Chino City Council
July 15, 2025

Alignment and Visioning
Rendering Development: Collaborate with designers and architects to create a conceptual rendering that visually represents the Committee's vision, offering a tangible depiction of the intended development outcome.

Outcome: A set of guiding principles and a vision rendering that form the basis for future phases, particularly the RFP process.

Step 1: Ongoing working sessions with City Staff:
 Align the project's vision with city goals through workshops with city administration, reviewing existing plans, zoning regulations, and infrastructure improvements- Weekly Update Meetings with Land Acquisition Project Team
- Bi-Weekly or Monthly Departmental check-ins with staff:
 Planning
 Public Works
 Economic Development
 Government Affairs
 Community Services
 Communications
Step 2: Establishing the Visionary Committee
 Committee Composition to Include representatives from city officials, community leaders, and experts from diverse fields such as urban planning, architecture, environmental science, and economic development.
 Develop a set of guiding principles document that will influence the Request for Proposal (RFP) process, ensuring potential developers understand and commit to the city's vision and values.  Conduct vision workshops to establish a common understanding of the city's core values and translate these into actionable guiding principles for the project. o Monthly meetings
o Monthly or Quarterly Update Meetings
Step 3: Community Engagement
 Organize sessions with residents, businesses, and key organizations to gather input on community needs and aspirations.
 Use in-person and digital platforms to maximize participation, ensuring diverse perspectives are integrated into the project vision.
 Introduce opportunities to incorporate opportunities to leverage the key attributes of Chino as both a home and a destination.

Step 4: Positioning the larger Project Opportunities
 Identify potential indoor and outdoor anchor attractions and plan for a mix of uses that serve both local needs and attract visitors, ensuring seamless integration with Chino's urban fabric.

Step 5: Design and Guidelines
 Oversee a plan designer to create architectural guidelines to maintain a cohesive aesthetic vision and develop standards for building materials and streetscapes. 1374
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

Feasibility and Market Analysis Reports
Analysis: Conduct and oversee sub-contractors for market feasibility and environmental reports for City Staff to review for value and use of property
Outcome: Reports to include Highest and Best Use Report, Hotel Feasibility Report, Environmental Reports (Phase 1, Phase 2, Site Clean Up Remediation, EIR Reports, Development Cost Estimate (Proforma Report), Economic Impact Revenue Report, Risk Report
Step 1: Highest and Best Use Study Report:
 JLL will conduct a comprehensive financial and viability study to determine the most productive and legally permissible use of the site, optimizing land value and community benefits. This will be critical in developing the direction that will incorporate key differentiators and be financially viable for the private sector.
 Analyze a diverse range of potential uses engaging JLL asset class experts, including but not limited to:
o Agricultural Uses (i.e. Working farm, vertical farm, dairy) o Residential (e.g., multi-family, single-family, mixed-income housing) o Retail, with a focus on local businesses (e.g., locally owned shops, artisan markets, farm-totable restaurants, local produce markets) o Lodging (e.g., hotels, boutiques lodging,)
o Entertainment (e.g., theaters, performance venues, recreational facilities, amusement park) o Conference and event spaces
o Office space (e.g., traditional offices, co-working spaces) o Educational facilities
o Healthcare facilities
o Cultural and community centers
o Open spaces and parks
o Other innovative or locally relevant uses
Step 2: Market and Financial Feasibility Report:
 Conduct comprehensive market research:
 Analyze demographic trends, economic indicators, and consumer behavior in the region.  Assess competitive landscape and market saturation for each proposed use.  Evaluate regional and local real estate trends across all relevant asset classes.  Develop detailed demand forecasts.
 Project absorption rates for residential, retail, and office components.  Estimate potential visitor numbers for entertainment and hospitality elements.  Analyze seasonality and cyclical patterns that may impact demand.  Perform financial modeling and sensitivity analysis:
 Create pro forma financial statements for each project component and the overall development.  Conduct scenario planning to assess financial performance under various market conditions.  Evaluate potential returns on investment and payback periods for different project elements.  Assess economic impact:
 Estimate job creation potential, both during construction and ongoing operations.  Project tax revenue generation for the city and region. 1375
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

