Cudahy City Council
August 15, 2023

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of affordable housing options. These affordable senior units may alleviate some of the overcrowding that currently exists in the majority of Cudahy’s households.

Responsibility: Community Development Department.

Funding: City General Fund, inclusionary in-lieu fee, and other grant sources as available.

Program 6: CDBG Information
The City shall continue, throughout this 6th Cycle Housing Element 2021-2029, housing programs on housing development, infrastructure, rehabilitation, and job development, as allowed by the CDBG program. The City currently uses its CDBG moneys for the Single Unit Home Improvement program, fair housing foundation services, code enforcement, business assistance program, senior activities/nutrition program, food distribution program and the development of public facilities. It shall coordinate with the County Housing Authority in implementing programs outlined in the Comprehensive Housing Affordability Strategy (CHAS) for Los Angeles County. The City also provides informational brochures outlining available housing assistance and rehabilitation programs in the City. The brochure encourages residents to participate in the housing assistance payments program and the housing voucher program (such as Section 8) through the Los Angeles County Housing Authority. The City will distribute the information brochure to every City facility.

Fair Housing Metric: CDBG funds will apply towards multifamily, owner-occupied projects during the sixth cycle. One multifamily, owner-occupied project will be funded per year. Funds to rehabilitate multifamily units will improve the quality of multifamily housing and preserve existing affordable housing in the City.

Responsibility: Community Development Department
Funding: CDBG
Program 7: At-Risk Housing Preservation
Subsidized housing units in Cudahy are owned by non-profit affordable housing developers that have expressed a desire to continue renewing their subsidies that allow for the provision of affordable housing. The City shall take the lead in coordinating efforts for the preservation of subsidized housing projects in Cudahy. Every three months, the City will monitor the status of any HUD receipt/approval Notices of Intent and Plans of Action filled by property owners to convert to market-rate units. To help conserve the low-income units at risk of conversion, the City will provide technical assistance to non-profit groups interested in buying the projects. If any of the non-profit affordable housing providers decide to let their subsidized housing contracts lapse, the City will aggressively look for an agency to buy the property or help the residents establish an association to buy the project. The City will also notify all appropriate organizations and interested parties of the availability of property to ensure continued low-income housing.

HUD has stated that they generally evaluate projects that apply for conversion and offer incentives to property owners to preserve these units. The California Housing Partnership Corporation (CHPC) has indicated that it will assist Cudahy in looking for a suitable organization who would take over the subsidized projects in the City. The City will also provide tenant

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education within 30 days of notice and assist tenants to obtain special Section 8 vouchers reserved for tenants of converted properties. Public participation shall be encouraged throughout the process to reflect the needs and interests of Cudahy residents. Financing will come from CDBG funds, and the General Fund, to the extent funds are available. Other funding sources that may be available shall be explored, as well. This is an ongoing program, which will continue through this 6th Cycle Housing Element 2021-2029, monitored (coinciding with the fiscal year) and managed by the Community Development.

Responsibility: Community Development Department
Funding: CDBG, inclusionary in-lieu fee
Program 8: Housing Maintenance and Conservation
The City of Cudahy has an ongoing program for the maintenance and conservation of the existing housing stock. There are programs aimed at the conservation of older housing units which are in good condition to maintain the units as affordable housing options. Rehabilitation and property maintenance programs ensure that living conditions are safe and decent for all households. By maintaining the existing housing stock and preventing the creation of substandard housing, the City improves the living environment for present residents. These programs and activities shall continue throughout thi
s 6th Cycle Housing Element 2021-2029.

Fair Housing Metric: Two properties will be renovated per year. Number of properties served per year may change with results of the Housing Conditions Survey Program. The results of the Housing Conditions Survey will determine target areas for these two property renovations each year. Program 8 will implement place-based strategies to encourage community revitalization, including preservation of existing affordable housing.

Responsibility: Community Development Department.

Funding: City General Fund, CDBG, and other funding sources as available.

Program 9: Hotel and Motel Resources
The City shall preserve hotels and motels as an emergency housing resource and strictly enforce ordinances regarding property maintenance and fire and safety standards to safeguard the public health, safety, and welfare of tenants. Code enforcement efforts on hotels and motels in the City have led to the upgrading and renovation of two local motels. The City does not allow SRO hotels to be used as permanent housing but will encourage their use as emergency and transitional shelter for the homeless. To encourage the use of hotels “by "homeless" individuals, the City continuously works with hotel managers on making rooms available for emergency/transitional housing and makes community service agencies in the area aware of the facilities. The City also refers persons in need to these facilities. Vouchers shall be solicited from the hotel, local businesses, charitable agencies, and other organizations/individuals to provide short-term stays at the hotels. The 160 rooms available in local hotels are adequate to serve the temporary housing needs of homeless individuals in the area. Vouchers and/or allocated funds are searched for on an ongoing basis. These programs and activities shall continue throughout thi s 6th Cycle

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Housing Element 2021-2029.

Responsibility: Community Development Department.

Funding: City General Fund, Project Homekey, inclusionary in-lieu fee, partner agency funding Program 10: Development Standards to Allow Uses
The City will continue to amend the Zoning Code City to allow the development, maintenance, and improvement of Emergency Shelters, Transitional Housing, and Supportive Housing to address constraints and facilitate the development of low-income housing throughout the City.

Amendments to Program 11, Emergency, Transitional and Supportive Housing are proposed to be completed in 2023 addressing permitted uses for Supportive Housing and parking standards for Emergency Shelters. Throughout thi
s 6th Cycle Housing Element 2021-2029 the City will
continue to monitor development of these housing types and re-evaluate the effectiveness or constraints posed by established development standards.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 11: Emergency, Transitional and Supportive Housing The City will continue to monitor the inventory of sites appropriate to accommodate transitional housing and supportive housing and will work with the appropriate organizations to ensure the needs of homeless and extremely low-income residents are met. The City is committed to prioritizing funding and other available incentives for projects that provide housing for homeless and extremely low-income residents whenever possible. In 2023 the City will reduce City parking standards for emergency shelters to accommodate only staff parking needs, and complete required amendments to the City’s Zoning Code, in accordance with state law. The City shall review the City’s zone districts, including the mixed use and commercial zone districts, and amend the permitted uses sections of the appropriate zone districts to include supportive housing, in compliance with statutory requirements. These zoning code amendments will be completed in 2023.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 12: Neighborhood Preservation
Neighborhood preservation is a means to maintain and increase homeownership in the City. It is also a means to assure healthy all residents have access to well maintained, safe, and healthy neighborhoods, sidewalks, and open spaces. Property maintenance provides a safe and more stable resident population. The City will continue to improve public services and infrastructure, and establish an objective design standards to assists the City’s development review processes

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in maintaining and creating safe, attractive, healthy neighborhoods. Objective design standards will be developed by 2025.

Fair Housing Metric: Completed Design Review Standards. Design Review Standards will improve the quality of new housing in Cudahy, improving the stock of quality housing options in the City.

Program 12 will apply to and impact five housing types in Cudahy including single family homes, ADUs, 2 to 5 plexes, multifamily apartments, and townhomes.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 13: Code Enforcement
The City shall continue code enforcement each year 2021-2029, of nuisances such as inoperable vehicles, property maintenance, substandard units, and illegal garage conversions. Substandard dwelling units shall be identified and rehabilitation shall be encouraged through the provision of technical support and incentives such as streamlined permit processing, variances to development standards on a case-by-case basis, waiver of fees or fines if rehabilitation is undertaken within the next three months, etc. Also, the City shall actively work towards ensuring the rehabilitation of structures which do not meet seismic safety standards and current electrical code requirements. The Code Enforcement Program is complaint driven; complaints are filed with the City’s Code Enforcement department which then schedules follow up inspections and provides tenants with information to resources.

Fair Housing Metric: Increase staffing by two code enforcement officers. Increased level of staffing will be maintained throughout sixth cycle. The City commits to hosting two educational workshops per year to inform property owners and residents of code enforcement initiatives and opportunities. The City commits to ensuring a total of 40 participants for both sessions combined.

This Program will prioritize place based strategies as necessary, following the results of the City’s annual Housing Conditions Survey. Specific high need areas of the City will be targeted for code enforcement activities as a result of this annual Housing Conditions survey.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 14: Infrastructure Availability
The City shall work with Los Angeles County to identify and coordinate water and sewer infrastructure on the provision of adequate infrastructure and public services in Cudahy, Consistent with the General Plan Implementation program, the City will establish a permit tracking program in 2024 that monitors new development and the redevelopment of existing uses that increase the number of residential units and/or nonresidential square footage. The City will annually review the permit tracking data to determine levels of infrastructure needed to ensure appropriate levels of circulation, water, sewer, storm drainage, and other utilities’ availability and capacity. The City will include housing needs in the development of its 2023 Economic Development Strategic Plan and pursue funding sources for related infrastructure

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improvements. Transportation opportunities and increasing access to opportunity will be included in this analysis. In order to improve access to transportation for persons without a personal vehicle, the City will construct at least one mile of bicycle lanes connecting to a future Metro station by 2027. The City will further review and adopt specific standards for new streets within subdivisions, including bicycle facilities and ADA accessibility. In addition, the City will establish specific procedures for water and sewer connections, in 2024, and require that priority is given to developments with units affordable to lower-income households. By the end of 2025, the Tract 180 Mutual Water Company will upsize water lines in their service area.

This Program also commits to improving safety for pedestrians and bicyclists in Cudahy. Walking and biking are two forms of low cost transportation that are easily accessible to Cudahy residents.

Due to this, residents who walk and bike will benefit from improved pedestrian and bicycle route enhancements. In addition, through this Program the City commits to annually pursuing funding and targeting neighborhoods of concentrated need for investment in improving the accessibility to, expanding options, and improving safety of transit and active transportation. This Program will ensure that every economic development plan within the sixth cycle reflects the needs of high need neighborhoods in the City of Cudahy. Every four years the City will evaluate the distribution of transportation investment by high versus lower need areas. If evaluation shows uneven distribution of transportation investment, the City will identify action items to make the distribution more equitable. The City will submit one funding application annually and will evaluate distribution of funding at the middle and end of this sixth cycle.

Fair Housing Metric: 3,567 households benefitted from upsized water lines in the Tract 180 Mutual Water Company service area, in order to improve water services to the eastern side of the City, including the City’s high segregation and poverty tract.

Fair Housing Metric: One mile of bicycle lanes, along Atlantic Avenue from Florence Avenue to Patata Street, constructed providing access to future Metro Rail stations. The bicycle lanes along Atlantic Avenue will create an affordable, safe way for residents of the City’s high segregation and poverty tract to access increased job opportunities and commercial amenities along Atlantic Avenue in addition to opportunities outside of Cudahy. In addition, all residents will benefit from the bicycle lanes along Atlantic Avenue.

Fair Housing Metric: Construct three capital projects in areas of high need to improve transit or active transportation safety within the sixth cycle planning period.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 15: Public Participation
The City encourages community participation in all City programs. Noticing practices in the City include posting information on scheduled public hearings at City Hall, the Cudahy Library, and the Council Chambers at least two weeks prior to the hearing dates, which will continue to be held at times which are suitable for the majority of the community. As much as possible these hearings will be held in places near transit and places that are accessible to people with disabilities. The City also advertises these hearings, as well as other City programs, in the local

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newspaper (The Wave) and in the City newsletter. Both papers provide English and Spanish in their articles to reach the primarily Hispanic community of the area. An interpreter is also available during public hearings to facilitate communication between individuals who only speak Spanish. Brochures at City Hall are available in both English and Spanish versions. Spanishspeaking employees also facilitate the dissemination of information regarding City programs. The City shall utilize the local newspaper, post notices, and utilize the City’s website to encourage residents to attend City Council and Planning Commission meetings. This will allow the City to get more input into its programs and tailor them to meet the needs expressed by residents.

Fair Housing Metric: Public noticing prior to every scheduled public hearing to increase opportunities for residents to participate in local government and decision making for their City.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

The City will continue from 2021 through 2029 to actively produce documents and publications that are in both English and Spanish. This is an ongoing program monitored annually (coinciding with the fiscal year). The City will also work with local schools to support and prioritize bilingual services, bilingual noticing/communication, and ESL programs. The City will work with local schools through meetings on an as needed basis.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Through this Program, the City commits to improving communication about City housing decisions and opportunities to provide input with residents and businesses, especially in high need areas. The City commits to continue to actively recruit residents from underserved neighborhoods (including high need communities), residents who are renters, non-Latino residents, and residents that are a variety of ages to participate on committees to address affordable housing needs and homelessness. The City commits to annually evaluate this program for its effectiveness in increasing resident participation. This portion of Program 15 will continue throughout the sixth cycle.

Fair Housing Metric: The City will target four unique Cudahy populations to improve their participation in City housing decisions and opportunities, including residents from high need communities, residents who are renters, non-Latino residents, and residents from a wide array of age groups.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

The City will conduct annual outreach starting in 2023 to various stakeholders, including the Housing Rights Center, Jovenes, The Whole Child, PATH, and SHARE HOUSING. The outreach will focus on obtaining more information regarding affirmatively furthering fair housing in Cudahy.

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As the City receives feedback from stakeholders, the City will annually examine and implement changes to City policies that might address and alleviate fair housing issues.

Responsibility: Community Development Department, specifically the Supportive Services Coordinator.

Funding: City General Fund and other funding sources as available.

Program 16: Fair Housing
There are many special needs households in Cudahy that will benefit from programs designed to promote equal access and opportunity to housing. The City intends to minimize difficulties of special needs households in finding adequate housing by providing programs to prevent discrimination or to encourage the production of housing specifically designed for these households.

The City promotes the use of the Housing Rights Center through the City newsletter and local papers and informs all City employees of the available services for referral. The City will participate and distribute fair housing materials at a variety of community activities such as food distribution, Easter egg hunt, national night out, and local carnivals/fairs to reach out to all segments of the community. The City will annually conduct fair housing press releases, directly contact interested groups for distributing fair housing materials, mail fair housing materials through utility billing and post fair housing information in a variety of community locations such as the library, bus stops, public counters, and post office. The City shall prepare a list of referral agencies to serve low-income households, handicapped, elderly, homeless, and other special needs groups. Information is given through the Code Enforcement and Planning Divisions. The City shall make the list available at City Hall, the library and City parks. The program will continue each year, throughout 2021-2029.

Through this Program, the City commits to improving communication about fair housing programs, especially in high need areas. The City commits to continue to actively notifying residents from underserved neighborhoods (including high need communities), residents who are renters, non-Latino residents, and residents that are a variety of ages to participate on committees to address affordable housing needs and homelessness. The City commits to annually evaluate this program for its effectiveness in increasing community awareness about fair housing programs. This portion of Program 16 will continue throughout the sixth cycle.

Fair Housing Metric: The City will target four unique Cudahy populations to improve their knowledge of fair housing programs and opportunities, including residents from high need communities, residents who are renters, non-Latino residents, and residents from a wide array of age groups.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

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Fair Housing Metric: 3 community activities per year to distribute fair housing information to residents to increase opportunities for residents to consult experts regarding their fair housing issues and provide assistance to residents at risk of displacement.

Fair Housing Metric:

Responsibility: Community Development Department.

Funding: Funding is provided through the General Fund and CDBG funds.

Program 17: Food Distribution
The City shall continue the hot meals and food distribution programs once a month. Also, the City shall assist public and non-profit agencies which provide support services to special needs populations (the homeless, the elderly, single-parent households, etc.). The food distribution program is ongoing, is monitored annually (coinciding with the fiscal year). The program will continue each year, throughout 2021-2029.

Responsibility: Community Development Department.

Funding: City General Fund and through the CDBG program.

Program 18: Homeless Assistance
The City shall maintain a list of local social services to use as referral sources for residents in need.

The information will be distributed to City departments that interface with homeless persons or persons at risk of being homeless. The program will continue each year, throughout 2021-2029.

Responsibility: Community Development Department.

Funding: General Fund and other funding sources as available.

Program 19: Disability Access
The City currently requires new development to comply with State disability access standards and the 2020 Los Angeles County Building Code. The City shall continue to enforce the Americans with Disabilities Act (ADA). The program will continue each year, throughout 2021-2029.

Responsibility: Department of Building and Public Services.

Funding: General Fund.

Program 20: Senior Program Resources
The Senior Center located at Clara Park serves as an information center for senior programs and resources. This is an ongoing program monitored annually (coinciding with the fiscal year). The program will continue each year, throughout 2021-2029.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

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Program 21: Persons with Special Needs
The City shall seek State and Federal monies, as funding becomes available, in support of housing construction and rehabilitation targeted for persons with special needs. The City shall provide regulatory incentives, such as expedited permit processing and fee waivers and deferrals, to projects targeted for persons with special needs including physical and developmental disabilities, seniors, large families, female-headed households, farmworkers, and the homeless.

The City shall reach out annually to developers of supportive housing to encourage development of projects targeted for persons with special needs. The City shall work with the local Regional Center to implement an outreach program informing families within the City of housing and services available for persons with special needs. Information will be made available on the City’s website and at City Hall. Specific regulatory incentives shall be established by 2024 and initiation of the cooperative outreach program with the local Regional Center will be completed by 2025.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 22: Consistency with General Plan
The City shall conduct an integral review as part of its General Plan implementation to achieve consistency with other General Plan elements, policies, programs, and community goals to reflect the policy direction contained in other parts of the General Plan. As portions of the General Plan are amended in the future, this Housing Element will be reviewed to ensure that internal consistency is maintained. This is an ongoing program monitored annually (coinciding with the fiscal year). The reviews will continue each year, throughout 2021-2029.

Responsibility: Community Development Department.

Funding: General Fund and other funding sources as available.

Program 23: Housing Conditions Survey
The City shall complete an annual Housing Conditions Survey to identify the number of units in need of rehabilitation and replacement. Following the completion of the survey, the City will review its current programs related to housing conservation, such as Program 8 (Housing Maintenance and Conservation) and Program 13 (Code Enforcement) and make any needed changes. The Survey shall be completed annually starting in 2023.

Fair Housing Metric: Complete annual housing conditions survey to determine target areas for property renovations, as a part of the City’s place based stragies in this Housing Element. The results of the survey will target specific areas in the City that are in the most need of rehabilitation and replacement. As a result of this program and Program 8, two properties will be renovated per year in target areas.

Responsibility: Community Development Department.

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Funding: City General Fund and other funding sources as available.

Program 24: Low Barrier Navigation Centers
The City shall review the City’s mixed use and non-residential zones that permit multifamily residential uses and amend the permitted uses sections of the appropriate zone districts to include low barrier navigation centers, in compliance with statutory requirements. These zoning code amendments will be completed in 2023.

Responsibility: Community Development Department.

Funding: General Fund and other funding sources as available.

Program 25: Single Room Occupancy Units
The City will review and amend the Zoning Code to include single room occupancy units in the appropriate zones, in compliance with statutory requirements. The zoning code amendments will be completed in 2023.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 26: State Density Bonus Law
The City shall review the City’s density bonus standards and amend the Zoning Code as necessary to comply with State Density Bonus Law. Any required amendments shall be completed in 2024.

Fair Housing Metric: Complete review of density bonus standards annually to ensure compliance with State Density Bonus Law.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 27: Zoning Code Review
The City commits to the zoning code changes listed below. All changes to the zoning code will be completed by the end of 2023.

The following zoning code changes are State-mandated:
• The City will permit residential care facilities with seven or more persons by-right in all residential zones.
• Change the definition of “Family” as follows: Family: means one or more persons living together in a dwelling unit, with common access to, and common use of all living, kitchen, and eating areas within the dwelling unit.
• In compliance with Government Code, the City shall consider transitional housing and supportive housing to be a residential use and these two uses shall be permitted by right

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in all residential zones in the City.

The following zoning code changes relate to the City’s development standards. These development standard changes will take effect for any project which includes on-site affordable housing in keeping with the City’s inclusionary housing ordinance. • Eliminate the 15 dwelling units per acre limit on sites that are less than half an acre. • Increase the FAR limit to 1.5 in the CMU zone.
• Eliminate the one acre minimum for mixed use projects. • Eliminate the 15 feet by 15 feet required open space for ownership projects. • Count the fire turnaround within the open space area, and it will be allowed to be nonconcrete/asphalt material. However, for the fire turnaround to count as open space the area must be developed and maintained with hardscaping, and it must be free of any obstructions such as BBQ grills, swing sets, etc.
• Allow permeable, porous materials in the driveway right of way. • Reduce the private open space requirement to 100 square feet per unit. The City shall require a total of 280 square feet of open space per unit. • Allow buildings that are two stories or higher to have balconies projecting into the side setback approximately 3 feet, leaving a minimum balcony setback from the side property line of 4 feet.
• Reduce guest parking to 0.25 spaces per unit and eliminate enclosure requirements for parking.

The following zoning code changes relate to streamlining the City’s permit processes. These development
• Adopt a checklist and a written procedure to comply with the SB 35 Streamlining Ministerial Approval Process to process applications using this State law. • Remove the development agreement requirement for new development in the HDR and Mixed-Use zones.
• Revise development review findings to comply with the Housing Accountability Act. • Remove the CUP requirement for multifamily development in the LDR zone. • Increase the number of units that trigger Planning Commission development review from 3 units to 5 units.
• Classify development review by the Director of Community Development as a ministerial process.
• Update the zoning code to specify what party is responsible for making the CEQA determination of PRC 21080.1, specify that the decision will be made within the timeframe permitted by PRC 21080.2, and that specify that when the party determines a project is exempt from CEQA, their determination triggers the Permit Streamlining Act (PSA) 60-day deadline.

Additionally, the City shall explore further Zoning Code changes and incentives as necessary to encourage appropriate development. For mixed-use projects, the City shall explore replacing the 1/3 non-residential floor area requirement with commercial/active frontage requirements and

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appropriate site planning and design standards. This exploration will be done concurrently with the development of objective design standards in Program 12.

Responsibility: Community Development Department.

Funding: City’s General Fund and from other funding sources as available.

Program 28: Implementation of the Inclusionary Housing Program The City shall begin implementation of the Inclusionary Housing Ordinance adopted in 2022 which establishes a requirement that all residential and mixed-use projects with more than four units dedicate 15% of units as affordable, pay an in-lieu fee, or donate land. The current ordinance establishes certain development standard concessions which can be granted on a discretionary basis. However, State Density Bonus Law establishes that developers can request a broader menu of concessions in exchange for the inclusion of affordable housing units through a ministerial process. The City will modify the Zoning Code to establish a list of incentives and process to be processed ministerially by the end of 2024.

The City will also reexamine its in-lieu fees as they pertain to ownership projects in order to reduce barriers to homeownership developments. Currently, the in-lieu fee is significantly higher for ownership projects than for rental projects.

Additionally, since the Ordinance is new, the City will monitor the effect of this ordinance on housing production and report progress in the annual general plan implementation report pursuant to Government Code Section 65400. Should the ordinance be found to negatively impact the creation of affordable and market-rate housing, the City will adjust the ordinance to remove the constraint to development.

Through this Program the City commits to revising the Inclusionary Housing Ordinance (including in-lieu fees) if any constraints or barriers are identified. If any constraints or barriers are identified the Inclusionary Housing Ordinance will be revised within a year of identifying constraints or barriers.

Fair Housing Metric: Development of 34 lower income units through Inclusionary Housing Program. These 34 units will be developed outside of the City’s TCAC Area of High Poverty and Segregation tract. These 34 units will be developed throughout the rest of the City, spreading units available to lower income households throughout the City’s neighborhoods. This is a placebased strategy to distribute lower income units throughout the City, increasing housing options.

Responsibility: Community Development Department.

Funding: City General Fund and other funding sources as available.

Program 29: Environmental Enhancements
The City shall continue to implement its current standards which protect environmental quality in the City and address the AFFH identified fair housing issue of high pollution burdens and

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exposure to environmental contaminants. The City will continue to enforce its ban on trucking facilities which create air quality and noise concerns, and it will continue to require tree planting with all new development per CMC 20.16.130(C). Furthermore, the City will seek to identify funding sources and partners to install and help residents access air filters which improve indoor air quality.

When new development is proposed on City land, the City will also continue to provide land write-downs where possible to assist in the cleanup of contaminated sites. The City has recently done this for a Successor Agency owned site on the corner of Atlantic Boulevard and Patata Street.

Additionally, this Program commits to a implementing a Lead-based Paint Hazard Removal Program in the City of Cudahy. This program will encourage the participation of residents in lead removal and lead-abatement programs, and removal/abatement for indoor air pollutants, including radon and transportation air pollution. Additionally, this Program will encourage home rehabilitation programs to reduce or replace the use of gas appliances and other combustion devices that release carbon monoxide, nitrogen dioxide, and particles gas and programs to remove asbestos. The City commits to making marketing materials available year round at City Hall to increase awareness and participation of residents in the Los Angeles County Childhood Lead Poisoning Prevention Program and Low-Income Home Energy Assistance Program.

This Program will implement the General Plan’s Program 35 (Sensitive Receptor Siting Protection), which was adopted in March 2018. Program 35 increases the protection of sensitive receptors (facilities where individuals are highly susceptible to adverse effects of air pollutants, such as housing, child care centers, retirement homes, schools, and hospitals) near high-volume roadways, dry cleaners using perchloroethylene, large gas station, railroads, and rail yards.

Through Program 35 the City will amend the municipal code and other regulations by the end of 2026 to require mitigation measures such as increased indoor air filtration to increase the protection of sensitive receptors near major emission sources. Additionally, the City will require projects proposed within 500 feet of freeways or railroads and that house or accommodate sensitive receptors to include an analysis of the potential health risks. Program 35 will be implemented by the end of 2026.

Fair Housing Metric: Locate one funding source to provide air filters. The place based strategy is to prioritize placement of the air filters within the City’s TCAC Area of High Segregation and Poverty tract in the southeastern portion of the City.

Fair Housing Metric: Through this Program the City will connect 40 households to the Los Angeles County Childhood Lead Poisoning Prevention Program and Low-Income Home Energy Assistance Program within the sixth cycle planning period.

Responsibility: City Administration, Community Development Department and Public Works Department.

Funding: City General Fund and other funding sources as available.

Program 30: Rent Control Ad Hoc Committee

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Currently, the City of Cudahy has a rent increase moratorium on multifamily housing in place through April 18, 2023. The moratorium was put in to give the City Council’s Rent Control Ad Hoc Committee time to study and evaluate possible rent control and tenant protection programs, and the need to extend the moratorium.

The Rent Control Ad Hoc Committee will study instituting a rent stabilization ordinance, rental registry, rent control board, just cause evictions and anti-harassment ordinance, and displacement/relocation protections for renters in the City of Cudahy. The Committee will complete its study by the end of 2023.

Fair Housing Metric: Ad-hoc committee presenting findings to City Council in May 2023. Ad-hoc committee will complete study and make recommendation to City Council by the end of 2023.

Rent increase moratorium has been extended until July 10, 2023. The adoption of rent control in Cudahy will provide increased protections for Cudahy’s renters, decreasing displacement pressure and risk.

