlements and Physical Constraints $2,400 $2,400

3.6 Corridor Opportunities $2,000 $2,000
Task 4 PARKING ASSESSMENT 52 180 232 $32,680 $0 $0 $10,800 $400 $43,880 Task 5 STAKEHOLDER CONSULTATION 110 $21,680 $35,200 $0 $0 $3,360 $60,240

5.1 Outreach and Engagement Plan 4 8 12 $2,680 $2,000 $4,680

5.2 Community Walking Tour 8 4 8 16 36 $6,100 $6,400 $1,500 $14,000

5.3 Online Portal and Community Survey 4 4 8 $1,740 $6,400 $8,140

5.4 Corridor Working Group 6 6 6 18 $4,020 $8,400 $360 $12,780

5.5 In-person Outreach Activities 8 4 16 8 36 $7,140 $12,000 $1,500 $20,640 Task 6 CASE STUDIES 4 2 24 24 54 $8,230 $0 $0 $0 $8,230 Task 7 RECOMMENDATIONS 80 32 8 64 160 344 $54,040 $0 $0 $0 $1,000 $55,040 TOTAL HOURS 190 74 52 104 52 452 924
TOTAL $38,000 $17,390 $12,220 $19,240 $13,780 $47,460 $148,090 $35,200 $25,000 $10,800 $5,360 $224,450 Our cost estimate to perform the proposed scope of work is provided below.

Brookhurst Corridor Master Plan | 46
DUDEK 2023 Standard Schedule of Charges
EFFECTIVE JANUARY 1, 2023
Engineering Services
Project Director ......................................................................... $325.00/hr Principal Engineer lll ................................................................. $290.00/hr Principal Engineer II ................................................................. $280.00/hr Principal Engineer I .................................................................. $270.00/hr Program Manager ..................................................................... $260.00/hr Senior Project Manager ........................................................... $260.00/hr Project Manager ....................................................................... $250.00/hr Senior Engineer III .................................................................... $245.00/hr Senior Engineer II .................................................................... $235.00/hr Senior Engineer I ..................................................................... $225.00/hr Project Engineer IV/Technician IV ........................................... $215.00/hr Project Engineer llI/Technician III ........................................... $205.00/hr Project Engineer lI/Technician II ............................................. $195.00/hr Project Engineer I/Technician I ............................................... $175.00/hr Senior Designer II ..................................................................... $195.00/hr Senior Designer I ...................................................................... $190.00/hr Designer .................................................................................... $180.00/hr Assistant Designer .................................................................... $175.00/hr CADD Operator III...................................................................... $170.00/hr CADD Operator II....................................................................... $160.00/hr CADD Operator I........................................................................ $145.00/hr CADD Drafter............................................................................. $130.00/hr CADD Technician ...................................................................... $120.00/hr Project Coordinator .................................................................. $150.00/hr Engineering Assistant ............................................................... $125.00/hr Environmental Services
Senior Project Director ..................................................................... $300.00/hr Project Director ......................................................................... $265.00/hr Senior Specialist V .................................................................... $250.00/hr Senior Specialist IV ................................................................... $235.00/hr Senior Specialist III .................................................................. $225.00/hr Senior Specialist II ................................................................... $210.00/hr Senior Specialist I .................................................................... $200.00/hr Specialist V ................................................................................ $185.00/hr Specialist IV ............................................................................... $175.00/hr Specialist III .............................................................................. $165.00/hr Specialist II ............................................................................... $155.00/hr Specialist I ................................................................................ $145.00/hr Analyst V ................................................................................... $135.00/hr Analyst IV .................................................................................. $125.00/hr Analyst III ................................................................................... $115.00/hr Analyst II .................................................................................... $105.00/hr Analyst I ....................................................................................... $95.00/hr Technician III .............................................................................. $85.00/hr Technician II ................................................... ............................$75.00/hr Technician I .................................................. ..............................$65.00/hr Mapping and Surveying Services
Application Developer II ................................................... ...... $195.00/hr Application Developer I ................................................... ....... $155.00/hr GIS Analyst V ................................................... ........................$205.00/hr GIS Analyst IV ................................................... .......................$165.00/hr GIS Analyst III ............................................................................ $145.00/hr GIS Analyst II ............................................................................. $130.00/hr GIS Analyst I ................................................... ..........................$115.00/hr UAS Pilot ................................................... ...............................$115.00/hr Survey Lead ................................................... .........................$185.00/hr Survey Manager .................................................... ..................$145.00/hr Survey Crew Chief .................................................... ................$120.00/hr Survey Rod Person ..................................................................... $95.00/hr Survey Mapping Technician ....................................................... $95.00/hr Construction Management Services
Principal/Manager.................................................................... $195.00/hr Senior Construction Manager ................................................. $185.00/hr Senior Project Manager ........................................................... $175.00/hr Construction Manager ............................................................. $170.00/hr Project Manager ....................................................................... $165.00/hr Resident Engineer .................................................................... $160.00/hr Construction Engineer .............................................................. $155.00/hr On-site Owner’s Representative .............................................. $145.00/hr Prevailing Wage Inspector ....................................................... $145.00/hr Construction Inspector ............................................................. $140.00/hr Administrator/Labor Compliance ............................................ $100.00/hr Hydrogeology/HazWaste Services
Project Director ......................................................................... $325.00/hr Principal Hydrogeologist/Engineer II ...................................... $295.00/hr Principal Hydrogeologist/Engineer I ....................................... $275.00/hr Senior Hydrogeologist V/Engineer V ...................................... $260.00/hr Senior Hydrogeologist IV/Engineer IV ..................................... $250.00/hr Senior Hydrogeologist III/Engineer III ..................................... $240.00/hr Senior Hydrogeologist II/Engineer II ....................................... $230.00/hr Senior Hydrogeologist I/Engineer I ........................................ $220.00/hr Project Hydrogeologist V/Engineer V ...................................... $205.00/hr Project Hydrogeologist IV/Engineer IV .................................... $195.00/hr Project Hydrogeologist III/Engineer III .................................... $185.00/hr Project Hydrogeologist II/Engineer II ...................................... $175.00/hr Project Hydrogeologist I/Engineer I ........................................ $165.00/hr Hydrogeologist/Engineering Assistant ................................... $130.00/hr District Management & Operations
District General Manager ......................................................... $225.00/hr District Engineer ....................................................................... $215.00/hr Operations Manager ............................................................... $165.00/hr District Secretary/Accountant ................................................ $140.00/hr Collections System Manager ................................................... $140.00/hr Grade V Operator ...................................................................... $130.00/hr Grade IV Operator ..................................................................... $115.00/hr Grade III Operator ..................................................................... $105.00/hr Grade II Operator ........................................................................ $85.00/hr Grade I Operator ......................................................................... $80.00/hr Operator in Training ................................................................... $75.00/hr Collection Maintenance Worker ............................................... $75.00/hr Creative Services
Creative Services IV .................................................................. $165.00/hr Creative Services III .................................................................. $150.00/hr Creative Services II ................................................................... $135.00/hr Creative Services I .................................................................... $120.00/hr Publications Services
Technical Editor lV .................................................................... $165.00/hr Technical Editor lll .................................................................... $150.00/hr Technical Editor ll ..................................................................... $135.00/hr Technical Editor l ...................................................................... $120.00/hr Publications Specialist lV ......................................................... $125.00/hr Publications Specialist lll ......................................................... $115.00/hr Publications Specialist ll .......................................................... $105.00/hr Publications Specialist l ............................................................. $95.00/hr Clerical Administration ............................................................... $90.00/hr EExxppeerrtt WWiittnneessss –– Court appearances, depositions, and interrogatories as expert witness will be billed at 2.00 times normal rates.

EEmmeerrggeennccyy aanndd HHoolliiddaayyss –– Minimum charge of two hours will be billed at 1.75 times the normal rate.

MMaatteerriiaall aanndd OOuuttssiiddee SSeerrvviicceess –– Subcontractors, rental of special equipment, special reproductions and blueprinting, outside data processing and computer services, etc., are charged at 1.15 times the direct cost.

