Beaumont City Council
November 1, 2022

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

Records, Tapes, and Videos N N N C5 C6 C5, 6 P P N P Retail, Other Specialty N N N N N N P P N P
Sporting Goods and Equipment N N N N N N P P P P Surplus Stores N N N N N N P P C N
Thrift and Second-Hand Stores N N N N N N C C N N Variety Stores N N N N N N P P N C
Wholesale Establishments N N N N N N P P C P
Lodging
Bed and Breakfast Facilities C N C C C C P P N P Emergency Shelters N N N N N N P N
Hotels and Motels C N N N N N P P C P
Residence Inns C N N N N N P P N P
Single-Room Occupant (SRO) Facilities N N N N N N C C N N Trailer Parks and Campsites C N N N N C N N N N Transitional Housing N N N N C C C C N N
Manufacturing and Industrial
Apparel/Textile Products N N N N N N N N P N
Assembly Plants N N N N N N N N P N
Bottling Plants N N N N N N N N P N
Bulk Postal Service Facilities N N N N N N N N P N Chemicals N N N N N N N N P N
Contract Construction Services N N N N N N N N P N Contractor or Building Materials
Storage

N N N N N N N N P N
Data Services N N N N N N N N P N
Exterminating Services N N N N N N C C P N
Feed and Fuel Yards N N N N N N N N P N
Food and Kindred Products N N N N N N N N P N Furniture N N N N N N N N P N
Lumber/Wood Products N N N N N N N N P N
Mini-Storage, Mini-Warehouse, Self-
Storage or Public-Storage 8

N N N N N N N N P N
8C
Metal Salvage Yards N N N N N N N N P N
Paper Products N N N N N N N N P N
Petroleum-Related Materials N N N N N N N N C N Primary Metal Industries
(Electroplating)

N N N N N N N N C N
Printing/Publishing N N N N N N N N P N
Formatted: Superscript

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

Professional/Scientific/Electronic
Products

N N N N N N N N P N
Research Services and Laboratories N N N N N N N N P N Retail Sales of Products Manufactured
or Stored On-Site

N N N N N N N N P N
Sandblasting and Beadblasting N N N N N N C,
A
C,
A
C N
Taxidermy N N N N N N N N C N
Medical/Health Care
Ambulance Services N N N N N N P P P N
Animal Hospitals/Veterinaries N N N N N N P P P P Clinics N N N N N N P P C P
Convalescent Homes N N C C C C P P N C
Chemical Dependency Clinics N N N N N C C N N C Hospitals N N N N N N P P N C
Medical/Dental Offices N N N N N N P P N P
Pharmacies N N N N N N P P N P
Pharmacies, with drive-through N N N N N N C C N P Personal Services
Banking, Credit Unions, Financial
Services

N N N N N N P P N P
Barbers and Beauty Parlors N N N C5 C6 C5, 6 P P N P Cemeteries N C C C C C C C C N
Check Cashing Services N N N N N N P P N N
Commercial Pet Grooming Services N N N N N N P P C P Dry Cleaners N N N C5 C6 C5, 6 P P N P
Funeral Parlors, Mortuaries N N N N N N C C C C Laundries, Laundromats N N N C5 C6 C5, 6 P P C P Locksmith and Key Shops N N N N N N P P P P
Pawnbrokers N N N N N N C C N N
Massage Establishment N N N N N N C C N C
Photocopying and Photo Developing
Services

N N N N N N P P P P
Photography Studios N N N N N N P P N P
Shoe Repair Shops N N N C5 C6 C5, 6 P P C P
Tailors N N N C5 C6 C5, 6 P P C P
Tattoo/Body Piercing Services N N N N N N C C N C Public and Quasi-Public Uses
Community Recreation Centers P P P P P P N N N P Cultural Facilities P P P P P N N N P

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

Libraries P P P P P P C C N P
Museums P P P P P P C C N P
Parks P P P P P P P P N P
Public Safety Facilities N P P P P P P P P P
Senior Citizen Activity Centers N P P P P P P P N P Recreation and Entertainment
Adult-Oriented Businesses N N N N N N N N C N Amusement Parks N N C N N N C C C C
Athletic Fields N P P P P P N N N P
Batting Cages N N N N N N C C C P
Billiard and Pool Halls N N N N N N C C N C
Bowling Alleys N N N N N N P P N P
Commercial Athletic Facility N N N N N N C C C C Dance Studios N N N N N N P P N P
Golf Driving Ranges C N N N N N N C C C
Health Clubs and Gymnasiums N N N N N N C C C C Miniature Golf Courses N N C N N N C C N P
Off-Road Mini-Bike and Motorcross
Courses

C N C N N N N C C N
Public Auditorium/Auditoriums N P N N N N P P N P Shooting Range (Indoor) N N N N N N N N C N
Skating Rinks N N N N N N N C C P
Video Arcades N N N N N N C C N C
Recycling
Collection Facilities N N N N N N C C C N
Processing Facilities N N N N N N C C C N
Religious Institutions
Churches N C C C C C P P C P
Monasteries, Convents, or Similar
Religious Use

N C C C C C P P C P
Repair Services
Electrical and Household Appliances
Repair

N N N N N N P P P N
Furniture Refinishing N N N N N N P P P N
Furniture Reupholstering N N N N N N C C P N
Lawnmower Repair/Sales Shops N N N N N N P P P N Machine Shops N N N N N N C C P N
Welding Shops N N N N N N C,
A
C,
A
P N

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

Residential Uses
Accessory Guest Houses N N P P P P N N N P
Accessory Dwelling Units N N P P P P N N N P
Boarding or Rooming Houses N N C C C C N N N P Caretaker's Unit N N P N P P P* N C P
Congregate Care Facilities N N N N C C C C N P Day Care Centers, Small Family—1 to 8
Children

N N P P P P N N N P
Day Care Centers, Large Family—7 to
14 Children

N N P P P P C N N P
Duplexes N N N N P P N N N P
Group or Community Care Facilities—6
or fewer persons)

N N P P P P N N N P
Group or Community Care Facilities—7
or more persons)

N N C C C C N N N C
Home Occupation Businesses N N P P P P N N N P Mobile Home Parks N N N N C C N N N N
Mobile Home or Manufactured
Housing Units Single Lot

N N P P P P N N N P
Multiple-Family, Apartment &
Condominiums
N N N N P P P* N N P
Planned Residential Developments N N P P P P N N N P Senior Housing Developments N N P P P P C N N P Single-Family Dwellings N N P P P P N N N P
Restaurant
Delicatessens N N N C5 C6 C5, 6 P P P P
Fast-Food Restaurants—Without Drive-
Thru2, 3

N N N N N N P P P P
Fast-Food Restaurants—With Drive-
Thru2, 3

N N N N N N C C N P
Sit-Down Restaurants C N N C5 C6 C5, 6 P P C P Sit Down Restaurant with live
Entertainment

C N N N N N C C N C
Restaurant, serving alcohol C N N N N N C C N C Service Organizations
Philanthropic and Charitable
Institutions

N N N N N N P P C P
Service Organizations N N N N N N P P C P
Temporary Uses

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

Street/Craft Fairs and Farmers'
Markets—Ongoing

N N N N N N C C N C
Temporary Structures (Subdivision
sales Office)

C N P P P P P P P P
Christmas Tree/Pumpkin Lots, and
Similar, Not Exceeding 30 Days

C C C N N C P P P P
Outdoor Displays N N N C5 C6 C5, 6 C C C C
Parking Lot Sales N C N N N N P P P P
Amusement Enterprises N C N N N N C C C C
Transportation Facilities
Bus Passenger Terminals N N N N N N C C C P
Charter Bus Companies N N N N N N C C C P
Motor Vehicle Transportation
(Taxi/Shuttle)

N N N N N N C C C N
Truck Stops and Terminals, Truck Yard N N N N N N C C C N Utilities
Energy Storage Facility N N N N N N N N P N
Public Utility/Service Structures N P N N N N N N P N Sewage Disposal Facilities/Waste
Transfer

N P N N N N N N P N
Utility Company Offices N N N N N N P P P N
Water Storage, Distribution, and
Collection Facilities

N P N N N N N N N N
Wind Energy Conversion Systems See Section 17.11.140

N = Not Permitted
P = Permitted
C = Conditionally Permitted
A = Permitted as an Accessory Use
A* = Permitted as an Accessory Use in Assembly Buildings *Only allowed for properties on Sixth Street
1 See Section 17.02.070 to determine if a plot plan is required. 2 These uses shall not be located on any parcel which is located within 1,000 feet of any school providing instruction in 12th grade or below, day care center, or youth center. 3 New fast food restaurants should not be located within 1,000 feet of another fast food restaurant. 4 New liquor stores shall not be located within 1,000 feet of another liquor store. 5 Only allowed for properties on Brookside Avenue, Cougar Way, Oak Valley Parkway, 11th Street, 8th Street, Beaumont Avenue, Pennsylvania Avenue, and Highland Springs Avenue.

Created: 2022-05-02 10:29:17 [EST]
(Supp. No. 6, Update 2)

6 Only allowed for properties on streets designated as Arterial Roadways or Connector Streets. 7 Bars and cocktail lounges are only allowed as a conditionally permitted accessory use in the M Zone, and if the primary business is an alcohol production facility, such as a brewery, winery, or spirits manufacturer.
8 Only allowed for properties fronting Western Knolls Avenue. ( Ord. No. 1128 , § 2(Exh. B), 12-1-2020; Ord. No. 1137 , § 4(Exh. A), 8-3-2021; Ord. No. 1141 , § 4(Exh. A), 10-5- 2021; Ord. No. 1142 , § 4(Exh. A), 10-19-2021)

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

17.19.120 Permitted uses for Downtown Base Zone Districts.

The permitted uses for the Base Zone Districts (identified in Section 17.19.040 through 17.19.090) are listed in Table 17.19-1.

Table 17.19-1
Permitted Land Uses for Base Zone Districts in Downtown

DMU BMU SSMU SSMU-R LC DMF
Administrative Professional Services
Administrative/Professional Offices P1 P P P P N
Advertising Agencies P1 P P P P N
Architectural/Engineering/Design Services P1 P P P P N Attorney/Legal Services P1 P P P P N
Business Management Services P1, 2 P P P P N
Government Offices and Facilities P1, 2 P3 P P P N Travel Agencies P P P P P N
Alcohol Service and Sales
Bars or Cocktail Lounges4 C C C C C N
Liquor Stores4, 5 C C C C C N
Restaurants with Alcoholic Beverage Sales C C C6 C6 C6 N Brewery or Distillery N N N N C N
Brewery, Distillery or other Alcoholic
Beverage Production with onsite sales,
tasting or consumption

C C C C C N
Automotive Services
Automobile, Motorcycle, Truck, and
Marine Craft Sales (New and Used)
N N P C6 P N
Automobile Parking Facilities C N C N P N
Automobile Rental Agencies N N C6 N P N
Automobile Repair Facilities N N C6 N C N
Body and Paint Shops N N N N C N
Car Wash N N C N C N
Gas/Service Stations N N C6 C6 C N
Limousine Services N N C N P N
Recharging Stations Allowed (P) in any area designed for the parking or loading of vehicles.

Tire Repair N N N N P N
Tire Store N N N N P N
Towing Services—With Indoor Vehicle
Service

N N N N C N
Towing Services—With Outdoor Vehicle
Storage

N N N N C N
Truck/Trailer Rentals N N N N C N
Communications Facilities
Wireless Telecommunication Facility—
Stealth

N N C N C N
Formatted: Font: 10 pt
Formatted: Font: 10 pt
Formatted: Font: 10 pt

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

Radio and Television Broadcasting Studios N N P1, 7 P1, 7 P N Recording and Sound Studios C1, 7 C1, 3 P1, 7 P1, 7 P N Satellite Dishes (Non-Private) P P P P P N
Satellite Dishes (Private Use) P P P P P P
Ham Radio Antennae (Private Use) P P P P P P
Day Care Facilities
Commercial Day Care Facilities (not in-
home)

N P P P C N
Day Care Centers, In Home—Small Family
with 1 to 6 Children (as an accessory use in
a residential unit)
P1 P P P P P
Day Care Centers, In Home—Large Family
with 7 to 12 Children (as an accessory use
in a residential unit)
C1 C C C C C
Educational Establishments
Elementary, Junior, and High
Schools/Private & Charter
C2 C C C C C
Elementary, Junior, and High
Schools/Public
C2 C P C C C
Colleges or University P2 N P1, 6 N P N
Tutoring & Testing P1, 7 P3 P7 P7 P N
Vocational and Trade Schools C1, 7 C1, 3 N N P N
Food and Beverage Sales
Bakeries P7 P3 P7 N P N
Catering Businesses P P3 P P P N
Convenience Markets P P3 P P P N
Grocery Stores/Supermarkets P P3 P P P N
Grocery Stores, Alcohol Sales P N P C P N
General Merchandise and Trade
Antique Sales P7 P3 P7 P P N
Appliances Sales P7 P3 P7 N P N
Art Galleries, Studios and Supplies P P3 P P P N
Beauty Supplies P P3 P P P N
Book and Magazine Sales P P3 P P P N
Building Materials with outdoor
sales/storage

N N N N C N
Camera and Photographic Supplies P P3 P P P N
Candy Stores P P3 P P P N
Cigar/Cigarette Shops4 P P3 P P P N
Clothing Stores P P3 P P P N
Department Stores P8, 9 N P P P N
Discount Stores N N N N P N
Electronic Equipment Sales P P3 P P P N
Equipment Sales and Rentals (indoor
storage only)

N N P N P N
Equipment Sales and Rentals (outdoor
storage)

N N C N C N

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

Florists P P3 P P P N
Freight Forwarding Services N N N N P N
Furniture and Home Furnishings P N C C P N
Garden Supply P7 P3 P7 P7 P N
Gifts, Crafts, and Novelties P P P P P N
Guns and Ammunition C N C N P N
Hardware Stores P7 P3 P7 P7 P N
Hobby, Toy and Game Stores P P3 P P P N
Indoor Swap Meets N N C5 C5 C N
Jewelry Sales and Repair P P P P P N
Leather Goods P P P P P N
Luggage Sales P P P P P N
Office Equipment, Furniture and Supplies
Sales
P7 P3 P7 P7 P N
Pet Sales and Supplies P7 N P7 P7 P N
Records, Tapes, and Videos P7 P3 P P P N
Retail, Other Specialty P7 P3 P P P N
Sporting Goods and Equipment P7 P3 P7 P7 P N
Surplus Stores P7 P3 P P P N
Thrift and Second-Hand Stores with
donation drop off

C C C C C N
Thrift and Second-Hand Stores without
donation drop off
P7 P3 P7 P7 P7 N
Variety Stores P7 P3 P7 P7 P N
Wholesale Establishments N N C C P N
Lodging
Bed and Breakfast Facilities P1 C C C P C
Emergency Shelters N N C C P N
Hotels and Motels P1 N P P P N
Residence Inns P1 N P P P N
Single-Room Occupant (SRO) Facilities P1 C P P N N Trailer Parks and Campsites N N N N N N
Transitional Housing P1 C P P N N
Medical/Health Care
Ambulance Services N N N N P N
Animal Hospitals/Veterinaries P2, 7, 9 N P P P N
Clinics P P P P P N
Convalescent Homes N N C C P N
Chemical Dependency Clinics N N N N C N
Hospitals N N N N P N
Medical/Dental Offices P1 P P P P N
Pharmacies P7 P3 P P7 P N
Pharmacies with Drive-Through N N C C P N
Personal Services
Banking, Credit Unions, Financial Services P P3 P P P N Barbers and Beauty Parlors P P P P P N
Check Cashing Services P N P P P N

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

Commercial Pet Grooming Services P N P P N P N
Dry Cleaners P P P P P N
Funeral Parlors, Mortuaries C2 N N C P N
Laundries, Laundromats N N C C6 P N
Locksmith and Key Shops P P P P P N
Massage Establishments P1 P P P P N
Pawnbrokers C N C C C N
Photocopying and Photo Developing
Services
P7 P3 P7 P7 P N
Photography Studios P P P P P N
Shoe Repair Shops P P P P P N
Tailors P P P P P N
Tattoo/Body Piercing Services N C C N C C C N
Public and Quasi-Public Uses
Community Recreation Centers P C P P P P
Cultural Facilities P C P P P N
Libraries P P P P P N
Museums P C C C P N
Parks P P P P P P
Public Safety Facilities P P P P P P
Senior Citizen Activity Centers P P P P P P
Public Parking Lots or Structures C C C C C N
Recreation and Entertainment
Adult-Oriented Businesses N N N N N N
Amusement Parks N N N N N N
Athletic Fields N N N N N N
Batting Cages, Indoor C2, 8 N C C6, 8 C N
Batting Cages, Outdoor N N N N C N
Billiard and Pool Halls C N C C N C N
Bowling Alleys C2 N C C P N
Commercial Sports Facilities N N C C C N
Dance Studios C N C C N C N
Golf Driving Ranges N N N N N N
Health Clubs and Gymnasiums C7 C3 C6, 7 C6, 7 C N Miniature Golf Courses N N N N C N
Off-Road Mini-Bike and Motocross Courses N N N N N N Public Auditorium/Auditoriums C N C C C N
Shooting Ranges (indoor) N N C N N N
Skating Rinks N N C C P N
Video Arcades C C N N C N
Recycling
Collection Facilities N N N N C N
Processing Facilities N N N N C N
Religious Institutions
Churches C C P P C C
Monasteries, Convents, or Similar Religious
Quarters

C C P P C C

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

Repair Services
Electrical and Household Appliances Repair N N C C P N Furniture Refinishing N N N N P N
Furniture Reupholstering N N N N P N
Lawnmower Repair/Sales Shops N N C N P N
Machine Shops N N N N C N
Welding Shops N N N N C N
Residential Uses
Accessory Guest Houses P P P P N P
Accessory Dwelling Units P P P P N P
Boarding or Rooming Houses C N C C N C
Caretaker's Unit P P P P P P
Congregate Care Facilities N N C C P C
Day Care Centers, Small Family—1 to 8
Children
P1 P P P N P
Day Care Centers, Large Family—7 to 14
Children
P1 P P P N P
Duplexes P P P P N P
Group or Community Care Facilities—6 or
fewer persons
P1 P P P P P
Group or Community Care Facilities—7 or
more persons
C1 C C C C C
Home Occupation Businesses P P P P N P
Mobile Home Parks N N N N C N
Mobile Home or Manufactured Housing
Units Single Lot

N P N N N P
Multiple-Family, Apartments &
Condominiums
P1,10 N P10 P10 N P10
Planned Residential Developments P P P P N P
Senior Housing Developments P P P P N P
Single-Family Dwellings N P10 N N N P10
Restaurants
Delicatessens P P P P P N
Fast-Food Restaurants—Without a Drive-
Through4, 11

P P P P P N
Fast-Food Restaurants—With a Drive-
Through4, 11

N N C C P N
Sit-Down Restaurants P C P5 P5 P N
Sit-Down Restaurant with live
entertainment
C C C5 C5 C5 N
Restaurant, serving alcohol See Alcohol Sales, Restaurants with Alcoholic Beverage Sales Philanthropic and Charitable Institutions P C P P P N Service Organizations P C P P P N
Temporary Uses
Street/Craft Fairs and Farmers' Markets—
Ongoing
C12 C12 C12 C12 C12 N

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

Temporary Structures (Subdivision sales
Office)
P12 P12 P12 P12 P12 N
Christmas Tree/Pumpkin Lots, and Similar,
Not Exceeding 30 Days
P12 P12 P12 P12 P12 N
Outdoor Displays C C C C C N
Parking Lot Sales P P P P P N
Amusement Enterprises C12 C12 C12 C12 C12 N
Transportation Facilities
Bus Passenger Terminals N N C N C N
Charter Bus Companies N N C N C N
Motor Vehicle Transportation
(Taxi/Shuttle)

N N C C C N
Truck Stops and Terminals N N N N C N
Utilities
Public Utility/Service Structures N N N N N N
Sewage Disposal Facilities/Waste Transfer N N N N N N Utility Company Offices P1, 7 P1, 3 P1, 7 P1, 7 P N Water Storage, Distribution, and Collection
Facilities

N N N N N N
Public Storage Facilities N N N N N N
Wind Energy Conversion Systems See 17.11.140

N = Not Permitted
P = Permitted
C = Conditionally Permitted
A = Permitted as an Accessory Use
Footnotes:
1 Use is allowed only on upper floor locations on parcels fronting 6th Street and Beaumont Avenue. Limited lobby or entry areas are allowed on the ground floor.
2 Use is not allowed on parcels fronting 6th Street and Beaumont Avenue unless approved by the Planning Commission through the Conditional Use Permit process.
3 Use is limited to 2,500 square feet unless approved by the Planning Commission through the Conditional Use Permit process.
4 These uses shall not be located on any parcel which is located within 1,000 feet of any school providing instruction in 12th grade or below, day care center, or youth center unless approved by the Planning Commission through the Conditional Use Permit process.
5 New liquor stores shall not be located within 1,000 feet of another liquor store. 6 Must comply with step back standards (Figure 17.19-2) and setbacks per zone if adjacent to single family residential use. Performance standards per Chapter 17.04 apply. 7 Use is limited to 5,000 square feet unless approved by the Planning Commission through the Conditional Use Permit process.

Created: 2022-05-02 10:29:21 [EST]
(Supp. No. 6, Update 2)

8 Use is limited to 10,000 square feet unless approved by the Planning Commission through the Conditional Use Permit process.
9 CUP required if proposed use is larger than 10,000 square feet. 10 A Live/work unit is only permitted in the primary structure. 11 New fast -food restaurants should not be located within 1,000 feet of another fast- food restaurant. 12 Temporary Use Permit required.
( Ord. No. 1128 , § 2(Exh. B), 12-1-2020; Ord. No. 1141 , § 5(Exh. A), 10-5-2021)

Staff Report

TO: City Council
FROM: Kyle Warsinski, Economic Development Manager
DATE November 1, 2022
SUBJECT: Award a Professional Services Agreement to GHD, Inc. in an Amount Not to Exceed $274,758 for the Preparation of a Downtown Beaumont Revitalization Plan

Description: Consideration of an Agreement with GHD Inc. for the Preparation of a Downtown Beaumont Revitalization Plan in an amount not to exceed $274,758.

Background and Analysis:

The “Downtown Beaumont" area has been the core of the City of Beaumont since the City's founding in 1912. Downtown was the commercial hub of the "Balanced City" which was partially lost when the Interstate system was constructed in 1964. The area thrived for many years; however as new development patterns emerged in the post war era, “downtowns” started to lose favor with the public across the country. With the new suburban development patterns taking hold, downtowns began to suffer. Later, programs to revitalize downtown areas began. Downtown Beaumont was identified as a portion of the Redevelopment Project area as a response to the deteriorating conditions in the area during the 1960's and 1970's.

The City of Beaumont has been engaged in a variety of revitalization efforts in the downtown since the mid-1990s, including Redevelopment Agency efforts, the development of affordable housing sites, City sponsored landscaping and maintenance services, and the introduction of special events. The City sponsored a Facade Improvement Program in 2008 and is looking to reintroduce the program in the future along with a Downtown Signage Program.

The City of Beaumont’s Economic Development Strategic Plan (EDSP) was approved in August 2020 and provides a blueprint for attracting targeted new development and business investment, creating jobs, and contributing to the City’s long-term fiscal health.

The plan identifies key industries to be the focus of Beaumont’s business retention, expansion, and attraction efforts and includes action on closely related issues such as infrastructure, land use and workforce development.

One of the key action items within the EDSP is real estate development and revitalization. The action item calls for marketing key opportunity sites throughout the City and to create incentives for redevelopment and revitalization of old er properties within the City. The strategic plan specifies work to be done to further the goals and priorities in the 2019 General Plan update related to the Downtown Area Plan. The plan paints a clear picture of the future heart for the city, offering economic diversity, a range of housing and cultural opportunities, all in a pedestrian friendly mixed -use setting. The General Plan priority reads as follows:

Create a Vibrant Downtown. Downtown is a vital anchor of the community, housing many civic and historical buildings and a diverse mix of uses. The City understands the importance of coordinating investments and land use planning decisions to support the redevelopment of Downtown. The City will implement strategies to reduce existing vacancies and promote a mix of active uses and a variety of retail and housing.

Downtown development will encourage human scale design that supports pedestrian activity, including an improved pedestrian experience, multi-modal streets, and adequate density to create a sense of place.

To help achieve these goals and vision, staff solicited proposals for a consultant to assist the City in developing a new implementation document for the Council’s vision of the downtown commercial core. The plan will build on the vision set in the General Plan and strategies laid out in the EDSP and create a more granular and comprehensive planning picture with market-relevant development types and opportunity sites. The plan will be transformative while accomplishing multiple goals:

 Analyzing and fully understanding the physical environment, regulatory needs, City objectives, and citizen and stakeholder desires.
 Establishing specific development goals, strategies and an implementation plan, with corresponding timing, anticipated costs, and potential funding sources for each implementation action.
 Outlining strategies for business attraction, retention, and expansion.  Conceiving of strategies to incentivize and encourage area development.  Provide critical guidance on enhancing the physical form of the downtown environment through urban elements like streetscape improvements, building prototypes, and updated design requirements.

On August 10, 2022, the City published an Request for Proposal (RFP) for the selection of a qualified firm to provide professional services for the preparation of a Downtown Beaumont Revitalization Plan. The RFP posting was viewed by 68 firms, and the actual RFP document was downloaded by 53 firms. On or before the submittal due date of September 15, 2022, the City received four (4) proposals from qualified firms.

A review team reviewed and scored the proposals, and all four (4) firms were invited for an initial round of interviews. Upon completion of those interviews, the review team narrowed down the list to two (2) firms, who participated in a second round of interviews. Following the completion of the second interviews and review by the RFP sub-committee, the review team selected one firm to move forward with in contract negotiations.

Firm Proposal Avg Interview 1 Avg Interview 2 Avg Price GHD 92.33 89 94 $ 274,758.00
SWA 89.67 82 86 $ 275,000.00

Downtown Beaumont Revitalization Plan

GHD Inc., proposed an approach to provide the scope of services for the Downtown Beaumont Revitalization Plan as detailed in the attached proposal (Attachment A).

Some highlights of the firm’s approach:

 Approach grounded in collaboration, resulting in a “narrative driven” list of key and priority projects, where stakeholders’ input is tied to projects and design decisions, rather than an outreach or summary goals chapter.  Web-based surveys, in-person stakeholder workshops, and workshops with Economic Development Committee, Planning Commission, and City Council.  Focus on investible places and projects.
o Project prototypes and public improvement projects
 Utilize “developer’s perspective” to shape picture of realistic development .  Streetscape design and common branding to create area to serve as the heart of the community.
 Create a clear implementation plan with action steps for short-term, mid-term, and long-term goals.

The request for proposal detailed two optional tasks, which should be detailed separately from the standard scope of services and such costs identified separately from the base price of the revitalization plan.

Optional Task A: Downtown Signage Program

GHD proposes the following under this task:
 Prepare downtown branding and identity options with 3 logos and 3 naming options.

 Signage location map with examples of typical sign types.  Prepare order-of-magnitude probable costs for initial installation.  Include sign program chapter into revitalization plan, including sign location plan, kit-of-parts elevations by sign types (8 types), and conceptual sign message schedule.

Optional Task B: Architecture Design Guidelines

GHD proposes the following under this task:
 Architectural Purpose, Context, and Regional Historic Background,  Overview of focused styles/languages and intended district character ,  Photo-based callout of key elements that embody established styles,  Architectural form guidelines including massing articulation, corners, façade/elevations with examples from each focused style , and  Architectural detail guidelines including lighting, signage, materials, shade - elements, and windows with examples from each focused style.