Responsibility: City Council
Funding: City General Fund and potential new funding sources.

Program 31: First Time Homebuyers
The City will identify and implement strategies to increase Cudahy renters’ access to homeownership opportunities in the City. The City shall continue to partner with nonprofits that administer first time homebuyer funding and training sessions. At least one training session shall be held within City limits each year starting in 2023.

As inclusionary housing in-lieu fees are collected and begin to generate significant income, the City will examine using these in-lieu fees to support homeownership through down payment assistance or development of covenanted affordable homeownership projects. The City will also pursue outside grant sources. At least one local or external funding source will be identified and used to incentivize homeownership in the 6th cycle period.

Fair Housing Metric: One training session in English and Spanish per year serving at least 25 total yearly participants. Pursue external funding sources annually, secure some level of funding.

Program 31 will improve the ability of Cudahy residents to purchase homes, instead of rent, which increases the housing options available to residents.

Responsibility: Community Development Department.

Funding: Affordable Housing In-Lieu Fees and other funding sources as available.

Program 32: Economic Development Strategic Plan and Transit-Oriented Development The City will initiate preparation of an Economic Development Strategic Plan by the end of 2023.

Components of the Plan include identifying the City’s identity, capturing quality redevelopment investment, and adopting objectives and initiatives. The Economic Development Strategic Plan

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will provide a roadmap for the encouragement of mixed-use development which provides commercial and job amenities to increase access to opportunity for Cudahy residents, addressing the AFFH identified issue.

The City will also undertake planning and infrastructure projects to create a more connected, walkable and accessible transit-oriented community in the southern part of the City near Atlantic Avenue and the future Firestone/Atlantic Station on the Metro West Santa Ana Branch (WSAB) Line. The City will complete the WSAB Cudahy Strategic Implementation Plan and at least one sidewalk improvement project will be completed by 2025. Increasing the accessibility of this station will increase access to opportunity notably, especially for residents without regular access to a car.

Additionally, during the sixth cycle the City will encourage new developments within the Entertainment Zone (which will accommodate transit-oriented development in the future) to provide public open space for the benefit of Cudahy’s residents. The Entertainment Zone is located in the central southern portion of the City, which happens to be an area of high park need in Cudahy.

Fair Housing Metrics: 120 new jobs created in Cudahy through economic development activities undertaken in the City’s mixed-use and transit-oriented development zones, in order to stimulate place-based revitalization in areas of high segregation and poverty such as in the southeastern tract in the City. The City’s high segregation and poverty tract is in close proximity to Atlantic Avenue, which will be the target for increased job opportunities and commercial amenities.

Develop two new public open spaces, which may include public open spaces within new developments within the Entertainment Zone by the end of the sixth cycle.

Responsibility: Community Development Department and Public Works Department.

Funding: City General Fund, grants, and other funding sources as available.

Program 33: Surplus Land Act Compliance
During the 6th Cycle period, the City will adjudicate the disposition of publicly-owned parcels in the Sites Inventory in a manner consistent with the Surplus Land Act:
• The City will issue an RFP for the site on Elizabeth Street (Site #24). • The City will cooperate with the County to adjudicate the disposition of the City-owned and County-owned parcels on the southeastern corner of Santa Ana Street and Atlantic Avenue (Site #25) in a manner consistent with the Surplus Land Act. The City will ensure that the development includes at least 88 housing units and 22 units for lower-income households. Should this amount of housing prove not to be feasible, the City shall identify an alternative publicly-owned site to develop the units. The City owns several other mixed-use zoned sites which could be suitable.

RFPs will be issued and developers selected by 2024, projects will be entitled by 2026, and units

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CITY OF CUDAHY 2021 HOUSING ELEMENT UPDATE
will be constructed by the end of the 6th Cycle period.

The City will also explore mixed-use development on other publicly-owned sites within the mixed-use zones, ensuring the inclusion of affordable housing in mixed-use projects and adherence to all Surplus Land Act requirements.

Fair Housing Metric: The City will cooperate with the County to adjudicate the disposition of the City-owned and County-owned parcels on the southeastern corner of Santa Ana Street and Atlantic Avenue in the Sites Inventory in a manner consistent with the Surplus Land Act to develop 22 lower income units in addition to above moderate income units. The development of lower income units along Atlantic Avenue will connect lower income residents to the City’s commercial job center along with plentiful commercial amenities.

Responsibility: Community Development Department
Funding: City General Fund
Program 34: Promote Lot Consolidation of Site 25
Site 25 of the Sites Inventory consists of seven publicly owned parcels, four of which are owned by the City of Cudahy and three of which are owned by Los Angeles County. The City will adjudicate the disposition of Site 25 in a manner consistent with the Surplus Land Act. Site 25 will develop at least 88 housing units of which 22 units would be lower-income units. The City will undertake Program 34 to ensure the cooperation of the County in making these seven parcels available at the same time for housing development through the Surplus Land Act. In order to ensure the County’s cooperation, the City will meet with County leadership once a month until the County and City reach an agreement to adjudicate the disposition of Site 25 in a manner consistent with the Surplus Land Act. Should this amount of housing prove not to be feasible, the City shall identify an alternative publicly-owned site to develop the units within six months. The City owns several other mixed-use zoned sites.

Fair Housing Metric: Site 25 will develop at least 88 housing units of which 22 units would be lower-income units.

Responsibility: Community Development Department.

Funding: City General Fund.

Program 35: Open Space Development
The City of Cudahy features four public parks spread across the City. While the majority of residents reside within close proximity to one of these parks, the park need of residents remains high according to the City’s Parks Needs Assessment. Program 35 makes commitments to develop new open spaces within the City, specifically targeting areas of high need and high park need. The City adopted a new General Plan in March 2018. As part of this General Plan, the City adopted two new programs targeting open space development in Cudahy. Program 35 commits the City to continuing to implement these two new General Plan programs during the sixth cycle.

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CITY OF CUDAHY 2021 HOUSING ELEMENT UPDATE
Program 21 of the City’s General Plan, Water Conservation and Parks Long-Range Plan, commits the City to adopting a water conservation and Parks Long Range Plan that identifies short-term and long-term issues, opportunities, and needs and develops a facility plan to address the needs.

During the sixth cycle, the City commits to developing one new open space in Cudahy. Based on the Parks Long Range Plan, which will be completed by the end of 2026 as part of this Housing Element, the City will choose the area of highest need as the location of the new open space. The new open space will be completed by the end of the sixth cycle.

Program 27 of the City’s General Plan focuses on developing and constructing a retrofit program that 1) creates cul-de-sacs at Olive and Elizabeth Streets at their intersections with Salt Lake Avenue and 2) creates one new cul-de-sac pocket park of parklet in the City. Program 27 and Program 21 will be a combined effort for the development of one new open space in Cudahy by the end of the sixth cycle.

Additionally, during the sixth cycle the City will encourage new developments within the Entertainment Zone to provide public open space for the benefit of Cudahy’s residents. The Entertainment Zone is located in the central southern portion of the City, which happens to be an area of high park need in Cudahy.

Fair Housing Metric: Develop two new open spaces in Cudahy in the area of highest need within the sixth cycle. These new public open spaces may be developed in new developments in the Entertainment Zone. These two open spaces will be developed by the end of the sixth cycle.

Fair Housing Metric: Create cul-de-sacs at Olive and Elizabeth Streets at their intersections with Salt Lake Avenue to eliminate use of these residential streets as shortcuts to bypass arterials by the end of 2026.

Responsibility: Community Development Department
Funding: City General Fund, grants, and other funding sources as available

7.2 QUANTIFIED OBJECTIVES FOR 2021-2029
Local jurisdictions are required under section 65583 of the California Government Code to propose quantified housing objectives and seek to meet them through Housing Element goals, policies, and programs. The quantified objectives do not represent a ceiling on development, but rather set a target goal for the jurisdiction to achieve based on needs, resources, or constraints.

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CITY OF CUDAHY 2021 HOUSING ELEMENT UPDATE
The quantified objectives are provided in Table 7.2 for the new construction (new units), rehabilitation (existing units), and conservation/preservation (at-risk units) of affordable and special needs housing units and or households, as a result of implementation of the actions set forth in the Goals, Policies, and Programs sections of this Housing Element.

Table 7.2
Quantified Objectives 2021-2029
Income Category
New Construction
(RHNA)
Rehabilitation
Conservation/Preservation
Extremely Low 40 18 units
(Through Program 8, City
commits to renovating 2
units per year)
241 units
(The City shall preserve all 241
of the federally assisted “at
risk” units, which are all
categorized as low risk during
the sixth cycle)
During the sixth cycle, all units
which are demolished will be
replaced with a unit at the
same income level or lower.

Very low 40
Low 36
Moderate 53
Above Moderate 224
TOTALS 393
Source: City of Cudahy Community Development Department

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CITY OF CUDAHY 2021 HOUSING ELEMENT UPDATE
Appendix A: Sites Inventory Description (Available Sites Only)

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CITY OF CUDAHY 2021 HOUSING ELEMENT UPDATE
Appendix B: Historical Record of Development

Site #1: 7835 Otis Avenue
Site #2: Live Oak Street (Address
not available)
This 2.21-acre site at 7835 Otis Avenue (APN
6225026001, 6225026002, 6225026003, 6225026013,
and 6225026014) is a privately owned vacant
property, currently unused as it contains remains
of demolished structures from past industrial use.

This makes the site available for the development of
residential units. All of these parcels are under the
same ownership. The site is designated lower density
residential in the General Plan and zoned LDR with
a maximum density of 15 units per acre. However,
for the puspose of this sites inventory the City is
assuming 13 du/ac. The realistic capacity estimated
for this site is 4 moderate income units and 24 above
moderate income units.

This 0.22-acre site on Live Oak Street (APN
6225010025) is a privately owned vacant property,
currently used for vehicle storage. This site is
available for the development of residential units.

The site designated low density residential in the
General Plan and is zoned LDR with a maximum
density of 15 units per acre. However, for the
puspose of this sites inventory the City is assuming 13 du/ac. The realistic capacity estimated for this site is 2 above moderate income units.

Site #3: 4121 Olive Street
This 0.13-acre site at 4142 Olive Street (APN
6225025014) is a privately owned vacant property,
currently used for intermittent vehicle storage this
site is available for development of residential units.

The site is designated low density residential in the
General Plan and zoned LDR with a maximum density
of 15 units per acre. However, for the puspose of this
sites inventory the City is assuming 13 du/ac. The
realistic capacity estimated for this site is 1 above
moderate income unit.

Site #4: REMOVED

Site #5: REMOVED
Site #6: REMOVED

Site #7: 4932 Santa Ana Street
This 0.94-acre site at 4932 Santa Ana Street (APN
6224017017) is privately owned and occupied by
6 multi-family homes. Approximately 0.42 acres of
the site is vacant, unutilized space that is available
for the development of additional residential units
to complement the multi-family homes. The site is
designated low density residential in the General
Plan and zoned HDR with a maximum density of 40
units per acre. However, for the purposes of this
site inventory, the density used to calculate the
site’s capacity is 25 units per acre. According to this methodology, the realistic capacity estimated for this
site is 10 moderate income units.

Site #8: REMOVED

Site #9: 4803 Live Oak Street
This 0.93-acre site at 4803 Live Oak Street (APN
6226009004) is privately owned and occupied by
7 multi-family homes. Approximately 0.29 acres of
the site is vacant, this partially open space on the
lot is available for the development of additional
residential units to complement the multi-family
homes. The site is designated high density residential
in the General Plan and is zoned HDR with a
maximum density of 40 units per acre. However, for
the purposes of this site inventory, the density used
to calculate the site’s capacity is 25 units per acre.

According to this methodology, the realistic capacity
estimated for this site is 7 moderate income units.

Site #10: 4421 Clara Street
This 0.92-acre site at 4421 Clara Street (APN
6225019003 and 6225019004) is privately owned
and occupied by 8 multi-family homes. These two
parcels are owned by the same party. Approximately

0.27 acres of the rear portion of the site is vacant,
with available space for the development of
additional residential units to complement the multifamily housing. The site is designated high density residential in the General Plan and is zoned HDR with
a maximum density of 40 units per acre. However,
for the purposes of this site inventory, the density
used to calculate the site’s capacity is 25 units per
acre. Through this methodology, the viable capacity
estimated for this site is 6 moderate income units.

Site #11: 4729 Live Oak Street
This 0.75-acre site at 4729 Live Oak Street (APN
6226-009-009) is privately owned and occupied
by 5 multi-family units. Approximately 0.43 acres
a portion of the site is vacant, with available space
for the development of additional residential units
to complement the multi-family housing. The site is
designated high density residential in the General
Plan and is zoned HDR with a maximum density
of 40 units per acre. However, for the purposes of
this site inventory, the density used to calculate
the site’s capacity is 25 units per acre. Through this
methodology, the viable capacity estimated for this
site is 10 moderate income units.

Site #12: 4411 Clara Street
This 0.78-acre site at 4411 Clara Street (APN
6225019010) is privately owned and occupied by 5
multi-family homes. Approximately 0.24 acres of the
rear portion of the site is vacant, with available space for the development of additional residential units
to complement the multi-family housing. The site is
designated high density residential in the General
Plan and is zoned HDR with a maximum density
of 40 units per acre. However, for the purposes of
this site inventory, the density used to calculate
the site’s capacity is 25 units per acre. Through this
methodology, the viable capacity estimated for this
site is 6 moderate income units.

Site #13: 5252 Live Oak Street
Site #14: REMOVED
This 0.93-acre site at 5252 Live Oak Street (APN
6226017010) is privately owned, currently
vacant making the lot completely available for
the development of residential units. The site is
designated medium density residential in the General
Plan and is zoned MDR with a maximum density
of 25 units per acre. However, for the purposes of
this site inventory, the density used to calculate
the site’s capacity is 18 units per acre. Through this
methodology, the viable capacity estimated for this
site is 1 lower income units, 1 moderate income unit,
and 14 above moderate units.

Site #15: 5113 Elizabeth Street
This 0.47-acre site at 5113 Elizabeth Street (APN
6226029004) is privately owned and occupied
by multi-family homes. Approximately 0.18 acres
of this site are vacant, making it available for
the development of additional residential units
to complement the multi-family site. The site is
designated medium density residential in the General
Plan and is zoned MDR with a maximum density
of 25 units per acre. However, for the purposes of
this site inventory, the density used to calculate
the site’s capacity is 21 units per acre. Through this
methodology, the viable capacity estimated for this
site is 3 moderate income units.

Site #16: 5228 Elizabeth Street
This 0.27-acre site at 5228 Elizabeth Street (APN
6224001019) is a privately owned and occupied
single-family home. Approximately 0.11 acres of
this site are vacant, this open space located on the
front of the property is currently unutilized making
it available for the development of additional
residential units to complement the single-family
home. The site is designated medium density
residential in the General Plan and is zoned MDR with
a maximum density of 25 units per acre. However,
for the purposes of this site inventory, the density
used to calculate the site’s capacity is 21 units per
acre. Through this methodology, the viable capacity
estimated for this site is 2 moderate income unit.

Site #17: 4911 Clara Street
This 0.93-acre site at 4911 Clara Street (APN
6226020015) is a privately owned parcel. This parcel
features a single-family home built in 1939 and small
structure in poor condition located on the portion
of the parcel closest to Clara Street. The majority
of the parcel behind this single-family home is
vacant. The entire site is likely to be redeveloped for residential use. This site is designated high density
residential in the General Plan and is zoned HDR with
a maximum density of 40 units per acre. However, for
the purposes of this site inventory, the density used
to calculate the site’s capacity is 30 units per acre.

According to this methodology, the realistic capacity
estimated for this site is 2 lower income units, 1
moderate income units, 24 above moderate income
units. The ratio of realistic capacity to existing units on the site is 27 units to 1 unit. There are no other
known contracts of conditions related to the uses on
this site which would preclude development on this
site during the 6th cycle.

Site #18: 4812 Live Oak Street
This 0.91-acre site at 4812 Live Oak Street (APN
6226014031) is a privately owned parcel. This parcel
features a single-family home built in 1977 located
on the portion of the parcel closest to Live Oak
Street. This site is currently not making the best use
of the permitted density in the HDR zone, which is
40 units per acre. The majority of the parcel behind
this single-family home is vacant. The entire site is
likely to be redeveloped for residential use. This site is designated high density residential in the General
Plan and is zoned HDR with a maximum density
of 40 units per acre. However, for the purposes of
this site inventory, the density used to calculate the
site’s capacity is 30 units per acre. According to this methodology, the realistic capacity estimated for
this site is 2 lower income units, 1 moderate income
units, and 24 above moderate income units. The ratio
of realistic capacity to existing units on the site is 27 units to 1 unit. There are no other known contracts
of conditions related to the uses on this site which
would preclude development on this site during the
6th cycle.

Site #19: 4551 Live Oak Street
This 0.74-acre site at 4551 Live Oak Street (APN
6226010015) is a privately owned parcel. This parcel
features a single-family home built in 1923 located on
the portion of the parcel closest to Live Oak Street.

The majority of the parcel behind this single-family
home is vacant, currently used for the storage of
vehicles. The entire site is likely to be redeveloped
for residential use. This site is designated high density residential in the General Plan and is zoned HDR with
a maximum density of 40 units per acre. However, for
the purposes of this site inventory, the density used
to calculate the site’s capacity is 30 units per acre.

According to this methodology, the realistic capacity
estimated for this site is 2 lower income units, 1
moderate income unit, and 19 above moderate
income units. The ratio of realistic capacity to existing units on the site is 22 units to 1 unit. There are no
other known contracts of conditions related to the
uses on this site which would preclude development
on this site during the 6th cycle.

Site #20: REMOVED

Site #21: 4900 Santa Ana Street
This 0.7-acre site at 4900 Santa Ana Street (APN
6224017010 and 6224017011) is 2 privately owned
parcels, owned by the same party. This site features
a single-family home built in 1967 located on the
portion of the parcel closest to Santa Ana Street.

The single family home on this site is not making the
best use of the maximum allowed density in the HDR
zone, 40 du/ac. The majority of the parcel behind
this single-family home is vacant. The entire site is
likely to be redeveloped for residential use. This site is designated high density residential in the General
Plan and is zoned HDR with a maximum density
of 40 units per acre. However, for the purposes of
this site inventory, the density used to calculate the
site’s capacity is 30 units per acre. According to this methodology, the realistic capacity estimated for
this site is 3 moderate income units and 18 above
moderate income units. The ratio of realistic capacity
to existing units on the site is 21 units to 1 unit.

There are no other known contracts of conditions
related to the uses on this site which would preclude
development on this site during the 6th cycle.

Site #22: 4708 Elizabeth Street
This 0.7-acre site at 4708 Elizabeth Street (APN
6224004024 and 6224004025) is 2 privately owned
parcels, owned by the same party. These parcels
feature 2 single-family homes built in 1918 and 1938,
one behind another located on the portion of the
parcel closest to Elizabeth Street. The majority of the parcel behind these single-family homes are vacant
or used for vehicle storage and structures in poor
condition. The entire site is likely to be redeveloped
for residential use. This site is designated high density residential in the General Plan and is zoned HDR with
a maximum density of 40 units per acre. However,
for the purposes of this site inventory, the density
used to calculate the site’s capacity is 30 units per
acre. According to this methodology, the realistic
capacity estimated for this site is 3 moderate income
units and 18 above moderate units. The ratio of
realistic capacity to existing units on the site is 10.5 units to 1 unit. There are no other known contracts
of conditions related to the uses on this site which
would preclude development on this site during the
6th cycle.

Site #23: 4830 Live Oak Street
This 0.65-acre site at 4830 Live Oak Street (APN
6226014030) is a privately owned parcel. This
parcel features a single-family home built in 1920,
located on the portion of the parcel closest to Live
Oak Street. The majority of the parcel behind this
single-family home is used for vehicle storage and
structures in poor condition. The entire site is likely to be redeveloped for residential use. This site is
designated high density residential in the General
Plan and is zoned HDR with a maximum density
of 40 units per acre. However, for the purposes of
this site inventory, the density used to calculate
the site’s capacity is 30 units per acre. According to
this methodology, the realistic capacity estimated
for this site is 2 lower income units, 1 moderate
income unit, and 16 above moderate units.The ratio
of realistic capacity to existing units on the site is 16 units: 1 unit. There are no other known contracts
of conditions related to the uses on this site which
would preclude development on this site during the
6th cycle.

Site #24: 5256 Elizabeth Street
This 0.94-acre site at 5256 Elizabeth Street (APN
6224001901 and 6224001902) is 2 publicly owned
parcels, owned by the City. These parcels feature
two abandoned and boarded up single family homes
located on the portion of the site closest to Elizabeth Street. The majority of the site behind these two
single family homes is vacant. The entire site is likely to be redeveloped for residential use. This site is
designated medium density residential in the General
Plan and is zoned MDR with a maximum density
of 25 units per acre. However, for the purposes of
this site inventory, the density used to calculate the
site’s capacity is 18 units per acre. According to this methodology, the realistic capacity estimated for this
site is 16 moderate income units.

Site #25: 8110 Atlantic Ave
This 2.96-acre site at 8110 Atlantic Avenue (APNs
6224-018-915, 6224-018-913, 6224-018-911, 6224-
018-902, 6224-018-901, 6224-018-900, 6224-
018-914) is a City and County owned site. This site
is occupied by vacant land and vacant buildings. The
entire site is likely to be redeveloped for residential use. This site is designated entertainment in the
General Plan and is zoned ENT with a maximum
density of 30 units per acre. According to this
methodology, the realistic capacity estimated for this
site is 22 lower income units and 66 above moderate
units. The City and County will cooperate together to
develop residential uses on this site.

Address Zone Type DemoClass
# of Units
Demolished Acres # of Units Density Affordabilty Year Prior Use Planning
Application Approval Building Permit C of O
5244 Live Oak Street MDR Condominium Replacement 2 0.51 6 11.8 N/A 2013 Residential, 2 2013 2013 5111 Elizabeth Street MDR Condominium Replacement 3 0.47 6 12.8 N/A 2017 Residential, 3 2017 2017 2018 4848 Live Oak Street HDR Condominium Replacement 2 0.94 20 21.3 2 units
very low,
3 low, 6
moderate 2017
Residential, 2
in 2008
(vacant for
many years,
since 2011) 2017 2017 2019 2022
4302-4312 Elizabeth
St. MDR Multi-Family Replacement 15 1.4 48 34.3
6 units
very low 2018
Single-Family
and MultiFamily
Residential,
15 2018 2019 2019 2022
5252 Live Oak Street MDR Multi-Family Replacement 5 0.92 17 18.5 2 units
very low,
3 low, 6
moderate 2018 Residential, 5 2018 2018
4254 Elizabeth Street MDR Condominium Replacement 3 0.47 6 12.8 N/A 2019 Residential
Single-Family,
3 2019 2019 2021 2021
5307 Live Oak Street MDR Multi-Family Replacement 1 0.90 20 22.1 N/A 2019 Residential
Single-Family,
3 2019 2019
4936-38 Live Oak Street HDR Multi-Family Replacement 5 0.81 42 51.9 4 units
low
income 2020
Residential
Multi-Family,
5 2020 2020 2022
7919 Wilcox Avenue HDR Multi-Family Replacement 0.36 9 25.0 1 unit very
low
income 2020
Residential
Single-Family,
2 2020 2020
4942-4938 Clara St. HDR Multi-Family Replacement 4 0.93 44 47.3 4 units
very low 2021
Residential
Single-Family,
4 2021 2021
4728 Live Oak Street HDR Single-Family Replacement 2 0.17 4 23.5 N/A 2021 Multi-Family
Residential, 3 2021 2021 2021 2022
5210 Santa Ana Street MDR Multi-Family Replacement 1 0.24 4 16.7 1 unit low
income 2021
Residential
Multi-Family,
5 2021 2021 2021

Site Address/Intersection 5 Digit ZIP
Code
Assessor Parcel
Number
Consolidated
Sites
General Plan
Designation
(Current)
Zoning Designation
(Current)
4610 SANTA ANA ST 90201 6224-019-901 Ent Ent
7835 OTIS AVE 90201 6225-026-014 J LDR LDR
7801 OTIS AVE 90201 6225-026-001 J LDR LDR
Olive Street and Otis Avenue 90201 6225-026-002 J LDR LDR Olive Street and Otis Avenue 90201 6225-026-003 J LDR LDR 7821 OTIS AVE 90201 6225-026-013 J LDR LDR
Live Oak Street 90201 6225-010-025 LDR LDR
4121 OLIVE ST 90201 6225-025-014 LDR LDR
4421 CLARA ST 90201 6225-019-004 N HDR HDR
4429 CLARA ST 90201 6225-019-003 N HDR HDR
5252 LIVE OAK ST 90201 6226-017-010 MDR MDR
4830 LIVE OAK ST 90201 6226-014-030 HDR HDR
4911 CLARA ST 90201 6226-020-015 HDR HDR
4812 LIVE OAK ST 90201 6226-014-031 HDR HDR
4551 LIVE OAK ST 90201 6226-010-015 HDR HDR
4932 SANTA ANA ST 90201 6224-017-017 HDR HDR
4803 LIVE OAK ST 90201 6226-009-004 HDR HDR
5113 ELIZABETH ST 90201 6226-029-004 MDR MDR
5132 LIVE OAK ST 90201 6226-016-014 MDR MDR
5228 ELIZABETH ST 90201 6224-001-019 MDR MDR
8110 ATLANTIC AVE 90201 6224-018-915 B ENT ENT
4720 SANTA ANA ST 90201 6224-018-913 B ENT ENT
4734 SANTA ANA ST 90201 6224-018-911 B ENT ENT
Santa Ana Street 90201 6224-018-902 B ENT ENT
8120 Atlantic Ave 90201 6224-018-901 B ENT ENT
8130 Atlantic Ave 90201 6224-018-900 B ENT ENT
Santa Ana Street 90201 6224-018-914 B Ent Ent
5210 SANTA ANA ST 90201 6224-015-016 MDR MDR
5017 CLARA ST 90201 6226-019-019 MDR MDR
8124 WILCOX AVE 90201 6224-016-005 MDR MDR
4107 CLARA ST 90201 6225-022-027 LDR LDR
4936 LIVE OAK ST 90201 6226-014-015 HDR HDR
5256 ELIZABETH ST 90201 6224-001-901 K MDR MDR
5260 ELIZABETH ST 90201 6224-001-902 K MDR MDR
Santa Ana Street 90201 6224-017-010 A HDR HDR
4900 SANTA ANA ST 90201 6224-017-011 A HDR HDR
4708 ELIZABETH ST 90201 6224-004-024 E HDR HDR
Elizabeth Street 90201 6224-004-025 E HDR HDR
4411 CLARA ST 90201 6225-019-010 HDR HDR
4729 LIVE OAK ST 90201 6226-009-009 HDR HDR

Attachment E

Notice of Public Hearing_PC_08.15.20(5007693) - Page 1 of 1 Long Beach Press-Telegram
5150 E. Pacific Coast Highway Suite 200
Long Beach, California 90804
(562) 499-1236
City of Cudahy
5220 Santa Ana Street
Cudahy, California 90201
FILE NO. 0011616805

PROOF OF PUBLICATION
(2015.5 C.C.P.)

