Agenda packet, closed session, first session — Escondido City Council, October 7, 2026 (part 1 of 4)

CITY of ESCONDIDO
Council Meeting Agenda
WEDNESDAY, OCTOBER 07, 2026
4:00 PM - Closed Session (City Attorney Conference Room) 5:00 PM - Regular Session
Escondido City Council Chambers, 201 North Broadway, Escondido, CA 92025

WELCOME TO YOUR CITY COUNCIL MEETING
We welcome your interest and involvement in the legislative process of Escondido. This agenda includes information about topics coming before the City Council and the action recommended by City staff.

MAYOR
Dane White

DEPUTY MAYOR
Joe Garcia (District 2)

COUNCILMEMBERS
Consuelo Martinez (District 1)
Christian Garcia (District 3)
Judy Fitzgerald (District 4)

CITY MANAGER
Sean McGlynn

INTERIM CITY ATTORNEY
Dare DeLano

CITY CLERK
Zack Beck

HOW TO WATCH
The City of Escondido provides three ways to watch a City Council meeting:

In Person On TV Online
201 N. Broadway Cox Cable Channel 19 and U-verse Channel 99 www.escondido.gov 1 Wednesday, October 07, 2026

HOW TO PARTICIPATE
The City of Escondido provides three ways to communicate with the City Council during a meeting:

In Person In Writing
Fill out Speaker Slip and Submit to City Clerk escondido-ca.municodemeetings.com Online
https://publiccomment.escondido.gov/

ASSISTANCE PROVIDED
If you need special assistance to participate in this meeting, please contact our ADA Coordinator at 760-839-4869.

Notification 48 hours prior to the meeting will enable to city to make reasonable arrangements to ensure accessibility. Listening devices are available for the hearing impaired – please see the City Clerk. 2 Wednesday, October 07, 2026

CLOSED SESSION
4:00 PM

CALL TO ORDER

1. Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

ORAL COMMUNICATIONS
In addition to speaking during particular agenda items, the public may address the Council on any item which is not on the agenda provided the item is within the subject matter jurisdiction of the City Council. State law prohibits the Council from discussing or taking action on such items, but the matter may be referred to the City Manager/staff or scheduled on a subsequent agenda. Speakers are limited to only one opportunity to address the Council under Oral Communications.

CLOSED SESSION
I. CONFERENCE WITH LEGAL COUNSEL – PENDING LITIGATION (Government Code § 54957.6) a. Carlos White Eagle v. City of Escondido
United States District Court Case No. 24-CV-1083-BJC-SBC b. Francisco Javier Sosa v. City of Escondido, et al.

San Diego Superior Court Case No. 25CU059891C

ADJOURNMENT
3 Wednesday, October 07, 2026

REGULAR SESSION
5:00 PM Regular Session

MOMENT OF REFLECTION

FLAG SALUTE
The City Council conducts the Pledge of Allegiance at the beginning of every City Council meeting.

CALL TO ORDER
Roll Call: Fitzgerald, C. Garcia, J. Garcia, Martinez, White

PROCLAMATIONS
Code Enforcement Officer Appreciation Week
Fire Prevention Awareness Week "Charge into Fire Safety: Safe Charging is a Superpower" 50th Anniversary - Water Treatment Plant

CLOSED SESSION REPORT

CONSENT CALENDAR
Items on the Consent Calendar are not discussed individually and are approved in a single motion. However, Council members always have the option to have an item considered separately, either on their own request or at the request of staff or a member of the public.

1. AFFIDAVITS OF PUBLICATION, MAILING, AND POSTING (COUNCIL/RRB) 4 Wednesday, October 07, 2026

2. APPROVAL OF WARRANT REGISTER
Request the City Council approve the City Council and Housing Successor Agency warrants issued between September 7, 2026 to September 20, 2026.

Staff Recommendation: Approval (Finance Department: Christina Holmes, Director of Finance)

3. APPROVAL OF MINUTES: None

4. WAIVER OF READING OF ORDINANCES AND RESOLUTIONS

5. CONSULTING AGREEMENT WITH DE NOVO PLANNING GROUP FOR ESCONDIDO 2040 “INFRASTRUCTURE LEADING LAND USE” PHASE I
Request the City Council adopt Resolution No. 2026-165 authorizing the Mayor to execute, on behalf of the City, a Consulting Agreement with De Novo Planning Group, in an amount not to exceed $2,249,825, for Escondido 2040 “Infrastructure Leading Land Use” Phase I, a two-year program to update two General Plan chapters, five Master Plans, the Downtown Specific Plan, and South Centre City Specific Plan, together with supporting technical studies, environmental review, community engagement, and implementation planning.

Staff Recommendation: Approval (Development Services Department: Kevin Snyder, AICP, Director of Development Services)
Presenter: Sally Schifman, Principal Planner
a) Resolution No. 2026-165

6. CONSULTING AGREEMENT WITH HR GREEN PACIFIC, INC. FOR ADDITIONAL TRAFFIC ENGINEERING

SERVICES
Request the City Council adopt Resolution No. 2026-170, authorizing the Mayor, on behalf of the City, to execute a Consulting Agreement with HR Green Pacific, Inc. for traffic signal synchronization on three corridors with an intersection design study, along with the Comprehensive Active Transportation life safety improvements previously approved around school zones for engineering services. The total amount of the signal synchronization added work is $294,645 to be billed hourly over the course of one year.

Staff Recommendation: Approval (Public Works Department: Joseph Goulart, Director of Public Works) Presenter: Ali Shahzad, City Traffic Engineer
a) Resolution No. 2026-170
5 Wednesday, October 07, 2026

7. A SECOND AMENDMENT TO GROUND LEASE WITH SAN DIEGO COUNTY CREDIT UNION FOR 150 EAST

VALLEY PARKWAY, ESCONDIDO, CALIFORNIA
Request the City Council adopt Resolution No. 2026-173 authorizing the Mayor to execute, on behalf of the City, a Second Amendment to Ground Lease (“Second Amendment”) with San Diego County Credit Union (referred to herein as “SDCCU”) for 150 East Valley Parkway, Escondido, California.

Staff Recommendation: Approval (Economic Development: Christopher McKinney, Deputy City Manager) Presenter: Timer Paida, Management Analyst – Real Property a) Resolution No. 2026-173

8. BUILDING ADVISORY AND APPEALS BOARD VACANCY DECLARATION Request the City Council declare a vacancy on the Building Advisory and Appeals Board by concluding the appointment of Commissioner Michael Delaney effective October 7, 2026.

Staff Recommendation: None (City Clerk’s Office: Zack Beck, City Clerk) Presenter: Zack Beck, City Clerk

PUBLIC HEARINGS

9. EXTENSION OF AN INTERIM URGENCY ORDINANCE PROHIBITING DATA CENTERS WITHIN THE CITY OF

ESCONDIDO
Request the City Council adopt Ordinance No. 2026-19, approving an extension of an interim ordinance to prohibit the establishment, expansion, or intensification of Data Centers and other similar highintensity computing uses within the City of Escondido.

Staff Recommendation: Approval (Development Services Department: Kevin Snyder, AICP, Director of Development Services)
Presenter: Garrett Smith, City Planner
a) Ordinance No. 2026-19 (First Reading and Introduction) 6 Wednesday, October 07, 2026

10. PL26-0140: SENATE BILL 79 IMPLEMENTATION ORDINANCE
Request the City Council adopt Ordinance No. 2026-15 approving a Zone Text Amendment (“Amendment”) establishing Article 81 (Transit-Oriented Development Overlay Zone) in Chapter 33 (Zoning) of the Escondido Municipal Code, for the purpose of implementing Senate Bill (“SB”) 79 as codified in Government Code sections 65912.155 through 65912.162, inclusive. The amendment includes adoption of the related TOD Overlay Zone Map and parcel inventories identifying sites subject to the statute, excluded sites, exempt sites that may become eligible through a development agreement, and sites subject to phased implementation.

Staff Recommendation: Approval (Development Services Department: Kevin Snyder, AICP, Director of Development Services)
Presenter: Joel Cvetko, Senior Planner
a) Ordinance No. 2026-15 (First Reading and Introduction)

CURRENT BUSINESS

11. APPOINTMENT OF CITY ATTORNEY AND AUTHORIZATION TO ENTER INTO EMPLOYMENT AGREEMENT Request the City Council adopt Resolution No. 2026-169: (1) appointing M. Dare DeLano as Interim City Attorney and (2) authorizing the Mayor to execute an employment agreement for the City Attorney.

Staff Recommendation: Approval (Human Resources Department: Jessica Perpetua, Director of Human Resources; City Attorney’s Office: Dare DeLano, Interim City Attorney) Presenter: Jessica Perpetua, Director of Human Resources a) Resolution No. 2026-169

12. MEASURE B: THE SAN DIEGO COUNTY HEALTH & SAFETY ACT - 0.5% COUNTYWIDE TAX INITIATIVE Request the City Council use its discretion to either support, oppose, or take no action regarding Measure B: A citizen-led, countywide half-cent sales tax on the November 2026 ballot.

Staff Recommendation: Provide Direction (City Manager’s Office: Joanna Axelrod, Deputy City Manager) Presenter: Matthew Anderson, Management Analyst
a) Resolution No. 2026-167
b) Resolution No. 2026-168
7 Wednesday, October 07, 2026

FUTURE AGENDA

13. FUTURE AGENDA
The purpose of this item is to identify issues presently known to staff or which members of the City Council wish to place on an upcoming City Council agenda. Council comment on these future agenda items is limited by California Government Code Section 54954.2 to clarifying questions, brief announcements, or requests for factual information in connection with an item when it is discussed.

Staff Recommendation: None (City Clerk's Office: Zack Beck)

COUNCILMEMBERS SUBCOMMITTEE REPORTS AND OTHER REPORTS
CITY MANAGER’S REPORT
The most current information from the City Manager regarding Economic Development, Capital Improvement Projects, Public Safety, and Community Development.

ADJOURNMENT

UPCOMING MEETING SCHEDULE
Wednesday, November 04, 2026 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers Wednesday, December 02, 2026 4:00 & 5:00 PM Closed Session, Regular Meeting, Council Chambers

SUCCESSOR AGENCY
Members of the Escondido City Council also sit as the Successor Agency to the Community Development Commission, Escondido Joint Powers Financing Authority, and the Mobilehome Rent Review Board.

CEQA STATEMENT
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA under Guideline Sections 15060(c), 15061(b), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065 8 Consent Item No. 1 October 7, 2026

A F F I D A V I T S
OF

I T E M
P O S T I N G –
 EXTENSION OF INTERIM ORDINANCE PROHIBITING DATA CENTERS

WITHIN THE CITY OF ESCONDIDO
 PL26-0140: ADOPTION OF SENATE BILL 79 IMPLEMENTATION
ORDINANCE NO. 2026-15
9 Item1.

CITY OF ESCONDIDO

OFFICE OF THE CITY CLERK
201 NORTH BROADWAY
ESCONDIDO, CA 92025-2798
(760) 839-4617

NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN on WEDNESDAY, October 7, 2026 at 5 p.m., the Escondido City Council of the City of Escondido will hold a Public Hearing to consider the following item:

EXTENSION OF INTERIM ORDINANCE PROHIBITING DATA CENTERS WITHIN THE CITY OF

ESCONDIDO
REQUEST: Extension of Ordinance No. 2026-18, as a continued urgency measure, to continue the moratorium on the establishment, expansion, or intensification of data centers and other similar highintensity computing uses within the City of Escondido for up to 10 months and 15 days.

PROPERTY SIZE AND LOCATION: Citywide
ENVIRONMENTAL STATUS: This Ordinance is not a “project” under the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment. In the alternative, the ordinance is exempt from CEQA pursuant to State CEQA Guidelines sections 15060(c)(2) and 15061(b)(3), and, to the extent applicable, section 15308, because it is a regulatory action taken by the City for the protection of the environment and there is no possibility that the adoption and extension of this Ordinance may have a significant effect on the environment.

IF YOU CHALLENGE this item in court, you may be limited to raising only those issues you or someone else raised at the Public Hearing described in this notice, or in written correspondence delivered to the City Council, at or prior to the Public Hearing.

PREVIOUS ACTION: On August 26, 2026 the City Council voted 5-0 to adopt Interim Ordinance No. 2026-18 as an urgency measure to prohibit the establishment, expansion, or intensification of data centers and other similar high-intensity computing uses within the City of Escondido for a 45-day period.

The City of Escondido recognizes its obligation to provide equal access to public services for those individuals with disabilities. Please contact the American Disabilities Act (A.D.A.) Coordinator (760) 839- 4376 with any requests for reasonable accommodations, to include sign language interpreters, at least 24 hours prior to the meeting. The City of Escondido does not discriminate against any person with a handicapped status.

ALL INTERESTED PERSONS are invited to attend said Public Hearing to express their opinion in this matter. Said Public Hearing will be held in the Council Chambers, 201 N. Broadway, Escondido, California, 92025.

PUBLIC COMMENT: To submit comments in writing, please do so at the following link: https://escondidoca.municodemeetings.com/bc-citycouncil/webform/public-comment.

FOR ADDITIONAL INFORMATION, please contact: Garrett Smith, City Planner at [email protected].

ZACK BECK, City Clerk
City of Escondido
DATED: September 24, 2026

Published in THE ESCONDIDO TIMES ADVOCATE: 9/24/26
10 Item1.

CITY OF ESCONDIDO

OFFICE OF THE CITY CLERK
201 NORTH BROADWAY
ESCONDIDO, CA 92025-2798
(760) 839-4617

NOTICE OF PUBLIC HEARING
The Escondido City Council will hold a public hearing in the City Council Chambers, Escondido City Hall, 201 North Broadway, Escondido, California at 5 p.m. on Wednesday, October 7, 2026 to consider the item listed below:

PL26-0140: ADOPTION OF SENATE BILL 79 IMPLEMENTATION ORDINANCE NO. 2026-15 REQUEST: Adoption of Ordinance No. 2026-15 adding Article 81 to Chapter 33 (Zoning) of the Escondido Municipal Code to establish a Transit-Oriented Development Overlay Zone implementing Senate Bill (SB) 79 (2025). The Ordinance would adopt the related map and parcel inventories, establish objective development standards, provide for parcel exemptions and phased implementation as allowed by state law, determine that adoption is not a project under the California Environmental Quality Act (CEQA), and authorize submittal to the California Department of Housing and Community Development (HCD).

PROPERTY SIZE AND LOCATION: Within Escondido’s jurisdictional boundary, Senate Bill 79 applies to approximately 484 parcels totaling approximately 236 acres within one-half mile of the Escondido Transit Center and Nordahl Road SPRINTER stations.

ENVIRONMENTAL STATUS: Pursuant to Government Code Section 65912.160(c)(2), adoption of an ordinance to implement Senate Bill 79 is not a project for purposes of the California Environmental Quality Act (CEQA), Division 13, commencing with Section 21000, of the Public Resources Code, and is therefore not subject to CEQA.

PLANNING COMMISSION ACTION: On August 11, 2026, the Planning Commission voted 4-0 to adopt PC Resolution 2026-07 recommending approval to the City Council of Ordinance No. 2026-15.

If you challenge this item in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the Planning Division at, or prior to, the public hearing.

PUBLIC COMMENT: To submit comments in writing, please do so at the following link: https://escondidoca.municodemeetings.com/bc-citycouncil/webform/public-comment. All comments received from the public will be made a part of the record of the meeting.

The City of Escondido remains committed to complying with the Americans with Disabilities Act (ADA). Qualified individuals with disabilities who wish to participate in City programs, services, or activities and who need accommodations are invited to present their requests to the City by filling out a Request for Accommodations Form or an Inclusion Support Request Form for Minors, or by calling 760-839-4643, preferably at least 72 hours in advance of the event or activity. Forms can be found on the City’s website at: https://escondido.gov/820/Americans-withDisabilities-Act.

The staff report will be available at the Escondido Planning Division, 201 N. Broadway, Escondido, CA 92025 and on the City’s website at https://escondido-ca.municodemeetings.com/ after Thursday, October 1, 2026.

For additional information, please contact Joel Cvetko, Senior Planner, at 760-839-4539, or via email at [email protected], and refer to Case No. PL26-0140.

Zack Beck, City Clerk
City of Escondido
DATED: September 24, 2026

Published in THE ESCONDIDO TIMES ADVOCATE: 9/24/26
11 Item1.

Published in THE ESCONDIDO TIMES ADVOCATE: 9/24/26
12 Item1.

STAFF REPORT
October 07, 2026
File Number 0400-40

SUBJECT

APPROVAL OF WARRANT REGISTER

DEPARTMENT
Finance

RECOMMENDATION
Approval for City Council and Housing Successor Agency warrants issued between September 7, 2026 to September 20, 2026
Staff Recommendation: Approval (Finance Department: Christina Holmes) ESSENTIAL SERVICE – Internal requirement per Municipal Code Section 10 COUNCIL PRIORITY –

FISCAL ANALYSIS
The total amount of the warrants for the following periods are as follows:

Dates 09/21/2026 to 09/27/2026
Total $2,252,837.27
Number of Warrants 204

BACKGROUND
The Escondido Municipal Code Section 10-49 states that warrants or checks may be issued and paid prior to audit by the City Council, provided the warrants or checks are certified and approved by the Director of Finance as conforming to the current budget. These warrants or checks must then be ratified and approved by the City Council at the next regular Council meeting. 13 Item2.

Consent Item No. 3 October 7, 2026

A P P R O V A L
O F

M I N U T E S
14 Item3.
15 Item4.

STAFF REPORT
October 7, 2026
File Number 0600-10; A-3624

SUBJECT
CONSULTING AGREEMENT WITH DE NOVO PLANNING GROUP FOR ESCONDIDO 2040 “INFRASTRUCTURE LEADING LAND USE” PHASE I

DEPARTMENT
Development Services

RECOMMENDATION
Request the City Council adopt Resolution No. 2026-165 authorizing the Mayor to execute, on behalf of the City, a Consulting Agreement with De Novo Planning Group, in an amount not to exceed $2,249,825, for Escondido 2040 “Infrastructure Leading Land Use” Phase I, a two-year program to update two General Plan chapters, five Master Plans, the Downtown Specific Plan, and South Centre City Specific Plan, together with supporting technical studies, environmental review, community engagement, and implementation planning.

Staff Recommendation: Approval (Development Services Department: Kevin Snyder, AICP, Director of Development Services)
Presenter: Sally Schifman, Principal Planner
ESSENTIAL SERVICE – Yes, Land Use/Development; Clean Water; Sewer; Public Works/Infrastructure; Maintenance of Parks Facilities/Open Spaces
COUNCIL PRIORITY – Drive Community and Land Development; Financial Stewardship; Be Business Friendly; Build Trust and Accountability; Restore Organizational Capacity; Prioritize Public Safety; Measure I Investments

FISCAL ANALYSIS
The proposed Consulting Agreement establishes a total not-to-exceed amount of $2,249,825, including consultant and subconsultant labor and all other costs necessary to complete the approved scope of work.

The Consulting Agreement is funded by Measure I funding allocated over two fiscal years, with a not-toexceed allocation of $1,125,000 in Fiscal Year 2026/27 and $1,125,000 in Fiscal Year 2027/28. Any unexpended Fiscal Year 2026/27 appropriations are anticipated to be carried forward into Fiscal Year 2027/28, subject to the City's normal budget procedures. The total cost of the Consulting Agreement shall not exceed $2,249,825.
16 Item5.

PREVIOUS ACTION
On November 5, 2024, Escondido voters approved Measure I, a one-cent sales tax that increased the City’s capacity to fund essential municipal services, infrastructure improvements, and long-range planning efforts.

On June 17, 2026, the City Council adopted Resolution No. 2026-91 approving the Fiscal Year 2026/27 Operating Budget, which included a two-year budget allocation for Phase I of the Escondido 2040 Program.

On June 29, 2026, City staff notified 17 known qualified consulting firms of an upcoming procurement opportunity for Escondido 2040. The notice conveyed the City’s intent to retain a multidisciplinary consultant team with expertise in land use planning, infrastructure engineering, transportation, housing, economics and real estate, historic resources, environmental review, and public outreach and communications.

On July 22, 2026, Development Services issued Request for Proposals (“RFP”) No. 26-34 for consultant services to complete Escondido 2040 Phase I (Attachment “1”) through the City’s procurement portal:
https://www.bidnetdirect.com/california/cityofescondido (“BidNet”). The RFP was distributed to approximately 9,000 vendors, and proposal documents were downloaded by 245 accounts.

On August 12, 2026, staff presented an informational workshop to the City Council introducing Escondido 2040, its purpose, and the anticipated Phase I and future planning efforts. The City also launched the Escondido 2040 public website at https://www.yourescondido.com/Escondido-2040.

On August 17, 2026, City staff hosted a virtual pre-proposal informational meeting attended by 48 individuals. Information regarding the meeting was posted to the BidNet site for all potential bidders to access.

On September 4, 2026, the City received five proposals in response to RFP No. 26-34.

On September 5, 2026, staff conducted initial public outreach at the Grape Day Festival with an informational Escondido 2040 booth, providing project information and gathering preliminary feedback from approximately 100 community members. Staff spoke with interested members of the community about the fundamentals of City planning policy documents – what they are, why they are important, why they need updating – and had informational posters in both English and Spanish that included a QR code directing people to the program website. Staff also conducted an informal survey asking people how they would like to be informed about the project with options being email, community events, focus groups, and website. There was also a dry erase board available for people to share their favorite thing about Escondido.

On September 8, 2026, staff provided an informational presentation to the Planning Commission regarding Escondido 2040 and the Phase I scope of work. 17 Item5.

BACKGROUND
The City initiated Escondido 2040 in July 2026 to update and better coordinate the General Plan, Specific Plans, and Master Plans that guide long-range development, infrastructure planning, capital investment, and municipal services. Centered on the principle of “Infrastructure Leading Land Use,” the program is intended to align future growth and public investment with infrastructure capacity, community needs, fiscal sustainability, and the City’s long-term vision.

Many of the City's foundational planning documents have not been comprehensively updated in more than a decade, while significant changes have occurred in state housing law, transportation planning requirements, environmental regulations, infrastructure needs, development patterns, and community priorities. Escondido 2040 provides an opportunity to align these planning documents within a single coordinated framework.

The Escondido 2040 Phase I work program includes:

1. Updates to General Plan Chapter II, Land Use and Community Form, and Chapter III, Mobility and Infrastructure;

2. Updates to the Water, Wastewater, Stormwater and Drainage, and Parks, Trails, and Open Space Master Plans, as well as preparation of a new Transportation Master Plan;

3. Updates to the Downtown Specific Plan and South Centre City Specific Plan;

4. Preparation of a Housing Market Feasibility Analysis and Downtown Parking Study;

5. Community engagement;

6. Environmental review; and

7. Development of implementation recommendations addressing capital investment, funding strategies, regulatory updates, phasing, and performance measures.

The procurement process was conducted in compliance with the applicable provisions of Chapter 10 of the Escondido Municipal Code governing the procurement of professional services. Consistent with those requirements, the City solicited proposals and evaluated the qualifications, experience, and approach of the proposing teams to identify the most qualified consultants to perform the requested services.

Five proposals were submitted by highly qualified consultant teams, resulting in a competitive evaluation process.

ANALYSIS
An evaluation committee consisting of eight City staff representing the Development Services, Public Works, and Utilities departments reviewed the submitted proposals based on the criteria established in the RFP. Based on the results of the proposal evaluations, the committee recommended the three highestranked teams advance to interviews. Interviews were subsequently conducted by a four-member panel consisting of the Directors of the three participating departments and the City Project Manager. 18 Item5.

The evaluation process focused on each consultant team's ability to successfully deliver an integrated, infrastructure-led planning program. Evaluation criteria included technical approach, understanding of the City's objectives, project management and team coordination, community engagement strategy, schedule and risk management, environmental review approach, and overall team qualifications and experience.

Particular emphasis was placed on each team's ability to integrate infrastructure planning with land use and investment decisions, coordinate the various planning and environmental review efforts into a single cohesive program, effectively manage a complex multidisciplinary team, engage a broad cross-section of the community, maintain the proposed project schedule, and successfully deliver a project of comparable scale and complexity.