TTrraavveell EExxppeennsseess –– Mileage at current IRS allowable rates. Per diem where overnight stay is involved is charged at cost
IInnvvooiicceess,, LLaattee CChhaarrggeess –– All fees will be billed to Client monthly and shall be due and payable upon receipt. Invoices are delinquent if not paid within 30 days from the date of the invoice. Client agrees to pay a monthly late charge equal to 1% per month of the outstanding balance until paid in full.

AAnnnnuuaall IInnccrreeaasseess –– Unless identified otherwise, these standard rates will increase in line with the CPI-U for the nearest urban area per the Department of Labor Statistics to where the work is being completed) or by 3% annually, whichever is higher.

The rates listed above assume prevailing wage rates does not apply. If this assumption is incorrect Dudek reserves the right to adjust its rates accordingly.

DUDEK 2023 STANDARD SCHEDULE OF CHARGES
EFFECTIVE JANUARY 1, 2023
PROFESSIONAL FEE SCHEDULE6
⊳ CONTENTS

APPENDIX
A

RESUMES

1 Gaurav Srivastava, AICP

URBAN DESIGN DIRECTOR
Gaurav Srivastava (GORE-uv shree-VAAS-thuv; he/him) is an urban designer with 17 years’ experience. Mr. Srivastava leads Dudek’s urban design practice and has authored plans that range from grassroots neighborhood visions to comprehensive downtown redevelopments. His award-winning work, for both private and public-sector clients, is driven by twin passions: to reduce the footprint of human habitation via compact redevelopment of city centers, and to always reinforce the importance of the pedestrian experience as the defining experience of cities. Mr. Srivastava is adept at faciliating workshops and shaping discussions before a variety of audiences. He is an accomplished project manager and experienced at directing complex, multidisciplinary teams. In addition, Mr. Srivastava serves as a lecturer and teaches urban design at the University of California, Los Angeles’ Luskin School of Public Affairs.

Relevant Experience
MMiixxeedd--UUssee OOvveerrllaayy ZZoonnee DDiissttrriicctt,, CCiittyy ooff RRaanncchhoo PPaallooss VVeerrddeess,, CCaalliiffoorrnniiaa..

Project manager for a citywide effort to establish a mixed-use overlay on non- residential parcels to expand the city’s multi-family and missing middle housing supply. Efforts tests the feasibility of new developments and establishes user- friendly development standards. The plan is is funded via California Senate Bill 2 grant funds. (2021 – present)
HHoouussiinngg IInncceennttiivvee OOvveerrllaayy ZZoonnee,, CCiittyy ooff FFuulllleerrttoonn,, CCaalliiffoorrnniiaa.. Project manager for a citywide effort to analyze and test the feasibility of new multi-family residential developments on Fullerton parcels currently zoned for non- residential uses. The Housing Incentive Overlay Zone Plan is funded via California Senate Bill 2 grant funds and aims to facilitate and incentivize the production of housing within the city. Integral to the planning effort is a capacity-building exercise that aims to educate and inform a group of Fullerton stakeholders, the “Housing Champions,” of the economic and regulatory landscape of housing policy. (2020 – present)
OOlldd TToowwnn NNeewwhhaallll SSppeecciiffiicc PPllaann,, CCiittyy ooff SSaannttaa CCllaarriittaa,, CCaalliiffoorrnniiaa.. Project Manager for Specific Plan update for Newhall, the historic core of the City of Santa Clarita. The targeted Plan update aims to test new development types, simplify the existing form-based code, and extend the usability and legibility of the Plan. (2021 – 2022) OOssoo CCrreeeekk RReeddeevveellooppmmeenntt MMaasstteerr PPllaann,, CCiittyy ooff MMiissssiioonn VViieejjoo,, CCaalliiffoorrnniiaa.. Planning lead for a vision study to explore future development opportunities, recreational facilities, and community amenities for the city-owned Oso Creek golf course and adjacent creek-fronting parcels. The effort recommended short-term and long-term improvements to strengthen the location as a hub of recreation, entertainment, and hospitality. (2020 – 2021)

EEdduuccaattiioonn
Massachusetts Institute
of Technology
MCP, City Planning, 2001
School of Planning and
Architecture, Delhi
BArch, Architecture, 1997
CCeerrttiiffiiccaattiioonnss
American Institute of
Certified Planners (AICP)
PPrrooffeessssiioonnaall AAffffiilliiaattiioonnss
American Planning
Association
ULI Rose Center for Public
Leadership, Faculty
Advisor
Lecturer, Luskin School of
Public Affairs, UCLA

2 CCiittyywwiiddee CCoommpplleettee SSttrreeeettss PPllaann,, CCiittyy ooff BBuurrbbaannkk,, CCaalliiffoorrnniiaa.. Project manager, for the Burbank’s Citywide Complete Streets Plan called the Complete Our Streets Plan (www.CompleteOurStreets.com). With a strong focus on urban design and the city’s built form, the plan analyzes the entire city street network and proposes improvements through prioritized projects to address the needs of street users of all modes, ages, and abilities, including pedestrians, bicyclists, individuals with disabilities, transit users, and automobile users. (2018 – 2020) MMiirraa MMeessaa CCoommmmuunniittyy PPllaann UUppddaattee,, SSaann DDiieeggoo,, CCaalliiffoorrnniiaa.. Urban Design lead for a City of San Diego transit- priority plan effort as part of the Mira Mesa Community Plan Update. Mira Mesa, at 10,500 acres and 80,000 residents, is the largest and most populous of San Diego’s 50 community plan areas. This effort includes corridor planning and conceptual urban design studies for four focus areas within the community. The studies test and illustrate new approaches to land use, development standards, and mobility improvements to revitalize the focus areas and retrofit suburban shopping malls with transit-supportive uses and development typologies. (2019 – present)
SSoouutthh CCoollttoonn LLiivvaabbllee CCoorrrriiddoorrss PPllaann,, CCoollttoonn,, CCaalliiffoorrnniiaa.. Project Manager for urban design, land use planning, market analysis, and community outreach services in support of the South Colton, a long-standing Latino working- class neighborhood in Colton, California. Residents with few resources have used their imagination and resourcefulness to alter landscapes in ways that are intimate in scale and personal in nature. The Plan aims to strengthen these grassroots tactical urbanist approaches and create guidelines and policies that will provide a regulatory framework for formalizing a DIY approach to neighborhood amenities and improvements. (2018 – 2019)
GGoollddeenn SSttaattee SSppeecciiffiicc PPllaann,, CCiittyy ooff BBuurrbbaannkk,, CCaalliiffoorrnniiaa.. Urban Design Advisor to City staff for the ongoing preparation of the Golden State Specific Plan, covering 600-acres of industrial land adjacent to Burbank Airport.

The effort aims to rezone aging and underutilized industrial parcels to accommodate mixed-use and media-related commercial activity. (2019 – present)
Relevant Previous Experience
MMiiccrroossoofftt CCaammppuuss MMaasstteerr PPllaann,, CCiittyy ooff RReeddmmoonndd,, WWaasshhiinnggttoonn.. Served as urban design lead for the proposed redevelopment of Microsoft’s Redmond headquarters, which is globally associated with the firm’s origins and success. The bike-and-walk-only master plan manifests Microsoft’s vision for its physical legacy, its aspirations for the built environment, and the programmatic requirements of its business operations. The development program proposes three million square feet of new construction spread over 18 new buildings on a 72-acre site. (2015 – 2017)
SSuunnsseett SSttrriipp SSppeecciiffiicc PPllaann UUppddaattee,, WWeesstt HHoollllyywwoooodd,, CCaalliiffoorrnniiaa.. Led the effort to update the existing Specific Plan with new standards and guidelines for off-site signs on the Sunset Strip (i.e., billboards, tall walls, and digital signs). The Strip is arguably the most iconic urban boulevard on the west coast, if not the entire United States. Situated entirely within the City of West Hollywood, it is the epitome of a bright-lights, big-signs corridor. The Strip has a long-established tradition of innovative signage, while simultaneously also creating value for property owners. (2013 – 2015) Awards
PPllaannnniinngg AAwwaarrdd,, AAmmeerriiccaann PPllaannnniinngg AAssssoocciiaattiioonn – Los Angeles Chapter, 2017 for Vision Downtown Los Angeles PPllaannnniinngg AAwwaarrdd,, AAmmeerriiccaann PPllaannnniinngg AAssssoocciiaattiioonn – Los Angeles Chapter, 2010 for Park 101 Freeway cap UUrrbbaann DDeessiiggnn AAwwaarrdd,, AAmmeerriiccaann PPllaannnniinngg AAssssoocciiaattiioonn – Inland Empire Chapter, 2020 for South Colton Livable Corridor Plan