STATE OF CALIFORNIA
County of Los Angeles
I am a citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen years,
and not party to or interested in the above-entitled
matter. I am the principal clerk of the printer of Long Beach Press-Telegram, a newspaper of general
circulation, printed and published in the City of Long
Beach*, County of Los Angeles, and which newspaper
has been adjudged a newspaper of general circulation
by the Superior Court of the County of Los Angeles,
State of California, under the date of March 21, 1934,
Case Number 370512. The notice, of which the annexed
is a printed copy, has been published in each regular and entire issue of said newspaper and not in any
supplement thereof on the following dates, to wit:
08/02/2023
I certify (or declare) under the penalty of perjury that the foregoing is true and correct.

Executed at Long Beach, California,
this 2nd day of August, 2023.
______________________________
Signature
*Long Beach Press-Telegram, a newspaper of general circulation, is delivered to and available in but not limited to the following cities: Long Beach, Lakewood, Bellflower, Cerritos, Downey, Norwalk, Artesia, Paramount, Wilmington, Compton, South Gate, Los Alamitos, Seal Beach, Cypress, La Palma, Lynwood, San Pedro, Hawaiian Gardens, and Signal Hill.

Attachment F Page 334 of 451
“Serving The People” "Sirviendo A La Comunidad"
Staff Report
8/15/2023 Page 1 of 2

STAFF REPORT
Date: August 15, 2023
To: Honorable Mayor/Chair and City Council/Agency Members From: From: Alfonso Noyola, City Manager/Executive Director By: Andres Rangel, Assistant to the City Manager
Subject: Approval of a Professional Services Agreement for WSAB Cudahy Strategic Vision Implementation Plan

RECOMMENDATION
It is recommended that the City Council approve the Professional Services Agreement for the WSAB Cudahy Strategic Vision Implementation Plan for a not to exceed amount of $160,000.00.

BACKGROUND

1. On December 28, 2022, the City executed a funding agreement with Metro to prepare the West Santa Ana Branch (WSAB) – Cudahy Strategic Vision Implementation Plan

2. On June 12, 2023, the City issued an RFP to develop the implementation plan

3. On July 3, 2023, the bidding period closed, with three bidder submittals.

ANALYSIS
The City was awarded $160,000 from Metro to conduct a strategic implementation plan to address the development two WSAB stations. The study would prepare two Cudahy TOD neighborhood areas locate within a half mile radius of the proposed South Gate- Cudahy (Firestone) Station and Huntington Park – Cudahy (Florence/Salt Lake) Station that will include Cudahy’s entertainment/commercial corridor located on Atlantic Avenue.

The plan scope will identify strategies for equitable development, community preservation, and placemaking elements for both TOD neighborhoods that will be affected by both stations.

The final deliverable would be one strategic plan analyzing both stations’ TOD neighborhoods with the following elements:
• Conduct Equity Study
Item Number
14C

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
8/15/2023 Page 2 of 2

• Conduct Community Preservation Study
• Conduct Placemaking Study
• Develop and implement a Community Engagement Plan
Upon closure of the submittal window, proposals were submitted from the following consultants:

Firm Name Proposal Cost
City Fabrick $160,000.00
MIG $159,030.00
Studio Eleven $159,950.00
Although City Fabrick was not the lowest proposal, it displayed the highest-level quality in terms of work product and assembled a team the City believes has demonstrated past track record of quality work.

CONCLUSION
The City recommends awarding a Professional Services Agreement (PSA) to City Fabrick for Planning Services to prepare the West Santa Ana Branch (WSAB) – Cudahy Strategic Vision Implementation Plan in the amount not to exceed $160,000.

FINANCIAL IMPACT
The contract total is $160,000. The contract cost will be fully funded by Metro’s WSAB TOD SIP special funds.

STRATEGIC PLAN CORRELATION
Goal E (City Infrastructure and Service Delivery)
Objective:

1. Ensure high quality infrastructure to continue connectivity throughout the community.

2. Increase the Active Transportation Program to ensure region wide transit and pedestrian connections.

ATTACHMENTS
A. RFP – WSAB TOD SIP.

B. City Fabrick Proposal
C. Draft Professional Services Agreement between the City of Cudahy and City Fabrick

REQUEST FOR PROPOSALS (RFP)
WEST SANTA ANA BRANCH – CUDAHY STRATEGIC VISION IMPLEMENTATION PLAN

IN THE CITY OF CUDAHY, CALIFORNIA
June 12, 2023

DELIVERY ADDRESS
City of Cudahy
5220 Santa Ana St,
Cudahy, CA 90201
Attn: Richard Iglesias
City Clerk

REQUIRED NUMBER OF PROPOSALS
Three (3) hard copies and one (1) electronic
copy (pdf)

CONTACT INFORMATION FOR INQUIRIES
contact via e-mail only, no telephone calls
Andres Rangel
Management Analyst
[email protected]

PRE-PROPOSAL MEETING
None

PROPOSAL DUE DATE
July 3, 2023; 3:00 PM
Attachment A Page 337 of 451
RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California Table of Contents
Table of Contents

1. Introduction 1

2. Project Description 1

3. RFP Schedule 2

4. Scope of Services 2

5. Key Personnel 3

6. City’s Standard Professional Services Agreement 4

7. Insurance Coverage Limits and Requirements 4

8. Consultant Selection Methodology 4

9. Contract Award 5

10. Required Format for Technical Proposal Submittal 5

11. Fee Estimate Proposal Submittal 6

12. Questions Regarding This RFP 8

13. Proposal Submittal Protocol 8

14. Pre-Contractual Expenses In Responding To The RFP Preparation 8 Attachments:

Attachment A – Affidavit of Non-Collusion
Attachment B – Claims History
Attachment C – Sample Professional Services Agreement
Attachment D – Insurance Requirements
Attachment E – Scope of Work

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California Cover Page

REQUEST FOR PROPOSALS (RFP)
WEST SANTA ANA BRANCH – CUDAHY STRATEGIC VISION

IMPLEMENTATION PLAN
June 12, 2023
To interested and qualified Consultants:

The City of Cudahy is soliciting Proposals from qualified firms TO PREPARE A STRATEGIC VISION IMPLEMENTATION PLAN.

Requirements for this RFP are enclosed.

In order to be considered in the selection process, interested parties shall submit three (3) hard copies and one (1) electronic copy (pdf) of their Proposals no later than 3:00 PM, July 3, 2023, to:

Richard Iglesias
City Clerk
5220 Santa Ana St,
Cudahy, CA 90201
If you have any questions, please contact via email (no telephone calls):

Andres Rangel
Management Analyst
[email protected]
Late proposals will not be accepted.

Sincerely,
Andres Rangel
Management Analyst
City of Cudahy

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 1

REQUEST FOR PROPOSALS (RFP)
WEST SANTA ANA BRANCH – CUDAHY STRATEGIC VISION

IMPLEMENTATION PLAN
June 12, 2023

1. INTRODUCTION
The City of Cudahy is soliciting Proposals from qualified firms TO PREPARE A STRATEGIC VISION IMPLEMENTATION PLAN.

2. PROJECT DESCRIPTION
The city has received a $160,000 from Round 2 of Metro’s West Santa Ana Branch (WSAB) TOD Strategic Implementation Plan Program to prepare a Strategic Implementation Plan in anticipation of two WSAB adjacent stations approximate to Cudahy. For more information about the program, please visit https://www.metro.net/about/west-santa-ana-branchtransit-oriented-development-strategic-implementation-program-tod-sip/ The City of Cudahy ("City") is seeking proposals from qualified firms to assist the City in completing a Strategic Vision Implementation Plan. The Plan will study two Cudahy neighborhood areas located within a half mile radius of the proposed South Gate – Cudahy (Firestone) Station and Huntington Park – Cudahy (Florence/ Salt Lake) Station and Cudahy’s entertainment/commercial corridor located on Atlantic Avenue. The plan will identify strategies for equitable development, community preservation, and placemaking elements for specific neighborhoods that will be affected by both stations.

The final deliverable will be one strategic plan preparing both stations’ neighborhoods to be transit adjacent. This document will define: 1) the suggested scope of work, 2) specify the required format for a proposal, identify the process for proposal submission, provide detailed guidance for the information included in the Proposal, describe the evaluation criteria for proposals, as well as outline the selection process and timeline for this Request for Proposal ("RFP").

3. RFP SCHEDULE
Below is the RFP schedule. Below tentative schedule is subject to change by the City:

Request for Proposals Posted and Issued Monday, June 12, 2023

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 2
Deadline for Receipt of Questions Thursday, June 22, 2023, 3:00 PM Addendum (if necessary) to Respond to
Questions
Monday, June 26, 2023
Deadline for Receipt of Proposals (RFP Due
Date)
Monday, July 3, 2023, 3:00 PM
Contract Awarded by City Council (tentative) July 2023

4. SCOPE OF SERVICES
The City seeks qualified bidders and practitioners to create a strategic implementation plan for two Cudahy neighborhood areas located within a half mile radius of the proposed South Gate-Cudahy (Firestone) Station and Huntington Park-Cudahy (Florence/Salt Lake) Station and Cudahy’s entertainment/commercial corridor located on Atlantic Avenue. The plan scope identifies strategies for equitable development, community preservation, and placemaking elements for specific neighborhoods that will be affected by both stations. The final deliverable will be one strategic plan analyzing both stations' neighborhoods. The project area map is found on Attachment E. Prospective bidders are encouraged to make recommendations based on identified needs to ensure successful completion of this project.

The Plan consists of the following elements and deliverables:

Task 1: Research and Analysis
The consultant will support the city in coordinating with relevant staff/stakeholders to prepare the draft study.

Deliverable: Draft Study
Task 1.1: Conduct Equity Studies
Coordinate with consultant to identify opportunity gaps for residents and businesses surrounding the planned stations areas to access affordable housing, jobs, and other crucial quality of life elements. The study will define and establish equity outcomes for the community. The study would also address both Station’s impact on Cudahy’s entertainment/commercial corridor located on Atlantic Avenue.

Deliverable: Draft equity development element of plan
Task 1.2: Conduct Community Preservation Studies

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 3
Coordinate with consultant to identify measures to protect existing neighborhoods to prevent displacement in both transit adjacent areas.

Deliverable: Draft community preservation element of plan Task 1.3: Conduct Placemaking Studies
Coordinate with consultant to activate public spaces via cultural spaces, branding, and wayfinding.

Deliverable: Draft placemaking element of plan, pending outreach component.

Task 2: Stakeholder Outreach
Develop and execute a community engagement plan to educate the public and stakeholders about the study and provide an opportunity to issue feedback.

Deliverable: Understanding of community feedback to plan.

Task 2.1: Develop Community Engagement Plan
Develop a Community Engagement Plan to effectively educate the public and stakeholders about the development of the plan and provide an opportunity to issue feedback about the plan. The Plan will include a strategy to engage with residents to identify placemaking opportunities as well.

Deliverable: Community engagement plan and outreach and education materials to disseminate to the public.

Task 2.2: Conduct Community Outreach Meetings and Workshops Conduct community workshops to educate the public and receive output via various outreach channels to maximize community outreach.

Deliverable: Summary of outreach engagement meetings.

Task 3: Prepare Planning Documents
Staff and consultant will coordinate to develop the draft implementation plan to evaluate impacts and proposed recommendations to mitigate those impacts for both transit adjacent neighborhoods that incorporate the elements such as equity outcomes, zoning map amendments, and development standards.

Deliverable: Draft Study
Task 3.1: Prepare Draft Study

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 4
Impact study with following elements: Equity study, equitable development and community preservation element, and placemaking study.

Deliverable: Draft Study
Task 3.2: Engage Community on Draft Study
Execute the community engagement plan to involve the public and all relevant stakeholders.

Deliverable: Community Review of Plan
Task 3.3: Finalize Study
Prepare study for approval by the governing body
Deliverable: Final Plan
Task 3.4: Presentation and Acceptance of Study
Present final study to governing body for approval
Deliverable: Presentation and acceptance of plan

5. KEY PERSONNEL
It is imperative that the key personnel providing the consulting services have the background, experience, and qualifications to complete the project. The City reserves the right to approve all key personnel individually for work on this contract. All key staff shall be named in the contract. After the contract is signed, the proposer may not replace key staff unless their employment is terminated or agreed upon by the City. The City must approve replacement staff before a substitute person is assigned to the Project.

The City reserves the right to request that the proposer replace a staff person assigned to the contract should the City consider such a replacement to be for the good of the project.

6. CITY’S STANDARD PROFESSIONAL SERVICES AGREEMENT
The RFP includes a sample of City’s Professional Services Agreement as Attachment C.

Proposers shall review the Agreement and provide a statement that they will comply with all aspects of the Agreement, or provide any comments that they would like the City to consider. The City Attorney will review any comment received and make a final decision

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 5
if all or part or any of such comments may be considered.

7. INSURANCE COVERAGE LIMITS AND REQUIREMENTS
Consultant shall provide Insurance Coverage Limits and Requirements as indicated in this RFP as provided in Attachment D.

8. CONSULTANT SELECTION METHODOLOGY
Upon receipt of Proposals, City’s consultant selection committee will rank the responding consultants. The City, at its sole discretion may invite top 3 ranked qualified consultants to for interviews, or negotiate final scope and fee with the most qualified consultant.

Evaluation Criteria Max
Points
Compliance with the RFP Requirements 15
Project Understanding and Approach 25
Experience 25
Level of effort, schedule and cost effectiveness to provide efficient services. 35
Total Points 100

9. CONTRACT AWARD
Any contract resulting from this RFP will be awarded to a firm whose Proposal meet the technical requirements of the RFP and is evaluated as the highest ranked proposal.

Proposals will be ranked in accordance with the evaluation criteria stated in this RFP.

Negotiations regarding a fair and reasonable price will occur subsequent to consultant selection. Should the City be unable to obtain a fair and reasonable price through negotiations with the highest qualified proposer, the City shall enter into negotiations with the next highest qualified proposer and may award that contract if the parties are able to arrive at a fair and reasonable price. If that is unattainable, the City shall enter into negotiations with the next highest qualified proposer in sequence until an agreement is reached.

10.REQUIRED FORMAT FOR TECHNICAL PROPOSAL SUBMITTAL
Please submit your Technical Proposal in the format specified below:

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 6

1. Cover Letter:

Emphasize strong points of the project team and the firm’s experience. Include the name, address, telephone number, title, and signature of the firm’s contact person for this proposal. The cover letter shall state that the submittal is valid for 90 days.

2. Project Specific Approach, Scope of Work:

Provide your understanding of the project, and describe your approach to accomplishing the City’s goal in the most efficient and cost effective manner (including AQ/QC control).

Note: It is expected that the Firms should not simply restate the information contained in this RFP; rather identify critical issues in implementing the proposed improvements, and provide an approach to resolving such critical issues the most efficient and cost effective manner.

3. Proposed Project Specific Staff:

This section should include a project organization chart showing proposed staff members and any subconsultants, and resumes of key project persons. It is imperative that the key personnel providing the required services have the background, experience, and qualifications in similar projects.

4. Similar Projects and References:

Provide a list of similar projects where your firm and proposed project staff have provided similar services. Also provide minimum 3 Public Agency references that City can contact for similar projects and services.

5. City Standard Contract:

The RFP includes City’s Standard Contract as Attachment. Proposers shall review the Agreement and provide any comments that they would like the City to consider.

6. Required Attachments:

Below attachments shall be signed and submitted with the proposal:
• Attachment A - Affidavit of Non-Collusion
• Attachment B - Claims History
The Fee Proposal shall be submitted in a separate envelope as indicated in the

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 7
following section.

11.FEE ESTIMATE PROPOSAL SUBMITTAL
The Fee Estimate Proposal shall be submitted in a separate sealed envelope. The fee shall be broken in major project components and phases.

Consultant shall also provide its Schedule of Standard Hourly Fee Rates to determine pricing for on-call construction support services.

12.QUESTIONS REGARDING THIS RFP
All questions regarding this RFP must be submitted via email:

Andres Rangel
Management Analyst
[email protected]
Questions regarding this proposal shall be submitted via email no later than 10 calendar days prior to proposal due date. In response to all questions received by this date, City will issue an Addendum no later than 5 calendar days prior to the proposal submittal due date. The addendum will be emailed to all RFP recipients on record.

13.PROPOSAL SUBMITTAL PROTOCOL
In order to be considered in the selection process, interested parties shall submit three (3) copies and one (1) electronic copy (pdf) of their Proposals no later than 3:00 PM, July 3, 2023 to the following address:

Andres Rangel
Management Analyst
5220 Santa Ana Street
Cudahy, CA 90201
Late proposals will not be accepted.

15.GENERAL INFORMATION
A. Public Record – All proposals submitted in response to this RFP will become the property of the City upon submission and a matter of public record pursuant

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 8
to applicable law. City reserves the right to make copies of all proposals available for inspection and copying by interested members of the public as records of the City and City shall be under no obligation to the Proposer to withhold such records. In so far as a proposal contains information that the Proposer regards as proprietary and confidential, it shall be the responsibility of the Proposer (and not the City) to specifically identify which items of information are proprietary and clearly identify in writing which specific pieces of information are proprietary. It shall be insufficient for the Proposer to merely identify the entire proposal or an entire page or set of pages of proprietary. With respect to information deemed proprietary, the procedures set forth under subsection (T) below shall be observed. Not-to-exceed sums, hourly rates and the like that may be set forth in a proposal shall not constitute proprietary information nor shall any information readily available to the general public or any other information not regarded as proprietary and confidential under federal or state law.

B. Right to Request Additional Information – During the evaluation process the City reserves the right, where it may serve the City’s best interest, to request additional information or clarifications from Proposers, or to allow corrections of errors or omissions. At the discretion of the City, firms submitting proposals may be requested to make oral presentations as part of the evaluation process.

C. Reserving Rights - The City reserves the right to reject any and all proposals received as a result of this RFP. City’s potential award of a contract will not be based on any single factor nor will it be based solely or exclusively on the lowest cost proposal. If a contract is awarded, it will be awarded to the proposer who in the judgment of the City has presented an optimal balance of relevant experience, technical expertise, technological innovation, price, quality of service, work history and other factors which the City may consider relevant and important in determining which proposal is best for the City.

D. Discrimination - The Proposer and all subcontractors must not discriminate, nor permit discrimination against any person on the grounds of race, national origin, sex, handicap, sexual orientation, or veteran status in their employment practices, in any of their contractual arrangements, in all services and accommodations they offer the public or in their business operations.

E. Gratuity Prohibition - Proposer shall not offer any gratuities, favors or anything of monetary value to any official, employee or agent of the City for the purpose of influencing consideration of this proposal.

15.PRE-CONTRACTUAL EXPENSES IN RESPONDING TO THE RFP PREPARATION The City shall not be liable for any pre-contractual expenses incurred by any proposer or

RFP West Santa Ana Branch – Cudahy Strategic Vision Implementation Plan City of Cudahy, California RFP, Page 9
by any selected consultant. Each proposer shall protect, defend, indemnify, and hold harmless the City from any and all liability, claims, or expenses whosoever incurred by, or on behalf of, the entity participating in the preparation of its response to this RFP. Precontractual expenses are defined as expenses incurred by proposers and the selected consultant, if any, in:
▪ Preparing and submitting information in response to this RFP ▪ Negotiations with the City on any matter related to this procurement ▪ Costs associated with interviews, meetings, travel or presentations ▪ All other expenses incurred by a proposer/consultant prior to the date of award and a formal notice to proceed.

The City reserves the right to amend, withdraw and cancel this RFP. The City reserves the right to reject all responses to this request at any time prior to contract execution, or only award a partial contract for a limited scope of work. The City reserves the right to waive minor irregularities and request or obtain additional information about any and all proposals.

END OF RFP

ATTACHMENTS TO FOLLOW

Attachment A Affidavit of Non-Collusion
Attachment B Claims History
Attachment C Sample Professional Services Agreement
Attachment D Insurance Requirements
Attachment E Scope of Work

RFP West Santa Ana Branch
– Cudahy Strategic Vision Implementation Plan
City of Cudahy, California RFP, Page 10

ATTACHMENT A

AFFIDAVIT OF NON-COLLUSION
I state that I am _____________________________________ (title) of __________________________________ (name of firm) and that I am authorized to make this affidavit on behalf of my firm, and its owners, directors, and officers. I am the person responsible in my firm for the price(s) and the amount of this Offer.

I state that:
(1) The price(s) and amount of this Offer have been arrived at independently and without consultation, communication or agreement with any other Proposer or potential Proposer. (2) That neither the price(s) nor the amount of this Offer, and neither the approximate price(s) nor approximate amount of this Offer, have been disclosed to any other firm or person who is a Proposer or potential Proposer, and they will not be disclosed before Solicitation opening. (3) No attempt has been made or will be made to induce any firm or person to refrain from bidding on this contract, or to submit an Offer higher than this Offer, or to submit any intentionally high or noncompetitive Offer or other form of complementary Offer. (4) The Offer of my firm is made in good faith and not pursuant to any agreement or discussion with, or inducement from, any firm or person to submit a complementary or other noncompetitive Offer. (5) ________________________________________ (name of firm), its affiliates, subsidiaries, officers, directors and employees are not currently under investigation by any governmental agency and have not in the last four years been convicted of or found liable for any act prohibited by State or Federal law in any jurisdiction, involving conspiracy or collusion with respect to bidding on any public contract, except as described in the attached appendix.

I state that________________________________________ (name of firm) understands and acknowledges that the above representations are material and important, and will be relied on by the City of Cudahy in awarding the contract(s) for which this Offer is submitted. I understand and my firm understands that any misstatement in this affidavit is and shall be treated as fraudulent concealment from the City of Cudahy of the true facts relating to the submission of Offers for this contract.
_________________________________________________
(Authorized Signature)
_________________________________________________
(Name of Company/Position)
Sworn to and subscribed before me this _______ day of __________________, 20___. _________________________________________________
Notary Public for California
My Commission Expires: ______________________

ATTACHMENT B

CLAIMS HISTORY
Each Consultant shall submit a summary of whether or not any of the following events have occurred within the past (10) years and, if so, a brief description of the circumstances involved (including, without limitation, the names of parties involved, current status and final disposition of the matter of dispute):

Failure to disclose any circumstances requested in the following paragraphs is grounds for disqualification.
▪ Failure by Consultant or any sub-consultant to enter into a contract to which it has received an award by a public entity.
▪ Forfeiture of a bid or proposal bond by proposer or any sub-consultant. ▪ Termination for default under a contract awarded by a public entity to Consultant or any sub-consultant.
▪ Debarment of Consultant or any sub-consultant by any municipal, county, state, federal, or local agency (note: debarment is grounds for automatic disqualification). ▪ The filing of a lawsuit or arbitration in which the Consultant or a sub-consultant was a defendant or cross-defendant at any time within the past ten (10) years that involved the performance of project, program, or engineering services and that involved an amount in controversy sought to be recovered from Consultant or the sub-consultant of more than $100,000.00.
▪ Conviction of Consultant, a sub-consultant, or any of their principals or officers for violation of a state or federal antitrust law involving bid rigging, collusion, or restriction on competition between bidders, or conviction of violating any other federal or state law relating to bidding or contract performance (note: such conviction is grounds for automatic disqualification).
▪ Any publications involving firm or principals alleging or claiming corruption (such claims are grounds for automatic disqualification).
▪ Any suspension, revocation, or other disciplinary proceeding relating to a contracting or professional license issued to proposer or a sub-consultant.

ATTACHMENT C
Professional Services Contract

PROFESSIONAL SERVICES AGREEMENT
([Replace w/ Name of Consultant - Replace w/ Brief Description of Engagement] ) THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and entered into this ___________day of _________________ 20______ (hereinafter, the “Effective Date”), by and between the CITY OF CUDAHY, a municipal corporation (“CITY”) and [____REPLACE WITH NAME OF CONSULTANT____], a [___REPLACE WITH TYPE OF ENTITY, E.G., CORPORATION? PARTNERSHIP? SOLE PROPRIETORSHIP? ETC.____] (hereinafter, “CONSULTANT”). For the purposes of this Agreement CITY and CONSULTANT may be referred to collectively by the capitalized term “Parties.” The capitalized term “Party” may refer to CITY or CONSULTANT interchangeably.

WHEREAS, CITY wishes to engage CONSULTANT to provide the following specialized services:__________________________; and
WHEREAS, CITY’s in-house personnel is presently unable to perform the specialized services and tasks contemplated under this Agreement; and WHEREAS, CONSULTANT possesses the specialized training, skill, expertise and experience required to perform the services contemplated under this Agreement; and WHEREAS, CONSULTANT agrees to perform the various services and tasks set forth under this Agreement subject to the terms and conditions set forth herein; and NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, CITY and CONSULTANT agree as follows:

I.

ENGAGEMENT TERMS

1.1 SCOPE OF SERVICES: Subject to the terms and conditions set forth in this Agreement and all exhibits attached and incorporated hereto, CONSULTANT agrees to perform the services and tasks set forth in Exhibit “A” (hereinafter referred to as the “Scope of Services”). CONSULTANT further agrees to furnish to CITY all labor, materials, tools, supplies, equipment, services, tasks and incidental and customary work necessary to competently perform and timely complete the services and tasks set forth in the Scope of Services. For the purposes of this Agreement the aforementioned services and tasks set forth in the Scope of Services shall hereinafter be referred to generally by the capitalized term “Work.”

1.2 TERM: This Agreement shall have a term of [___REPLACE TEXT WITH TERM PERIOD: X# of DAYS? MONTHS? YEARS?] commencing from [_REPLACE TEXT WITH START DATE OF TERM: CAN BE EITHER the “EFFECTIVE DATE”? SOME OTHER DATE?]. [OPTIONAL LANGUAGE: Upon the conclusion of the Term, this Agreement shall renew automatically for a maximum of [_MAXIMUM

NUMBER OF EXTENSION TERMS AND MAXIMUM DURATION OF EACH
SUCH EXTENSION TERM. EDITOR’S NOTE: IT IS RECOMMENDED THAT

ANY INDIVIDUAL EXTENSION TERM NOT EXCEED ONE YEAR IN DURATION

AND THAT THE TOTAL NUMBER OF EXTENSION TERMS NOT EXCEED A MAXIMUM OF TWO YEARS BEYOND THE END OF THE INITIAL TERM] …….., unless CITY issues written notice of its intent not to authorize an additional extension term(s). Nothing in this Section shall operate to prohibit or otherwise restrict the CITY’s ability to terminate this Agreement at any time for convenience or for cause.

1.3 COMPENSATION:

A. CONSULTANT shall perform the various services and tasks set forth in the Scope of Services in accordance with the compensation schedule which is [_____THIS LANGUAGE MAY VARY DEPENDING ON THE LOCATION OF ANY APPLICABLE COMPENSATION SCHEDULE – SOME SCHEDULES

ARE EMBEDDED IN THE SCOPE OF SERVICES WHILE OTHERS CAN BE

FOUND IN A SEPARATE STAND-ALONE SCHEDULE WHICH SHOULD BE ATTACHED AS AN EXHIBIT TO THE AGREEMENT______] (hereinafter, the “Approved Rate Schedule”).