Fiscal Impact:

GHD’s proposal is broken down as follows:

Base Bid: $ 239,690 Reimbursable Expenses: $
Optional Task: Downtown Sign Program $ 13,902
Optional Task: Design Guidelines $ 21,166
Total Costs: $ 274,758

The cost proposal submitted by GHD is $274,758 for the scope of services as defined in the RFP. This project is included in the Economic Development Department FY2022-23 budget allocation of $300,000 for contract services (account number 100-1235-7068- 0000).

Staff estimates the cost to issue and process the RFP to be $275 for legal services, $5,625 in staff time and overhead costs, totaling an estimated cost of $5,900.

Recommended Action:

Award a Professional Services Agreement with GHD Inc. for the preparation of the Downtown Beaumont Revitalization Plan in an amount not to exceed $274,758.

Attachments:

A. Professional Services Agreement with Proposal
B. Request for Proposal – Downtown Beaumont Revitalization Plan

1 AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR

THIS AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the 1st day of November, 2022, by and between the CITY OF BEAUMONT (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and GHD, Inc., a corporation whose address is 320 Goodard, Suite #200, Irvine, CA 92618 (“CONTRACTOR”).

RECITALS

This Agreement is entered into on the basis of the following facts, understandings and intentions of the parties to this Agreement:

A. CITY desires to engage CONTRACTOR to provide professional services for the preparation of a Downtown Beaumont Revitalization Plan; and

B. CONTRACTOR has made a proposal (“Proposal”) to the CITY to provide such professional services, which Proposal is attached hereto as Exhibit “A”; and

C. CONTRACTOR agrees to provide such services pursuant to, and in accordance with, the terms and conditions of this Agreement, and represents and warrants to CITY that CONTRACTOR possesses the necessary skills, licenses, certifications, qualifications, personnel and equipment to provide such services.

AGREEMENT

NOW, THEREFORE, in consideration of the foregoing Recitals and mutual covenants contained herein, CITY and CONTRACTOR agree as follows:

1. Term of Agreement. This Agreement is effective as of the date first above written and shall continue until terminated as provided for herein. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate after one (1) year unless extended by the parties with the approval of the City Council of the CITY.

2. Services to be Performed. CONTRACTOR agrees to provide the services (“Services”) as follows: Preparation of a Downtown Beaumont Revitalization Plan per Exhibit “A” and any other services which the City may request in writing. All Services shall be performed in the manner and according to the timeframe set forth in the Proposal. CONTRACTOR designates Jonathan Linkus and Charles Smith as CONTRACTOR’S professionals responsible for overseeing the Services provided by CONTRACTOR.

3. Associates and Subcontractors. CONTRACTOR may, at CONTRACTOR’s sole cost and expense, employ such competent and qualified independent associates, subcontractors and consultants as CONTRACTOR deems necessary to perform the Services; provided, however, that CONTRACTOR shall not subcontract any of the Services without the written consent of CITY.

2 4. Compensation.

4.01 CONTRACTOR shall be paid at the rates set forth in the Proposal and shall not increase any rate without the prior written consent of the CITY. Notwithstanding anything in this Agreement to the contrary, total fees and charges paid by CITY to CONTRACTOR under this Agreement for full completion of the services outlined in the Proposal shall not exceed the amount of Two Hundred Seventy-Four Thousand, Seven Hundred Fifty-Eight Dollars. ($274,758).

4.02 CONTRACTOR shall not be compensated for any Services rendered nor reimbursed for any expenses incurred in excess of those authorized unless approved in advance by the CITY, in writing.

4.03 CONTRACTOR shall submit to CITY, on or before the fifteenth (15th) of each month, itemized invoices for the Services rendered in the previous month. The CITY shall not be obligated to pay any invoice that is submitted more than sixty (60) days after the due date of such invoice. CITY shall have the right to review and audit all invoices prior to or after payment to CONTRACTOR. This review and audit may include, but not be limited to CITY’s:

a. Determination that any hourly fee charged is consistent with this Agreement's approved hourly rate schedule;
b. Determination that the multiplication of the hours billed times the approved rate schedule dollars is correct;
c. Determination that each item charged is the usual, customary, and reasonable charge for the particular item. If CITY determines an item charged is greater than usual, customary, or reasonable, or is duplicative, ambiguous, excessive, or inappropriate, CITY shall either return the bill to CONTRACTOR with a request for explanation or adjust the payment accordingly, and give notice to CONTRACTOR of the adjustment.

4.04 If the work is satisfactorily completed, CITY shall pay such invoice within thirty (30) days of its receipt. Should CITY dispute any portion of any invoice, CITY shall pay the undisputed portion within the time stated above, and at the same time advise CONTRACTOR in writing of the disputed portion.

5. Obligations of CONTRACTOR.

5.01 CONTRACTOR agrees to perform all Services in accordance with the terms and conditions of this Agreement and the Proposal. In the event that the terms of the Proposal shall conflict with the terms of this Agreement, or contain additional terms other than the Services to be rendered and the price for the Services, the terms of this Agreement shall govern and said additional or conflicting terms shall be of no force or effect.

5.02 Except as otherwise agreed by the parties, CONTRACTOR will supply all personnel, materials and equipment required to perform the Services. CONTRACTOR shall provide its own offices, telephones, vehicles and computers and set its own work hours. CONTRACTOR will determine the method, details, and means of performing the

3 Services under this Agreement.

5.03 CONTRACTOR shall keep CITY informed as to the progress of the Services by means of regular and frequent consultations. Additionally, when requested by CITY, CONTRACTOR shall prepare written status reports.

5.04 CONTRACTOR is responsible for paying, when due, all income and other taxes, fees and withholding, including withholding state and federal taxes, social security, unemployment and worker’s compensation, incurred as a result of the compensation paid under this Agreement. CONTRACTOR agrees to indemnify, defend and hold harmless CITY for any claims, costs, losses, fees, penalties, interest, or damages suffered by CITY resulting from CONTRACTOR’s failure to comply with this provision.

5.05 In the event CONTRACTOR is required to prepare plans, drawings, specifications and/or estimates, the same shall be furnished in conformance with local, state and federal laws, rules and regulations.

5.06 CONTRACTOR represents that it possesses all required licenses necessary or applicable to the performance of Services under this Agreement and the Proposal and shall obtain and keep in full force and effect all permits and approvals required to perform the Services herein. In the event CITY is required to obtain an approval or permit from another governmental entity, CONTRACTOR shall provide all necessary supporting documents to be filed with such entity.

5.07 CONTRACTOR shall be solely responsible for obtaining Employment Eligibility Verification information from CONTRACTOR’s employees, in compliance with the Immigration Reform and Control Act of 1986, Pub. L. 99-603 (8 U.S.C. 1324a), and shall ensure that CONTRACTOR’s employees are eligible to work in the United States.

5.08 In the event that CONTRACTOR employs, contracts with, or otherwise utilizes any CalPers retirees in completing any of the Services performed hereunder, such instances shall be disclosed in advance to the CITY and shall be subject to the CITY’s advance written approval.

5.09 Drug-free Workplace Certification. By signing this Agreement, the CONTRACTOR hereby certifies under penalty of perjury under the laws of the State of California that the CONTRACTOR will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code, Section 8350 et seq.) and will provide a drug- free workplace.

5.10 CONTRACTOR shall comply with all applicable local, state and federal laws, rules, regulations, entitlements and/or permits applicable to, or governing the Services authorized hereunder.

6. Insurance. CONTRACTOR hereby agrees to be solely responsible for the health and safety of its employees and agents in performing the Services under this Agreement and shall comply with all laws applicable to worker safety including but not limited to Cal-OSHA.

4 Therefore, throughout the duration of this Agreement, CONTRACTOR hereby covenants and agrees to maintain insurance in conformance with the requirements set forth below. Attached hereto as Exhibit “B” are copies of Certificates of Insurance and endorsements as required by Section 7.02. If existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so.

CONTRACTOR shall provide the following types and amounts of insurance:

6.01 Commercial general liability insurance in an amount of not less than $1,000,000 per occurrence and $2,000,000 in the aggregate; CONTRACTOR agrees to have its insurer endorse the general liability coverage required herein to include as additional insured’s CITY, its officials, employees and agents. CONTRACTOR also agrees to require all contractors and subcontractors to provide the same coverage required under this Section 6.

6.02 Business Auto Coverage in an amount no less than $1 million per accident.

If CONTRACTOR or CONTRACTOR’s employees will use personal autos in performance of the Services hereunder, CONTRACTOR shall provide evidence of personal auto liability coverage for each such person.

6.03 Workers’ Compensation coverage for any of CONTRACTOR’s employees that will be providing any Services hereunder. CONTRACTOR will have a state-approved policy form providing statutory benefits as required by California law. The provisions of any workers’ compensation will not limit the obligations of CONTRACTOR under this Agreement. CONTRACTOR expressly agrees not to use any statutory immunity defenses under such laws with respect to CITY, its employees, officials and agents.

6.04 Optional Insurance Coverage. Choose and check one: Required _X_ /Not Required ___; Errors and omissions insurance in a minimum amount of $2 million per occurrence to cover any negligent acts or omissions committed by CONTRACTOR, its employees and/or agents in the performance of any Services for CITY.

7. General Conditions pertaining to Insurance Coverage

7.01 No liability insurance coverage provided shall prohibit CONTRACTOR from waiving the right of subrogation prior to a loss. CONTRACTOR waives all rights of subrogation against CITY regardless of the applicability of insurance proceeds and shall require all contractors and subcontractors to do likewise.

7.02. Prior to beginning the Services under this Agreement, CONTRACTOR shall furnish CITY with certificates of insurance, endorsements, and upon request, complete copies of all policies, including complete copies of all endorsements. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf.

7.03. All required policies shall be issued by a highly rated insurer with a minimum A.M. Best rating of “A:VII”). The insurer(s) shall be admitted and licensed to do business in California. The certificates of insurance hereunder shall state that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except

5 after thirty (30) days' prior written notice has been given to CITY.

7.04 Self-insurance does not comply with these insurance specifications.

CONTRACTOR acknowledges and agrees that that all insurance coverage required to be provided by CONTRACTOR or any subcontractor, shall apply first and on a primary, non- contributing basis in relation to any other insurance, indemnity or self-insurance available to CITY.

7.05 All coverage types and limits required are subject to approval, modification and additional requirements by CITY, as the need arises. CONTRACTOR shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect CITY’s protection without CITY’s prior written consent.

7.06 CONTRACTOR agrees to provide immediate notice to CITY of any claim or loss against CONTRACTOR or arising out of the Services performed under this Agreement. CITY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve CITY.

8. Indemnification.

8.01 CONTRACTOR and CITY agree that CITY, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, reasonable attorneys’ fees, litigation costs, defense costs, court costs or any other costs to the extent caused by negligent acts, errors, or omissions in the performance of this Agreement by CONTRACTOR or any subcontractor or agent of either as set forth herein. Accordingly, the provisions of this indemnity are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to CITY. CONTRACTOR acknowledges that CITY would not enter into this Agreement in the absence of the commitment of CONTRACTOR to indemnify and protect CITY as set forth herein.

a. To the fullest extent permitted by law, CONTRACTOR shall defend, indemnify and hold harmless CITY, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, damages or costs of any kind, actual attorneys’ fees incurred by CITY, court costs, interest, defense costs, including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred to the extent caused by Contractors negligence acts, errors, omissions or willful misconduct in the the performance of this Agreement. CONTRACTOR’s obligation to defend, indemnify and hold harmless shall include any and all claims, suits and proceedings in which CONTRACTOR (and/or CONTRACTOR’s agents and/or employees) is alleged to be an employee of CITY. All obligations under this provision are to be paid by CONTRACTOR as they are incurred by CITY.

b. Without affecting the rights of CITY under any provision of this

6 Agreement or this Section, CONTRACTOR shall not be required to indemnify and hold harmless CITY as set forth above for liability attributable solely to the fault of CITY, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.

c. CONTRACTOR shall have no duty to provide or to pay for an up- front defense against unproven claims or allegations, but shall promptly reimburse CITY for reasonable attorney’s fees and costs of suit actually incurred by CITY in defense of those claims which are determined in the final judgment to have been caused by CONTRACTOR’s negligent act or negligent error or omission.

9. Additional Services, Changes and Deletions.

9.01 In the event CONTRACTOR performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of CITY, CONTRACTOR shall not be compensated for such services.

CONTRACTOR expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the CITY in writing.

9.02 CONTRACTOR shall promptly advise the City Manager and Finance Director of CITY as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the CITY and/or City Council.

10. Termination of Agreement.

10.01 Notwithstanding any other provision of this Agreement, CITY, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days’ written notice to CONTRACTOR.

10.02 In the event of termination, the payment of monies due CONTRACTOR for undisputed Services performed prior to the effective date of such termination shall be paid within thirty (30) business days after receipt of an invoice as provided in this Agreement.

Immediately upon termination, CONTRACTOR agrees to promptly provide and deliver to CITY all original documents, reports, studies, plans, specifications and the like which are in the possession or control of CONTRACTOR and pertain to CITY.

11. Status of CONTRACTOR.

11.01 CONTRACTOR shall perform the Services in CONTRACTOR’s own way as an independent contractor, and in pursuit of CONTRACTOR’s independent calling, and not as an employee of CITY. However, CONTRACTOR shall regularly confer with CITY’s City Manager as provided for in this Agreement.

11.02 CONTRACTOR agrees that it is not entitled to the rights and benefits

7 afforded to CITY’s employees, including disability or unemployment insurance, workers’ compensation, retirement, CalPers, medical insurance, sick leave, or any other employment benefit. CONTRACTOR is responsible for providing, at its own expense, disability, unemployment, workers’ compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors.

11.03 CONTRACTOR hereby specifically represents and warrants to CITY that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of CITY and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the CITY is located. Further, CONTRACTOR represents and warrants that the individual signing this Agreement on behalf of CONTRACTOR has the full authority to bind CONTRACTOR to this Agreement.

12. Ownership of Documents; Audit.

12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties and all other documents of any kind or nature prepared, developed or obtained by CONTRACTOR in connection with the performance of Services performed for the CITY shall become the sole property of CITY, and CONTRACTOR shall promptly deliver all such materials to CITY upon request. At the CITY’s sole discretion, CONTRACTOR may be permitted to retain original documents, and furnish reproductions to CITY upon request, at no cost to CITY.

12.02 Subject to applicable federal and state laws, rules and regulations, CITY shall hold all intellectual property rights to any materials developed pursuant to this Agreement. CONTRACTOR shall not such use data or documents for purposes other than the performance of this Agreement, nor shall CONTRACTOR release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of CITY.

12.03 CONTRACTOR shall retain and maintain, for a period not less than four years following termination of this Agreement, all time records, accounting records and vouchers and all other records with respect to all matters concerning Services performed, compensation paid and expenses reimbursed. At any time during normal business hours and as often as CITY may deem necessary, CONTRACTOR shall make available to CITY’s agents for examination all of such records and shall permit CITY’s agents to audit, examine and reproduce such records.

13. Miscellaneous Provisions.

13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by CONTRACTOR for CITY and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any

8 manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties.

13.02 CONTRACTOR shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of CITY. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement.

13.03 CONTRACTOR shall timely file FPPC Form 700 Conflict of Interest Statements with CITY if required by California law and/or the CITY’s conflict of interest policy.

13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, in addition to any other relief to which that party may be entitled.

13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California.

13.06 CONTRACTOR covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder.

CONTRACTOR further covenants that in the performance of this Agreement, no person having such interest shall be employed by it as an officer, employee, agent, or subcontractor.

13.07 CONTRACTOR has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflicts of interest of public officers and employees. CONTRACTOR agrees that they are unaware of any financial or economic interest of any public officer or employee of the CITY relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the CITY may immediately terminate this Agreement by giving notice thereof. CONTRACTOR shall comply with the requirements of Government Code section 87100 et seq. and section 1090 in the performance of and during the term of this Agreement.

13.08 Improper Consideration. CONTRACTOR shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the CITY in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by CITY. The CITY, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the CITY with respect to the proposal and award process of this Agreement or any CITY contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any CITY contract has been awarded. CONTRACTOR shall

EXHIBIT “A”

PROPOSAL

(insert behind this page)

DOWNTOWN BEAUMONT REVITALIZATION PLAN
City of Beaumont
15 September 2022 The Power of Commitment
RFP Professional Services for

September 15, 2022

Kyle Warsinski – Economic Development Manager
City of Beaumont 550 E. 6th Street
Beaumont, CA 92223

RE: Proposal for Downtown Beaumont Revitalization Plan

Dear Mr. Warsinski:

GHD Inc. (GHD), a global planning, environmental services and engineering firm, supported by sub-consultant, L.S. Congleton & Associates, a respected real estate research and consulting company with 35+ years of downtown consulting expertise, is pleased to present this proposal to prepare planning and economic development goalposts, strategies, and implementation action steps for the Downtown Beaumont Revitalization Plan (DBRP). Our team will prepare an implementation plan that serves as a doable, action-oriented plan for your Management Team, resulting in tangible, economically feasible and forward-thinking revitalization efforts.

Over many years, Downtown Beaumont has been the unfortunate victim of competition from big box retail centers along I-10, as well as from new, suburban-serving shopping centers.

Even before the COVID-19 pandemic, the City’s 2019 Beaumont Economic Development Strategic Plan identified the “Lack of an attractive downtown” as one of Beaumont’s Potential Threats and Barriers to Economic Progress (page 5). Post-pandemic, many small businesses in Southern California downtown locations have had tough times recovering revenues, maintaining staff, and are struggling with an uncertain future impacted by inflation, high energy prices, and housing affordability.

Within this context, Downtown Beaumont stands at a critical juncture in setting forth an actionable plan for its future revitalization. While the City has experienced impressive residential growth in recent years, the Downtown Area still needs creative, innovative solutions to turn existing conditions into a vibrant, pedestrian-oriented downtown that encourages local shopping, dining, and business investment.

The City recently prepared a Downtown Vision Area Plan that provides stated guiding principles, goals and policies. A Downtown Revitalization Plan will build upon this Vision Plan and help guide the City Management to determine what redevelopment implementation steps are feasible based on today’s market conditions, timing and financing issues, anticipated costs, and funding sources. Today’s challenging times require practical strategies, real-world 320 Goddard, Suite 200
Irvine, CA 92618
United States
www.ghd.com

solutions, and City planning tools that are workable for residents, businesses, and developers— and implementable within a reasonable time frame.

The GHD team is highly experienced in providing economic implementation strategies and development plans that result in achievable, successful, residential and commercial projects. In contrast to many implementation plans which are written but rarely used, our team has in-depth experience producing action-oriented plans and programs that appeal to public agencies, local businesses, residents, visitors, and other stakeholders. We are highly sensitive to the real-world needs of thriving communities, directing work products that result in actual, built, and occupied projects. We also provide grant writing assistance to help secure project funding.

Our Southern California-based team is eager to collaborate with the City on this project. Project Manager, Jonathan Linkus, AICP, LEED AP, emphasizes thoughtful client and stakeholder inclusion, graphical storytelling, and strategic, urban solutions for novel downtown concepts. His approach has garnered ten regional, state, and national planning awards as lead planner or planning project manager. Real estate consultant, Linda S. Congleton (MBA) of L.S. Congleton & Associates (LSCA), has specialized expertise in national, Downtown shopping, mixed-use districts. Founded in 1984, LSCA’s past assignments include about 50 Downtown public and private projects in California, out-of-state, and abroad. Unlike many public sector economic/feasibility consulting firms, LSCA’s dual in-depth experience working also with private-sector retail/dining businesses and mixed-use urban developers, brings invaluable assistance to City Management staff desiring market-oriented, thriving businesses.

GHD’s Project Director and environmental lead, Charles Smith, AICP, LEED AP, has over 30 years of experience leading CEQA analyses for projects throughout southern California, including the recent City of Twentynine Palms Downtown Specific Plan.

In sum, the GHD team offers the City award winning expertise in planning, economically feasible real estate advisement, civil engineering and transportation, environmental review, and grant funding, all under the roof of one of the world’s most respected consulting firms. These strengths will prove invaluable in assisting the City’s efforts in implementing a DBRP process with attention to cost, schedule, and community interest. We enthusiastically look forward to the opportunity to work with the City. Should you have any questions regarding this proposal, please contact our project manager, Jonathan Linkus (949) 585-5265, [email protected]. Sincerely,

Charles Smith AICP, LEED AP Jonathan Linkus AICP, LEED AP Project Director Project Manager 949.585.5257 949.585.5265 [email protected] [email protected]

Contents
A. Cover Letter
B. Introduction & Understanding 1
C. GHD Project Approach 3
D. Firm Profile 5
E. Firm Experience/Qualifications 6
F. Location of Principal Office 6
G. Proposed Team 7
H. References 8
I. Scope of Services 9
J. Project Schedule 24
K. Cost Proposal (Separate Envelope) 25
L. Current/Outstanding Contracts 25
N. Professional Liability Insurance 25
Appendices
Appendix A: Project Experience
Appendix B: Resumes

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 1

B. Introduction & Understanding
The City of Beaumont (the City) proposes to develop a Downtown Beaumont Revitalization Plan (DBRP) for areas identified at the heart of this rapidly growing community. Beaumont’s potential downtown is located along the 6th Street corridor which includes two subdistricts called the “Downtown District” and the “Extended Sixth Street District”; Downtown also includes a north- south corridor called the “Beaumont Avenue District”.

Statement of Understanding
Types of Services: Overview and a Comprehensive Plan A Downtown Vision was established in December 2020 as Chapter 11 – Beaumont Downtown Area Plan of the City’s General Plan. It paints a clear picture of a future heart for the city, offering economic diversity, a range of housing and cultural opportunities, all in a pedestrian friendly mixed-use setting. Instrumental to this Area Plan are the Mixed-Use and Residential multifamily zone districts that feature an added Active Ground Use frontage requirement from California Ave to the landscaped Palm Ave.

This and more walkable landscaped street sections serve Guiding Principles that emphasize vibrancy (human activity), retail presence (mixed use especially), and infill growth (capturing the City’s significant annual housing unit absorption).

The goal of the new Downtown Revitalization Plan is to build on this, as well as the economic development work, and plug that work into to a more granular and comprehensive planning picture with market-relevant development types and opportunity sites specified. The plan should be additive, with it’s own development goals, strategies, and rough-costed implementation plan that encourages the development in each of those sites.

Types of Services: Economic Development and Strategies for Prototypes Economic development details required for this DBRP include measurable economic development targets, and a site-by-site strategy for business attraction, retention, or expansion. The DBRP will clarify the highest and best use development prototypes for each opportunity site, provide architectural prototype examples, image-driven
architectural guidelines, and show plan concepts for
streetscape improvements that fulfill the intent of the sections in the Downtown Area Plan.

This pairing of prototype examples and economic
development strategies will be facilitated by placing our Economics consultant LSCA as a forward stakeholder- facing listener who will speak the language of property owners and developers. A generalized massing model of the relevant prototypes, and a fresh top-down layout for potentially more aggressive streetscape improvements on 6th and Beaumont Aves will provide the City a market-tested vision for the future Downtown.

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 2

The City desires this Revitalization Plan to serve as an active guidebook for retail retention and recruitment, as well as committed incentives targeted to reduce catalogued barriers to entry for those new retail or workplace business. Other key guidance will include input on a Downtown Business Association, including the goals and approach to regular Downtown business meetings. This strategic plan aspect of the DBRP, in essence, will shape conversations and cooperation with the business community.

Types of Services: Emphasis on Communication and Consensus A defining characteristic of this project for the GHD Team is a desire to develop consensus around the business attraction strategies and capital improvements list. This will be achieved by presenting desirable small downtown precedents alongside real estate prototype findings discussed in public workshops, as well as in meetings with Economic Development, the Planning Commission, and City Council. Confirming and unveiling both a refined development picture and a more finalized outline of revitalization strategies in a second round with all parties will ensure the plan is implementable and effective in the eyes of all at the table.

The GHD Team understands that the City is satisfied with the Downtown Area Plan and Economic Development Strategic Plan as frameworks that give overall structure to the Downtown Vision and key projects such as the Beaumont Civic Plaza, Park-Once Projects with public parking facilities and a parking in-lieu fee system, an online inventory of shovel ready sites, and permitting process streamlining efforts. The GHD Team’s DBRP will draw up more detailed content for these above items and start those conversations through it’s one-on-one and workshop style stakeholder interactions.

Meeting Objectives by Leading with Story
Lastly, the GHD Team is led by planners trained in an architecture background, accompanied by transportation planners that use highly visual design tools and are knowledgeable in community planning and geography. Our economics and market consultant also stands out by appreciating the viewpoints, human element, and unique lifestyle elements of specific communities. Therefore, the GHD Team is especially understanding of the importance of telling a story tied to a visualized future. Our team will build this DBRP as a highlight visual stand-alone document that appeals to the development community with personal stories that grow from community history. Our team is prepared to include key downtown perspective illustrations prepared by the locally based planning team (in-house) which can be used internally and externally which show how the future buildout, streetscape, and overall economic development strategy come together for a vibrant future in Beaumont.

The GHD Team primary point-of-contact, lead planner, and project manager will be:

Jonathan Linkus, AICP LEED AP Direct Contact: 1-949-585-5265 | [email protected]

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C. GHD Project Approach
Planning for Implementation and Usability The GHD Team’s approach to the Downtown Beaumont Revitalization Plan will uniquely feature site-specific economic development strategies and small achievable site-related public realm solutions. This 16-page scope was written from scratch to uniquely:
 Lead with Economic Intelligence, which will allow “developer’s perspective” to shape our picture of realistic development.  Focus on Investible Places and Projects, where each Opportunity Site includes a site plan of a viable prototype accompanied by a plan view of public improvements ready for further CIP/BID workup. GHD suggests the Revitalization plan document be organized in this way to complement the Downtown Area Plan in Chapter 11 of the General Plan. Action items will be catalytic in their prioritization and site specificity.  Imagine a Heart for the Community, conveyed in this document through Streetscape and Identity driven designs with a common brand born of Beaumont’s stand-out characteristics in the region.
 Communicate to Collaborate so that all stakeholders can register their input and see it’s influence on an iterative and evolving revitalization plan. This is especially important to Beaumont’s small close-knit community. The GHD Team remain flexible and receptive to each review round through the public and internal City workshops that define each design-cycle in this scope.

Our proposed GHD Team is broad in expertise but will provide integrated solutions that meld public realm, mobility, land use, and wayfinding systems into wholistic “investible places”. A potential developer will see these projects as “yessible” commitments they find attractive and ready-baked. In GHD’s integrated model, planners, economists, and engineers work on the same problem in the same space to transcend disciplinary boundaries to generate non-traditional perspectives.

Communication and Building a “Narrative” Document

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The GHD approach to the Beaumont Specific Plan is grounded in collaboration. This will result in a “narrative driven” list of key and priority projects, where stakeholders’ input is tied to projects and design decisions, rather than an outreach or summary goals chapter. This will help the Revitalization Plan to be additive and to augment the Downtown Area Plan and Economic Development Strategic Plan. In service of that, our communication strategy defines:

Outside stakeholder Workshops
- The First Workshop, including: Confirming Vision, reviewing Economic Development Strategy report, placemaking options, SWOT with stakeholders, likely development types. - The Second Workshop, including: Review of market study, show development projects, explain the economic development strategy by Linda Congleton, and include select development types alongside streetscapes.

In addition, the GHD Team brings its own SurveyMonkey web-interaction account frequently used to garner detailed and pictographic input from a larger public audience.

The first internal workshops will confirm the Downtown vision, a close review of GHD’s SWOT findings, public realm projects, and potential development types alongside them. The second-round internal workshops will review the results of the second public workshop in an intensive review/reading session. Developer types for targeted outreach and their preferred building prototypes to expect.

Internal Stakeholder Workshops:
 Economic Development Department (two workshops)
 Planning Commission (two workshops)
 City Council (two workshops)

GHD believes strongly in the value of overall availability to clients and particularly of the bi-weekly client-team meetings to confirm direction and listen for detailed inputs. In these meetings, GHD takes the opportunity to show new work progress in a video conference style, typically on Microsoft Teams (also Zoom and Webex per client preference).