1 Catherine Tang Saez, AICP

SENIOR URBAN DESIGNER
Catherine Tang Saez (KATH-er-in TAYNG SIGH-ez; she/her) is a Senior Urban Designer and certified planner with 15 years’ collective experience across urban design, urban planning, and architecture. Ms. Saez works at the intersection of design and policy to create vibrant, sustainable, and healthy communities. Ms. Saez specializes in preparing vision plans, site feasibility studies, transit-oriented development plans, complete street plans, specific plans, community/area plans, development standards, and design guidelines; conducting community outreach; and has experience coordinating multidisciplinary teams. In addition, Ms. Saez currently serves as adjunct instructor for the Real Estate Development (BRED) and Executive Master of Urban Planning (EMUP) programs at the University of Southern California Sol Price School of Public Policy.

Relevant Experience
MMiixxeedd--UUssee OOvveerrllaayy ZZoonnee,, CCiittyy ooff RRaanncchhoo PPaallooss VVeerrddeess,, CCaalliiffoorrnniiaa.. Serving as urban designer to develop a mixed-use overlay zone for select commercial parcels along Western Avenue and Silver Spur Road – the city’s two major commercial corridors. The project evaluates the feasibility of new residential mixed-use development on the parcels and creates applicable objective development standards. (2022–Present)
HHoouussiinngg IInncceennttiivvee OOvveerrllaayy ZZoonnee,, CCiittyy ooff FFuulllleerrttoonn,, CCaalliiffoorrnniiaa.. Serving as urban designer to develop a housing incentive overlay zone for select parcels with underlying commercial and industrial zoning. The project evaluates the feasibility of new residential and mixed-use development on the parcels and creates applicable objective development standards (2020–Present)
MMiirraa MMeessaa CCoommmmuunniittyy PPllaann UUppddaattee,, CCiittyy ooff SSaann DDiieeggoo,, CCaalliiffoorrnniiaa.. Serving as urban designer to update the Mira Mesa Community Plan, a transit-priority effort. Mira Mesa— with 10,500 acres; 80,000 residents; and 80,000 jobs—is the largest and most populous of San Diego’s 50 community plan areas. This effort includes corridor planning and conceptual urban design studies for four focus areas within the community. The studies test and illustrate new approaches to land use, development standards, and mobility improvements to revitalize the focus areas and retrofit suburban shopping malls and office parks with transit-supportive uses and development typologies. (2019–Present) OOlldd TToowwnn NNeewwhhaallll SSppeecciiffiicc PPllaann,, CCiittyy ooff SSaannttaa CCllaarriittaa,, CCaalliiffoorrnniiaa.. Served as urban designer for the Specific Plan update for Newhall— the historic core of the City of Santa Clarita. The targeted update tested new development types, simplified the existing form-based code, and improved the usability and legibility of the Plan. (2021–2022) EEll CCaajjoonn DDeevveellooppmmeenntt SSttaannddaarrddss,, CCiittyy ooff EEll CCaajjoonn,, CCaalliiffoorrnniiaa.. Serving as urban designer to update the city’s regulations and procedures for the provision of residential uses. This includes an in-depth analysis of the city’s existing regulatory framework, physical feasibility studies for hypothetical development typologies, and an update to the city’s development and design standards to be consistent with State requirements for objectivity. (2022–Present)

EEdduuccaattiioonn
Harvard University
MAUD, Urban Design,
2012
University of Southern
California
BArch, Architecture, 2009
CCeerrttiiffiiccaattiioonnss
American Institute of
Certified Planners (AICP)

2 CCiittyywwiiddee CCoommpplleettee SSttrreeeettss PPllaann,, CCiittyy ooff BBuurrbbaannkk,, CCaalliiffoorrnniiaa.. Served as urban designer for the preparation of a complete streets plan, called the “CompleteOurStreets Plan,” for the City of Burbank. With a strong focus on urban design and the City’s built form, the plan analyzes the entirety of the City’s 280 centerline miles of streets and proposes improvements through prioritized projects to address the needs of street users of all modes, ages, and abilities, including pedestrians, bicyclists, transit riders, and motorists. Prioritized connectivity within the City’s urban core, disadvantaged communities, transit districts, and neighborhood schools. For more information, visit www.CompleteOurStreets.com. (2018–2020)
Other Previous Experience
TThhoouussaanndd OOaakkss CCiivviicc AArrttss PPllaazzaa CCaammppuuss MMaasstteerr PPllaann,, CCiittyy ooff TThhoouussaanndd OOaakkss,, CCaalliiffoorrnniiaa.. Served as urban design lead for the multidisciplinary master plan of the City of Thousand Oak’s 20-acre regional performing arts and civic center campus, including City Hall, the Kavli Theater, and the Scherr Forum. In anticipation of the Civic Arts Plaza’s 25th anniversary, the plan re-envisions the campus as the true heart of the city with a new town square, an outdoor amphitheater, and arts, entertainment, and retail uses centered along a new main street, which reorients the “front door” of the existing buildings on site. (2018–2019) MMiiccrroossoofftt CCaammppuuss RReeffrreesshh MMaasstteerr PPllaann,, MMiiccrroossoofftt,, RReeddmmoonndd,, WWaasshhiinnggttoonn.. Served as urban designer for the proposed redevelopment of Microsoft’s Redmond headquarters, which is globally associated with the firm’s origins and success. The bike-and-walk-only master plan manifests Microsoft’s vision for its physical legacy, its aspirations for the built environment, and the programmatic requirements of its business operations. The development program proposes three million square feet of new construction spread over 18 new buildings on a 72-acre site. Approximately 20 acres of the site are dedicated to open space and programmed with a mix of active and passive recreational uses. Upon completion of the master plan, provided design coordination between civil, traffic, landscape, and architectural teams through the development of construction drawings. For more information, visit http://news.microsoft.com/modern-campus. (2015–2019) VViissiioonn DDoowwnnttoowwnn,, CCiittyy ooff LLooss AAnnggeelleess,, CCaalliiffoorrnniiaa.. Served as urban designer for Vision Downtown, an effort that provides guidance to Downtown Los Angeles Neighborhood Council’s board as it performs a review and advisory role for projects within its jurisdiction. The Downtown Los Angeles Neighborhood Council is the first neighborhood council in Los Angeles that has sought to craft its own vision for the future. Part vision and part manifesto, Vision Downtown provides a community-endorsed set of goals that offer input to City leaders and assembles in one place a comprehensive set of aspirations that embody the vision of this generation of the Downtown community. (2013–2014) WWeesstteerrnn AAvveennuuee VViissiioonn PPllaann aanndd IImmpplleemmeennttaattiioonn GGuuiiddeelliinneess,, CCiittyy ooff RRaanncchhoo PPaallooss VVeerrddeess,, CCaalliiffoorrnniiaa.. Served as urban designer for the development of private development and public realm improvement guidelines for the 2.3- mile segment of Western Avenue. The plan recommended phased strategies to elevate Western Avenue into a complete street, where the needs of all users (e.g., auto, pedestrian, bicycle, and transit) are equally met and the auto-oriented nature of development along the corridor is reversed. (2012–2013) Awards
AAwwaarrdd ooff MMeerriitt iinn TTrraannssppoorrttaattiioonn PPllaannnniinngg.. Awarded for Burbank Complete Streets Plan by the Los Angeles Chapter of the American Planning Association. (2021)
AAwwaarrdd ooff EExxcceelllleennccee iinn NNeeiigghhbboorrhhoooodd PPllaannnniinngg.. Awarded for Vision Downtown Los Angeles by the Los Angeles Chapter of the American Planning Association. (2017)

1 Dennis Pascua

SENIOR TRANSPORTATION PLANNER
Dennis Pascua (DEN-iss PAS-kwa; he/him) is a senior transportation planner and Dudek’s transportation services manager with 29 years’ experience in transportation planning/engineering throughout California. Mr. Pascua has successfully managed a variety of projects for local agencies and private developers, including traffic and circulation impact analyses and parking demand studies in both highly urbanized and rural areas. He is highly experienced with California Environmental Quality Act/National Environmental Policy Act and transportation topics and policies surrounding active transportation, context sensitive solutions, and Complete Streets throughout California. Mr. Pascua also offers an international perspective, having managed transportation planning projects in the Philippines, Japan, and the United Arab Emirates.