B. Section 1.3(A) notwithstanding, CONSULTANT’s total compensation during the Term of this Agreement or any extension term shall not exceed the budgeted aggregate sum of [___REPLACE WITH NOT-TO-EXCEED SUM____] (hereinafter, the “Not-to-Exceed Sum”), unless such added expenditure is first approved by the CITY acting in consultation with the Superintendent and the Director of Fiscal Services. In the event CONSULTANT’s charges are projected to exceed the Not-to-Exceed Sum prior to the expiration of the Term or any single extension term, CITY may suspend CONSULTANT’s performance pending CITY approval of any anticipated expenditures in excess of the Not-to-Exceed Sum or any other CITY-approved amendment to the compensation terms of this Agreement.

1.4 PAYMENT OF COMPENSATION: Reserved; No text.

1.5 ACCOUNTING RECORDS: CONSULTANT shall maintain complete and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. CITY shall have the right to access and examine such records, without charge, during normal business hours. CITY shall further have the right to audit such records, to make

transcripts therefrom and to inspect all program data, documents, proceedings, and activities.

1.6 ABANDONMENT BY CONSULTANT: In the event CONSULTANT ceases to perform the Work agreed to under this Agreement or otherwise abandons the undertaking contemplated herein prior to the expiration of this Agreement or prior to completion of any or all tasks set forth in the Scope of Services, CONSULTANT shall deliver to CITY immediately and without delay, all materials, records and other work product prepared or obtained by CONSULTANT in the performance of this Agreement. Furthermore, CONSULTANT shall only be compensated for the reasonable value of the services, tasks and other work performed up to the time of cessation or abandonment, less a deduction for any damages, costs or additional expenses which CITY may incur as a result of CONSULTANT’s cessation or abandonment.

II.

PERFORMANCE OF AGREEMENT

2.1 CITY’S REPRESENTATIVES: The CITY hereby designates the Superintendent and [____REPLACE WITH TITLE OF CITY REPRESENTATIVE WHO WILL BE

ENGAGED IN THE DAY-TO-DAY ADMINISTRATION OF THE
CONTRACT_______] (hereinafter, the “CITY Representatives”) to act as its representatives for the performance of this Agreement. The Superintendent shall be the chief CITY Representative. The CITY Representatives or their designee shall act on behalf of the CITY for all purposes under this Agreement.

CONSULTANT shall not accept directions or orders from any person other than the CITY Representatives or their designee.

2.2 CONSULTANT REPRESENTATIVE: CONSULTANT hereby designates [__INSERT NAME AND TITLE OF PERSON WHO IS CONSULTANT

REPRESENTATIVE FOR PURPOSES OF CONTRACT
ADMINISTRATION________] to act as its representative for the performance of this Agreement (hereinafter, “CONSULTANT Representative”). CONSULTANT Representative shall have full authority to represent and act on behalf of the CONSULTANT for all purposes under this Agreement. CONSULTANT Representative or his designee shall supervise and direct the performance of the Work, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Work under this Agreement. Notice to the CONSULTANT Representative shall constitute notice to CONSULTANT.

2.3 COORDINATION OF SERVICE; CONFORMANCE WITH REQUIREMENTS:

CONSULTANT agrees to work closely with CITY staff in the performance of the Work and this Agreement and shall be available to CITY staff and the CITY Representatives at all reasonable times. All work prepared by CONSULTANT shall be subject to inspection and approval by CITY Representatives or their designees.

2.4 STANDARD OF CARE; PERFORMANCE OF EMPLOYEES: CONSULTANT represents, acknowledges and agrees to the following:

A. CONSULTANT shall perform all Work skillfully, competently and to the highest standards of CONSULTANT’s profession;
B. CONSULTANT shall perform all Work in a manner reasonably satisfactory to the CITY;
C. CONSULTANT shall comply with all applicable federal, state and local laws and regulations, including the conflict of interest provisions of Government Code Section 1090 and the Political Reform Act (Government Code Section 81000 et seq.);
D. CONSULTANT understands the nature and scope of the Work to be performed under this Agreement as well as any and all schedules of performance;
E. All of CONSULTANT’s employees and agents possess sufficient skill, knowledge, training and experience to perform those services and tasks assigned to them by CONSULTANT; and
F. All of CONSULTANT’s employees and agents (including but not limited subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all such licenses, permits, certificates, qualifications and approvals shall be maintained throughout the term of this Agreement and made available to CITY for copying and inspection.

The Parties acknowledge and agree that CONSULTANT shall perform, at CONSULTANT’s own cost and expense and without any reimbursement from CITY, any services necessary to correct any errors or omissions caused by CONSULTANT’s failure to comply with the standard of care set forth under this Section or by any like failure on the part of CONSULTANT’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONSULTANT to correct any errors or omissions shall be commenced immediately upon their discovery by either Party and shall be completed within seven (7) calendars days from the date of discovery or such other extended period of time authorized by the CITY Representatives in writing and in their sole and absolute discretion. The Parties acknowledge and agree that CITY’s acceptance of any work performed by CONSULTANT or on CONSULTANT’s behalf shall not constitute a release of any deficiency or delay in performance. The Parties further acknowledge, understand and agree that CITY has relied upon the foregoing

representations of CONSULTANT, including but not limited to the representation that CONSULTANT possesses the skills, training, knowledge and experience necessary to perform the Work skillfully, competently and to the highest standards of CONSULTANT’s profession.

2.5 ASSIGNMENT: The skills, training, knowledge and experience of CONSULTANT are material to CITY’s willingness to enter into this Agreement. Accordingly, CITY has an interest in the qualifications and capabilities of the person(s) who will perform the services and tasks to be undertaken by CONSULTANT or on behalf of CONSULTANT in the performance of this Agreement. In recognition of this interest, CONSULTANT agrees that it shall not assign or transfer, either directly or indirectly or by operation of law, this Agreement or the performance of any of CONSULTANT’s duties or obligations under this Agreement without the prior written consent of the CITY. In the absence of CITY’s prior written consent, any attempted assignment or transfer shall be ineffective, null and void and shall constitute a material breach of this Agreement.

2.6 CONTROL AND PAYMENT OF SUBORDINATES; INDEPENDENT
CONTRACTOR: The Work shall be performed by CONSULTANT or under CONSULTANT’s strict supervision. CONSULTANT will determine the means, methods and details of performing the Work subject to the requirements of this Agreement. CITY retains CONSULTANT on an independent contractor basis and not as an employee. CONSULTANT reserves the right to perform similar or different services for other principals during the term of this Agreement, provided such work does not unduly interfere with CONSULTANT’s competent and timely performance of the Work contemplated under this Agreement and provided the performance of such services does not result in the unauthorized disclosure of CITY’s confidential or proprietary information. Any additional personnel performing the Work under this Agreement on behalf of CONSULTANT are not employees of CITY and shall at all times be under CONSULTANT’s exclusive direction and control. CONSULTANT shall pay all wages, salaries and other amounts due such personnel and shall assume responsibility for all benefits, payroll taxes, Social Security and Medicare payments and the like. CONSULTANT shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: Social Security taxes, income tax withholding, unemployment insurance, disability insurance, workers’ compensation insurance and the like.

2.7 REMOVAL OF EMPLOYEES OR AGENTS: If any of CONSULTANT’s officers, employees, agents, contractors, subcontractors or subconsultants is determined by the CITY Representatives to be uncooperative, incompetent, a threat to the adequate or timely performance of the tasks assigned to CONSULTANT, a threat to persons or property, or if any of CONSULTANT’s officers, employees, agents, contractors, subcontractors or subconsultants fail or refuse to perform the Work in a manner acceptable to the CITY, such officer, employee, agent, contractor,

subcontractor or subconsultant shall be promptly removed by CONSULTANT and shall not be re-assigned to perform any of the Work.

2.8 COMPLIANCE WITH LAWS: CONSULTANT shall keep itself informed of and in compliance with all applicable federal, State or local laws to the extent such laws control or otherwise govern the performance of the Work. CONSULTANT’s compliance with applicable laws shall include without limitation compliance with all applicable Cal/OSHA requirements.

2.9 NON-DISCRIMINATION: In the performance of this Agreement, CONSULTANT shall not discriminate against any employee, subcontractor, subconsultant, or applicant for employment because of race, color, creed, religion, sex, marital status, sexual orientation, national origin, ancestry, age, physical or mental disability or medical condition.

2.10 INDEPENDENT CONTRACTOR STATUS: The Parties acknowledge, understand and agree that CONSULTANT and all persons retained or employed by CONSULTANT are, and shall at all times remain, wholly independent contractors and are not officials, officers, employees, departments or subdivisions of CITY.

CONSULTANT shall be solely responsible for the negligent acts and/or omissions of its employees, agents, contractors, subcontractors and subconsultants.

CONSULTANT and all persons retained or employed by CONSULTANT shall have no authority, express or implied, to bind CITY in any manner, nor to incur any obligation, debt or liability of any kind on behalf of, or against, CITY, whether by contract or otherwise, unless such authority is expressly conferred to CONSULTANT under this Agreement or is otherwise expressly conferred by CITY in writing.

III.

INSURANCE

3.1 DUTY TO PROCURE AND MAINTAIN INSURANCE: Prior to the beginning of and throughout the duration of the Work, CONSULTANT will procure and maintain polices of insurance that meet the requirements and specifications set forth under this Article. CONSULTANT shall procure and maintain the following insurance coverage, at its own expense:

A. Commercial General Liability Insurance: CONSULTANT shall procure and maintain Commercial General Liability Insurance (“CGL Coverage”) as broad as Insurance Services Office Commercial General Liability coverage (occurrence Form CG 0001) or its equivalent. Such CGL Coverage shall have minimum limits of no less than One Million Dollars ($1,000,000.00) per occurrence and Two Million Dollars ($2,000,000.00) in the general aggregate for bodily injury, personal injury, property damage, operations, products and completed operations, and contractual liability.

B. Automobile Liability Insurance: CONSULTANT shall procure and maintain Automobile Liability Insurance as broad as Insurance Services Office Form Number CA 0001 covering Automobile Liability, Code 1 (any auto). Such Automobile Liability Insurance shall have minimum limits of no less than One Million Dollars ($1,000,000.00) per accident for bodily injury and property damage.

C. Workers’ Compensation Insurance/ Employer’s Liability Insurance: A policy of workers’ compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for both CONSULTANT and CITY against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by CONSULTANT in the course of carrying out the Work contemplated in this Agreement.

D. Errors & Omissions Insurance: For the full term of this Agreement and for a period of three (3) years thereafter, CONSULTANT shall procure and maintain Errors and Omissions Liability Insurance appropriate to CONSULTANT’s profession. Such coverage shall have minimum limits of no less than One Million Dollars ($1,000,000.00) per occurrence and shall be endorsed to include contractual liability.

3.2 ADDITIONAL INSURED REQUIREMENTS: The CGL Coverage and the Automobile Liability Insurance shall contain an endorsement naming the CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers as additional insureds.

3.3 REQUIRED CARRIER RATING: All varieties of insurance required under this Agreement shall be procured from insurers admitted in the State of California and authorized to issue policies directly to California insureds. Except as otherwise provided elsewhere under this Article, all required insurance shall be procured from insurers who, according to the latest edition of the Best’s Insurance Guide, have an A.M. Best’s rating of no less than A:VII. CITY may also accept policies procured by insurance carriers with a Standard & Poor’s rating of no less than BBB according to the latest published edition the Standard & Poor’s rating guide. As to Workers’ Compensation Insurance/ Employer’s Liability Insurance, the CITY Representatives are authorized to authorize lower ratings than those set forth in this Section.

3.4 PRIMACY OF CONSULTANT’S INSURANCE: All polices of insurance provided by CONSULTANT shall be primary to any coverage available to CITY or CITY’s elected or appointed officials, officers, employees, agents or volunteers. Any insurance or self-insurance maintained by CITY or CITY’s elected or appointed officials, officers, employees, agents or volunteers shall be in excess of CONSULTANT’s insurance and shall not contribute with it.

3.5 WAIVER OF SUBROGATION: All insurance coverage provided pursuant to this Agreement shall not prohibit CONSULTANT or CONSULTANT’s officers, employees, agents, subcontractors or subconsultants from waiving the right of subrogation prior to a loss. CONSULTANT hereby waives all rights of subrogation against CITY.

3.6 VERIFICATION OF COVERAGE: CONSULTANT acknowledges, understands and agrees, that CITY’s ability to verify the procurement and maintenance of the insurance required under this Article is critical to safeguarding CITY’s financial well-being and, indirectly, the collective well-being of the residents of the CITY.

Accordingly, CONSULTANT warrants, represents and agrees that its shall furnish CITY with original certificates of insurance and endorsements evidencing the coverage required under this Article on forms satisfactory to CITY in its sole and absolute discretion. The certificates of insurance and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be on forms provided by the CITY if requested. All certificates of insurance and endorsements shall be received and approved by CITY as a condition precedent to CONSULTANT’s commencement of any work or any of the Work. Upon CITY’s written request, CONSULTANT shall also provide CITY with certified copies of all required insurance policies and endorsements.

IV.

INDEMNIFICATION

4.1 The Parties agree that CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the “CITY Indemnitees”) should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the performance of this Agreement.

Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the CITY Indemnitees with the fullest protection possible under the law. CONSULTANT acknowledges that CITY would not enter into this Agreement in the absence of CONSULTANT’s commitment to indemnify, defend and protect CITY as set forth herein.

4.2 To the fullest extent permitted by law, CONSULTANT shall indemnify, hold harmless and defend the CITY Indemnitees from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s 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 negligence or willful misconduct of the CITY.

4.3 CITY shall have the right to offset against the amount of any compensation due CONSULTANT under this Agreement any amount due CITY from CONSULTANT as a result of CONSULTANT’s failure to pay CITY promptly any indemnification arising under this Article and related to CONSULTANT’s failure to either (i) pay taxes on amounts received pursuant to this Agreement or (ii) comply with applicable workers’ compensation laws.

4.4 The obligations of CONSULTANT under this Article will not be limited by the provisions of any workers’ compensation act or similar act. CONSULTANT expressly waives its statutory immunity under such statutes or laws as to CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers.

4.5 CONSULTANT agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Article from each and every subcontractor or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. In the event CONSULTANT fails to obtain such indemnity obligations from others as required herein, CONSULTANT agrees to be fully responsible and indemnify, hold harmless and defend CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers from and against any and all claims and losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of CONSULTANT’s subcontractors or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of CITY’s choice.

4.6 CITY does not, and shall not, waive any rights that it may possess against CONSULTANT because of the acceptance by CITY, or the deposit with CITY, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense.

4.7 This Article and all provisions contained herein (including but not limited to the duty to indemnify, defend and hold free and harmless) shall survive the termination or normal expiration of this Agreement and is in addition to any other rights or remedies which the CITY may have at law or in equity.

V.

TERMINATION

5.1 TERMINATION WITHOUT CAUSE: CITY may terminate this Agreement at any time for convenience and without cause by giving CONSULTANT a minimum of five (5) calendar days prior written notice of CITY’s intent to terminate this Agreement. Upon such termination for convenience, CONSULTANT shall be compensated only for those services and tasks which have been performed by CONSULTANT up to the effective date of the termination. CONSULTANT may not terminate this Agreement except for cause as provided under Section 5.2, below. If this Agreement is terminated as provided herein, CITY may require CONSULTANT to provide all finished or unfinished Documents and Data, as defined in Section 7.1 below, and other information of any kind prepared by CONSULTANT in connection with the performance of the Work. CONSULTANT shall be required to provide such Documents and Data within fifteen (15) calendar days of CITY’s written request. No actual or asserted breach of this Agreement on the part of CITY pursuant to Section 5.2, below, shall operate to prohibit or otherwise restrict CITY’s ability to terminate this Agreement for convenience as provided under this Section.

5.2 EVENTS OF DEFAULT; BREACH OF AGREEMENT:

A. In the event either Party fails to perform any duty, obligation, service or task set forth under this Agreement (or fails to timely perform or properly perform any such duty, obligation, service or task set forth under this Agreement), an event of default (hereinafter, “Event of Default”) shall occur. For all Events of Default, the Party alleging an Event of Default shall give written notice to the defaulting Party (hereinafter referred to as a “Default Notice”) which shall specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default shall be cured, which shall not be less than the applicable cure period set forth under Sections 5.2.B and 5.2C below or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion. The Event of Default shall constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement.

B. CONSULTANT shall cure the following Events of Defaults within the following time periods:
i. Within three (3) business days of CITY’s issuance of a Default Notice for any failure of CONSULTANT to timely provide CITY or CITY’s employees or agents with any information and/or written reports, documentation or work product which CONSULTANT is obligated to provide to CITY or CITY’s employees or agents under this Agreement. Prior to the expiration of the 3-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has

commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 3-day cure period.

The foregoing notwithstanding, CITY shall be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2 B.i. that exceeds seven (7) calendar days from the end of the initial 3-day cure period; or
ii. Within fourteen (14) calendar days of CITY’s issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 14-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 14-day cure period. The foregoing notwithstanding, CITY shall be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2B.ii that exceeds thirty (30) calendar days from the end of the initial 14-day cure period.

In addition to any other failure on the part of CONSULTANT to perform any duty, obligation, service or task set forth under this Agreement (or the failure to timely perform or properly perform any such duty, obligation, service or task), an Event of Default on the part of CONSULTANT shall include, but shall not be limited to the following: (i) CONSULTANT’s refusal or failure to perform any of the services or tasks called for under the Scope of Services; (ii) CONSULTANT’s failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (iii) CONSULTANT’s and/or its employees’ disregard or violation of any federal, state, local law, rule, procedure or regulation; (iv) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to CONSULTANT, whether voluntary of involuntary; (v) CONSULTANT’s refusal or failure to perform or observe any covenant, condition, obligation or provision of this Agreement; and/or (vii) CITY’s discovery that a statement representation or warranty by CONSULTANT relating to this Agreement is false, misleading or erroneous in any material respect.

C. CITY shall cure any Event of Default asserted by CONSULTANT within forty-five (45) calendar days of CONSULTANT’s issuance of a Default Notice, unless the Event of Default cannot reasonably be cured within the 45-day cure period. Prior to the expiration of the 45-day cure period, CITY may submit a written request for additional time to cure the Event of Default upon a showing that CITY has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 45-day cure period. The foregoing notwithstanding, an Event of Default dealing with CITY’s failure to timely pay any undisputed sums to CONSULTANT as provided under Section 1.4, above, shall be cured by

CITY within five (5) calendar days from the date of CONSULTANT’s Default Notice to CITY.

D. CITY, in its sole and absolute discretion, may also immediately suspend CONSULTANT’s performance under this Agreement pending
CONSULTANT’s cure of any Event of Default by giving CONSULTANT written notice of CITY’s intent to suspend CONSULTANT’s performance (hereinafter, a “Suspension Notice”). CITY may issue the Suspension Notice at any time upon the occurrence of an Event of Default. Upon such suspension, CONSULTANT shall be compensated only for those services and tasks which have been rendered by CONSULTANT to the reasonable satisfaction of CITY up to the effective date of the suspension. No actual or asserted breach of this Agreement on the part of CITY shall operate to prohibit or otherwise restrict CITY’s ability to suspend this Agreement as provided herein.

E. No waiver of any Event of Default or breach under this Agreement shall constitute a waiver of any other or subsequent Event of Default or breach.

No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

F. The duties and obligations imposed under this Agreement and the rights and remedies available hereunder shall be in addition to and not a limitation of any duties, obligations, rights and remedies otherwise imposed or available by law. In addition to any other remedies available to CITY at law or under this Agreement in the event of any breach of this Agreement, CITY, in its sole and absolute discretion, may also pursue any one or more of the following remedies:
i. Upon written notice to CONSULTANT, the CITY may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to CONSULTANT, the CITY may extend the time of performance;
iii. The CITY may proceed by appropriate court action to enforce the terms of the Agreement to recover damages for CONSULTANT’s breach of the Agreement or to terminate the Agreement; or iv. The CITY may exercise any other available and lawful right or remedy.

CONSULTANT shall be liable for all legal fees plus other costs and expenses that CITY incurs upon a breach of this Agreement or in the CITY’s exercise of its remedies under this Agreement.

G. In the event CITY is in breach of this Agreement, CONSULTANT’s sole remedy shall be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to CONSULTANT under this Agreement for completed services and tasks.

5.3 SCOPE OF WAIVER: No waiver of any default or breach under this Agreement shall constitute a waiver of any other default or breach, whether of the same or other covenant, warranty, agreement, term, condition, duty or requirement contained in this Agreement. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

5.4 SURVIVING ARTICLES, SECTIONS AND PROVISIONS: The termination of this Agreement pursuant to any provision of this Article or by normal expiration of its term or any extension thereto shall not operate to terminate any Article, Section or provision contained herein which provides that it shall survive the termination or normal expiration of this Agreement.

VI.

MISCELLANEOUS PROVISIONS

6.1 DOCUMENTS & DATA; LICENSING OF INTELLECTUAL PROPERTY: All Documents and Data shall be and remain the property of CITY without restriction or limitation upon their use or dissemination by CITY. For purposes of this Agreement, the term “Documents and Data” means and includes all reports, analyses, correspondence, plans, drawings, designs, renderings, specifications, notes, summaries, strategies, charts, schedules, spreadsheets, calculations, lists, data compilations, documents or other materials developed and/or assembled by or on behalf of CONSULTANT in the performance of this Agreement and fixed in any tangible medium of expression, including but not limited to Documents and Data stored digitally, magnetically and/or electronically. This Agreement creates, at no cost to CITY, a perpetual license for CITY to copy, use, reuse, disseminate and/or retain any and all copyrights, designs, and other intellectual property embodied in all Documents and Data. CONSULTANT shall require all subcontractors and subconslutants working on behalf of CONSULTANT in the performance of this Agreement to agree in writing that CITY shall be granted the same right to copy, use, reuse, disseminate and retain Documents and Data prepared or assembled by any subcontractor or subconsultant as applies to Documents and Data prepared by CONSULTANT in the performance of this Agreement.

6.2 CONFIDENTIALITY: All data, documents, discussion, or other information developed or received by CONSULTANT or provided for performance of this Agreement are deemed confidential and shall not be disclosed by CONSULTANT without prior written consent by CITY. CITY shall grant such consent if disclosure

is legally required. Upon request, all CITY data shall be returned to CITY upon the termination or expiration of this Agreement. CONSULTANT shall not use CITY’s name or insignia, photographs, or any publicity pertaining to the Work in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of CITY.

6.3 FALSE CLAIMS ACT: CONSULTANT warrants and represents that neither CONSULTANT nor any person who is an officer of, in a managing position with, or has an ownership interest in CONSULTANT has been determined by a court or tribunal of competent jurisdiction to have violated the False Claims Act, 31 U.S.C., Section 3789 et seq. and the California False Claims Act, Government Code Section 12650 et seq.

6.4 NOTICES: All notices permitted or required under this Agreement shall be given to the respective Parties at the following addresses, or at such other address as the respective Parties may provide in writing for this purpose:

CONSULTANT: CITY:
[_REPLACE WITH Business Name of
Consultant_]
[_REPLACE WITH Business
Address_]
Attn: [_REPLACE WITH Name/Title of
Consultant’s chief contact ___]
Phone: [_REPLACE WITH Phone
Number_]
Fax: [_REPLACE WITH Fax
Number__]
Email: [_If available, REPLACE WITH
e-mail or simply delete_]
City of Cudahy
[Insert Name of Department/Division]
5220 Santa Ana Street
Cudahy, CA 90201
Attn: [___Title of CITY Contact___]
Phone: [___REPLACE WITH Dept
Phone__]
Fax: [___REPLACE WITH Dept
Fax___]
Such notices shall be deemed effective when personally delivered or successfully transmitted by facsimile as evidenced by a fax confirmation slip or when mailed, forty-eight (48) hours after deposit with the United States Postal Service, first class postage prepaid and addressed to the Party at its applicable address.

6.5 COOPERATION; FURTHER ACTS: The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as is reasonably necessary, appropriate or convenient to achieve the purposes of this Agreement.

6.6 SUBCONTRACTING: CONSULTANT shall not subcontract any portion of the Work required by this Agreement, except as expressly stated herein, without the prior written approval of CITY. Subcontracts (including without limitation subcontracts with subconsultants), if any, shall contain a provision making them

subject to all provisions stipulated in this Agreement, including provisions relating to insurance requirements and indemnification.

6.7 CITY’S RIGHT TO EMPLOY OTHER CONSULTANTS: CITY reserves the right to employ other contractors in connection with the various projects worked upon by CONSULTANT.

6.8 PROHIBITED INTERESTS: CONSULTANT warrants, represents and maintains that it has not employed nor retained any company or person, other than a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement. Further, CONSULTANT warrants and represents that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for CONSULTANT, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, CITY shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of CITY, during the term of his or her service with CITY, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

6.9 TIME IS OF THE ESSENCE: Time is of the essence for each and every provision of this Agreement.

6.10 GOVERNING LAW AND VENUE: This Agreement shall be interpreted and governed according to the laws of the State of California. In the event of litigation between the Parties, venue, without exception, shall be in the Los Angeles County Superior Court of the State of California. If, and only if, applicable law requires that all or part of any such litigation be tried exclusively in federal court, venue, without exception, shall be in the Central District of California located in the City of Los Angeles, California.

6.11 ATTORNEYS’ FEES: If either Party commences an action against the other Party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing Party in such litigation shall be entitled to have and recover from the losing Party reasonable attorneys’ fees and all other costs of such action.

6.12 SUCCESSORS AND ASSIGNS: This Agreement shall be binding on the successors and assigns of the Parties.

6.13 NO THIRD PARTY BENEFIT: There are no intended third party beneficiaries of any right or obligation assumed by the Parties. All rights and benefits under this Agreement inure exclusively to the Parties.

6.14 CONSTRUCTION OF AGREEMENT: This Agreement shall not be construed in favor of, or against, either Party but shall be construed as if the Parties prepared

this Agreement together through a process of negotiation and with the advice of their respective attorneys.

6.15 SEVERABILITY: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

6.16 AMENDMENT; MODIFICATION: No amendment, modification or supplement of this Agreement shall be valid or binding unless executed in writing and signed by both Parties, subject to CITY approval. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver shall be void and invalid.

6.17 CAPTIONS: The captions of the various articles, sections and paragraphs are for convenience and ease of reference only, and do not define, limits, augment, or describe the scope, content, or intent of this Agreement.

6.18 INCONSISTENCIES OR CONFLICTS: In the event of any conflict or inconsistency between the provisions of this Agreement and any of the exhibits attached hereto, the provisions of this Agreement shall control.