Plan that Goes with You Lastly, GHD Design prepares graphically advanced documents that are highly visual, legible to a range of audiences, and tell a story its implementers can share. Rather than a plan for the shelf, this Downtown Revitalization Plan could serve as a marketing brochure and meeting centerpiece that tells a visual and exciting story about Downtown’s future.

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D. Firm Profile
About GHD
GHD provides urban planning, transportation planning and engineering, environmental, advisory, digital, and
construction services to private and public sector clients.

Operating globally and delivering services locally, we offer clients the ability to develop a working relationship with our local staff while having access to our global experience base.

Firm Background
Established in 1928, GHD is a wholly-owned subsidiary - a privately held international engineering firm owned by our people and operating across five continents. We are one of the world’s leading professional services companies operating in the global markets of Transportation, Water, Energy & Resources, Environment, and Property & Buildings. Our 450+ personell in the US West can offer decades of knowledge, as well as a deep understanding of the challenges facing businesses and communities today. We deliver projects with high standards of safety, quality, and ethics across the entire asset value chain. Driven by a client service-led culture, we connect the knowledge, skill, and experience of our people with innovative practices, technical capabilities, and robust systems to create lasting community benefits.

The cornerstone of our business is our client-centered culture and teamwork-based approach known as “One GHD.” We are
proud of our long tradition of repeat, local government clients. A full 90% of our clients are municipal agencies or government entities, and 75% of our work comes from
repeat clients. We believe this illustrates not only our knowledge of specialized engineering disciplines, but also our willingness to listen and respond to individual client needs.

Organizational Structure: Employee-owned North American corporate subsidiary of GHD Group, globarlly headquartered in Australia.

Office Location: Our California locations have existed in their respective cities for 50 years as GHD or as their respective prior enterprises. Fully integrated, these locations can work together to bring robust project delivery capacity. The project will be led by an urban planning professional in our Irvine office where most of the work will be completed and stored. Market and economic development input will be provided by a nearby subconsultant in Orange County, while

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transportation planning will be provided by our experienced Complete Streets and ATP team in Roseville.

GHD California Office Locations
– Cameron Park
– Concord
– Emeryville
– Eureka
– Fresno
– Irvine
– Long Beach
– Redding
– Roseville
– Sacramento
– San Diego
– San Francisco
– San Luis Obispo
– Santa Rosa
Relevant Expertise
GHD has an excellent performance record with municipal and government agencies throughout California. Many of GHD’s past and current projects include the following transportation services:
– Comprehensive Planning
– Transportation Planning/Design
– Complete Streets/Streetscape
– California Specific Plans
– Landscape Architecture
– Site Design for Development Types
– Roundabout Planning/Design
– Public Outreach and Interagency Coordination
– CEQA Analysis and Reporting
E. Firm Experience/Qualifications
E1. Project Experience
We have provided detailed project briefs that describe the five most recent, similar projects by the proposed project team, including at least three projects on which the principal team members worked together in Appendix A.

E2. Consultant Contracts Terminated
GHD and its officers have had no contracts terminated within the last seven years.

F. Location of Principal Office
The GHD Team will be led by a team based in our Irvine office at: GHD Inc. 320 Goddard Suite #200 Irvine, CA 92618

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G. Proposed Team
Key Personnel & Organizational Chart
GHD provides a multi-office capacity with global resources if-needed. GHD is fully staffed and capable of providing the right services to our clients in a timely fashion from our local Irvine and Roseville offices. The organizational chart below details our proposed team, including disciplinary- based roles tailored to your project. Many of our team members have worked together on other projects and additional staff may be called on if needed/desired.

We have provided full, detailed resumes for key staff only in Appendix B.

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H. References
GHD and LSCA are proud to submit the following references, all of whom represent our work experience in the last three years.

PROJECT OWNER CONTACT DETAILS EMAIL
La Quinta
Highway 111
Corridor Specific
Plan
City of La Quinta
Design and
Development
Danny Castro
Director
Cheri Flores
Planning Manager
T 760 777 7099
E [email protected]
T 760 777 7067
E [email protected]
Horizon 2045:

Twentynine
Palms
Downtown
Specific Plan
City of
Twentynine
Palms
Community
Development
Travis Clark
Director
T 760 367 6799
E [email protected]
Flair Park
Economic
Feasibility Study
City of El Monte
Community and
Economic
Jason C. Mikaelian
Deputy Director
T 626 580 2064
E [email protected]

Web Links
Twenytnine Palms Downtown Specific Plan | Downtown Revitalization Specific Plan https://www.ci.twentynine-palms.ca.us/index.asp?SEC=D3E43486-40E6-46F5-9212-34373B1C7A38 La Quinta Village Complete Streets Program | Public Realm Design & Communications https://www.laquintaca.gov/our-city/complete-streets
APWA National Transportation Project of the Year for 2022

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I. Scope of Services
Task 1 - Project Meetings & Management

1.1 Monthly Project Management The GHD Team project management task is an important and ongoing effort to ensure a satisfactory client experience for the City of Beaumont and it’s Economic Development department. Invoicing will include timesheet backup and a summary project funds cover sheet – to be assembled monthly by the Project Manager and GHD Administrative Team.

The GHD Project Manager and Project Director will be separately available on an ongoing basis by phone and email throughout the project timeline to discuss invoicing, project progress and deliverables, project logistics and coordination through one-on-one calls as-appropriate in addition to the Bi-Weekly Coordination Calls. Deliverables:
• Monthly invoice cover sheet documenting fee spent and remaining on each major task and direct cost item – tracking overall progress on project fee. 1.2 Bi-Weekly Coordination Calls & Kickoff Corresponds to part of RFP Scope Item M. Bi-Weekly Coordination GHD will coordinate and regularly consult with the project team to ensure that necessary information and documentation are received and incorporated into the work product in a timely manner; this will include on-going monitoring of the schedule and budget. For this task, members of the GHD team will participate on the phone with City staff to assess progress and direct forthcoming work. Additionally, we will participate in periodic conference calls with the project team (i.e. City staff and consultants) to track progress and coordinate efforts. It is anticipated that conference calls occur twice per month, depending on the needs of the project as the process moves forward.

Kick-Off Meeting
The GHD team will participate in an in-person “Kick-Off Meeting” for the project. The intent of this meeting is to accomplish the following. It is anticipated that City staff will organize the meeting. • Introduce and identify the roles of key members of the consultant team, City staff, and other stakeholders as appropriate
• Establish reporting protocols, and evaluate how City staff and consultants will collectively function as one project team
• Discuss project objectives, issues, and opportunities • Confirm project schedule and work program, and review outreach methods and timing • Identify and transmit pertinent documents and studies, and other relevant data to the GHD team Initial Field Tour The GHD team will join key City staff representatives in a one-day initial field tour connected to the Kick-Off Meeting of the Downtown Beaumont study area and surrounding context to gain a holistic understanding of the physical and environmental context. It is recommended that this field tour is coordinated with the kick-off meeting.

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As appropriate, members of the consultant team will engage in follow-up reconnaissance to record important site conditions and characteristics, and inventory potential opportunity sites. Deliverables:
• Kick off meeting in-person with City staff and consultant team representatives to be determined. Summary word or email minutes of the kickoff meeting to be returned to the Client after. • Site tour with City staff and a representative of GHD and LSCA. LSCA will conduct a separate in-field site analysis, competition review and opportunity site inventory analysis separately or in coordination with GHD.
• Participation in bi-weekly (every other week) GHD Team coordination calls with City staff in attendance; meetings will be 30 minutes.

1.3 Economic Development Workshops
Corresponds to part of RFP Scope Item M.

The GHD Team will lead a maximum of two in-person workshops with the Economic Development team and other City staff as-appropriate according to the City. The workshop objectives will be to review work to-date, receive direct input, and work collaboratively through conversation, note-taking, voting and shared maps to establish the next project steps. The workshop will utilize existing presentation boards from the last Community Workshop as well as potential new tabloid and letter size prints for use in the meeting. GHD recommends the initial meeting occur immediately after Task 3.3 “Synthesis” is complete in order to use real estate market feasibility findings and first-cut recommended implementation plan program building prototypes in-hand. This will inform the illustration of a development scenario and public realm improvements. A second meeting will follow Task 4.2 to review the Administrative Draft. Deliverables:
• PowerPoint presentation and participation in a 1 to 2 hour workshop including opportunities for input from Economic Development. • PowerPoint will be the same presentation used for similar Planning Commission workshops. 1.4 Planning Commission Workshops Corresponds to part of RFP Scope Item M. The GHD Team will lead a maximum of two in-person workshops with the Planning Commission and other City staff as-appropriate according to the City. The workshop objectives will be to review work to-date, receive direct input, and work collaboratively through conversation, note-taking, voting and shared maps to establish the next project steps. The workshop will utilize existing presentation boards from the last Community Workshop as well as potential new tabloid and letter size prints for use in the meeting.

GHD recommends the initial meeting occur immediately after Task 3.3 “Synthesis” is complete in order to use real estate market feasibility findings and first-cut recommended implementation plan program building prototypes in-hand. This will inform the illustration of a development scenario and public realm improvements. A second meeting will follow Task 4.2 to review the Administrative Draft.

Deliverables:
• PowerPoint presentation and participation in a 1 to 2 hour workshop including opportunities for input from Economic Development. • PowerPoint will be the same presentation used for similar Economic Development workshops.

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1.5 City Council Workshops Corresponds to part of RFP Scope Item M. The GHD Team will lead a maximum of two in-person workshops with the City Council and other City staff as-appropriate according to the City. These workshops will be PowerPoint or PDF presentation opportunities to review work to-date and receive direct input to establish the next project steps. The workshop will utilize existing presentation boards from the last Community Workshop as well as potential tabloid and letter size prints document drafts for use in the meeting.

GHD recommends the initial meeting occur immediately after Task 4.1 “Initial Draft” complete in order to review draft depictions of a downtown implementation plan development scenario. This initial meeting should include review of options for Task 5.1, especially key visualizations, as well as the market feasibility findings to be presented by LSCA. A second meeting will follow Task 4.3 to review the Final Draft – this is presumed to be a final presentation.

Deliverables:
• PowerPoint presentation and participation in a 1 to 2 hour workshop including opportunities for input from the Council. Task 2 - Review & Analyze

2.1 Analyze & Document Existing Conditions Corresponds to RFP Scope Item A.

The GHD Team will assemble, summarize, and carefully study the major relevant plan documents which address the future of Downtown Beaumont, as well gather an understanding of investment, enforcement, and approval patterns related to implementing these plans. In consultation with the GHD team market feasibility consultant, GHD will also highlight key near- and long-term opportunity sites for inclusion into the implementation plan. Key considerations related to each will include: Downtown Area Plan - Compare planned roadway and pedestrian improvements to specific needs of retailers, special event operations, and the future needs of mixed-use and residential infill developers. The potential of improvements to 6th Street from Beaumont to Palm Avenue, and from Palm Avenue to Pennsylvania Avenue will be analyzed in the plan, and assessed for potential building-street relationships for a range of development types that might occur in-lieu of mixed use. - Understand connections drawn by previous planning work between the Parking Management Master Plan and the recently completed Downtown Area Plan. - Identify and highlight General Plan and Downtown Area Plan Chapter 11 policies that support Capital Improvement planning, partnerships with land owners/developers; also, identify policy gaps that might enhance the effectiveness of the Downtown Area Plan portion of the General Plan. - In consultation with LSCA, provide an inventory map highlighting the optimum Opportunity Sites in the Downtown Area Plan, based on market-driven and planning characteristics, as well as characteristics related to each site’s ability to serve as a catalyst for future revitalization. Provide rationale for selecting sites based on near- and long-term actions, as well as sizing requirements, that will lead to implementation.

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General Plan Update
- Study and summarize the relationship between the Downtown Area Plan ambitions and policies as they pertain to the General Plan Housing Element, any RHNA housing objectives. Special attention will also be paid to identifying any conflating any Development Standard or Code details that might constrain the developability of viable and relevant building types that support and fulfill the Downtown Area Plan.

Economic Development Strategic Plan
- The 2019 Beaumont Economic Development Strategic Plan is a well sourced context-driven outlay for development potential that informs the updated General Plan – primarily referring to SCAG and Census data, as well as a detailed competitive assessment. The GHD Team will pinpoint and highlight those development types and related economic sectors identified as absorbable while also supporting the Downtown Vision and goals of the Downtown Area Plan. - Overall, GHD’s Downtown Revitalization Plan will act on Strategic Action Items found in Table 13 as well. Items 7B., 7C. are an example of Action Items where site-specificity can be enhanced in this proposed planning effort.
- The GHD Team in partnership with its market consultant, LSCA, will identify any market trends that have developed post-Covid and are likely to significantly impact the feasibility of the proposed implementation plan in a positive manner. Parking Management Plan - The 2021 Parking Management Plan includes specific recommendations for Downtown’s Beaumont and 6th Street Corridors. The GHD Team will re-assemble the supply counts used to inform the plan and its Strategies. Strategy 2 for downtown includes recommendation for use of this and similar Pool supply as a resource for fee-in-lieu approach. Key to this includes: safety, wayfinding (part of Strategy 2 and included in GHD’s optional scope), landscape improvements, and a more precise understanding of the potential depth of use in this lot relative to development types. Strategy 6’s Parking Benefit District and overall recommendations for shared parking will be part of ongoing site-specific design analysis through this project. Documenting the details of underpinning these recommendations in the Parking Management Plan will support that. The GHD Team will use this scope subtask to document existing conditions, identify opportunity sites, and prepare base drawings and document templates used throughout the project.

GHD and LSCA will study the historical land use and development patterns of the community to gain a clear understanding of Beaumont’s unique character. From this base and through thoughtful community engagement, a path to the desired growth and development patterns will be developed. Opportunity Sites will be identified and carefully explored to determine site-by-site development scenarios that are both economically realistic and consistent with community desires.

General existing conditions relevant to this work include:
- CAD: Roadway, curb, sidewalk and public realm layout
- CAD and 3D: Urban development massing
- Tables: Existing development uses and occupants
- Diagrams: Existing urban systems, including open space, transportation/parking - Diagrams and Tables: Opportunity Sites with new/redevelopment potential - Urban Design and Urban Character Context

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- Existing major utility mains serving opportunity sites throughout the two Downtown corridors. The Market & Economics consultants with LSCA will also document existing market conditions observable on the in-field review of the study area and competitive market, as well as any primary research conducted. Deliverables:
• Existing Conditions Summary Memo (PDF) section with text, tables, or lists to be used in the final report, summarizing key findings of the General Plan overall, the Downtown Area Plan (Chapter 11), Parking Plan, Economic Development Strategy.

2.2 Review Current Vision Concept & Policies
Corresponds to RFP Scope Item B.

After documenting existing conditions and summarizing the existing plans relevant to the future of Downtown Beaumont, the GHD Team will confer with key internal City Stakeholders to ensure:

1. Current development interests for key sites and generally in the City’s market area are captured in the planning and vision for Downtown.

2. Policies and overall vision, especially a mixed-use emphasis is shared among City and private Stakeholders and is supported by the policies and CIP commitments intended to support that vision

3. Document and summarize all opportunities, including using district-wide diagrams, to expand and enrich the Downtown Vision, including suggestions provided by key Stakeholders. These will be summarized in a set of layered Downtown Framework diagrams which include: a. Development Opportunity Sites and land use transition areas b. Open space and public realm opportunities c. Mobility and parking opportunities d. Gateway and wayfinding opportunities e. Economic anchors, catalyst opportunities and urban activation nodes 4. The documented policy alignments and gaps, in table form, as well as the framework diagrams, will be used both in initial public outreach and possibly stakeholder interviews where appropriate. Deliverables:
• Existing Conditions Summary Memo (PDF) section with text, tables, or lists to be used in the final report, documenting a review/critique of the Vision Concept & Policies, including additive recommendations. Include 5 diagrams that catalogue the locations of potential opportunities and investments to be considered.

2.3 Market Feasibility Strategies for Downtown Implementation Plan Development; Opportunity Site Feasibility Recommendations; & Strategic Market-Driven Timing Goalposts Corresponds to RFP Scope Item C.

LSCA, (L.S. Congleton Associates) will lead the effort to prepare a detailed Real Estate Market Feasibility and Development Implementation Strategy that builds upon the 2019 Natelson Dale Beaumont Economic Development Strategic Plan, specifically focusing on market-demand factors impacting the City’s Downtown Vision goals for rejuvenation and financially feasible implementation. In addition, post-Covid commercial/retail and housing trends will be incorporated into the market feasibility analysis.

The LSCA market feasibility strategies will accomplish the following:

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• Identify market-driven strategies for new business attraction to Downtown; • Create meaningful, business-related strategies for current Downtown business retention and expansion; • Provide real-world, proven strategies for stimulating and encouraging development in Downtown; • Identify building commercial, residential, and/or mixed-use prototypes likely to succeed in Downtown, based on market-driven factors; and

• In consultation with GHD, provide near-term streetscape, façade, signage, wayfinding, parking or other physical improvement recommendations most likely to bolster the implementation of development activity in Downtown.

The LSCA Market Feasibility Strategies work will be accomplished in three phases:

I. Kick-Off Meeting; In-Field Review Of Existing Market Conditions; Identify Prime Opportunity Sites; and Market Demand Feasibility Parameters For Implementation Plan (See Tasks 2.1 and 2.3 of Fee Proposal) In addition to the City kick-off meeting tour of the Downtown Area, LSCA will conduct a review of the study area properties to evaluate near- and short-term Opportunity Sites for regeneration/redevelopment and/or new construction for commercial/retail and mixed-use residential development. Sizable properties that can support catalyst developments, including revitalization of existing properties, will be emphasized, with in-fill opportunities analyzed for small vacant properties. With support of City staff, LSCA will utilize City base maps and/or the City’s GIS system to assist in the process of understanding which properties are likely to provide prime Opportunity Sites. With support of City staff, LSCA will evaluate historical Downtown building permits; and planned and proposed Downtown and near-Downtown commercial/retail and mixed-use or residential developments. Because secondary data sources are frequently not accurate in high-growth residential areas, LSCA will separately evaluate the City’s development pipeline to assess the annual growth potential since the last census in and around the Downtown area, and within major city-wide developments.

In addition to the Downtown field work, LSCA will conduct a retail, mixed-use and residential competitive voids analysis to determine prime opportunity building prototypes for potential inclusion into the Downtown implementation program. This voids analysis will focus on businesses, retail/dining establishments and residential/mixed-use products with the potential to succeed in the highly competitive Interstate 10 retail market, and will have differentiating characteristics and appeal to buyers and renters desiring a Beaumont living lifestyle.

Major regional and local market trends will be analyzed and updated post-Covid-19 to assess real estate products most likely to succeed in Downtown. Focused, local Downtown demand parameters will be presented, differentiated from City-wide trade area characteristics, it being recognized that new, sophisticated retail/commercial/entertainment businesses will desire to see demand parameters that

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are highly focused on the rationale for introducing new enterprises in the Downtown core given the plethora of retail/dining competition along the I-10 Beaumont corridor. II. Obtain Input From Key Stakeholders (10) And Prepare Confidential Summary; and Synthesize Market Trends and Prepare First-Cut Feasible Building Protype Recommendations (See Tasks 3.1 and 3.3 of Fee Proposal)

LSCA will conduct ten telephone key Stakeholder Interviews with property owners; key busineses; experienced commercial and residential brokers; and other critical Downtown Stakeholders identified by City staff. These Stakeholder Interviews will address individual property owners’ history and future plans; receive their input and perspective regarding the Downtown Vision Plan; and listen to Stakeholder needs, desires and priorities with respect to revitalization/regeneration efforts in the Downtown area.

III. Initial Draft Plan Revitalization Implementation Plan Action Plan Strategies And Timing Goalposts For Downtown Business Attraction and Retention, Final Market Feasibility and Final Building Prototype Recommendations (See Task 4.1 of the Fee Proposal) The final phase of the LSCA market-driven work will recommend development building and typologies for the Downtown, as well as recommendations for the critical, identified Opportunity Sites. Major land use categories of housing, retail, mixed-use, commercial/workplace, lodging (hotel), entertainment, medical, food/beverage (including destination dining), educational and innovation/small business uses will be evaluated for the potential of creating a thriving, pedestrian-oriented Downtown in both the short- and long-term horizon.

Timing goalposts, and pre-requisite market-driven parameters, will be outlined for the City and the GHD land use planning team, with forecasted uses stated by land area (acreages); size (square footages); retail pad/bay depth types; office/workplace dimensions, if appropriate; and minimum market-driven access and parking requirements to attract businesses.

Target businesses to be attracted to Downtown will be recommended, including sizing, with the goal of providing uses with high potential for sales success. Anchor and/or mini-anchor uses will be outlined, as appropriate, to serve as catalyst uses in Downtown. Key regional names or independent business prototype examples will be provided. Retention implementation steps will be recommended for critical, thriving Downtown businesses. Suggestions will be provided with respect to store presentation; façade improvements; outdoor dining; parking issues; business improvement district suggestions; street and store signage; wayfinding; internet marketing; Downtown marketing efforts, including events that enhance sales; and other implementation efforts that have the ability to enhance the sales success and retain businesses in Downtown. LSCA will provide market-oriented feasibility and timing development implementation action steps, with the goal of providing near-term (five year) and long-term (20-year) results with successful enterprises and mixed-use or other supportive Downtown housing that will contribute to a thriving, pedestrian-oriented Downtown. These action steps will include key Goalposts for achievement that will

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assist the City in determining the scale, sizing and next steps of balanced, successful commercial/retail development. These market-driven implementation steps will be blended into the planning and programmatic development typology process conducted in a parallel basis with GHD.

The GHD land use and transportation teams will partner with LSCA in an internal workshop format to prepare a summary diagram or map that describes key project clusters where public realm investments can be paired with anticipated development projects – resulting in a one-to-one relationship between City commitments and development projects that would be compatible and practical in the Downtown area. The LSCA team will also frequently collaborate directly with departments of Economic Development and may communicate with the City directly and in parallel to the GHD project manager and GHD team members. This subtask also captures time working collaboratively with Economic Development to specifically advise the City on targeted tenant outreach and cooperative conversations with key landowners during the course of the Downtown Revitalization Project. Deliverables:
• At the conclusion of Phase A, LSCA will prepare a three page preliminary summary Memo for City review, and will participate in a phone discussion of the findings and conclusions. At the conclusion of Phase B, LSCA will prepare a summary of the Stakeholder Interviews on a confidential basis. In addition, first-cut (or preliminary) building prototype recommendations will be provided to GHD for their use. In the final Phase C, LSCA will prepare a draft Revitalization Plan Implementation Strategies and Final Market Feasibility Report for the City review. This report will be prepared in a manner suitable for public review. The final report will include an overview summary of the Stakeholder Interview feedback, without disclosing confidential information.

2.4 Review Plans for Consistency with DBRP
Corresponds to RFP Scope Item D.

After a complete review of existing plans, and completing their summaries (Task 2.1), analyzing policy and CIP alignment with a forward-looking Downtown Framework (Task 2.2), and after demand for specific development types and their amounts are established (Task 2.3) including inputs from the Economic Development Strategic Plan, the GHD team will study the Downtown Area Plan and General Plan Code to recommend changes need to accommodate the Downtown Vision. Areas of recommendation will cover, at minimum:
- General Plan: Site development standard and development code constraints that prevent viable types or optimal developments that also implement the Downtown Vision - General Plan: Housing Element or other land use and use intensity code that may inhibit implementation of housing or commercial development. - Development Code: Parking standards and parking resources that still inhibit development - Downtown Vision: Mismatch of Opportunity Sites with development lot sizes and minimum yield numbers preferred by developers. - Downtown Vision: Presumed constraints or misunderstandings about the future Downtown Vision which may depress development interest or bely opportunities to implement the Vision. Stakeholder interviews that include regional real estate brokers and management representatives will specifically illuminate any mismatch between market, owner, developer, and city expectations.

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The GHD Team and LSCA will offer key suggestions for amendments to the Downtown Vision that will ensure that Downtown will turn existing conditions into a vibrant, pedestrian-oriented Downtown while also satisfying the City’s primary General Plan and Downtown Vision goals. Deliverables:
• Existing Conditions Summary Memo (PDF) section with text, tables, or lists to be used in the final report, including 1 to 2 pages listing SWOT analysis considerations (strength, weakness, opportunities, and constraints). A SWOT diagram may be provided if Downtown layout considerations are made.

2.5 Review of General Plan Update PEIR
Corresponds to RFP Scope Item E.

The General Plan 2040 accompanying Final Program Environmental Impact Report (PEIR) by Albert Webb Associates will be evaluated by the GHD CEQA Team and supported by high level evaluation by the GHD Transportation and Land Use Team. GHD will determine if additional CEQA analysis will be required to accommodate a more detailed development outlay provided in the Downtown Revitalization Plan. GHD presumes that a tiered-approach to any revisions may be warranted for further Downtown development; however, desired streamlining of approvals in Downtown might warrant a revision leading to a future ISMND. GHD will prepare a separate summary memo that describes the adequacy and sufficiency of the existing PEIR to address potential environmental impacts associated with implementation of the DBRP, including guidance on how to tier future CEQA reviews - such as IS/MNDs - from the PEIR. Deliverables:
• Existing Conditions Summary Memo (PDF) section with text, tables, or lists to be used in the final report, including a checklist with supporting comment providing determination on adequacy of existing PEIR environmental topics. Task 3 - Collaborate & Synthesize

3.1 Obtain Input from Key Stakeholders (10) Corresponds to RFP Scope Item F. Over the course of the project, the GHD Team will need to keep track of a myriad of project stakeholders, elected officials and City staff representatives, public agencies, media contacts, and other interested parties. LSCA has significant experience with developing, managing, and utilizing a comprehensive stakeholder list, and will undertake to compile such a list and update it as appropriate in collaboration with GHD. To maximize efficiency, LSCA will begin the stakeholder compilation by utilizing any City provided lists. Interviewees and scheduling will be determined in consultation with City staff; we recommend conducting a round of interviews within the first four months of the project, with follow-up interviews as appropriate. A maximum of ten (10) stakeholder interviews will be provided. Each interview will be conducted by phone/voice, documented and, as appropriate, summaries of key findings will be prepared. Deliverables:
• Stakeholder tracking list, adapted from a City-provided draft, updated by GHD and LSCA. • Stakeholder interviews: participation in a maximum of ten (10) virtual or phone interviews (with consultant team composition for interviews to be determined) • Stakeholder interview summary (following initial round of interviews) presented in memo or other mutually agreeable format

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 18

3.2 Two (2) Community Visioning Workshops Corresponds to part of RFP Scope Item M2. The GHD planning team will facilitate a maximum of two (2) community meetings. GHD will work with the City to develop a custom meeting format for both that facilitates a co-created detailed Downtown strategy with business community leaders, the business community in general, members of the Chamber of Commerce, and other leaders and citizens of the community. GHD will anticipate the City will determine whether to provide an open public forum, or a workshop consisting of selected collaborating stakeholders.

A key message in these Workshops will be to reiterate and confirm commitments to the Downtown Vision as prepared in Chapter 11 of the General Plan. Co-creating and modifying a more detailed development picture and ensuring agreement on City priorities within the Revitalization elements that implement the Vision will be the first Workshop objective. The second Workshop objective is to field input from businesses and community on development on specific code and growth expectations to assure that neighbors are comfortable with the future of Downtown and see a development code that unlocks the full economic potential of Downtown.