Project Experience
DDeevveellooppmmeenntt PPrroojjeeccttss
BBaallll RRooaadd BBaassiinn EEIIRR,, AAnnaahheeiimm,, CCaalliiffoorrnniiaa.. Managed and prepared the traffic impact analysis (TIA) for the rezoning of 19 acres of Open Space (an existing empty/unused groundwater basin) to General Commercial uses on Orange County Water District property in the City of Anaheim. Transportation issues for this project include coordination with Caltrans and the adjacent City of Orange.

The study area consists of over 40 intersections and 30 roadway segments, including the SR 57 freeway from I-5 to SR 91. The Anaheim Transportation Analysis Model (ATAM) was used for this analysis. In addition, Caltrans operations analyses were conducted for freeway mainline lanes, freeway on-ramp metering, and merge-diverge segments.

MMoonnttccllaaiirr PPllaaccee DDiissttrriicctt SSppeecciiffiicc PPllaann,, MMoonnttccllaaiirr,, CCaalliiffoorrnniiaa.. Managed the in-house Transportation team that prepared the Traffic Impact Analysis (TIA) that identified potential project-related traffic impacts associated with the buildout of the Montclair Place District Specific Plan (MPDSP), on an approximately 104.35-acre project site in downtown Montclair. The TIA was prepared per the requirements of the City, San Bernardino County Transportation Authority (SBCTA), and Caltrans requirements; and, included a vehicle miles traveled analysis per Senate Bill 743 (SB 743). The TIA comprised a study area of 60 intersections spread over four cities and two counties. A key feature of the MPDSP would provide for the construction of a pedestrian-oriented, mixed-use downtown district, with structured parking facilities through a series of planned phases. At buildout of the MDPSP, the following uses would be operating on the project site: 5,366 mid-rise residential units; 955 high-rise residential units; 331,056 square feet (SF) of general office; 201,452 SF of medical offices; a 250 room hotel; 74,030 SF of civic uses; 1,170,853 SF shopping center uses; 72,682 SF of retail uses; and, a 109,836 SF movie theater.

EEdduuccaattiioonn
University of California,
Irvine
BA, Social Ecology
(Environmental Analysis
and Design)
PPrrooffeessssiioonnaall AAffffiilliiaattiioonnss
Institute of Transportation
Engineers
American Planning
Association
Association of
Environmental
Professionals

2 MMuunniicciippaall PPrroojjeeccttss
OOrraannggee CCoouunnttyy SSaanniittaattiioonn DDiissttrriicctt FFaacciilliittiieess MMaasstteerr PPllaann PPrroojjeecctt,, NNoo.. PPSS1177--0088,, OOrraannggee CCoouunnttyy,, CCaalliiffoorrnniiaa.. Managed the in-house Transportation team that prepared programmatic- and project level traffic analyses for the Program EIR for the Orange County Sanitation District Facilities Master Plan. The traffic analyses consisted of trip generation and VMT analyses for programmed projects included in a 20-year Capital Improvement Program to ensure that the Sanitation District can sustain its infrastructure, meet future regulatory requirements, and continue to provide a reliable service to the public. It is composed of projects necessary to upgrade, replace, and rehabilitate aging facilities across the Sanitation District’s system in central and northern Orange County. These include facilities at Reclamation Plant No. 1 in Fountain Valley, Treatment Plant No. 2 in Huntington Beach, the sewer collection system, and improvements at various pump stations. The project area spans 15 cities as well as jurisdictional areas in the County of Orange.

LLAADDWWPP OOnn--CCaallll EEnnvviirroonnmmeennttaall SSeerrvviicceess,, LLooss AAnnggeelleess,, CCaalliiffoorrnniiaa.. Managed the in-house team that prepared Traffic Impact Analysis (TIAs) for the following projects prepared under an on-call contract with the City of Los Angeles Department of Water and Power (LADWP), the nation’s largest municipal utility: Power Plant 1 and Power Plant 2 Transmission Line Conversion; Tujunga Central Groundwater Station; North Hollywood Groundwater Station; De Soto Avenue Trunk Line Replacement; De Soto Water Tanks; and Van Norman Complex Vegetation and Maintenance Projects. The TIAs prepared, or currently being prepared, involve the analysis of construction-related traffic and potential lane closures on major public thoroughfares. Construction mitigation measures include the preparation of a Construction Traffic Management Plan that includes traffic control plans for roadway construction, and transportation demand management for construction worker traffic. Dudek has also coordinated with the Department of Transportation and Bureau of Engineering on those projects.

CCiittyy ooff CCaarrssoonn OOnn--CCaallll EEnnvviirroonnmmeennttaall AAnnaallyyssiiss SSeerrvviicceess,, CCaarrssoonn,, CCaalliiffoorrnniiaa.. Managed and prepared transportation and parking analyses, and peer reviewed transportation studies for various projects in the City under an on-call contract. Coordinated with the City’s Planning and Public Works Departments, and Caltrans District 7, on analyses and peer reviews. Attended Planning Commission and City Council Hearings to support the transportation studies on behalf of the City. Some of these projects include: Birch Specific Plan (traffic analysis); DWP Truck Yard (peer review); Victoria Greens (peer review); Shippers Transport Truck Yard (access analysis); KL Fenix Truck Terminal (traffic analysis); and, Jefferson on Avalon (peer review).

RReeccrreeaattiioonnaall PPrroojjeeccttss
MMaarrsshh PPaarrkk AAcccceessss EEvvaalluuaattiioonn aanndd RReeccoommmmeennddaattiioonnss,, MMoouunnttaaiinnss RReeccrreeaattiioonn aanndd CCoonnsseerrvvaattiioonn AAuutthhoorriittyy,, LLooss AAnnggeelleess,, CCaalliiffoorrnniiaa.. Conducted an evaluation of the existing access conditions at the driveways in Marsh Park in the City of Los Angeles. The project was intended to address safety concerns at the park access including obstructed sight distance, failure of vehicles to yield to bicyclists and pedestrians, and lack of visibility for drivers to see when park gates are closed. Provided recommendations to improve safety for park users including placement of stop signs, reflective markers for park gates, and signage to alert drivers to the presence of pedestrians. Recommendations were made consistent with guidance provided in the California Manual of Uniform Traffic Control Devices.

HHaarrbboorr PPaarrkk BBeeaacchh CCoonnssttrruuccttiioonn GGrraaddiinngg aanndd MMaaiinntteennaannccee PPrrooggrraamm,, SSaann DDiieeggoo UUnniiffiieedd PPoorrtt DDiissttrriicctt,, CCaalliiffoorrnniiaa..

Prepared a trip generation analysis for the proposed Harbor Park Beach Construction Grading and Maintenance Program. This program is a component of the Chula Vista Bayfront Master Plan for which an EIR was certified in 2020. The trip generation analysis determined whether the revised Beach Construction Grading and Maintenance Program was consistent with the maintenance activities analyzed in the Master Plan.