 Analyze potential spillover effects on surrounding areas and businesses to support broader participation in funding streams/districts.
 Assess additional community benefits that are aligned with city priorities  Conduct and provide Hotel Feasibility Report.
 Determine possibility and type of hotel use in project site.  Determine hotel mix (i.e. Mid-scale, boutique, full service and brands) for regional draw  Project Transient Occupancy Tax revenue generation for the city and region.  Project visitor occupancy
Step 3: Environmental Assessment Report:
 Conduct comprehensive Environmental site analysis:
o Procure Land Appraiser for property appraisal
o Review geotechnical and soil studies to identify any site constraints. o Evaluate current site contamination levels and remediation needs. o Garner quote for site Environmental Phase II, Environnemental Clean Up Report in preparation for remediation
 Oversee sub-contractors for environmental review and remediation  Oversee sub-contractor for EIR Report to be provided to State and Federal environmental agencies.
 Analyze potential environmental impacts:
 Assess air quality impacts from construction and increased traffic.  Evaluate water usage and potential effects on local water bodies and groundwater.  Study noise and light pollution potential and develop mitigation strategies.  Oversee sub-contractors for Airport Flight monitoring in accordance with FAA regulations for site development
 Set to determine land availability, flight zone setbacks and occupancy thresholds.  Work with Public Works to develop sustainability strategies:
 Create energy efficiency and renewable energy integration recommendations.  Recommend water conservation and reuse systems.
 Develop proposed waste reduction and recycling programs for construction and operations.  Work with Public Works to Climate resilience planning:
 Assessing potential climate change impacts on development.  Identify strategies to manage natural risks, heat effects, and other climate-related challenges.

Step 4: Risk Evaluation and Compliance Report:
 Conduct comprehensive risk assessment:
 Identify potential market risks, including economic downturns or shifts in consumer preferences.  Assess construction risks, including potential delays, cost overruns, and quality issues.  Evaluate operational risks for various project components.  Analyze potential reputational risks and develop mitigation strategies.  Perform legal and regulatory compliance review:
 Thoroughly examine local zoning laws and development regulations.  Review state and federal regulations that may impact on the project.  Assess compliance with accessibility standards and fair housing requirements.  Evaluate labor laws and employment regulations relevant to construction and operations.  Develop risk mitigation strategies:
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Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

 Create contingency plans for identified risks.
 Design flexible project phasing to adapt to changing market conditions.  Recommend insurance strategies, if applicable, to cover potential liabilities.  Establish a compliance management system:
 Create a framework for ongoing monitoring of regulatory compliance.  Develop training programs for public and private participants on relevant regulations and compliance requirements.
 Establish reporting mechanisms for potential compliance issues.  Stakeholder risk assessment report:
 Identify potential concerns from various stakeholder groups (e.g., residents, businesses, environmental groups).
 Develop strategies to address stakeholder concerns and manage expectations. 1377
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

Financing Strategy
Analysis: Conduct a comprehensive review of all potential financing mechanisms, including P3, municipal bonds, tax increment financing, special assessment districts, and grants.

Outcome: Provide the City with detailed options for potential Public Private Partnership (P3) revenue strategies, negotiating points for developer engagement and fiscal strategies.

Step 1: Evaluate Possible P3 Revenue Streams
 Analyze the feasibility and potential of various P3 revenue streams, including but not limited to:
o User fees (e.g., parking fees, admission fees for attractions) o Naming rights for facilities or public spaces
o Revenue sharing from events and performances
o Hotel occupancy taxes on on-site accommodations
o Special tax districts or business improvement district fees o Utility fees (if the project includes innovative energy or water systems) o Land value capture mechanisms
o Tax increment financing from increased property values o Revenue from public asset operations (e.g., conference centers, recreational facilities) Step 2: Develop Financial Strategy:
 Create a detailed financial model integrating various funding sources and project costs.  Develop scenarios to test the robustness of the financial plan under different market conditions.  Provide risk mitigation strategies and contingency plans in the financial structure.  Outline a strategy for securing and timing the use of different funding sources.  Ensure the finance plan aligns with the master developer's approach and the overall project timeline.

Step 3: Develop Construction Requirements for Reciprocal Economic Impact  Establish local hire requirements.
 Establish local sub-contractor construction labor.
 Prioritize local vendors and small businesses and unions.  Determine retail attraction program to prioritize local retail, restaurants, entertainment, legacy businesses, nonprofits and other new businesses looking to locate into Chino.  Create enforcement and monitoring mechanisms.

Step 4: State and Federal Department engagement to finalize purchase of State-Owned Sites  Establish an approach to secure the purchase of the identified land and establish additional strategic alliances to secure support and resources from the state.  Enter negotiations with state for purchase and sale agreement o Provide Detailed Plan for Site Development
o Provide Update on Developer RFP Process development
o Provide Site Plan, Marketing Collateral (renderings) and Fiscal Analysis for State Review o Provide Documentation to City for City Council Approval for Purchase of Property. 1378
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

 Establish connections with state leadership to finalize the purchase and identify synergies, leverage funding opportunities, and gain support for the project. The state process would be negotiating the purchase of the site, appraisal, environmental assessments and remediation.  Engage with GO-Biz state-level economic development agencies to align the project with statewide initiatives and explore potential incentives or grants.  Connect with the state's agriculture and tourism departments to explore opportunities in agritourism, leveraging Chino's agricultural heritage.
 Consult with state and federal labor departments to understand workforce development programs that could support the project's employment needs.
 Identify and pursue relevant federal grant programs or initiatives that align with the project's goals.
 Arrange meetings with state legislators and, where appropriate, federal representatives to present the project vision and secure political support.  Explore partnerships with state universities or federal research institutions for innovative aspects of the project.
1379
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

Developer RFP Process and Selection
Master Plan or Specific Plan / RFP Development: Based on the feasibility study, community outreach and fiscal analysis; a comprehensive, long-range roadmap that guides the physical, economic, social, and environmental development of the project site, will serve as both a visioning tool and a strategic implementation framework for the RFP.