Following the solicitation, evaluation, and interview process, the evaluation committee and interview panel determined that De Novo Planning Group provided the strongest overall value and the greatest alignment with the City's objectives for the Escondido 2040 program. A copy of the De Novo Planning Group proposal is included in the Consulting Agreement as Exhibit 1 (refer to Resolution No. 2026-165, Exhibit “A” – Consulting Agreement, Attachment “A” – Scope of Work, Exhibit “1” – De Novo Planning Group Proposal). Unlike several competing proposals, the De Novo scope includes comprehensive updates to all five major master plans (Water, Wastewater, Stormwater and Drainage, Transportation, and Parks), including future-condition infrastructure modeling, capital improvement planning, and implementation strategies. The evaluation committee and interview panel concluded that De Novo Planning Group's approach most effectively demonstrated how infrastructure planning, utility capacity analysis, and capital improvement planning would directly inform future land use and investment decisions.

Staff subsequently negotiated the scope of services, staffing plan, schedule, deliverables, assumptions, and fee proposal with De Novo Planning Group. Staff has concluded that the proposed Consulting Agreement provides the expertise, organizational capacity, technical capabilities, and project controls necessary to successfully complete Escondido 2040 Phase I within the established budget and schedule.

De Novo Planning Group's work program places infrastructure planning at the center of the planning process. The scope includes comprehensive updates to the City's Water, Wastewater, Stormwater and Drainage, Transportation, and Parks, Trails, and Open Space Master Plans, which will be prepared concurrently with updates to the General Plan and Specific Plans, as well as environmental review efforts.

Infrastructure capacity analyses, growth projections, transportation modeling, housing feasibility analysis, environmental review, and community engagement are integrated into a single planning framework intended to guide future land use decisions, capital improvement investments, and implementation priorities. The scope culminates in adoption-ready General Plan and Specific Plan updates, a Program Environmental Impact Report, and implementation and funding strategies designed to support long-term project delivery.

The Consulting Agreement extends through July 1, 2028. The work program is organized into overlapping phases rather than discrete annual work efforts. The first year, spanning November 2026 through 19 Item5.

November 2027, will focus primarily on technical studies, infrastructure assessment and modeling, Master Plan preparation, initial General Plan work, and community engagement. The second year, spanning July 2027 through July 2028, will focus primarily on completing the General Plan revisions, preparing the Specific Plan revisions and environmental documentation, implementation planning, and continued community engagement. The overlapping phases will allow infrastructure analysis and Master Plan findings to inform subsequent planning recommendations. Staff anticipates a project kickoff meeting in November 2026.

Upon completion, the City will have updated General Plan elements, two updated Specific Plans, five updated Master Plans, a Program Environmental Impact Report, and an implementation framework to guide future infrastructure investments, development decisions, and capital improvement priorities.

ENVIRONMENTAL ANALYSIS
The Consulting Agreement requires De Novo Planning Group to develop a CEQA strategy and prepare coordinated environmental review for Escondido 2040 Phase I. The resulting environmental documentation intends to establish a tiering framework to accelerate future capital works and private infill approvals.

CONCLUSION AND RECOMMENDATION
The evaluation committee determined that De Novo Planning Group provides the strongest overall value and clearest path to successful completion of Escondido 2040. Staff recommends that the City Council adopt Resolution No. 2026-165 authorizing the Mayor to execute the proposed Consulting Agreement, subject to final approval as to form by the City Attorney.

RESOLUTIONS
a. Resolution No. 2026-165
b. Resolution No. 2026-165— Exhibit “A” – Consulting Agreement

ATTACHMENTS
a. Attachment “1” – Request for Proposals No. 26-34
20 Item5.

RESOLUTION NO. 2026-165

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR

TO EXECUTE, ON BEHALF OF THE CITY, A CONSULTING

AGREEMENT WITH DE NOVO PLANNING GROUP FOR
THE ESCONDIDO 2040 “INFRASTRUCTURE LEADING
LAND USE” PLANNING AND IMPLEMENTATION

PROGRAM
WHEREAS, the City’s General Plan, Specific Plans, and Master Plans collectively guide long-range land use and development, infrastructure planning, capital investment, and the provision of municipal services; and
WHEREAS, several of these planning documents require evaluation and updating to reflect current conditions, anticipated growth, infrastructure capacity, community priorities, and changes in applicable laws and planning practices; and
WHEREAS, in July 2026, the City launched Escondido 2040, an integrated planning and implementation program centered on the principle of “Infrastructure Leading Land Use,” to align future growth and development with infrastructure capacity, public investment, community needs, fiscal sustainability, and the City’s long-term vision; and
WHEREAS, the City Council finds that completion of Escondido 2040 is necessary to provide a coordinated framework for future land use, infrastructure investment, capital improvement planning, and implementation through 2040 and beyond; and
WHEREAS, Escondido 2040 Phase I includes coordinated updates to key components of the City’s General Plan, five Master Plans, the Downtown Specific Plan, and the South Centre City Specific Plan, 21 Item5.
together with supporting technical studies, environmental review, community engagement, and implementation planning; and
WHEREAS, on November 5, 2024, Escondido voters approved Measure I, a one-cent sales tax that that increased the City’s capacity to fund essential municipal services, infrastructure improvements, and long-range planning efforts; and
WHEREAS, on June 17, 2026, the City Council adopted the Fiscal Year 2026/27 Annual Operating Budget through Resolution No. 2026-91, which included Measure I funding for long-range planning activities associated with Escondido 2040; and
WHEREAS, the City has established a budget for Escondido 2040 Phase I not to exceed $1,125,000 in Fiscal Year 2026/27 and $1,125,000 in Fiscal Year 2027/28; and WHEREAS, on July 22, 2026, the City issued Request for Proposals No. 26-34 seeking a qualified multidisciplinary consultant team to provide the professional planning, engineering, environmental, community engagement, project management, and implementation services necessary to complete Escondido 2040 Phase I; and
WHEREAS, the City received five proposals in response to said Request for Proposals; and WHEREAS, a proposal evaluation committee comprised of eight City staff, representing three City departments, and an interview panel comprised of four City staff, including the Directors of the three represented City departments and the City Project Manager, evaluated the proposers in accordance with the criteria established in the Request for Proposals; and WHEREAS, the procurement process was conducted in compliance with the applicable provisions of Chapter 10 of the Escondido Municipal Code governing the procurement of professional services; and 22 Item5.

WHEREAS, following evaluation of the proposals and interviews with the three highest-ranked proposers, the evaluation committee and interview panel determined that De Novo Planning Group provided the strongest overall value, demonstrated the greatest alignment with the City’s objectives for Escondido 2040, and recommended awarding the Consulting Agreement to De Novo Planning Group; and WHEREAS, De Novo Planning Group's proposed work program includes comprehensive updates to the City's Water, Wastewater, Stormwater and Drainage, Transportation, and Parks, Trails, and Open Space Master Plans and integrates those efforts with General Plan updates, Specific Plan updates, environmental review, and implementation planning; and
WHEREAS, the City and De Novo Planning Group have negotiated a Consulting Agreement with a total compensation amount not to exceed $2,249,825 and a term ending July 1, 2028; and WHEREAS, the City Council finds that entering into the Consulting Agreement with De Novo Planning Group, in an amount not to exceed $2,249,825, is in the best interest of the City.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California, as follows:

1. That the above recitations are true.

2. That the City Council authorizes the Mayor to execute, on behalf of the City, a Consulting Agreement with De Novo Planning Group for the Escondido 2040 “Infrastructure Leading Land Use” planning and implementation program, in a substantially similar form to that which is attached and incorporated into this Resolution as Exhibit “A,” subject to final approval as to form by the City Attorney.

3. That the City Manager retains the authority to approve amendments to the Consulting Agreement consistent with the Escondido Municipal Code and the terms of the Consulting Agreement. 23 Item5.

City of Escondido
Consulting Agreement

This Consulting Agreement (“Agreement”) is made and entered into as of the last signature date set forth below (“Effective Date”),
Between: CITY OF ESCONDIDO
a California municipal corporation
201 N. Broadway
Escondido, CA 92025
Attn: Sally Schifman, Principal Planner
760-839-4514
("CITY")
And: De Novo Planning Group
a California corporation
180 E. Main Street, Suite 108
Tustin, CA 92780
Attn: Amanda Tropiano, Principal
714-453-7711
("CONSULTANT").
(The CITY and CONSULTANT each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the CITY has determined that it is in the CITY’s best interest to retain the professional services of a consultant to prepare Escondido 2040, a comprehensive planning and implementation program that includes updates to key components of the City's General Plan, Master Plans, and Specific Plans, together with associated technical studies, environmental review, and community engagement activities;
WHEREAS, CONSULTANT is considered competent to perform the necessary professional services for the CITY; and
WHEREAS, the CITY and CONSULTANT desire to enter into this Agreement for the performance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

Resolution No. 2026-165
Exhibit “A”

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1. Description of Services. CONSULTANT shall furnish all of the Services described in the Scope of Work, which is attached to this Agreement as Attachment “A” and incorporated herein by this reference (“Services”).

2. Compensation. In exchange for CONSULTANT’s completion of the Services, the CITY shall pay, and CONSULTANT shall accept in full, an amount not to exceed the sum of $2,249,825. CONSULTANT shall be compensated only for performance of the Services described in this Agreement. No compensation shall be provided for any other work or services without the CITY’s prior written consent. If this Agreement is amended at any time, additional compensation of CONSULTANT contained in any subsequent amendments shall not exceed a cumulative total of 25% of the maximum payment provided for in this Section 2, unless approved by resolution of the City Council.

3. Performance. CONSULTANT shall faithfully perform the Services in a proficient manner, to the satisfaction of the CITY, and in accord with the terms of this Agreement.

CONSULTANT shall be responsible for the professional quality, technical accuracy, timely completion, and coordination of all reports and other information furnished by CONSULTANT pursuant to this Agreement, except that CONSULTANT shall not be responsible for the accuracy of information supplied by the CITY.

4. Personnel. The performance of the Services by certain professionals is significant to the CITY. As such, CONSULTANT shall only assign the persons listed on Attachment “B”, attached to this Agreement and incorporated herein by this reference (“Personnel List”), to perform the Services. CONSULTANT shall not subcontract any component of the Services without obtaining the CITY’s prior written consent.

5. Termination. The Parties may mutually terminate this Agreement through a writing signed by both Parties. The CITY may terminate this Agreement for any reason upon providing CONSULTANT with 10 days’ advance written notice. CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination. If the CITY terminates this Agreement due to no fault or failure of performance by CONSULTANT, then CONSULTANT shall be compensated based on the work satisfactorily performed at the time of such termination. In no event shall CONSULTANT be entitled to receive more than the amount that would be paid to CONSULTANT for the full performance of the Services.

6. City Property. All original documents, drawings, electronic media, and other materials prepared by CONSULTANT pursuant to this Agreement immediately become the exclusive property of the CITY, and shall not be used by CONSULTANT for any other purpose without the CITY’s prior written consent.

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including products and completed operations, property damage, bodily injury, and personal & advertising injury, with limits no less than $2,000,000 per occurrence and $4,000,000 general aggregate.
(2) Automobile Liability. ISO Form CA 00 01 covering any auto (Code 1), or if CONSULTANT has no owned autos, hired (Code 8) and non-owned autos (Code 9), with limits no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the CITY and approved in writing by the CITY’s Risk and Safety Division.
(3) Workers’ Compensation. Worker’s Compensation as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease. (4) Professional Liability (Errors and Omissions). Professional Liability (Errors and Omissions) appropriate to CONSULTANT’s profession, with limits no less than $2,000,000 per occurrence or claim and $2,000,000 aggregate. (5) If CONSULTANT maintains broader coverage and/or higher limits than the minimums otherwise required by this Agreement, the CITY requires and shall be entitled to the broader coverage and/or the higher limits maintained by CONSULTANT.
b. Each insurance policy required by this Agreement must be acceptable to the City Attorney and shall meet the following requirements:
(1) Acceptability of Insurers. Insurance coverage must be provided by an insurer authorized to conduct business in the state of California with a current A.M. Best’s rating of no less than A-: FSC VII, or as approved by the CITY.
(2) Additional Insured Status. Both the Commercial General Liability and the Automobile Liability policies must name the CITY (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 if a later edition is used. The Automobile Liability endorsement shall be at least as broad as ISO Form CA 20 01.
(3) Primary Coverage. CONSULTANT’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the CITY, its officials, officers, agents, employees, and volunteers. Any insurance or self-insurance maintained by the CITY, its officials, officers, agents, employees, or volunteers shall be in excess of CONSULTANT’s insurance and shall not contribute with it.
(4) Notice of Cancellation. Each insurance policy shall provide that coverage shall not be canceled, except with prior written notice to the CITY. (5) Subcontractors. If applicable, CONSULTANT shall require and verify that all subcontractors maintain insurance meeting all the requirements stated Resolution No. 2026-165
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26 Item5.
within this Agreement, and CONSULTANT shall ensure that the CITY (including its officials, officers, agents, employees, and volunteers) is an additional insured on any insurance required from a subcontractor. (6) Waiver of Subrogation. CONSULTANT hereby grants to the CITY a waiver of any right to subrogation that any insurer of CONSULTANT may acquire against the CITY by virtue of the payment of any loss under such insurance.

CONSULTANT agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this subsection shall apply regardless of whether or not the CITY has received a waiver of subrogation endorsement from the insurer. Any Workers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogation in favor of the CITY for all work performed by the CONSULTANT, its agents, representatives, employees, and subcontractors.
(7) Self-Insurance. CONSULTANT may, with the CITY’s prior written consent, fulfill some or all of the insurance requirements contained in this Agreement under a plan of self-insurance. CONSULTANT shall only be permitted to utilize such self-insurance if, in the opinion of the CITY, CONSULTANT’s (i) net worth and (ii) reserves for payment of claims of liability against CONSULTANT are sufficient to adequately compensate for the lack of other insurance coverage required by this Agreement. CONSULTANT’s utilization of self-insurance shall not in any way limit the liabilities assumed by CONSULTANT pursuant to this Agreement.
(8) Self-Insured Retentions. Self-insured retentions must be declared to and approved by the CITY.
(9) Verification of Coverage. At the time CONSULTANT executes this Agreement, CONSULTANT shall provide the CITY with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting the insurance coverage required by this Agreement), which shall meet all requirements under this Agreement. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time.
(10) Special Risks or Circumstances. The CITY reserves the right, at any point during the term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. (11) No Limitation of Obligations. The insurance requirements in this Agreement, including the types and limits of insurance coverage CONSULTANT must maintain, and any approval of such insurance by the CITY, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification.

Resolution No. 2026-165
Exhibit “A”

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c. Failure to comply with any of the insurance requirements in this Agreement, including, but not limited to, a lapse in any required insurance coverage during the term of this Agreement, shall be a material breach of this Agreement. In the event that CONSULTANT fails to comply with any such insurance requirements in this Agreement, in addition to any other remedies the CITY may have, the CITY may, at its sole option, (i) immediately terminate this Agreement; or (ii) order CONSULTANT to stop work under this Agreement and/or withhold any payment that becomes due to CONSULTANT until CONSULTANT demonstrates compliance with the insurance requirements in this Agreement.

8. Indemnification, Duty to Defend, and Hold Harmless.
a. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all claims, demands, actions, causes of action, proceedings (including but not limited to legal and administrative proceedings of any kind), suits, fines, penalties, judgments, orders, levies, costs, expenses, liabilities, losses, damages, or injuries, in law or equity, including without limitation the payment of all consequential damages and attorney’s fees and other related litigation costs and expenses (collectively, “Claims”), of every nature caused by, arising out of, or in connection with CONSULTANT’s performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except where caused by the active negligence, sole negligence, or willful misconduct of the CITY, and only to the extent such Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT. Further, in no event shall the cost to defend charged to the CONSULTANT exceed the CONSULTANT’s proportionate percentage of fault.
b. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all Claims caused by, arising under, or resulting from any violation, or claim of violation, of the San Diego Municipal Storm Water Permit (Order No. R9-2013- 0001, as amended) of the California Regional Water Quality Control Board, Region 9, San Diego, that the CITY might suffer, incur, or become subject to by reason of, or occurring as a result of, or allegedly caused by, any work performed pursuant to this Agreement.
c. All terms and provisions within this Section 8 shall survive the termination of this Agreement.

9. Anti-Assignment Clause. Because the CITY has relied on the particular skills of CONSULTANT in entering into this Agreement, CONSULTANT shall not assign, delegate, subcontract, or otherwise transfer any duty or right under this Agreement, including as to any portion of the Services, without the CITY’s prior written consent. Any purported assignment, delegation, subcontract, or other transfer made without the CITY’s consent shall be void and ineffective. Unless CONSULTANT assigns this entire Agreement, including all rights and duties herein, to a third party with the CITY’s prior written consent, Resolution No. 2026-165
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CONSULTANT shall be the sole payee under this Agreement. Any and all payments made pursuant to the terms of this Agreement are otherwise not assignable.

10. Attorney's Fees and Costs. In any action to enforce the terms and conditions of this Agreement, the prevailing Party shall be entitled to reasonable attorney’s fees and costs.

11. Independent Contractor. CONSULTANT is an independent contractor, and no agency or employment relationship is created by the execution of this Agreement.

12. Amendment. This Agreement shall not be amended except in a writing signed by the CITY and CONSULTANT.

13. Merger Clause. This Agreement, together with its attachments or other documents described or incorporated herein, if any, constitutes the entire agreement and understanding of the CITY and CONSULTANT concerning the subject of this Agreement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the provisions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

14. Anti-Waiver Clause. None of the provisions of this Agreement shall be waived by the CITY because of previous failure to insist upon strict performance, nor shall any provision be waived because any other provision has been waived by the CITY, in whole or in part.

15. Severability. This Agreement shall be performed and shall be enforceable to the full extent allowed by applicable law, and the illegality, invalidity, waiver, or unenforceability of any provision of this Agreement shall not affect the legality, validity, applicability, or enforceability of the remaining provisions of this Agreement.

16. Governing Law. This Agreement and all rights and obligations arising out of it shall be construed in accordance with the laws of the State of California. Venue for any action arising from this Agreement shall be conducted only in the state or federal courts of San Diego County, California.

17. Counterparts. This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute one and the same instrument. Delivery of an executed signature page of this Agreement by electronic means, including an attachment to an email, shall be effective as delivery of an executed original. The Agreement on file with the City is the copy of the Agreement that shall take precedence if any differences exist between or among copies or counterparts of the Agreement.

18. Provisions Cumulative. The foregoing provisions are cumulative to, in addition to, and not in limitation of any other rights or remedies available to the CITY.

19. Notice. Any statements, communications, or notices to be provided pursuant to this Agreement shall be sent to the attention of the persons indicated herein, and the CITY and CONSULTANT shall promptly provide the other Party with notice of any changes to such contact information.

20. Business License. CONSULTANT shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business License throughout the term of this Agreement.

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21. Compliance with Laws, Permits, and Licenses. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements in effect during the term of this Agreement. CONSULTANT shall obtain any and all permits, licenses, and other authorizations necessary to perform the Services. Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

22. Prevailing Wages. If applicable, pursuant to California Labor Code section 1770 et seq., CONSULTANT agrees that a prevailing rate and scale of wages, in accordance with applicable laws, shall be paid in performing this Agreement. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements pertaining to the payment of prevailing wages. The prevailing rate and scale to be paid shall be the same as the applicable “General Prevailing Wage Determination” approved by the Department of Industrial Relations as of the Effective Date of this Agreement, which are available online at http://www.dir.ca.gov/oprl/dprewagedetermination.htm and incorporated into this Agreement by this reference. Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

23. Immigration Reform and Control Act of 1986. CONSULTANT shall keep itself informed of and shall comply with the Immigration Reform and Control Act of 1986 (“IRCA”).

CONSULTANT represents and warrants that all of its employees and the employees of any subcontractor retained by CONSULTANT who perform any of the Services under this Agreement, are and will be authorized to perform the Services in full compliance with the IRCA. CONSULTANT affirms that as a licensed contractor and employer in the State of California, all new employees must produce proof of eligibility to work in the United States within the first three days of employment and that only employees legally eligible to work in the United States will perform the Services. CONSULTANT agrees to comply with the IRCA before commencing any Services, and continuously throughout the performance of the Services and the term of this Agreement.

24. Effective Date. Unless a different date is provided in this Agreement, the effective date of this Agreement shall be the latest date of execution set forth by the names of the signatories below.
(SIGNATURE PAGE FOLLOWS)

Resolution No. 2026-165
Exhibit “A”

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IN WITNESS WHEREOF, this Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date:

City of Escondido
Date:

Dane White
Mayor
De Novo Planning Group
Date:

Ben Ritchie, Chief Executive Officer
APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY

DARE DELANO, INTERIM CITY ATTORNEY
BY: __________________________
DATE: ________________
THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Resolution No. 2026-165
Exhibit “A”

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ATTACHMENT “A”
Scope of Work
A. General
De Novo Planning Group, a California corporation (“CONSULTANT”), will provide the City of Escondido, a California municipal corporation (“CITY”) with professional planning, engineering, environmental, public engagement, and implementation support services necessary to prepare Phase I of the Escondido 2040 Program, including updates to the CITY's General Plan, Master Plans, and Specific Plans, together with supporting technical studies, environmental review, public engagement, project management, and implementation recommendations (collectively referred to herein as “Project”).

B. Location
Consultant shall perform services related to Phase I of the Escondido 2040 Program at locations as necessary to complete the services, including the City of Escondido, City Hall, Project planning areas, public meeting venues, community engagement locations, and the Consultant's offices. Certain services may be performed remotely, while other activities, including Project meetings, workshops, presentations, field investigations, and community engagement events, may be conducted within the City of Escondido.

C. Services
CONSULTANT shall provide all labor, materials, equipment, technical expertise, analysis, facilitation, environmental review, public engagement, Project management, and related professional services necessary to complete Phase I of the Escondido 2040 Program.

The Services described below are based on the Work Plan, tasks, assumptions, and deliverables contained in CONSULTANT's proposal dated September 4, 2026, which is attached hereto as Exhibit “1” and incorporated herein by this reference. In the event of a conflict between this Agreement and Exhibit “1”, the terms of this Agreement shall prevail.

The Project is organized into six integrated phases intended to complete Phase I of the Escondido 2040 Program. The task descriptions and deliverables identified herein are intended to summarize the CONSULTANT's responsibilities and shall not be construed to limit the CONSULTANT's obligation to provide all labor, materials, technical expertise, analyses, documentation, coordination, and other professional services reasonably necessary to complete the Project and deliver the expected outcomes described in the approved Work Plan.

Phase 1: Project Management, Kickoff & Baseline Data Compilation CONSULTANT shall provide overall Project management, coordination, scheduling, budget management, quality assurance/quality control (QA/QC), and consultant team oversight for the duration of the Project. Services shall include coordination with CITY staff, management of subconsultants, preparation of Project schedules, progress reporting, meeting facilitation, and maintenance of Project records.

CONSULTANT shall remain fully responsible for the performance, coordination, quality, schedule, and deliverables of all subconsultants.

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CONSULTANT shall be responsible for maintaining and updating, as needed, the Master Project Schedule, identifying critical path activities, monitoring schedule performance, and promptly notifying the CITY of any anticipated schedule delays together with proposed corrective actions.

CONSULTANT shall implement internal quality assurance and quality control procedures for all technical analyses, reports, plans, modeling efforts, environmental documents, and publicfacing materials prior to submission to the CITY.

CONSULTANT shall prepare and maintain meeting agendas, attendance records, action item logs, and summary notes for Project management meetings and major Project milestones.

CONSULTANT shall prepare draft and final deliverables necessary to complete the Services, including technical memoranda, maps, GIS data, meeting materials, presentations, technical studies, planning documents, environmental documentation, implementation programs, and other work products required by the Scope of Work and approved by the CITY.