1 Janet Rodriguez

PLANNER
Janet Rodriguez (JAN-it rohd-REE-gehz; she/her) is an urban planner with 4 years’ professional experience in land use planning, housing policy and implementation, current planning and geographic information system (GIS). Ms. Rodriguez multidisciplinary project experience includes housing, transit, and land use policy, general plan element updates, development standards, and design guidelines. Ms. Rodriguez places value on collaborative partnerships with clients, community stakeholders, and decisions makers which allow her to better identify and address various needs, build meaningful relationships, and create innovative strategies that successfully bring projects to fruition.

Project Experience
Development
UUrrbbaann DDeessiiggnn && HHoouussiinngg SSttrraatteeggiieess,, CCiittyy ooff EEll CCaajjoonn,, CCaalliiffoorrnniiaa.. Serving as the deputy project manager to the City of El Cajon’s Urban Design and Housing Strategies project. Tasks include in-depth analysis of existing regulations pertaining to residential and accessory dwelling unit development, and a review of internal permit processing procedures, collaborating with City staff and stakeholders to develop new objective design standards that promote high-quality design that meets the City’s vision for various development typologies while allowing for flexibility and innovative design.

CCiittyywwiiddee DDeessiiggnn SSttaannddaarrddss aanndd GGuuiiddeelliinneess,, CCiittyy ooff PPiiccoo RRiivveerraa,, CCaalliiffoorrnniiaa.. Serving as the deputy project manager to the City of Pico Rivera’s Citywide Design Standards and Guidelines project. Tasks include collaboration with City staff to identify opportunities and challenges with review procedures and implementing development code to residential, commercial, mixed-use, and industrial projects. Input and findings from consultant led zoning code diagnostic, City staff interviews, and feedback from the robust public outreach, including stakeholders and residents, will inform the development of objective design standards and guidelines to streamline development and achieve the City’s vision for high-quality design.

SSppeeeeddwwaayy CCoommmmeerrccee CCeenntteerr IIII SSppeecciiffiicc PPllaann,, CCoouunnttyy ooff SSaann BBeerrnnaarrddiinnoo,, CCaalliiffoorrnniiaa. Conducted a peer review of the draft Specific Plan as prepared by the applicant. The applicant is preparing a draft specific plan for the proposed redevelopment of portions of an existing Auto Club Speedway, approximately 433 acres, located north of Interstate 10 in the eastern portion of the unincorporated County of San Bernardino. The review of the draft Specific Plan included a comprehensive analysis of the plan’s text, graphics, maps, diagrams, and design guidelines in the form of a memo outlining areas of excellence, compliance with State law, and areas of improvement for clarity and usability.

EEdduuccaattiioonn
University of Southern
California
MA, Urban
Planning/Design and
Graduate Certificate in
Real Estate Development,
2019
University of California,
Los Angeles BA,
Geography/Environmental
Studies, 2016
PPrrooffeessssiioonnaall AAffffiilliiaattiioonnss
American Planning
Association

2 Municipal
MMeettrroo AArreeaa PPllaann,, CCoouunnttyy ooff LLooss AAnnggeelleess DDeeppaarrttmmeenntt ooff RReeggiioonnaall PPllaannnniinngg,, CCaalliiffoorrnniiaa.. Serving as planner for the development of the Metro Area Plan. Tasks include managing the outreach plan, coordinating schedule of meetings, and facilitating stakeholder outreach events. Assisting with background reports, review of existing community plans, and draft policies to support economic development for both all of the Metro Area Plan communities and tailor specific policies applicable individual communities.

CCoonnccoorrdd HHoouussiinngg EElleemmeenntt UUppddaattee,, CCiittyy ooff CCoonnccoorrdd,, CCaalliiffoorrnniiaa.. Serving as the Housing Element planner for the comprehensive update to the City of Concord’s Housing Element. Tasks include evaluating the outcomes of the prior Housing Element’s programs and objectives and analyzing current governmental and market constraints, housing needs and challenges to develop programs that address constraints through programs that identifying areas of opportunity for housing, with an emphasis on affordable housing.

MMaannhhaattttaann BBeeaacchh HHoouussiinngg EElleemmeenntt UUppddaattee,, CCiittyy ooff MMaannhhaattttaann BBeeaacchh,, CCaalliiffoorrnniiaa.. Serving as the Housing Element planner for the comprehensive update to the City of Manhattan Beach’s Housing Element. Tasks include facilitating stakeholder meetings, preparing City staff with presentation materials, identification, and extensive analysis of Manhattan Beach’s share of the 6th Cycle Regional Housing Need Assessment.

IInnddiioo HHoouussiinngg EElleemmeenntt UUppddaattee aanndd PPrroo HHoouussiinngg SSttrraatteeggiieess,, CCiittyy ooff IInnddiioo,, CCaalliiffoorrnniiaa.. Served as the Housing Element planner for the comprehensive update to the City of Indio’s Housing Element. Tasks included developing maps and graphics for the identification and extensive analysis of existing sites under the City of Indio’s concurrent zoning update to accommodate Indio’s share of the 6th Cycle Regional Housing Need Assessment by income level during the planning period; also assisted with bilingual stakeholder outreach. Ms. Rodriguez is currently conducting a pro-housing assessment, including a detailed analysis of development trends in the city and region, direct financial incentives and gap financing alternatives to facilitate affordable housing production.

Relevant Previous Experience
AArrtt RRooddrriigguueezz AAssssoocciiaatteess,, AArrccaaddiiaa,, CCaalliiffoorrnniiaa.. Served as an associate planner managing land use entitlement applications, primarily in cities within Los Angeles County. Tasks included site research and due diligence; developing project proposals; interpreting zoning codes; reviewing local regulations to ensure code compliance; preparing project findings reports; leading community outreach with stakeholders including neighborhood groups, council representatives, and police departments; and representing projects at public hearings.

CCeenntteerr ffoorr EEccoonnoommiicc DDeevveellooppmmeenntt,, LLooss AAnnggeelleess,, CCaalliiffoorrnniiaa.. Served as the lead graduate research assistant for the Center for Economic Development at the University of Southern California. Developed and analyzed an extensive dataset of journals and publications for a literature review focusing on transit-oriented development trends over the decades. Conducted a comprehensive review of policy documents of every jurisdiction with a METRO rail-stop in Los Angeles County to develop an inventory of policies that incentivize development around transit stations; oversaw the graphics and maps and assisted with the preparation of the final report for publication submittal review.

CCeenntteerr ffoorr SSuussttaaiinnaabbllee CCoommmmuunniittiieess,, LLooss AAnnggeelleess,, CCaalliiffoorrnniiaa.. Served as a research assistant for the Institute of the Environment and Sustainability at the University of California, Los Angeles (UCLA). Tasks included supporting principal investigators on various projects; creating geographic databases and shapefiles corresponding to a database for the UCLA Energy Atlas; creating figures and maps and analyzing data for ongoing projects; and co-leading a spatial survey documenting landscape elements and vegetation to evaluate the Metropolitan Water District’s Turf Replacement Program.

1 Shannon Heffernan, AICP

PRINCIPAL PLANNER
Shannon Heffernan is a Principal Planner with 15 years’ professional experience in community planning and urban design. Ms. Heffernan has worked with Southern California agencies, non-profit organizations, and community groups to enhance their downtowns districts, public spaces, and celebrated places through visioning, planning, design, and placemaking projects. These efforts have included collaborations between cities, business improvement districts (BIDs), and developers–all with a thoughtful outreach approach with equity as a core principle to ensure stakeholders are being given a voice and providing input.

Ms. Heffernan recently led the Downtown Lomita Visioning project, which included an incremental transformation of Narbonne Avenue and turning a vacant lot within downtown into an urban plaza, managing the Glendale Arts & Entertainment Visioning project and streetscape design for Artsakh Avenue, and a nine-month activation for the new Civic Center Plaza in Downtown Long Beach. Ms. Heffernan is no stranger to downtown revitalization efforts – she is Committee Member of the Downtown Long Beach Alliance (DLBA), downtown Long Beach’s BID, Public Realm Committee. She is leading a public space assessment for the Public Realm Committee to identify and recommend improvements (lighting, landscape, shade, seating, and programming) for a number of underutilized downtown spaces. Most recently, Ms. Heffernan is working with the City of Ontario on the West Euclid downtown revitalization and has worked with cities and community groups to launch their al fresco dining programs on their beloved main streets and other placemaking initiatives to create more people-first spaces.