Outcome: Develop detailed criteria for potential developers and implement a comprehensive RFQ/RFP process.

Step 1: Establish a Collaborative Plan Development Process:
 Oversee sub-contractor to build framework for plan.
 Set up regular coordination meetings and progress reviews with Development Services and identified stakeholders to ensure communication with sub-contractor, development services and JLL.  Develop a formal process for the City to review and provide feedback at critical milestones of the plan development.

Step 2: Public Infrastructure and Community Benefits Planning:
 Work with the City and developers to detail plans for public infrastructure improvements and community benefits.
 Ensure that public assets and spaces are well-integrated into the overall development plan and meet City standards.

Step 3: Financial Feasibility and Economic Impact Review:
 Oversee the refinement of financial models and economic impact projections as the plan develops.  Facilitate discussions between the City and developer regarding any proposed changes to the financial structure or P3 agreements.

Step 4: Sustainability and Resilience Integration:
 Ensure the plan incorporates agreed-upon sustainability goals and resilience measures.  Facilitate the integration of innovative environmental solutions that align with City policies and objectives.

Step 6: Community Engagement and Communication:
 Oversee the community engagement efforts, ensuring transparency and responsiveness to community concerns.
 Assist in organizing public presentations and feedback sessions on the evolving plan.  Create marketing collateral based on finalized vision  Oversee sub-contractor for website design, renderings, marketing collateral Step 7: Developer Engagement:
 Conduct developer focus group for project input prior to release completion and submission of Plan.
1380
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

 Conduct interviews with potential master developers to gauge opportunities for P3 financing and outline preliminary P3 models suitable for the project. In addition, gain insight on preferred approaches in developing the RFP.

Step 8: Final Plan Approval Process:
 Guide the developer through the City's approval process, including planning commission reviews and city council presentations.
 Facilitate the resolution of any final concerns or required modifications to secure City approval.

Step 9: RFQ/RFP Development and RFP Release:
 Develop detailed criteria for potential developers and implement a comprehensive RFQ/RFP process.
 Develop a comprehensive RFQ/RFP package that reflects the project vision, community needs, and city objectives.

Step 10: Proposal Evaluation and Selection
 Work with City to determine RFP Selection Committee
 Conduct a transparent bidding process and evaluate proposals, negotiating terms with the selected master developer.
1381
Jones Lang LaSalle Americas, Inc.

Hotels & Hospitality Group

Year Three Overview
JLL will propose a final approach to the oversight of the masterplan and construction process. This will include a City-approved plan that represents collaborative urban development. This comprehensive outcome encompasses a refined Plan Document, a City Alignment Report, and a Technical Compliance Package. It also includes a Public Infrastructure Blueprint, a Community Benefits Roadmap, and an updated Financial Feasibility Analysis.

Renewal notification: The City will confirm the desired scope and support from JLL and validate the continuance of the contract by 7/1/2027.

We appreciate the opportunity to provide this engagement letter and look forward to providing these services. Should you have any questions, please contact me at (408)-309-3450.

Respectfully submitted,
Dan Fenton, Managing Director
Jones Lang LaSalle Americas, Inc.
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01225.0001/863604.2 B-1
EXHIBIT “B”

SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
N/A
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01225.0001/863604.2 C-1
EXHIBIT “C”

SCHEDULE OF COMPENSATION
I. Consultant shall be compensated for the services provided under this Agreement in accordance with the budget and rates provided in Exhibit “C-1”.

II. Within the budgeted amounts for each Task, and with the approval of the Project Manager, funds may be shifted from one Task subbudget to another so long as the Contract Sum is not exceeded per Section 2.1, unless Additional Services are approved per Section 1.10.

III. The City will compensate Consultant for the Services performed upon submission of a valid invoice, as described in Section 2.4.