CONSULTANT shall provide all reports, technical studies, GIS data, mapping products, databases, model files, supporting calculations, graphics, and other work products prepared under this Agreement to the CITY in editable electronic format upon request and upon completion of the Project. Updated model files, associated datasets, assumptions, and technical documentation developed or modified under this Agreement shall be delivered to the CITY as part of the final Project record.

Per the proposed Work Plan, Phase 1: Project Management, Kickoff & Baseline Data Compilation is anticipated to include:

Task 1.1: Project Kickoff Meeting, City Tour & Data Protocols Task 1.2: Continuous Project Administration & Team Coordination Project Management deliverables are anticipated to include, and may not be limited to:
 Master Project Schedule
 Kickoff Meeting Agenda & Summary Notes
 Comprehensive Consolidated Baseline Data Request List  Secure Cloud Workspace Setup & Maintenance
 Monthly Progress Reports & Itemized Invoices
Phase 2: Community Engagement
CONSULTANT shall develop and implement a community engagement program that supports meaningful public participation throughout the Project. Services shall include preparation of a Community Engagement Plan, stakeholder outreach, public workshops, community meetings, surveys, digital engagement activities, participation tracking, analysis of public input, and preparation of engagement summaries, and other outreach activities necessary to support meaningful public participation throughout the Project. CITY staff shall assist with implementation of the Community Engagement Plan, such as by securing facilities, staffing pop-up events, and providing interpretation, and other logistical support. Such assistance shall not reduce CONSULTANT'S responsibility to implement the Community Engagement Program and prepare all required outreach deliverables.

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CONSULTANT shall document outreach activities and summarize public input received throughout the Project. Outreach activities shall include citywide notification efforts utilizing direct mail, digital engagement, workshops, and stakeholder outreach. Public comments, themes, and recommendations shall be synthesized and incorporated into Project findings, alternatives development, and decision-making materials as appropriate.

CONSULTANT shall integrate community feedback into the development of Project alternatives, policy recommendations, master plan updates, General Plan updates, Specific Plan updates, and implementation strategies and shall document how public input informed Project recommendations.

Per the proposed Work Plan, Phase 2: Community Engagement is anticipated to include:

Task 2.1: Community Engagement Plan (CEP) & Branding Kit Task 2.2: Digital Engagement, Surveys & Citywide EDDM Direct Mailer Task 2.3: In-Person Workshops, Pop-ups & Committee Facilitation Community Engagement deliverables are anticipated to include, and may not be limited to:
 Draft and Final Community Engagement Plan (CEP) & Branding Toolkit  Live Project Web Portal Architecture & Bilingual 2–3 Minute Overview Video  Designed, Printed (Greyscale), and Distributed Citywide EDDM Postcard Mailer (~50,000 addresses)
 Two Bilingual Online Surveys and Comprehensive Summary Reports  Meeting Materials, Displays, Translation, and Summary Reports for three Citywide Workshops, two Pop-Ups, ten Stakeholder Interviews, and six GPAC Meetings  Three special group meetings such as with youth, seniors, persons with disabilities, or other groups that can provide special insight into the community Phase 3: Baseline Assessments & Master Plan Updates
CONSULTANT shall prepare updates to the City's infrastructure and resource planning framework, including updating the City’s Water Master Plan, Wastewater Master Plan, Stormwater and Drainage Master Plan Update, and Park, Trails, and Open Space Master Plan, and prepare a new Transportation Master Plan.

When preparing the Master Plans, CONSULTANT shall evaluate existing conditions, future demand, infrastructure capacity, system deficiencies, capital improvement needs, growth assumptions, funding considerations, and implementation strategies necessary to support the City's long-term planning objectives. Each Master Plan shall include prioritized capital improvement recommendations, planning-level cost estimates, implementation considerations, and funding strategies necessary to support future infrastructure planning and investment decisions. Master Plan analyses shall evaluate both existing conditions and anticipated future conditions associated with implementation of the Escondido 2040 Program.

CONSULTANT shall provide to the CITY, in editable electronic format, all model files, supporting datasets, assumptions, calculations, technical documentation, GIS datasets, geodatabases, map layers, mapping products, and other supporting technical materials prepared under this Agreement.

Resolution No. 2026-165
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CONSULTANT shall prepare technical studies necessary to support Phase I of the Escondido 2040 Program, including a Housing Market Feasibility Analysis and a Downtown Focused Parking Study and Parking Regulations Assessment. Technical studies shall provide data, analysis, findings, and recommendations necessary to inform planning, policy, and implementation decisions.

CONSULTANT shall prepare a Cultural Resources Existing Conditions assessment, including archival research, records searches, and technical analysis necessary to support planning and environmental review activities.

CONSULTANT shall synthesize the findings of the technical studies and Master Plan evaluations into a citywide Opportunities and Constraints Summary that identifies infrastructure, environmental, market, mobility, and community considerations and serves to inform the development of land use alternatives and subsequent planning recommendations.

CONSULTANT shall coordinate the technical analyses and Master Plan recommendations with the General Plan, Specific Plans, environmental review, and implementation planning efforts to ensure infrastructure findings directly inform future land use, transportation, housing, economic development, and capital investment decisions.

As described in the CONSULTANT'S proposal, Wastewater Master Plan services shall include up to 8 weeks of temporary flow monitoring and data collection activities at up to 20 sites.

CONSULTANT remains responsible for preparation of analyses, reports, recommendations, draft documents, and final deliverables. CITY staff will provide review, policy direction, and technical input.

Specific to the Transportation Master Plan, CITY staff will complete the parking strategy document with CONSULTANT oversight.

Per the proposed Work Plan, Phase 3: Baseline Assessments & Master Plan Updates is anticipated to include:

Task 3.1: Water Master Plan Update
Task 3.2: Wastewater Master Plan Update
Task 3.3: Stormwater & Drainage Master Plan Update
Task 3.4: Transportation Master Plan
Task 3.5: Downtown Focused Parking Study
Task 3.6: Parks, Trails, and Open Space Master Plan Update Task 3.7: Socioeconomic Profile & Housing Market Feasibility Study Task 3.8: Cultural Resources Baseline & Existing Conditions Task 3.9: Opportunities and Constraints Summary
Master Plan Updates and Technical Studies deliverables are anticipated to include, and may not be limited to:
 Editable GIS datasets, geodatabases, map layers, and mapping products prepared under this Agreement
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 Editable model files, supporting datasets, assumptions, calculations, and technical documentation prepared under this Agreement
 Draft and Final Water Master Plan Report
 Draft and Final Wastewater Master Plan Report
 Draft and Final Stormwater & Drainage Master Plan Report  Draft and Final Transportation Master Plan Report
 Downtown Focused Parking Study PowerPoint Technical Memorandum & Heat Maps  Draft and Final Parks, Trails, and Open Space Master Plan Report  Socioeconomic Market Profile Presentation Deck & Housing Market Feasibility Study Tech Memo
 Cultural Resources Existing Conditions Report
 Opportunities and Constraints Summary
Phase 4: General Plan & Specific Plan Updates
CONSULTANT shall ensure that General Plan and Specific Plan recommendations are informed by the findings of the Master Plans, technical studies, infrastructure capacity analyses, and community engagement efforts completed as part of the Escondido 2040 Program.

CONSULTANT shall prepare, evaluate, and refine land use alternatives and up to three future growth scenarios to support selection of a Preferred Land Use Plan and associated buildout assumptions for subsequent planning and environmental review activities.

CONSULTANT shall prepare updates to selected components of the City's General Plan, including:
a. Chapter II – Land Use and Community Form
b. Chapter III – Mobility and Infrastructure
Services shall include policy analysis, stakeholder engagement, technical evaluations, preparation of draft and final plan amendments, mapping updates, and implementation recommendations.

Services shall include preparation of land use maps, buildout analyses, and supporting datasets necessary to evaluate future development potential, infrastructure needs, and environmental review assumptions.

CONSULTANT shall prepare updates to the following Specific Plans:
a. Downtown Specific Plan
b. South Centre City Specific Plan
Services related to Specific Plan Updates shall include updates to development standards, design standards, mobility and parking policies, economic development strategies, infrastructure implementation measures, and other provisions necessary to support the longterm vision for the Downtown Specific Plan and South Centre City Specific Plan areas.

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CONSULTANT shall prepare Administrative Draft, Screencheck Draft, Public Review Draft, and adoption-ready Final versions of the General Plan and Specific Plan documents as necessary to support CITY review, public review, environmental review, and adoption.

CONSULTANT shall prepare visualizations, graphics, renderings, and other illustrative materials to communicate land use alternatives, development concepts, and planning recommendations to decision-makers and the public.

Per the proposed Work Plan, Phase 4: General Plan & Specific Plan Updates is anticipated to include:

Task 4.1: Community Vision Report & Land Use Alternatives Task 4.2: General Plan Element Updates (Chapters II & III) Task 4.3: Specific Plan Updates (DSP & SCCSP)
General Plan & Specific Plan Updates deliverables are anticipated to include, and may not be limited to:
 Community Vision Report (English & Spanish)
 Land Use Alternatives Report with 3D Visual Renderings  Preferred Land Use Map & Finalized Buildout Data Package  Administrative, Screencheck, and Public Review Drafts of Updated General Plan Chapters II & III
 Administrative, Screencheck, and Public Review Drafts of Updated Downtown Specific Plan and South Centre City Specific Plan
Phase 5: CEQA Compliance (Program EIR)
CONSULTANT shall prepare all environmental documentation necessary to support adoption of the Escondido 2040 General Plan updates, Specific Plan updates, Master Plans, technical studies, and implementation program in compliance with the California Environmental Quality Act (CEQA). Services shall include preparation of an initial CEQA strategy memorandum, technical analyses, environmental documentation, public review materials, responses to comments, and final environmental documents as required.

CONSULTANT shall coordinate environmental review activities with the preparation of the Master Plans, General Plan updates, Specific Plan updates, land use alternatives, and implementation recommendations to ensure consistency among Project documents.

CONSULTANT shall prepare a Program Environmental Impact Report (PEIR) that evaluates the integrated planning program and provides an environmental review framework capable of supporting future implementation activities, public infrastructure projects, and subsequent environmental review processes as appropriate. The PEIR shall be prepared to facilitate future CEQA streamlining and tiering opportunities, where appropriate, for subsequent public and private projects consistent with the adopted plans.

CONSULTANT shall provide support for AB 52 and SB 18 tribal consultation activities, including preparation of notification materials, consultation tracking documentation, meeting support, and coordination with CITY staff.

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CONSULTANT shall prepare responses to agency, tribal, stakeholder, and public comments received during the environmental review process and revise environmental documents, technical analyses, and supporting materials as necessary to support Project adoption.

CONSULTANT shall provide technical expertise and environmental review support during public hearings, study sessions, and adoption proceedings as requested by the CITY.

CONSULTANT shall prepare all environmental documentation necessary to support certification of the Program Environmental Impact Report and adoption of the associated planning documents.

Per the proposed Work Plan, Phase 5: CEQA Compliance (Program EIR) is anticipated to include:

Task 5.1: Scoping, NOP & AB 52/SB 18 Tribal Consultation Assistance Task 5.2: Program EIR Preparation
CEQA Compliance (Program EIR) deliverables are anticipated to include, and may not be limited to:
 Draft, Revised, and Final Notice of Preparation (NOP) & Scoping Meeting Summary  Certified Mail Tribal Consultation Letters & Consultation Tracking Logs  Cultural Resources Technical Report for PEIR
 Technical studies, appendices, modeling outputs, and supporting environmental analyses prepared in support of the PEIR
 Administrative Draft PEIR with Technical Appendices
 Public Review Draft PEIR, NOA, NOC, and State Clearinghouse Filings  Final PEIR, Response to Comments, MMRP, Findings of Fact, and Statement of Overriding Considerations
Phase 6: Public Hearings & Adoption
CONSULTANT shall provide all services necessary to support review, consideration, adoption, and implementation of Phase I of the Escondido 2040 Program. CONSULTANT shall assist with preparation of hearing materials, presentations, graphics, implementation recommendations, funding strategies, public meeting support, responses to decision-maker and public comments, final document production, and coordination with CITY staff throughout the adoption process.

CONSULTANT shall assist the CITY in presenting Project findings, recommendations, and supporting documentation to advisory bodies, the Planning Commission, and the City Council, and shall prepare final adoption-ready deliverables necessary to support Project adoption and implementation.

CONSULTANT shall prepare implementation recommendations to support execution of Phase I of the Escondido 2040 Program. Services shall include identification of capital improvement priorities, policy actions, regulatory recommendations, implementation measures, funding opportunities, phasing strategies, and performance metrics.

Implementation recommendations shall include identification of funding mechanisms, Resolution No. 2026-165
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financing tools, capital improvement funding strategies, grant opportunities, and other implementation measures necessary to support execution of the adopted plans.

CONSULTANT shall provide all final reports, presentations, graphics, maps, implementation materials, and supporting files in both searchable PDF and editable electronic formats acceptable to the CITY.

CONSULTANT shall attend and provide technical support at study sessions, advisory committee meetings, Planning Commission hearings, City Council hearings, and other public meetings reasonably necessary to support Project adoption.

CONSULTANT shall prepare an implementation framework or matrix identifying recommended actions, responsible parties, potential funding sources, implementation sequencing, and performance measures.

Per the proposed Work Plan, Phase 6: Public Hearings & Adoption is anticipated to include:

Task 6.1: Advisory Body Briefings & Study Sessions
Task 6.2: Formal Public Adoption Hearings
Task 6.3: Master Plan Capital Improvement & Funding Roadmaps Task 6.4: Final Document Publishing & Notice of Determination (NOD) Public Hearings & Adoption deliverables are anticipated to include, and may not be limited to:
 Facilitation, Presentation Decks, and Graphics for up to 4 Study Sessions / Briefings  Expert Representation and Facilitation at 4 Formal Public Adoption Hearings (Planning Commission and City Council)
 Unified Master Plan Funding Strategy Technical Memorandum  Final Adopted Plan Documents (General Plan, Specific Plans, 5 Master Plans, PEIR) in Digital and Bound Formats
 Filed Notice of Determination (NOD) and Fee Receipts
 Final editable electronic files for all adopted plans, technical studies, maps, graphics, presentations, and implementation materials
All services provided under this Agreement shall be subject to the City’s oversight and final approval. CONSULTANT shall not take any action on behalf of the City without the City’s prior written approval.

D. City Staff Contact
The CITY designates the Development Services Department as the lead department for administration of this Agreement. The City Project Manager, or designee, shall serve as the primary point of contact between the CITY and CONSULTANT and shall be responsible for coordinating CITY review, consolidating comments, providing direction, and administering the Agreement on behalf of the CITY.

All communications, deliverables, invoices, requests for information, and project coordination activities shall be directed through the City Project Manager unless otherwise authorized by the CITY.

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The initial City Project Manager for this Agreement shall be:

Sally Schifman, Principal Planner
City of Escondido Development Services Department, Planning Services 201 North Broadway
Escondido, CA 92025
(760) 839-4514
[email protected]
The CITY reserves the right to designate a different Project Manager at any time upon written notice to the CONSULTANT.

E. Scheduling
CONSULTANT shall commence work upon receipt of a Notice to Proceed from the CITY and shall complete all Services no later than July 1, 2028, unless otherwise approved by City Council.

CONSULTANT shall prepare and maintain a detailed Project schedule identifying all major tasks, milestones, deliverables, public engagement activities, meetings, environmental review milestones, and adoption actions. The schedule shall be updated periodically throughout the Project and provided to the CITY upon request.

CONSULTANT shall coordinate all work activities with the CITY Project Manager and shall immediately notify the CITY of any condition that may affect the timely completion of the Services.

F. Contract Price and Payment Terms
The total compensation payable to CONSULTANT under this Agreement shall not exceed $2,249,825 without prior written authorization from the CITY.

The contract price shall include all labor, personnel, subconsultant costs, materials, equipment, software, travel, meetings, public outreach, administrative expenses, overhead, profit, and all other costs necessary to perform the Services described in this Agreement.

Unless otherwise approved by the CITY, CONSULTANT shall be compensated on a timeand-materials basis in accordance with the cost proposal included in Exhibit “2”, and shall be subject to the not to exceed amount established by this Agreement.

CONSULTANT shall submit monthly invoices. Each invoice shall include (unless otherwise specified by City): 1) current billing by task and Project total; 2) prior billing by task and Project total; 3) remaining budget by task and Project total; and 4) percent complete by task and Project total.

Payment shall be made within 30 days following receipt and approval of a properly submitted invoice. The CITY reserves the right to withhold payment for services that have not been performed in accordance with the requirements of this Agreement.

No payment shall be made for work performed outside the approved Scope of Work unless authorized in writing by the CITY.

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G. Term
The term of this Agreement shall commence on the Effective Date and shall continue through July 1, 2028, unless terminated earlier in accordance with the provisions of this Agreement.

The term of this Agreement may be extended by mutual written agreement of the Parties.

CONSULTANT shall commence performance of the Services upon receipt of a Notice to Proceed from the CITY and shall diligently prosecute the Services to completion in accordance with the approved Project schedule.

H. Assumptions
The following assumptions were identified by the CONSULTANT in its proposal and form part of the basis for the proposed scope of work, schedule, and fee. These assumptions identify information, services, facilities, staffing, and other support anticipated to be provided by the CITY, as well as limitations on certain analyses and work products. To the extent any assumption conflicts with the terms of this Agreement or the approved Scope of Work, the terms of this Agreement shall govern.

Water Master Plan
 The CITY will provide available background studies, GIS data, asset inventories, record information, the Climatec InfoWater model, historical demand and production information, raw water and treatment operating information, available dam/reservoir and Division of Safety of Dams (DSOD) documentation, source water quality information, and other readily available data in electronic format.  Attendance at public workshops, Planning Commission presentations, and City Council presentations by West Coast Civil is not included.  The scope includes evaluation of existing conditions and up to three future General Plan land use/demand scenarios. Additional scenarios or substantial re-analysis resulting from material changes after completion of the initial scenario evaluations are not included.
 The 2025 Urban Water Management Plan (UWMP) will serve as the primary basis for water supply availability and drought reliability. The Water Master Plan will focus on infrastructure, operational, and General Plan implications rather than recreating the UWMP supply reliability analysis.
 Raw water, dam/reservoir, source water quality, and treatment evaluations are planning-level assessments based on existing information and staff knowledge. New field investigations, sampling programs, specialized dam safety analyses, and detailed treatment process studies are not included.
 Regulatory considerations will be addressed only to the extent they materially affect infrastructure capacity, reliability, operations, or capital planning. A comprehensive regulatory compliance audit is not included.
 CEQA/NEPA documentation, environmental technical studies, regulatory permitting, and permit application preparation are not included in the Water Master Plan scope.

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 Project-specific Water Studies, development-specific hydraulic analyses, and individual development fire-flow evaluations are not included.

Wastewater Master Plan
 The CITY and General Plan team will provide available background studies, GIS data, asset inventories, record information, the prior backbone trunk sewer model and associated model data, historical wastewater and HARRF flow information, rainfall and wet-weather records, lift station information, available condition/CCTV records, HARRF and outfall planning information, General Plan land use assumptions, and other readily available data in electronic format.
 Attendance at public workshops, Planning Commission presentations, and City Council presentations by West Coast Civil is not included.  The scope includes evaluation of existing conditions and up to three future General Plan land use/flow scenarios. Additional scenarios or substantial re-analysis resulting from material changes after completion of the initial scenario evaluations are not included.
 The hydraulic model will be based on the backbone trunk sewer system represented in the prior Master Plan model. Extension of the model into local collection sewers is not included.
 The wet-weather evaluation will use existing CITY flow, rainfall, HARRF influent, and operational information. Wastewater Master Plan services shall include up to 8 weeks of temporary flow monitoring and data collection activities at up to 20 sites.  Condition and renewal planning will be based on available CITY data. The scope does not assume that CCTV or condition information is complete, current, consistently coded, or suitable for pipe-by-pipe condition scoring.
 HARRF, recycled water, and outfall evaluations are planning-level assessments intended to relate available facility capacity and constraints to General Plan wastewater projections. Detailed process modeling, facility condition assessments, ocean outfall modeling, or design are not included.
 Regulatory considerations will be addressed only to the extent they materially affect wastewater capacity, infrastructure planning, reuse/disposal, or potential sewer service expansion. A comprehensive regulatory compliance audit is not included.  Project-specific Sewer Studies and development-specific hydraulic analyses are not included.

Stormwater and Drainage Master Plan
 Base mapping is complete, and all drainage facilities to be studied have been horizontally located, with flowline elevations, materials, sizes, and connectivity determined.
 The scope excludes videotaping of storm drain facilities.

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Transportation Master Plan
 CITY staff will be primarily responsible for identifying existing conditions (building upon previously completed CATS analyses).
 CITY staff will review and recommend transportation and parking goals and policies based on existing policy direction and examples provided by Fehr & Peers.  CITY staff will provide text for summary reports as assigned by Fehr & Peers.  CITY staff will coordinate traffic count locations with Fehr & Peers and review collected data for accuracy.
 Fehr & Peers will provide parking management strategy options. CITY staff will author the parking strategy document with Fehr & Peers oversight.

Downtown Specific Plan Update
 The update will build upon the structural layout and boundary of the existing Downtown Specific Plan. The scope does not include expansion of the Downtown Specific Plan boundary.
 The scope does not include a complete rewrite of non-impacted chapters.  Renderings will represent conceptual building massing, spatial relationships, and public realm character.
 Highly detailed architectural drawings, construction documents, floor plans, structural engineering, and similar design-level products are excluded.

South Centre City Specific Plan Update
 The update will be consistent with the existing South Centre City Specific Plan boundary along Centre City Parkway. The scope does not include expansion of the South Centre City Specific Plan boundary.
 The scope focuses on selected chapters, including land use allowances, corridor circulation, and design standards.
 The scope does not include rewriting non-impacted chapters.  Renderings will represent conceptual building massing, spatial relationships, and public realm character.
 Highly detailed architectural drawings, construction documents, floor plans, structural engineering, and similar design-level products are excluded.

Cultural Records Search
 Cultural records search costs shall not exceed $5,000.

Community Engagement Program
 CITY staff will provide in-person Spanish translation at public meetings and events, as necessary.
 CITY staff will post GPAC agendas and prepare GPAC meeting minutes, as appropriate.

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 CITY staff will provide necessary staffing at pop-up events. De Novo will provide materials.
 CITY staff will be responsible for finding and securing all meeting facilities.  The CITY will be responsible for responding to comments received through the General Plan website.
 The CITY will maintain the contact list of interested parties.  CITY staff will be responsible for Project briefings with advisory bodies and the City Council when no action is being taken and direction is not being requested.

I. Other
Regulatory Compliance
CONSULTANT shall perform the Services in accordance with all applicable federal, state, regional, and local laws, regulations, standards, and guidance documents.

Use of Artificial Intelligence (AI)
The CITY recognizes that Artificial Intelligence (AI) tools may be used by CONSULTANT to support research, data analysis, content development, administrative tasks, or other Project activities.

The use of AI shall not diminish the CONSULTANT'S responsibility for the quality, accuracy, originality, completeness, legality, or professional judgment reflected in any work product prepared under this Agreement.

CONSULTANT shall remain solely responsible for all analyses, recommendations, conclusions, technical documents, environmental documentation, public-facing materials, and other deliverables provided to the CITY.

CONSULTANT shall independently verify the accuracy and reliability of all information before submission to the CITY.

CONSULTANT shall not upload confidential, sensitive, proprietary, or otherwise non-public CITY information to publicly available AI platforms unless expressly authorized in writing by the CITY and consistent with all applicable confidentiality, security, and data protection requirements.

Upon request, CONSULTANT shall disclose the extent to which AI tools were used in the preparation of Project deliverables and describe the quality control measures employed to validate resulting work products.

The CITY reserves the right to require revision or replacement of any deliverable that relies upon inaccurate, unverified, plagiarized, misleading, or otherwise deficient AI-generated content.