6.19 ENTIRE AGREEMENT: This Agreement including all attached exhibits is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed herein and supersedes all other agreements or understandings, whether oral or written, or entered into between CITY and CONSULTANT prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any Party which are not embodied herein shall be valid or binding. No amendment, modification or supplement to this Agreement shall be valid and binding unless in writing and duly executed by the Parties pursuant to Section 6.15, above.

6.20 COUNTERPARTS: .This Agreement shall be executed in three (3) original counterparts each of which shall be of equal force and effect. No handwritten or typewritten amendment, modification or supplement to any one counterparts shall be valid or binding unless made to all three counterparts in conformity with Section

6.16, above. One fully executed original counterpart shall be delivered to CONSULTANT and the remaining two original counterparts shall be retained by CITY.

ATTACHMENT D
Insurance Requirements

CITY OF CUDAHY CALIFORNIA
Incorporated November 10, 1960

INSURANCE REQUIREMENTS
5220 Santa Ana Street
Cudahy, California 90201-6024
(323)773-5143
Fax: (323) 771-2072
The City of Cudahy requires all applicants to submit a Certificate of Liability Insurance in the following amounts.

MINIMUM SCOPE OF INSURANCE (see attached sample)

1. Commercial General Liability Insurance (CGL): Applicant shall obtain Commercial General Liability insurance, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Applicant shall obtain Automobile Liability Insurance in the amount of $1,000,000 per occurrence. (Note – required only if auto is used in performance of work)

3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. (Note – required only if vendor has employees)

4. Professional Liability (IF APPLICABLE): Insurance appropriates to the Contractor’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate.

5. Contractors’ Pollution Legal Liability (IF APPLICABLE) and/or Asbestos Legal Liability and/or Errors and Omissions (if project involves environmental hazards) with limits no less than $1,000,000 per occurrence or claim, and $2,000,000 policy aggregate.

6. Description of Operations/Locations/Vehicles: Include address(es) and/or location(s) of work being performed

7. Endorsement Page: Must read, “The City of Cudahy, its officers, officials, employees, and volunteers are to be covered as additional insureds” on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage is to be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

8. Acord Forms: The GL needs to be on a current Acord form 2012 and current or will not be accepted.

NOTICE OF CANCELLATION
Each insurance policy required above, shall provide that coverage and shall not be canceled, except with written notice to the Entity.

ACCEPTABILITY OF INSURERS
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the Entity.

SPECIAL RISKS OR CIRCUMSTANCES
Entity reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

SEE NEXT PAGE FOR A SAMPLE

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

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ATTACHMENT E
Scope of Work

SCOPE OF
WORK
Project Title:

WSAB-Cudahy Strategic Vision Implementation Plan
Project Funding:

LACTMA Award Amount: $160,000
Total Project Amount: $160,000
Project Description:

The intent of this project is to create a strategic implementation plan to prepare two Cudahy TOD neighborhood areas located within a half mile radius of the proposed South Gate-Cudahy (Firestone) Station and Huntington Park-Cudahy (Florence/Salt Lake) Station that will include Cudahy's entertainment/commercial corridor located on Atlantic Avenue. The plan scope will identify strategies for equitable development, community preservation, and placemaking elements for both TOD neighborhoods that will be affected by both stations. The final deliverable will be one strategic plan analyzing both stations' TOD neighborhoods. •.•1tS1
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10/25/2022

FIRESTONE STATION PROJECT FOCUS

WSAB FIRESTONE STATION

FLORENCE I SALT LAKE STATION PROJECT
FOCUS

WSAB FLORENCE I SALT LAKE STATION

ATLANTIC AVENUE PROJECT FOCUS
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Agreement: WSAB TOD SIP Implementation Program

Cudahy Strategic
Visioning Implementation
Plan RFP

REQUEST FOR PROPOSAL (RFP)
City of Cudahy

DELIVERY ADDRESS
City of Cudahy | 5220 Santa Ana St, Cudahy, CA 90201 | Attn: Richard Iglesias City Clerk Attachment B Page 380 of 451

Cover
Letter
City Standard
Contract
Scope
of Work
Required
Attachments
Project Specific
Staff
Similar Projects
+ References
04 41
06 46
19 32
Table
of Contents
Sections Submitted Separately:

Fee Proposal

Cover
Letter

RFP | Cudahy Strategic Vision Implementation Plan 5
July 10, 2023
Richard Iglesias
City Clerk
5220 Santa Ana St,
Cudahy, CA 90201
RE: Request for Proposal (RFP) Cudahy Strategic Visioning Implementation Plan
Dear City of Cudahy
On behalf of City Fabrick and our subconsultant Fehr & Peers, we thank you for this opportunity to present to the City of Cudahy our proposal to provide professional services related to the Cudahy Strategic Visioning Implementation Plan.

You will find our team of industry-leading, local planners, designers, and engagement specialists would provide the City and community a holistic partnership that would most benefit the objectives of the Request for Proposal. Our collective team has decades of experience successfully
supporting public agencies and community organizations in the planning, design, and engagement related to equitable development, community preservation, and placemaking
elements for neighborhoods around transportation stations in Southern California.

City Fabrick has collaborated with local agencies as
consultants providing a range of support for neighborhood planning, equitable development, affordable housing,
active transportation planning, land use planning, cultural preservation, urban design, and placemaking. City Fabrick is based locally in Long Beach and is strategically focused on supporting the Gateway Cities, providing technical
and creative capacity to local government, nonprofit
organizations, and community groups. We are currently
collaborating with multiple cities within the area on
community-serving projects and are supporting the Gateway Cities Council of Governments on policy and community
engagement work.

City Fabrick is also a frequent collaborator of Fehr & Peers, with whom we have worked closely on a variety of projects throughout the past half-decade. Fehr & Peers is passionate about transforming transportation consulting through
innovation and creativity. The firm derives inspiration by partnering with communities to understand and
shape local transportation futures objectively tailored to diverse needs. Clients trust Fehr & Peers to help them overcome barriers and uncertainty by combining advanced expertise with curiosity, humility, and initiative to deliver implementable, engagement- and data-driven solutions
that reinforce community values. Fehr & Peers has longstanding experience and understanding of transportation equity dynamics in Cudahy, the Gateway Cities, and the
I-710 Corridor. Having successfully delivered on innovative projects such as the Cudahy General Plan, the I-710
Livability Initiative, the Florence-Firestone Transit Oriented Development Plan, the Blue Line First/Last Mile Plan, and the Huntington Park Complete Street, Pedestrian and Bicycle Plan, Fehr & Peers has developed extensive experience along the future West Santa Ana Branch corridor.

Please find enclosed our project understanding and
alignment, scope of work, deliverables, schedule, and budget breakdown as requested in the request for proposals and associated addendums. Our proposal includes a base scope of work and deliverables that meets and exceeds the requested services from the Request for Proposals and is valid for 60 days. Should you have questions, please feel free to reach out to contact Brian Ulaszewski at 562.901.2128 or brian@ cityfabrick.org.

Brian Ulaszewski, LEED AP
Principal + Executive Director

Scope
of Work

RFP | Cudahy Strategic Vision Implementation Plan 7
Data Source: County Transportation Commissions, SCAG | Data Version: Connect SoCal 2020 Plan Year 2045 | Map Created: 4/27/2022 ° 0 0.05 0.1 0.2
Miles
Transit Priority Areas and Major Transit Stops
in City of Cudahy [Connect SoCal 2020 Plan Year 2045]
! Major Transit Stops Transit Priority Areas (Areas within One-Half Mile from Major Transit Stops) Disclaimer: This map was created as a part of SCAG Data/Map Books to solicit feedback from local jurisdictions during Connect SoCal 2024 Local Data Exchange (LDX) process. SCAG shall not be responsible for user’s misuse or misrepresentation of this map. For the details regarding the data sources, methodologies and contents of this map, please refer to the SCAG Data/Map Book or contact [email protected].

Note: Transit Priority Areas and major transit stops in this Data/Map Book are based on the 2045 plan year transit network of Connect SoCal 2020. Further explanation of the methodology for identifying major transit stops is included in the Connect SoCal 2020 Transit Technical Report Appendix. This map may undergo changes as SCAG continues to update its transportation network as part of the Connect SoCal 2024, and updates to this information will be forthcoming as information becomes available. SCAG assumes no responsibility arising from use of this information by individuals, businesses, or other public entities. Users should consult with the appropriate transit provider(s) to obtain the latest information on transit routes, stops and service intervals before making determinations regarding CEQA exemption or streamlining.

Service Layer Credits: Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community TASK 1.1: CONDUCT EQUITY STUDIES
Estimated Timeline: Month 1 - 3; Month 12-14
Coordinate with consultant to identify opportunity gaps for residents and businesses surrounding the planned stations areas to access affordable housing, jobs, and other crucial quality of life elements. The study will define and establish equity outcomes for the community. The study would also address both Station’s impact on Cudahy’s entertainment/ commercial corridor located on Atlantic Avenue.

With the City of Cudahy, the Project Team will lead a
comprehensive equity study that will provide a clear
understanding of the various inequities facing the
two neighborhoods affected by the transit stations in
Huntington Park and South Gate. The outcome of this equity study will determine the target population[s] that are most vulnerable to gentrification and displacement. To begin, City Fabrick will conduct a literature review of existing local and regional planning and policy documents as well as relevant studies related to transit-induced residential and commercial gentrification. Additionally, given the
intersectionality of social issues, City Fabrick will compile data and visually present key takeaways related to various equity indicators, including, but not limited to:

Similarly, Fehr & Peers will compile data and present key takeaways on specific transportation-equity indicators, which will result in a Transportation Equity Study. Fehr & Peers will coordinate with City Fabrick on the Equity Study, leveraging their in-house transportation equity expertise as well as prior work in Cudahy, South Gate, Huntington Park, and other West Santa Ana Branch Corridor Cities. Fehr & Peers will conduct the Transportation Equity Study to inform the Transportation Equity Chapter of the Strategic Visioning Implementation Plan.

Fehr & Peers anticipates seamless coordination between
the overall Equity Study and the Transportation Equity
Study, both of which will be developed with engagement
and input from the community through the workshops
identified and outlined in Task 2. Fehr & Peers will ensure the Transportation Equity Study is aligned and supportive of the overall Equity Study. Drawing from the community engagement process described in Task 2, Fehr & Peers will develop three (3) equitable mobility-related goals to drive WSAB-Cudahy SVIP development. Mobility and land use
planning policies and strategies for the Draft and Final SVIP (described in Task 3) will be developed to support the realization of these goals within the context of the existing conditions present in the Study Area.

Demographics
Socioeconomics
Population Density
Land Use
Employment
Local Economy
Environmental Health
Urban Forestry
Parks & Open Space
Education
Safety
Housing Stability & Rent
Burden
Task 1:

Research + Analysis

8 RFP | Cudahy Strategic Vision Implementation Plan
The data will be analyzed, summarized, and presented
as maps and charts, with ArcGIS Online files available for future analysis.

This initial analysis will be supplemented by the community engagement findings [Task 2.2]. Through an equity-based data framework, it is important that data, and its sources, are reviewed for any unconscious biases. Also, given the potential for staleness of big data, it is important that data is measured against and complemented with the lived
experience and history of community members. Feedback
from the listening sessions, surveys, and roundtable
discussions will directly inform this study.

City Fabrick has conducted similar equity studies for various neighborhood-scale, long-range planning projects for both local municipalities and community-based efforts. In 2023, City Fabrick was recognized by APA Los Angeles with the Advancing Diversity and Social Change award due to their equity work as part of the Parks, Recreation, and Marine Strategic Plan. Asa nonprofit organization, City Fabrick is dedicated to providing professional planning, design, and engagement services that enhance the livability of
communities and the health of residents. City Fabrick has also recently collaborated with Fehr & Peers on a recent zoning update to Central Long Beach. As part of their work together, the teams prepared similar studies which helped to inform policy measures around anti-displacement.

Fehr & Peers has decades of technical experience in defining, analyzing, visualizing, and integrating equitable mobility metrics throughout Los Angeles County, the Gateway Cities, and the I-710 Corridor. Fehr & Peers has proven expertise in utilizing innovative data sources and analysis methods to drive policy implementation and infrastructure projects that improve communities.

In support of the Equitable Mobility Goals, Fehr & Peers will develop and analyze up to five (5) Equitable Mobility Metrics for inclusion in the WSAB-Cudahy SVIP. This scope of work and associated fee considers two (2) meetings between
Fehr & Peers and City staff to develop up to seven (7) Draft Equitable Mobility Metrics to be then narrowed to a final list of five (5) metrics. Should additional sessions or drafts be desired, a scope and fee modification can be agreed
upon. These discussions should consider the availability and reliability of data used to quantify the metrics, as well Fehr & Peers:

Blue Line First/Last Mile Plan
The Blue Line First/Last Mile Plan, adopted by Metro
in 2018, was one of the first and largest efforts to
apply Metro’s award winning First Last Mile Strategic
Plan to an entire line in their system. The study
encompassed all 22 stations, and included detailed
work at each station to assess existing and future
mobility needs that reflected the input and direction
of the community. The community coalition composed
of project partners that live along the entirety of the Blue Line were foundational for developing strategies
to enhance first last mile connectivity along the route.

Fehr & Peers merged both our technical expertise
with community input to create a Plan that met both
client goals and public need.

The work of the community coalition on the project
led, in part, to the development of Metro’s Equity
Platform. Incorporated within the Blue Line FLM Plan
is a deep dive into the mobility and transportation
needs in the communities surrounding the station,
with specific recommendations to improve access,
safety, and comfort for people who use transit. In
addition, community input was offered related to
other equity-related subject matters such as housing
affordability and displacement, safety and security,
access to parks, and environmental exposure. Previous
public engagement along the Blue Line provides
insight into community concern in the areas assessed.

With Metro’s approval, Fehr & Peers can leverage this
input and bring it to bear on this project.

RFP | Cudahy Strategic Vision Implementation Plan 9
as the time required to conduct the analyses. The final list of Equitable Transportation Metrics will be utilized for the Equitable Mobility Metrics - Existing Conditions analysis described in below.

Following City staff approval on Equitable Mobility Metrics list, Fehr & Peers will procure necessary data and conduct analyses to quantify the existing condition of those metrics.

The results of the existing conditions Equitable Mobility Metrics will be presented in cut-sheets, prepared by Fehr & Peers’ in-house Visual Communications (VisCom) team.

If metrics that would require additional analysis time are desired by City staff, a scope and fee modification can be agreed upon at that time.

Regarding Quality Assurance and Quality Control, City
Fabrick, having strong working relationships with Fehr
& Peers, can work to ensure that all material shared with the client has been both reviewed and checked for quality prior to submission. Submittals will be shared at least one week in advance of any internal deadlines. Where there
are opportunities for efficiency, City Fabrick possesses the flexibility to work with the client and Fehr & Peers to quickly operationalize new processes as the client finds acceptable.

TASK 1.2: CONDUCT COMMUNITY

PRESERVATION STUDIES
Estimated Timeline: Month 1 - 3; Month 12-14
In coordination with the City of Cudahy, City Fabrick will lead a historical and cultural context study of Cudahy
and surrounding communities, presented in a visually
compelling timeline that will be used as an outreach tool to engage with hard-to-reach populations. Following this historical and cultural context study, the Project Team will lead in identifying and summarizing relevant policy, planning, and project case studies and best practices related to:

Additionally, the Fehr & Peers team will develop case studies and best practices related to transit-induced gentrification.

Given that land use, housing, economy, and transportation are responsive to one another, it is important to study all aspects of equitable development. This initial analysis will be supplemented by the community engagement findings
[Task 2.2]. Through an equity-based data framework, it is important that case studies are examined for confirmation bias, and that challenges to implementation are also
considered. There will be a preference for localized and culturally relevant case studies and best practices. Also, the Project Team recognizes that community members carry
with them unique perspectives and history on cultural hubs and landmarks that are of importance and value to them.

Feedback from the listening sessions, surveys, interactive activities, community walk audit/groundtruthing, and
roundtable discussions will directly inform this study. As part of the communications plan, City Fabrick will also employ ethical storytelling as both an engagement tool
and as a way to showcase narratives from the community
that are often unheard.

City Fabrick has conducted similar community preservation studies for various neighborhood-scale, long-range
planning projects for both local municipalities and
community-based efforts. In collaboration with local
community leaders, community-based organizations,
research institutes, and historical resources, City Fabrick has successfully embedded themselves within various
Draft equity development element of plan, pending
Task 2 (two rounds of edits max)
List of up to five (5) Draft Equitable Mobility Goals
(Word document or PowerPoint)
List of three (3) Final Equitable Mobility Goals (Word
document or PowerPoint)
List of up to seven (7) Draft Equitable Mobility Metrics (Word document or PowerPoint)
List of five (5) Final Equitable Mobility Metrics (Word document or PowerPoint)
Five (5) Equitable Mobility Metric - Existing Conditions Analysis cut-sheets (PDF)
TASK 1.1 DELIVERABLES
Residential AntiDisplacement
Commercial AntiDisplacement
Cultural
Placekeeping

10 RFP | Cudahy Strategic Vision Implementation Plan
communities to uplift cultural assets and identify
actionable measures to protect existing neighborhoods
from displacement.

Similarly, Fehr & Peers possesses expertise in the intricate interplay between equitable and affordable housing policy, land use, and transportation. With an understanding that the Community Preservation Study, developed by City
Fabrick, primarily focuses on housing policy, Fehr & Peers is committed to applying their extensive knowledge and
experience in equitable mobility practices to the critical housing-transportation nexus within the SVIP development.

Market forces, gentrification, and displacement are complex issues influenced by economic resources. New transportation infrastructure, like light rail or bike lanes, can increase access to employment areas in low-property-value areas. However, it can also attract new residents who seek affordability, leading to displacement and gentrification over time. This process has both desirable aspects, such as public investment and increased property values, and undesirable aspects, such as the displacement of long-time residents and additional burdens on local government.

The factors and processes described above are related
to forces and considerations that extend beyond
transportation. As part of our involvement, Fehr & Peers will conduct a comprehensive review of the Draft Community
Preservation Study with an eye to identifying stages of this process and opportunities to implement strategies that
counter displacement and/or offer strategies, policies, or actions that can combat these negative impacts. Many
of these strategies, such as rent control, land trusts, and affordable housing are already in place in Cudahy or are primarily drawn from the land use and economic sectors.

Fehr & Peers will provide annotated comments specifically regarding the transportation effects, considerations, and strategies associated with combating displacement. This collaboration will support a holistic approach that addresses the transportation dimensions of the proposed policies, creating a well-rounded and effective framework for
equitable and sustainable community development. Fehr
& Peers will provide one (1) round of review of the Draft Community Presentation Study and provide annotated
comments.

TASK 1.3: CONDUCT PLACEMAKING STUDIES
Estimated Timeline: Month 1 - 3; Month 12-14
Moving beyond placemaking strategies, our Project Team
believes it is important to acknowledge the cultural assets and history that currently exist in a community and make it special, particularly uplifting the assets that represent historically marginalized groups. As such, this Task will heavily rely on the community engagement findings
[Task 2.2]. City Fabrick, with support from Fehr & Peers, will creatively engage the public around community and
cultural identity, hubs of activity and landmarks, key figures, and personal narratives. With this information, City Fabrick will develop recommendations for district branding and
wayfinding.

City Fabrick will then work to conduct urban design
studies to activate public spaces, visualized through Lynch diagrams and photodocumentation. Fehr & Peers will
also provide a transportation framework by conducting
First Mile/Last Mile studies and public space user studies.

Understanding that what makes a public space special
is most oftentimes the people that inhabit the space,
community programming recommendations will also be
presented as part of this study. Feedback from the listening sessions, surveys, interactive activities, community walk audit/groundtruthing, and roundtable discussions will
directly inform this study.

City Fabrick is a local industry-leader in urban design and placemaking/keeping. Through a participatory and
data-informed design approach, City Fabrick is able to
concepualize design and programming strategies that
enhances a neighborhood’s character, particularly of those who represent historically marginalized communities.

City Fabrick has been recognized and awarded by the
American Planning Association at local and state levels for several projects related to urban design, transportation, neighborhood development, and grassroots planning.

Draft community preservation element of plan,
pending Task 2 (maximum of two rounds of edits)
Community Preservation Study annotated
transportation comments (comments on Adobe PDF)
TASK 1.2 DELIVERABLE

RFP | Cudahy Strategic Vision Implementation Plan 11
Fehr & Peers stands by the belief that transportation plays a crucial role in placemaking, which involves creating vibrant, livable, and inclusive spaces that people feel connected to and can enjoy. Generally, successful placemaking efforts should always consider accessibility for all ages and abilities, mobility, and connectivity to the spaces for optimally
equitable outcomes. However, more specific to the
implementation of placemaking elements, transportation
is often a major consideration in one of two ways: 1)
feasibility of developing public spaces within an existing transportation right-of-way and 2) effective design,
messaging, and placement of wayfinding signage. Fehr
& Peers has extensive experience in helping communities develop feasible placemaking solutions, considering
potential effects on pedestrian and bicycle mobility,
vehicular circulation, and parking supply, as well as branded wayfinding signage systems that reflect community
identity. One example that Fehr & Peers contributed to
was as part of the City’s General Plan effort. During that project, we sought strategies to opportunistically and
creatively implement placemaking strategies and proposed a plaza style treatment at the public right-of-way and
parcel at the intersection of Elizabeth Street and Otis Avenue. Given the city’s size and similarity of roadway cross-sections and dimensions, we propose to work with
the City and team to identify placemaking strategies that can be considered corridor-wide, at specific locations, and that are replicable at locations throughout the City. These ideas will be developed and refined through the stakeholder engagement process.

In support of the City Fabrick-led Placemaking Study,
Fehr & Peers will provide a list of specific recommended placemaking elements within the transportation system
that can increase accessibility to the WSAB stations
and improve livability of the streetscape in the station areas (such as parklets within on-street parking or
pedestrian malls). Initial community desires for possible alternatives will be collected during a “placemaking in the transportation-realm” activity, hosted within one of the public workshops described in Task 2.

Wayfinding elements can reflect the unique character,
history, and cultural identity of a community. Customized signage, branding, and design elements contribute to
creating a distinct sense of place, reinforcing community pride, and fostering a positive experience for residents and visitors. Wayfinding systems can also support accessibility by providing clear and intuitive navigation for residents and visitors. Clear signage, maps, and directional information enable people to easily find their way around, reducing confusion and promoting inclusivity. Fehr & Peers has
successfully completed or is currently developing

12 RFP | Cudahy Strategic Vision Implementation Plan
Draft placemaking element of plan, pending Task 2
(two rounds of edits max)
Placemaking in the Transportation-Realm
Recommendations (to be included in City Fabrick-led
Placemaking Study) (Word document)
Map of recommended wayfinding signage locations
(PDF)
Optional Task 1.3.1 - Up to six (6) draft and final
conceptual visualizations for placemaking elements
within the transportation right-of-way (PDF)
TASK 1.3 DELIVERABLES
wayfinding signage projects including the SANDAG Regional Bike Wayfinding Signage Design, the Wayfinding & Signage Plan for a South Bay Local Travel Network, and Hermosa
Beach Wayfinding. Fehr & Peers will develop a map of key locations for implementing wayfinding signage to augment the resident and visitor experience to and from the two WSAB stations.

If desired by the City as an optional task, following the public workshop activity, Fehr & Peers will prepare up to two (2) draft alternative cross-section or typical-segment concepts using Remix or StreetMix software, for two (2) locations that provide access to the stations, a total of six (6) conceptual drawings. Fehr & Peers will respond to one round of consolidated City staff comments on the draft
concepts, then produce the final visualizations of the six (6) concepts.

RFP | Cudahy Strategic Vision Implementation Plan 13
TASK 2.1: DEVELOP COMMUNITY

ENGAGEMENT PLAN
Estimated Timeline: Month 3 - 4
City Fabrick and Fehr & Peers recognize the imperative of generating a community-driven SVIP, whereby specific
activities outlined in Task 2 necessitate completion prior to certain items outlined in Task 1. For a comprehensive overview of the projected timelines pertaining to Task 1 and Task 2, please refer to the proposed project schedule.

To guide the community engagement process, City Fabrick will lead the development of a community engagement
plan that uses an equity-based framework. City Fabrick has previous experience working with several local jurisdictions on developing and executing community engagement
plans, incorporating embedded planning principles in
their outreach approach with an emphasis on strategies
to heal and atone for the negative impacts of systems
and practices within the broader fields of transportation planning, housing, and land use. Elements of the community engagement plan will include the Engagement Vision,
Contextualized Approach, Community Landscape, Project
Overview, and Outreach Timeline. Additionally, City Fabrick will develop a communications plan to ensure that visual and written communication that is public-facing remains consistent, which requires early coordination and trustbuilding with the City of Cudahy communications team.

Fehr & Peers has expert staff who have lived experience in the demographic, social, and economic factors and barriers that inform a person’s experience traveling throughout LA County. This expertise complements our understanding of how those factors may inform transportation and mobility strategy development through every stage of the planning process. Fehr & Peers’ engagement approach relies on
active listening, inclusive collaboration, and intentionality around seeking perspectives and voices from both those
that have historically borne many of the negative impacts of transportation projects as well as those who may
disproportionately benefit from them. This approach
allows Fehr & Peers to ground-truth their quantitative
analysis in the lived experiences of everyday users and thereby enhances our study with robust and diverse data sources. More information about Fehr & Peers’ approach
to transportation equity can be found here: https://www. fehrandpeers.com/equity/.

Fehr & Peers will support City Fabrick in identifying a list of specific transportation-related or adjacent stakeholder groups to be engaged during the outreach process, in
addition to the public. Potential stakeholders may include staff from neighbor or partner agencies, such as Cudahy Area Rapid Transit (CART), the City of Huntington Park, the City OF South Gate, and Metro. This identification would also include community-based organizations, such as
BikeLA, California Walks, People for Mobility Justice, and East Yard Communities for Environmental Justice.

Fehr & Peers will prepare two (2) specific mobility-focused activities; for SVIP equitable mobility goal-setting and Task 2:

Stakeholder Outreach

14 RFP | Cudahy Strategic Vision Implementation Plan
placemaking in the transportation realm, to be included in three public workshops, as alluded to in Task 1. Additionally, Fehr & Peers will prepare and host the Walk Audits,
described in Task 2.2 below. Fehr & Peers will describe the intent, organization, medium, and schedule for each of the three activities in the Community Engagement Plan.

As part of the community engagement plan, the Project
Team shall establish and maintain a calendar of special events and meetings within the plan areas, including
City-led open houses and events, neighborhood council
meetings, resource fairs, farmers markets, school events, and other neighborhood gatherings. This calendar is to
be periodically updated with feedback received from
community stakeholders, and will be referenced for the
duration of the engagement process for scheduling events and surveys.