IV. The total compensation for the Services shall not exceed the Contract Sum, as provided in Section 2.1 of this Agreement.
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City of Chino
Land Acquisition and
Development Project Manager
Sealed Fee Proposal
RFP#2025-0004
JLL
June 7, 2025
EXHIBIT C-1
1385
Sealed fee proposal
1386
C6. Sealed Fee Proposal
The following is our pricing proposal for the City of Chino's Land Acquisition and Development Project Manager RFP# 2025-0004. The proposed budget below aligns with the Scope of Work as described in the RFP and noted in our responseto said RFP.
• Alignment and Visioning
• Feasibility and Market Analysis
• Public-Private Partnership (P3) Development
• Financing Strategy
• Developer RFP Process and Selection
• Master Plan Development Oversight and City
Engagement
• Implementation Strategy and Oversight
Project Completion, Approval, and Launch
• Broader project management fee:

Year one of $295,000
Year two of $255,000
Year three $295,000
Year four - $295,000
3 | © 2025 Jones Lang LaSalle IP, Inc. All rights reserved.

JLL is open to entering into a discussion with regards to other pricing strategies and timelines for our proposed work. Additionally, the JLL Team will work collaboratively with the city to address issues out of the scope of services.

Additional Fees for consideration:

Stantec Master/Site Planning Services:
$180,000 for the duration of the project timeline referenced above JLL's Continuous partnership with Stantec
Stantec Ethos: We strive to see patterns, relationships, insights, and opportunities that create the link between people, culture, markets, and ideas. Our process is grounded in active listening and collaboration with clients, communities, and partners. We believe that only together can we create passion-driven places for people, filled with beauty, meaning, and connection. 1387
Thank you
Dan Fenton
Managing Director,
Global Tourism Advisory
& Destination Development
+1 408 309 3450
[email protected]
jll.com
Jones Lang LaSalle Americas, Inc.

Although information has been obtained from sources deemed reliable, neither Owner nor JLL makes any guarantees, warranties or representations, express or implied, as to the completeness or accuracy as to the information contained herein. Any projections, opinions, assumptions or estimates used are for example only. There may be differences between projected and actual results, and those differences may be material. The Property may be withdrawn without notice. Neither Owner nor JLL accepts any liability for any loss or damage suffered by any party resulting from reliance on this information. If the recipient of this information has signed a confidentiality agreement regarding this matter, this information is subject to the terms of that agreement. © 2025 Jones Lang LaSalle IP, Inc. All rights reserved. 1388
01225.0001/863604.2 D-1
EXHIBIT “D”

SCHEDULE OF PERFORMANCE
I. Consultant shall perform all services and deliver all work products timely in accordance with the schedule attached hereto as Exhibit “A-1”.

III. The Project Manager may approve extensions for performance of the services in accordance with Section 3.2.
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MEMORANDUM

CITY OF CHINO

ADMINISTRATION DEPARTMENT
CITY COUNCIL MEETING DATE: JULY 15, 2025
TO: MAYOR AND CITY COUNCIL MEMBERS, CITY OF CHINO
FROM: MAYOR PRO TEM CURTIS BURTON

SUBJECT
..titl e
Community Support Fund – Mayor Pro Tem Burton.
..end

RECOMMENDATION
..recommendation
Approve community support fund contributions of $250 to Chino AYSO Region 67 and $250 to the Chino Pop Warner.
..body

FISCAL IMPACT
Sufficient funds have been included in the Fiscal Year 2025-26 Operating Budget.

CITY OF CHINO MISSION / VISION / VALUES / STRATEGIC ISSUES The recommendation detailed above further the City’s values and strategic issues that serve as key pillars on which identified priorities, goals, and action plans are built, by fostering:
 Positive City Image
 Superior Customer Service
 Exemplary Leadership
 Public Service Excellence through Internal and External Partnerships Revenue: Expenditure: 1002000 43300 N2034
Transfer In: Transfer Out:
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CITY COUNCIL MEETING DATE: JULY 15, 2025
TITLE: COMMUNITY SUPPORT FUND - MAYOR PRO TEM BURTON.

PAGE: 2

BACKGROUND
The City of Chino is fortunate to have multiple non-profits and community groups dedicated to serving the public and preserving Chino’s unique history. To assist in their ongoing efforts, the City Council from time to time authorizes expenditures from the City’s community support fund.

These expenditures serve a valid public purpose by helping to continue the outstanding services that these organizations provide to our community.

ISSUES/ANALYSIS
To continue this tradition, Mayor Pro Tem Burton recommends that the City Council approve the following contributions:
 Chino AYSO (Region 67) - $250: Provides Chino youth a fun, family-friendly environment where kids can grow and develop not only their soccer skills but their leadership and social skills.
 Chino Pop Warner - $250: Teaches our community’s youth the values of leadership, teamwork, responsibility, and work ethic through an organized football and cheerleading program.

By approving these contributions, Chino AYSO Region 67 and Chino Pop Warner will be better equipped to provide services to the Chino community. Therefore, as proposed by Mayor Pro Tem Burton, staff recommend that the City Council approve the community support contributions to Chino AYSO Region 67 and Chino Pop Warner. 1391