We anticipate that these meetings will encompass the following:

• Initial Community Workshop: Confirm and review the Downtown Vision and findings of supporting plan reports; collect detailed input on implementation strategies and early outcomes, present preliminary Market Report findings about development types. • Final Community Workshop: Present a full depiction of the community as developed according to both the Downtown Vision and LSCA’s recommendations. GHD has experience implementing a wide range of dynamic and interactive planning workshops. These meeting formats have involved small group exercises, round table discussions, and electronic preference surveys allowing participants to vote in real time using Turning Point software. Our engaging meeting formats and dynamic online tools are proven to develop creative and interactive outreach processes, and will prove invaluable in achieving wide-ranging stakeholder participation. We will work with City staff to determine the most appropriate format for each meeting. GHD services in support of these meetings will include meeting set-up and clean-up, and photography. Meeting materials, including 1 flyer, one graphic for e-blasts, handouts, sign-in sheets, comment cards, and directional signage, will be prepared. GHD will rely on the City to coordinate workshop times and locations, organize facility details (including equipment and insurance, if applicable). GHD is well versed in notification techniques used to reach a broad base of stakeholders. The tools utilized may include, but are not limited to, the following:

- Limited hard copy notification materials via direct mail - E-Blasts can be used as an extremely cost-effective method to reach the project database - Public access venues such as libraries, community centers, businesses, senior centers, and others

Deliverables:
• Community Workshops: attendance and facilitation at a maximum of two (2) workshops (with consultant team composition for each session to be determined) • Up to a maximum of 6 posters or table prints/maps for each presentation, supporting graphic for email blasts (as needed), and a PowerPoint presentation for each workshop.

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 19

3.3 Synthesize Trends to Build on the Vision Corresponds to RFP Scope Item G. and B. GHD will assess the existing conditions documented Task 2.1, include considerations of the Policy gap analysis from Task 2.2, consider carefully the findings of the Development Implementation Strategy Study (a real estate market study) from Task 2.3, and include the input of Stakeholders and attendees of the Initial Community Workshop to prepare additive elements:
- Public Realm Investments
- Opportunity Site Development

Elements and design proposals already in the existing Downtown Vision will be further detailed in new drawing views and alongside additive elements.

This Task 3.3 will be used to prepare a final mapping and quantification of those new and existing elements to be enriched and detailed for the Downtown Revitalization Plan. This will include a yield summary table providing a square footage and unit count the shows a relationship between Opportunity Sites and the real estate development forecast. This will also include a diagram of existing Downtown Vision public realm investment areas as well as new projects and gateways to be added.

This “synthesis” task will be performed as a remote, and follow-up in-person workshop between GHD’s land use team, and LCSA to map out the application of their market study as it pertains to sites across Downtown Beaumont. Deliverables:
• Slides within the Economic Development and Planning Commission presentation (PowerPoint or PDF) that address Gross Floor Area and DU by Land Use, Development Types, and their distribution on Opportunity Sites in draft from. Task 4 - Document & Refine

4.1 Initial Draft Revitalization Plan and Implementation Strategy Corresponds to RFP Scope Item H. The GHD Team will gather the work products of all prior tasks to assemble a first full draft of the document inclusive of 95% of elements intended for the final plan document. This deliverable is expected to be between 90 and 110 pages in PDF form with all text and most graphics in-place. Deliverables:
• Initial Draft Revitalization Plan PDF (90 to 110 pages) including 95% of document content, including sections covering:
- Introduction and Community Context
- Stakeholder Outreach and Engagement
- Downtown Goals and Strategies
- Land Use and Development Trends, Emerging Concepts, and Market Shifts - Current Downtown Conditions Assessment (SWOT)
- Concepts and Downtown Development Program
- Primary Assets and Future Opportunities
- Strategic Recommendations and Action Plan
- Economic Development Tools and Approach Detail

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 20

- Option: Architectural Guidelines
- Option: Downtown Signage Program 4.2 Administrative Draft Revitalization Plan and Implementation Strategy Corresponds to RFP Scope Item I. After incorporating internal review comments from City Planning and Economic Development, the GHD Team will prepare a polished full draft of the Downtown Revitalization Plan. Attention will be paid to ensure the document is 100% complete – having all elements destined for the final document in-place.

GHD’s QC and Client Experience team (Noam Maitless and Charles Smith) will review and markup a PDF for refinement before delivery as an Administrative Draft Revitalization Plan via PDF.

This version will be Workshopped with the Economic Development department and Planning Commission prior to communicate and confirm both City of these reviewing teams have full understanding of the plan document and strategic implementation steps.

The GHD Team will stand-by to receive a conference or video call with a representative of both City reviewing teams to convey requested final edits. GHD will list these edits in a response matrix (spreadsheet) that includes page number, solution discussed with City, and a resolution status to be shared as the Final report is prepared. Deliverables:
• PDF Administrative Review Draft Downtown Beaumont Revitalization Plan (web ready and high-res print-ready). • Revisions and Response Matrix to be used in a bi-monthly conference call, and with the Economic Development and Planning Commission Second Workshops. 4.3 Final Revitalization Plan Corresponds to RFP Scope Item J. The GHD Team will use this task to: 1. Incorporate Final Input to Prepare the Final Document using the list of revisions from Task 4.2. 2. Include the Architectural Guidelines and Signage Program prepared, reviewed, and edited in-parallel via Task 6.1 and Task 6.2.

3. Include final visualizations and document graphic format/design upgrades as agreed during Task

5.1. Once that list of revisions for the Administrative Draft is completed and the Final Plan is ready, the GHD Team will not support further substantive edits, but will maintain a post-final editing contingency to support minor last-minute edits requested by Economic Development, Planning Commission, or City Council. Deliverables:
• Final Downtown Revitalization Plan PDF for a final polish review, and with placeholder draft views for 3 Downtown visualizations. • GHD will accommodate non-substantive edits to text and some images with contingency fee

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 21

Task 5 - Finish & Publish

5.1 Format Coordination & Key Visualizations Corresponds to RFP Scope Item K.

The Downtown Revitalization Plan and its content needs to be politically compelling, actionable and coordinating, all while doubling as a marketing piece that promotes a bright future for Downtown Beaumont. Page graphics, visualizations, and legibility will all help this plan communicate to developers and potential stakeholders beyond the City boundary and throughout the region.

Page Graphics and Document Format Elements might include:
- Section and Chapter divider full-bleed images and City photographs - Infographics, icons, and pictographs needed to support the narrative - Color coordination, theme, to suit City brand and Downtown ethos - Cover letters or pull-quotes to enhance and highlight the document - Document naming and acknowledgments The GHD team has included budget in this task to support the preparation of two (2) overall water-color style visualizations of the future Downtown Beaumont, including potential development types, public realm, active mobility, and activation. GHD will coordinate with Economic Development to pre-select views, which may include an aerial with regional context, low aerial of street and block context, or pedestrian level views. These visualizations will be supported by basic 3D modeling and urban design details used as a base for an illustration with “Photoshop” techniques to provide color and shade. GHD will share one interim progress line drawing previewing intended elements to confirm the direction of each visual for one stage of edits before finalization. GHD recommends this subtask be prepared next to last before Print and Digital publication in order to capture any changes to the Downtown Vision.

Deliverables:
• Two (2) 11 x 8.5, 300 DPI watercolor style visualizations of the future Downtown Beaumont.

5.2 Print and Digital Publication (120 pg ea.)
Corresponds to RFP Scope Item L.

GHD will print six (6) copies of the final document with wire-comb (white recommended) binding, using plastic cover and cardstock or vinyl back for a high quality and durable final deliverable.

In addition, a low-resolution web-ready PDF and high resolution print-ready PDF, or “camera ready” copy will be provided. An MS Word version of the document will also be provided (as the Revitalization Plan may be prepared in InDesign). All digital versions will be delivered to the City via USB drive. The GHD Team will also gather and provide supporting memos and progress documents, including the stand-alone Real Estate Market Feasibility and Development Strategy to the City. Deliverables:
• Six (6) printed and bound copies of final document
• One high-resolution and web-ready low-resolution Plan file on computer disk or USB in a PDF or Word format

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 22

Task 6 – Optional Scope of Work Items

6.1 Downtown Signage Program Corresponds to RFP Optional Scope Item A. The Downtown Signage Program will entail a design process that is iterative and includes site analysis, input of City staff, design of a signage kit-of-parts, their recommended locations, and what information they should include. The Program will include recommendations and designs for 21st century wayfinding elements that both convey critical directional information and express a fresh brand and identity for Downtown Beaumont The Signage Program can be designed for implementation in layers or as a unified whole. Signage will be designed for both vehicular and pedestrian use. As a kit-of-parts, this Program will lend a unifying, legible, and welcoming system that helps bring Downtown together. Parking and mobility signage should interface with the other wayfinding sign types (pedestrian, vehicular, and digital) to provide an easy-to-use interface that reframes Downtown as a regional gateway for visitors. High level guidelines may include advice on successful techniques to integrate the Signage Program with future digital and mobile web resources that enhance visitor experience in Downtown Beaumont.

The Signage Program will be performined as its own workstream, in parallel to the land use and market driven work to build on the overall Downtown Vision. Those workstream subtasks include:

Site Analysis and City Input

1. Evaluate the community setting in-person for current signage, downtown character, and viewsheds. 2. Review Economic Development Strategic Plan and Downtown Vision; also, coordinate with the GHD Land Use Team to determine the locations of future growth and projects in Downtown.

3. Gather initial input from Economic Development and a representative of the Chamber of Commerce at the discretion of Economic Development through one (1) separate in-person meeting. Include relevant notes from the LSCA stakeholder interviews.

Branding and Signage Design Options 1. Prepare a Downtown Branding and Identity Options with a maximum 3 logo and 3 naming options. 2. Prepare one initial signage location map with examples of typical sign types. 3. Prepare Order-of-Magnitude Probable Costs (EPC) for initial installation. 4. Present Brand, Logo and Signage Locations at the Second Community Workshop to gather stakeholder input on the proposed Signage Program. Branding and Signage Program 1. Prepare Signage Program chapter (estimated maximum 15 pg.), including sign location plan, kit-of-parts elevations by sign type (8 sign tyes), and conceptual sign message schedule. 2. Refine once to include in the Downtown Revitalization final document (within a Sign Program chapter or Appendix). Deliverables:
• In-person site analysis field tour and in-person or virtual meeting with the Economic Development and Chamber representation.

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 23

• Branding and Signage Design Options PDF to be included at the Second Community Workshop. • Draft signage program chapter, to be included in the Administrative Draft plan documents. 6.2 Architecture Design Guidelines Corresponds to RFP Optional Scope Item B. Form-Based Architectural Design Guidelines inspire confidence in potential developers because they allow for the clear estimation of project timelines and budgets. Design guidelines give peace of mind to community members who may fear that new development will be out of character with the community. The guidelines will be clear, right-sized, and written to be efficiently and consistently administered by staff.

Vague, subjective, and overly wordy descriptions will be avoided. These are the hallmarks of an Objective Design Standard or Guideline, and is typically form-based or form-focused.

Most importantly, Downtown Beaumont’s design guidelines will carefully extend a consistency throughout the Downtown and coordinate new development with improvements to existing buildings.

Key guideline elements GHD will recommend are:

1. Architectural Purpose, Context, and Regional Historic Background (est. 2 pg).

2. Overview of focused styles/languages and intended district character (est. 2 pg).

3. Photo-based callout of key elements that embody established styles (est. 2 pg). 4. Architectural form guidelines including massing articulation, corners, façade/elevations with examples from each focused style (est. 6 pg). 5. Architectural detail guidelines including lighting, signage, materials, shade-elements, and windows with examples from each focused style (est. 8 pg). This Optional Scope Task will be reviewed through an Initial Draft and Administrative Review Draft revision cycle in parallel to be incorporated into the Final Downtown Revitalization Plan Deliverables:
• Draft guidelines chapter covering the five elements mentioned above, to be included in the Initial and Administrative Draft plan documents.

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 24 J. Project Schedule
The preliminary project schedule
Gantt chart at right reflects GHD’s
typical critical path methodology
to coordinating project tasks and
contributing workstreams. The
timespan estimated for each
subtask is aligned to pull input
from the previous subtask while
also capturing crucial touchpoints
with Economic Development, the
Planning Commission and City
Council.

This schedule should be revised
to reflect scoping conversation
with the City and timing decisions
made at the Kick-Off meeting as
well.

Above all, this schedule
expresses our interest in an
iterative process with timing to
maximize co-creation from the
City and stakeholders.

Note: Revised for contract
signing on 20 October 2022

GHD | City of Beaumont | DOWNTOWN BEAUMONT REVITALIZATION PLAN 25

K. Cost Proposal (Separate Envelope)
A detailed cost of services is provided in a separately sealed envelope.

L. Current/Outstanding Contracts
The following list describes outstanding contract work currently “on the boards” within each group, and is exhaustive in terms of projects with time commitments that may overlap with the DBRP.

Urban Planning Team Contracts | Including Tasks Led by Jonathan Linkus • Arcata General Plan Update and Gateway Overlay District – 12/2022 • La Quinta Highway 111 Specific Plan and Form Based Code – 7/2023 • Guam 2050 Sustainability Plan – 1/2024
Transportation Team Contracts | Including Tasks Led by Todd Tregenza • Arcata General Plan Update and Gateway Overlay District – 12/2022 • City of Arroyo Grande Halcyon Road Complete Streets Plan– 12/2022 • CNMI 20 Year Highway Master Plan (Marianas Islands) – 12/2022 • Long Beach Shoreline Drive Realignment – 12/2022
• Ukiah Downtown Streetscape Phase Ii – 1/2023
• City of Elk Grove LCIRTMP bikeway transportatoin master plan – 02/2023 • 710 Stub Transitional Project Development – 3/2023
• Colfax Downtown Connectivity and Main Street Improvmenet Plan – 06/2024 • Vineyard Drive Corridor Study (SLO County) – 9/2023
• City of Chico Active Transportation Plan – 10/2023
CEQA Environment Team Contracts | Including Tasks Led by Charles Smith • Lake Transit Authority Interregional Transit Center Project CEQA – 10/2022 • County of San Benito John Smith Road Landfill Mitigation Review – 11/2022 • Santa Rosa Junior College CEQA – 02/2023
• Camp San Luis Obispo Bridge 3 Replacement CEQA – 06/2023 • City of La Quinta Downtown Corridor CEQA – 06/2023
• City of Carlsbad Beach Access Repair CEQA & Permitting – 08/2023 • City of Arcata General Plan CEQA – 08/2023
• City of Oceanside Fishing Pier CEQA & Permitting – 09/2023 • Humboldt County Resource & Conservation District Cannibal Island CEQA – 10/2023 • San Joaquin Regional Rail Commission / Tracy ACE Station Improvements CEQA – 10/2023 N. Professional Liability Insurance
GHD Inc. will have have professional liability insurance including liability at a minimum of one million per occurrence, worker’s compensation, and vehicle coverage including comprehensive and collision insurance naming the City of Beaumont as additional insured. These insurances will be in force at time of contract execution.

GHD | Project Experience | DOWNTOWN BEAUMONT REVITALIZATION PLAN 26

APPENDIX A
Project Experience

GHD | [Client Name] | [Project Number] | [Document Title] 1

Horizon 2045: Twentynine Palms
Downtown Specific Plan
Location
Twentynine Palms, CA
Client
Travis Clark
Community Development Director
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA 92277
760.367.6799 x 1008
Dates
1/2021 – 5/2022
Value
$313,830

In the hi-desert community of Twentynine Palms, California, residents, stakeholders, and City leaders came together with GHD to prepare a Downtown Specific Plan that will realize a vibrant, thriving, and healthy community heart which will serve as the regional center for culture and experience. Plan proposals center around a visitor-oriented district with streetscape upgrades, a pedestrian paseo network, and
opportunity sites for retail and housing infill development.

GHD calls this vision “Horizon 2045.”

The Power of Commitment

GHD | [Client Name] | [Project Number] | [Document Title] 2 ghd.com

Funded by SB2
State Grants
which support
planning to
accelerate
housing
production and
affordability, this
project delivered
a comprehensive long range master plan with related
development code. GHD Urban Planning led the project
consortium, while providing land use, transportation, open space, sustainability and utility Plan Elements as well as a CEQA IS/MND in-house. In coordination with
subconsultants, the GHD team provided a detailed economic development strategy.

Community engagement was key to project outcomes and
was led by GHD’s Urban Planning and Transportation teams together through two in-person workshops, questionnaires to 600 community members, a Plan Alternatives web-survey
with over 200 participants, and several rounds of review with City leadership.

Key Personnel
Jonathan Linkus, Project Manager and
Lead Planner for Public
Workshops, land use and
downtown development outlay.

Noam Maitless, Lead for Plan QA/QC
Architecture and Signage
Guidelines
Todd Tregenza, Mobility and
transportation planner, including
transit and streetscape
Charles Smith, Lead for CEQA/ISMND
including archaeological and in
partnership with Todd Tregenza for
traffic analysis
Amber Shows, Lead for GIS
documentation and existing
conditions mapping and modelling.

Lucas Piper, Lead Landscape Architect
for beautification, street furnishings
and landscape plan incorporation.

Additional team members who will
assist in the Beaumont Downtown
Revitalization Plan: Paige
Thornton, Makinzie Clark, Rosanna
Southern

ghd.com

La Quinta Highway 111 Corridor
Specific Plan
Location
La Quinta, CA, USA
Client
Danny Castro
Design and Development Director
City of La Quinta
78495 Calle Tampico
La Quinta, CA 92253
760.777.7099

Dates
April 2022 to May 2023
Value
$697,143
La Quinta’s Highway 111 Corridor is the commercial and
retail heart of the Coachella Valley and go-to for services, goods, and dining; but, the City seeks to transform this into a “downtown setting” for new residents in a more walkable, livable, and economically diverse mixed-use district. GHD has worked to elevate an existing 2019 “Vision” document to a full specific plan that includes infill housing, new workplace uses, walkable main street environments, and improved
public realm along regional bikeway and cultural trail
corridors.

This specific plan consists of four major
elements: a comprehensive land-use driven
district plan, a form-based code drive by
architectural guidelines all-encompassing
development standards, a CEQA
environmental assessment expected to
lead to an ISMND, as well pre-engineering
designs for a compete streets
enhancement, pedestrian safety and public

The Power of Commitment Page 403 of 628

ghd.com
ghd.com
realm improvement along highway 111 and its collector side streets. Key to this project is a detailed Market, Real Estate and Development Strategy prepared by L. S. Congleton
Associates. Business and development stakeholder
interviews, market context, supported by leasing data have been integrated to inform land use and investment decision- making. The result is a Specific Plan that’s economically competitive, with deep buy-in by land owning stakeholders, and still offering a transformative Vision for a healthy and resilient district future La Quinta residents will call home.

Key Personnel
Todd Tregenza, Project Manager and
Mobility and transportation planner,
including transit and streetscape
Jonathan Linkus Lead Planner for land
use and downtown development
outlay.

Noam Maitless, Lead for Plan QA/QC;
planning vision, goals, and strategy
Charles Smith, Lead for CEQA/ISMND
including archaeological and in
partnership with Todd Tregenza for
traffic analysis
Amber Shows, Lead for GIS
documentation and existing
conditions mapping and modelling.

Lucas Piper, Lead Landscape Architect
for beautification, street furnishings
and landscape plan incorporation.

Additional team members who will
assist in the Beaumont Downtown
Revitalization Plan: Paige
Thornton, Makinzie Clark, Rosanna
Southern

GHD | [Client Name] | [Project Number] | [Document Title] 1

La Quinta Village Complete Streets

Location
La Quinta, CA, USA
Client
Bryan McKinney
P.E, City Engineer
City of La Quinta
78495 Calle Tampico
La Quinta, CA 92253
760.777.7045
[email protected]

Dates
June 2017 to November 2020
Value
Initial Design Fee: $285,628
Construction: $13,587,986

The City was seeking to improve their pedestrian and bicycle safety with the use of roundabouts. The goal was to
transform three heavily vehicle-dominated corridors with three parks, two elementary schools, library, wellness center, shopping district into pedestrian, bicycle, and golf cart friendly complete streets through the implementation of a road diet and converting five signalized and/or stop controlled
intersections to roundabouts.

The Power of Commitment
APWA National Transportation Project of the Year for 2022

GHD | [Client Name] | [Project Number] | [Document Title] 2 ghd.com
GHD identified this project as a potential candidate for the Active Transportation Program and was ultimately retained to provide grant application services. As a result, GHD provided the preliminary costs estimates, cost/benefit analysis, the conceptual design, and assisted with the preparation of various Narrative Responses for the Cycle 3 Active
Transportation Program grant application. The La Quinta Village Complete Streets, a Road Diet Project was awarded the ATP Cycle 3 Grant Funds.

Due to our thorough understanding of the project, expertise in roundabout and streetscape design, G HD was then awarded the environmental clearance, right of way acquisition,
preliminary and final design for the La Quinta Village
Complete Streets, a Road Diet Project. The GHD team’s
complete understanding of the City’s objectives, the grant funding requirements and having a team of experts and an exceptional project approach allowed us to accelerate the schedule, resulting in clearing environmental, finalizing right of way acquisition and utility coordination, delivering the final plans, and submitting the request for allocation for
construction funds more than one year in advance of the original schedule outlined in the Grant Application.

The project will provide three Complete Street Corridors which included five roundabouts, a road diet which reduced travel lanes from four to two to provide bicycle lanes, and various pedestrian crossing improvements. The project also included water quality facilities, landscaping, and areas for future public art.

Key Personnel
Todd Tregenza, Lead transportation
planner and Mobility and
transportation planner
Lucas Piper, Lead Landscape Architect
for beautification, street furnishings
and landscape architecture.

Additional team members who may
assist in the Beaumont Downtown
Revitalization Plan: Lindsay Van
Parys, Daniel Kehrer, Raymond
Wong

GHD | [Client Name] | [Project Number] | [Document Title] 1

Imola Corridor Complete Street Plan
Location
Napa, CA
Client
Diana Meehan
Senior Program Planner-Administrator
Napa Valley Transportation Authority
(NVTA)
625 Burnell Street
Napa, CA 94559
707.259.8327
Dates
2018 – 2020
Value
$255,000

GHD developed a multimodal study
for NVTA to document the current
challenges and opportunities on the
Imola Avenue corridor and
recommend achievable solutions to
implement the community vision for a
vibrant, complete street. The corridor
extends 3.5 miles and includes
alignments within Caltrans right of
way (as State Route (SR) 121) and
through both City and County of
Napa jurisdictions. The goal of the
corridor plan is to meet the diverse
needs of the residential
neighborhoods, businesses, and
destinations along Imola Avenue. The plan delivered context- sensitive solutions that adapt to the character on each segment and block. Plan improvements were prioritized
according to measures of effectiveness, including benefit- cost, constructability, and environmental stewardship.

The Power of Commitment Page 407 of 628

GHD | [Client Name] | [Project Number] | [Document Title] 2 ghd.com

Key improvements are a continuous Class IV bikeway from SR 29 over the Napa River, a separated Class I trail from SR 221 (Soscol) to Skyline Park, residential neighborhood
bulbouts, and connections to Vine Trail. The Imola Avenue Corridor Complete Streets Improvement Plan provides
NVTA, the City, and County of Napa, and Caltrans with a flexible and implementable road map to create a safer, more accessible multimodal corridor for the Napa community. The corridor plan presents a graphically-rich document layout that walks readers through the corridor, with visuals that provide examples, explain trade-offs, and show typical cross-sections to make the plan legible to the broader community.

Key Personnel
– Todd Tregenza, Project Manager
and Lead Active Transportation
Planner, including Transit and
Roadway Pedestrian
Improvements
– Jonathan Linkus, Lead Planner for
Public Workshops and Corridor
Strategies Diagramming and
Documentation
– Lucas Piper, Lead Landscape
Architect for beautification, street
furnishings and landscape plan
incorporation.
– Additional team members who will
assist in the Beaumont Downtown
Revitalization Plan: Paige
Thornton, Erin Gibbs

The Power of Commitment
Murray River
Adventure Trail
Mission
Improving visitor experience, through
signage and wayfinding, to provide a
intuitive and inviting nature-based
tourism experience.

Client
Department of Jobs Precincts and
Regions (Regional Development
Vcitoria)
Victoria, Australia
Date
2019-2022
Value
Approximate Construction Value:
$25Million
The challenge
To provide design, commercial, financial and visitor experience advisory services for the development of a multi-modal adventure trail.

Our response
GHD developed a business case and concept design for stage one of the Murray River Adventure Trail. Once fully completed the trail will a multi-sport (walking, cycling and paddling) adventure and nature- based tourism experience extending over 1,000 kilometres by land and water. Our multi-disciplinary teams worked together to provide wayfinding, signage, interpretation and visitor experience recommendations. We delivered a Marketing, Signage and Visitor Experience Plan that outlined new nature-based visitor experiences and commercial opportunities that will enhance visitor understanding and appreciation of the area’s natural environment, European heritage and rich and ongoing Indigenous heritage and cultural connections.

The plan sits alongside other project deliverables including a Business Case, Concept Design Mapbook, Governance Framework and
Investment Prospectus.

ghd.com
The impact
We have since been commissioned to develop a
Signage Manual for the entire Murray River
Adventure Trail. The manual will guide the design,
construction and maintenance of signage. The
design and guidelines includes trailhead
signs/markers, orientation signs, and interpretation
signs. The manual also shows the application of the
trail brand on land manager and parks authority
signs.

Conveying unique local
stories into thoughtful
visitor experience.

L.S. CONGLETON & ASSOCIATES _____________________________________________ Strategic Real Estate Retail Market Consultation & Research www.congletonconsulting.com 5405 Alton Parkway, Suite A-347 Irvine, CA 92604
Phone: (949) 206-1049
Cell: (949) 533-6443
E-mail: [email protected]

FLAIR PARK ECONOMIC FEASIBILITY STUDY & CITY ACTION PLAN

LSCA was retained by the City of El Monte, California, in 2022 to prepare a Flair Park Economic Feasibility Study to serve as a guide for updating the City’s General Plan and development standards. The City of El Monte is considering re-zoning Flair Park, an industrial/office area containing over 3.0 million square feet of space. The purpose of the Economic Feasibility Study and Action Plan is to assess the short- and long- term (i.e., 20-year) market viability of commercial office space; urban industrial uses; and mixed-use housing, including live-work and “industrial” mixed-use housing. One of the primary goals is to identify potential opportunities for redevelopment; renovation; and/or new construction that will contribute to the City’s property tax base and expand new workforce/employment offerings in the City.

Bounded by Interstate 10 to the north, Rosemead Boulevard to west; and the Rio Hondo channel to the east, the Economic Feasibility involved an inventory of existing and proposed uses, as well as identification of potential sites for renovation and redevelopment. As part of the assignment, LSCA conducted Stakeholder interviews with property and business owners and/or their representatives; conducted a SWOT analysis (i.e., strengths, weaknesses, opportunities and threats); conducted an in-field review of all uses, including selected in-person evaluation of building interiors and inspection of sites for possible renovation; reviewed City of El Monte General Plan sections relating to Flair Park, including updated proposed revisions; analyzed and surveyed currently selling high-density for-sale projects near Flair Park; surveyed a selected sampling of prime, San Gabriel Valley market-rate rentals; analyzed relevant regional planned and proposed residential/mixed-use projects; evaluated key industrial and office market trends affecting the area; and prepared action plan recommendations for staff aimed at optimizing the prime, near-term and long-term (i.e., 20-year) development opportunities in Flair Park. In addition, prototype building examples, with key sizing and pricing parameters, were provided to City staff as examples of successful real estate products that may be incorporated into the study area.