TASK 2.2: CONDUCT COMMUNITY

OUTREACH MEETINGS AND WORKSHOPS
Estimated Timeline: Month 5 - 11
City Fabrick has developed a three-phase community
engagement framework that has and can be applied to a
range of projects that will be adapted for the community engagement plan. While it is important to develop
community engagement strategies that are flexible to
meet the ever-changing needs of communities, City Fabrick will generally follow this three-phase framework, with
the third phase outlined in Task 3.2:

Phase 1 - Discovery
Community Tour
Press Release
Marketing Campaign [in-person & virtual]
Listening Sessions
Intercept Surveys & Canvassing
In-Person Open House w/ interactive activity (participatory budgeting & gamification & role-playing)
Existing Community Events
Community Leadership Circle [minimum 3 organizations/
individuals represented]
Equity-Based Data Analysis
Phase 2 - Prioritization
Roundtable Discussions
Walk/Transit Audit & Groundtruthing
In-Person Open House w/ interactive activity (dotmocracy & participatory budgeting) [2]
Existing Community Events
Community Leadership Circle [minimum 3 organizations/
individuals represented]
Ethical Storytelling campaign
Equity-Based Data Analysis
Our contextualized approach to public outreach goes
beyond translating materials into appropriate languages, but also considers cultural nuances to encourage
participation from those are typically underrepresented in the decisionmaking process. This will also include detailed guidance on accessibility for in-person and digital events guidance on multi-channel communications, and general
resources to offer for different event types to support full participation by seniors with limited resources [i.e. transportation vouchers, transit cards, food, childcare, reimbursement/stipend options, etc.].

Thoughtful consideration has been put into the engagement tools that are to be utilized per each phase. The interactive activities that City Fabrick designs not only allows for highlevels of engagement and access through gamification and high-quality visuals, but also is data-centered as
participants undergo forced-choice exercices and integrate empathy and equity into the decisionmaking through
roleplaying. All engagement feedback, both qualitative and qualitative, will be analyzed through an equity-based model that uplifts the feedback from historically marginalized groups.

As part of the marketing campaign and community
engagment, City Fabrick will identify of up to 12 community Community Engagement Plan with an equity-based
framework
Communications plan and graphic/messaging
standards (two rounds of edits max)
List of transportation-related or adjacent stakeholders (PDF)
Description of (2) planned transportation-element
workshop activities and the Walk Audits
TASK 2.1 DELIVERABLES

RFP | Cudahy Strategic Vision Implementation Plan 15
members to participate in a virtual or in-person interview regarding a project, and interpretation to be provided.

Headshot photos are taken of the subject, and designed
using project branding along with their quotes. The
participant is stipended for their time. Graphics can be used as part of social media, reports, and/or signage–all pending the approval of the interviewee and conducted
in an ethical manner.

Fehr & Peers will lead community walk/transit audits and groundtruthing efforts to better understand the existing built environment conditions and to verify data collected as part of Task 1.2 & 1.3.

Fehr & Peers will lead community walk/transit audits
and ground truthing efforts to better understand the
existing built environment conditions and to verify data collected as part of Task 1.2 & 1.3. Fehr & Peers will host two walk audits with community members and staff to
assess the pedestrian experience within the half-mile area around each WSAB-Cudahy station. The walk audit process involves assessing walking conditions, such as sidewalks, crosswalks, lighting, and signage, with an emphasis on
mobility of vulnerable groups. The goal of the walk audit is to identify strengths and areas for improvement to
enhance walkability and sense of place and community.

The findings from the walk audit provide a supplemental ground-truth and qualitative experience element to the
quantitative analysis.

The walk-audit also provides an opportunity for stakeholder engagement, while experiencing Cudahy’s transportation
network in-real time. City Fabrick staff, City staff, and stakeholders (identified in coordination with City staff) will be invited to attend the walk audit, and Fehr & Peers will prepare a walk audit packet, observe and record, visually and conversationally, areas of concern in the existing
transportation network. Fehr & Peers will incorporate
walk audit findings into the recommendation development for the Final SVIP and include the walk audit checklist and photographs in an appendix of that Plan.

In addition to the Walk Audits described above, Fehr &
Peers will facilitate and host two transportation-focused activities within the framework of two public workshops hosted by City Fabrick. These activities will provide
dedicated opportunities for participants to engage in
mobility-related discussions, gather input, and contribute to the overall planning process. By incorporating these activities into the City Fabrick-hosted public workshops, the project team can maximize efficiency and participation while maintaining a cohesive and comprehensive approach to community engagement. The following two activities,
to be further specified during Task 2.1 development, and intended to inform Tasks 1.1 and 1.3, will be prepared and facilitated under task 2.2:
1 | WSAB-Cudahy SVIP Equitable
Mobility Goal-Setting
The mobility goal-setting activity shall take place during the first City Fabrick-hosted public workshop. A goal-setting activity at the first public meeting is important because it establishes a shared vision and community-ownership
of the plan.

The details of this event will be further specified during the execution of Task 2.1, but would generally consist of a pinup message board with example goals, example outcomes, and questions to spark the participants’ imagination of how the plan can serve their community mobility needs.

A Fehr & Peers team member will facilitate the activity to further spur ideas and conversation. This scope of work and associated fee considers one (1) brainstorming session with City Fabrick, Fehr & Peers, City staff, and stakeholders to develop up to five (5) Draft Equitable Mobility Goals based on engagement in the community workshop and
one (1) additional session (with City staff and City Fabrick only) to review and finalize a list of three (3) goals. Should additional sessions or drafts be desired, a scope and fee modification can be agreed upon at that time.

Once the activity has concluded, the suggestions received will feed directly into the development of WSAB-Cudahy
SVIP Equitable Mobility Goals scoped in Task 1.1.1.
2 | Placemaking in the transportation realm
The placemaking in the transportation-realm activity shall take place during the Phase two City Fabrick-hosted public workshop, after goals and metrics have been defined and existing conditions have been analyzed and documented.

This event will be further specified during the execution of Task 2.1, but would generally consist of a visually-focused menu of placemaking options, in which participants can
place dots on those elements which they’d most like to see explored in the SVIP. As this process is set to take place prior to the feasibility considerations described in Task 1.3, the activity will be primarily based on high-level opportunities and potential locations where the public would most prefer to see those opportunities explored.

16 RFP | Cudahy Strategic Vision Implementation Plan
Once the activity has concluded, the suggestions received will feed directly into the development of the conceptual visualizations described in Task 1.3.

Beyond the two workshops with a mobility-focused
activity, Fehr & Peers will attend two additional City
Fabrick-hosted public meetings and events to provide
general mobility-specific information about the SVIP and answer mobility-related questions. More information
about Fehr & Peers’ approach to communications and
engagement can be found here: https://www.fehrandpeers. com/communications-engagement/.

Community Tour [2 locations]
Press Release [1 round of edits max]
Marketing Campaign [in-person & virtual; one round of
edits max per graphic material]
Listening Sessions [4 events max]
Intercept Surveys & Canvassing [8 events max]
In-Person Open House w/ interactive activity
(participatory budgeting & gamification & role-playing) [2 events max]
Materials for and facilitation of goal-setting workshop activity
Fehr & Peers attendance one (1) additional meeting or
engagement activity such as a pop-up
Existing Community Events [4 events max]
Community Leadership Circle [minimum 3
organizations/individuals represented; $5,000 in
stipends]
Equity-Based Data Analysis
Roundtable Discussions [6 events max; online or inperson] Walk audits checklist and photos for inclusion as
appendix in Final SVIP (PDF)
Walk/Transit Audit & Groundtruthing [4 events max]
In-Person Open House w/ interactive activity
(dotmocracy & participatory budgeting) [2 events max]
Materials for and facilitation of placemaking in the
transportation-realm workshop activity
Fehr & Peers attendance one (1) additional meeting or
engagement activity such as a pop-up
Existing Community Events [4 events max]
Ethical Storytelling campaign [12 graphics max]
Equity-Based Data Analysis
TASK 2.2 DELIVERABLES: PHASE 1 - DISCOVERY
TASK 2.2 DELIVERABLES: PHASE 2 - PRIORITIZATION

RFP | Cudahy Strategic Vision Implementation Plan 17
TASK 3.1 DELIVERABLES:

TASK 3.1: PREPARE DRAFT STUDY
Estimated Timeline: Month 12-16
Ultimately, the success of a neighborhood study or plan should be measured by its utility as a roadmap towards
action. This Strategic Visioning Implementation Plan will present actionable implementation strategies that are
summarized with measures of success, alignment with
a community goal(s), and a responsible agencies list.

Additionally, these implementation strategies will also include a list of priority community projects, which are potential community-led efforts that focus on improving the public realm, increasing community capacity, or serving as an advocacy tool. A list of important potential funding sources will also be detailed as part of the SVIP, including public, private, and other opportunities for capital improvement, maintenance, and operations.

It is our intention that City Fabrick visual communications team will design and format the SVIP to be presented
using high-quality graphics as well as highly accessible and legible text that summarizes the equity study, equitable development and community preservation element, and
placemaking study. The full studies that are less graphic in nature can be added as Appendix items. In addition, City Fabrick will include a highlight of the community engagement milestones and the community feedback summarized
findings. The Fehr & Peers team, who are also skilled at producing highly legible reports and graphic material, will share their deliverables that are produced as a result of Tasks 1 and 2 to City Fabrick to compile graphically for consistency and quality, allowing for greater cost efficiencies.

Draft SVIP (PDF or PPT; three rounds of edits max)
Optional Task: Spanish Translation
TASK 3.2: ENGAGE COMMUNITY ON DRAFT STUDY
Estimated Timeline: Month 16
As part of the third phase of the community engagement
plan, the City Fabrick team will engage the community
through the Community Leadership Circle and the general public around key elements and findings from the study.

Our Project Team believes in the significance of communitydriven engagement for equitable Plan development. To support an effective engagement process, the project team intends to host one (1) public meeting, co-hosted by our Community Leadership Circle, that will allow the public the opportunity to refine and prioritize key findings from the study, and encourage community members to show
their support at the future City Council public hearing.

Fehr & Peers will provide support to City Fabrick during this event, addressing any transportation-related questions or concerns about the Draft Plan.

City Fabrick and Fehr & Peers have been working with a
Community Leadership Circle (both community-based
organizations and resident leaders) for a zoning update in Central Long Beach, and were able to have them lead
Task 3:

Prepare Planning Documents

18 RFP | Cudahy Strategic Vision Implementation Plan
a meeting around a draft plan. This event also served a celebratory purpose to congratulate the public on their hard work as well as an opportunity for CLC members to gain
skills around public speaking and workshop planning. It was important that even at this last stage, there are opportunities for community members to provide meaningful and informed feedback on the content.

TASK 3.2 DELIVERABLES
TASK 3.4 DELIVERABLES
Engagement & marketing materials (Spanish
translation provided) with Community Leadership
Circle and the public
Co-hosting of the CLC Community Review of the
Plan public event (Hybrid meeting available based on
community request)
TASK 3.3 DELIVERABLES
Final SVIP (PDF or PPT; two rounds of edits max)
Optional Task: Spanish Translation
Presentation (PDF or PPT; two rounds of edits max) and
acceptance of plan
TASK 3.3: FINALIZE STUDY
Estimated Timeline: Month 17
Following the Phase 3 engagement discussions and one (1) round of consolidated City staff comments, City Fabrick, with support from Fehr & Peers, will incorporate any necessary edits and modifications to the Draft Study to finalize the SVIP.

The SVIP development process described in this scope
includes comprehensive engagement and collaboration
with the community, stakeholders, and City staff throughout.

Thus, it is anticipated that revisions and adjustments for transitioning from the Draft SVIP to the Final SVIP will predominantly encompass aspects such as wording,
formatting, and copyediting modifications.

TASK 3.4: PRESENTATION AND

ACCEPTANCE OF STUDY
Estimated Timeline: Month 18
City Fabrick will support City staff in a presentation to City Council for the acceptance of the Final SVIP by preparing slides related to the Fehr &Peers-led components of the Plan.

Consultant Background
Project
Specific Staff

20 RFP | Cudahy Strategic Vision Implementation Plan
Organization
Chart

CITY FABRICK

CITY FABRICK

FEHR & PEERS

CITY FABRICK

FEHR & PEERS FEHR & PEERS

CITY FABRICK CITY FABRICK
Brian Ulaszewski, LEED AP
Executive Director Principal
Alexander Jung,
Director of Urban Design + Planning
Miguel Núñez, AICP
Principal
Angelica Meza
Senior Designer
Esequiel Ramirez
Urban Planner
Angelica Rocha, AICP
Project Planner
Alex Melaragno, EIT
Transportation Engineer/
Planner
Hannah Moon
Designer

RFP | Cudahy Strategic Vision Implementation Plan 21
Brian Ulaszewski has over two decades of experience
working in the design and planning field on work spanning tactical interventions like pop-up plazas and parklets to building and landscape projects to regional-scale planning and state policy. Brian has extensive experience working with local governments, developers, affordable housing
providers, and nonprofit organizations on a wide variety projects ranging graphic, environmental, building, landscape and urban design. He has also returned to teach within the Landscape Architecture and Urbanism Department at the
University of South California, School of Architecture. Brian is a recognized leader in city building, having been recognized by the American Planning Association – Los Angeles with the John Chase Visionary Award and invited to speak at several academic and industry publications.

West LA Veterans Affairs Campus Community Plan | Los Angeles US Department of Veteran Affairs
West LA Veterans Connector | Los Angeles
US Department of Veteran Affairs
One San Pedro | San Pedro
Los Angeles Housing Authority
Zone In: City Core (ACZIP) | Long Beach
City of Long Beach Development Services
Safe Streets Community First | Los Angeles
Los Angeles Department of Transportation
Hamilton Loop | Long Beach
Long Beach Parks, Recreation and Marine Department
CVC Community Master Plan | Long Beach
Century Villages at Cabrillo
CVC Community Specific Plan | Long Beach
Century Villages at Cabrillo
CVC Transit Center | Long Beach
Century Villages at Cabrillo
Shoreline Drive Reimagined | Long Beach
The California Endowment
Alamitos Avenue Complete Street | Long Beach
The California Endowment
Brian
Ulaszewski

EXECUTIVE DIRECTOR, LEED AP

RELEVANT PROJECT EXPERIENCE
Education
Bachelor of Architecture
University of Southern California, 2000
Credentials
LEED AP, US Green Building Council
John Chase Visionary Award, APA Los Angeles Section

22 RFP | Cudahy Strategic Vision Implementation Plan
Alexander Jung brings to his work at City Fabrick a unique perspective working on urban planning and design and
planning projects in the public, private, academic, and nonprofit sectors. With over ten years of experience,
Alexander has proven to be an effective project manager, designer, and community facilitator in his involvement
with several award-winning projects throughout
Southern California. The range of projects Alexander has worked on include visioning and designing multimodal
streetscapes, parks and open spaces, affordable housing, and active transportation networks. In 2018, Alexander was recognized with the Outstanding Emerging Planner Award
by the American Planning Association Los Angeles Section.

Alexander is also a lecturer at California State University Long Beach teaching courses on Urban Planning.

Alexander
Jung

DIRECTOR - URBAN DESIGN &

PLANNING, AICP
Education
Master of Urban and Regional Planning
University of California, Los Angeles, 2015
Bachelor of Urban Studies and Planning
University of California, San Diego, 2012
Credentials
American Institute of Certified Planners [AICP]
West LA Veterans Affairs Campus Community Plan | Los Angeles US Department of Veteran Affairs
One San Pedro | San Pedro
Los Angeles Housing Authority
Zone In: City Core (ACZIP) | Long Beach
City of Long Beach Development Services
Terminal Island Freeway to Park | Long Beach
City of Long Beach Department of Development Services
Space 134 Cap Park | Glendale
City of Glendale
Safe Streets Community First | Los Angeles
Los Angeles Department of Transportation
CVC Community Master Plan | Long Beach
Century Villages at Cabrillo
Metro Active Transportation Strategic Plan | Los Angeles Los Angeles Metropolitan Transit Authority
10th Street Steetscape Plan | Long Beach
City of Long Beach
Metro First Last Mile Plan | Los Angeles*
City of Long Beach Department of Parks, Recreation and
Marine
Metro Active Transportation Strategic Plan | Los Angeles* Los Angeles Metropolitan Transit Authority

RELEVANT PROJECT EXPERIENCE
*Denotes work completed at a different firm

RFP | Cudahy Strategic Vision Implementation Plan 23
Angelica Meza allows her previous experiences and passion to be her driving force in her work for City Fabrick. She attended Orange Coast College in Costa Mesa and it was
there where she found her passion for visual communication.

She went on to receive her Bachelor of Fine Arts in Graphic Design from California State University Long Beach in
2015. Through the graphic design program, she was able
to explore new cities and learn from various cultures from around the world, which have proven useful in her position at City Fabrick. Due to her experiences, they have allowed her to understand and collaborate with many different
clients and projects that pass through City Fabrick with great care, attention, and empathy. The range of projects that Angelica has worked on include civic engagement
like People’s Planning School and Walk Long Beach, visual communication for various different clients, and tactical urbanism such as pop-up plazas.

Angelica
Meza

SENIOR DESIGNER
Education
Bachelor of Fine Arts, Graphic Design
California State University Long Beach, 2015
West LA Veterans Affairs Campus Community Plan | Los Angeles US Department of Veteran Affairs
One San Pedro | San Pedro
Los Angeles Housing Authority
Zone In: City Core (ACZIP) | Long Beach
City of Long Beach Development Services
Safe Streets Community First | Los Angeles
Los Angeles Department of Transportation
CX3 Pedestrian Plan | Long Beach
City of Long Beach Department of Health and Human Services Alamitos Avenue Complete Street | Long Beach
The California Endowment
SCAG GoHuman 2.0 | Southern California
Southern California Association of Governments
CVC Community Master Plan | Long Beach
Century Villages at Cabrillo
CVC Community Specific Plan | Long Beach
Century Villages at Cabrillo
CVC Transit Center | Long Beach
Century Villages at Cabrillo
Hamilton Loop | Long Beach
Long Beach Parks, Recreation and Marine Department

RELEVANT PROJECT EXPERIENCE

24 RFP | Cudahy Strategic Vision Implementation Plan
Esequiel Ramirez is an Urban Planner who is native to Long Beach and brings passion to his work at City Fabrick. He graduated from Long Beach State with a degree in Geography and a minor in Environmental Science and Policy. Through his AmeriCorps program with City Fabrick and Linc Housing, Esequiel has supported various planning, engagement, and advocacy efforts in both affordable housing and community development. He is fluent in Spanish, and has expertise in Geographic Information Systems (GIS), and provides deep contextual knowledge of North Long Beach.

Esequiel
Ramirez

URBAN PLANNER
Education
Bachelor of Arts, Geography
California State University Long Beach, 2022
Minor, Environmental Science and Policy
California State University Long Beach, 2022
Safe Routes for Seniors | Los Angeles
Los Angeles Department of Transportation
Safe Streets Community First | Los Angeles
Los Angeles Department of Transportation
Zone In: City Core (ACZIP) | Long Beach
City of Long Beach Development Services
Guide to Development on Public Land | Santa Ana
THRIVE Santa Ana
Uptown Acres | Long Beach
Century Housing
One San Pedro | San Pedro
Los Angeles Housing Authority
Books and Buckets Strategic Plan | Long Beach
Books and Buckets
Westside Barrier Park | Long Beach
City of Long Beach Department of Development Services
Santa Monica Pop-Up Parklet I Santa Monica
City of Santa Monica
SCAG GoHuman 2.0 | Southern California
Southern California Association of Governments

RELEVANT PROJECT EXPERIENCE

RFP | Cudahy Strategic Vision Implementation Plan 25
Hannah Moon (she/her) is an urban designer with a diverse background within the environmental design field, including over 4 years of experience as a Design Coordinator and
Project Manager at a Los Angeles landscape architecture firm, and an education in urban planning and interior design.

Hannah also has almost 10 years of volunteer experience working with at-risk youth and women in Southern
California and abroad. Her passion for advocacy, community building, and community-led and community-centered
environmental design informs her work. She has worked on projects ranging from open space community engagement,
landscape design, landscape design implementation,
transportation planning, community capacity building,
and youth engagement.

Hannah
Moon

DESIGNER
Education
Bachelor of Arts in Urban Studies
University of California, Irvine, 2015
Certificate in Interior Design
University of California, Los Angeles Extension, 2021
West LA Veterans Affairs Campus Community Plan | Los Angeles US Department of Veteran Affairs
La Placita Cinco
Community Development Partners and City of Santa Ana
One San Pedro | San Pedro
Los Angeles Housing Authority
Zone In: City Core (ACZIP) | Long Beach
City of Long Beach Development Services
Safe Streets Community First | Los Angeles
Los Angeles Department of Transportation
Safe Routes for Seniors | Los Angeles
Los Angeles Department of Transportation
Cambodian American Cultural Center | Long Beach
Long Beach Development Services
Santa Monica Pop-Up Parklet I Santa Monica
City of Santa Monica
SCAG GoHuman 2.0 | Southern California
Southern California Association of Governments

RELEVANT PROJECT EXPERIENCE

26 RFP | Cudahy Strategic Vision Implementation Plan
Miguel Núñez has over 15 years of experience in transportation planning, with areas of expertise in pedestrian and bicycle planning, complete streets, and multi-modal planning.

Miguel managed Fehr & Peers’ efforts on the I-710 Livability Initiative, the Downey Active Transportation Plan, the People St Evaluation effort, the Huntington Park Complete Streets Plan, and General Plans for the Cities of Cudahy, Whittier, and Carson, all focused on implementable improvements
and strategies for enhancing mobility and safety for all road users. Through his experience working on projects with a multi-modal emphasis, complex and controversial traffic impact studies, and numerous regional transportation plans, Miguel has helped a wide range of communities expand
transport options for their stakeholders. He has managed pedestrian safety assessments throughout California and presents at industry conferences on emerging and innovative multi-modal practices.

Miguel
Núñez, AICP

PRINCIPAL
Miguel Núñez, AICP
Principal

EDUCATION
Master of Arts, Urban Planning
University of California, Los Angeles, 2007
Bachelor of Arts, Political Science
University of California Los Angeles, 2004

REGISTRATIONS
American Institute of Certified Planners
(024917)

EXPERTISE
• Transit Planning
• Long-range Multimodal Transportation
Planning
• Parking Studies
• Bicycle and Pedestrian Planning
• Multimodal Corridor Planning
• Land Use and Transportation
• Multi-ethnic Community Engagement
• Traffic Analysis
ABOUT
Miguel Núñez has over 15 years of experience in transportation planning, with areas of expertise in pedestrian and bicycle planning, complete streets, and multi-modal planning. Miguel managed Fehr & Peers’ efforts on the I-710 Livability Initiative, the Downey Active Transportation Plan, the People St Evaluation effort, the Huntington Park Complete Streets Plan, and General Plans for the Cities of Cudahy, Whittier, and Carson, all focused on implementable improvements and strategies for enhancing mobility and safety for all road users. Through his experience working on projects with a multi-modal emphasis, complex and controversial traffic impact studies, and numerous regional transportation plans, Miguel has helped a wide range of communities expand transport options for their stakeholders. He has managed pedestrian safety assessments throughout California and presents at industry conferences on emerging and innovative multi-modal practices.

PROJECT EXPERIENCE
Metro Blue Line First/Last Mile Plan, Los Angeles, CA
Fehr & Peers led a community-driven first/last mile planning process for all 22 stations along the Metro Blue Line. This project built upon the methodology established in the Metro First/Last Mile Strategic Plan to incorporate input from the communities along the Blue Line through a participatory planning process and a project team structure that included community-based organizations. The project included field assessments of the built environment through community-led walk audits, the development of a Pathway Network, and generation of project ideas to address barriers and challenges.

The process involved extensive community outreach, and resulted in the development of a plan that highlights the social and historical context of the communities along the Blue Line and addresses the top-priority needs to improve access to each station along the line. Following the adoption of the Plan, Fehr & Peers supported Metro in the development of six large grant applications for the Caltrans Active Transportation Program, conducting feasibility analysis and cost estimating project along 20 miles of the highest-priority Pathway Network corridors. Miguel was a technical resource assisting with walk audits and project development.

Education
Master of Arts, Urban Planning University of California, Los Angeles, 2007
Bachelor of Arts, Political Science University of California Los Angeles, 2004

REGISTRATIONS
American Institute of Certified Planners (024917)

EXPERTISE
Metro Blue Line First/Last Mile Plan | Los Angeles, CA
Fehr & Peers led a community-driven first/last mile
planning process for all 22 stations along the Metro Blue Line. This project built upon the methodology established in the Metro First/Last Mile Strategic Plan to incorporate input from the communities along the Blue Line through a participatory planning process and a project team structure that included community-based organizations. The project included field assessments of the built environment through community-led walk audits, the development of a Pathway Network, and generation of project ideas to address
barriers and challenges. The process involved extensive community outreach, and resulted in the development of
a plan that highlights the social and historical context of the communities along the Blue Line and addresses the
top-priority needs to improve access to each station along the line. Following the adoption of the Plan, Fehr & Peers supported Metro in the development of six large grant
applications for the Caltrans Active Transportation Program, conducting feasibility analysis and cost estimating project along 20 miles of the highest-priority Pathway Network
corridors. Miguel was a technical resource assisting with walk audits and project development.

Cudahy General Plan | Cudahy, CA
Fehr & Peers assisted a team with the Circulation Element of the General Plan for the City of Cudahy. We documented and analyzed existing station area transportation conditions through a review of circulation patterns and available data from previous and ongoing projects. Our work in this task was focused on analysis of opportunities and constraints associated with potential multimodal transportation
improvements and included an assessment of existing

PROJECT EXPERIENCE
• Transit Planning
• Long-range Multimodal
Transportation Planning
• Parking Studies
• Bicycle and Pedestrian
Planning
• Multimodal Corridor Planning
• Land Use and Transportation
• Multi-ethnic Community
Engagement
• Traffic Analysis

RFP | Cudahy Strategic Vision Implementation Plan 27
active transportation (walking and bicycling) patterns
and vehicular circulation. Fehr & Peers also supported the team in the mobility components of the CEQA checklist.

The Circulation Element involves classification of the street system and updated goals, policies, and implementation
actions consistent with the community’s values and desired transportation conditions and analysis of intersections and street segments. Fehr & Peers worked with the team
to develop a Circulation Element and analysis that was
both legally defensible and reflective of current changes in statewide legislation. The effort included a forecast of future transportation conditions using a regional or sketch level transportation analysis model, a background technical report, and an evaluation of future conditions with and without the proposed project. Miguel was the Project
Manager.

I-710 Livability Initiative | Gateway Cities, CA
Fehr & Peers is leading the I-710 Livability Initiative, a grantfunded multidisciplinary effort initiated by the Gateway Cities COG and Metro, to identify livability and complete streets challenges, project ideas, and implementation
options along the I-710 corridor. Specifically, this effort is focused on 30 corridors, within a one-mile radius of I-710, between SR-60 and Ocean Boulevard. This project focuses on a variety of challenges and solutions, such as but not limited to, improved pedestrian crossings, enhanced LA River access, landscaping, lighting, green streets, and public art.

In addition to complete streets considerations, our team is also focusing on streetscape, urban design, and storm water recapture projects that offer substantial local benefit and can help eligibility for increased funding opportunities.