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ATTACHMENT “B”
Personnel List
Pursuant to Section 4, Personnel, of the Agreement, CONSULTANT shall only assign performance of Services to persons listed below and shall not subcontract any component of the Services without obtaining the CITY’s prior written consent.

1. Gary Yagade, Principal Engineer, [email protected], CValdo Corporation

2. Julie Cooper, Principal, [email protected], Economic & Planning Systems, Inc.

3. Katy Cole, Principal, [email protected], Fehr & Peers

4. Andrew Watkins, President, [email protected], JZMK Partners

5. Zachary Mueting, Principal PM, [email protected], RJM Design Group

6. Samantha Murray, President, [email protected], South Environmental

7. Kyle McCarty, Principal Engineer, [email protected], West Coast Civil De Novo Planning Group
Date:

Ben Ritchie, Chief Executive Officer
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Escondido 2040 General Plan Update
“Infrastructure Leading Land Use”
PREPARED FOR:

City of Escondido
Development Services
Department 201 N. Broadway
Escondido, CA 92025
PREPARED BY:

De Novo Planning Group
180 E Main Street, Suite 108
Tustin, CA 92780

CITY OF ESCONDIDO
In Association With:

Economic and Planning
Systems, Fehr & Peers, JZMK
Partners, RJM Design Group,
South Environmental, West
Coast Civil
Submitted September 4, 2026

TABLE OF CONTENTS

1. Cover Letter 2

2. Executive Summary 3

3. Project Understanding and Vision 6

4. Technical Approach and Work Program 8

5. Environ. Review Strategy 16

6. Community Engagement Approach 18

7. Project Management Approach 21

8. Schedule 33

9. Assumptions 34
Exhibit "1" Resolution No. 2026-165
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September 4, 2026
Kevin Snyder, Director of Development Services
Sally Schifman, Principal Planner
Development Services Department, City of Escondido
201 N. Broadway, Escondido, CA 92025
Subject: Escondido 2040 “Infrastructure Leading Land Use” (RFP No. 26-34) Proposal Dear Mr. Snyder and Ms. Schifman,
De Novo Planning Group is thrilled to submit our proposal to partner with the City of Escondido on Escondido 2040. This program presents a defining opportunity to align long-range growth with true infrastructure capacity—ensuring Escondido’s evolution to 2040 is resilient, fiscally sustainable, and grounded in its rich cultural heritage. Balancing vibrant downtown housing, corridor vitality, and long-term utility capacity requires an integrated strategy. We are the team to deliver it, on-time and on-budget.

Full Scope Delivery Within Your Established Budget
We confirm that our proposal delivers the City’s entire requested scope of work within your $2.25 million budget. Every primary deliverable—all five Master Plans, General Plan Chapters II and III, both Specific Plan Updates, the Housing Market Feasibility Analysis, Downtown Parking Study, Program EIR, and a robust community engagement program—is fully included in our base scope without sacrificing technical depth or eliminating required components.

Proven North County Experience for an Aggressive Schedule Executing this complete scope in two years requires an agile, fast-track approach. As a Principal-led firm, De Novo eliminates corporate bureaucracy and administrative delays. We bring direct North County experience—including authoring neighboring San Marcos’s Housing, Safety, and EJ Elements and draft General Plan Update. Led directly by firm Principals from day one, with Assistant PM Erik Anderson living just 20 minutes from City Hall, we provide the local responsiveness, senior focus, and hands-on leadership needed to maintain complete schedule momentum.

An Elite, Specialized Team of Niche Experts
This high-stakes project deserves a premier team built specifically for Escondido’s priorities. De Novo is joined by a hand-picked bench of industry-leading subconsultants: West Coast Civil (water/wastewater), Fehr & Peers (transportation/parking), CValdo Corporation (stormwater), Economic & Planning Systems (economics/housing), JZMK Partners (urban design/3D renderings), RJM Design Group (parks/trails), and South Environmental (cultural resources/tribal consultation).

Key Commitments and Required Representations
Led personally by Amanda Tropiano (PM) and Erik Anderson (Assistant PM), our team is ready to hit the ground running upon Notice to Proceed. Per RFP No. 26-34 requirements:
» De Novo takes no exceptions to RFP No. 26-34 or the Standard Consulting Agreement (Exhibit 1). » We acknowledge and comply with all Q&A memoranda and addenda issued through August 24, 2026. » I certify under penalty of perjury that all submitted qualifications, narrative statements, and data are true, accurate, and complete.

We look forward to discussing our approach with you. Contact me at (714) 453-7711 or atropiano@ denovoplanning.com.

Sincerely,
Amanda Tropiano
Principal, De Novo Planning Group
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De Novo Planning | 3
Escondido 2040 is a defining opportunity to align
long-range land use with real infrastructure capacity,
positioning Escondido to grow, adapt, and invest
with clarity over the next generation. As a mature,
well-served, and largely built-out city, Escondido
does not need a blank-sheet planning exercise.

Instead, this program requires an integrated
execution strategy that honors the city’s rich cultural heritage, protects established neighborhoods,
and focuses economic reinvestment where
infrastructure can best support it.

De Novo Planning Group has assembled a
specialized, multidisciplinary team designed
specifically to execute this vision on time and within
the $2.25 million budget. Our approach bridges
technical analysis, urban design, public engagement,
and environmental review into a single, cohesive
project execution strategy.

COMPLETE WORK PROGRAM
Through diligent coordination and negotiation with
our teaming partners, we are pleased to provide the
City of Escondido with the entire requested scope of
work within the fixed project budget. This includes:
» Water Master Plan
» Wastewater Master Plan
» Stormwater and Drainage Master Plan
» Transportation Master Plan
» Parks, Trails, and Open Space Master Plan
» Land Use and Community Form Element
» Mobility and Infrastructure Element
» Housing Market Feasibility Analysis
» Downtown Focused Parking Study and Parking
Regulations Assessment
» Downtown Specific Plan Update
» South Centre City Specific Plan Update
» Environmental Review and CEQA Compliance
» Public Engagement Program
In order to accomplish this work program within
the schedule and budget, we must rely on a deep
partnership with City staff. Based on the clear vision
outlined in the RFP, we know your team is fully
equipped for this collaborative effort..

TEAM STRUCTURE AND

SPECIALIZED EXPERTISE
De Novo Planning Group (Prime Consultant &
Project Leadership): Manages overall program
execution, leads outreach and Land Use Element
Update, and prepares the CEQA Program EIR.

West Coast Civil (Water & Wastewater Master
Plans): Directs the Water and Wastewater Master
Plan updates. Project Manager Kyle McCarty brings
direct local experience as co-author of Escondido’s
2012 Water and Wastewater Master Plans.

CValdo Corporation (Stormwater & Drainage
Master Plan): Manages the Stormwater and
Drainage Master Plan update.

Fehr & Peers (Transportation Master Plan
& Downtown Parking Study): Leads the
Transportation Master Plan, Mobility Element
Update, and Downtown Focused Parking Study.

Active ongoing work with the City allows Fehr
& Peers to immediately leverage existing traffic
datasets, CATS webmaps, and corridor models.

RJM Design Group (Parks, Trails, & Open
Space Master Plan): Leads the Parks, Trails, and
Open Space Master Plan update, conducting GIS
gap analyses, field condition assessments, and
walkability evaluations to guide investments.

JZMK Partners (Urban Design): Provides urban
design support for the General Plan and Specific Plan
Updates.

Economic & Planning Systems (EPS) (Housing
& Economic Feasibility): Leads the Housing
Market Feasibility Analysis, evaluating development
economics to ensure land use policies support realworld housing production.

South Environmental (Cultural & Historic
Resources): Conducts cultural and historic resources
research, Native American tribal consultation
support (AB 52/SB 18), and technical documentation
for CEQA defensibility.

2. EXECUTIVE SUMMARY
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De Novo Planning | 4
City of Escondido | General Plan Update

INFRASTRUCTURE LEADING

LAND USE
Our project framework treats infrastructure analysis
not as a post-hoc modeling exercise, but as the
foundational baseline that directly shapes land use
policy, housing feasibility, and environmental review.

BASELINE ANALYSIS
Our engineering and utility team leads establish
system capacities, identify deficiency triggers, and
map infrastructure constraints. Simultaneously, EPS
evaluates real-world housing market feasibility to
ensure policy goals match economic realities.

INFORMED LAND USE STRATEGIES
Our team translates these hard utility and circulation
thresholds into realistic, implementable land use
alternatives and urban design frameworks for the
Downtown and South Centre City Specific Plans.

Growth is directed precisely where utility capacity
exists or where capital investments yield the highest
public return.

POLICY ALIGNMENT AND CEQA

COMPLIANCE
We will interpret these infrastructure-led growth
patterns into adoption-ready General Plan Chapters
II (Land Use) and III (Mobility & Infrastructure).

Alongside our technical team experts, De Novo coauthors a legally defensible Programmatic EIR that tiers directly from Year 1 modeling data.

DELIVERING ON AN

ACCELERATED SCHEDULE
Executing a full-scope, multi-plan program within
a strict 22-month horizon requires a fast-track
management mindset.

Our team is built for fast schedules. As an
independent, senior-managed prime consultant,
we operate without corporate bureaucracy or
administrative hand-offs. Our Principals own the
company and personally drive the project every day.

Accelerated schedules face predictable hurdles. Our
team mitigates these risks upfront using a variety of
intentional strategies, including:
» De Novo establishes consolidated interdepartmental review windows and holds bi-monthly cross-discipline alignment
sessions to resolve utility, traffic, and land
use policy questions concurrently rather than
sequentially.
» We perform a rapid GIS and document audit
during Task 1, unifying baseline layers within
the first 30 days so modeling teams work from
a single, verified dataset.
» We secure formal concurrence at
clear decision gates (Vision Statement,
Infrastructure Capacities, Preferred Land
Use Alternative) before initiating detailed
document or EIR drafting.

While our team is fully equipped to execute this
aggressive schedule, our 20 years of General Plan
experience tells us that sub-two-year timelines carry
inherent risks—often driven by factors outside City
control, such as staff turnover or new legislation. To
protect public trust and ensure community ideas
are thoughtfully processed, we respectfully offer
that extending the schedule to 28 months provides
valuable “breathing room” for maximum project
success.

Resolution No. 2026-165
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De Novo Planning | 5
City of Escondido | General Plan Update

SHARED COMMITMENTS FOR

PROJECT SUCCESS
De Novo stands firmly by our proposed schedule and
budget, but maintaining total momentum requires
a true, active partnership with the City. Achieving
adoption by July 2028 relies on mutual commitment:
» Accelerated Staff Reviews: City staff must
commit to expedited review turnarounds
(typically 10 to 14 business days) for draft
deliverables.
» Prompt Data Access: Immediate provision of
utility records, GIS layers, and staff contact
channels upon Notice to Proceed.
» Decisive Milestone Approvals: Timely
agendizing and decisive direction at key
project milestones keep downstream
deliverables on track without pause.

We stand by our $2.25 million cost proposal as a
complete, fixed-fee commitment for the requested
scope of work. To protect the City’s budget, we
deploy real-time task tracking to prevent scope
creep. Should the schedule be significantly extended
due to external delays outside the team’s control,
or should the City explicitly request tasks beyond
the established RFP scope, De Novo will flag these
items immediately and negotiate any necessary
change orders transparently before additional work
is performed.

PROJECT EXECUTION &

MANAGEMENT STRATEGY
De Novo Planning Group serves as the single
point of accountability for the City of Escondido,
removing administrative burdens from City staff
while keeping the multi-firm team aligned. Project
Manager Amanda Tropiano and Assistant Project
Manager Erik Anderson have both completed formal
PSMJ Project Management Training—the industry
standard in professional design firm delivery.

Applying PSMJ principles, our project execution
strategy focuses on these core pillars:

Earned Value Management: We track task
completion against budget burn rates in real time,
identifying potential scope variances or schedule
bottlenecks weeks before they impact delivery.

Cross-Discipline Alignment: We maintain strict
communication protocols, shared data baselines,
and weekly PM coordination meetings across all
eight subconsultants to ensure technical modeling
directly informs policy drafting.

Rigorous QA/QC Protocols: Every deliverable
undergoes independent technical and editorial
review prior to City submittal, ensuring that all
data, maps, policies, and environmental analyses
are seamless, internally consistent, and legally
defensible.

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De Novo Planning | 6
The City of Escondido is at a defining juncture in
its 138-year history. As one of North County San
Diego’s foundational communities, Escondido’s
identity is deeply rooted in its agricultural heritage, historic downtown core along Grand Avenue,
classic events, and landmark civic assets like Grape
Day Park and Daley Ranch. Today, Escondido is a
mature, well-served, and largely built-out city. The
question before the community is not whether it will
grow, but how future growth can be intentionally
guided to reinforce city character, strengthen
fiscal sustainability, and improve the daily lived
environment for current and future residents.

Because Escondido is mostly built out, future physical
change will occur primarily through targeted infill,
corridor revitalization, and mixed-use reinvestment
concentrated heavily within the city’s urban core:
the Downtown Specific Plan and South Centre City
Specific Plan areas. Navigating this evolution presents complex, interrelated local challenges.

Preserving Local Character While Meeting Housing
Needs: Fulfilling state-mandated housing objectives
and local housing feasibility requires thoughtful
infill while protecting established residential
neighborhoods and historic assets.

Balancing Corridor Functions: Re-examining heavily
traveled corridors like Centre City Parkway to
improve multimodal circulation, access, and street
function while integrating drive-through uses,
commercial vitality, and freight movement.

Downtown Vitality and Parking Management:

Supporting mixed-use development and groundfloor retail along Grand Avenue while addressing public concerns around parking availability, turnover,
and utilization.

Aging Infrastructure Networks: Managing utility
systems where older distribution lines—including
water mains 60 to 70 years old—require strategic
looping, pressure management, fire-flow upgrades,
and capacity assessments.

Wastewater Conveyance, Reuse, and Outfall
Constraints: Accommodating increased infill flows
while addressing collection capacity, wet-weather
inflow and infiltration (I/I), HARRF treatment limits,
and outfall capacity through recycled water, potable
reuse, and targeted CIP planning.

Modernizing Drainage and Stormwater Regulations:

Modernizing a 1995 drainage framework to address
changed hydrology, clarify asset ownership/
maintenance gaps across 175 miles of infrastructure,
and align land use with regional stormwater capture
and Water Board compliance.

Expanding Parks, Trails, and Mobility Access:

Closing sidewalk gaps, strengthening north-south
bike connections (such as Escondido Boulevard),
improving access to the Escondido Creek Trail,
evaluating microtransit circulators, and addressing
park service gaps through 15-minute walkability
thresholds.

To successfully resolve these dynamics,
Escondido 2040 must be grounded in a
straightforward, non-negotiable principle:

Infrastructure Leading Land Use.

3. PROJECT UNDERSTANDING & VISION
Resolution No. 2026-165
Exhibit “A”

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WHY INTEGRATED

INFRASTRUCTURE AND LAND

USE PLANNING IS CRITICAL
Traditional planning evaluates utility, mobility, and
environmental capacity only after policy maps are
set—creating fiscal and operational risks for builtout cities like Escondido. Our integrated framework treats infrastructure modeling as the primary
driver of land use policy. Establishing empirical
utility, VMT, and park baselines in Phase 1 allows
us to design Phase 2 land use scenarios around
real-world capacity thresholds. Growth is directed
precisely where infrastructure exists or where
strategic capital investments yield the highest
public return.

FOUR CORE FOUNDATION

ELEMENTS DRIVING PROJECT

SUCCESS
To maximize value within the $2.25 million budget
and 22-month schedule, our approach focuses on
four operational priorities:

A RECONCILED, PARCEL-LEVEL GIS DATA

FOUNDATION
Per Q&A Memo #2, City GIS layers vary in
completeness. Reconciling utility networks, parcel
boundaries, zoning overlays, and asset inventories
during Year 1 establishes a single, verified data
baseline for all technical models, Specific Plan
options, and CEQA calculations.

REAL-WORLD ECONOMIC AND HOUSING

FEASIBILITY
Policy maps alone cannot produce housing. Led
by EPS, our Housing Market Feasibility Analysis
evaluates land costs, infrastructure burdens, and
construction economics—ensuring updated zoning
and parking standards in the Downtown and South
Centre City Specific Plans are financially viable for
private investment.

ACTIONABLE CAPITAL IMPROVEMENT

PROGRAMMING (CIP)
Each of our five Master Plans (Water, Wastewater,
Stormwater, Transportation, and Parks) will
establish prioritized 5-, 10-, and 20-year CIPs with
project descriptions, cost estimates, triggers, and
funding tools (grants, impact fees, EIFDs) to align
annual budgeting with long-term growth.

TRANSPARENT, ACCESSIBLE, AND

CONTINUOUS DIGITAL ENGAGEMENT
De Novo’s outreach strategy translates complex
engineering models into plain-language choices.

Using digital tools linked to the City’s website and
Your Escondido portal, residents can track progress
and provide input—ensuring engagement directly
informs technical decision-making.

As a Principal-led extension of Development
Services staff, De Novo brings the local expertise,
technical discipline, and management structure
needed to deliver an adoption-ready Escondido
2040 program.

Resolution No. 2026-165
Exhibit “A”

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52 Item5.

De Novo Planning | 8

PROJECT APPROACH
Our approach to Escondido 2040: Infrastructure
Leading Land Use pairs proven long-range planning
expertise across Southern California with deep local
infrastructure knowledge. De Novo Planning Group
is joined by our hand-selected team of long-standing
technical partners, who bring a shared working
rhythm, established standards, and zero learning
curve.

Our technical execution relies on five core principles:

1. THE BOUTIQUE ADVANTAGE & NORTH

COUNTY PROXIMITY
De Novo’s senior Principals personally lead
every task and author every major deliverable,
guaranteeing dedicated executive oversight.

We bring proven, on-the-ground North County
track record—demonstrated by our work on
neighboring San Marcos’s Housing, Safety, and
Environmental Justice Elements and General Plan
Update. With Assistant PM Erik Anderson living
just 20 minutes from Escondido City Hall, our team
offers unmatched local responsiveness, immediate
momentum, and fast-track 22-month execution
within budget.

2. INFRASTRUCTURE-LED LAND USE

SCENARIOS
Land use updates cannot occur in a vacuum. We
establish a technical framework where utility
capacity, traffic thresholds, and drainage limitations
dictate growth options. By evaluating baseline
capacities across five parallel Master Plan updates
(Water, Wastewater, Stormwater, Transportation,
Parks), we test growth scenarios in real-time
against hydraulic and travel demand models—
ensuring General Plan and Specific Plan updates
are fully grounded in physical reality and backed by
prioritized CIPs.

3. AUTHENTIC, TRANSPARENT, &

BILINGUAL COMMUNITY DIALOGUE
With over 50% of Escondido’s population speaking
Spanish at home, all outreach materials, surveys,
and workshops will be fully bilingual. Managed
in collaboration with City Staff, our engagement
bridges long-range policy with daily community
needs. We combine a citywide USPS EDDM mailer
(~50,000 addresses) and interactive workshops with
targeted pop-ups at local events (e.g., Grape Day
Park), student/youth focus groups (Palomar College,
EUHSD), and digital integration via the City’s Your
Escondido portal.

4. BUILT-IN “SELF-MITIGATING” CEQA

STREAMLINING
We evaluate environmental constraints concurrently
with policy drafting. Spotting environmental
sensitivities early allows General Plan policies
and Specific Plan standards to double as builtin mitigation. This produces a “self-mitigating” Program EIR under CEQA Guidelines Section 15168
that resolves policy conflicts upfront, protects
project budgets, and establishes a robust tiering
framework to accelerate future capital works and
private infill approvals.

5. REAL-WORLD FEASIBILITY & LEGAL

ALIGNMENT
Backed by EPS’s development economics
prototyping, we ensure land use designations and
objective design standards in the Downtown and
South Centre City Specific Plans are financially
viable for private investment. Concurrently, De
Novo ensures 100% compliance with LCI Guidelines,
wildfire safety mandates (WUI), Assembly Bill 98
truck routing, and state housing laws—leveraging
our 100% HCD certification track record to align
seamlessly with the City’s parallel housing processes.

4. TECHNICAL APPROACH & WORK PROGRAM
Resolution No. 2026-165
Exhibit “A”

Page 30 of 59 ends

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City of Escondido | General Plan Update

WORK PLAN
PHASE 1: PROJECT MANAGEMENT,

KICKOFF & BASELINE DATA COMPILATION
Phase 1 establishes the administrative backbone,
baseline communication protocols, and preliminary
technical data collection across all team disciplines
and City departments. Our team acts as the single
point of accountability for the City of Escondido,
ensuring strict adherence to the fast-track 22-month
schedule and $2.25M project budget.

Task 1.1: Project Kickoff Meeting, City Tour &
Data Protocols
Within two weeks of Notice to Proceed (NTP), our
team leads will meet in-person with City staff to
finalize the master critical-path schedule, review
project milestones, and confirm data needs and
sharing protocols. Following the meeting, our team
and City staff will conduct a field tour of Escondido,
focusing on the Downtown Specific Plan (DSP) area,
South Centre City Specific Plan (SCCSP) corridor,
HARRF/water treatment facilities, storm drain
deficiency hot-spots, park equity focus areas, and
sphere boundary transitions.

Concurrently, our team will issue consolidated
baseline data requests to City staff for existing GIS
layers, utility models, historical records, CCTV files, and prior planning studies. Our team will also submit
formal requests for a California Historical Resources
Information System (CHRIS) records search from the
South Coastal Information Center (SCIC) and a Native
American Heritage Commission (NAHC) Sacred
Lands File search.

Task 1.2: Continuous Project Administration &
Team Coordination
Our project management team will maintain
continuous, hands-on management, conducting
bi-monthly virtual check-ins with City staff and
bi-monthly internal team coordination meetings.

Our team will establish and maintain a centralized,
secure project workspace to host spatial data, draft
text, review logs, and progress tracking maps.

Monthly progress reports will be compiled detailing
percent completion by task, budget tracking,
milestone achievements, and upcoming review
windows.

Phase 1 Deliverables
» Master Project Schedule, Kickoff Meeting
Agenda & Summary Notes.
» Comprehensive Consolidated Baseline Data
Request List.
» Secure Cloud Workspace Setup &
Maintenance.
» Monthly Progress Reports & Itemized Invoices.

PHASE 2: COMMUNITY ENGAGEMENT
Executed with IAP2-certified discipline, Phase 2
implements a targeted, high-impact outreach
program that connects long-range infrastructure
capacities to daily community choices without
creating schedule delays. City staff serve as
central operational partners, leveraging municipal
communication channels to maintain strict budget
stewardship.

Task 2.1: Community Engagement Plan (CEP)
& Branding Toolkit
Our team will author a streamlined CEP defining
outreach objectives, engagement channels,
language protocols, and quantitative performance
tracking metrics. To establish project recognition,
our team will create a cohesive “Escondido 2040”
branding kit—including a logo, tagline, color palette,
and translated template suite (fliers, slides, displays).

A core messaging matrix will be developed to explain
“Infrastructure Leading Land Use” and municipal
constraints in approachable language.

Task 2.2: Digital Engagement, Surveys &
Citywide EDDM Direct Mailer
Our team will design and launch a project website
with a portal integrated with the City’s website and
Your Escondido, hosting drafts, event schedules, and
video content. A brief 2–3 minute bilingual video
will be produced to explain project objectives and
engagement opportunities. Our team will host and
analyze two citywide bilingual online surveys: (1)
Visioning, Infrastructure & Community Priorities,
and (2) Land Use Alternatives & Specific Plan
Choices. To guarantee 100% household reach, our
team will design, print, and distribute a two-sided,
bilingual postcard mailer via USPS Every Door Direct
Mail (EDDM) to approximately 50,000 residential
and business addresses citywide.

Resolution No. 2026-165
Exhibit “A”

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Task 2.3: In-Person Workshops, Pop-Ups &
Committee Facilitation
Our team will plan, staff, and facilitate three major
citywide workshops with simultaneous Spanish
interpretation (provided by City staff): (1) Visioning & Infrastructure Capacity, (2) Land Use & Specific Plan
Alternatives, and (3) Draft Plan Review. Our team will
prepare material for staff to use at interactive popup stations at two high-traffic community events or facilities (e.g., Grape Day Park, Senior Center) using
visual display boards and survey cards.