GHD | City of Beaumont | Downtown Beaumont Revitalization Plan 28 ghd.com The Power of Commitment

GHD | Project Experience | DOWNTOWN BEAUMONT REVITALIZATION PLAN 27

APPENDIX B
Resumes

Jonathan Linkus | Urban Planning + Communities Technical Leader for the Americas * work performed with previous employer
T 949.585.5265 | E [email protected] www.ghd.com

Jonathan Linkus AICP, LEED-AP
Urban Planning + Communities
Technical Leader for the Americas
Location
Irvine, CA
Experience
12 years
Qualifications/Accreditations
– Bachelor of Architecture (BArch), University of Southern California, Los Angeles, CA | 2008 – Master of Architecture in Urban Design (MAUD), Harvard University, Cambridge, MA | 2011 – American Institute of Certified Planners (AICP) Certified Planner #30431 – Leadership in Energy and Environmental Design Accredited Professional (LEED-AP) Key technical skills
– Multi-Disciplinary Master Planning Leadership
– Public and Private Planning and Urban Design
Memberships
– American Planning Association (APA)
– US Green Building Council (USGBC)
Relevant experience summary
Jonathan is an urban design + planning leader whose 12 years delivering public and private planning projects are based on thoughtful client and stakeholder relationships and integrated thinking across urban scales. Jonathan’s role ranges from detail-oriented designer to managing large multi-disciplinary master planning efforts. His work pioneers novel community uplift strategies which have garnered 10 regional, state, and national planning and civil engineering awards as lead planner or project manager. His project types include university campus long range development plans (LRDP’s), mixed-use districts, downtown and transit-oriented specific plans, community parks, living waterfronts with coastal resiliency, and airport-connected projects.

DOWNTOWN + TRANSIT-ORIENTED
La Quinta Highway 111 Corridor Specific Plan
Lead Planner, Urban Designer
City of La Quinta, CA | Current
Comprehensive master plan for infill mixed-use
development for a livable and vibrant heart for the
community along a 3-mile retail corridor. | 450 Acres
Arcata General Plan and Gateway Overlay
Lead Planner, Urban Designer
City of Arcata, CA | Current
Conceptual housing and mixed-use development
planning for opportunity sites within the Gateway
Overlay District | 2,500 Dwelling Units, 52 Acres
Twentynine Palms Downtown Specific Plan
Project Manager / Lead Planner
City of Twentynine Palms, CA | 2021 - 2022
Long range comprehensive master plan for economic
revitalization of a livable, walkable and vibrant heart of the community; with 2 public workshops and CEQA |
210 Acres
Canberra City Centre Transit-Oriented Study
Lead Planner, Urban Designer
City Renewal Authority | Canberra, ACT
Served as Lead Planner and Urban Designer for urban
concept that integrates transit infrastructure and
walkable mixed-use development to activate the heart of Canberra as a national crossroads. | 12 Ac. Study Area
Caesars East-Side Live/Work/Play Master Plan
Lead Planner, Urban Designer
Caesar’s Entertainment | Las Vegas, NV | 2018
Prepared district mixed-use and open space options that introduce a walkable living and workplace setting
adjacent to the famed “Strip”.* | 3.46M GSF, 106 Ac.

Study Area
Vision 2045: Downtown Las Vegas Master Plan
Team Planner, Urban Designer
City of Las Vegas | Las Vegas, NV | 2015-2017
Prepared site plans for Symphony Park mixed-use
residential and arts district, one of the eight transit- oriented hubs.* | 3.46M GSF, 106 Ac. Study Area

Jonathan Linkus | Urban Planning + Communities Technical Leader for the Americas * work performed with previous employer
T 949.585.5265 | E [email protected] www.ghd.com

INSTITUTIONAL + WORKPLACE DISTRICTS
Australian War Memorial 50-Year Master Plan
Team Planner, Urban Designer
Australian War Memorial | Canberra, ACT | 2018
Proposed long-range adaptation scenarios in a memorial
development framework with campus visioning. | 35
Acres
University of Hawaiʻi – West Oʻahu Long Range Development Plan Lead Planner, Urban Designer
University of Hawaii | Kapolei, HI | 2017-2018
Developed conceptual site plan options and preferred
space need analysis, multi-day workshop, public
outreach for Hawaii’s fastest growing four-year
university.* | 500 Acres, 20k FTE Students
CSUSB + Palm Desert Campus Master Plan
Co-Project Manager, Lead Planner
CSUSB | San Bernardino, CA | 2015-2017
Directed a multi-disciplinary long range integrated
master plan effort, developed plan concepts and
outreach material for six workshops.* | 591 Acres, 33k
FTE Students
Amazon HQ2 Nevada
Project Manager, Lead Planner
Las Vegas Economic and Urban Development
Department | Las Vegas, NV | 2017-2018
City-sponsored conceptual design entry for new 50,000-
employee Amazon headquarters across three downtown
sites.* | 8.07M GSF, 70 Acres
Peachtree Corners Innovation Hub Master Plan
Project Manager, Lead Planner
City of Peachtree Corners | Peachtree Corners, GA |
2017
Developed two mixed-use gateway districts, prepared
adaptive reuse/infill and transit framework as land use subconsultant.* | 8.27M GSF, 950 Ac. Study Area
SPORTS + ENTERTAINMENT DISTRICTS
Cleveland Browns Future Planning
Lead Planner, Urban Designer
Cleveland Browns | Cleveland, OH | 2017 - 2018
Designs for two new National Football League (NFL)
Sports + Entertainment District sites leading into 10-
year-contract-winning design, interview, and workshop
participation.* | 192 Ac. over 2 Study Areas
Cashman Center NFL+ MLS Concepts
Project Manager, Lead Planner
Las Vegas Economic and Urban Development
Department | Las Vegas, NV | 2017
Designs for a mixed-use sports and workplace district
with integrated adjacent NFL and Major League Soccer
(MLS) stadiums.* | 90 Acre Study Area
OPEN SPACE + PUBLIC REALM
Perez Community Park
Lead Planner, Urban Designer
Orange County Public Works | Costa Mesa, CA |
2018 - 2020
Integrated solution for a public realm that combines
stormwater bioretention, streetscape accessibility, and a community park with tot-lot. | 5K GSF
Imola Corridor Complete Street Masterplan
Team Planner, Urban Designer
City of Napa | Napa, CA | 2019
Responsible for public outreach visioning guidance and
event participation, conceptual streetscape design and
visualization, and mobility hub opportunities/constraints. | 2.5 Mile Segment
San Francisco Mission Waterfront Adaptation
Lead Planner
San Francisco Planning & Urban Research
Association (SPUR) | San Francisco, CA | 2015-2016
Provided award-winning concepts for waterfront urban
interface that integrates open space and future climate change adaptation.* | 135 Ac. Study Area
AEROTROPOLIS + AIRPORT CONNECTED
Airport Compatible Land Reuse Strategy (ACLReP Phase 2) Assistant Project Manager
City of Phoenix | Phoenix, AZ | 2017-2018
Prepared nine subcontracts, fee-by-task breakdown, and
accounting structure for $5.5 million planning fee.

Project-winning interview participation.* | 2 mi2 Study Area
Ekurhuleni Aerotropolis Master Plan
Lead Planner
Municipality of Ekurhuleni | Ekurhuleni, Gauteng |
2013-2015
Provided regional coordination strategy for airport-
related industry sectors in 14 communities as land use
and development strategy subconsultant.* | 1,030 Ac. of Site Design, 760 mi2 Study Area
Memphis Aerotropolis Airport City Master Plan
Lead Planner
City Housing & Community Development + Chamber
| Memphis, TN | 2012-2014
Served as Lead Planner for comprehensive plan and
district designs supporting key economic sectors, with
significant public and stakeholder outreach
participation.* | 10.89M GSF, 60 mi2 Study Area

Charles Smith | Project Director, Environment
T 949.585.5257 | E [email protected] www.ghd.com

Charles Smith AICP, LEED AP BD+C
Project Director, Environment
Location
Irvine, CA
Experience
25+ years
Qualifications/Accreditations
– MPl, Urban and Regional Planning, University of Southern California, 1990 – BS, Business Administration, University of Southern California, 1984 – American Institute of Certified Planners (AICP) #011766 – Leadership in Energy and Environmental Design Accredited Professional (LEED AP) Building Design and Construction (BD+C), US Green Building Council
Key Technical Skills
– Project / Contract Management
– Quality Assurance / Quality Control
– CEQA / NEPA Environmental Documentation
Memberships
– American Planning Association, Orange Section
– US Green Building Council
Relevant Experience Summary
Charles has over 25 years of experience in environmental impact assessment services for planning, development, and public works infrastructure projects. He has held leadership roles in project/program management, operations, business development, and quality management. Charles' professional interests include California Environmental Quality Act (CEQA) / National Environmental Policy Act (NEPA) compliance, land use planning, transportation, and sustainable development. He has extensive experience managing as-needed contracts for public agencies.

City of Twentynine Palms Downtown Specific
Plan Initial Study/Mitigated Negative
Declaration (IS/MND)
Project Manager
City of Twentynine Palms | Twentynine Palms, CA
Managed a CEQA IS/MND for the City of Twentynine
Palms Downtown Specific Plan. The plan is being
prepared to foster the economic and physical
revitalization of the downtown area and is intended to
guide the orderly development and redevelopment of
downtown infrastructure, businesses, and housing. The
City’s objectives include creating a walkable, pedestrian friendly downtown and a lively center that is the focal point for the community. Key environmental issues in the IS/MND include aesthetics, transportation, tribal cultural resources, and utilities infrastructure. The IS/MND was adopted in Spring 2022.

General Plan / Coastal Land Use Plan
Environmental Impact Report (EIR) and
Supplemental EIR
Project Manager
City of Goleta | Goleta, CA
Managed the EIR for the City of Goleta’s first general
plan/coastal land use plan, as well as a supplemental
EIR for revisions to the plan. Upon incorporation, the
City conducted an extensive public involvement program
to solicit input on alternative planning scenarios.

Managed the preparation of the draft and final EIR’s,
including project and alternatives descriptions, setting, and impact analyses for all applicable environmental
disciplines, and mitigation measures to reduce
potentially significant impacts. Provided public hearing support to the Planning Agency and City Council and led consultant team responses to over 950 comments on
the draft EIR within a compressed timeframe.

Charles Smith | Project Director, Environment & Feasibility T 949.585.5257 | E [email protected] www.ghd.com

Los Angeles County On-Call Environmental
Services
Supervisor / Administrator
Los Angeles County Department of Public Works,
Programs Development Division | Los Angeles, CA
Managed as-needed environmental services under
multiple on-call contracts with the Los Angeles County
Department of Public Works, Programs Development
and Project Management Divisions from 2009-2018. The
scope of work comprised document preparation in
accordance with CEQA and NEPA; technical studies;
public meeting support; and regulatory permitting. Task orders EIRs, IS/MNDs, and CE’s, along with natural
resources- and cultural resources-related technical
studies and field survey activities. Projects included
health care facilities, stormwater infrastructure, a sheriff station, and roadways and bridges.

City of Oceanside Coast Highway Corridor Plan
EIR CEQA Addendum
Project Manager
City of Oceanside, CA
Managed a CEQA Addendum for the City of Oceanside
Coast Highway Corridor Plan EIR. The project involved
the proposed revitalization and enhancement of the
Coast Highway corridor, intended to transform Coast
Highway from an auto-oriented thoroughfare into a
"complete street" that serves all modes of transportation.

Proposed improvements include pedestrian and bicycle
infrastructure, access to transit, roundabouts, parking, economic development, and the application of Smart
Growth principles. Sccessfully managed the Addendum
under an expedited schedule.

SR29 – American Canyon Corridor Project
Environmental Task Manager
City of American Canyon, American Canyon, CA
Managed the preparation of a Caltrans Preliminary
Environmental Analysis Report (PEAR) for the State
Route (SR) 29 Corridor Project in the City of American
Canyon, in Napa County. The project would provide a
multimodal and complete streets corridor that improves
mobility, relieves congestion, eliminates overhead utility poles, improves aesthetics, reduces traffic on residential streets, and improves accessibility for all modes of
transportation. Charles led preparation of the PEAR,
including project and alternatives descriptions,
summary-level analyses of key technical issues, and
preparation of Caltrans-required attachments.

Spotlight 29 Casino Expansion Environmental
Assessment
Project Manager
Twentynine Palms Band of Mission Indians |
Coachella, CA
Managed the preparation of a NEPA Environmental
Assessment for expansion of the Spotlight 29 Casino in
Coachella, California. The project involved additional
hotel, parking, restaurant, and gaming facilities. Charles served as principal point-of-contact with the National
Indian Gaming Commission.

Marriott Residence Inn Hotel EIR
Project Manager
City of Goleta | Goleta, CA
The project comprised the construction and operation of a new Marriott Residence Inn Hotel in the City of Goleta.

Managed the EIR to evaluate the potential
environmental impacts associated with the project,
which had been refined through the City’s design review process. Key issues included aesthetics, cultural
resources, traffic, and water supply. The EIR
successfully addressed public input regarding these key issues, with attention and sensitivity given to mitigating concerns raised by the Native American community.

Roemer Water Filtration Facility Expansion
Project IS/MND
Environmental Task Leader
West Valley Water District, Rialto, CA
Managed an IS/MND to evaluate the potential
environmental impacts associated with expansion of the
Oliver P. Roemer Water Filtration Facility. Project
components included onsite improvements as well as a
water conveyance pipeline. Key CEQA issues included
biological resources, cultural resources, hydrology and water quality, and noise. The environmental effort also included preparation of CEQA Plus documentation
associated with State Revolving Fund funding.

Awards
– Planner Emeritus Network Award of Honor, American
Planning Association (APA), California

Career History
2020 - present GHD, Business Group Leader - Impact
Assessment & Natural Resources
2018 - 2019 ESA, Senior Environmental Planner /
Project Manager
2004 - 2018 ICF, Senior Environmental Planner /
Planning & Development Sector
Leader
1992 - 2004 URS Corporation, Principal
Environmental Planner

T 61-2-6113 3200 | M +61 2 61133329 | E [email protected] www.ghd.com Noam Maitless BA, MA, MARCH
Design Director – Architecture and Urban Design
Qualifications/Accreditations

Location
Canberra, ACT, Australia
Experience
27 years

– Master of Arts, Humanities; and Bachelor of Arts, English (Hons.), Stanford, 1989 – Master of Architecture, Harvard Graduate School of Design, 1995

Key technical skills
– Architectural Design
– Urban Design
– Thought Leadership
– Design Strategy
– Business Development
– Stakeholder Engagement

Memberships
– Australian Institute of Architects (Licensed Architect) – American Institute of Architects (Licensed Architect) – US Green Building Council (LEED AP BD+C)
– ACT National Capital Design Review Panel
– Consult Australia Infrastructure and
Urban Design Roundtable
Relevant experience summary

Project Experience - Civic Precinct Design
and Master Planning
Ngurra Cultural Centre/National Resting Place
Reference Design
Role: Design Director
Client: Australian Commonwealth Government
Location: Canberra, ACT
Concept strategy and functional plan for a new iconic structure commemorating Aboriginal and Torres Strait Islander peoples on the National Mall. | 53,8120 GSF/5,000 GSM, 2.5 ac./1 ha.

Study Area.

Noam led the design team for the IBC, consulting closely with client groups and translating cultural aspirations, site evaluation, and technical space requirements into a preliminary design strategy that helped move the realisation of the project forward..

Canberra Crossing
Role: Project Director
Client: City Renewal Authority |
Location: Canberra, ACT
Urban concept that integrates transit infrastructure and walkable mixed-use development to activate the heart of Canberra as a national crossroads. | 12 ac./4.9 ha. Study Area development envelope.

Noam led an international team of economists, planners and designers to deliver a detailed study of a large commercial development and improved public realm, enabled by an
underground bus terminal within the Canberra CBD.

An award-winning architect and urbanist, Noam has delivered landmark projects around the world, with a concentration on mixed- use development, cultural and civic architecture, and sports and entertainment districts. Noam has also delivered pioneering work in the realm of regional-scale, aerotropolis master planning. His work is focused on integrating visionary place-making strategies, economic logic, and environmental resilience to create meaningful and sustainable change for our institutions, cities, and regions.

By engaging the complex drivers that shape modern experience with theoretic rigor and professional skill, Noam has led the creation of culturally significant work, including the historic redevelopment of downtown Las Vegas, Nevada; the precedent-setting aerotropolis regional plan for Ekurhuleni, South Africa; an innovative 50-year master plan for the Australian War Memorial in Canberra, as well as the design of the iconic Ngurra Cultural Centre in the heart of the Capital.

As a design leader, Noam has directed numerous international teams, from business development through execution, capturing millions of dollars in fees representing billions more in investment and construction.

A graduate of the Harvard Graduate School of Design, Noam writes about architecture and infrastructure for industry publications, and has written extensively about architecture and design for Esquire magazine.

Noam has taught architecture and design and served on design juries at University of Canberra, Harvard, SCI-Arc, the California College of the Arts, and Woodbury University.

He is a Professor in Urban Systems within the College of Engineering and Computer Science, at ANU. Noam speaks regularly to professional groups and conferences about architecture and urbanism and serves on several advisory and regulatory bodies within the urban development and building industry.

Noam Maitless | Design Director – Architecture and Urban Design T 61-2-6113 3200 | M +61 2 61133329 | E [email protected] www.ghd.com

Manuka Oval Redevelopment Study
Role: Design Director
Client: ACT Government
Location: Canberra, ACT
Capacity study, design, and economic analysis, and master plan for the mixed-use redevelopment of a heritage-listed sports district. | 12 ac./4.9 ha. Study Area.

Leading a multi-national design team, Noam led the
development of a functional design brief, activation strategy, development plan, and design proposals for the stadium and surrounding area.

Australian War Memorial 50-Year Master Plan
Role: Design Director
Client: Australian War Memorial
Location: Canberra, ACT. Australia
Concept design and master planning for proposed long-range adaptation scenarios in a memorial development framework with campus visioning. | 35 ac./14 ha. Study Area
Noam led the reference design and master planning teams.

Civic Stadium Precinct
Role: Project Director
Client: Private
Location: Canberra, ACT
Concept design and planning for a 30,000 seat stadium,
convention center, hotel, and cultural district to anchor the eastern end of national capital CBD. Living infrastructure, transport, and linkages to other urban systems. | 20 ac./8.1 ha.

Study Area
Noam led the planning and design team, the design, and
development strategy, working closely with stakeholders and strategic partners.

Project Experience – Urban Design
Twentynine Palms Downtown Specific Plan
Role: Urban Planner
Client: City of Twentynine Palms
Location: Twentynine Palms, CA
Capacity study, design, and economic analysis, and master plan for the mixed-use redevelopment of a heritage-listed sports district. | 42 ac./17 ha. Study Area.

Working with an international team of urban designers,
transportation and infrastructure planners, and economists, and working closely with City staff, Noam led the development of planning policy and design guidelines to help foster development in this desert town over the next 20-year planning horizon..

Vision 2045: Downtown Las Vegas Master Plan
Role: Project Director
Client: City of Las Vegas
Location: Las Vegas, NV
Comprehensive development framework and implementation
plan for the traditional heart of a unique American city. Project included financial modelling, mobility planning, and
implementation strategies for a resilient network of mixed-use, cultural, and business districts. | 106 ac./42 ha. Study Area; Population: 65,115.

Noam led a multi-disciplinary team of planners, economists, and technical consultants, managed and presented to stakeholders and city officials, directed urban development guidelines.

Project experience – Climate Adaption
Sustainable Shine Dome –Heritage Research
Role: Design Director
Client: Australian Academy of Science
Location: Canberra, ACT
In conjunction with the University of Canberra, GHD
partnered with the Academy of develop a sustainability plan to replace or renew environmental systems within the Shine Dome, helping to establish a potential protocol for the effective updating of other mid-century heritage structures, nationally and beyond. | 2,300 sm. Study Area.

Noam contributed to the work of the project team of
engineers, academics, and heritage architects in project research and stakeholder engagement.

San Francisco Mission Bay Waterfront Adaptation
Role: Project Design
Client: SPUR
Location: San Francisco, CA
Award-winning concepts for waterfront interface that integrates urban and open space to accommodate future potential sea level rise. | 54.6 ha. Study Area.

Noam led a team of architects, planners, and engineers in the delivery of this climate adaptation study.

Select Recognition
Outstanding Initiative | Peachtree Corners
Innovation Hub Master Plan | American Planning
Association - GA Chapter | 2018
Best Practices Award of Excellence | Mission Creek Sea
Level Rise Adaptation Study | American Planning
Association - CA Chapter | 2017
Innovation in Green Community Planning Award of
Excellence | Mission Creek Sea Level Rise Adaptation
Study | American Planning Association – Northern CA
Chapter | 2017
Best Practices Merit Award | CSUSB Palm Desert
Campus Master Plan | American Planning Association
– Inland Empire Section | 2017
Urban Design Award | CSUSB Palm Desert Campus Master
Plan | American Planning Association, Inland Empire Section | 2017
National Planning Award: Municipality | Ekurhuleni
Aerotropolis Master Plan | South Africa Planning Institute (SAPI) | 2016
National Planning Award: Professional | Ekurhuleni
Aerotropolis Master Plan | South Africa Planning
Institute (SAPI) | 2016
USGBC Sustainable Innovation Awards, Honor Award,
Water Efficiency | Metro Bus Division 13 (Union Division), Los Angeles, CA | 2016
Los Angeles Business Journal - Silver Award for Most
Sustainable Project | Metro Bus Division 13 (Union
Division), Los Angeles, CA | 2016
Building Design + Construction - Silver Award |
Metro Bus Division 13 (Union Division), Los Angeles,
CA | 2016
Outstanding Planning Award | Memphis Aerotropolis Airport City Master Plan | American Planning Association – TN
Chapter | Aug 2014

Todd Tregenza | Senior Transportation Planner
T 916.245.4216 | E [email protected] www.ghd.com

Todd Tregenza AICP
Senior Transportation Planner
Location
Sacramento, CA
Experience
15 years
Qualifications/Accreditations
– BS, Community and Regional Development, University of California, Davis, CA, 2007 – American Institute of Certified Planners (AICP) Certified Planner #29678 Key technical skills
– Multimodal Performance and Safety Analyses
– Transportation Programming and Funding Strategies
– Cost-Benefit Analyses and Grant Application Support
– Transportation Modeling and Vehicle Miles Traveled
(VMT) Guidelines
Memberships
– American Planning Association
– Young Professionals in Transportation
Relevant experience summary
Todd Tregenza has 15 years of experience in transportation planning projects, assisting dozens of agencies throughout central and northern California in short- and long-range programming, including the development of travel demand models, general plan circulation elements, specific and master plans, corridor studies, capital improvement programs, nexus and fee studies, transportation operational analyses, and impact analyses. This experience spans public and private sectors, extending into on-call contracts and arrangements with municipalities, where Todd prepares transportation studies and grant applications, performing peer reviews of impact studies and developing California Environmental Quality Act (CEQA) impact analyses for development projects of all sizes.

Highway 111 Corridor Improvement Plan and
Specific Plan
Project Manager
City of La Quinta | La Quinta, CA
Managing the preparation of a corridor improvement
plan and specific plan for the Highway 111 corridor in
the City of La Quinta. The project includes preparation of a sample Form-Based Code for the corridor, a corridor
improvement plan that improves multimodal safety and
accessibility projects and features that can improve
sustainability and liveability within the context of high summer temperatures and increasing drought intensity,
final design and CEQA clearance of the project, and
preparation of a new Specific Plan to repeal and replace the existing specific plans currently in place along the corridor. The project is an implementation step to fulfill the community vision established in the 2018 Highway
111 Corridor Plan by developing an feasible corridor
design and new development code and zoning to enable
the desired housing production, mixed use development,
and economic revitalization.

Twentynine Palms Downtown Specific Plan:

Horizon 2045
Transportation Lead
City of Twentynine Palms | Twentynine Palms, CA
Led the development of transportation improvement
alternatives to support and complement the vision of the Twentynine Palms Downtown Specific Plan. Also led the
preparation of transportation analysis for the project’s initial study / mitigated negative declaration for CEQA documentation. Improvements included consideration of
roundabouts and road diets, especially along the major
arterials bisecting the City, Adobe Road and State Route (SR) 62. Improvements were illustrated using Remix
Streets platform to depict pedestrian bulbouts and mid- block crossings along SR 62, high visibility crosswalks, and improved bikeways. Improvements complement the
Project Phoenix development that is ongoing. CEQA
transportation analysis was completed using available
vehicle miles travelled (VMT) screening maps and the
operative regional travel demand model (San Bernardino
Council of Governments).

Todd Tregenza | Senior Transportation Planner
T 916.245.4216 | E [email protected] www.ghd.com

Arroyo Grande Circulation Element, CIP, and
TIF Update
Project Manager
City of Arroyo Grande | Arroyo Grande, CA
Managed the preparation of the adopted 2021 Arroyo
Grande Circulation Element Update. This
comprehensive project also involved updating the City’s CIP and Transportation Impact Fee programs, using a
local area model developed and maintained by GHD to
be consistent with the most recent version of the
SLOCOG regional model. Also led the updating of the
City’s Transportation Impact Analysis Guidelines to
include VMT policies and guidelines in compliance with
SB 743. The circulation element features robust bicycle and pedestrian improvement concepts and policies to
guide implementation of the Complete Streets initiative, coordinated with the City’s recently completed local road safety plan.

Imola Corridor Complete Streets Improvement
Plan
Project Manager
Napa Valley Transportation Authority | Napa, CA
Managed the development of a 3.5-mile multimodal
complete streets plan for Imola Avenue in the City and
County of Napa. The plan primarily addressed safety
improvements for all road users and improved
pedestrian and bicyclist mobility. Coordinated plan
development with agency and community stakeholders
to ensure a community-driven process, then prioritized
and programmed improvements according to various
measures of effectiveness, such as cost-benefit,
constructability, and environmental stewardship.
20-Year Highway Master Plan
Senior Transportation Planner
CNMI Department of Public Works | Saipan, CNMI
Managing the preparation of the 20-Year Highway
Master Plan update for the islands of Rota, Tinian, and Saipan. Assessing the condition of existing highways,
and establishing improvement needs based on future
capacity, the need for improved resiliency, and a desire to increase transportation sustainability. Work includes development of GIS database for highway system that
includes functional classification, active transportation facilities, travel demand, and capacity. Developing cost estimates for priority capital projects that may be eligible for future grant funding. Work includes robust outreach process supported by a project website with interactive map-based community feedback and hybrid virtual and
in-person workshops on each island.

SR 29 Comprehensive Multimodal Corridor Plan
(CMCP) and Project Initiation Document (PID)
Senior Transportation Planner
Napa Valley Transportation Authority | Napa, CA
Managed assembly of preferred improvement package
for CMCP, prioritization of improvements, demonstration and visualization of benefits, calculation of benefit-cost ratio, and presentation of Final Plan. Soscol Junction
improvement funded through Solutions for Congested
Corridors Program following CMCP completion. During
PID phase, working to assess alternatives consistent
with CMCP. Overseeing work on the Traffic Engineering
and Planning Agency (TEPA), Interchange Control
Evaluation (ICE), and VMT Decision Documents. CMCP
and PID concepts include bus queue jump lanes at
signalized intersections, part time use of shoulders for transit, and Intelligent Transportation System (ITS)
components.

US 101 Broadway Multimodal Corridor Plan
Project Manager
Humboldt County Association of Governments |
Eureka, CA
Managed preparation of a multimodal corridor plan for
US 101 in the City of Eureka, following Caltrans Corridor Planning Guidelines. The corridor suffers a lack of
multimodal accessibility, poor travel reliability, and high rates of severe and fatal pedestrian and bicycle
collisions. In turn, the plan proposed the major
reconfiguration of the roadway, including provision for robust Class IV bikeways, transit prioritization through dedicated lanes and queue jump pockets, shortened
pedestrian crossings, and new couplets to redistribute
traffic. Closely coordinated with City and Caltrans
partners to inform competitive grant applications,
including Solutions for Congested Corridors Program.

West Texas Street Complete Streets
Senior Transportation Planner
City of Fairfield | Fairfield, CA
Assisted in the analysis of corridor alternatives guided by the vision and goals of the Heart of Fairfield Specific Plan along West Texas Street. Corridor concepts
included roundabouts, mid-block crossing locations for
pedestrians, and parking-protected Class IV or buffered Class II bikeways. (Preferred plan calls for a phased
implementation of Class IV bikeways.) Led and assisted
in preparation of Highway Safety Improvement Program
(HSIP) and Active Transportation Plan (ATP) grant
applications for plan components, then selected project components to maximize cost-benefit in a single HSIP
application.