Relevant Previous Experience
DDoowwnnttoowwnn TToorrrraannccee RReevviittaalliizzaattiioonn,, TToorrrraannccee,, CCaalliiffoorrnniiaa:: Role: Core team member. While at a previous firm, Shannon Heffernan worked with the City of Torrance and HRA to develop the Downtown Torrance Revitalization and Connectivity. The proposal for this plan offers a vision and set of goals and strategies to successfully revitalize Downtown Torrance and its surrounding corridors. Strategies explore multiple dimensions including tenanting and business attraction, urban design and public realm, parking, and mobility, branding and communication, and funding. The vision for the Study Area is a result of year-long process that involved an existing conditions analysis of the economic, physical, and mobility landscape of the Study Area and feedback from stakeholder groups, including residents, property owners, business owners, city staff, and city councilmembers. Among other placemaking strategies gateway signage is recommended for Downtown Torrance at the intersection of Carson Street / Cabrillo Avenue, and Torrance boulevard / Sartori avenue. The project includes enhanced pedestrian connectivity to the Downtown, implementation of open space corridors,

EEdduuccaattiioonn
University of Southern
California
Executive Master of Urban
and Regional Planning,
Concentration in Real
Estate Development,
2022
California Polytechnic
State University,
San Luis Obispo
BS, City and Regional
Planning, 2006
CCeerrttiiffiiccaattiioonnss
American Institute of
Certified Planners (AICP),
issued 2017
PPrrooffeessssiioonnaall AAffffiilliiaattiioonnss
American Planning
Association – Los Angeles
Chapter, Professional
Development Director
AAddjjuunncctt FFaaccuullttyy
Cal Poly Pomona College
of Environmental Design
(ENV)

2 improvements on bicycle network gaps, regulations on micro-mobility usage, among other strategies to ensure a future vibrant Downtown area. Strategies for revitalization include streetscape and public realm improvements on key corridors increasing hardscaped areas that can accommodate outdoor activities such as dining, gathering etc.

Improving sidewalks, landscaping, art, and lighting while keeping it informal.

HHuunnttiinnggttoonn BBeeaacchh DDoowwnnttoowwnn UUrrbbaann DDeessiiggnn SSttuuddyy,, HHuunnttiinnggttoonn BBeeaacchh,, CCaalliiffoorrnniiaa Role: Project Manager. While at a previous firm, Shannon Heffernan led a comprehensive urban design study for the city of Huntington Beach to identify successful strategies for Main Street activation. Building on the success of a temporary street closure on Main Street, she worked with the City of Huntington Beach’s Community Development Department to explore design solutions to pedestrianize Main Street and provide more public space for visitors, locals, and families in downtown. Two schemes were created for Main Street: a plaza option and a one-way option. Both schemes are reflect their priorities and a future vision for Main Street that celebrates the vibrant qualities of Huntington Beach.

The schemes are scalable and offer the possibility of being implemented in stages, so that the street can be adapted over time and as the budget allows. Input from City staff and downtown stake holders was included in the visioning and conceptual design process.

GGlleennddaallee AArrttss aanndd EEnntteerrttaaiinnmmeenntt DDiissttrriicctt VViissiioonniinngg,, GGlleennddaallee,, CCaalliiffoorrnniiaa.. Role: Project Manager. While at a previous firm, Shannon Heffernan worked with the City of Glendale on urban design and placemaking improvements for Glendale’s Arts and Entertainment District on Artsakh Avenue. The project involves the redesign of Artsakh Avenue and the adjacent public alley to create a vibrant, pedestrian-friendly streetscape and foster a world-class Entertainment District. The project is anchored in a collective vision for the District that was formulated through rigorous engagement with stakeholders, including downtown businesses, property owners, local artists, residents, and the larger Glendale community. Outreach activities as part of this process included multiple study session and presentations to the City Council and the Arts & Culture Commission to obtain guidance and feedback throughout the project. Ms. Heffernan worked with the City on a two-pronged engagement strategy–to provide project updates and build community support for the revitalization of the public realm on Artsakh Avenue, as well as capture stakeholder priorities on proposed elements for the Glendale Arts & Entertainment District. In the Visioning phase of the project, they hosted the Activate Artsakh event in partnership with the City, attracting over 300 community members. The event included local programming from community- based organizations with a pop-up art gallery, performance art and a guided Arts & Entertainment District Walk.

DDoowwnnttoowwnn LLoommiittaa VViissiioonn,, LLoommiittaa CCaalliiffoorrnniiaa Role: Core team member.. While at a previous firm, Shannon Heffernan prepared a Vision Plan for the Downtown Lomita to create a vibrant hub and destination for the City, and a place that will be treasured by residents, customers and businesses alike. Working with the City of Lomita, we prepared a comprehensive review of the existing regulatory, physical and economic conditions including a detailed market study as a first step in our planning process. Ms. Heffernan identified the preferred uses including retail types and mix, design improvements with a focus on the public realm, and modifications to the code that could enhance and add to the appeal of Downtown Lomita as a destination.

Awards
BBeesstt PPrraaccttiiccee AAwwaarrdd ooff EExxcceelllleennccee.. Awarded by the Los Angeles section of the American Planning Association for the Pacific/Randolph and Florence and Salt Lake Station Area Plans. (2022)

1 Rachel Lindt, AICP

SENIOR PLANNER
Rachel Lindt (RAY-chuhl LINT; she/her) is a senior planner with 8 years’ professional experience as an urban planner, specializing in land use, urban design, multimodal transportation, equity-focused policy and planning, and community engagement. Ms. Lindt has worked with various clients across Southern California to prepare specific plans, transit-oriented development plans, development & design standards, and design guidelines and to facilitate equity-focused and engaging community participation processes.

Ms. Lindt has experience developing regulatory frameworks, including land use, zoning, and development and design standards for mixed-use, pedestrian- friendly districts. With a background in art, Ms. Lindt uses a high level of visual communication to produce accessible, user-friendly project materials. Across projects and communities, Ms. Lindt strives to improve understanding of the planning process, livability, and equitable outcomes.

Project Experience
CCoommmmuunniittyy DDeessiiggnn SSttaannddaarrddss aanndd GGuuiiddeelliinneess ffoorr RReessiiddeennttiiaall,, CCoommmmeerrcciiaall,, IInndduussttrriiaall,, aanndd MMiixxeedd--UUssee DDeevveellooppmmeennttss,, CCiittyy ooff PPiiccoo RRiivveerraa,, CCaalliiffoorrnniiaa.. Project manager for the citywide effort to develop design standards and guidelines for the City of Pico Rivera. The outcome of the project will be a robust set of design standards that will be consistent with State law aimed at addressing the housing shortage in addition to design guidelines to help shape the design of future development in the city. Technical team member involved in the development of the design standards and guidelines, as well as the community engagement portion of the project. The approach for outreach is focused on education and capacity building through a multi-lingual program that includes a variety of events and activities, including a working group, walking tours, pop- ups, and a graphic user guide.

WWeesstt EEuucclliidd PPllaannnneedd UUnniitt DDeevveellooppmmeenntt,, CCiittyy ooff OOnnttaarriioo,, CCaalliiffoorrnniiaa.. Deputy project manager and team member to develop a Planned Unit Development for Downtown Ontario to encourage additional housing, enable a mixed-use, active, pedestrian friendly district, and enhance historic resources. Lead in the development of the existing conditions and document review portion of the project, which includes a land use and zoning review and an assessment of relevant City policy documents. Core team member in the development of the land use and urban design concept focused on exploring approaches related to historic preservation and adaptive reuse of historic and non-historic structures, parking strategies, street frontages and character, site plan designs to address utilities, trash staging/pick-up, alley and public realm treatments, and integration of public art components. The outcome of the effort will be a regulatory Planned Unit Development for the area with a vision and set of goals and objectives, development and design standards, design guidelines, and supportive implementation measures.