Finally, stakeholder outreach to agency staff and the public are critical parts of this effort, with over 20 outreach events such as stakeholder interviews, group meetings, pop-up
events, and public meetings throughout the corridor. This project will conclude in August of 2018 and Miguel is the consultant team Project Manager.

Azusa TOD Specific Plan | Azusa, CA
Fehr & Peers was part of a team working on the City of
Azusa TOD General Plan/Development Code Update and
Specific Plan Project. Fehr & Peers used empiric and relevant background data to develop an analysis of the existing
transportation network and access conditions within a
¼-mile of the future Gold Line Alameda Avenue Station
and the Citrus Avenue Station TOD areas. The analysis
considered multimodal transit service needs at the stations, documenting existing bus service, pedestrian access, and bicycle facilities. Fehr & Peers qualitatively reviewed access and mobility conditions and potential constraints at the five TOD opportunity sites in the Alameda Avenue Station TOD area, and the opportunity site in the Citrus Avenue Station TOD area. We also conducted a parking analysis of the study area. For the Specific Plan, based on the analysis of existing mobility conditions, and an evaluation of mobility changes associated with the introduction of the Gold Line, Fehr & Peers developed a recommended mobility strategy for the TOD station areas. Finally, a CEQA-compliant environmental analysis was performed for environmental clearance. This project won an Economic Planning and Development Award
of Merit from the Los Angeles chapter of the APA
West Glendale Sustainability Plan | Glendale, CA
As part of a team, Fehr & Peers led the concept design
development for a complete streets network in the
community of West Glendale. The project focuses on
providing robust first-mile/last-mile active transportation connections to the proposed Bus Rapid Transit on Glenoaks Boulevard and better connecting the commercial district to multi-use paths in the surrounding area. Fehr & Peers brought expertise in Class IV facility design to this project by helping the City think through the multimodal benefits, safety considerations, and operational trade-offs of building a truly complete street on Glenoaks Boulevard, Western
Avenue, Flower Street, and Sonora Avenue. Detailed concepts were paired with traffic operations assessments and cost estimates. Miguel was the Project Manager.

Gateway Cities Council of Governments Climate Action Plan | Glendale, CA
Fehr & Peers was an integral team member responsible for preparing an inventory of Socioeconomic data (SED) and
developing vehicle miles traveled (VMT) estimates in service of understanding transportation sector emissions for the model base year and several out years, including 2020, 2030, and 2040. The VMT estimates were prepared in a manner that separated passenger vehicles from heavy vehicles and transit vehicles to gain a better understanding of the proportional contributions for 26 different cities from vehicle types that was then used to help identify policy actions likely to be most effective by city and/or sector. Additionally, Fehr & Peers provided SCAG model SED data and VMT estimates of the SCS/RTP buildout and of a business as usual scenario, which was particularly useful for helping cities understand the trajectory of their greenhouse gas emissions and specific actions that could be taken to help guide the business as usual scenario toward stated local and regional goals for VMT and GHG. Miguel was the Project Manager.

28 RFP | Cudahy Strategic Vision Implementation Plan
Angelica is a transportation planner and visual
communications specialist with 5 years’ professional
planning experience. She specializes in complete streets planning, creative public outreach, and graphic design. Ms.

Rocha is passionate about developing context-sensitive
engagement strategies that pique resident interest and
encourage participation, which complements her ability
to communicate complex, data-driven findings to a broad audience. She excels in conducting research and working with public, private, and nonprofit clients to develop innovative policy and planning solutions for every project. As an active transportation and public transit user, Angelica leverages her passion for safe, equitable, and innovative transportation as she leads planning efforts aimed at improving the lives of all road users.

Angelica
Rocha, AICP

PROJECT PLANNER
‰‡Ž‹
ƒ‘
Šƒ, AICP
Project Planner

EDUCATION
Master of Regenerative Studies, College of
Environmental Design, California Polytechnic
State University Pomona, 2019
Bachelor of Science, Recreation Parks and
Tourism, San Francisco State University, 2015

PRESENTATIONS
“Lights on Women—Women’s Perception of
Safety When Walking at Night,”
Transportation Research Board Women’s
Issues in Transportation (2019)
“Understanding How Womxn Travel:

Discussion on Women’s Mobility,”
Association of Pedestrian & Bicycle
Professionals 2020 Webinar Series (2020)

REGISTRATIONS
American Institute of Certified Planners
(407370)

AFFILIATIONS
Association of Pedestrian and Bicycle
Professionals (APBP), Co-Chair of San Diego
Chapter (2022-Present)

EXPERTISE
• Visual Communications
• Community Outreach and Engagement
• Safety and Vision Zero
• Complete Streets & Multimodal Corridor
Planning
• Public Meeting Facilitation and Presentation
ABOUT
Angelica is a transportation planner and visual communications specialist with 5 years’ professional planning experience. She specializes in complete streets planning, creative public outreach, and graphic design. Ms. Rocha is passionate about developing context-sensitive engagement strategies that pique resident interest and encourage participation, which complements her ability to communicate complex, data-driven findings to a broad audience. She excels in conducting research and working with public, private, and nonprofit clients to develop innovative policy and planning solutions for every project. As an active transportation and public transit user, Angelica leverages her passion for safe, equitable, and innovative transportation as she leads planning efforts aimed at improving the lives of all road users.

Prior to joining Fehr & Peers, Angelica served as Chair for the County of San Diego’s Vision Zero Coalition. In this role, she assisted many cities in the Vision Zero policy adoption process from start to finish, supporting efforts from decision-making and commitment all the way through to drafting policy resolutions and Vision Zero Plans in order to provide a framework for cities to achieve the goal.

PROJECT EXPERIENCE
Covina Active Streets and Multimodal Connectivity Plan (Covina, CA) Fehr & Peers is assisting the city in enhancing their existing local bike plan with multimodal connections and associated infrastructure, streetscape, and economic development opportunities. Angelica is developing an active transportation toolkit and intersection design primers for the City inclusive of midblock and intersection treatments for pedestrians and bicyclists, and includes modifications and considerations for how to integrate those tools into transit corridors. The toolkit focuses on ensuring all local, state, and federal guidance and best practices are integrated into design treatments and roadway applicability guidance for each treatment. Additionally, Angelica is developing a project prioritization methodology that centers on equity and project readiness for ease of implementation.

Bell Gardens Complete Streets Safety Assessment (Bell Gardens, CA) Angelica is serving as the lead project planner in supporting UC Berkeley SafeTREC and the City of Bell Gardens in evaluating existing complete streets infrastructure.

Angelica performed an agency walk-audit, stakeholder workshop, and is responsible for producing the final report and graphics which include conceptual design recommendations for enhancing the City’s complete streets network.

Education
Master of Regenerative Studies, College of Environmental Design, California Polytechnic State University Pomona, 2019 Bachelor of Science, Recreation Parks and Tourism, San
Francisco State University, 2015

REGISTRATIONS
American Institute of Certified Planners (407370)

EXPERTISE
Covina Active Streets and Multimodal Connectivity Plan | Covina, CA
Fehr & Peers is assisting the city in enhancing their existing local bike plan with multimodal connections and associated infrastructure, streetscape, and economic development
opportunities. Angelica is developing an active transportation toolkit and intersection design primers for the City inclusive of midblock and intersection treatments for pedestrians and bicyclists, and includes modifications and considerations for how to integrate those tools into transit corridors. The toolkit focuses on ensuring all local, state, and federal guidance and best practices are integrated into design treatments and roadway applicability guidance for each treatment.

Additionally, Angelica is developing a project prioritization methodology that centers on equity and project readiness for ease of implementation.

Bell Gardens Complete Streets Safety Assessment |
Bell Gardens, CA
Angelica is serving as the lead project planner in suppor ing UC Berkeley SafeTREC and the City of Bell Gardens in evaluating existing complete streets infrastructure. Angelica performed an agency walk-audit, stakeholder workshop, and is responsible for producing the final report and graphics which include conceptual design recommendations for
enhancing the City’s complete streets network.

South Bay Local Travel Network | Torrance, C
Fehr & Peers worked with the South Bay Cities Council of Government to provide design guidance for the proposed
multijurisdiction South Bay Local Travel Network. Angelica synthesized best practices in wayfinding signage and
pavement marking guidance and supported the creation
of a modifiable plan for agencies to implement supportive

PROJECT EXPERIENCE
• Visual Communications
• Community Outreach and
Engagement
• Safety and Vision Zero
• Complete Streets &
Multimodal Corridor Planning
• Public Meeting Facilitation
and Presentation

RFP | Cudahy Strategic Vision Implementation Plan 29
infrastructure for multi-modal use. This plan serves as an NEV Plan Playbook that satisfies integration of NEV’s according to state requirements.

North Shore Kauai Community Based Parking Study |
Kauai, HI
Served as lead project planner for a community-led study that focused on understanding travel characteristics,
analyzing constraints and opportunities for all modes of travel, assessing how to best balance the parking demand of tourists with resident and local business utilization, and developing near-term and long-term strategies to
increase alternative modes other than driving and preserve the community’s rural and historic characteristics. The study involved an extensive community input process,
which included residents, business owners, landowners,
jurisdictions, neighborhood groups and associations, and agricultural farmers. The final product is a communityvetted planning document outlining a 25-year road map of short-and long-term transportation strategies for the North Shore
San Diego Racial and Ethnic Approaches to Community
Health Project | San Diego, CA*
Prior to joining Fehr & Peers, Angelica served as the lead planner for a health equity study centered on addressing the wide range of health issues among BIPOC individuals.

Angelica was responsible for identifying and designing
built environment improvements to calm traffic, enhance walking and biking, and increase opportunities for residents to incorporate physical activity into their daily routines. She performed a traffic safety analysis, inclusive of various land use and equity datasets, led several community engagement activities, and developed preliminary engineering designs.

The final work product included all necessary narrative and data for a future grant application Caltrans ATP grant funding.

El Monte Vision Zero Action Plan | El Monte, CA
Angelica served as the engagement, visual communications, and policy lead for the El Monte Vision Zero Action Plan. The El Monte Vision Zero Action project aimed at providing
a roadmap for the City of El Monte to achieve its Vision Zero commitment of ending all serious injuries and traffic fatalities by 2027. As the engagement lead, Angelica
identified creative solutions for engaging El Monte’s diverse and multi-lingual residents. Angelica designed all community engagement materials, such as the project logo, sidewalk decals, project flyers, and social media posts. She also led multiple community engagement activities aimed at creating a community-generated project list for the project. Lastly, as the policy lead, Angelica drafted the City’s Vision Zero Policies for evaluating and incorporating equity into the long-range vision and subsequent policy and planning recommendations.

City of San Diego Slow Streets | San Diego, CA
Angelica, in partnership with beautifulPB and City of San Diego,led an all-day demonstration event showcasing
potential design treatments for a permanent neighborhood “Slow Street.” She managed a team of planners who
were responsible for significant agency and stakeholder coordination, special use permits for an all-day road closure, and design and installation of temporary infrastructure. She designed an advisory bike lane and set up traffic diverters to allow residents to experience and learn how this new type of design treatment
West Chula Vista Safe Routes for Seniors| Chula Vista,
CA*
Served as the project manager for the project, which sought to understand senior (age 55 and older) mobility challenges and develop actionable recommendations that improve
opportunities for seniors to independently navigate the built environment. Led four stakeholder workshops and
conducted one-on-one phone calls with stakeholders at the early onset of the COVID-19 pandemic. Supported a press conference event with City staff, conducted walk audits, and designed outreach materials to motivate residents to participate in the stakeholder group. Performed all research and development of the Safe Routes for Seniors plan. The final deliverable was an assessment of the most common
places seniors would like to travel to in west Chula Vista as well as barriers and challenges for walking, biking, and taking transit to these locations.

City of Encinitas Hwy 101 Pedestrian Improvements
Demonstration | Encinitas, CA*
In advance of the City’s first pedestrian scramble treatment, Angelica led a single day demonstration at the proposed future site. Angelica designed, installed, and facilitated an allday temporary pedestrian scramble on South Coast Highway 101. The primary focus was educating residents on how to use the future infrastructure, share safety information, and gather community feedback to demonstrate local residents support for the infrastructure.
*Denotes work completed at a different firm

30 RFP | Cudahy Strategic Vision Implementation Plan
Alex is a transportation engineer/planner in the Long Beach office. He has technical and qualitative experience in specific and land use planning, transit planning, and multimodal safety planning, among other topic areas. Prior to joining Fehr & Peers, Alex worked at the Los Angeles Department of Transportation Vision Zero Division and interned with Metro Consulting Group, focusing on Complete Streets projects and stakeholder engagement for Project Development &
Environment Studies.

Alex
Melaragno, EIT

TRANSPORTATION ENGINEER/PLANNER
Alex Melaragno, EIT
Transportation Engineer/Planner

EDUCATION
Master of Urban Planning, Transportation,
University of Southern California, 2021
Bachelor of Science in Environmental
Engineering, University of Central Florida,
2019

REGISTRATIONS
Engineer-in-Training

EXPERTISE
• Transit Planning
• Specific Planning
• Land Use Planning
• Multimodal Safety Planning
• Multimodal Operations Analysis
ABOUT
Alex is a transportation engineer/planner in the Long Beach office. He has technical and qualitative experience in specific and land use planning, transit planning, and multimodal safety planning, among other topic areas.

Prior to joining Fehr & Peers, Alex worked at the Los Angeles Department of Transportation Vision Zero Division and interned with Metro Consulting Group, focusing on Complete Streets projects and stakeholder engagement for Project Development & Environment Studies.

PROJECT EXPERIENCE
El Segundo Downtown Specific Plan (El Segundo, CA)
Fehr & Peers led the development of mobility, placemaking, and parking recommendations within Downtown El Segundo to support pedestrian, bicycle, and transit connections to and through Downtown. Fehr & Peers supported the development of a community engagement survey for transportation needs and improvements. Fehr & Peers is also preparing CEQA and Non-CEQA transportation technical studies in support of the DSP approval process. Alex is the Project Manager.

Complete Streets Safety Assessment (Montclair, CA)
This project was a component of Berkeley SafeTREC’s Complete Streets Safety Assessment program. Alex co-conducted the “walking audit”, identified key safety issues, and assisted in recommendation development for the City. Key recommendations included road diets, protected left turns, bicycle facility enhancement, and pedestrian accessibility upgrades.

Metro Green Line Light Rail Extension EIR (Los Angeles, CA) As part of the environmental impact report under CEQA for the Metro Green Line Extension, Alex assisted with the environmental setting report, conducted the plans, policies, and ordinances (PPOP) analysis, wrote the VMT screening chapter, and evaluated the project for emergency access and geometric hazard impacts. In support of the non-CEQA supplemental transportation analysis, Alex assisted with the development of a corridor-wide Vissim microsimulation model to analyze vehicle operations under the Proposed Project and Build Options.

Education
Master of Urban Planning, Transportation,
University of Southern California, 2021
Bachelor of Science in Environmental
Engineering, University of Central Florida, 2019

EXPERTISE
El Segundo Downtown Specific Plan | El Segundo, CA
Fehr & Peers led the development of mobility, placemaking, and parking recommendations within Downtown El Segundo
to support pedestrian, bicycle, and transit connections to and through Downtown. Fehr & Peers supported the
development of a community engagement survey for
transportation needs and improvements. Fehr & Peers is
also preparing CEQA and Non-CEQA transportation technical studies in support of the DSP approval process. Alex is the Project Manager.

Complete Streets Safety Assessment | Montclair, CA
This project was a component of Berkeley SafeTREC’s
Complete Streets Safety Assessment program. Alex coconducted the “walking audit”, identified key safety issues, and assisted in recommendation development for the
City. Key recommendations included road diets, protected left turns, bicycle facility enhancement, and pedestrian accessibility upgrades.

Metro Green Line Light Rail Extension EIR | Los Angeles, CA As part of the environmental impact report under CEQA
for the Metro Green Line Extension, Alex assisted with the environmental setting report, conducted the plans, policies, and ordinances (PPOP) analysis, wrote the VMT screening chapter, and evaluated the project for emergency access and geometric hazard impacts. In support of the non-CEQA supplemental transportation analysis, Alex assisted with the development of a corridor-wide Vissim microsimulation model to analyze vehicle operations under the Proposed
Project and Build Options.

PROJECT EXPERIENCE
• Transit Planning
• Specific Planning
• Land Use Planning
• Multimodal Safety Planning
• Multimodal Operations
Analysis

RFP | Cudahy Strategic Vision Implementation Plan 31
Metro G-Line Bus Rapid Transit Improvements |
Los Angeles, CA
Fehr & Peers is applying a VISSIM simulation approach to capture and evaluate BRT operations such as transit signal priority/preemption; gating technologies; signal coordination and optimization, and ped and bike multi-modal operations.

Alex conducted field work and built and calibrated a segment of the Existing Conditions VISSIM model.

City of Richmond LRSP | Richmond, CA
Fehr & Peers conducted the Local Road Safety Plan (LRSP) study for the City of Richmond. As part of the collision trends analysis, Alex assisted with the development of a sidewalk gap database using ArcGIS Pro and satellite imagery.

City of Westminster LRSP | Westminster, CA
Fehr & Peers developed an LRSP for the City of Westminster, which identified priority safety countermeasures based on high-risk roadway features. This systemic safety approach goes beyond spot treatments where previous collisions
have occurred by identifying locations that will potentially have severe collisions in the future. Alex reviewed the City of Westminster’s planned and completed safety-related
capital projects, adopted plans with road safety components, evaluated City programs, and completed successful grant efforts through the lens of the FHWA Safe System Approach.

City of Irvine LRSP | SIrvine, CA
This project involved the systemic and hot-spot analysis of roadway safety in Irvine and presented countermeasures to reduce fatal and severe collisions of various types. Using the FHWA Safe System Approach framework, Alex conducted
a review of the City’s existing safety efforts, including completed and planned infrastructure projects, adopted
planning documents, successful grant applications, and
current city programs.

San Bernardino County LRSP| | San Bernardino, CA
Fehr & Peers developed the San Bernardino County
LRSP, focused on County maintained roadways within
unincorporated San Bernardino County. This Local Road
Safety Plan applied a dual-pronged approach: 1) identifying priority systemic safety improvement projects based
on high-risk roadway features that are correlated with
fatal and severe collision types, and 2) reviewing collision trends to develop behavioral countermeasures. This project incorporated the safe systems approach, shifting from
the traditional goal to reduce overall vehicle collisions towards the goal of reducing overall kinetic energy and thereby reducing the number of fatal and severe collisions.

Development incorporated input from a multi-disciplinary stakeholder group facilitated by Fehr & Peers. Strategies included roadway design projects, education programs,
and enforcement efforts, based on safety efficacy research and equity best practices. Through this plan, Fehr & Peers developed six HSIP grant applications for the County. Alex conducted fieldwork, supported the collision analysis, and developed a preliminary rural countermeasure toolbox for San Bernardino County’s unique roadway context.

CIty of Oxnard LRSP | Oxnard, CA
Fehr & Peers developed Oxnard’s Local Road Safety Plan, which identified priority safety improvement projects based on high-risk roadway features that were correlated with severe collision types. Alex provided planning documents, existing safety efforts, capital improvement program review, and developed a list of opportunity focus areas for the City.

The review was organized around FHWA’s Safe System
Approach.

City of Oxnard Sustainable Transportation Plan | Oxnard, CA Fehr & Peers lead a team to develop Oxnard’s Sustainable Transportation Plan (STP), which pairs prior multimodal transportation planning efforts with extensive community engagement to form an implementation plan towards a
sustainable mobility future for people who live, work, and visit Oxnard. The plan identified barriers and opportunities for implementing complete streets, first/last mile, and safe routes to school projects throughout the City, with an emphasis on major transit hubs and high demand areas.

Development of the STP included engagement with various City departments and surrounding jurisdictions through an Inter-Agency Charette and the broader community through focus groups, an advisory committee, public workshops,
and demonstration projects. The project also identified priority locations and corridors and developed conceptual designs, funding sources, and a prioritized project list. The prioritized project list enables the City to apply for a broad array of funding opportunities, such as state and regional active transportation programs and federal transportation funding. Alex conducted a review of previous City efforts, prioritized projects, and plans that were set in place to promote sustainability, which informed the current plan.

Similar Projects
+ References

RFP | Cudahy Strategic Vision Implementation Plan 33
Zone In: City Core is part of a larger rezoning effort known as Zone In and is a joint effort between the City of Long Beach and the Long Beach community to update zoning regulations in the area bounded by Pacific Coast Highway, 10th Street, Magnolia and Ximeno Avenues.

The Zone In: City Core project updates zoning regulations and development standards to support the new housing, public realm improvements, and a greater mix of uses particularly along commercial corridors in the area, including Anaheim Street and Pacific Coast Highway. The plan created a more complete community where residents, businesses, jobs and shopping are located near each other with a more pedestrian-friendly design.

Zone In: City Core aims to accommodate housing need while limiting gentrification and displacement, improve access to commercial uses used daily, encourage pedestrianfriendly design, improve the quality and safety of streets through design and active uses and encourage the use of multimodal transportation. The plan’s equity-based framework is focused on both changes to zoning and land use regulations, as well as changes to the planning process itself. It will be grounded in a community power and capacity-building process in which the people most impacted by planning decisions, including young people, renters and people of color, and prioritized in the process and have their voices heard.

City Fabrick was the primary consultant working with nonprofit organizations and consultant agencies to develop a community-led effort for the Central Long Beach area. This included developing public realm recommendations, creating urban design diagrams, and creating a community engagement strategy that builds knowledge and capacity around land use and transportation planning. City Fabrick worked with the City of Long Beach on these comprehensive development standards that now serves as a model for future long-range planning efforts.

Reference
Alison Spindler-Ruiz
Advance Planning Officer
alison.spindler-ruiz@longbeach.gov
562-570-6946
Project Budget
$90,000
Start/End Dates
2022 – 2023
Relevant Services
Land Use Planning
Active Transportation Planning
Urban Design & Visualizations
Communit y Engagement
Strategy
Interactive Engagement Activities
Focus Groups and Design
Charrettes
Communications Material
City of Long Beach
Zone In: City Core

34 RFP | Cudahy Strategic Vision Implementation Plan
City of Los Angeles Safe Streets
Community First
The City of Los Angeles Department of Transportation is currently implementing a robust program of design, planning, engagement, education, and communications efforts that support priority department initiatives and projects throughout Los Angeles. The City of Los Angeles Department of Transportation, within its Vision Zero Initiative, seeks to implement policies, programs, and projects that help reduce and eliminate traffic fatalities in Los Angeles.

The project focuses on 12 neighborhoods throughout Los Angeles with the highest levels of pedestrian- and bicycle involved collisions. The aim of the design and planning of these projects was to implement a model for community engagement that is both informative and equitable; particularly on projects that will redesign how a street operates.Project areas include Central Avenue, Western Avenue, Venice Boulevard, Downtown Los Angeles, Osbourne Street, Ventura Boulevard, and more.

City Fabrick partnered with LADOT to develop an engagement strategy and lead the formation of urban design strategies based on community feedback, and has supported with the visualization of what the potential of Los Angeles’ streets could be. Additionally, City Fabrick leads the community engagement ideation, coordination, and implementation. Community engagements include public workshops, focus groups, pop-up street charrettes, surveying, pop-up street focus groups, and celebration events.

City Fabrick led the creative comment collection and archiving component of the Community First Engagement project. An example is the design, development, and facilitation of an interactive street charrette activity tailored to each project area. These pop-up street charrettes served as both a community engagement tool as well as an educational opportunity. Additional overlays of the map displayed major collision sites, facts about the benefits of calming traffic, and where proposed transportation design improvements would occur.

Reference
Pamela Lee, AICP
Supervising Transportation
Planner II
[email protected]
(213) 972-8478
Project Budget
$165,000
Start/End Dates
2021 – 2023
Relevant Services
Active Transportation Network Planning
Urban Design & Visualizations
Communit y Engagement
Strategy
Interactive Engagement Activities
Focus Groups and Design
Charrettes
Wayfinding Signage
Communications Material

RFP | Cudahy Strategic Vision Implementation Plan 35
One San Pedro
Community Plan
The Rancho San Pedro site is a 478-unit public housing community located in the San Pedro area of Los Angeles. Home to hundreds of families spanning 21 acres, the Housing Authority of the City of Los Angeles has engaged the development collective of The Richman Group, Century Housing, and National CORE to plan and redevelop the Rancho San Pedro affordable housing community. City Fabrick is leading the comprehensive design and planning for the redevelopment, as well as the extensive community engagement and communication associated with the overall process. This long range-planning effort is being coordinated with the community development plan being created for the larger area surrounding the Rancho San Pedro property.

Situated between Downtown San Pedro, Barton Hill neighborhood, and the active waterfront, the Rancho San Pedro community redevelopment plan is being conceptualized as an opportunity to build physical, economic, emotional, and cultural connections to create One San Pedro. The housing plan proposes to demolish the existing public housing site and rebuild upwards of 1,390 units of rental and homeownership opportunities across all affordability levels including deeply subsidized, moderate income, and market-rate units.

Each of the existing 478 public housing units will be replaced one-for-one in the new development and will be dispersed and intermixed with other unit types across the entire site - helping to foster a “One San Pedro.” A primary goal is to limit the displacement that comes from this new development through a community-driven process.

The plan is being developed through extensive engagement with Rancho San Pedro residents and stakeholders from the larger community, through resident involvement in the People’s Planning School, interactive workshops and walking tours, and establishment of a local OSP office, designed by City Fabrick.

Reference
Brian D’Andrea
Senior Vice President
bdandrea@centuryhousing.
org
(310) 642-2059
Project Budget
$840,000
Start/End Dates
2018 – Ongoing
Relevant Services
Active Transportation Network Planning
Urban Design & Visualizations
Community & Specific Planning
Architecture
Capacity Building
Interactive Engagement Activities
Communications Material

36 RFP | Cudahy Strategic Vision Implementation Plan
West Los Angeles Veterans
Community Plan
The US Department of Veterans Affairs West Los Angeles Medical Campus is one of the largest healthcare facilities within the Department of Veterans Affairs system. The approximately 388-acre campus is located within an unincorporated island of the County of Los Angeles, while surrounded entirely by the City of Los Angeles. City Fabrick led an extensive engagement process and comprehensive planning for the redevelopment of the nation historic landmark district to become a Veteran-serving community consisting of over 1,600 permanent supportive homes including adaptive reuse of vintage structures and construction of new buildings on under-utilized parcels.

City Fabrick led a consultant team of architects, landscape architects, and engineers to imagine transforming the civic design of the former medical campus into a neighborhood with multimodal circulation network and integrated open space network. Along with complications of repurposing structures within a national historic district, including multiple individually designated buildings, there were layers of local, county, state, and federal regulations to consider and coordinate for regulatory and funding purposes.

A year after official adoption of the plan, one project is completed with four more developments under construction, including both new construction and adaptive reuse.