City Staff are expected to conduct up to ten targeted
stakeholder interview sessions with key community
leaders, business representatives, housing
advocates, and youth/educational partners (Palomar
College, EUHSD) and provide notes to the consultant
team. Additionally, our team will prepare slide decks,
facilitation guides, and lead up to six meetings with
the General Plan Advisory Committee (GPAC) or
Internal Technical Working Group, incorporating
specialized team leads as topics required. The City is
expected to manage the GPAC appointment process,
and De Novo will provide insight and direction on
composition. De Novo will also host three meetings/
briefings with special community groups to discuss
the project and gather input.

Phase 2 Deliverables:
» Draft and Final Community Engagement Plan
(CEP) & Branding Toolkit.
» Live Project Web Portal Architecture &
Bilingual 2–3 Minute Overview Video.
» Designed, Printed, and Distributed Citywide
EDDM Postcard Mailer (~50,000 addresses).
» Two (2) Bilingual Online Surveys and
Comprehensive Summary Reports.
» Meeting Materials, Displays, Translation, and
Summary Reports for 3 Citywide Workshops,
2 Pop-Ups, 10 Stakeholder Interviews, and 6
GPAC Meetings.
» Three special group meetings such as with
youth, seniors, persons with disabilities, or
other groups that can provide special insight
into the community.

PHASE 3: BASELINE ASSESSMENTS &

MASTER PLAN UPDATES
Phase 3 builds the data-driven infrastructure,
environmental, and market foundation of Escondido
2040. Technical specialists across our team execute
their respective baseline evaluations and Master
Plan updates concurrently, directly informing the
“Infrastructure Leading Land Use” framework. For
the purposes of this proposal, we summarized the
master plan scopes of work below. However, more
robust scopes of work can be provided immediately
upon request should that information be helpful as
part of the City’s proposal review.

Task 3.1: Water Master Plan Update
Our team will review the 2012 Water Master Plan,
2025 UWMP, CIP, and Climatec InfoWater model
documentation to establish planning criteria and
conduct a data gap assessment. Existing and
future water demands will be developed for up
to three General Plan growth scenarios using
land use projections provided by our land use
team, reconciled with 2025 UWMP and SANDAG
Series 15 data. Our team will evaluate the water
supply portfolio (SDCWA, SLR Indian Water
Authority, surface, recycled), raw water storage
and conveyance (Lake Henshaw, Lake Wohlford,
dams, DSOD restrictions), and source water quality/
treatment constraints at the Escondido/Vista WTP.

Using the updated InfoWater model, our team will
evaluate the distribution system under average
day, max day, peak hour, and fire flow conditions
across three future scenarios to identify capacity
deficiencies. Our team will evaluate water service
extension feasibility to Sphere of Influence (SOI)
areas, perform a planning-level asset renewal
assessment, and establish a prioritized 5-, 10-,
and 20-year Water CIP with cost estimates and
implementation triggers in a Draft and Final Water
Master Plan report.

Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update
Task 3.2: Wastewater Master Plan Update
Our team will review the 2012 Wastewater Master
Plan, SSMP, HARRF/outfall data, and backbone sewer
model, and execute up to 8 weeks of temporary
flow monitoring at up to 20 sites. Dry-weather flow
factors and wet-weather peaking assumptions will
be updated to calibrate the backbone hydraulic
model. The model will evaluate backbone
conveyance capacity, surcharging, lift station/force
main firm capacities, and HARRF treatment/disposal
constraints across existing conditions and up to
three future General Plan scenarios.

Our team will assess the Escondido Land Outfall and
San Elijo Ocean Outfall capacities, evaluate sewer
extension feasibility to SOI areas, and establish
a high-level collection system asset renewal
framework. Findings will be synthesized into a
prioritized 5-, 10-, and 20-year Wastewater CIP
with cost estimates in a Draft and Final Wastewater
Master Plan report.

Task 3.3: Stormwater & Drainage Master Plan
Update
Our team will review record drainage reports,
interview City maintenance staff regarding historical
flooding, conduct field reviews of surface facilities,
and review up to 80 hours of City-provided CCTV
inspection video/captures to identify pipe repair
and replacement projects. Drainage basins and flow
paths will be delineated in GIS for pipes ≥18-inch
diameter and inlets ≥1 sq ft .

Our team will build an AES computer model network
and perform 10-year and 100-year Rational Method
hydrologic analyses under existing and built-out
conditions using City criteria. System deficiencies will be identified, and itemized unit cost estimates will
be generated for proposed capital projects. NPDES
permit compliance will be reviewed to summarize
receiving water impacts and identify structural BMP/
detention facility opportunities. All findings will be
compiled into a Draft and Final Stormwater and
Drainage Master Plan report with color graphics and
summary worksheets.

Task 3.4: Transportation Master Plan
Our team will prepare a Transportation Master
Plan (TMP) that establishes near- and long-term
transportation investments to support safety,
mobility choice, economic vitality, and alignment
between transportation infrastructure, future
land use, and community development objectives.

Leveraging five years of prior City transportation
planning—including CATS, the Transportation Needs
Assessment, VMT Guidelines, and Mobility Element
analyses—the TMP will translate past work into an
actionable capital project list. Our team will update
the CATS webmap repository with current collision,
transit, and truck route data, supplemented by
$15,000 in new data collection ($10,000 for turning
counts at up to 20 intersections; $5,000 for big-data
origin-destination analysis across up to 5 zones).

Using the SANDAG Activity Based Model 3 (ABM 3),
our team will forecast travel demand across three
scenarios: 2022 Base Year, 2050 No Project baseline,
and a custom 2050 With Project run incorporating
updated General Plan and Specific Plan land uses.

Building on existing plans, our team will review
background deficiencies, assess Zoning Code Article
39 parking standards, evaluate transit first/last-mile
options (including microtransit), and apply LOS/
VMT guidance. We will provide oversight as City
staff drafts mobility goals, policies, and trade-off
evaluation frameworks. Our team will address curb
management, goods movement (pursuant to AB
98), and expand the CATS data-driven prioritization
process based on equity, safety, land use, and
public input. Furthermore, the TMP will re-examine
and prioritize key future projects—including the
Lincoln Parkway extension, Bear Valley Parkway
widening (4 lanes), Citracado Parkway extension,
and Broadway northern extension. We will
evaluate signal/roundabout needs via LOS analysis
at up to 20 unsignalized Collector intersections,
analyze roadway build-out constraints (right-ofway, land use), and summarize emerging mobility technologies.

Resolution No. 2026-165
Exhibit “A”

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Task 3.5: Downtown Focused Parking Study
Our team will perform a comprehensive assessment
of downtown parking conditions within the core
area generally bounded by Valley Parkway, Centre
City Parkway, Ivy Street / 2nd Avenue / Valley, and
3rd Avenue. Operating under the Option B baseline
framework, our team will execute traditional
physical parking data collection across two full
12-hour days (one weekday and one weekend
day) using hourly counts to evaluate public and
private parking supply, utilization patterns, turnover
rates, location-specific demand, and peak-period
occupancy. Field data will be evaluated to produce
a detailed series of spatial GIS maps depicting
parking inventory, time-of-day demand, and
parking “heat maps” that pinpoint localized surplus
and constraint areas. Our team will perform a
targeted review of Article 39 parking requirements
and benchmark parking regulations, pricing, and
management strategies against up to two peer
agencies with similar downtown conditions.

Findings will be synthesized into a structured menu
of parking demand management strategies—
including wayfinding, time-limit adjustments,
pricing strategies, shared parking/partnership
opportunities, and an overview of alternative
technology-based tools (such as real-time parking
apps and smart sensors)—summarized in a technical
memorandum to guide City staff in finalizing the
downtown parking management plan.

To remain responsive to the City’s budget and
desired level of analysis, Fehr & Peers has developed
alternative options for this task if desired, which
involve less work and a lower cost. This information
can be provided upon request.

Task 3.6: Parks, Trails, and Open Space Master
Plan Update
Our team will review the 1999 Master Plan and
regional plans, interpret demographic data against
NRPA benchmarks, compile a GIS inventory, and
conduct visual field reviews of all City parks,
facilities, restrooms, playgrounds, irrigation, and
deferred maintenance. A 15-minute walkability
GIS gap analysis will be performed alongside park
utilization analysis using Unacast mobile location
data.

Our team will map the trail network, document
conditions, identify gaps, and perform a
habitat/wildlife connectivity overlay analysis to
pinpoint rewilding, shade, and climate resilience
opportunities. Findings will be synthesized into a
systemwide Needs Assessment, recommendations
for park enhancements and trail loops, a prioritized
5-, 10, and 20-year Parks CIP with cost ranges,
an O&M review, and funding strategies within an
Administrative Draft, Draft, and Final Parks, Trails,
and Open Space Master Plan report.

Task 3.7: Socioeconomic Profile & Housing
Market Feasibility Study
Our team will analyze real estate market factors
(historical trends, rents, absorption, growth) across
retail, office, industrial, residential, and hospitality sectors, review City tax revenue resilience, and
summarize findings in a PPT presentation supporting
General Plan Chapter II. Concurrently, our team will
update the City’s 2012 Residential Sector Feasibility
Study, evaluating RHNA progress, economic
feasibility factors, and key Housing Element/Cityidentified redevelopment sites to formulate housing recommendations across affordability levels.

Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update
Task 3.8: Cultural Resources Baseline &
Existing Conditions
Our team will conduct background archival research
and integrate the CHRIS and NAHC search results
to author a Cultural Resources Existing Conditions
Report summarizing archaeological, historic, and
tribal settings.

Task 3.9: Opportunities and Constraints
Summary
Our team will synthesize all technical baseline
findings into a concise Opportunities and Constraints
Summary Report, which is expected to include a
combination of narrative, graphics, and maps. This
task will be used to directly information preparation
of the land use alternatives.

Phase 3 Deliverables:
» Draft and Final Water Master Plan Report.
» Draft and Final Wastewater Master Plan
Report.
» Draft and Final Stormwater & Drainage Master
Plan Report.
» Draft and Final Transportation Master Plan
Report
» Downtown Focused Parking Study PowerPoint
Technical Memorandum & Heat Maps
» Draft and Final Parks, Trails, and Open Space
Master Plan Report.
» Socioeconomic Market Profile Presentation
Deck & Housing Market Feasibility Study Tech
Memo.
» Cultural Resources Existing Conditions Report.
» Opportunities and Constraints Summary.

PHASE 4: GENERAL PLAN & SPECIFIC

PLAN UPDATES
Phase 4 translates community vision and Master
Plan infrastructure capacities into updated General
Plan policy elements and parcel-level Specific Plan
development standards. Environmental mitigation is
integrated directly into policy text to produce a “selfmitigating” plan.

Task 4.1: Community Vision Report & Land
Use Alternatives
Our team will compile Phase 2 outreach outcomes
into a graphic Vision Report. Based on public input
and technical baseline data, our team will craft up
to three distinct land use mapping scenarios testing
varying land use intensities, infill locations, and
Specific Plan boundary refinements against Master
Plan utility and transportation capacities. To support
alternatives evaluation, our team will generate 3D
visual simulations, site massing prototypes, and
streetscape design concepts for key opportunity
sites within the Downtown and South Centre City
areas.

Our team will facilitate public, Planning Commission,
and City Council study sessions to select a hybrid
Preferred Land Use Plan, establishing the formal
Project Description for CEQA.

Task 4.2: General Plan Element Updates
(Chapters II & III)
Our team will draft streamlined, highly graphic
General Plan Elements in full compliance with LCI
Guidelines and state law:

Chapter II: Land Use and Community Form:

Establishes updated land use designations,
community design principles, housing capacity
integration, and economic resilience policies
supported by market feasibility findings.

Chapter III: Mobility and Infrastructure: Drafts
mobility goals, context-sensitive roadway
classifications, cross-sections distinguishing
“people-focused streets,” complete streets
policies, VMT reduction strategies, and goods
movement/truck route updates (AB 98). Drafts
infrastructure policy frameworks for water supply,
wastewater conveyance, stormwater management,
flood control, solid waste, energy, and digital
infrastructure based on Master Plan findings.

Resolution No. 2026-165
Exhibit “A”

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Safety, Conservation, Open Space, & EJ Policy
Integration: Reviews and incorporates policy
updates addressing climate adaptation, wildfire
hazards (WUI), environmental justice focus areas,
open space preservation, and cultural resource
protection. Our team directly leverages our recent
North County success in San Marcos—where we
successfully authored their 6th Cycle Housing
Element, updated Safety Element (SB 379/1241
compliance), and Environmental Justice Element—
ensuring Escondido’s policy updates are technically
sound, legally defensible, and tailored to North
County conditions.

Task 4.3: Specific Plan Updates (DSP & SCCSP)
Based on RFP objectives, Q&A clarifications, and
citywide infrastructure thresholds, our team will
execute comprehensive, parcel-level updates to
both the Downtown Specific Plan (DSP) and the
South Centre City Specific Plan (SCCSP):

Downtown Specific Plan (DSP) Update: Our team
will modernize the DSP to transform downtown
Escondido into a more vibrant, walkable, and
economically resilient urban core. Key updates
include: (1) Reconciling zoning boundaries and
density allowances with 6th Cycle Housing
Element commitments and RHNA candidate sites;
(2) Establishing enforceable Objective Design
Standards for mixed-use and multifamily infill to
ensure architectural compatibility and streamline
ministerial review; (3) Incorporating findings from
the Downtown Parking Study to update Article
39 parking standards, shared parking provisions,
unbundled parking rules, and active transportation
connections; (4) Updating streetscape activation
policies, ground-floor retail requirements, outdoor
dining standards, and historic district compatibility
guidelines; and (5) Aligning utility expansion triggers with Water, Wastewater, and Stormwater Master
Plan CIP priorities.

South Centre City Specific Plan (SCCSP) Update:

Our team will overhaul the SCCSP to guide the
evolution of this heavy commercial arterial corridor
into an attractive, multimodal mixed-use gateway.

Key updates include: (1) Establishing flexible mixeduse and residential overlay zones that incentivize the transition of underutilized, auto-oriented
commercial parcels into housing and communityserving retail; (2) Creating streetscape, setback, and landscape buffer standards along Centre City
Parkway and South Escondido Boulevard to improve
pedestrian safety, urban canopy, and visual quality;
(3) Integrating complete streets cross-sections,
drive-through design standards, curb-management
rules, and access-control policies along high-volume
travel corridors; (4) Addressing environmental justice
priorities in adjacent equity focus areas through
enhanced park access, urban heat mitigation, and
pedestrian safety connections; and (5) Aligning
infrastructure capacity thresholds with drainage and
utility CIP sequencing.

Phase 4 Deliverables:
» Community Vision Report (English & Spanish).
» Land Use Alternatives Report with 3D Visual
Renderings.
» Preferred Land Use Map & Finalized Buildout
Data Package.
» Administrative, Screencheck, and Public
Review Drafts of Updated General Plan
Chapters II & III.
» Administrative, Screencheck, and Public
Review Drafts of Updated Downtown Specific
Plan and South Centre City Specific Plan.

PHASE 5: CEQA COMPLIANCE (PROGRAM
EIR)
Phase 5 executes a complete, legally defensible
environmental review process pursuant to CEQA
Guidelines Section 15168. The Programmatic EIR
(PEIR) evaluates the combined buildout of the
updated General Plan, two Specific Plans, and five
Master Plans, creating a “tiering structure” that
streamlines future public works and private infill
projects.

Task 5.1: Scoping, NOP & AB 52 / SB 18 Tribal
Consultation Assistance
Our team will draft and distribute the Notice of
Preparation (NOP) to the State Clearinghouse (CEQA
Submit) and San Diego County Clerk, and facilitate
one public CEQA Scoping Meeting. Concurrently,
our team will assist the City with government-togovernment tribal consultation under AB 52 and SB 18. Services include requesting NAHC contact
lists, drafting certified notification letters on City
letterhead, maintaining consultation tracking logs,
and attending up to three 1-hour consultation
meetings with City staff and tribal representatives.

Resolution No. 2026-165
Exhibit “A”

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59 Item5.

De Novo Planning | 15
City of Escondido | General Plan Update
Task 5.2: Program EIR Preparation
Our team will execute CalEEMod modeling for
Air Quality/GHG emissions, energy consumption
analysis, traffic noise contour modeling, and
VMT impact analysis. Our team will author the
Administrative Draft PEIR covering all 20 CEQA
environmental topics, leveraging the “selfmitigating” policies embedded in the General Plan and Specific Plans.

Following City review, our team will publish
the Public Review Draft PEIR, file the Notice of
Availability (NOA) with the County Clerk and State
Clearinghouse, and manage the mandatory 45-day
public review period. Upon conclusion of public
review, our team will prepare formal Responses
to Comments, Errata, Mitigation Monitoring and
Reporting Program (MMRP), CEQA Findings of Fact,
and a Statement of Overriding Considerations (if
necessary).

Phase 5 Deliverables:
» Draft, Revised, and Final Notice of Preparation
(NOP) & Scoping Meeting Summary.
» Certified Mail Tribal Consultation Letters &
Consultation Tracking Logs.
» Cultural Resources Technical Report for PEIR.
» Administrative Draft PEIR with Technical
Appendices.
» Public Review Draft PEIR, NOA, NOC, and State
Clearinghouse Filings.
» Final PEIR, Response to Comments, MMRP,
Findings of Fact, and Statement of Overriding
Considerations.

PHASE 6: PUBLIC HEARINGS & ADOPTION
Phase 6 guides the finalized Escondido 2040
planning suite through formal municipal review,
securing adoption from the Planning Commission
and City Council prior to July 1, 2028.

Task 6.1: Advisory Body Briefings & Study
Sessions
Our team will present progress updates, community
input summaries, and draft documents at up to
four strategic study sessions with the Planning
Commission, City Council, or standing advisory
bodies. Technical specialists on our team will attend
focused study sessions for the Parks Master Plan and
utility master plans as requested.

Task 6.2: Formal Public Adoption Hearings
Our team will present expert testimony and policy
overviews at up to two formal Planning Commission
hearings to secure recommendations for approval.

Our team will subsequently present at up to two
formal City Council hearings to secure Final PEIR
certification and full adoption of the General Plan
updates, Specific Plan updates, and Master Plans.

Task 6.3: Master Plan Capital Improvement &
Funding Roadmaps
Building off the growth projections and
infrastructure needs identified in the updated
Master Plans (Water, Wastewater, Stormwater,
Transportation, Parks), our team will establish
a comprehensive funding roadmap. Our team
will evaluate funding mechanisms—including
Development Impact Fee (DIF) updates, Enhanced
Infrastructure Financing Districts (EIFDs), utility rate structures, and state/federal grant opportunities—
summarized in a single, unified Technical
Memorandum to guide long-term CIP execution.

Task 6.4: Final Document Publishing & Notice
of Determination (NOD)
Our team will compile and deliver final, searchable
electronic PDF files and bound hardcopies of all
adopted General Plan elements, Specific Plans,
Master Plans, and PEIR documents. Within five
business days of adoption, our team will file the
Notice of Determination (NOD) with the San Diego
County Clerk and State Clearinghouse.

Phase 6 Deliverables:
» Facilitation, Presentation Decks, and Graphics
for up to 4 Study Sessions / Briefings.
» Expert Representation and Facilitation at 4
Formal Public Adoption Hearings (Planning
Commission and City Council).
» Unified Master Plan Funding Strategy
Technical Memorandum.
» Final Adopted Plan Documents (General Plan,
Specific Plans, 5 Master Plans, PEIR) in Digital
and Bound Formats.
» Filed Notice of Determination (NOD) and Fee
Receipts.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 16

CEQA COMPLIANCE
PATHWAY: PROGRAMMATIC

ENVIRONMENTAL IMPACT

REPORT (PEIR)
De Novo recommends preparing a Programmatic EIR
(PEIR) pursuant to CEQA Guidelines Section 15168.

Evaluating a package of comprehensive long-range
planning documents that are logical parts in the
chain of contemplated actions—such as the updates
to the General Plan, five Master Plans, and two
Specific Plans—is explicitly authorized under Section
15168 and provides Escondido with distinct legal
and practical advantages:

Reduced Legal Vulnerability: A single, cohesive
PEIR creates a defensible administrative record and
minimizes legal risks alleging a failure to consider
cumulative effects.

Tiering & Streamlined Future Review: Once
certified, future site-specific public and private
projects consistent with the plan can “tier” off
the PEIR under CEQA Guidelines Section 15152,
drastically cutting environmental review time and
costs for subsequent applications.

Robust Cumulative Impact Analysis: Evaluating
the entire program in one comprehensive document
provides proper consideration of local and regional
cumulative impacts—such as transportation,
air quality, greenhouse gas emissions, and
infrastructure—that standalone project-specific
analyses often miss.

Avoidance of Duplicative Review: A coordinated
PEIR prevents repetitive reconsideration of
fundamental policy and land use decisions across
subsequent proceedings.

Cost and Resource Efficiency: Combining related
planning efforts into a single document reduces
duplicate administrative tasks, public notices,
consultant fees, and staff time.

The PEIR will evaluate the full buildout scenario
resulting from all proposed General Plan
amendments, Master Plans, and Specific Plan
updates. Where applicable, targeted supplemental
analysis may be incorporated to reflect specific
constraints relevant to a particular Master Plan or
Specific Plan component.

Comprehensive Project Description: Defining the
“Project” to encompass all policy changes, land use
designations, infrastructure improvements, and
development potential satisfies CEQA’s requirement
to evaluate the whole of an action in a single
document.

Unified Baseline & Modeling: The PEIR will
establish one consistent baseline. Our team will
perform a single, unified set of technical studies
(traffic forecasting, air quality/GHG modeling,
infrastructure assessments, and noise modeling)
based on total growth across all plan components,
eliminating contradictory assumptions.

Consolidated Regulatory Framework: The PEIR will
establish uniform CEQA significance thresholds and
evaluate how all plan components collectively align
with local and regional regulatory requirements.

Programmatic Mitigation Measures: De Novo
specializes in authoring “self-mitigating” planning
documents. By integrating our CEQA team with
our policy writers, environmental protection
standards are built directly into the General Plan
policy framework and Specific Plan development
regulations. Potential impacts regarding noise,
runoff, cultural resources, or visual quality are
mitigated through enforceable plan policies upfront,
avoiding excessive reliance on post-EIR mitigation
measures.

Feasible Alternatives: The PEIR will evaluate
a range of alternatives that attain basic project
objectives while avoiding or lessening significant
environmental effects. Market feasibility and
infrastructure analyses will inform a realistic range of economically viable land use alternatives.

The PEIR will tier from and build upon the analytical
foundation of the City’s 2012 General Plan EIR
where appropriate. However, because existing
baseline conditions have changed, the PEIR will
update baseline data across all CEQA impact areas
to reflect current utility modeling, updated VMT/
LOS methodologies, and current regional growth
forecasts.

5. ENVIRONMENTAL REVIEW STRATEGY
Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update

DIRECT TECHNICAL

INTEGRATION
A key strength of our strategy is the direct
integration between our technical leads and De
Novo’s CEQA team:

Growth Assumptions & Air/Noise Modeling:

Population, housing, and employment projections
establish the baseline for traffic, air quality, energy, GHG, and noise modeling.

Utilities & Hydrology: Infrastructure modeling
from West Coast Civil (Water/Wastewater) and
CValdo (Stormwater) determines whether growth
exceeds existing system capacities, requires facility
expansions, or alters drainage patterns.

Transportation & Mobility: Fehr & Peers’ travel
demand modeling provides the VMT and traffic data
required for transportation and circulation impact
analyses.

Market Feasibility: EPS’s real-world market insights
identify realistic development absorption rates,
grounding the buildout scenario in defensible
economic data and informing the reasonable range
of alternatives.

Cultural & Tribal Resources: South Environmental
will conduct CHRIS background research, complete
a cultural baseline report, and assist the City with
government-to-government AB 52/SB 18 tribal
consultations.