EEdduuccaattiioonn
University of California,
Los Angeles Luskin
School of Public Affairs
Master of Urban and
Regional Planning, 2015
Dual Concentration in
Design & Development
and Transportation Policy
& Planning
University of California,
Santa Barbara
BA, Art Studio, Honors,
2010
CCeerrttiiffiiccaattiioonnss
American Institute of
Certified Planners (AICP),
2019
PPrrooffeessssiioonnaall AAffffiilliiaattiioonnss
American Planning
Association

2 UUrrbbaann DDeessiiggnn aanndd HHoouussiinngg SSttrraatteeggiieess,, CCiittyy ooff EEll CCaajjoonn,, CCaalliiffoorrnniiaa.. Team member supporting the development of objective residential development and design ordinances portion of the project. The development and design standards will be paired with easy-to-understand graphics, updated permit processes to increase understanding of regulations and ease of permit review, an updated accessory dwelling unit ordinance, an interactive web-based tool for the availability of developable sites, and guides and marketing materials to assist staff as well as developers in understanding updated regulations and procedures.

MMiixxeedd--UUssee OOvveerrllaayy ZZoonnee,, CCiittyy ooff RRaanncchhoo PPaallooss VVeerrddeess,, CCaalliiffoorrnniiaa.. Team member focused on supporting the development of a mixed-use overlay zone for select commercial parcels along Western Avenue and Silver Spur Road – the city’s two major commercial corridors. The project evaluates the feasibility of new residential mixed- use development on the parcels and creates applicable objective development standards. Contributor to the public outreach process for the project, aimed at communicating the relationship between the project and the Housing Element update and educating the community on the benefits of mixed-use development.

AAcccceelleerraattiinngg RReeddeevveellooppmmeenntt ooff CCoommmmeerrcciiaall PPaarrcceellss iinnttoo SSuussttaaiinnaabbllee HHoouussiinngg RREEAAPP PPrroojjeecctt,, SSoouutthh BBaayy CCiittiieess CCoouunncciill ooff GGoovveerrnnmmeennttss,, MMuullttiippllee CCiittiieess,, CCaalliiffoorrnniiaa.. Team member involved in the development of several tasks, including the development of feasibility criteria for the redevelopment of commercial properties for housing and the creation of redevelopment profiles for participating South Bay cities. The Redevelopment Profiles will highlight the strengths, opportunities, and challenges of each area analyzed, organized by themes, such as financial/market conditions, physical conditions and surrounding context, regulatory parameters, baseline infrastructure capacity, and fiscal benefits/impacts to the city. Will be closely involved in the development of the final work product, which will be a highly-graphic “Housing Roadmap” for each of the participating South Bay cities to summarize regulatory recommendations to support housing on identified sites, key findings, and next steps for each city.

EEuurreekkaa WWaatteerrffrroonntt SSppeecciiffiicc PPllaann,, CCiittyy ooff EEuurreekkaa,, CCaalliiffoorrnniiaa.. Serving as planner for the City of Eureka’s Waterfront Specific Plan, including task lead for the objective development and design standards. The plan serves to revitalize the commercial bayfront, library district, and old town to increase housing, jobs, and vitality in the area.

The area is well-served by transit and parks, representing a key area of development for the City; however, it is also facing profound risks from sea level rise. The plan aims to provide a roadmap for mixed-use development and redevelopment of the vacant and underutilized sites and buildings along the waterfront consistent with the General Plan and California Coastal Commission’s sea level rise guidance. Additional tasks include a compressive community outreach strategy, affordable housing/anti-displacement strategy, and conceptual development scenarios for the plan area with a focus on promoting housing.

Relevant Previous Experience
GGeenneerraall PPllaann IImmpplleemmeennttaattiioonn PPrrooggrraamm:: UUppddaattee ooff EEiigghhtt SSppeecciiffiicc PPllaannss,, CCiittyy ooff PPaassaaddeennaa,, CCaalliiffoorrnniiaa.. Deputy project manager and core team member for the Pasadena General Plan Implementation Program to update all eight of the City’s Specific Plans. Attended all client meetings and assisted with project management tasks, including scheduling, multidisciplinary team coordination, and client communications. Key contributor to the existing conditions analyses for mobility and access, development of land use alternatives, and urban design analyses focused on the public realm. As the geographic lead for three of the Specific Plan updates, was responsible for understanding local context, existing zoning, and community feedback. Managed the draft Specific Plans, including the development of vision, goals, and policies; context-sensitive design standards and guidelines; implementation measures; and zoning updates. Served as a key contributor to the community outreach components, including in-person workshops, small group facilitation, pop-up outreach events, and virtual engagement.

BUSHRA BANGEE

ASSOCIATE

SUMMARY OF QUALIFICATIONS
Bushra is an Associate Consultant at Kearns and West with the Southern California team. She earned her degree in Urban Studies with an emphasis on Sustainable Development from the University of California, Irvine. She grew up in the Inland Empire would would frequently visit Anaheim’s Brookhurst Street to visit restaurants, specialty stores, and work in advocacy efforts within the local community.

Prior to Kearns and West, Bushra worked at SILA Consulting, a firm that specializes in cultural consulting on entertainment productions. She provided cultural expertise on South Asian, Arab, and Muslim representation as well as coordinated diversity, equity, and inclusion (DEI) trainings, recommendations, and put together Community Advisory Councils for movies and shows at Disney, Netflix, and Marvel. Outside of her cultural consulting, Bushra has a background in affordable housing through her outreach and community engagement work at Linc Housing, an affordable housing developer in California. At Linc, she established over 30 economic mobility partnerships that provided financial education, workforce development, and health and wellness activities to over 600 previously unhoused residents and low-income families.

Within her local community, Bushra serves as the Vice Chair for the Muslim Student Association West, a non-profit organization that services 3,000 students across the West Coast. As Vice Chair she helps lead the organization’s strategic planning, capacity building, and has grown the budget to hire and support staff multiple fill-time staff.

RELEVANT EXPERIENCE
City of Concord — Housing Element Update
Community Involvement Specialist
The City of Concord is updating their Housing Element within their General Plan. As an Associate, Bushra supports this project by assisting with notetaking during facilitated public meetings. She also supports the team on its outreach and engagement social media communications plan for the city to implement.

City of Irvine — General Plan Update
Community Involvement Specialist
The City of Irvine is working to update their General Plan. As Deputy Project Manager for this project, Bushra works on coordination of meetings, outreach strategies, facilitation plans, and supporting management of in-person and virtual engagement. Additionally, she supports the engagement strategy and planning with the project team for how best to engage residents on the General Plan Update.

Linc Housing — Economic Mobility Plan
Associate | December 2020 – February 2022
Linc Housing is an affordable housing developer in California that provides permanent affordable housing to previously unhoused, previously incarcerated, and low-income families. Bushra established the economic mobility framework to evaluate and conduct parternships with community organizations and local companies aligned with the company’s work.

These parternships facilitated workforce development trainings, workforce opportunities, financial education workshops, and healthy living classes. Through these partnerships, Bushra made sure to build relationships with local small businesses that were mutually beneficial for residents as well as for the community surrounding each Linc property site.

San Juan Capistrano, California

[email protected]

909.693.4935

EXPERTISE

§§ Public Outreach and Involvement
§§ Community Engagement
§§ Diverse, Equitable and Inclusive
Engagement
§§ City Planning
§§ Project Management
§§ Meeting Facilitation

EDUCATION & CERTIFICATIONS

BA, Urban Studies
University of California Irvine |
Irvine, CA

Census 2020 — Community Engagement Plan
Community Specialist | February 2020 – October 2022
Developed an education and engagement plan for the 2020 Census. The plan identified common misconceptions, misunderstandings, and questions on the census. Worked with local community organizations, religious scholars and institutions, businesses in Anaheim, and social service organizations, to promote education around the census and encourage people to fill out the 2020 U.S. Census.