Multiple infrastructure projects are underway to upgrade century old utilities to support modern development. The new circulation network was designed to support multiple modes of transportation with an emphasis on pedestrian movement for those with different abilities.

Soon after the plan was adopted, the project was awarded two grants to implement the north portion of the mobility plan. City Fabrick remains engaged through implementation on mobility and landscape design projects as well as coordination and peer review for other projects.

Reference
Brian D’Andrea
Senior Vice President
bdandrea@centuryhousing.
org
(310) 642-2059
Project Budget
$750,000
Start/End Dates
2018 – Ongoing
Relevant Services
Master planning, engagement, graphic design, urban
design, landscape architecture, peer review, infrastructure coordination

RFP | Cudahy Strategic Vision Implementation Plan 37
CX3
Pedestrian Plan
The Communities of Excellence in Nutrition, Physical Activity and Obesity Prevention [CX3] Pedestrian Plan is the result of a three year program to assess ten disadvantaged neighborhoods in Central and West Long Beach to develop a plan to increase pedestrian access to healthy foods and opportunities for physical activity.

The findings from these neighborhood assessments showed that community members prioritized strategies that increase pedestrian access to healthy foods. This inspired the development of a Pedestrian Plan led by the Department of Health and Human Services Healthy Active Long Beach program in partnership with City Fabrick.

The Plan contains existing conditions, identifies opportunities for improving the pedestrian environment, and lays out a framework of tools, project types, policies and programs for improving walkability in the CX3 neighborhoods. Building upon earlier neighborhood assessments, the CX3 Plan was developed through a comprehensive and collaborative process that included community outreach, City departmental coordination meetings, and stakeholder interviews. Public outreach was organized around engaging, interactive, and meaningful community events to solicit input from Long Beach residents, visitors, and business owners, within the CX3 neighborhoods. In total, approximately 2,400 people of various ages, spoken languages, and economic statuses contributed to the overall development of the Plan.

In 2017, the Long Beach City Council, Public Planning Commission and Board of Health and Human Services recognized and adopted the Plan and are fully supportive of its use to improve the health and well-being of Central and West Long Beach neighborhoods.

Reference
Lara Turnbull, MPH
Project Director - Healthy
Active Long Beach
562.570.3165
lara.turnbull@longbeach.
gov
Project Budget
$60,000
Start/End Dates
2014-2017
Relevant Services
Transportation Planning,
Community Engagement

38 RFP | Cudahy Strategic Vision Implementation Plan
Florence-Firestone Transit Oriented
District Specific Plan & Parking Study
In 2021, Fehr & Peers completed the transportation analysis for the Florence-Firestone Transit-Oriented District (TOD) Specific Plan. The plan for this area of unincorporated Los Angeles County established new TOD policies, development standards, and implementation programs for designated transit-oriented districts within the areas approximately 0.5 mile radius around LRT transit stations. A primary purpose of the plan is to encourage infill development with pedestrian-friendly and community-serving uses near transit stops.

During the study process, the potential for new development to increase the demand for the use of on-street parking was among the concerns raised by the public. In response to those concerns, Fehr & Peers is preparing a parking study of the Florence-Firestone community. The study will document existing parking conditions in the community and identify strategies to better manage the existing public parking supply in the community to alleviate parking deficiencies that exist and may increase as growth occurs in the area. This effort is being closely coordinated with LA County GIS staff to ensure that the data will be easily integrated into the County’s database. Comprehensive surveys of parking demand throughout the entire 3.6-square mile community are being conducted to quantify trends in parking occupancy and identify areas with existing parking deficiencies.

This data will be used to inform recommendations regarding locations where parking permit programs are likely to be most effective, and where strategies such as the installation of parking meters, the enforcement of time limits, and changes to current time limits may better serve users in the community. Fehr & Peers will also develop recommendations regarding the applicability of new technology options such as automated parking (AP), wayfinding, supply/availability apps, smart parking meters, and curb space management techniques to maximize the utility of available on-street supply Reference
Susan Ambrosini, AICP
Principal
AECOM
(213) 996-2458
susan.ambrosini@aecom.
com
Client Reference
Brian D’Andrea
Senior Vice President
bdandrea@centuryhousing.
org
(310) 642-2059
Project Budget
$145,650
Start/End Dates
2020 - 2022
Relevant Services
Transportation Equity
Transit-Oriented
Development
Community Engagement
Active Transportation
Parking

RFP | Cudahy Strategic Vision Implementation Plan 39
Metro Blue Line First
/Last Mile Plan
Metro hired Fehr & Peers to develop individual First Last Mile Plans for each of the 22 stations along the Blue Line light rail system. Fehr & Peers proposed a first-of-a-kind approach that included both technical expertise along with a coalition of community advocacy groups with specific commitments to each station area.

Building on the data-driven station area analysis conducted by Fehr & Peers in Metro’s Active Transportation Strategic Plan, we led community walk audits at each of the Blue Line stations and developed conceptual access plans for each station. We then generated a prioritized list of Blue Line stations and created preliminary recommendations with cost estimates and conceptual renderings. Fehr & Peers also supported the development of ATP grant applications that resulted in over $20 million in funding being awarded for implementation.

Reference
Katherine Lemmon
Project Manager
LA Metro
(213) 922-7441
[email protected]
Project Budget
$623,508
Start/End Dates
2016 - 2018
Relevant Services
Transportation Equity
Community Engagement
Active Transportation

40 RFP | Cudahy Strategic Vision Implementation Plan
City of Cudahy
General Plan
Fehr & Peers assisted a team with the Circulation Element of the General Plan for the City of Cudahy. We documented and analyzed existing station area transportation conditions through a review of circulation patterns and available data from previous and ongoing projects.

Our work in this task was focused on analysis of opportunities and constraints associated with potential multimodal transportation improvements and will include an assessment of existing active transportation (walking and bicycling) patterns and vehicular circulation.

Fehr & Peers also supported the team in the mobility components of the CEQA checklist.

The Circulation Element involves classification of the street system and updated goals, policies, and implementation actions that are consistent with the community’s values and desired future transportation conditions and analysis of intersections and street segments.

Fehr & Peers worked with the team to develop a Circulation Element and associated analysis that is both legally defensible and reflective of current changes in statewide legislation such as the Complete Streets Act (AB 1358). The effort included a forecast of future transportation conditions using either a regional or sketch level transportation analysis model, a background technical report, and an evaluation of future conditions with and without the proposed project circulation network suitable for use as an appendix to the environmental document.

Reference
Lisa Brownfield
Principal
(626) 744-9872
[email protected]
Project Budget
$92,167
Start/End Dates
2015 - 2018
Relevant Services
Transportation Equity
Active Transportation
General Plans

City Standard
Contract

1 Fehr & Peers would like to request the ability to coordinate with the City on the contract terms in the agreement. Specifically, we would like to request the following changes:

1. STANDARD OF CARE; PERFORMANCE OF EMPLOYEES. Section II(2.4)(A) Changes Requested: “CONSULTANT shall perform all Work in accordance with the care, skill, and diligence ordinarily exercised by professionals performing similar services in the same or similar locale and under similar circumstances to that of CONSULTANT under this Agreement skillfully, competently and to the highest standards of CONSULTANT’s profession . . .”
Reason for Changes: The language in this subsection creates a heightened standard of care the Consultant would have to meet in its services for the City. Whether the Consultant has met this standard may be left to the subjective determination of the City, and, therefore, this standard is undefined and unattainable. We are providing the legal definition in California of the prevailing, professional standard of care consultants are to meet in their professional services. Falling short of the prevailing, professional standard of care is the definition of negligence. Professional liability insurance only covers the insured professional's negligence in the performance of its services. It does not cover contractual obligations to meet a higher standard than the prevailing, professional standard of care.

2. STANDARD OF CARE; PERFORMANCE OF EMPLOYEES. Section II(2.4)(F), Paragraph 2 Changes Requested: “The Parties acknowledge and agree that CONSULTANT shall perform, at CONSULTANT’s own cost and expense and without any reimbursement from CITY, any services necessary to correct any errors or omissions caused by CONSULTANT’s failure to comply with the standard of care set forth under this Section or by any like failure on the part of CONSULTANT’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONSULTANT to correct any errors or omissions shall be commenced immediately upon their discovery by either Party and shall be completed within seven (7) calendars days from the date of discovery or such other extended period of time authorized by the CITY Representatives in writing and in their reasonable sole and absolute discretion. The Parties acknowledge and agree that CITY’s acceptance of any work performed by CONSULTANT or on CONSULTANT’s behalf shall not constitute a release of any deficiency or delay in performance. The Parties further acknowledge, understand and agree that CITY has relied upon the foregoing representations of CONSULTANT, including but not limited to the representation that CONSULTANT possesses the skills, training, knowledge and experience necessary to perform the Work in accordance with the standard of care set forth under this Section skillfully, competently and to the highest standards of CONSULTANT’s profession.”
Reason for Changes: See our reasoning above related to Section II(2.4)(A).

2 3. Workers’ Compensation Insurance/Employer’s Liability Insurance. Section III(3.1)(C) Changes Requested: “A policy of workers’ compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for both CONSULTANT and CITY against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by CONSULTANT in the course of carrying out the Work contemplated in this Agreement.”
Reason for Changes: There can be no additional insureds as to Workers’ Compensation, and so the Consultant’s Workers’ Compensation and Employer’s Liability Insurance would not provide a legal defense and indemnity to the City.

4. Errors & Omissions Insurance. Section III(3.1)(D)
Changes Requested: “For the full term of this Agreement and for a period of three (3) years thereafter, CONSULTANT shall procure and maintain Errors and Omissions Liability Insurance appropriate to CONSULTANT’s profession. Such coverage shall have minimum limits of no less than One Million Dollars ($1,000,000.00) per claim occurrence and shall be endorsed to include contractual liability.” Reasons for Changes: First, our Professional Liability Insurance is written on a claims-made form and not occurrence-based. Second, we cannot offer blanket contractual liability coverage under our professional liability insurance policy because we do not have such coverage. Professional liability insurance will only cover contractual liability to the extent that the insured professional would have been liable for the damages in the absence of contractual language. In other words, the policy only covers the professional’s negligence. Professional liability coverage is designed to pay on behalf of an insured firm that does not meet the standard of care (i.e. is negligent) in fulfilling its professional obligations; it is not designed to stand behind al contractual obligations, unlike the broad form commercial general liability insurance policy which does provide contractual liability coverage.

5. INDEMNIFICATION. Section IV(4.1)
Changes Requested: “The Parties agree that CITY and CITY’s elected and appointed officials, officers, and employees, agents and volunteers (hereinafter, the “CITY Indemnitees”) should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, reasonable attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the negligent acts, errors, or omissions of CONSULTANT in its performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the CITY Indemnitees with the fullest protection possible under the law. CONSULTANT acknowledges that CITY would not enter into this Agreement in the absence of CONSULTANT’s commitment to indemnify, defend and protect CITY as set forth herein.” Reasons for Changes: First, the City’s agents and volunteers may be third parties independent of the City with which the Consultant is not in privity of contract. This would increase the Consultant’s liability exposure beyond just liability to the City in an indemnity context. Second, the services to be performed by

3 the Consultant awarded this project would be considered professional services for which the prevailing, professional standard of care applies. Falling below that standard is the definition of negligence.

Professional services are covered by professional liability insurance, and such insurance only covers the insured professional’s negligence in its professional services. In order to provide coverage under the insured professional’s professional liability insurance, there has to be negligence on the part of the insured. Therefore, we have inserted a negligence threshold in this indemnity obligation to make this a more insurable indemnity obligation. Without a negligence threshold, the Consultant is then acting as the insurer for the City but would not have insurance available to cover this indemnity obligation.

6. INDEMNIFICATION. Section IV(4.2)
Changes Requested: “To the fullest extent permitted by law, CONSULTANT shall indemnify, hold harmless and defend the CITY Indemnitees from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s negligent acts, errors, or omissions in its performance of work hereunder or its material failure to comply with any of its obligations contained in this Agreement, except such loss or damage which is caused by the sole negligence or willful misconduct of the CITY.”
Reason for Changes: Please see our reasoning above related to Section IV(4.1).

7. DOCUMENTS & DATA; LICENSING OF INTELLECTUAL PROPERTY. Section VI(6.1) Changes Requested: “All Documents and Data shall be and remain the property of CITY without restriction or limitation upon their use or dissemination by CITY. For purposes of this Agreement, the term “Documents and Data” means and includes all reports, analyses, correspondence, plans, drawings, designs, renderings, specifications, notes, summaries, strategies, charts, schedules, spreadsheets, calculations, lists, data compilations, documents or other materials developed and/or assembled by or on behalf of CONSULTANT in the performance of this Agreement and fixed in any tangible medium of expression, including but not limited to Documents and Data stored digitally, magnetically and/or electronically. The Parties agree that, as between the Parties, CONSULTANT shall retain all rights, title, and interest in and to the intellectual property contained, incorporated, or embodied in the Documents and Data. This Agreement creates, at no cost to CITY, a perpetual license for CITY to copy, use, reuse, disseminate and/or retain any and all copyrights, designs, and other intellectual property embodied in all Documents and Data. However, any use of the Documents and Data for any other project or purpose not authorized in writing by CONSULTANT, any changes to the Documents and Data made by anyone other than CONSULTANT, and any use of incomplete Documents and Data shall be at CITY’s or any other user's sole risk, and CONSULTANT shall bear no liability for any such unauthorized use, reuse, or modifications to the Documents and Data. CITY agrees to indemnify, defend, and hold CONSULTANT and its officers, agents and employees harmless, from any claims, losses, damages, costs, including without limitation attorneys' fees, arising out of any such use, reuse, or modifications to any of the Documents and Data not authorized by CONSULTANT. CONSULTANT shall require all subcontractors and subconsultants working on behalf of CONSULTANT in the performance of this Agreement to agree in writing that CITY shall be

4 granted the same right to copy, use, reuse, disseminate and retain Documents and Data prepared or assembled by any subcontractor or subconsultant as applies to Documents and Data prepared by CONSULTANT in the performance of this Agreement.”
Reason for Changes: The first part of this section states that the City will “own” all of the Documents and Data “fixed in any tangible medium of expression,” which we are assuming means owning the tangible work product the Consultant creates for the City in the form of a report, memo, etc. The second part of this section then states the City will have a license to the Documents and Data, which we are assuming means a license to the intangible intellectual property rights contained within the tangible Documents and Data. We are including language to clarify the ownership rights here. Second, the City may have a license to use the Documents and Data, but should be liable and responsible if it uses the Documents and Data for another project or an unintended purpose without the Consultant’s consent.

Required
Attachments

RFP | Cudahy Strategic Vision Implementation Plan 47

ATTACHMENT A

AFFIDAVIT OF NON-COLLUSION
I state that I am _____________________________________ (title) of __________________________________ (name of firm) and that I am authorized to make this affidavit on behalf of my firm, and its owners, directors, and officers. I am the person responsible in my firm for the price(s) and the amount of this Offer.

I state that:
(1) The price(s) and amount of this Offer have been arrived at independently and without consultation, communication or agreement with any other Proposer or potential Proposer. (2) That neither the price(s) nor the amount of this Offer, and neither the approximate price(s) nor approximate amount of this Offer, have been disclosed to any other firm or person who is a Proposer or potential Proposer, and they will not be disclosed before Solicitation opening. (3) No attempt has been made or will be made to induce any firm or person to refrain from bidding on this contract, or to submit an Offer higher than this Offer, or to submit any intentionally high or noncompetitive Offer or other form of complementary Offer. (4) The Offer of my firm is made in good faith and not pursuant to any agreement or discussion with, or inducement from, any firm or person to submit a complementary or other noncompetitive Offer. (5) ________________________________________ (name of firm), its affiliates, subsidiaries, officers, directors and employees are not currently under investigation by any governmental agency and have not in the last four years been convicted of or found liable for any act prohibited by State or Federal law in any jurisdiction, involving conspiracy or collusion with respect to bidding on any public contract, except as described in the attached appendix.

I state that________________________________________ (name of firm) understands and acknowledges that the above representations are material and important, and will be relied on by the City of Cudahy in awarding the contract(s) for which this Offer is submitted. I understand and my firm understands that any misstatement in this affidavit is and shall be treated as fraudulent concealment from the City of Cudahy of the true facts relating to the submission of Offers for this contract.
_________________________________________________
(Authorized Signature)
_________________________________________________
(Name of Company/Position)
Sworn to and subscribed before me this _______ day of __________________, 20___. _________________________________________________
Notary Public for California
My Commission Expires: ______________________
Executive Director + Principal
City Fabrick
City Fabrick
City Fabrick
City Fabrick / Executive Director + Principal
Monday June 10 23
Will be Notarized upon request

48 RFP | Cudahy Strategic Vision Implementation Plan

ATTACHMENT B

CLAIMS HISTORY
Each Consultant shall submit a summary of whether or not any of the following events have occurred within the past (10) years and, if so, a brief description of the circumstances involved (including, without limitation, the names of parties involved, current status and final disposition of the matter of dispute):

Failure to disclose any circumstances requested in the following paragraphs is grounds for disqualification.
▪ Failure by Consultant or any sub-consultant to enter into a contract to which it has received an award by a public entity.
▪ Forfeiture of a bid or proposal bond by proposer or any sub-consultant. ▪ Termination for default under a contract awarded by a public entity to Consultant or any sub-consultant.
▪ Debarment of Consultant or any sub-consultant by any municipal, county, state, federal, or local agency (note: debarment is grounds for automatic disqualification). ▪ The filing of a lawsuit or arbitration in which the Consultant or a sub-consultant was a defendant or cross-defendant at any time within the past ten (10) years that involved the performance of project, program, or engineering services and that involved an amount in controversy sought to be recovered from Consultant or the sub-consultant of more than $100,000.00.
▪ Conviction of Consultant, a sub-consultant, or any of their principals or officers for violation of a state or federal antitrust law involving bid rigging, collusion, or restriction on competition between bidders, or conviction of violating any other federal or state law relating to bidding or contract performance (note: such conviction is grounds for automatic disqualification).
▪ Any publications involving firm or principals alleging or claiming corruption (such claims are grounds for automatic disqualification).
▪ Any suspension, revocation, or other disciplinary proceeding relating to a contracting or professional license issued to proposer or a sub-consultant.

City Fabrick has no Claims History

BRIAN ULASZEWSKI

PRINCIPAL & EXECUTIVE DIRECTOR
562.901.2128
[email protected]
CITYFABRICK.ORG
THANK
YOU

2023

PROFESSIONAL SERVICES AGREEMENT
(Engagement: West Santa Ana Branch - Cudahy Strategic Vision Implementation Plan) (Parties: City Fabrick and City of Cudahy)
THIS PROFESSIONAL SERVICES AGREEMENT (hereinafter, “Agreement”) is made and entered into this 15th day of August 2023 (hereinafter, the “Effective Date”) by and between the CITY OF CUDAHY, a municipal corporation (hereinafter, “CITY”) and CITY FABRICK, (hereinafter, “CONSULTANT”). For the purposes of this Agreement, CITY and CONSULTANT may be referred to collectively by the capitalized term “Parties.” The capitalized term “Party” may refer to CITY or CONSULTANT interchangeably, as appropriate.

RECITALS
WHEREAS, CITY requires a qualified Strategic Vision Implementation Plan Service; and
WHEREAS, CITY staff has determined that CONSULTANT possesses the experience, skills and training necessary to competently provide such services to CITY; and
NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, CITY and CONSULTANT agree as follows:

I.

ENGAGEMENT TERMS

1.1TERM: This Agreement shall have a term commencing from the Effective Date through June 30, 2024, or upon completion of this project (hereinafter, the “Term”).

Nothing in this Section shall operate to prohibit or otherwise restrict the CITY’s ability to terminate this Agreement at any time for convenience or for cause as provided under Article V (Termination), below.

1.2 SCOPE OF SERVICES:

A. Subject to the terms and conditions set forth in this Agreement and all exhibits attached and incorporated hereto, CONSULTANT agrees to perform the services and tasks set forth in Exhibit “A” (hereinafter referred to as the “Scope of Work”). CONSULTANT further agrees to furnish to CITY all labor, materials, tools, supplies, equipment, services, tasks and incidental and customary work necessary to competently perform and timely complete the services and tasks set forth in the Scope of Work. For the purposes of this Agreement, the aforementioned services and tasks set forth in the Scope of Work shall hereinafter be referred to generally by the Attachment C Page 429 of 451

capitalized term “Work”.

1.3 COMPENSATION: CONSULTANT shall perform the Work in accordance with the “Scope of Work” which is attached and incorporated hereto as Exhibit “B” (hereinafter, the “COMPENSATION RATE”). The foregoing notwithstanding, CONSULTANT’s total compensation for the performance of all Work contemplated under this Agreement, will not exceed the aggregate budgeted sum of ONE HUNDRED AND SIXTY THOUSAND DOLLARS ($160,000.00) (hereinafter, the “Not-to-Exceed Sum”) during the Term of this Agreement, unless such added expenditure is first approved by the City Council. In the event CONSULTANT’s charges are projected to exceed the Aggregate Not-to-Exceed Sum prior to the expiration of this Agreement, CITY may suspend CONSULTANT’s performance pending CITY approval of any anticipated expenditures in excess of the Aggregate Not-to-Exceed Sum or any other CITY approved amendment to the compensation terms of this Agreement.

1.4 PAYMENT OF COMPENSATION: The Not-to-Exceed Sum will be paid to CONSULTANT in monthly increments as the Work is completed. Following the conclusion of each calendar month, CONSULTANT will submit to CITY an itemized invoice indicating the services performed and tasks completed during the recently concluded calendar month, including services and tasks performed and the reimbursable out-of-pocket expenses incurred. If the amount of CONSULTANT’s monthly compensation is a function of hours worked by CONSULTANT’s personnel, the invoice should indicate the number of hours worked in the recently concluded calendar month, the persons responsible for performing the Work, the rate of compensation at which such services and tasks were performed, the subtotal for each task and service performed and a grand total for all services performed. Within thirty (30) calendar days of receipt of each invoice, CITY will notify CONSULTANT in writing of any disputed amounts included in the invoice.

Within forty-five (45) calendar days of receipt of each invoice, CITY will pay all undisputed amounts included on the invoice. CITY will not withhold applicable taxes or other authorized deductions from payments made to CONSULTANT.

1.5 ACCOUNTING RECORDS: CONSULTANT will maintain complete and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. CITY will have the right to access and examine such records, without charge, during normal business hours. CITY will further have the right to audit such records, to make transcripts therefrom and to inspect all program data, documents, proceedings, and activities.

1.6 ABANDONMENT BY CONSULTANT: In the event CONSULTANT ceases to perform the Work agreed to under this Agreement or otherwise abandons the undertaking contemplated herein prior to the expiration of this Agreement or prior to completion of any or all tasks set forth in the Scope of Services, CONSULTANT will deliver to CITY immediately and without delay, all materials, records and other work product prepared or obtained by CONSULTANT in the performance of this

Agreement. Furthermore, CONSULTANT will only be compensated for the reasonable value of the services, tasks and other Work performed up to the time of cessation or abandonment, less a deduction for any damages, costs or additional expenses which CITY may incur as a result of CONSULTANT’s cessation or abandonment.

II.

PERFORMANCE OF AGREEMENT

2.1 CITY’S REPRESENTATIVE: The CITY hereby designates Juan Arauz, Community Development Director (hereinafter, the “CITY Representative”) to act as its representative for the performance of this Agreement. The CITY Representative or their designee will act on behalf of the CITY for all purposes under this Agreement. CONSULTANT will not accept directions or orders from any person other than the CITY Representative or their designee.

2.2 CONSULTANT REPRESENTATIVE: CONSULTANT hereby designates Brian Ulaszewski, Principal & Executive Director to act as its representative for the performance of this Agreement (hereinafter, “CONSULTANT Representative”).

CONSULTANT Representative will have full authority to represent and act on behalf of the CONSULTANT for all purposes under this Agreement.

CONSULTANT Representative or designee will supervise and direct the performance of the Work, using his best skill and attention, and will be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Work under this Agreement. Notice to the CONSULTANT Representative will constitute notice to CONSULTANT.

2.3 COORDINATION OF SERVICE; CONFORMANCE WITH REQUIREMENTS:

CONSULTANT agrees to work closely with CITY staff in the performance of the Work and this Agreement and will be available to CITY staff and the CITY Representative at all reasonable times. All work prepared by CONSULTANT will be subject to inspection and approval by CITY Representative or his or her designees.

2.4 STANDARD OF CARE; PERFORMANCE OF EMPLOYEES: CONSULTANT represents, acknowledges and agrees to the following:

A. CONSULTANT will perform all Work skillfully, competently and to the highest standards of CONSULTANT’s profession;
B. CONSULTANT shall at all times employ such force, plant, materials, and tools as will be sufficient in the opinion of the CITY to perform the Services within the time limits established, and as provided herein. It is understood and agreed that said tools, equipment, apparatus, facilities, labor, and material shall be furnished and said Services performed and completed as required by the Agreement, and subject to the approval of the CITY’s authorized representative.

C. CONSULTANT will perform all Work in a manner reasonably satisfactory to the CITY;
D. CONSULTANT will comply with all applicable federal, state and local laws and regulations, including the conflict of interest provisions of Government Code Section 1090 and the Political Reform Act (Government Code Section 81000 et seq.) CONSULTANT shall be liable for all violations of such laws and regulations in connection with Services. If CONSULTANT performs any work knowing it to be contrary to such laws, rules and regulations, CONSULTANT shall be solely responsible for all costs arising therefrom; E. CONSULTANT understands the nature and scope of the Work to be performed under this Agreement as well as any and all schedules of performance;
F. All of CONSULTANT’s employees and agents possess sufficient skill, knowledge, training and experience to perform those services and tasks assigned to them by CONSULTANT; and
G. All of CONSULTANT’s employees and agents (including, but not limited to, subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all such licenses, permits, certificates, qualifications and approvals will be maintained throughout the term of this Agreement and made available to CITY for copying and inspection.

The Parties acknowledge and agree that CONSULTANT will perform, at CONSULTANT’s own cost and expense and without any reimbursement from CITY, any services necessary to correct any errors or omissions caused by CONSULTANT’s failure to comply with the standard of care set forth under this Section or by any like failure on the part of CONSULTANT’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONSULTANT to correct any errors or omissions will be commenced immediately upon their discovery by either Party and will be completed within seven (7) calendars days from the date of discovery or such other extended period of time authorized by the CITY Representative in writing and in her sole and absolute discretion. The Parties acknowledge and agree that CITY’s acceptance of any work performed by CONSULTANT or on CONSULTANT’s behalf will not constitute a release of any deficiency or delay in performance. The Parties further acknowledge, understand and agree that CITY has relied upon the foregoing representations of CONSULTANT, including but not limited to the representation that CONSULTANT possesses the skills, training, knowledge and experience necessary to perform the Work skillfully, competently and to the highest standards of CONSULTANT’s profession.

2.5 ASSIGNMENT: The skills, training, knowledge and experience of CONSULTANT are material to CITY’s willingness to enter into this Agreement. Accordingly, CITY