CEQA KEY MILESTONES AND

REVIEW SCHEDULE
The environmental process will occur primarily
during Year 2, carefully aligning legal review
checkpoints, public notice timelines, and decisionmaker approvals:

CEQA Strategy Memo & Project Description
(Months 10–11): Following selection of a land use
direction, De Novo will prepare a CEQA strategy
memo and formal Project Description for City review
to establish the foundation for environmental
analysis.

Notice of Preparation (NOP) & Scoping Meeting
(Months 11–12): Issue the NOP for the mandatory
30-day review period, hold a public CEQA
Scoping Meeting, and file the NOP with the State
Clearinghouse and County Clerk.

AB 52 / SB 18 Tribal Consultation (Months 11–15):

Initiate certified tribal outreach upon issuance of the NOP, conduct consultation sessions as requested,
and integrate results into the policy framework and
PEIR.

Administrative Draft PEIR (Months 13–15): Submit
internal draft PEIR for City and legal team review,
coordinating directly to resolve issues prior to public release.

Public Review Draft PEIR (Months 16–17): Issue
the Draft PEIR and Notice of Availability (NOA) for
the required 45-day public review period, filing with
the State Clearinghouse and County Clerk.

Final EIR & Responses to Comments (Months
19–20): Prepare formal Responses to Comments,
Errata, and the Mitigation Monitoring and Reporting
Program (MMRP), publishing responses at least 10
days prior to approval hearings.

PEIR Certification & Project Approval (Months
21–22): Present the Final PEIR and Escondido 2040
package to Planning Commission and City Council
for certification and adoption, filing the Notice of
Determination (NOD) within five days of approval.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 18

AUTHENTIC COMMUNICATION
Building authentic community ownership around
Escondido 2040 requires moving beyond routine
public meetings to foster a meaningful, transparent
dialogue. Escondido is a mature, diverse city with
distinct neighborhood identities, environmental
justice focus areas, and unique physical geographies.

Managed directly by De Novo Planning Group in
close partnership with City Staff, our engagement
strategy focuses on helping residents, business
owners, and local stakeholders understand the
trade-offs and choices inherent in an “Infrastructure
Leading Land Use” framework—connecting longrange utility capacity, transportation networks, and housing feasibility to the daily lived experience
of the community. Our program aspires to the
Collaborate level of The Spectrum of Community
Engagement to Ownership, ensuring public input
directly shapes technical choices, policy frameworks,
and investment priorities.

6. COMMUNITY ENGAGEMENT APPROACH
A “DEEP BUT EFFICIENT”

ENGAGEMENT FRAMEWORK
Given the project timeline, our engagement strategy
is designed to be deep but efficient. We do not
waste time or community energy on open-ended,
unfocused brainstorming sessions. Instead, every
outreach milestone is carefully structured around
specific technical decision gates—translating dense
engineering models and market data into clear,
actionable choices. By aligning public touchpoints
directly with the engineering and land use workflow,
we gather high-impact, representative input rapidly
without creating schedule friction or review delays.

CERTIFIED IAP2 DISCIPLINE AND SENIOR

LEADERSHIP
A successful outreach program requires
experienced, certified leadership that knows how
to translate complex engineering and land use
concepts into accessible community choices. De
Novo Planning Group directly leads, manages, and
executes all community engagement activities.

Project Manager Amanda Tropiano brings formal
IAP2 Training through the International Association
for Public Participation, paired with extensive
Southern California long-range planning experience.

Amanda directs the overall outreach strategy, aligns
engagement milestones with technical deliverables,
co-designs interactive workshop exercises, and
partners directly with City staff to guide publicfacing communications. 100% CITYWIDE HOUSEHOLD REACH
To ensure universal awareness and eliminate
barriers to entry, De Novo designs and manages
the distribution of a bilingual, postcard-sized direct
mailer delivered via the USPS Every Door Direct
Mail (EDDM) system to approximately 50,000
residential and commercial addresses citywide. The
mailer introduces Escondido 2040, provides direct
QR codes to online bilingual surveys, and invites
residents to upcoming citywide events.

Thank you for your interest
in the City of Brea’s Focused
General Plan Update and Brea
Core Specific Plan!
The City is excited to embark on the
process of preparing a focused update
to the City’s General Plan and a new
Specific Plan for the Core Area.

Most of Brea’s current General Plan
elements date back to 2003, and a lot
has changed since then. Additionally,
preparation of a new Specific Plan for
the Core Area will help to implement
the City’s long-term vision for this unique
area of the City by providing specific
direction for development.

Throughout the project process, the City
will provide various opportunities for
you to share your vision for the future of
Brea. Community input will help make
sure that these plans convey the values
and priorities of Brea community.

FOCUSED GENERAL

PLAN UPDATE
& BREA CORE

SPECIFIC PLAN

CITY OF BREA
www.Brea.GeneralPlan.org
City of Brea | 1 Civic Center Circle | Brea, CA 92821
Phone: 714-990-7674 | [email protected]
What is a General Plan?
California law requires each city and county to adopt a comprehensive long-term general plan. A general plan is a blueprint for the future, and through appropriate goals, policies, and programs, it serves as a decision-making tool to guide future growth and development. General Plans are important because they address issues that impact the entire city, such as how land is used, where buildings are built, the locations of roads and parks, and how to keep the community safe and resilient.

What topics are addressed in the General
Plan?
General plans are divided into “elements” (i.e., chapters) based on specific topics. Per State law, the following elements must be addressed in a general plan: land use, circulation, housing, conservation, open space, safety, noise, and environmental justice.

Cities can also choose to include additional elements at their discretion, such as economic development. Each element of the general plan also includes specific short-, medium- and long-term steps to implement its goals and policies.

FREQUENTLY ASKED QUESTIONS
Frequently Asked Questions Flyer
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 19
City of Escondido | General Plan Update

CENTRAL STAFF PARTNERSHIP & BUDGET

STEWARDSHIP
To maintain strict budget expectations and maximize
the efficiency of consulting dollars, City Staff will play a central, active role in driving outreach progress.

De Novo serves as the strategic architect and
facilitator—authoring content, creating bilingual
workshop assets, designing digital survey tools, and
synthesizing public input.

Simultaneously, City Staff serve as the primary local
operational drivers:
» Driving Local Distribution: Leveraging existing
City communication channels, social media
platforms, email networks, utility bill inserts,
and the Your Escondido portal.
» On-the-Ground Coordination: Leading venue
securing, local logistics, and direct outreach to
local community groups, business leaders, and
advisory bodies.
» Direct Community Presence: Co-facilitating
public workshops alongside De Novo,
reinforcing local municipal accessibility and
building long-term trust between residents
and City Hall. This collaborative division of
labor maximizes public reach, eliminates
unnecessary consultant overhead, and keeps
the program strictly within the $2.25 million
budget.

REBUILDING TRUST THROUGH

TRANSPARENT CONSTRAINTS
In mature communities, historical civic friction
or perceived lack of follow-through can create
skepticism toward long-range planning initiatives.

We approach trust-building through three
foundational practices:
» Honesty About Constraints: We are upfront
about what the City can and cannot control,
clearly defining technical parameters, legal
mandates, fiscal realities, and infrastructure
limits early in the process.
» Shared Presence: De Novo facilitates joint
workshops alongside City staff, positioning
staff members as receptive listeners and
collaborative partners.
» Visible Responsiveness (“You Said, We Did”):

Every engagement phase opens with a visual
“You Said, We Did” summary matrix, showing
the public exactly how their past feedback
altered technical assumptions, land use
scenarios, or policy options.

GEOGRAPHIC SUB-AREA

CUSTOMIZATION
Escondido’s land use patterns, infrastructure needs,
and demographic profiles vary significantly across
distinct sub-areas:
» Downtown Core (DSP Area): Focused on
parking management, streetscape activation,
business retention, and ground-floor retail
vitality.
» South Centre City Corridor (SCCSP Area):

Focused on multimodal street safety, drivethrough design integration, pedestrian crossings, and corridor reinvestment.
» Central & East Escondido (EJ & Disadvantaged
Neighborhoods): Focused on environmental
justice, park access, localized drainage relief,
housing stability, and displacement mitigation.
» Northern & Eastern Peripheral/Sphere Areas:

Focused on utility extension feasibility,
wildfire resilience, raw water storage (Lakes
Wohlford and Henshaw), and neighborhood
preservation.

Resolution No. 2026-165
Exhibit “A”

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Before and After Land Use Simulations
Existing Conditions Profile Report
De Novo Planning | 20
City of Escondido | General Plan Update

SUCCESS METRICS
To guarantee outreach effectiveness and maintain
accountability throughout the two-year planning
process, De Novo establishes explicit, measurable
targets across key performance categories. We track
these metrics in real time and report progress to
City staff alongside monthly status reports.

Category Specific Target & Metric
Direct Mail &
Citywide Reach
100% EDDM reach (~50,000
residential/business
addresses)
15,000+ unique web visits
1,000+ overview video views
Bilingual Online
Surveys
1,000–1,200 completed
responses (Survey 1: Visioning
& Constraints)
500–700 completed
responses (Survey 2: Land
Use Alternatives)
In-Person
Workshops &
Events
150+ total attendees across
3 Citywide Workshops (50+/
session)
300+ direct interactions
across pop-up events
Targeted & Youth
Engagement
40–60 stakeholders engaged
across targeted focus groups
& youth sessions (Palomar
College / EUHSD)
80%+ attendance across
standing Advisory Committee
meetings
Equity &
Demographic
Balance
Spatial balance across all City
Council Districts
Demographic alignment
monitoring (renters, lowincome, youth, seniors)
100% Spanish translation and
ADA compliance (WCAG 2.1
AA)
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 21

PRIME CONSULTANT
De Novo Planning Group, Inc. is an integrated land use and environmental planning firm specializing in comprehensive community planning, environmental studies, urban design, and local development services. Founded in 2008 in the greater Sacramento area, De Novo opened its Orange County office in Tustin in 2017 to provide dedicated, localized services to our Southern California municipal clients. De Novo is organized as a California S-Corporation and maintains a stable team of 25 full-time staff split evenly between our two offices.

Our firm’s principal-level staff have successfully completed over 400 long-range municipal projects throughout California. Comprehensive, General Plan Updates and associated California Environmental Quality Act (CEQA) documentation are De Novo’s absolute “bread and butter”—our firm’s identity and practice were built on successfully delivering these exact types of high-stakes, unified assignments.

AN EXPERIENCED

PROJECT TEAM
De Novo has worked with urban
cities, densely populated places,
multilingual communities,
geographically large agencies
(cities and counties), cities with
small populations, destination/
resort communities, agricultural
cities, and everything in between.

Below is a map of De Novo’s
comprehensive General Plan
Update experience. Additional
references and project details can
be provided upon request.

SERVICE AREAS
Community Planning
General Plans, Specific Plans,
Development/Zoning Code
Updates, Visioning Plans,
Public Facilitation, and Grant
Administration
Environmental Studies
Program Environmental Impact
Reports (EIRs), Mitigation
Monitoring, Climate Action Plans,
Noise Studies, Air Quality/GHG
modeling, and Permitting
Urban Design
Land Use Plans, Site Planning,
Master Plan Renderings, and
Objective Design Standards (ODS)

7. PROJECT MANAGEMENT APPROACH
Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update

OUR PROJECT MANAGEMENT

PHILOSOPHY
De Novo Planning Group views project management
not as a background administrative function, but as
a proactive, central discipline essential to delivering complex, multi-plan programs on time and within
budget. Managing a $2.25 million planning program
encompassing five Master Plans, General Plan
updates (Chapters II & III), two Specific Plan updates, key technical studies, a Program EIR, and an inclusive
public engagement strategy over a tight 22-month
horizon requires disciplined leadership, clear
protocols, and active cross-discipline coordination.

De Novo acts as the single point of contact and total
accountability for the City of Escondido. We remove
management friction and administrative burdens
from City staff while maintaining clear alignment,
budget discipline, and continuous momentum across
all subconsultant team members.

If there’s one thing we want you to know about our
management approach, it’s that we are available.

We know that there are other firms that do what
we do. Having worked at larger firms, De Novo’s
principals know that we offer a fundamentally
different way of managing a project. We answer
our phones ourselves (no receptionists or
switchboards!), we respond to emails immediately,
we show up to every meeting, workshop, briefing,
study session, and hearing. We are deeply invested
in the project and committed to our clients. This
is especially important for projects on accelerated
timelines and fixed budges.

MANAGING BUDGET, SCHEDULE, AND
EXPECTATIONS WITH MILESTONEDRIVEN PRECISION
Achieving final adoption by July 1, 2028, requires
a fast-track management mindset where every
technical workstream, review window, and public
touchpoint moves forward with clarity and purpose:

Milestone-Driven Schedule Integrity: Every
technical task, agency review window, and public
engagement checkpoint is mapped on a critical-path
master schedule. De Novo proactively monitors task
dependencies weekly to ensure long-lead items—
such as hydraulic modeling, travel demand forecasts,
and CCTV reviews—stay fully on track, maintaining
a smooth, continuous workflow into downstream
General Plan, Specific Plan, and CEQA drafting.

Proactive Budget Stewardship & Real-Time
Tracking: De Novo tracks subconsultant budget
performance against actual task completion in real
time. By reviewing monthly progress alongside
deliverable milestones, we ensure every dollar
spent yields direct public value, keeping the entire
multidisciplinary team comfortably within the $2.25
million allocation.

Constructive Expectations & Decision-Gate
Alignment: Alignment among City leadership,
department heads, appointed commissions, and
the community is established early and reinforced
continuously. Through clear decision gates and
structured study sessions, De Novo secures decisionmaker concurrence at key milestones (such as Visioning, Infrastructure Thresholds, and Land Use
Alternatives), keeping the project moving forward
smoothly without late-stage pivots.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 23
City of Escondido | General Plan Update
Dual-Principal Co-Management & Seamless
Back-Up: Project delivery is co-managed by
Amanda Tropiano (Project Manager and Outreach
Lead) and Erik Anderson, AICP (Assistant Project
Manager). Both Amanda and Erik maintain shared
knowledge across all workstreams. This collaborative
management model guarantees that if one manager
is in a public hearing or out of the office, the other
steps in with complete context, ensuring continuous
responsiveness and steady progress for the City.

Mutual Commitments for Fast-Track Delivery:

We stand firmly behind our proposed schedule and
budget, but maintaining total momentum relies
on an active, collaborative partnership with City
staff. Success depends on mutual commitments:
expedited staff review turnarounds (typically 10 to
14 business days), prompt access to baseline utility
data, and decisive direction at established project
decision gates.

SENIOR-LED LEADERSHIP AND HIGHTOUCH PARTNER STANDARDS
As a specialized planning firm, De Novo centers
our business model on direct, Principal-level
involvement across every task. Senior leadership
remains actively engaged in day-to-day execution,
client communication, policy drafting, and
deliverable quality—eliminating the multi-layered
bureaucracy and administrative hand-offs typical of
massive engineering firms.

We extend this exact same high-touch standard to
our subconsultant team. We deliberately partner
with specialized, Principal-led subconsultant firms
whose leadership actively works on and signs
off on every deliverable. Every subconsultant
on our team shares our commitment to seniorlevel responsiveness, technical excellence, clear communication, and dedicated client service.

SUBCONSULTANT COORDINATION

PROTOCOLS & QA/QC PROGRAM
Managing seven subconsultant firms under a
structured, fast-track schedule relies on established
communication channels and multi-tier quality
controls:

Weekly PM & Bi-Monthly Team Meetings: De Novo
conducts bi-monthly progress check-ins with the
City Project Manager and all subconsultant leads to
review schedule dependencies, resolve technical
questions, and track deliverable timelines.

Centralized Data Workspace: All spatial data,
draft text, modeling files, meeting minutes, and
review logs are hosted within a secure, centralized
cloud workspace, ensuring full version control, data
reconciliation, and transparency across all team
members.

De Novo enforces a strict three-tier QA/QC process
prior to submitting deliverables to the City:

Tier 1 (Subconsultant Internal Review): Each
subconsultant Principal reviews and signs off on their
technical calculations, GIS layers, and draft narrative for technical accuracy.

Tier 2 (Prime Cross-Discipline Review): De
Novo’s Assistant PM (Erik Anderson) cross-checks
subconsultant inputs against parallel workstreams
to verify internal policy, demographic, and data
consistency.

Tier 3 (Principal Executive Review): De Novo’s PM
(Amanda Tropiano) conducts a senior editorial and
legal defensibility review to ensure all documents
are clear, accessible, and fully aligned with City
objectives, public engagement feedback, and CEQA
requirements.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 24
City of Escondido | General Plan Update

OUR COMMITMENT TO IMPLEMENTATION
When preparing General Plans, our entire team carefully considers how the Vision, Goals, and Policies therein can be implemented by the local agency post-adoption. Our team brings to the table experience working as City staff which gives us special insight into how General Plans are implemented on a day-to-day basis. Additionally, our team has prepared specific plans, financing strategies, and environmental documents for private projects allowing us to see first-hand how the development industry interprets and responds to General Plan direction. To highlight the success of our approach, three General Plans projects and an example of their implementation are provided below.

General Plan Considerations
» Mobile home owner concerns
» New mixed-use designations
» Density and intensity
» Placemaking/identity
» Trilingual outreach
» Unincorporated county islands
» Traffic mitigation measures
» Implementation plan
Implementation
Approved in June 2018, the Bolsa
Row project will bring a dynamic,
mixed use complex to Little
Saigon, implementing the City's
new MU-Little Saigon General Plan
land use designation. The project
includes: 200 apartments, a hotel,
a banquet facility, and about
45,000 square feet of retail.

WESTMINSTER GENERAL PLAN UPDATE AND EIR
General Plan Considerations
» Open space preservation
» Agricultural uses
» Regional transportation
» General Plan implementation
» Transit planning
» Job creation
» Jobs/housing balance
» Economic development
Implementation
De Novo prepared the City's
Priority Area 1 Specific Plan, crafted
to facilitate the development
of a high-quality jobs center
complemented by high density
residential development and a
transit village, centered around
an emerging multi-modal transit
station. The foundation for the SP
was established in the GPU.

BRENTWOOD GENERAL PLAN UPDATE, EIR, AND PA-1 SPECIFIC PLAN

LAKE FOREST GENERAL PLAN UPDATE AND EIR
General Plan Considerations
» Stakeholder engagement
» Community support
» Identification of infill
opportunities
» Analysis of market trends
» Role of technology in planning
» Target areas for focused City
attention and funding
» Future project streamlining
Implementation
The 2040 Lake Forest General
Plan has launched several
implementation actions, including
a Neighborhood Improvement
Study with funding allocated to
implementing local neighborhood
improvement actions in southwest
Lake Forest, new mixed-use zoning,
and updated capital improvement
plans.

Community Vision
January 2019 www.lakeforest.generalplan.org
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 25
City of Escondido | General Plan Update
CValdo is Southern California’s trusted infrastructure consulting firm, providing civil engineering services through all stages, from feasibility studies and conceptual design, to final engineering and construction.

Our ability to solve complex problems involving multiple stakeholders stems from a company culture where each employee is free to pursue the aspects of our profession where they find their passion. Given this space to grow, CValdo engineers bring a creative approach, ideas without bounds, and an engaged enthusiasm in helping our clients meet today’s challenges.

In the years since the CValdo doors first opened, we have gained the trust of numerous public agencies as a firm that can be relied upon to provide problem solving expertise and responsive service for reasonable compensation. As a requirement of employment, CValdo team members are technically strong, service oriented, easy to work with, and relentless in pursuit of delivering a high-quality work product, be it a design, study, or recommended course of action. We focus on our projects and engage with our team and our clients to achieve excellence.

Principal/Manager: Gary Yagade,
PE, Principal Engineer
Years in Business: 22
Date of Incorporation: 2004
Type: Corporation
Address: 2255 Avenida de La
Playa, Suite 5, La Jolla, CA 92037
Phone: (858) 866-0128
Website: cvaldo.com
West Coast Civil (WCC) is a California-based, CPUC-certified Disadvantaged Business Enterprise (DBE) specializing in water, wastewater, stormwater, and drainage infrastructure planning for public agencies throughout California. WCC brings extensive experience developing infrastructure master plans, hydraulic and hydrologic models, capacity evaluations, and capital improvement programs that align infrastructure investment with long-term growth and development.

WCC will lead development of Escondido’s Water and Wastewater Master Plans as a subconsultant to De Novo. WCC’s effort will be led by Kyle McCarty, PE, PMP, who previously served as a Project Engineer for development of the City’s 2012 Water and Wastewater Master Plans.

This direct knowledge of Escondido’s infrastructure systems and prior planning efforts provides valuable continuity while allowing the team to focus on how the City’s systems, demands, priorities, and challenges have evolved.

Our team will build upon this foundation to evaluate system performance and future needs, identify capacity and reliability deficiencies, and develop coordinated 5-, 10-, and 20-year capital priorities that advance Escondido 2040’s guiding principle that infrastructure should lead land use.

Principal/Manager: Kyle McCarty,
PE, PMP, CWM, Principal Engineer
Years in Business: 13
Date of Incorporation: 2013
Type: Corporation
Address: 9740 Appaloosa Road,
Suite 200, San Diego, CA 92131
Phone: (858) 869-1332
Website: westcoastcivil.com
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 26
City of Escondido | General Plan Update
Principal/Manager: Julie Cooper,
Principal
Years in Business: 42
Date of Incorporation: 1983
Type: Corporation
Address: 800 Wilshire Blvd Ste
410, Los Angeles, CA 90017
Phone: (213) 489-3808
Website: epsys.com
Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use planning and policy analysis, and urban revitalization.

EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services. Our primary practice areas include:
» Real Estate Economics
» Public Finance
» Land Use and
Transportation
» Economic Development
and Revitalization
» Fiscal and Economic Impact
Analysis
» Housing Policy
» Public-Private Partnership
(P3)
» Parks and Open Space
Economics
Since 1983 EPS has provided consulting services to hundreds of public- and private-sector clients in California and throughout the United States. Clients include cities, counties, special districts, multijurisdictional authorities, colleges and universities, property owners, developers, financial institutions, and land use attorneys. Our balanced portfolio of clients allows us to consider land use decisions through a variety of perspectives.

ROLE IN GENERAL PLANS
EPS, in association with allied planning, civil engineering, transportation, and environmental firms, has been involved with the development of numerous General Plans. The firm’s integrated approach to land use, transportation, market, fiscal, and financial issues results in plans that effectively and efficiently guide future development. EPS’s work on General Plans typically involves one or more of the following:
» Socio-Economic Conditions and Trends
» Fiscal Sustainability
» Market and Development Feasibility
» Public Facilities and Infrastructure Financing
» Strategy and Policy Development
Resolution No. 2026-165
Exhibit “A”

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JZMK Partners is a dynamic and award-winning international architectural and urban planning firm that has built a reputation based on the premise that design solutions should be creative, inspirational, and provide long term value. The firm has distinguished itself as an innovative problem solver in the design of single and multi-family housing, including affordable and senior communities, as well as in luxury and resort projects.

The JZMK Team is passionate about design excellence and innovation.

This enthusiasm for our work creates positive creative energy within the office and filters through to create a collaborative spirit among our team members. Our group of highly skilled and multi-disciplinary specialists embrace this collaborative spirit and work together to balance environmental ethos with development objectives when developing solutions for clients. With their fingers on the pulse of emerging industry trends, our highly skilled professionals are soughtout speakers across the country.

EXPERTISE
» Architects
» Urban Designers
» Landscape Architects
» Construction Experts
» Graphic Artists
» Entitlement Experts
Principal/Manager: Andrew
Watkins, Partner
Years in Business: 65
Date of Incorporation: 1960
Type: Corporation
Address: 3080 Bristol St #350,
Costa Mesa, CA 92626
Phone: (714) 426-6900
Website: jzmkpartners.com
Fehr & Peers is a transportation planning and engineering firm with 25 offices and over 400 staff nationwide. Since 1985, the firm has partnered with public and private clients to design safer, more effective ways for people and goods to move—creating spaces where everyone can thrive, today and for generations to come.