Amber Shows | Geospatial Data & Mapping
T 707.267.2202 | E [email protected] www.ghd.com

Amber Shows GISP
Geospatial Data & Mapping
Location
Eureka, CA
Experience
14 years
Qualifications/Accreditations
– MS, Natural Resource Science, Humboldt State University, Arcata, CA, 2014 – Graduate Certificate, Geospatial Sciences, Humboldt State University, Arcata, CA, 2013 – BS/BA, Biology, Environmental Studies and French, Northern Arizona University, Flagstaff, AZ, 2004 – GISCI Certified Geographic Information Systems Professional (GISP), 2021 Key technical skills
– ArcGIS Urban, ArcGIS Online
– ArcGIS Pro, Mobile Mapping, Asset Inventory
– Watershed and Environmental Management
Memberships
– North Coast Geographic Information Systems User
Group
Relevant experience summary
Amber Shows is a spatial sciences professional and project manager with 14 years of experience in Geographic Information System (GIS), Global Positioning Systems (GPS), public infrastructure and asset inventory, watershed and environmental management, and urban planning. She has experience managing spatial and non-spatial data, mobile mapping, and surveying on private and public lands, building and maintaining geodatabases, remote sensing and analysis, preparation of grant proposals, regulatory agency coordination, and field work ranging from aquatic to public utility. Amber possesses a diverse educational and professional background, making her a valuable asset to any project where spatial sciences and data management are required.

La Quinta Highway 111 Corridor Specific Plan
GIS Task Manager
City of La Quinta, CA | Current
Comprehensive master plan for infill mixed-use
development for a livable and vibrant heart for the
community along a 3-mile retail corridor. Led the Spatial Sciences GIS team to develop a suite of analytical maps and project area base maps, capturing land ownership,
site improvement, development condition, and roadway
types for use in digital, collaborative, and final document contexts. | 450 Acres
Twentynine Palms Downtown Specific Plan
GIS Task Manager
City of Twentynine Palms, CA | 2021 - 2022
Long range comprehensive master plan for economic
revitalization of a livable, walkable and vibrant heart of the community. Led the GIS team to develop a 3D
model of downtown as well as base mapping and with
existing conditions analysis. | 210 Acres
City of Arcata General Plan Update and Specific
Area Plan: 3D Urban Planning Model
GIS Analyst
City of Arcata, CA | Current
Working with Planwest, GHD modelled City zoning and
planning rules and several development scenarios in a
3D environment for the City of Arcata’s General Plan
Update and Specific Area Plan Element. Leveraged
ArcGIS Urban to easily build, analyze and share
development scenarios and their effects on housing and
jobs created as well as anticipated demands on
resources and greenhouse gas emissions.

GIS Professional Services
Task Order Manager
City of Arroyo Grande, CA | Current
Under a professional services on-call contract, GHD met with City staff to develop a task order scope that would modernize the City’s GIS system and workflows and
complete a backlog of data updates across their

Amber Shows | Geospatial Data & Mapping
T 707.267.2202 | E [email protected] www.ghd.com

planning and public works departments. Through this
task order, GHD provides the City of Arroyo Grande with complete GIS support and has guided its transition to
Esri’s ArcGIS Online environment through road mapping
and staff training.

City of San Jose Curb Ramp Asset Management
Program
Project Manager
City of San Jose, CA | Current
The City of San Jose selected GHD to evaluate asset
management solutions for the management of their
30,000 curb ramps and to support the implementation of
their Americans with Disabilities Act (ADA) Transition
Plan. GHD consolidated the City’s GIS data, prepared it for import into an asset management software program,
and guided the City through change management of
office and field workflows.

Del Norte Regional Transportation Mapping
Project Manager
Del Norte Local Transportation Commission |
Crescent City, CA | 2021-2022
This project standardized County, City, and Tribal
roadways, transit, and active transportation layers in GIS within Del Norte County. GHD coordinated the gathering
and developing of data and schema structure and
guided spatial and attribute editing to achieve an
accurate and dependable GIS system for the
stakeholders in Del Norte County. Through an ArcGIS
Online organization site administered by GHD, the
region has access to authoritative datasets, web
applications, and field data collection capabilities.

Del Norte Regional Transportation Mapping 5-
Year On-Call
Project Director
Del Norte Local Transportation Commission |
Crescent City, CA | Current
This project is a continuation of the services provided to DNLTC and its stakeholders in the two years prior.

DNLTC selected GHD again as its go-to GIS
professional services firm to be a partner in regional
transportation related spatial data and analysis through 2027.

City of Carson Stormwater Inspection WebGIS
Project Manager
City of Carson | Carson, Los Angeles County, CA
The City of Carson required a solution to quickly
mobilize their commercial stormwater inspection
program and to easily provide progress updates to the
state regulatory body, the Water Resources Control
Board. Leveraging ArcGIS Online, GHD digitized the
City’s paper forms into digital forms using Survey123,
trained City staff in the collection of stormwater
information, supported the City in field operations,
ultimately inspected over 1,100 businesses in less than 6 months, and bringing the City into compliance under
the Municipal Stormwater Program. The visualization of
project progress in an ArcGIS Dashboard was invaluable
to the City’s Public Works Director and to the Water
Board in accessing real-time data throughout the
process.

Fishing Grounds GIS Data Development &
WebMap
Project Manager
University of California Santa Cruz | San Luis
Obispo, CA; San Luis Obispo County, CA
In partnership with the Morro Bay Commercial
Fishermen’s Organization, the University of California, Santa Cruz, and the California Ocean Protection
Council, GHD gathered, standardized, and digitized the
results of stakeholder input on commercial fishing
grounds for the Central Coast of California. By providing this GIS data to a public data clearing house and
presenting it as a public facing interactive WebMap,
Morro Bay Commercial Fishermen’s Organization is able
to tell their story and provide valuable insight to a wider audience in an easily accessible format.

Fishing Grounds WebMap
Project Manager
Humboldt Fishermen’s Marketing Association |
Eureka, Humboldt County, CA
In partnership with the Humboldt Fishermen’s Marketing
Association, the University of California, Santa Cruz, and the California Ocean Protection Council, GHD gathered,
standardized and digitized the results of stakeholder
input on commercial fishing grounds for the North Coast of California. By providing this GIS data to a public data clearing house and presenting it as a public facing
interactive WebMap, Humboldt Fishermen’s Marketing
Association is able to tell their story and provide valuable insight to a wider audience in an easily accessible
format.

Lucas Piper | Landscape Architect
T 916.918.0626 | E [email protected] www.ghd.com

Lucas Piper LLA, QSD/P
Landscape Architect
Location
Roseville, CA
Experience
16 years
Qualifications/Accreditations
– BS, Landscape Architecture, University of Oregon, Eugene, OR, 2006 – Landscape Architect, CA #5873
– Qualified Stormwater Pollution Prevention Plan (SWPPP) Developer / Practitioner, CA #25768 Key technical skills
– Site and Drought Tolerant Design
– Irrigation and Low Impact Development (LID)
– Habitat Restoration
– 3D Models and Visualizations
Memberships
– ASLA
Relevant experience summary
Lucas Piper is a registered landscape architect with over 14 years of private development, roadway / intersection related design, and habitat restoration experience. He is a certified Qualified SWPPP Developer / Practitioner and has worked on a number of stormwater pollution management, stabilization, and LID projects. Lucas supports and provides landscape architectural services for a multitude of GHD consulting projects by providing an array of services including site analysis; site planning; geospatial analysis; conceptual design development; 3D renderings; construction document Plans, Specifications, and Estimates (PS&E); and SWPPP’s.

La Quinta Complete Streets, a Road Diet Project
Landscape Architect
City of La Quinta | La Quinta, CA
Assisted in the preparation of the streetscape design for five roundabouts, and an approximate half mile of
roadway. Desert plant materials, indigenous or
adaptable to the area were incorporated in the design.

Each roundabout represents a different planting theme.

Water quality swales / basins were incorporated in many of the parkway strips to provide stormwater detention
and water quality Best Management Practices (BMP’s).

Imola Avenue Median Landscape
Landscape Architect
City of Napa | Napa, CA
Assisted in the development of the PS&E package for
the Imola Avenue corridor that provided planting and
irrigation in four existing medians on a roadway that is considered a gateway in the City of Napa. Plant
materials were selected for their sustainability, low
maintenance, and color / texture. Provided the City with construction level PS&E for a project that would provide an inviting roadway landscape as a first impression
when visiting the City of Napa.
stormwater detention and water quality BMP’s.

Visalia Road (Avenue 280) Streetscape Design
Landscape Architect
City of Exeter | Exeter, CA
Assisted with the preparation of complete landscape
plans associated with roadway improvements. The
roadway improvements included landscape medians
and parkways between the sidewalk and curb. Proposed
plant materials were selected to provide year-round
interest, relatively low maintenance needs, and low
water use.

University of California Lawrence Berkeley
National Laboratory Transit Hub
Landscape Architect
Lawrence Berkeley National Laboratory | Berkeley,
CA

Lucas Piper | Landscape Architect
T 916.918.0626 | E [email protected] www.ghd.com

Served as Landscape Architect of Record, responsible
for assisting in the site plan development and planting / irrigation, and site amenity design for a campus
redevelopment project. The project includes the
demolition and construction of a new campus building
and transit hub to act as the heart of the campus. Design elements included: native and drought tolerant plants
that also provided year-round aesthetic, shading, and
water quality benefit; landscape seat walls; specialty
paving; LID design and coordination; and site plan
layout, grading, and Americans with Disabilities Act
(ADA) compliance coordination. Additionally, the project required extensive coordination with Lawrence Berkeley
National Laboratory staff and attendance / presentation for procedural reviews was a critical element of the
project and approval process.

Perez Park Landscape Design
Landscape Architect
Orange County Public Works | Costa Mesa, CA
Provided landscape design support and quality control / review for the development of a green infrastructure
community park. The design integrated water quality
treatment and storage into a small pocket park that also provided community park resources such as play
equipment, seating walls, tables, shade structures, entry monuments, specialty paving, fencing, walls, and
landscape planting and irrigation. Additional work
included construction observation and amendments.

Beach Boulevard Infrastructure Replacement
Project
Landscape Architect
City of Pacifica | Pacifica, CA
Served as Landscape Architect for the preparation of
design alternatives for the development of an ocean
front promenade. Developed alternatives for treatment of the public space between a proposed ocean protection
structure (sea wall) and the existing road. Alternatives addressed parking needs, horizontal and vertical
relationships, paving and landscape, accessibility and
circulation, and site amenities. Alternative were used for multiple virtual public workshops to develop community
consensus on a preferred alternative.

Ripon Downtown Circulation Study Streetscape
Improvements
Landscape Architect
City of Ripon | Ripon, CA
Responsible for preparing draft design guidelines for
streetscape improvements. The design guideline
document included recommendations and visualizations
for converting the existing vehicle-centric street and
intersections of downtown Ripon to a pedestrian friendly streetscape. Proposed design recommendations
included narrowing of street corridors, intersection bulb- outs and crosswalk enhancements, sidewalk widening
for pedestrian gathering and circulation, paving
enhancements, sign monuments, bike routing, and
street / sidewalk amenities.

Fort Ord Recreational Trail and Greenway
(FORTAG) – Segment 1
Landscape Architect
Transportation Agency for Monterey County |
Monterey County, CA
The FORTAG project includes PS&E development of the

1.75-mile-long first segment of an approximately 28-
mile-long regional multi-use trail system. Project
includes landscape architectural services for trail
alignment, entry nodes and rest areas, wayfinding,
amenities, planting, and irrigation. Will provide bid
assistance and construction management services with
an estimated construction completion date of 2023.

Belmont Road Parkway
Landscape Architect
City of Exeter | Exeter, CA
Assisted with the preparation of the landscape design for approximately 55,000 square feet of parkway along the
west side of Belmont Road. The parkway also serves as
a buffer between existing residential areas to the east and a future development area to the west. The parkway
design includes a winding sidewalk through a
naturalized planting area. Proposed plant materials were selected to provide year-round interest, relatively low maintenance needs, and low water use.

Professional Skills
– Site Analysis, Opportunity/Constraint Analysis, and
Land Planning
– Site design and layout
– PS&E Documents
– Bank Stabilization, Stormwater Detention and
Treatment, LID and Bioremediation Techniques, and
Erosion/Sediment Control BMP’s
– Grading and Drainage Analysis and Design
– Irrigation System Design and Water Ordinance
Compliance
– Habitat Site Assessment, Evaluation, and Post-
Construction Maintenance and Monitoring

T +61 3 8687 8888 | E [email protected] www.ghd.com

Sonya Cifuentes B/DES
Wayfinding and Signage Designer | Senior Visual
Communication Consultant
Location
Melbourne, Victoria, Australia
Experience
22 years
Qualifications/Accreditations
– Bachelor of Design, UNSW Art & Design, 2001
– Department of Defence Baseline Clearance (NV1 – in progress) Key technical skills
– Creative direction
– Graphic design
– Visual identity design
– UX/UI design
– Wayfinding and signage design

– Brand strategy
– Data visualisation
– Digital design and storytelling
– Video and animation
– HTML and CSS
Relevant experience summary
Sonya is a senior graphic designer and wayfinding strategist with 22 years of experience working with organisations to create distinctive, relevant brands and cohesive signage designs that drive community engagement. As an experienced graphic designer and visual storyteller, she has strong leadership and stakeholder management skills to guide organisations toward market-leading brand positions.

Project experience
Murray River Adventure Trail – Signage
Design, Strategy and Signage Manual
Role: Wayfinding and signage design
Client: Department of Jobs, Precincts and Regions
Location: Echuca VIC
Date(s): April 2021 – March 2022
As a game changing, strategic priority project for the
region, the Murray River Adventure Trail continues to
be advanced. With support from the Victorian
Government’s $500,000 commitment, we were
appointed to undertake a comprehensive package of
works including detailed design and alignment of the
trail, cultural heritage studies, interpretative experience identification and development, marketing strategy
development, signage and wayfinding.

We researched and mapped the current context,
constraints, and existing experiences. Concurrently,
planned and designed the wayfinding and signage
across the length of the trail alignment to enhance
local integration in the delivery of the trail.

Bendigo Botanic Gardens
Role: Creative Director, signage design
Client: City of Greater Bendigo
Location: Bendigo, VIC
Project value: $800,000
Date(s): January 2022 – April 2002
GHD was engaged by the City of Bendigo to
undertake consultation, concept design through to
detailed design of the central hub area of the Bendigo
Botanic Gardens. The scope includes a visitor centre
and landscaping that will build upon the Living Plants
Collection Plan.

We also developed the design for the main entrance
signage to work with the suite of wayfinding signage
within the gardens.

Tasmanian Green Hydrogen Hub Funding
Submission
Role: Creative Director
Client: Tasmanian Department of State Growth -
ReCFIT
Location: Hobart, Tasmania Australia
Project value: Confidential
Date(s): August 2021 – December 2021

Sonya Cifuentes | Wayfinding and Signage Designer | Senior Visual Communication Consultant T +61 3 8687 8888 | E [email protected] www.ghd.com

Creative direction and graphic design of main funding
submission report and summary report.

GHD is supporting the Tasmanian Government to
prepare a funding submission to initiate the Tasmanian
Green Hydrogen Hub Project at Bell Bay.

The scope seeks to plan for and deliver, enabling
infrastructure to unlock the potential for large-scale
hydrogen export and supporting domestic market
activation across Tasmania.

The Hub will leverage Tasmania’s existing high-quality
advanced manufacturing infrastructure and renewable
energy to accelerate the nation’s first 100% green
industrial hydrogen hub.

Bioenergy Australia
Role: Creative Director, Senior Graphic Designer
Client: Bioenergy Australia
Location: VIC, Australia
Project value: $50,000
Date(s): November 2021 – April 2022
Creative direction and graphic design of two brochures
about the role of bioenergy and digestate, respectively, in Australia’s circular economy. Bioenergy Australia
will use the brochures as leave-behinds to prompt
conversations with would-be renewable energy
proponents and policymakers. Liaised with technical
experts to gather and check information, and with a
writer to create an engaging design format.

Content presented at Bioenergy Australia conference,
Bioenergy 2030: Unlocking Australia’s Future,
headlined by the Hon. Angus Taylor MP, Minister for
Energy and Emissions Reduction. Also, the subject of
a standalone Bioenergy Australia webinar. Documents
launched in standalone webinar in April 2022.

Australian research leadership in the Global
Power System Transformation
Role: Creative Director, Senior Graphic Designer
Client: CSIRO and AEMO
Location: Canberra ACT, Australia
Date(s): September 2021 – November 2021
GHD assisted CSIRO and AEMO by coordinating the
development of nine research roadmaps. These
roadmaps identify critical needs that must be
addressed to enable a safe and cost effective-energy
transition. Partnering with research organisations and
industry leaders, a wide range of stakeholders were
consulted in the development of the roadmaps. Any
proposed research needed to be immediately
applicable to Australia’s pressing needs. Topics
included Inverter Design, Stability Tools and Methods,
Control Room of the Future, Planning, Restoration and
Black Start, Services, Grid Architecture, and
Distributed Energy Resources. Our role was originally
to ensure that topics aligned, were relevant for
Australia and that deadlines were met. This grew into
the creation of several complementary and summary
works for executive briefings and the external
promotion of the project.

ACT BIM Implementation Plan
Role: Creative Director, Senior Graphic Designer
Client: ACT Government
Location: Canberra ACT, Australia
Date(s): July 2020 – September 2020
Sonya is the Senior Graphic Designer responsible for
ensuring all documentation complies with the ACT
Government documentation style guide and branding.

This includes the design and coordination of all
internal and external project documentation.

City of Hobart Transport Strategy 2030
Role: Creative Director, Senior Graphic Designer
Client: City of Hobart
Location: Hobart TAS
Date(s): December 2020 – April 2021
Sonya is the Senior Graphic Designer responsible for
the layout and design of the City of Hobart Transport
Strategy 2030. Ensuring all Strategy maps, data
visualisation and collateral comply with the City of
Hobart brand style guide.

Level Crossing Removal Project
Role: Graphic designer and SharePoint developer
Client: Level Crossing Removal Project
Location: Melbourne VIC
Date(s): June 2019 – December 2019
Sonya developed the complete site architecture and
migration strategy for a new Sharepoint
Communications Site for the Level Crossing Removal
Project’s Business Strategy team. As part of this
development, Sonya developed the look and feel and
key design elements for the site. She also developed a
searchable Authority Delegation Matrix database and
an Innovation Idea Management database as part of
the suite of tools for the site.

Career history
2018 - present GHD, Creative Director, Senior
Visual Communications Consultant
2017 - 2018 AIA Australia, Senior Graphic
Designer
2013 - 2017 Pitcher Partners, Senior Graphic
Designer
2011 - 2013 MyGene, Brand Consultant
2005 - 2011 K&L Gates, Brand Consultant

L.S. CONGLETON & ASSOCIATES
5405 Alton Parkway, Suite A-347
Irvine, CA 92604
Phone: (949) 206-1049
Cell Phone: (949) 533-6443
E-mail: [email protected]

OUR COMPANY
L.S. Congleton & Associates (“LSCA”) is an international, retail/mixed-use and shopping center consulting company with premier, specialized expertise in on-street shopping districts; mixed-use hotel/retail/residential projects; master-planned community, Town Center and Main Street shopping centers; regional and neighborhood-serving retail; and tourist-oriented, resort retail destinations.

OUR SERVICES
LSCA has over 35 years of experience providing strategic, retail implementation, consultation; financial advisory services; and due diligence acquisition review to shopping center developers/owners; large land owners; Cities and governmental agencies; mixed-use and resort developers; investors; financial firms; pension funds; and chain-store retailers. Our clients retain the company for complex, customized assignments that result in workable solutions for the client’s senior Management team. Retail consultation assignments involve tenant mix optimization/releasing evaluations; shopping center, due diligence, market and financial acquisition reviews; shopping center repositioning and/or turn-around issues; and specialized tourist/visitor sites with significant retail potential. Most assignments involve shopping center and/or retail/restaurant sales projections; rent deal structuring and landlord revenue stream estimates; and targeted or recommended store sizing recommendations. The LSCA team has often worked as part of multi-disciplinary consulting teams with City Management teams, residential and gaming professionals, as well as architects and land use planners.

OUR CLIENTS
LSCA’s shopping center clients have included many notable development companies, including James Rouse, founder of The Rouse Company and owner of some of the most productive tourist- oriented shopping centers in the nation. Other notable LSCA development clients have included Simon Property Group; Urban Retail Properties; JMB Federated Realty; Trizec-Hahn Centers; KRAVCO; Lend Lease Development; Madison Marquette Realty, Forest City and the Mills Corporation. LSCA’s visitor/tourist-based advisory services have included projects for Disney Development; Universal Studios (City Walk); Lucasfilm; and Silver Dollar City theme park. The company has provided city economic development and redevelopment consulting/advisory services since the 1980s. Other U.S. and international hotel/resort/mixed use retail consulting

L.S. Congleton & Associates

engagements have been with Hyatt Development; KSL Development Corporation; Koll Development Malaysia; Trammell Crow Company; Howard Hughes Corporation; the Huntington Beach Resort Hotel (Hyatt); and numerous Las Vegas casinos and master-planned communities.

LSCA has also provided real estate site analysis; expert witness testimony; and site-specific revenue projections for high profile retailers, including Target Corporation; Tokyu Department store; McDonalds; TESCO Corporation; Associated Wholesale Grocers; Thrifty Foods (grocery chain); and BJ’s Restaurant & Brewhouse, a $5.0 million-per-store, national, casual dining, restaurant chain.

LSCA has also advised many community-oriented shopping centers, with a focus on large (10,000 to 80,000+ home) communities, such as those built in Florida, Texas, California and Nevada.

Selected residential developer clients have included Arvida; The Irvine Company; Shea Homes; Newhall Land & Farming Company; Del Webb Corporation; and Howard Hughes Corporation.

International community-oriented assignments have included Desa ParkCity in Malaysia and a resort community in Aruba.

Over the span of 35+ years, the company’s consulting engagements have covered nearly every major metropolitan area in the U.S., with emphasis on high growth corridors in the West, Southwest and Southeast. International retail locations have included Israel; Canada; the Caribbean; Europe; and Asia.

OUR PEOPLE
Linda S. Congleton, Principal and founder of LSCA, is a graduate of the Stanford University Graduate School of Business and the University of California at Berkeley. Upon graduation from the Stanford Business School, Ms. Congleton was a real estate project manager at Nu-West, reporting to the California Division President of this Canadian development company. Prior to founding LSCA in 1984, Ms. Congleton managed the Newport Beach, California, office of Robert Charles Lesser & Co., a national residential and commercial real estate consulting company.

Ms. Congleton is a member of the Urban Land Institute, where she served for many years on ULI’s Commercial/Retail Council. She also served on numerous ULI Advisory Panels for cities across the nation. For several years, Ms. Congleton was the principal instructor at ULI’s two-day, multi-city, shopping center development educational Workshops for experienced real estate professionals.

Ms. Congleton is also a member of the International Council of Shopping Centers. She has been a speaker on topical real estate market and financial issues at conferences held by ICSC as well as the Appraisal Institute; the Food Marketing Institute; the International Association of Amusement Parks; the Chamber of Commerce and Cities; and several Economic Development Councils. She has taught courses at the University of California at Los Angeles and the University of California at Irvine’s Graduate School of Urban & Regional Planning.

L.S. CONGLETON & ASSOCIATES _____________________________________________ Strategic Real Estate Retail Market Consultation & Research www.congletonconsulting.com 5405 Alton Parkway, Suite A-347 Irvine, CA 92604
Phone: (949) 206-1049
Cell: (949) 533-6443
E-mail: [email protected]

REPRESENTATIVE CLIENTS
Aetna Realty Investors, Inc.; San Jose, California
Alecta Investment Management; New London, Connecticut
Anthem by Del Webb; Anthem, Arizona
Arvida; Boca Raton, Florida
Associated Wholesale Grocers, Inc.; Kansas City, Kansas Bedford Properties, Inc.; Lafayette, California
BJ's Restaurant, Inc.; Huntington Beach, California
Boston Properties; San Francisco, California
Bridge Housing Corporation; San Diego, California
California State University Channel Islands; Camarillo, California Castle & Cooke Homes Hawaii; Honolulu, Hawaii
Catellus Development Corporation; San Francisco, California Cities of: Alameda, Anaheim, Akron, Beverly Hills, Celina (TX), Chino, Commerce, Cupertino, Dallas (TX), El Monte, Huntington Beach, Huntington Park, La Quinta, Long Beach, Los Angeles, Mission Viejo, Newport Beach, Norwalk, Oceanside, Pasadena, Port Hueneme, Redondo Beach, Riverside, Sachse (TX), San Jose, San Juan Capistrano, San Leandro, San Marino, Signal Hill, Sparks (NV), 29 Palms, West Covina, Yorba Linda D.R. Horton; Pleasanton, California
Disney Development Company; Burbank, California
DMB, Inc.; Phoenix, Arizona
EBSCO Gulf Coast Development Inc. (Alys Beach); Santa Rosa Beach, Florida Ellis Partners LLC; San Francisco, California
Eric Knudsen Trust; Kauai, Hawaii
Forest City Development; Cleveland, Ohio
Fresh & Easy Neighborhood Market (TESCO); El Segundo, California Goldman Sachs Group Inc.; New York, New York
Harrah's Casino Hotel; Las Vegas, Nevada
Holualoa Companies; Tucson, Arizona
Home Depot; Santa Maria, California
Hunt Hawaii; Honolulu, Hawaii
HVS International; San Francisco, California
Hyatt Development Corporation; Chicago, Illinois
IDS Real Estate Group; Los Angeles, California
Irvine Company; Irvine, California
Kamehameha Schools; Honolulu, Hawaii
Kapalua; Maui, Hawaii
Koll Development Company (Malaysia); Kuala Lumpur, Malaysia Kona Pacific Farmers Cooperative; Captain Cook, Hawaii
KRAVCO; King of Prussia, Pennsylvania
KSL Development Corporation; La Quinta, California
Las Vegas Sands Corp.; Las Vegas, Nevada
Lucasfilm; Nicasio, California

L.S. CONGLETON & ASSOCIATES _____________________________________________ Strategic Real Estate Retail Market Consultation & Research

MacFarlane Partners Investment Management, LLC; San Francisco, California Maguire Properties; Los Angeles, California
Marina Bay Sands Pte. Ltd.; Singapore
MCA Development Company; Universal City, California
McDonald's Corporation; Woodland Hills, California
Nack Development; Frisco, Texas
Newhall Land & Farming Company; Valencia, California
Northwestern Mutual Life; Los Angeles, California
Ohio State Teacher's Retirement System; Columbus, Ohio
Pacifica Capital Group, Inc.; Los Angeles, California
Pacific Gas & Electric Company; San Francisco, California Parmenter Realty Partners; Dallas, Texas
Perdana ParkCity Sdn Bhd, Desa ParkCity; Kuala Lumpur, Malaysia Plains Exploration & Production Co.; Montebello, California Pueblo of Sandia; Albuquerque, New Mexico
Queen Lili'uokalani Trust; Honolulu, Hawaii
R.C. Hobbs Company; Orange, California
Reno Land Inc.; Reno, Nevada
Regent Properties, Inc.; Los Angeles, California
Robert Mayer Corporation; Newport Beach, California
RREEF; San Francisco, California
Seaside Community Development; Seaside, Florida
Sands China Ltd.; Hong Kong, SAR
Shea Mountain House LLC; Livermore, California
Shapell Industries, Inc.; Beverly Hills, California
Signature Properties; Pleasanton, California
Silver Dollar City, Inc.; Branson, Missouri
Simon Property Group; Indianapolis, Indiana
Sondermann Ring Partners; Marina Del Rey, California
STACKED; Yorba Linda, California
Stanford Carr Development LLC; Honolulu, Hawaii
State Teacher's Retirement System of Ohio; Columbus, Ohio Summerlin; Las Vegas, Nevada
Target Corporation; Minneapolis, Minnesota
TIAA-CREF Financial Services Global Real Estate; Newport Beach, California Tokyu Department Store; Tokyo, Japan
Tradition Properties, LLC; Biloxi, Mississippi
Trammel Crow Company; Los Angeles, California
TrizecHahn Corporation; Toronto, Canada & San Diego, California Urban Retail Properties Company; Chicago, Illinois
Utah (State) Trust Lands Administration; St. George, Utah Viera Company; Viera, Florida
Watt Commercial Properties; Santa Monica, California
Western Development Corporation; Washington, D.C.