CAIR-LA — Youth Engagement
Coordinator | May 2014 – August 2014
Engaged in a six-week training program on advocacy and community engagement at the Council of American and Islamic Relations in Anaheim. Launched a campaign in support of Proposition 47 and conducted educational and outreach events at local community centers throughout the Orange County area. Mobilized segments of the Muslim community to get out the vote and vote yes for Prop 47.

Keyser Marston Associates
Kevin Engstrom
Senior Principal

Mr. Engstrom is a Senior
Principal in KMA’s Los Angeles
office. For 20 years, he has
provided public and private
clients with real estate and
financial expertise.

KEY ROLES

Mr. Engstrom has provided
public and private clients with
real estate and financial
expertise including market and
financial feasibility studies,
fiscal impact analyses,
economic revitalization
consulting, financial modeling,
developer selection, and
disposition consulting.

SPECIFIC AREAS OF EXPERTISE

Market and Feasibility Studies - Mr. Engstrom has conducted a number of market and feasibility studies for cities throughout California, including the counties of Orange, Los Angeles, Riverside, San Bernardino, Ventura, and Fresno. For these analyses, Mr.

Engstrom assessed current market conditions; projected future demand for residential, retail, office, industrial, and hotel development; tested the financial feasibility of prototypical projects; prepared fiscal impact projections; and created implementation strategies. Projects have included general plan updates, specific plans, master plans, corridor studies, economic development strategies, and highest and best use analyses.

Disposition Consulting – Mr. Engstrom has consulted in all areas of the disposition process for surplus properties for public agencies. His experience includes project planning, preparing and evaluating Requests for Proposals/Qualifications, developer selection, negotiation support, and financial feasibility analyses for cities throughout Southern California, including Los Angeles, Anaheim, Brea, Glendale, Long Beach, Poway, Pasadena, Moorpark, Palm Desert, San Juan Capistrano, and San Bernardino.

Market and Financial Services for Hotel Projects – Mr. Engstrom has provided consulting services for over 75 hotel projects throughout California, including the Olympic North Hotels, Beverly Hills Montage, Huntington Beach Grand Hyatt, Anaheim Doubletree, and the Glendale Embassy Suites. The analyses have included market assessments, financial feasibility analyses, public revenue projections, review of EB-5 financing strategies, and the development of financial assistance programs.

PROFESSIONAL CREDENTIALS

For over five years, Mr. Engstrom instructed the Basic Pro and Advanced Pro Forma Class at the CRA’s Redevelopment Institute in Southern California. He has taught at the American Planning Association California annual conference and has also served as an instructor at California State University-Fullerton in the Geography department.

Mr. Engstrom earned his Bachelor’s degree from Villanova University and his Master’s degree from the University of Arizona.

APPENDIX
B
FORMS
21 Appendix III – Non-Collusion Affidavit
Note: To be executed by Consultant and submitted with proposal. STATE OF CALIFORNIA County of _________________________ ______________________ , being first duly sworn deposes and says that he/she is __________________________ of __________________________ , the party making the foregoing bid that such bid is not made in the interest of or on the behalf of any undisclosed person, partnership, company, association, organization or corporation; that such bid is genuine and not collusive or sham; that said bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid and has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that said bidder has not in any manner directly or indirectly sought by agreement, communication, or conference with anyone to fix the bid price of said bidder or of any other bidder or to fix any overhead profit, or cost element of such bid price, or of that of any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in such bid are true, and further, that said bidder h as not directly or indirectly submitted his bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid and will not pay any fee in connection therewith, to any corporation, partnership, company, a ssociation, organization, bid depository, or to any member or agent thereof, or to any other individual except to any person or persons as have a partnership or other financial interest with said bidder in the general business.

By __________________________
Subscribed and sworn to before me this
___________ day of , 2022
San Diego California
Joe Monaco Dudek, President/CEO
13 December

APPENDIX
C

SIGNED ADDENDUM
November 22, 2022
ADDENDUM NO. 1
BID #: RFP-2022-BCS
SUBJECT: Response To Questions & New Appendix IV
This is a modification to the Request for Proposals (RFP) for the Bid identified above. This is a revision and clarification to the RFP and shall become a part of the RFP. All bidders are required to incorporate all necessary changes, additions, deletions, revisions and or clarifications into their proposals.

Response to Questions
See attached response to questions.

The bid date has NOT changed.

New Appendix IV
See attached Appendix IV.

The bid date has NOT changed.

Kind Regards,
Stephen Stoewer
Senior Project Manager
The bidder shall individually identify and acknowledge receipt of all addenda by signing and enclosing each form in his /her bid package submittal.

Failure to do so may result in a disqualification of his / her bid.

Signature of Bidder Date
December 22, 20 22

Exhibit B

EXHIBIT B

SCHEDULE OF COMPENSATION
(To be attached)

BROOKHURST CORRIDOR DUDEK ‐ REVISED FEE
Project Team Role:

Project
Manager
Principal-in-
charge
Outreach
Coordinator
Senior
Planner
Parking and
Mobility Lead
Planning
Support Outreach Economics Parking Survey
Team Member:

Catherine
Tang Saez
Gaurav
Srivastava
Shannon
Heffernan
Rachel
Lindt
Dennis
Pascua Planner
Kearns &
West
Keyser Marston
Associates
Parking Survey
Vendor
Billable Rate: $200.00 $235.00 $235.00 $185.00 $265.00 $105.00 Fee Fee Fee Task 1 PROJECT MANAGEMENT AND COORDINATION 56 $11,620 $0 $0 $0 $360 $11,980

1.1 Partnering Session 4 2 2 8 $1,740 $120 $1,860

1.2 Ongoing Management 40 8 48 $9,880 $240 $10,120
Task 2 EXISTING CONDITIONS ANALYSIS 264 $38,720 $0 $0 $0 $240 $38,960

2.1 Corridor Discovery 16 12 16 8 80 132 $19,500 $240 $19,740

2.2 Data Review 24 4 16 8 80 132 $19,220 $19,220
Task 3 PROFILE OF THE CORRIDOR'S ECONOMY 0 $0 $0 $25,000 $0 $0 $25,000

3.1 Socio-economic Summary 0$ 0 $3,600 $3,600

3.2 Business and Employment
Summary 0$ 0 $3,000 $3,000

3.3 Real Estate Conditions 0$ 0 $6,400 $6,400

3.4 Commercial Performance 0$ 0 $7,600 $7,600

3.5 Entitlements and Physical
Constraints 0$ 0 $2,400 $2,400

3.6 Corridor Opportunities 0$ 0 $2,000 $2,000
Task 4 STAKEHOLDER CONSULTATION 110 $21,680 $35,200 $0 $0 $3,360 $60,240

4.1 Outreach and Engagement
Plan 4 8 12 $2,680 $2,000 $4,680

4.2 Community Walking Tour 8 4 8 16 36 $6,100 $6,400 $1,500 $14,000

4.3 Online Portal and
Community Survey 4 4 8 $1,740 $6,400 $8,140

4.4 Corridor Working Group 6 6 6 18 $4,020 $8,400 $360 $12,780

4.5 In-person Outreach
Activities 8 4 16 8 36 $7,140 $12,000 $1,500 $20,640
Task 5 CASE STUDIES 4 2 24 24 54 $8,230 $0 $0 $0 $8,230 Task 6 RECOMMENDATIONS 80 32 8 64 160 344 $54,040 $0 $0 $0 $1,000 $55,040 Total Hours 198 74 52 120 16 368 828
Total $39,600 $17,390 $12,220 $22,200 $4,240 $38,640 $134,290 $35,200 $25,000 $0 $4,960 $199,450

TOTAL FEE
Dudek Labor Hours and Rates Subconsultant Fees
TOTAL
DUDEK
HOURS
DUDEK
LABOR
COSTS
OTHER
DIRECT
COSTS
REVISED 02/27/2023

Anaheim City CouncilMarch 7, 2023

Anaheim City Council
March 7, 2023