Fehr & Peers brings direct, recent experience in Colton, having just completed the City’s AB 98 truck route study. By leading our mobility work, they will seamlessly fold those adopted truck routes and local travel demand modeling directly into the new General Plan and EIR without any baseline learning curve.

Rather than simply following trends, the team helps clients anticipate what’s next. With a blend of multimodal expertise, national perspective, and local insight fueled by our strong and longstanding relationships, the firm tailors solutions across a wide range of services to meet each community’s unique needs.

Principal/Manager: Katy Cole,
Principal
Years in Business: 40
Date of Incorporation: 1985
Type: Corporation
Address: 101 West Broadway,
Suite 1440, San Diego, CA 92101
Phone: (619) 234-3190
Website: fehrandpeers.com/
Resolution No. 2026-165
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City of Escondido | General Plan Update
Established in 1987, RJM Design Group has become a prominent, multi-disciplinary firm specializing in landscape architecture, planning, and design. We are committed to serving cities, public agencies, and organizations across California, by providing creative, sustainable solutions that address the unique needs of each community. Our team consists of skilled professionals with diverse backgrounds, including licensed landscape architects, designers, and planners. Known for our innovative designs, we have a strong ability to create communityinspired spaces that enhance the environment and bring people together. Each team member brings a wealth of knowledge and a passion for their craft, ensuring personalized, high-quality service at every stage of every project.

At RJM Design Group, our approach is grounded in collaboration and thoughtful problem-solving. We see every project as a partnership and take the time to understand the people, priorities, and constraints that shape it. Drawing on decades of experience in public-sector work, our team is skilled at navigating complex processes while remaining flexible and creative. We focus on practical design solutions that balance functionality, sustainability, and community character, resulting in spaces that are not only well-designed, but genuinely meaningful and enduring.

Equally central to our approach is the culture within our team. RJM is defined by a rare sense of camaraderie and closeness—one built on trust, mutual respect, and genuine enjoyment of working together.

We collaborate openly across disciplines, mentor one another, and problem-solve as a unified group, drawing on each individual’s strengths. This tight-knit dynamic fosters creativity, accountability, and consistency, ultimately translating into better outcomes for our clients.

By working as one cohesive team, we deliver thoughtful, communityinspired designs shaped by shared values, collective expertise, and a genuine passion for what we do.

South Environmental provides architectural history, archaeology, biology, arboricultural, and paleontological resources consulting services. South Environmental helps their clients navigate federal, state, and local regulatory and permitting processes, from small-scale private development projects to large-scale infrastructure and energy projects; provide technical studies and compliance documentation to satisfy the regulatory requirements of the California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA); and work closely with federal and state permitting agencies such as the U.S.

Army Corps of Engineers (USACE), California Department of Fish and Wildlife (CDFW), California Department of Transportation (Caltrans), and the State Regional Water Quality Control Board (RWQCB).

Principal/Manager: Kevin Hunt
Years in Business: 8
Date of Incorporation: 2018
Type: LLC
Address: 2061 N Los Robles Ave,
Pasadena, CA 91104
Phone: (626) 314-2961
Website: https://www.
southenvironmental.com/
Principal/Manager: Zachary
Mueting
Years in Business: 39
Date of Incorporation: 1987
Type: Corporation
Address: 31591 Camino
Capistrano, San Juan Capistrano,
CA 92675
Phone: (949) 493-2600
Website: rjmdesigngroup.com
Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update

CITY OF ESCONDIDO
Subconsultant Team
De Novo Planning Group
Amanda Tropiano
Principal | Project Manager
Starla Barker, AICP
Principal Planner | CEQA PM
Ben Ritchie
Principal-in-Charge
Erik Anderson, AICP
Senior Planner | Assistant PM
Megan Thorne
Senior Urban Designer + Planner
Abdul Jama
Assistant Planner
South
Environmental
Samantha Murray, MA, RPA
Cultural Resources
Director
Sarah Corder, MFA
Principal Architectural
Historian
RJM Design Group
West Coast Civil
Zachary Mueting,
LLA LEED AP (BD+C)
Principal PM
Kyle McCarty,

PE, PMP, CWM
Principal Engineer
David Molina
Landscape Designer
Kristen Schnell
Research Analyst/PM
Jessica Prince, PE
Senior Engineer
Cvaldo EPS
Gary H Yagade, PE
Principal Engineer
Michael D. Cairns, PE
Principal and Technical
Expert
JZMK
Andrew Watkins
Partner
Adrinee Hutchinson
Senior Planner
Fehr & Peers
Katy Cole, PE, TE
Project Manager
Jason Pack, TE
Planning Expert
Lydia Rowen
Engineer/Planner
Julie Cooper
Principal
Chinmay Damle
Senior Associate, PM
CValdo: Providing
Stormwater and Drainage
Master Plan Update services.

Economic & Planning
Systems: Providing rigorous
fiscal impact modeling and
market feasibility analysis.

Fehr & Peers: Delivering
multimodal circulation and
station parking solutions.

JZMK Partners: Delivering
3D infill visual simulations,
site visioning, and graphic
concepts.

RJM Design Group: Creates
community designed spaces,
architecture, and landscape
architecture.

South Environmental:

Safeguarding cultural and
historic assets.

West Coast Civil: Providing
infrastructure evaluations,
utility capacity, and
feasibility analysis.

Cory Jones, PE, QSD, QISP
ToR, ENV SP
Stormwater Expert

TEAM ORGANIZATION AND KEY PERSONNEL
Resolution No. 2026-165
Exhibit “A”

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Amanda Tropiano, PM, Principal, De Novo | Availability: 20% Amanda Tropiano leads De Novo Planning Group’s Southern California practice, bringing extensive experience managing complex land use, corridor, transit-oriented development, and CEQA projects. An IAP2- trained public outreach practitioner with PSMJ project management training, Amanda employs a collaborative, communication-focused management style centered on proactive problem-solving. Known for her strategic thinking and skilled public speaking, she excels at engaging community members, stakeholders, and elected officials throughout the planning process to consistently exceed client expectations.

Ben Ritchie, Principal-in-Charge, De Novo | Availability: 10% Mr. Ritchie is a founding principal at De Novo Planning Group with over 20 years of experience. Mr. Ritchie’s expertise includes managing long range planning documents, completing complex and controversial CEQA documents, and facilitating community outreach and public communications efforts for the firm. His experience includes a variety of land use, transportation, and sustainability projects throughout California. Mr. Ritchie has extensive knowledge of the nuanced interplay between CEQA and long range planning, and he has assisted numerous communities with the establishment of planning strategies to achieve effective and legally defensible approaches to economic development, sustainability and streamlined development.

Erik Anderson, AICP, Assistant PM, De Novo | Availability: 30% Erik is an AICP-certified planner with experience in a wide range of projects for public and private sector clients, specializing in land-use planning, policy development, and environmental and sustainability planning. He brings strong project management skills, supported by PSMJ training, and provides expertise in the preparation of CEQA documentation and long-range planning efforts such as General Plans, zoning updates, and Local Hazard Mitigation Plans. Erik’s background also includes grassroots environmental advocacy and experience in the legal field, which strengthen his analytical and communication abilities.

Starla Barker, AICP, CEQA Lead, De Novo | Availability: 20% Starla Barker leads De Novo Planning Group’s Southern California environmental practice, specializing in CEQA/NEPA compliance, EIRs, and environmental assessments. She has managed compliance for diverse urban infill, downtown revitalization, General Plan, and Zoning Code projects. Bridging long-range policy with environmental review, Starla takes a proactive approach to identifying issues and crafting solutions early. She actively participates in outreach, working with the public and decision-makers to demystify the environmental review process.

Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update
Gary Yagade, CValdo Corporation | Availability: 20%
Gary Yagade has 26 years of civil engineering experience, including more than ten years of specialized transportation experience. He has extensive experience in managing on-call contracts that includes two separate two-year on-call contracts for Caltrans, the San Diego County as-needed stormwater inspection services, and various projects for the Metropolitan Transit Development Board General Engineering Contract. In addition, Mr. Yagade has extensive drainage experience including performing HEC-2 analysis on more than 100 stream miles in California. He also has experience in the design and construction of various stormwater facilities including pipelines, box culverts, and improved open channels. His drainage experience includes hydrology calculations using the HEC-1 standards. He has managed design of box culverts and open channels.

Julie Cooper, EPS | Availability: 15%
Julie Cooper oversees EPS’s Southern California practice and is involved with projects across the firm’s range of practice areas. She has worked with municipal governments and public entities nationally to provide analysis of market and economic conditions, development feasibility and fiscal impact modeling, and policy recommendations. Julie has lead EPS’s work on General Plans for multiple jurisdictions throughout Southern California, including the cities of Temecula, San Marcos, San Jacinto, Lawndale, Lomita, and Riverside.

Katy Cole, Fehr & Peers | Availability: 20%
Katy is a principal and registered engineer with over 23 years of project management experience, based locally in the Fehr & Peers San Diego office. She loves teaching people about transportation engineering and planning and can explain complex transportation concepts to a wide variety of audiences. Katy has managed hundreds of projects across multiple disciplines. Her expertise spans travel demand management plans/quantification, multimodal corridor studies, traffic micro-simulation analysis, transportation master planning, parking studies, access and circulation studies, traffic operations analyses, and transportation impact studies.

Andrew Watkins, Partner, JZMK | Availability: 10%
Andrew Watkins is a licensed architect, urban designer, and planner with over 20 years of experience leading large-scale planning, urban design, and diverse major revitalization projects worldwide. His work connects ecology, wellness, and urbanism through placemaking, public realm design, and resilient community frameworks. Andrew has led new cities, community plans, campus plans, and revitalization efforts across the United States and internationally.

Resolution No. 2026-165
Exhibit “A”

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City of Escondido | General Plan Update
Zachary Mueting, RJM Design Group | Availability: 20%
Zachary Mueting is a dedicated landscape architect with a passion for shaping vibrant, sustainable communities through thoughtful design and planning. With a specialization in master planning, Zachary excels at crafting visionary frameworks that balance urban growth, environmental stewardship, and public space accessibility. Zachary’s ability to connect with diverse communities is at the heart of his practice. He believes in empowering stakeholders by actively listening to their needs and translating their aspirations into actionable plans.

His collaborative approach ensures that every project not only meets its functional goals but also resonates with the people it serves.

In addition to his design expertise, Zachary is recognized for his exceptional leadership and project management skills. He has a proven ability to guide multidisciplinary teams, streamline complex workflows, and deliver projects on time and within budget. His strategic mindset and organizational acumen allow him to navigate challenges effectively while fostering a culture of innovation and excellence. With a track record of delivering innovative, community-focused solutions, Zachary is committed to designing spaces that foster connection, enhance quality of life, and leave a lasting positive impact.

Kyle McCarty, West Coast Civil | Availability: 25%
Kyle serves as a Principal Engineer for West Coast Civil’s (WCC) focused on providing engineering services for the planning, design, and construction management of water and wastewater projects. He is an expert in hydraulic modeling and master planning and has evaluated the capacity of the City’s water and wastewater systems as part of the City’s 2012 Master Plan Updates. Kyle’s role on the project will be to serve as the technical lead for the Wastewater Master Plan and lead the WCC team overseeing the Water and Wastewater Master Plans.

Samantha Murray, MA, RPA, South Environmental | Availability: 15% Samantha Murray is the cultural resources director at South Environmental and a principal archaeologist and architectural historian with 20 years’ experience in all elements of cultural resources management, including project management, archaeology and architectural history studies, and significance evaluations in consideration of the NRHP, CRHR, and local-level designation criteria.

Ms. Murray has conducted thousands of Phase I archaeological studies and historical resource evaluations, and has developed detailed historic context statements for a multitude of property types and architectural styles. Ms. Murray meets the Secretary of the Interior’s Professional Qualification Standards for both Architectural History and Archaeology.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 33
10/26 1/27 4/27 7/27 10/27 1/28 4/28 7/28
Escondido 2040 start end
PHASE 1: PROJECT MANAGEMENT,... 10/01/26 08/31/28
Contract Approval (Dummy Date) 10/01 10/01
Task 1.1: Project Kickoff Meeting, Ci... 10/01 10/16
Task 1.2: Continuous Project Admini... 10/01 08/31
PHASE 2: COMMUNITY ENGAGEME... 10/17/26 06/28/28
Task 2.1: Community Engagement P... 10/17 11/13
Task 2.2: Digital Engagement, S... 12/01/26 06/28/28
Website Launch 12/01 12/01
Video Launch 12/01 12/01
Survey 1 12/01 12/01
Survey 2 08/31 08/31
Ongoing Engagement 12/01 06/28
Every Door Direct Mailer 12/01 12/01
Task 2.3: In-Person Workshops, ... 12/01/26 04/29/28
Workshop 1 12/14 12/14
Workshop 2 07/30 07/30
Workshop 3 04/03 04/03
Stakeholder Interviews 01/02 02/05
Pop-Up Events 04/03 04/29
Community Briefings 12/01 02/28
GPAC Meeting 1 12/07 12/07
GPAC Meeting 2 01/04 01/04
GPAC Meeting 3 02/04 02/04
GPAC Meeting 4 03/04 03/04
GPAC Meeting 5 04/01 04/01
GPAC Meeting 6 04/03 04/03
PHASE 3: BASELINE ASSESSMENTS... 10/26/26 06/28/27
Task 3.1: Water Master Plan Update 11/02 05/30
Task 3.2: Wastewater Master Plan U... 11/02 05/30
Task 3.3: Stormwater & Drainage M... 11/02 05/30
Task 3.4: Transportation Master Plan 03/01 06/28
Task 3.5: Downtown Parking Study 11/02 01/30
Task 3.6: Parks, Trails, and Open Sp... 11/02 03/01
Task 3.7: Socioeconomic Profile & H... 11/02 12/31
Task 3.8: Cultural Resources Baselin... 10/26 01/23
Task 3.9: Opportunities and Constra... 11/02 02/09
PHASE 4: GENERAL PLAN & SPECIF... 02/01/27 10/31/27
Task 4.1: Community Vision Rep... 02/01/27 09/01/27
Vision Report 02/01 02/28
Land Use Alternatives Preparation... 07/01 08/31
Preferred Land Use Plan 09/01 09/01
Task 4.2: General Plan Element ... 08/01/27 10/31/27
Chapter II: Land Use and Communi... 08/01 09/30
Chapter III: Mobility and Infrastruc... 08/16 10/31
Safety, Conservation, Open Space,... 09/01 10/31
Task 4.3: Specific Plan Updates 08/01/27 10/31/27
Downtown Specific Plan (DSP) Up... 08/01 10/31
South Centre City Specific Plan (S... 08/01 10/31
PHASE 5: CEQA COMPLIANCE (PR... 09/01/27 05/16/28
Task 5.1: Scoping, NOP & AB 52 / SB... 09/01 10/30
Task 5.2: Program EIR Preparati... 09/01/27 05/16/28
Draft EIR 09/01 04/17
Final EIR 04/18 05/16
PHASE 6: PUBLIC HEARINGS & AD... 11/16/26 08/31/28
Task 6.1: Advisory Body Briefing... 11/16/26 09/20/27
Briefings 1 11/16 11/16
Briefings 2 02/22 02/22
Briefings 3 07/12 07/12
Briefings 4 09/20 09/20
Task 6.2: Formal Public Adoption... 06/13/28 06/28/28
Planning Commission 06/13 06/13
City Council 06/28 06/28
Task 6.3: Master Plan Capital Impro... 07/01 08/31
Task 6.4: Final Document Publishing... 06/28 07/16

8. SCHEDULE
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 34
WATER
» The City will provide available background
studies, GIS, asset inventories, record
information, the Climatec InfoWater
model, historical demand and production
information, raw-water and treatment
operating information, available dam/
reservoir and DSOD documentation, sourcewater-quality information, and other readily available data in electronic format.
» Attendance at public workshops, Planning
Commission presentations, and City Council
presentations is not included.
» The scope includes evaluation of existing
conditions and up to three future General
Plan land use/demand scenarios. Additional
scenarios or substantial re-analysis resulting
from material changes after completion of the
initial scenario evaluations are not included.
» The 2025 UWMP will serve as the primary
basis for water-supply availability and
drought reliability. The WMP will focus on
infrastructure, operational, and General Plan
implications rather than recreating the UWMP
supply-reliability analysis.
» Raw-water, dam/reservoir, source-waterquality, and treatment evaluations are planning-level assessments based on existing
information and staff knowledge. New field
investigations, sampling programs, specialized
dam-safety analyses, and detailed treatmentprocess studies are not included. » Regulatory considerations will be addressed
only to the extent they materially affect
infrastructure capacity, reliability, operations,
or capital planning. A comprehensive
regulatory compliance audit is not included.
» CEQA/NEPA documentation, environmental
technical studies, regulatory permitting, and
preparation of permit applications are not
included in the Water Master Plan scope.
» Project-specific Water Studies, developmentspecific hydraulic analyses, and individual development fire-flow evaluations are not
included.

WASTEWATER
» The City and General Plan team will provide
available background studies, GIS, asset
inventories, record information, the prior
backbone trunk sewer model and associated
model data, historical wastewater and HARRF
flow information, rainfall and wet-weather
records, lift-station information, available
condition/CCTV records, HARRF and outfall
planning information, General Plan land use
assumptions, and other readily available data
in electronic format.
» Attendance at public workshops, Planning
Commission presentations, and City Council
presentations is not included.
» The scope includes evaluation of existing
conditions and up to three future General
Plan land use/flow scenarios. Additional
scenarios or substantial re-analysis resulting
from material changes after completion of the
initial scenario evaluations are not included.
» The hydraulic model will be based on the
backbone trunk sewer system represented
in the prior Master Plan model. Extension of
the model into local collection sewers is not
included.
» The wet-weather evaluation will use existing
City flow, rainfall, HARRF influent, and
operational information. A new temporary or
permanent flow-monitoring program is not
included.
» Condition and renewal planning will be based
on available City data. The scope does not
assume that CCTV or condition information
is complete, current, consistently coded, or
suitable for pipe-by-pipe condition scoring.
» HARRF, recycled water, and outfall evaluations
are planning-level assessments intended
to relate available facility capacity and
constraints to General Plan wastewater
projections. Detailed process modeling,
facility condition assessments, ocean outfall
modeling, or design are not included.
» Regulatory considerations will be addressed
only to the extent they materially affect
wastewater capacity, infrastructure planning,
reuse/disposal, or potential sewer-service

9. ASSUMPTIONS
Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 35
City of Escondido | General Plan Update
expansion. A comprehensive regulatory
compliance audit is not included.
» CEQA/NEPA documentation, environmental
technical studies, regulatory permitting,
and preparation of permit applications are
not included in the Wastewater Master Plan
scope.
» Project-specific Sewer Studies and
development-specific hydraulic analyses are
not included.

STORMWATER AND DRAINAGE
» Base mapping is complete, and all drainage
facilities to be studied have been horizontally
located, and flowline elevations, materials,
sizes and connectivity have been determined.
» Excludes the actual videotaping of storm drain
facilities.

TRANSPORTATION
» City Staff will be primarily responsible for
identifying existing conditions (expanding
upon previously completed CATS), reviewing
and recommending transportation and
parking goals and policies (based on existing
policy direction and samples provided by
Fehr & Peers), and provide text for summary
reports (as assigned by Fehr & Peers).
» City staff to coordinate/order counts from
vendor and review data for accuracy.
» Fehr & Peers to provide parking management
strategy options. City staff will author the
parking strategy document with Fehr & Peers
oversight.

DOWNTOWN SPECIFIC PLAN
UPDATE
» The update will build upon the structural
layout and boundary of the existing
Downtown Specific Plan. It does not include
an expansion of the Specific Plan boundary
or a complete re-write of non-impacted
chapters.
» Renderings will represent conceptual building
massing, spatial relationships, and public
realm character. Highly detailed, constructionlevel architectural drawings, floor plans, or structural engineering are explicitly excluded.

SOUTH CENTER SPECIFIC PLAN
UPDATE
» The update will be consistent with the
existing South Centre City Specific Plan
boundary along Centre City Parkway. It
focuses specifically on targeted chapters
(land use allowances, corridor circulation, and
design standards) and will not expand the
geographic boundary or rewrite non-impacted
administrative chapters.
» Renderings will represent conceptual building
massing, spatial relationships, and public
realm character. Highly detailed, constructionlevel architectural drawings, floor plans, or structural engineering are explicitly excluded.

ENVIRONMENTAL REVIEW AND

CEQA COMPLIANCE
» Cultural records search cost shall not exceed
$5,000.

PUBLIC ENGAGEMENT

PROGRAM
» City Staff will provide in-person Spanish
translation at all necessary public meetings.
» City Staff will post GPAC Agendas and prepare
GPAC meeting minutes, as appropriate.
» City Staff will provide necessary staffing at
pop-up events (De Novo to provide materials).
» City Staff is responsible for finding and
securing all meeting facilities.
» City is responsible for responding to
comments received via the General Plan
website and for maintaining a contact list of
interested parties.
» City Staff is responsible for project briefings
with advisory bodies and City Council when
no action is being taken/direction is not being
provided.

Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 2
De Novo Planning Group
Cost Proposal ‐ Escondido GPU
CValdo EPS
Fehr &
Peers JZMK
RJM
Design
South
Enviro.

West Coast
Civil
Direct
Costs
Hours Fee Fee
Task 1.1: Project Kickoff Meeting, City Tour & Data Protocols 36 $5,460 $5,460 Task 1.2: Continuous Project Administration & Team Coordination 164 $25,340 $25,340 PHASE 1 SUBTOTAL 200 $30,800 $0 $0 $0 $0 $0 $0 $0 $0 $30,800 Task 2.1: Community Engagement Plan (CEP) & Branding Toolkit 72 $10,320 $10,320 Task 2.2: Digital Engagement, Surveys & Citywide EDDM Direct Mailer 176 $22,920 $17,500 $40,420 Task 2.3: In‐Person Workshops, Pop‐Ups & Committee Facilitation 284 $40,860 $40,860 PHASE 2 SUBTOTAL 532 $74,100 $0 $0 $0 $0 $0 $0 $0 $17,500 $91,600 Task 3.1: Water Master Plan Update 20 $2,820 $340,480 $343,300 Task 3.2: Wastewater Master Plan Update 20 $2,820 $459,520 $462,340 Task 3.3: Stormwater & Drainage Master Plan Update 12 $1,740 $250,000 $251,740 Task 3.4: Transportation Master Plan 12 $1,740 $135,085 $136,825 Task 3.5: Downtown Parking Study 12 $1,740 $87,475 $89,215 Task 3.6: Parks, Trails, and Open Space Master Plan Update 44 $6,060 $157,800 $163,860 Task 3.7: Socioeconomic Profile & Housing Market Feasibility Study 12 $1,740 $34,540 $36,280 Task 3.8: Cultural Resources Baseline & Existing Conditions 6 $870 $30,000 $30,870 Task 3.9: Opportunities and Constraints Summary 164 $22,220 $22,220 PHASE 3 SUBTOTAL 302 $41,750 $250,000 $34,540 $222,560 $0 $157,800 $30,000 $800,000 $0 $1,536,650 Task 4.1: Community Vision Report & Land Use Alternatives 256 $35,120 $50,000 $85,120 Task 4.2: General Plan Element Updates (Chapters II & III) 192 $25,120 $16,750 $30,745 $72,615 Task 4.3: Specific Plan Updates (DSP & SCCSP) 456 $62,740 $62,740 PHASE 4 SUBTOTAL 904 $122,980 $0 $16,750 $30,745 $50,000 $0 $0 $0 $0 $220,475 Task 5.1: Scoping, NOP & AB 52 / SB 18 Tribal Consultation Assistance 88 $12,430 $12,430 Task 5.2: Program EIR Preparation 1380 $191,100 $69,730 $260,830 PHASE 5 SUBTOTAL 1,468 $203,530 $0 $0 $69,730 $0 $0 $0 $0 $0 $273,260 Task 6.1: Advisory Body Briefings & Study Sessions 100 $16,020 $17,120 $26,690 $59,830 Task 6.2: Formal Public Adoption Hearings 100 $16,020 $16,020 Task 6.3: Master Plan Capital Improvement & Funding Roadmaps 10 $1,450 $16,500 $17,950 Task 6.4: Final Document Publishing & Notice of Determination (NOD) 24 $3,240 $3,240 PHASE 6 SUBTOTAL 234 $36,730 $0 $33,620 $26,690 $0 $0 $0 $0 $0 $97,040 Subtotals 3,640 509,890 $ $ 250,000 $ 84,910 $349,725 $ 50,000 $ 157,800 $ 30,000 $ 800,000 $17,500 $ 2,249,825 TOTAL FEE (NOT TO EXCEED) $2,249,825
De Novo Planning Group reserves the right to reallocate budget between various consulting team members and between tasks, provided the overall project budget does not change.