Yarmouth Group; Los Angeles, California

________L. S. CONGLETON & ASSOCIATES____________________________________________________ Strategic Real Estate Retail Market Consultation & Research 5405 Alton Parkway, Suite A-347 www.congletonconsulting.com Irvine, CA 92604 Office: (949) 206-1049
Cell: (949) 533-6443
E-mail:
[email protected]

LSCA REFERENCES FOR BEAUMONT REVITALIZATION PLAN (DBRP)

Mr. Jason C. Mikaelian, AICP
Deputy Director
Community and Economic Development Department
City of El Monte, CA
1-626-580-2064
[email protected]

1. Flair Park Economic Feasibility Study (July, 2022)

2. Area Y Highest and Best Use Analysis and Recommended Development Program (2017)

3. Northwest Industrial District Commercial/Industrial/Business Park/Retail/Mixed-Use Development Opportunities Analysis and Recommended Development Program (2017)

Mr. Travis Clark
Community Development Director
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA
1-760-367-6799
[email protected]

1. Retail/Commercial And Mixed-Use Demand And Strategic Program Opportunity Recommendations For 29 Palms Downtown Specific Plan (December, 2021); Team project with GHD.

Ms. Cheri Flores
Planning Manager
Design & Development Department
City of La Quinta
78495 Calle Tampico
La Quinta, CA
1-760-777-7067
[email protected]

1. Development Implementation Strategy Study & Real Estate Market Study, Highway 111 Corridor Specific Plan (Currently Underway, Summer 2022); Team project with GHD.

L, S. Congleton & Associates

Page - 2 - of 2
Mr. Jerod Potts
Assistant to the City Manager – Economic Development
City of Sachse City Manager’s Office
3815-B Sachse Road
Sachse, Texas
1-469-429-4764
[email protected]

1. Sachse 5th Street Strategic Retail Consultation Report (January, 2020)

Mr. Armando Ornelas
Community Services Director and former Redevelopment Manager (with city since 1999) City of Sparks
431 Prater Way
City of Sparks, NV
1-775-353-1644
[email protected]

1. Victorian Square Downtown Masterplan Strategic Consultation (2003-2006, 2016)

Mr. Donny Churchman
President
Nack Development
Frisco, Texas
1-972-330-3819
[email protected]
Nack Development is a successful, “small town” Downtown mixed-use developer in North Dallas, Texas

1. Downtown Frisco Retail/Restaurant/Commercial Demand & Sales Potential for Downtown Frisco Sites (2017)

2. Historic Downtown Celina Master Plan Strategic Retail Phase I Consultation (2018)

3. Old Town Lewisville Restaurant/Retail/Commercial Feasibility Potential, Highest And Best Uses And Demand Analysis For Two Commercial Sites (June, 2022)

GHD | Project Experience | DOWNTOWN BEAUMONT REVITALIZATION PLAN 28

ghd.com The Power of Commitment

LandUse&Development Transportation Environment SpatialScience Admin Market&DevelopmentStrategy Noam
Maitless
Jonathan
Linkus(PM)
LandUse
Team
Todd
Tregenza
Transport
Team
Charles
Smith
CEQATeam Amber
Shows
Spatial
Team
Admin
Team
Linda
Congleton
Michael
Butler
Market
Team
Revised:Project Proposed Rate:200$180$120$220$164$284$164$180$132$150$250$200$50$ Standard Rate Discount:16% 16%16%16%16%16%16%16%16%2% 0% 0%0% 1 Project Meetings & Management
RFP Ref.

1.1 Monthly Project Management N/A - 48 - - - - - - - 48 -$ 15,840$ -$ 15,840$

1.2 Bi-Weekly Coordination Calls & Kickoff M1.2 32 - 12 - 2 - 2 - - 12 - - 320$ 9,728$ 3,000$ 13,048$

1.3 Economic Development Workshops M4.- 2 - - - - - - - - 24 - - -$ 360$ 6,000$ 6,360$

1.4 Planning Commission Workshops M4.- 16 - - - - - - - - - - - -$ 2,880$ -$ 2,880$

1.5 City Council Workshops M5.- 16 - - - - - - - - 4 - - -$ 2,880$ 1,000$ 3,880$ 2 114 - 12 - 2 - 2 - 48 40 - - 320$ 31,688$ 10,000$ 42,008$ 2 Review & Analyze

2.1 Inventory Field Review Existing Conditions, Determine Prime Opportunity Sites A.- 32 32 8 24 2 16 2 32 - 18 5 20 -$ 23,072$ 6,500$ 29,572$

2.2 Review Current Vision Concept & Policies B.4 4 - - - - - - - - 4 - - -$ 1,520$ 1,000$ 2,520$

2.3 Market Demand Feasibility Parameters for Implementation Plan Development Opportunities C.- - - - - - - - - - 45 16 41 -$ -$ 16,500$ 16,500$

2.4 Review Plans for Consistency with DBRP D.4 4 - - 16 - - - - - - - - -$ 4,144$ -$ 4,144$

2.5 Review of General Plan Update PEIR E.- - - 8 24 2 32 - - - - - - -$ 11,512$ -$ 11,512$ 8 40 32 16 64 4 48 2 32 - 67 21 61 -$ 40,248$ 24,000$ 64,248$ 3 Collaborate & Synthesize

3.1 Obtain Input from Key Stakeholders (10) & Prepare Confidential Summary F.- - - - - - - - - - 18 - - -$ -$ 4,500$ 4,500$

3.2 Two (2) Community Visioning Workshops M2.- 64 64 2 32 - - - - - 8 - - 1,500$ 24,888$ 2,000$ 28,388$

3.3 Synthesize Market Trends & Prepare Feasible Market-Driven Recommendations G.- 8 - - - - - - - - 20 10 20 -$ 1,440$ 8,000$ 9,440$ - 72 64 2 32 - - - - - 46 10 20 1,500$ 26,328$ 14,500$ 42,328$ 4 Document & Refine

4.1 Initial Draft Revitalization Plan, Final Market Feasibility & Building Prototype Recommendations H.32 96 32 24 64 2 24 - - - 16 4 14 -$ 47,800$ 5,500$ 53,300$

4.2 Administrative Draft Revitalization Plan I.- 32 32 - 16 - - 2 8 - - - - -$ 13,640$ -$ 13,640$

4.3 Final Revitalization Plan J.- 16 - - 8 - 8 - - - 4 - - -$ 5,504$ 1,000$ 6,504$ 32 144 64 24 88 2 32 2 8 - 20 4 14 -$ 66,944$ 6,500$ 73,444$ 5 Finish & Publish

5.1 Format Coordination & Key Visualizations K.- 34 32 - 8 - - - - - - - - -$ 11,272$ -$ 11,272$

5.2 Print and Digital Publication (120 pg ea.)L.- 8 - - - - - - - - - - - 630$ 1,440$ -$ 2,070$ - 42 32 - 8 - - - - - - - - 630$ 12,712$ -$ 13,342$ $8,400 $74,160 $23,040 $11,880 $31,488 $2,272 $13,120 $1,080 $5,280 $7,200 $43,250 $7,000 $4,750 2,450$ 177,920$ 55,000$ 235,370$ Portion of Labor Fee by Worksteam $7,200 Editing Contingency ($180 x 24 hrs)4,320$ Percent of Labor Fee by Workstream:45%18%7%3% 3%23%Proposed Total Fee: 239,690$ UrbanDesign Signage&Branding Optional Proposed Total Fee + Optional Scope: 274,759$ Noam
Maitless
Jonathan
Linkus(PM)
Design
Team
Sonya
Cifuentes
Signage
Team
180$180$120$188$120$

6.1 Downtown Signage Program Op. A.- - - 32 64 206$ 13,696$ 13,902$

6.2 Architecture Design Guidelines Op. B.8 32 64 - - 206$ 20,960$ 21,166$ 413$ 34,656$ 35,069$
$55,000$105,600
Linda
Congleton
Associates
(LCA)
Total Fee
Optional
Labor Fee
Optional
Printing
(+15 Pg
Ea.)
Downtown Beaumont
Revitalization Plan | Fee Proposal
9/7/2022
Project Total
Fee by Task
GHD
Direct Cost
(Printing &
Travel)
GHD
Labor Fee
$43,368
Optional Scope of Work Items
$15,392 $6,360
K. Cost Proposal
Please review this detailed cost of services table; it is based on a realistic and customized consideration of the hours needed to meet the proposed scope of services. We have discounted our standard rates as shown in the table for this exciting project. We’re happy to answer your questions about timing and deliverable assumptions made in support of this cost estimate. The GHD Team is ready to revise or clarify cost proposal details in an interview, prior to, or during project Kick-Off.

EXHIBIT “B”

CERTIFICATES OF INSURANCE AND ENDORSEMENTS A

(insert behind this page)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE
INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #
NAME:CONTACT
(A/C, No):FAX
E-MAILADDRESS:

PRODUCER
(A/C, No, Ext):PHONE

INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $
$
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOSAUTOS ONLY NON-OWNED

SCHEDULEDOWNED

ANY AUTO

AUTOMOBILE LIABILITY
Y / N

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT

EROTH-STATUTEPER

LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR

CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE
DAMAGE TO RENTED $PREMISES (Ea occurrence)

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:

POLICY PRO-JECT LOC

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2016 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED

AUTOS ONLY
Willis Towers Watson Northeast, Inc.
c/o 26 Century Blvd
P.O. Box 305191
Nashville, TN 372305191 USA
GHD Inc.
4747 N. 22nd Street, Suite 200
Phoenix, AZ 85016
GHD Project no.: 12592877; Professional Services for Downtown Beaumont Revitalization Project City of Beaumont, its officials, employees and agents are included as Additional Insureds as respects to General Liability where required by contract or agreement.

General Liability and Auto Liability policies shall be Primary and Non-contributory with any other insurance in force City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
10/21/2022
1-877-945-7378 1-888-467-2378
[email protected]
Allied World Assurance Company US Inc 19489
Zurich American Insurance Company
Beazley Insurance Company Inc
16535
37540
W26370732
A
1,000,000
1,000,000
25,000
1,000,000
2,000,000
2,000,000
YY 0310-4497 12/01/2021 12/01/2022
B
1,000,000
07/01/202307/01/2022
Coll Ded: $500 Hired Physical DamageComp Ded: $250
Y BAP 3757423-07
100,000.00
WC 0380936-07
B Y 1,000,000No07/01/2022 07/01/2023 1,000,000
1,000,000
C Professional Liability Each Claim:V29594210301 12/01/2021 12/01/2022 Aggregate:

Y
271463423228859SR ID:BATCH:
$2,000,000
$2,000,000
Willis Towers Watson Certificate Center

ACORD 101 (2008/01)
The ACORD name and logo are registered marks of ACORD
© 2008 ACORD CORPORATION. All rights reserved.

THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: FORM TITLE:

ADDITIONAL REMARKS
ADDITIONAL REMARKS SCHEDULE Page of
AGENCY CUSTOMER ID:

LOC #:

AGENCY

CARRIER NAIC CODE

POLICY NUMBER

NAMED INSURED
EFFECTIVE DATE:

GHD Inc.
4747 N. 22nd Street, Suite 200
Phoenix, AZ 85016
for or which may be purchased by Additional Insureds where required by contract or agreement.

Waiver of Subrogation applies in favor of Additional Insureds with respects to General Liability, Auto Liability, Professional Liability where required by contract or agreement and Workers Compensation where required by written contract, agreement or permit where permissible by law or statute. 22 Willis Towers Watson Northeast, Inc.

See Page 1
See Page 1 See Page 1 See Page 1
25 Certificate of Liability Insurance
W26370732CERT:2714634BATCH:23228859SR ID:

POLICY NUMBER: 0310-4497 COMMERCIAL GENERAL LIABILITY
CG 20 10 10 01
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CG 20 10 10 01 © ISO Properties, Inc., 2000 Page 1 of 1 †† ADDITIONAL INSURED – OWNERS, LESSEES OR
CONTRACTORS – SCHEDULED PERSON OR

ORGANIZATION
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE
Name of Person or Organization:

Where required by written contract
(If no entry appears above, information required to complete this endorsement will be shown in the Declarations as applicable to this endorsement.)
A. Section II – Who Is An Insured is amended to
include as an insured the person or organization
shown in the Schedule, but only with respect to
liability arising out of your ongoing operations per-
formed for that insured.

B.With respect to the insurance afforded to these
additional insureds, the following exclusion is
added:

2. Exclusions
This insurance does not apply to "bodily inju-
ry" or "property damage" occurring after:
(1)All work, including materials, parts or
equipment furnished in connection with
such work, on the project (other than
service, maintenance or repairs) to be
performed by or on behalf of the addi-
tional insured(s) at the site of the cov-
ered operations has been completed;
or
(2)That portion of "your work" out of which
the injury or damage arises has been
put to its intended use by any person or
organization other than another con-
tractor or subcontractor engaged in
performing operations for a principal as
a part of the same project.

POLICY NUMBER: 0310-4497 COMMERCIAL GENERAL LIABILITY
CG 20 37 10 01
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CG 20 37 10 01 © ISO Properties, Inc., 2000 Page 1 of 1 †† ADDITIONAL INSURED – OWNERS, LESSEES OR
CONTRACTORS – COMPLETED OPERATIONS
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE
Name of Person or Organization:

Where required by written contract
Location And Description of Completed Operations:

Where required by written contract
Additional Premium:

N/A
(If no entry appears above, information required to complete this endorsement will be shown in the Declarations as applicable to this endorsement.)
Section II – Who Is An Insured is amended to include as an insured the person or organization shown in the Schedule, but only with respect to liability arising out of "your work" at the location designated and described in the schedule of this endorsement performed for that insured and included in the "products-completed operations haz- ard".

POLICY NUMBER: 0310-4497 COMMERCIAL GENERAL LIABILITY
CG 24 04 05 09
CG 24 04 05 09 © Insurance Services Office, Inc., 2008 Page 1 of 1 ††

WAIVER OF TRANSFER OF RIGHTS OF RECOVERY

AGAINST OTHERS TO US
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

PRODUCTS/COMPLETED OPERATIONS LIABILITY COVERAGE PART

SCHEDULE
Name Of Person Or Organization:

Where required by written contract
Where required by written contract Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

The following is added to Paragraph 8. Transfer Of
Rights Of Recovery Against Others To Us of
Section IV – Conditions:

We waive any right of recovery we may have against
the person or organization shown in the Schedule
above because of payments we make for injury or
damage arising out of your ongoing operations or
"your work" done under a contract with that person
or organization and included in the "products-
completed operations hazard". This waiver applies
only to the person or organization shown in the
Schedule above.

POLICY NUMBER: 0310-4497 COMMERCIAL GENERAL LIABILITY
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

GL 00021 00 (07/09)

PRIMARY AND NON-CONTRIBUTORY
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART
Notwithstanding any other provision of this policy to the contrary, the insurance afforded to an additional insured under this policy will be primary to, and non-contributory with, any other insurance available to that person or organization in the event a contract or agreement you enter into requires you to furnish insurance to that person or organization of the type provided by this policy.

Coverage Extension Endorsement
Policy No. Eff. Date of Pol. Exp. Date of Pol. Eff. Date of End. Producer No. Add’l. Prem Return Prem. --- ---
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

This endorsement modifies insurance provided under the:

Business Auto Coverage Form
Motor Carrier Coverage Form
A. Amended Who Is An Insured

1.The following is added to the Who Is An Insured Provision in Section II – Covered Autos Liability Coverage:

The following are also "insureds":
a.Any "employee" of yours is an "insured" while using a covered "auto" you don't own, hire or borrow for acts performed within the scope of employment by you. Any “employee” of yours is also an “insured” while operating an “auto” hired or rented under a contract or agreement in an “employee’s” name, with your permission, while performing duties related to the conduct of your business. b.Anyone volunteering services to you is an "insured" while using a covered "auto" you don’t own, hire or borrow to transport your clients or other persons in activities necessary to your business. c.Anyone else who furnishes an "auto" referenced in Paragraphs A.1.a. and A.1.b. in this endorsement. d.Where and to the extent permitted by law, any person(s) or organization(s) where required by written contract or written agreement with you executed prior to any "accident", including those person(s) or organization(s) directing your work pursuant to such written contract or written agreement with you, provided the "accident" arises out of operations governed by such contract or agreement and only up to the limits required in the written contract or written agreement, or the Limits of Insurance shown in the Declarations, whichever is less.

2.The following is added to the Other Insurance Condition in the Business Auto Coverage Form and the Other Insurance – Primary and Excess Insurance Provisions Condition in the Motor Carrier Coverage Form:

Coverage for any person(s) or organization(s), where required by written contract or written agreement with you executed prior to any "accident", will apply on a primary and non-contributory basis and any insurance maintained by the additional "insured" will apply on an excess basis. However, in no event will this coverage extend beyond the terms and conditions of the Coverage Form.
.

All other terms, conditions, provisions and exclusions of this policy remain the same.

U-CA-424-F CW (04/14)

Includes copyrighted material of Insurance Services Office, Inc., with its permission.

BAP 3757423-07 07/01/2022 07/01/2023 07/01/2022

U-CA-424-G NY (09/17)

Includes copyrighted material of Insurance Services Office, Inc., with its permission.

M. Temporary Substitute Autos – Physical Damage

1.The following is added to Section I – Covered Autos:

Temporary Substitute Autos – Physical Damage
If Physical Damage Coverage is provided by this Coverage Form on your owned covered "autos", the following types of vehicles are also covered "autos" for Physical Damage Coverage:

Any "auto" you do not own when used with the permission of its owner as a temporary substitute for a covered "auto" you do own but is out of service because of its:

1.Breakdown;

2.Repair;

3.Servicing;

4."Loss"; or

5.Destruction.

2.The following is added to the Paragraph A. Coverage Provision of the Physical Damage Coverage Section:

Temporary Substitute Autos – Physical Damage
We will pay the owner for "loss" to the temporary substitute "auto" unless the "loss" results from fraudulent acts or omissions on your part. If we make any payment to the owner, we will obtain the owner's rights against any other party.

The deductible for the temporary substitute "auto" will be the same as the deductible for the covered "auto" it replaces.

N. Amended Duties In The Event Of Accident, Claim, Suit Or Loss Paragraph a. of the Duties In The Event Of Accident, Claim, Suit Or Loss Condition is replaced by the following:
a.In the event of "accident", claim, "suit" or "loss", you must give us or our authorized representative prompt notice of the "accident", claim, "suit" or "loss". However, these duties only apply when the "accident", claim, "suit" or "loss" is known to you (if you are an individual), a partner (if you are a partnership), a member (if you are a limited liability company) or an executive officer or insurance manager (if you are a corporation). The failure of any agent, servant or employee of the "insured" to notify us of any "accident", claim, "suit" or "loss" shall not invalidate the insurance afforded by this policy.

Include, as soon as practicable:
(1)How, when and where the "accident" or "loss" occurred, and if a claim is made or "suit" is brought, written notice of the claim or "suit" including, but not limited to, the date and details of such claim or "suit"; (2)The "insured’s" name and address; and
(3)To the extent possible, the names and addresses of any injured persons and witnesses.

If you report an "accident", claim, "suit" or "loss" to another insurer when you should have reported to us, your failure to report to us will not be seen as a violation of these amended duties provided you give us notice as soon as practicable after the fact of the delay becomes known to you.

O. Waiver of Transfer Of Rights Of Recovery Against Others To Us The following is added to the Transfer Of Rights Of Recovery Against Others To Us Condition:

This Condition does not apply to the extent required of you by a written contract, executed prior to any "accident" or "loss", provided that the "accident" or "loss" arises out of operations contemplated by such contract. This waiver only applies to the person or organization designated in the contract.

O. Waiver of Transfer Of Rights Of Recovery Against Others To Us BAP 3757423-07
Eff: 7/1/2022-7/1/2023

WC 00 03 13
(Ed. 4-84)
©©1983 National Council on Compensation Insurance.

WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICY WC 00 03 13 (Ed. 4-84)

WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT
We have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. (This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us.) This agreement shall not operate directly or indirectly to benefit anyone not named in the Schedule.

Schedule
ALL PERSONS AND/OR ORGANIZATIONS THAT ARE REQUIRED BY WRITTEN CONTRACT OR AGREEMENT WITH THE INSURED, EXECUTED PRIOR TO THE ACCIDENT OR LOSS, THAT WAIVER OF SUBROGATION BE PROVIDED UNDER THIS POLICY FOR WORK PERFORMED BY YOU FOR THAT PERSON AND/OR ORGANIZATION.

Pol#WC 0380936-07

Proposals Due By:
2:00 p.m.

Thursday, September 15, 2022

Contact:

Kyle Warsinski – Economic Development Manager
[email protected]

RFP Available :
www.publicpurchase.com

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

1 1. INTRODUCTION

The City of Beaumont (“City”) requests written responses to a Request for Proposal (RFP) for selection of a qualified firm (“Consultant”) to provide professional services for the preparation of a high-quality and comprehensive Downtown Beaumont Revitalization Plan (DBRP) for the City of Beaumont. The selected firm is expected to prepare an DBRP containing specific planning and economic development goals, strategies, and an implementation plan. The selected consultant will be one that has demonstrated experience in the preparation of downtown redevelopment and revitalization plans for local jurisdictions.

Responses must conform to the requirements of this Request for Proposal (RFP). The City reserves the right to waive any irregularity in any proposal or reject any proposal that does not comply with this RFP or City policies. Modifications to the RFP, including, but not limited to the scope of work, can be made only by written addendum issued by the City.

2. THE CITY OF BEAUMONT

The City was incorporated in November 1912 and is located in the San Gorgonio Pass portion of western Riverside County. It is bounded on the west by Calimesa and unincorporated areas, on the north by unincorporated county areas (Cherry Valley), on the south by unincorporated county areas and the City of San Jacinto, and on the east by the City of Banning. The land area within the City’s boundary is approximately 30 square miles.

The City of Beaumont is also rated one of the safest cities in southern California. The City has its own police department. Fire and paramedic services are contracted through Riverside County. The City of Beaumont has been one of the fastest growing cities in California over the past 15 years and has a current population of 54,690. An average of 500 new homes have been permitted annually since 2013 and the population has grown by approximately 1,500 residents each year. Beaumont has seen significant growth in its quality of workforce with educational levels and technical skills. The community has also seen growth in its household income levels. As a result of these demographic shifts, Beaumont has become a regional retail hub. The City has started to realize new retail and service sector opportunities that were previously not viable.

3. BACKGROUND

The “Downtown Beaumont" area has been the core of the City of Beaumont, since the city's founding in 1912. Downtown was the commercial hub of the "Balanced City" which was partially lost when the Interstate system was constructed in 1964. The area thrived for many years; however as new development patterns emerged in the post war era, 'downtowns' started to lose favor with the public across the country. With the new suburban development patterns taking hold, downtowns began to suffer. Later, programs to revitalize Downtown areas began. Downtown Beaumont was identified as

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

2 a portion of the Redevelopment Project area as a response to the deteriorating conditions in the area during the 1960's and 1970's.

The City of Beaumont has been engaged in a variety of revitalization efforts in the downtown since the mid-1990s, including Redevelopment Agency efforts, the development of affordable housing sites, city sponsored landscaping and maintenance services, and the introduction of special events. The City sponsored a Facade Improvement Program in 2008 and is looking to reintroduce the program in the future along with a Downtown Signage Program.

With the demise of Redevelopment in the state of California, staff is soliciting proposals for a consultant to assist the city in developing a new implementation document for the Council’s vision of the downtown commercial core. The city hopes to capitalize on existing efforts, help to unify projects and funding sources and looks to the plan as a vehicle to aid in that effort.

The successful Consultant for the Downtown Plan will need to work in concert with other Consultants working on behalf of the City.

4. PURPOSE

The purpose of this RFP is to select a consultant or a team of consultants (Consultant Team) who will prepare a Downtown Revitalization Plan that builds on the strategic planning and economic development work already completed or underway in Beaumont. The Consultant Team will work with the City Council, staff, businesses, and community leaders to understand the community’s downtown vision, goals, concerns and interests, and to help guide the discussion about what is feasible in Beaumont with respect to redevelopment within the downtown. It is expected that the selected firm will prepare a plan which contains specific development goals, strategies and an implementation plan, outlining timing, anticipated costs, and potential funding sources for each implementation action. At a minimum, the DBRP shall include appropriate targets for the community and outline strategies for business attraction, retention and expansion, provide strategies to stimulate and encourage development within this area, and to identify building prototypes, potential streetscape improvements, and recommendations for improved and updated design requirements. The City views effective public and business community outreach, and high-quality, user friendly, graphic design documents, as important to the creation of this plan.

5. RELATED CITY PROJECTS

Connected to the efforts of this DBRP, Beaumont adopted of a comprehensive General Plan Update (GPU) that establishes a new vision founded on an economically balanced community and creating a vibrant downtown. The GPU includes a Downtown Area Plan upon which the DBRP will build. The City of Beaumont also adopted an Economic Development Strategic Plan (EDSP) in 2018, which contained goals for revitalization of the downtown area. Together, these plans establish guidelines, design standards, and

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

3 strategies to accomplish the goals of the City Council. Highlights of these plans include:

Downtown Area Plan
• Facilitates the creation of a downtown plan by focusing on roadway and pedestrian improvements and traffic flows.
• Design improvements for parking, access and right-of-way areas. • Encourages mixed-use buildings.

General Plan Update
• Emphasizes creation of an economically balanced community with a healthy sustainable balance of residential, retail and service commercial, as well as industrial employment centers.
• Emphasizes a mix of housing types and densities.
• Up to 9,400,000 square feet of commercial space, 1,800,000 square feet of office space and 21,000,000 square feet of industrial space.

Economic Development Strategic Plan
• Blueprint for attracting targeted new development and business investment, creating jobs, and contributing to the City’s long-term fiscal health. • Other action items focusing on development streamlining, establishment of business incentive programs, and encouragement of downtown redevelopment and revitalization.
• Includes components on closely related issues such as infrastructure, land use and workforce development.

Parking Management Master Plan
• Review and Analysis of the Downtown area, land uses, and related parking requirements.
• Provides multiple concepts to “right-size” parking requirements in the downtown area over time.
• Establishment of an implementation plan to achieve downtown parking management goals and objectives.

6. SCOPE OF WORK

Overview / Introduction

The City of Beaumont is requesting proposals from qualified vendors for the preparation of a Downtown Beaumont Revitalization Plan.

This RFP is intended to be as descriptive as possible. However, Proposers (interested firms or consultants) may not take advantage of omissions or oversights in this document.

Proposers must supply products and services that meet or exceed the requirements of this RPF. In the event of a dispute over installation or performance, the needs of the City of Beaumont will govern.

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

4 Scope of Work:

The consultant shall perform the following tasks (considered a preliminary outline) to complete the project:

A. Provide a comprehensive policy and regulations analysis of all City documents pertaining to the Downtown area. This analysis should look at the City's regulations from an economic and design related standpoint to determine how the codes and policies are affecting the economic environment of the Downtown.

B. Work in conjunction with business owners, property owners, City Staff, City Consultants and the City Council, to review the current detailed vision concept for the Downtown area and if necessary, propose amendments. This includes building prototypes, potential streetscape improvements, and recommendations for improved and updated design requirements.

C. Assess the market feasibility for economic uses and types of development at specific sites within the Downtown to help define and target businesses or development projects that would be compatible and practical in the Downtown.

D. Consultant review of the Downtown Area Plan, Economic Development Strategic Plan, and applicable portions of the Beaumont Zoning Code and General Plan and provide recommended changes for consistency with other findings in the DBSP.

E. Consultant review of the General Plan Update PEIR to determine if additional CEQA analysis will be needed for implementation.

F. Obtain input through surveys, community meetings or other feasible methods from local stakeholders including downtown merchants/property owners, downtown residents, City Staff and elected/appointed officials.

G. Perform assessment of existing conditions, past performance, and future trends in conjunction with stakeholder input, to build on the vision for the downtown. This information should be reviewed with City Staff in draft form.

H. Produce Downtown Beaumont Revitalization Plan and Implementation Strategy with a phasing plan including estimated costs to begin implementing improvements.

I. Prepare administrative screening draft and present findings to City Staff.

J. Incorporate final input and prepare Final Document.

K. Present options to City Staff on document format and graphic presentation.

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

5 L. Present six (6) copies of final document, one camera ready copy, and a Word copy on computer disk or USS in a software program pre-agreed upon with City Staff.

M. Meetings:

1. The Consultant Team will be expected to regularly interface with staff (in- person meetings and conference calls) concerning approach and tasks throughout the project. The Consultant Team should have frequent interaction with staff to ensure that the City’s desired objectives are met and that Beaumont’s unique concerns are addressed.

2. Preparation and facilitation of at least two (2) community stakeholder visioning workshops with business community leaders, the business community in general, the Chamber of Commerce and other leaders/citizens in the Beaumont community.

3. Briefing with the City’s Economic Development Team. These will range from bi-weekly updates to meetings to review and discuss project progress at key benchmarks.

4. Attendance of at least two (2) Economic Development Committee meetings and two (2) Planning Commission meetings to present materials, gather feedback and present the draft and/or Final DBRP.

5. Attendance of at least two (2) workshops and/or study sessions with Beaumont City Council and one (1) meeting to discuss findings and present the final DBRP.

Optional Scope of Work Items:

The consultant shall provide a separate line-item proposal for the following optional tasks (these optional items may or may not be added to the final scope of work as determined by the city once a preferred consultant is chosen):

A. Produce a Downtown Signage Program to establish strategies to identity and highlight the Downtown Area.

B. Architectural design guidelines to develop consistency throughout the downtown area for both new and existing buildings.

All documents prepared for the Downtown Revitalization Plan will become the property of the City of Beaumont.

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

6 General Requirements:

The successful proposer will be required to maintain an active City of Beaumont Business License and maintain all required insurance coverage as stipulated in the final contract.

Work Plan:

Prior to the beginning of the work, the successful proposer must provide the City a schedule and work plan for approval.

7. AVAILABLE DOCUMENTS

The following documents are available for Consultants responding to the Request for Proposals (RFP) and can be found on the City’s website.

A. Downtown Area Plan
B. Beaumont Economic Development Strategic Plan
C. Elevate Beaumont 2040 General Plan
D. Parking Management Master Plan

8. ADDITIONAL CONSULTANT RESPONSIBILITIES

The Consultant Team shall be responsible for completing the specified services in accordance with the City’s Professional Services Agreement (Attachment A).

9. TERM

The initial term of the agreement shall be determined upon need of services and consistent with City’s policies.

10. PROPOSAL REQUIREMENTS

The proposal shall clearly address all of the information requested herein. To achieve a uniform review process and obtain the maximum degree of comparability, it is required that proposals be organized and contain all information as specified below.

A. Cover Letter: Maximum of two (2) pages serving as an Executive Summary which shall include an understanding of the scope of services. The RFP shall be transmitted with a cover letter that must be signed by an official authorized to bind the consultant contractually. The letter accompanying the RFP shall also provide the name, title, address, and telephone number of individuals with the authority to negotiate and contractually bind the consultant. The cover letter constitutes certification by the consultant, under penalty of perjury, that the consultant complies with nondiscrimination requirements of the State and Federal Government. An unsigned proposal or one signed by an individual unauthorized

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

7 to bind the consultant may be rejected.

B. Introduction/Information: Introduction of the service proposal, including a statement of understanding for the types of services contemplated. Provide a discussion on how the objectives of the scope of services will be accomplished.

Provide the name of the firm submitting the proposal, its mailing address, telephone number, and the name of the individual to contact if further information is required. Any participating firms and proposed sub-consultants shall be identified and included in the proposal (all sub-consultants must be approved by City prior to signing the agreement with City).

C. The firm’s approach to delivering the scope of services. Provide a description of the firm’s approach to communicating effectively with City staff and officials, other jurisdictional stakeholders, and the public, to facilitate successful delivery of assigned tasks.

D. Firm Profile: Provide a description of the firm, including number of professional personnel, years in business, office location(s), organizational structure (e.g., corporation, partnership, sole practitioner, etc.), areas of particular expertise, etc.

E. Firm Experience/Qualifications:

1. A list of the five (5), most recent, similar projects by the proposed project team.

Include at least three (3) projects on which all of the principal team members, including key sub-consultants, worked together. Do not list any projects that were performed by key team members when they were employed by other firms. Each description shall include:

• The name of the client and a contact name, address, and telephone number.
• The scope of the consultant’s involvement in the project. • The month and year the projects started and the month and year they were completed.
• The total value of the services provided.
• The key personnel involved and the sub-consultants employed.

2. A list of any consultant’s contracts terminated (partially or completely) by clients for convenience or default within the past seven years. Include contract value, description of work, client, contract number, and the name and telephone of the contracting entity.

F. Location of principal office that will be responsible for the implementation of this contract.

G. Proposed Team: Provide a summary description of all personnel who will be

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

8 involved in this project, their roles and responsibilities, and their experience in similar past projects. The proposal must name a project manager. In addition to this summary, full resumes must be provided.

H. References: Provide at least three (3) references from previous cities, counties or other agencies for community engagement and/or downtown revitalization plan work completed within the last 10 years, and also provide web links to appropriate examples of recent Downtown Revitalization work products. All submitted materials shall become the property of the City of Beaumont.

I. Scope of Services: Provide a description of the tasks, sub-tasks, and deliverables that will be provided. The Scope of Work Program should be presented in logical format that can be easily attached to the Professional Services Agreement. Any additional items not mentioned above in the list but needed to get to full design and construction shall be included in the proposal as additional items for consideration.

J. Project Schedule: Provide a comprehensive Critical Path Method (CPM) schedule describing the nature and estimated timeline of proposed work objectives and milestones. Gannt chart preferred.

K. Cost proposal: Provide detailed cost of services in a separate sealed envelope.

Costing should include:
• Fixed prices, including out-of-pocket expenses, for all costs associated within the scope of this proposal
• Detailed hourly rates of all members of the project
• Additional billable costs for non-specified tasks
• Total fees and expenses for the entire scope of the project • Any area which proposers believe should be included in the scope of work in this proposal, but which is not stipulated in this RFP, and identifies the costs associated with the services rendered

L. List of all current/outstanding contracts, their status and the completion date for each contract.

M. Any other information which should be considered, such as any special services or customer service philosophy which define your firm’s practice.

N. The firm will be required to have professional liability insurance including liability at a minimum of one million per occurrence, worker’s compensation, and vehicle coverage including comprehensive and collision insurance naming the City of Beaumont as additional insured. The proposal shall state whether such insurances will be in force at time of contract execution.

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

9 11. SUBMITTAL

Six (6) bound copies, one (1) unbound copy and one (1) color digital pdf copy (flash drive) of the proposal must be submitted no later than 2:00 p.m. Thursday, September 15, 2022. Postmarks and faxes are not acceptable. Proposal must be titled “RFP Professional Services for DOWNTOWN BEAUMONT REVITALIZATION PLAN.” All proposals shall be submitted to:

Kyle Warsinski
[email protected]
City of Beaumont
550 E. 6th Street
Beaumont, CA 92223

No postmarked proposals will be accepted. Once submitted, proposals, including the composition of the consulting staff, cannot be altered without prior written consent of the City.

All costs associated with preparation of any proposal shall be the sole responsibility of the proposer. Each proposal shall be limited to a maximum of 25 pages, using minimum 12- point font size. Electronic submittals of the proposal will not be accepted.

*DUE DATE FOR QUESTIONS IS September 1, 2022, AT 12:00 p.m.

All questions shall be submitted on PublicPurchase.com. Answers will be posted on the same website to allow all users to review the City’s responses to all questions within one (1) week of the question due date.

12. CONFIDENTIALITY

Prior to the proposal submittal deadline, all proposals will be designated confidential to the extent permitted by the California Public Records Act. After the proposal submittal deadline, all responses will be regarded as public record and will be subject to review by the public. Any language purported to render confidential all or portions of the proposals will be regarded as non-effective and will be disregarded.

13. AMENDMENTS TO REQUEST FOR PROPOSALS

The City reserves the right to amend the RFP by addendum prior to the final proposal submittal date.

14. CITY OF BEAUMONT RIGHTS AND OPTIONS

This RFP does not commit the City of Beaumont to award a contract or to pay any cost incurred with the preparation of a proposal or contract for services described herein.

The City may, in its sole discretion and without any obligation to act reasonably, reject any and all proposals, waive informalities and minor irregularities in any proposal

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

10 reviewed, negotiate with any qualified source submitting a proposal, extend deadlines, and/or request additional information. Subsequent to negotiations, prospective consultants may be required to submit revisions to their proposals. The City may reject any proposal that does not conform to the instructions provided in this RFP. Additionally, the City reserves the right to negotiate all final terms and conditions of any proposal received before entering into final contract.

The City reserves the right to postpone selection for its own convenience, to withdraw this RFP at any time, and to reject any and all proposals without indicating any reason for such rejection. As a function of the RFP process, the City of Beaumont reserves the right to remedy technical errors in response to the RFP and to modify the published scope of services and scope of work. Proposals submitted in response to the RFP will not be returned.

15. CONFLICT OF INTEREST

The Consultant shall disclose any personal or professional financial, business, or other relationships with the City that may have an impact on the outcome of this contract or any resulting project. The consultant shall also list current clients who may have a financial interest in the outcome of this contract.

16. PROPOSAL EVALUATION/SELECTION

The City intends to engage the most qualified consultant available that demonstrates a thorough understanding of the City’s needs. City staff will use the following criteria to evaluate the proposals:

1. Understanding the scope of services;
and completeness of RFP Available Points = 20

2. Related Experience and Demonstrated skills Available Points = 30

3. Approach to performing this type of service Available Points = 20

4. Familiarity with City, County, State procedures Available Points = 5

5. References Available Points = 10

6. Cost and Cost Effectiveness Available Points = 15 Total Points Available = 100

The City may request a qualification interview with the highest ranked consultant(s) prior to determining the final ranking. This selection will be conducted according to the City’s adopted procedures. The City reserves the right to reject any and all proposals.

Attachments

A. Exhibit A- Professional Services Agreement

City of Beaumont Request for Proposal Downtown Beaumont Revitalization Plan

11 Exhibit “A”
Professional Service Agreement

Staff Report

TO: City Council
FROM: Jeff Hart, Public Works Director
DATE November 1, 2022
SUBJECT: Award a Public Works Agreement for Construction of CIP 2017 -009 Pennsylvania Avenue Widening

Description Award a public works agreement to All American Asphalt for construction of CIP 2017-009 Pennsylvania Avenue Widening in the amount of $7,469,250 with a construction contingency of $747,000.

Background and Analysis:

On June 6, 2022, CIP 2017-009 Pennsylvania Avenue Widening was publicly advertised soliciting construction bids. On August 18, 2022, only one (1) bid was received and publicly opened. On September 6, 2022, in an effort to receive more competitive bids, City Council rejected all bids and authorized staff to readvertise for construction bids.

Pursuant to City Council’s direction, the project was readvertised and on October 3, 2022, two (2) bids were received and publicly opened. The following is a summary of the received bids:

1. All American Asphalt $7,291,250

2. Hardy and Harper, Inc. $7,300,000

All American Asphalt is the apparent lowest responsive and responsible bidder. No bid challenges were received. All American Asphalt substantially conforms to the bid requirements and the bid documents have been reviewed by the City Attorney. In addition to the base bid amount, City staff are also recommending the award of three alternative bid items as described in the following table.

Alternative Bid items
Description of Item Cost
Reuse ADL contaminated soils (Caltrans
ROW) $119,000.00
Reuse ADL contaminated soils (UPRR
ROW) $34,000.00
Archeological Discovery $25,000.00
Total Cost $178,000.00

Fiscal Impact:

The following table is an overview of the current project funding, project budget, and remaining budget.

2017-009 Pennsylvania Avenue Widening Project Accounting Summary Funding Summary
Funding Year Funding Source Amount
FY 17/18 Road & Bridge DIF $650,000.00
FY 17/18 Grant $24,600.00
FY 19/20 TUMF $3,368,000.00
FY 22/23 2022 Appropriation Bill $1,300,000.00
FY 22/23 General Fund $4,000,000.00
FY 22/23 Road & Bridge DIF $1,200,000.00
Total Project Funding = $10,542,600.00
Budget Summary
Project Component Budget Encumbered Paid to Date Remaining Budget
Project Management $22,537.44 ($22,537.44) ($22,537.44) $0.00 Preliminary Services $0.00 $0.00 $0.00 $0.00
Environmental $164,026.00 ($164,026.00) ($158,720.35) $0.00 Design $679,396.00 ($679,396.00) ($420,276.52) $0.00
Construction $9,285,268.00 ($1,069,018.00) ($173,000.00) $8,216,250.00 Construction Services $60,000.00 $0.00 $0.00 $60,000.00 Permits $248,165.00 ($33,165.00) ($29,716.51) $215,000.00 Equipment $0.00 $0.00 $0.00 $0.00
Project Summary Totals $10,459,392.44 ($1,968,142.44) ($804,250.82) $8,491,250.00

The public works agreement with All American Asphalt for construction will be in an amount not to exceed $7,469,250, which includes the three recommended

alternative bid items. Staff is recommending a construction contingency of $747,000, or approximately 10% of the public works agreement, to allow for unforeseen construction changes. The total construction amount requested at this time is therefore $8,216,250. The construction budget will be established from the available CIP budget as shown in the preceding table.

Recommended Action:

Award a public works agreement to All American Asphalt for construction of CIP 2017 - 009 Pennsylvania Avenue Widening in an amount not to exceed $7,469,250; and authorize the City Manager to sign change orders up to an additional $747,000 for a total construction amount of $8,216,250.

Attachments:

A. Public Works Agreement and bid (All American Asphalt)

CITY OF BEAUMONT

PUBLIC WORKS AGREEMENT

This PUBLIC WORKS AGREEMENT (“Agreement”) is made and effective November 1, 2022 by and between the City of Beaumont, a municipal corporation (“CITY”), and All American Asphalt, a corporation (“CONTRACTOR”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

I. SCOPE OF WORK

The CONTRACTOR shall perform within the time set forth in Article 2 of this Agreement and shall furnish all labor, materials, equipment, tools, utility services, and transportation and perform and complete all work required in connection with the Pennsylvania Avenue Widening Project CIP 2017-009 (hereinafter “Project”).

CITY’s Invitation for Bids (“Invitation”) for the Project, dated September 9, 2022, and CONTRACTOR’s Bid in response to the Invitation, dated October 3, 2022, are attached hereto as Exhibits A and B, respectively and incorporated herein by this reference. The Scope of Work for the Project is set forth in the Invitation. In the event that any terms of the Bid are different from the Invitation for Bids, the Invitation for Bids shall control. Any additional terms in the Bid that purport to bind the City to any additional terms not contained in this Agreement and related attachments shall not be binding on the City.

By entering into this Agreement, CONTRACTOR acknowledges that there may be other contractors on the site whose work will be coordinated with that of its own.

CONTRACTOR expressly warrants and agrees that it will cooperate with other contractors and will do nothing to delay, hinder, or interfere with the work of other separate contractors, the CITY, the Construction Manager, the Engineer, or utilities. CONTRACTOR also expressly agrees that, in the event its work is hindered, delayed, interfered with, or otherwise affected by a separate contractor, its sole remedy will be a direct action against the separate contractor. To the extent allowed by law, the CONTRACTOR will have no remedy, and hereby expressly waives any remedy against the CITY, the Construction Manager (if any), and the Engineer on account of delay, hindrance, interference or other events.

II. TIME FOR PROJECT COMPLETION

All of CONTRACTOR’s work on the Project shall be completed within durations established for the individual activities. All work shall commence ten (10) calendar days after receiving a written Notice of Award from the CITY or Construction Manager, if a Construction Manager is employed by CITY on the Project.

CONTRACTOR shall refer to the invitations for bids, and Project Plans and Specifications, all of which, as set forth below, are incorporated herein by reference, for contractual obligations regarding individual activity durations.

III.THE CONTRACT SUM
The CITY shall pay to the CONTRACTOR for the performance of this Agreement, subject to any additions and deductions provided in the Project documents, the sum of seven million two hundred and ninety-one thousand two hundred and fifty dollars ($7,469,250).

IV.PROGRESS PAYMENTS
Based upon Applications for Payment submitted to the Engineer by the CONTRACTOR and Certificates for Payment issued by the Engineer, the CITY shall make progress payments on account of the Contract Sum to the CONTRACTOR as provided in the General Conditions, which are fully incorporated into this Agreement by this reference.

This Agreement is subject to the provisions of Article 1.7 (commencing at Section 20104.50) of Division 2, Part 3 of the Public Contract Code regarding prompt payment of contractors by local governments. Article 1.7 mandates certain procedures for the payment of undisputed and properly submitted payment requests within 30 days after receipt, for the review of payment requests, for notice to Contractor of improper payment requests, and provides for the payment of interest on progress payment requests which are not timely made in accordance with that Article. This Agreement hereby incorporates the provisions of Article 1.7 as though fully set forth herein.

V.INDEMNITY, DEFENSE AND HOLD HARMLESS AGREEMENT
CONTRACTOR shall indemnify, defend with legal counsel approved by CITY, and hold harmless CITY, its officers, officials, employees and volunteers from and against all liability, loss, damage, expense, cost (including without limitation reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONTRACTOR’s negligence, recklessness or willful misconduct in the performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole or active negligence or willful misconduct of the CITY. Should conflict of interest principles preclude a single legal counsel from representing both CITY and CONTRACTOR, or should CITY otherwise find CONTRACTOR’s legal counsel unacceptable, then CONTRACTOR shall reimburse the CITY its costs of defense, including without limitation reasonable legal counsels fees, expert fees and all other costs and fees of litigation. The CONTRACTOR shall promptly pay any final judgment rendered against the CITY (and its officers, officials, employees and volunteers) with respect to claims determined by a trier of fact to have been the result of the CONTRACTOR’s negligent, reckless or wrongful performance. It is expressly understood and agreed that the foregoing provisions are intended to be as broad

and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

CONTRACTOR obligations under this section apply regardless of whether or not such claim, charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment, civil fine or penalty, or liability was caused in part or contributed to by an Indemnitee. However, without affecting the rights of CITY under any provision of this agreement, CONTRACTOR shall not be required to indemnify and hold harmless CITY for liability attributable to the active negligence of CITY, provided such active negligence is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In instances where CITY is shown to have been actively negligent and where CITY active negligence accounts for only a percentage of the liability involved, the obligation of CONTRACTOR will be for that entire portion or percentage of liability not attributable to the active negligence of CITY.

VI. PREVAILING WAGES

A. Contractor shall comply with all applicable laws and regulations relating to prevailing wages. Wage rates for this Project shall be in accordance with the “General Wage Determination Made By the Director of Industrial Relations Pursuant To California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1”, for Riverside County. Wage rates shall conform with those posted at Beaumont City Hall and the Project site.

B. The following Labor Code sections are hereby referenced and made a part of this Agreement:

1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates.

2. Section 1777.4 - Apprenticeship Requirements.

3. Section 1777.5 - Apprenticeship Requirements.

4. Section 1813 - Penalty for Failure to Pay Overtime.

5. Sections 1810 and 1811 - Working Hour Restrictions.

6. Section 1775 - Payroll Records.

7. Section 1773.8 - Travel and Subsistence Pay.

VII. RECORD AUDIT

In accordance with Government Code, Section 8546.7, records of both the CITY and the CONTRACTOR shall be subject to examination and audit by the Auditor General for a period of three (3) years after final payment.

VIII. FINAL PAYMENT

Final payment, constituting the entire unpaid balance of the Agreement Sum, shall be paid by the CITY to the CONTRACTOR no sooner than thirty-five (35) days after a Notice of Completion has been recorded, unless otherwise stipulated in the Notice of Completion, provided the work has then been completed, the Agreement fully performed, and a final Certificate for Payment has been issued by the Engineer.

IX. CONTRACTOR’S FAILURE TO PROCURE COMPLETION OF PROJECT

In the event CONTRACTOR fails to furnish tools, equipment, or labor in the necessary quantity or quality, or fails to prosecute the work or any part thereof contemplated by this Agreement in a diligent and workmanlike manner, and if the CONTRACTOR for a period of three (3) calendar days after receipt of written demand from CITY or its designated representative to do so, fails to furnish tools, equipment, or labor in the necessary quantity or quality, and to prosecute its work and all parts thereof in a diligent and workmanlike manner, or after commencing to do so within said three (3) calendar days, fails to continue to do so; then the CITY may exclude the CONTRACTOR from the premises, or any portion thereof, and take possession of said premises or any portion thereof, together with all material and equipment thereon, and may complete the work contemplated by this Agreement or any portion of said work, either by furnishing the tools, equipment, labor or material necessary, or by letting the unfinished portion of said work, or the portion taken over by the CITY to another contractor or by a combination of such methods. In any event, the procuring of the completion of said work, or the portion thereof taken over by the CITY, shall be a charge against the CONTRACTOR, and may be deducted from any money due or becoming due to CONTRACTOR from the CITY, or the CONTRACTOR shall pay the CITY the amount of said charge, or the portion thereof unsatisfied. The sureties, provided for under this Agreement shall become liable for payment should CONTRACTOR fail to pay in full any said cost incurred by the CITY.

X. INSURANCE

Prior to the beginning of and throughout the duration of the Project, CONTRACTOR and its subcontractors shall maintain insurance in conformance with the requirements set forth below. Attached hereto as Exhibit C are copies of Certificates of Insurance and the waiver of subrogation endorsement as required by Section 6.B.1. CONTRACTOR will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so.

CONTRACTOR acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to CONTRACTOR or its subcontractors in excess of

the limits and coverage identified in this Agreement and which is applicable to a given loss, claim or demand, will be equally available to CITY.

A. Types of Insurance

Without limiting CONTRACTOR’s indemnification of CITY, and prior to commencement of Work, CONTRACTOR shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to CITY:

1. General liability insurance. CONTRACTOR shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, and a $2,000,000 completed operations aggregate. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

2. Automobile liability insurance. CONTRACTOR shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the CONTRACTOR arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.

3. Umbrella or excess liability insurance. If CONTRACTOR is using umbrella coverage to meet part of its liability insurance requirements under Paragraph 1 of this Section, CONTRACTOR shall obtain and maintain an umbrella or excess liability insurance that will provide bodily injury, personal injury, completed operations and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability and employer’s liability.

Such policy or policies shall include the following terms and conditions:

• A drop down feature requiring the policy to respond in the event that any primary insurance that would otherwise have applied proves to be uncollectable in whole or in part for any reason; • Pay on behalf of wording as opposed to reimbursement; • Concurrency of effective dates with primary policies; • Policies shall “follow form” to the underlying primary policies; and • Insureds under primary policies shall also be insureds under the umbrella or excess policies.

4. Workers’ compensation insurance. CONTRACTOR shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000) for CONTRACTOR’s employees in accordance with the laws of the State of California, Section 3700 of the Labor Code. In addition, CONTRACTOR shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California, Section 3700 for all of the subcontractor’s employees.

CONTRACTOR shall submit to CITY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of CITY, its officers, agents, employees and volunteers.

5. Pollution liability insurance. Environmental Impairment Liability Insurance shall be written on a CONTRACTOR’s Pollution Liability form or other form acceptable to CITY providing coverage for liability arising out of sudden, accidental and gradual pollution and remediation. The policy limit shall be no less than $1,000,000 dollars per claim and in the aggregate. All activities contemplated in this Agreement shall be specifically scheduled on the policy as “covered operations.” The policy shall provide coverage for the hauling of waste from the project site to the final disposal location, including non-owned disposal sites.

Products/completed operations coverage shall extend a minimum of three (3) years after project completion. Coverage shall be included on behalf of the insured for covered claims arising out of the actions of independent contractors. If the insured is using subcontractors, the Policy must include work performed “by or on behalf” of the insured. Policy shall contain no language that would invalidate or remove the insurer’s duty to defend or indemnify for claims or suits expressly excluded from coverage. Policy shall specifically provide for a duty to defend on the part of the insurer. The CITY, its officials, officers, agents, and employees, shall be included as insureds under the policy.

6. Builder’s risk insurance. Upon commencement of construction and with approval of CITY, CONTRACTOR shall obtain and maintain builder’s risk insurance for the entire duration of the Project until only the CITY has an insurable interest. The Builder’s Risk coverage shall include the coverages as specified below.

The named insureds shall be CONTRACTOR and CITY, including its officers, officials, employees, and agents. All Subcontractors (excluding those solely responsible for design Work) of any tier and suppliers shall be included as additional insureds as their interests may appear.

CONTRACTOR shall not be required to maintain property insurance for any portion of the Project following transfer of control thereof to CITY.

The policy shall contain a provision that all proceeds from the builder’s risk policy shall be made payable to the CITY. The CITY will act as a fiduciary for all other interests in the Project.

Policy shall be provided for replacement value on an “all risk” basis for the completed value of the project. There shall be no coinsurance penalty or provisional limit provision in any such policy. Policy must include: (1) coverage for any ensuing loss from faulty workmanship, Nonconforming Work, omission or deficiency in design or specifications; (2) coverage against machinery accidents and operational testing; (3) coverage for removal of debris, and insuring the buildings, structures, machinery, equipment, materials, facilities, fixtures and all other properties constituting a part of the Project; (4) Ordinance or law coverage for contingent rebuilding, demolition, and increased costs of construction; (5) transit coverage (unless insured by the supplier or receiving contractor), with sub-limits sufficient to insure the full replacement value of any key equipment item; (6) Ocean marine cargo coverage insuring any Project materials or supplies, if applicable; (7) coverage with sub-limits sufficient to insure the full replacement value of any property or equipment stored either on or off the Site or any staging area. Such insurance shall be on a form acceptable to CITY to ensure adequacy of terms and sublimits and shall be submitted to the CITY prior to commencement of construction.

B. Other provisions or requirements

1. Proof of insurance. CONTRACTOR shall provide certificates of insurance to CITY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by CITY’s risk manager prior to commencement of performance. Current certification of insurance shall be kept on file with CITY at all times during the term of this contract. CITY reserves the right to require complete, certified copies of all required insurance policies, at any time.

2. Duration of coverage. CONTRACTOR shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by CONTRACTOR, his agents, representatives, employees or subcontractors. CONTRACTOR must maintain general liability and umbrella or excess liability insurance for as long as there is a statutory exposure to completed operations claims. CITY and its officers, officials, employees, and agents shall continue as additional insureds under such policies.

3. Primary/noncontributing. Coverage provided by CONTRACTOR shall be primary and any insurance or self-insurance procured or maintained by CITY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of CITY before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured.

4. CITY’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these requirements or is canceled and not replaced, CITY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by CITY will be promptly reimbursed by CONTRACTOR or CITY will withhold amounts sufficient to pay premium from CONTRACTOR payments. In the alternative, CITY may cancel this Agreement.

5. Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the CITY’s risk manager.

6. Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow CONTRACTOR or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss.

CONTRACTOR hereby waives its own right of recovery against CITY, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

7. Enforcement of contract provisions (non estoppel). CONTRACTOR acknowledges and agrees that any actual or alleged failure on the part of the CITY to inform CONTRACTOR of non-compliance with any requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.

8. Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any