Water/Was
tewater
TOTALS
De Novo Subtotals
PHASE 6: PUBLIC HEARINGS & ADOPTION
PHASE 1: PROJECT MANAGEMENT, KICKOFF & BASELINE DATA COMPILATION Mobility
PHASE 2: COMMUNITY ENGAGEMENT
Draingage Design
PHASE 5: CEQA COMPLIANCE (PROGRAM EIR)
Cultural
TOTALS
PHASE 4: GENERAL PLAN & SPECIFIC PLAN UPDATES
Printing/
Mailing TASK/ACTIVITY

ACTIVITY
Economics Park
Planning
PHASE 3: BASELINE ASSESSMENTS & MASTER PLAN UPDATES
I. COST PROPOSAL
Exhibit "2" Resolution No. 2026-165
Exhibit “A”

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De Novo Planning | 3
City of Escondido | General Plan Update
Principal        185$ Managing Principal        350$
Principal Planner        165$ Senior Principal        375$ Senior Planner        135$ Principal        315$
Associate Planner        125$ Vice President        280$ Assistant Planner        120$ Senior Associate        255$ GIS        130$ Associate        225$
Principal        209$ Research Analyst        160$
Project Manager        194$ Principal Biologist        220$ Project Engineer        164$ Senior Biologist        189$ Project Manager        345$ Biologist 2        168$
Principal‐in‐Charge        335$ Biologist 1        152$ Planner/Engineer        190$ CR/AH Principal        210$ Senior Planner/Engineer        210$ Senor CR/AH        178$ Parking Expert        190$ CR/AH 2        157$
Senior Graphic Design        235$ CR/AH 1        142$
Project Coordination        170$ GIS        168$
Principal Landscape Architect        250$ Principal Engineer        225$ Associate Landscape Architect        210$ Senior Engineer        190$ Landscape Architect        190$ Project Engineer        175$ Job Captain/Landscape Designer        165$ Design Engineer        130$ CADD Technician/Graphics        145$ Engineering Technician        100$ Word Processor        115$
Partner        280$
Studio Manager        225$
Senior Design        235$
Project Manager        225$
Senior Planner        215$
Planner 2        195$
Intermediate Designer        180$
Technical Designer        165$
EPS De Novo
RJM Design
Group
JZMK
CValdo
Fehr & Peers
South
Environmental
West Coast Civil

HOURLY RATES
Resolution No. 2026-165
Exhibit “A”

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CITY OF ESCONDIDO

REQUEST FOR PROPOSALS
ESCONDIDO2040
“Infrastructure Leading Land Use”
RFP No. 26-34
Issue Date: July 22, 2026
Proposal Due Date: September 4, 2026
City of Escondido
Development Services Department
201 N. Broadway
Escondido, CA 92025
Attachment "1"
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City of Escondido
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NOTICE OF REQUEST FOR PROPOSALS
The City of Escondido, a California municipal corporation (“City”), invites qualified multidisciplinary consultant teams to submit proposals for Request for Proposals (“RFP”) No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use”, a $2.25 million planning and implementation program that will update key components of the City’s General Plan, multiple Master Plans, and two Specific Plans over a two-year period. The City anticipates the need for multiple technical studies, expect a creative and robust public engagement strategy, will require defensible environmental documentation, and are looking for a recommended implementation measures to ensure that what is created will fulfill its purpose in guiding the City’s development vision to 2040 and beyond.

This RFP encompasses an ambitious and inherently challenging scope of work that will require thoughtful prioritization to implement under a finite budget and timeline.

Development Services staff recognize this challenge and would like to partner with a team that can bring creative, multi-faceted solutions to meaningfully improve Escondido’s lived environment for future generations.

Questions regarding the RFP may be submitted by e-mail to Sally Schifman at [email protected] no later than 5 p.m. on Monday, August 17, 2026 (“Questions Deadline”). Any questions or comments regarding this RFP received after the Questions Deadline will be disregarded. E-mails concerning this RFP should use the subject line “RFP No. 26-34 – Escondido 2040.” City responses will be provided in writing and discussed at a virtual pre-proposal information session with prospective bidders on Monday, August 17, 2026.

Prospective consultants must submit proposals in a searchable PDF format via e-mail to Sally Schifman at [email protected] no later than 5 p.m. on Friday, September 4, 2026. Any proposals received after the Submission Deadline will not be accepted.

The City reserves the right to reject any or all proposals, waive defects or irregularities, request clarification, negotiate scope and cost, cancel this RFP, or award a contract in the manner deemed most advantageous to the City. This RFP does not commit the City to award a contract or pay any cost incurred in preparing a proposal.

Sincerely,
_____________________________
Kevin Snyder
Director of Development Services
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1. INTRODUCTION
Escondido 2040 is a $2.25 million planning and implementation program that will update key components of the City's General Plan, multiple Master Plans, and two Specific Plans over a two-year period. The program will include technical studies, environmental analysis, public engagement, policy development, and implementation planning. Its guiding principle is straightforward: infrastructure should lead land use.

Escondido 2040 is more than a collection of planning document updates. It is an opportunity to establish a coherent framework for how a mature and well-served city grows, invests, and evolves over the next generation.

Escondido already possesses many of the foundational elements necessary for long-term success. It is a thriving community with a long civic tradition, a diverse population, a resurgent downtown, and well-established neighborhoods. The City maintains an extensive infrastructure network and provides a full range of municipal services. The question before Escondido is not whether it will grow, but how growth can be guided in a way that creates greater opportunity, cohesion, resilience, and quality of life.

The City's future must be informed by its past. Founded in 1888 as an agricultural cornerstone of the San Diego region, Escondido continues to reflects a unique blend of cultural heritage, community tradition, and environmental stewardship. From Grape Day Park, where early residents gathered to burn local irrigation bonds, to Grand Avenue, where classic cars breathe new life every Friday night during the summer, to Daley Ranch, where miles of trails connect people with nature and the natural environment thrives through land preservation, these assets are more than landmarks – they help define the community's identity and should continue to inform its evolution.

Because the opportunity is unconventional, the City is intentionally seeking an unconventional team.

Escondido 2040 is not a blank-sheet planning exercise, nor is it a routine update program.

Some components will require substantial policy innovation, while others will benefit from careful assessment, targeted refinement, and implementation-focused solutions. Success will depend less on the volume of work produced and more on the ability to focus effort where it creates the greatest public value.

The City seeks a multidisciplinary team capable of recognizing leverage: where policy change can unlock opportunity; where integration can improve outcomes; where infrastructure and public investment can support long-term growth, and where planning can most meaningfully improve the daily lives of current and future residents. The ideal partner will combine technical excellence with creativity, curiosity, and sound judgment.

Attachment "1"
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The desired outcome is not simply better plans, but better choices – and a clearer path toward a stronger, more resilient, and distinctly Escondido future.

Objectives
Escondido 2040 seeks to achieve the following objectives:

Establish a Shared Vision for Escondido's Future
Create a clear and compelling long-range vision that reflects community values, builds upon Escondido's unique character, and provides direction for public and private investment through 2040 and beyond.

Foster Meaningful Community Participation
Design a public engagement program that actively involves residents, businesses, community organizations, institutions, and other stakeholders, particularly individuals with limited English proficiency, physical or cognitive impairments, or barriers to civic participation, in shaping Escondido's future. The program should seek to build shared understanding, elevate diverse perspectives, and create lasting community ownership of the vision, policies, and implementation strategies that emerge from the process.

Align Growth with Infrastructure Capacity
Develop a planning framework that reinforces the principle that infrastructure should lead land use, ensuring future growth is supported by the utilities, transportation systems, public facilities, and community resources necessary to sustain a high quality of life.

Strengthen Connections Between Plans, Policies, and Investments Integrate the City's General Plan, Master Plans, Specific Plans, capital investments, and implementation programs into a cohesive framework that advances common goals and improves decision-making across departments and disciplines.

Focus Public Resources Where They Create the Greatest Value Identify the policies, projects, and implementation actions that are most likely to improve community outcomes, recognizing that strategic prioritization is essential to achieving meaningful progress within finite fiscal and organizational resources.

Promote Long-Term Resilience and Adaptability
Prepare the City to respond to changing economic, environmental, demographic, and technological conditions through forward-looking policies and implementation strategies that support long-term sustainability and community resilience.

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Preserve and Build Upon Escondido's Distinctive Character Ensure that future growth and development reinforce the qualities that make Escondido unique, including its cultural heritage, historic assets, established neighborhoods, natural landscapes, and longstanding civic traditions.

Deliver an Implementation-Focused Program
Produce actionable recommendations, regulatory updates, implementation measures, and investment priorities that enable the City to translate vision into measurable outcomes over time.

2. SCOPE OF WORK
The consultant team selected as a result of this RFP (“Consultant”) shall provide all labor, materials, analysis, facilitation, technical expertise, environmental review, and supporting services necessary to complete the Escondido 2040 program.

The City recognizes that the individual components of Escondido 2040 are highly interrelated and encourages an integrated approach that aligns infrastructure planning, land use, mobility, housing, economic development, environmental stewardship, and implementation into a coordinated planning framework.

The City anticipates that infrastructure analysis, system capacity evaluation, and Master Plan development will serve as foundational inputs to subsequent land use policy, Specific Plan, and implementation recommendations. A program is expected to proceed over two years through overlapping phases of analysis, plan development, environmental review, public engagement, and implementation planning.

Year One (November 2026 – November 2027) is anticipated to focus primarily on technical studies, infrastructure assessment and modeling, Master Plan development, initial General Plan work, and community engagement.

Year Two (July 2027 – July 2028) is anticipated to focus primarily on completion of the General Plan updates, preparation of the Specific Plan updates, CEQA documentation, implementation planning, and continued community engagement.

These phases reflect the City's current expectations; however, respondents are encouraged to propose alternative sequencing, task organization, and delivery approaches that improve efficiency, strengthen integration among work products, or maximize value within the available budget and schedule. Proposals should clearly explain the rationale for the recommended approach.

Attachment "1"
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A. Master Plan Updates
Prepare updates to the City's infrastructure and resource planning framework through development of the following Master Plans:
 Water Master Plan
 Wastewater Master Plan
 Stormwater and Drainage Master Plan
 Transportation Master Plan
 Parks, Trails, and Open Space Master Plan
Each Master Plan should evaluate existing conditions, future needs, infrastructure deficiencies, growth assumptions, projected demand, capital improvement priorities in 5, 10, and 20-year increments, funding considerations, and implementation strategies necessary to support the City's long-term vision and comply with applicable regulations.

Master Plans shall be developed using a consistent set of demographics, land use, housing, employment, infrastructure, and growth assumptions. Consultant teams should identify opportunities to share data, modeling efforts, and technical analyses across work products to improve consistency, reduce duplication, and create an integrated planning framework.

Together, the Master Plans should establish an infrastructure framework capable of informing land use decisions, growth management policies, capital investment priorities, and implementation actions through 2040 and beyond.

Water Master Plan (Comprehensive Update)
The City adopted its Water Master Plan in 2012. With increased development demand, wildfire risk, and evolving state housing laws, the City needs to reassess water supply, system facilities, and alignment of infrastructure capacity with future demand. This comprehensive update should identify water system improvements needed to support growth patterns, improve reliability, and align capital investments with the City’s Capital Improvement Program.

Document priorities:
 Evaluate local and imported supply reliability under climate conditions  Forecast demand by land use, housing, and buildout
 Assess raw storage, reservoirs, dams, and resilience needs  Evaluate source water quality, algae, and treatment constraints  Address DSOD, Water Board, and related agency compliance Attachment "1"
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 Assess distribution, transmission, pressure, and fire-flow constraints  Evaluate Escondido/Vista Water Treatment Plant capacity and reliability  Update hydraulic model assumptions, protocols, and maintenance  Evaluate Sphere of Influence service feasibility and constraints  Prioritize CIP, assets, deficiencies, triggers, phasing, and funding tools Wastewater Master Plan (Comprehensive Update)
The City adopted its Wastewater Master Plan in 2012. Changes in development patterns, housing demand, and climate conditions require the City to reassess adequacy of its collection, conveyance, treatment, disposal, and reuse systems. Escondido's wastewater system conveys flows to the Hale Avenue Resource Recovery Facility (HARRF) for treatment.

This comprehensive update should align projected flows, collection system constraints, HARRF capacity, outfall limitations, and reuse opportunities to General and Specific plan visions, future land use assumptions, and Capital Improvement Program priorities.

Document priorities:
 Evaluate collection, conveyance, pumping, treatment, reuse, and disposal capacity  Update model with growth, infill, and buildout flow assumptions  Assess lift stations, force mains, and constrained sewer basins  Evaluate HARRF capacity, reliability, resilience, and improvement needs  Assess land/ocean outfall capacity and constraints
 Evaluate Sphere of Influence sewer service feasibility and extension constraints  Address wet-weather flows, inflow, infiltration, and system performance  Address Water Board, County DEH, and related compliance  Develop 20-year CIP, triggers, costs, phasing, and funding  Prioritize critical assets, deficiencies, and renewal needs Stormwater and Drainage Master Plan (Comprehensive Update) The City last updated its Drainage Master Plan in 1995. Since then, development patterns, stormwater regulations, climate conditions, infrastructure responsibilities, and capital needs have changed substantially. Further, the City recognizes that its current Drainage Master Plan may not be structured in a manner that best reflects current regulatory requirements, system conditions, or planning objectives.

This comprehensive update should modernize the City’s existing drainage planning framework and expand it into a Stormwater and Drainage Master Plan that addresses Attachment "1"
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drainage infrastructure, runoff management, water quality obligations, infrastructure ownership and maintenance responsibilities, and future capital investment priorities that reduce system risk and support responsible development. Respondents are encouraged to recommend the most effective format, organization, and methodology for delivering a combined Stormwater and Drainage Master Plan.

Document priorities:
 Prepare a Stormwater and Drainage Master Plan with related GIS data updates, reconciling mapped assets with existing field conditions  Clarify stormwater infrastructure ownership, maintenance responsibilities, and responsibility gaps
 Incorporate impervious surface, runoff, and system capacity analysis, referencing the County of San Diego Hydrology Manual
 Identify problem areas, known failures, drainage constraints, capacity solutions, and financing strategies
 Align stormwater policies, implementation programs, capture opportunities, and 5-, 10-, and 20-year capital priorities
 Evaluate innovative stormwater management strategies, including irrigation reuse, green infrastructure, and other multi-benefit solutions Transportation Master Plan (New)
The City does not have a Transportation Master Plan. The General Plan recognizes the need for a safe and functional transportation network, while the Climate Action Plan, Vehicle Miles Traveled (VMT) Exchange Program, and Comprehensive Active Transportation Strategy (CATS) support safer streets, expanded mobility choices, lower-emission travel, and reduced dependence on single-occupancy vehicles. The new Transportation Master Plan should build from CATS, the Community Transportation Needs Assessment, Level of Service (LOS)/VMT guidance, land use changes, and anticipated growth to establish a transportation framework that improves safety, expands mobility choices, supports economic vitality, and aligns transportation investments with future land use and community development objectives.

Document priorities:
 Define transportation goals, metrics, and implementation structure  Review existing conditions, deficiencies, adopted plans, and CATS work  Evaluate parking standards, supply, demand, and management strategies  Assess transit infrastructure, demand, and first/last-mile access Attachment "1"
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 Analyze mode share, multimodal network, and origin-destination patterns  Apply LOS/VMT guidance, mitigation strategies, and safety analysis  Address goods movement, passenger access, curb, and loading needs  Prioritize capital projects, funding, equitable access, and 8-to-80 mobility Parks, Trails, and Open Space Master Plan (Comprehensive Update) The Parks, Trails, and Open Space Master Plan was last updated in 1999. A comprehensive update is needed to reflect population growth, changing use patterns, accessibility, maintenance demands, and the City’s General Plan quality-of-life standards. The work should evaluate how parks, trails, recreation facilities, and open spaces contribute to community health, quality of life, environmental stewardship, and neighborhood connectivity, while establishing priorities for future investment and long-term management Document priorities:
 Map and assess park, trail, open space, and recreation gaps  Calibrate quality-of-life standards and service thresholds  Evaluate access by geography, transportation mode, and equity  Identify passive, active, and culturally-relevant recreation priorities  Prioritize capital investments, funding strategies, and upkeep needs  Support climate resilience, rewilding, and habitat connectivity B. General Plan Updates
Deliverables should include an adoption-ready package of General Plan amendments, together with any supporting technical studies, analyses, assessments, mapping, and GIS updates necessary to support the City's decision-making process and environmental review.

The City is not seeking a comprehensive rewrite of the General Plan. Rather, the Consultant should identify and implement updates that respond to current conditions, align with the objectives of Escondido 2040, and position the City to address emerging opportunities and challenges.

Chapter II – Land Use and Community Form
General Plan Chapter II – Land Use and Community Form was last comprehensively updated in 2012. Since that time, significant economic, demographic, technological, and regulatory changes have influenced how cities grow and function. The COVID-19 pandemic, advances in technology, including artificial intelligence, remote and hybrid work abilities, Attachment "1"
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shifts in retail and logistics markets, and ever-evolving state housing policies and priorities have all altered assumptions about land use, development, employment, and community form.

This task should entail a comprehensive evaluation and update of the Chapterto ensure that land use policies, growth strategies, and development frameworks reflect current conditions and future needs. The update should assess existing land use patterns, development constraints, redevelopment opportunities, vacant and underutilized properties, infrastructure capacity, housing needs, economic development objectives, and community character considerations, while identifying opportunities to create a more resilient, inclusive, and economically competitive city. Particular attention should be given to the relationship between future land use decisions and the infrastructure needed to support them.

The Consultant should evaluate the extent to which existing policies continue to support City goals and recommend targeted amendments that improve clarity, consistency, effectiveness, and implementation. The updates should identify policy, regulatory, and implementation actions necessary to achieve desired outcomes and improve the City's ability to translate long-range planning into measurable results.

Document priorities:
 Align land use decisions with infrastructure capacity, investment priorities, and longterm fiscal sustainability  Promote housing opportunity, economic vitality, jobs-housing balance, and efficient use of land
 Strengthen downtown, mixed-use districts, neighborhoods, and community-serving activity centers
 Preserve and enhance Escondido's agricultural heritage, historic resources, neighborhood character, and quality of life
 Minimize displacement risk and expand opportunities for residents of all incomes and backgrounds
 Integrate climate adaptation, environmental justice, resilience, and other emerging planning challenges into future land use decisions
 Establish a policy framework that supports implementation of Specific Plan updates, future Housing Element efforts, and other long-range planning initiatives Chapter III – Mobility and Infrastructure Element
General Plan Chapter III – Mobility and Infrastructure was last updated in 2012. Since that time, the City has undertaken substantial planning efforts, including preparation of the Attachment "1"
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Climate Action Plan, the Comprehensive Active Transportation Strategy (CATS), the VMT Exchange Program, and other initiatives intended to improve mobility, sustainability, and infrastructure performance.

This task shall include a comprehensive update of the Chapter to reflect current infrastructure conditions, evolving transportation priorities, changes in state policy, and the recommendations of the new Water, Wastewater, Stormwater and Drainage, and Transportation Master Plans. The update should assess how anticipated growth, housing production, redevelopment activity, climate adaptation needs, and changing service demands will affect the City's infrastructure systems over time, and establish policy direction for addressing identified capacity constraints, service gaps, and capital investment needs. Policies should support the coordinated expansion, maintenance, and modernization of infrastructure assets while reinforcing the principle that infrastructure capacity, reliability, and resiliency should guide future land use decisions. The Chapter should also establish a clear relationship between infrastructure investment priorities, service delivery expectations, capital improvement programming, and the City's long-term growth strategy.

Document priorities:
 Reinforce the principle that infrastructure should lead land use by strengthening the connection between infrastructure planning, capital improvement programming, and development decisions
 Improve the performance, reliability, resiliency, and long-term sustainability of public infrastructure systems
 Align infrastructure investment priorities, service thresholds, and growthmanagement strategies with future growth and development patterns  Expand mobility choices, improve multimodal connectivity, and reduce dependence on single-occupancy vehicle travel
 Support the safe and efficient movement of people, goods, and emergency services  Ensure consistency between mobility, infrastructure, land use, and implementation policies
 Evaluate emerging infrastructure needs, including telecommunications, broadband, electric vehicle charging, distributed energy systems, and grid resilience C. Technical Studies
Escondido 2040 is intended to be grounded in evidence, informed by community values, and focused on implementation. Technical studies should therefore serve not only as analytical exercises, but as decision-making tools that help the City understand where strategic Attachment "1"
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investments, policy changes, and regulatory reforms can create the greatest public benefit.

The Consultant should identify opportunities to integrate analyses across work efforts, develop shared assumptions and data sources, and ensure that technical findings are translated into clear and actionable recommendations.

At a minimum, the Consultant shall prepare the following technical studies:

Housing Market Feasibility Analysis
The City of Escondido Housing Element Program 2.9 requires a Sector Feasibility Study if housing production fails to keep pace with projected progress towards Regional Housing Needs Allocation (RHNA) objectives. This study will satisfy that requirement while informing the Land Use and Community Form Element update and positioning the City for the next Housing Element cycle.

The Housing Market Feasibility Analysis should:
 Evaluate impediments to affordable and market-rate housing production, including regulatory, infrastructure, financial, market, and site-specific constraints  Assess opportunities for development and redevelopment of vacant, underutilized, and strategically located properties
 Analyze housing market trends, development economics, feasibility considerations, and displacement risks affecting housing production across a range of income levels and housing types
 Assess the adequacy of existing land use designations, development standards, incentives, and implementation programs in supporting the City's housing objectives  Identify opportunities to increase housing production while preserving community character, protecting existing residents, and supporting equitable growth  Recommend policy, regulatory, infrastructure, and implementation strategies that improve housing feasibility and support achievement of State housing goals  Provide findings and recommendations that can inform future updates to the General Plan, Housing Element, Specific Plans, Zoning Code, and related implementation programs
Downtown Focused Parking Study and Parking Regulations Assessment City leadership and the public have expressed concerns regarding parking availability and utilization within Downtown Escondido, particularly within and adjacent to the Grand Avenue commercial core.

This task should include a comprehensive assessment of downtown parking conditions, including public and private parking supply, utilization patterns, turnover rates, locationAttachment "1" 94 Item5.

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specific demand, and peak-period occupancy. The study should evaluate whether existing parking resources are being utilized efficiently and identify opportunities to improve parking access, management, and customer experience while supporting downtown vitality.

In addition, the consultant shall assess the City's existing parking regulations and development standards to determine whether they continue to support community goals, transportation objectives, and evolving development patterns.

The Downtown Focused Parking Study and Parking Regulations Assessment should:
• Conduct an inventory of public and private parking facilities, including on-street and off-street parking resources
• Evaluate parking supply, demand, occupancy, turnover, duration, and geographic utilization patterns during representative time periods and seasonal conditions • Assess existing parking regulations, permit programs, time limits, pricing strategies, and enforcement practices
• Identify areas where parking demand exceeds available supply and distinguish between localized shortages and broader management or utilization issues • Evaluate opportunities for shared parking, wayfinding improvements, technologybased management tools, and operational enhancements • Assess the relationship between parking conditions, business activity, redevelopment opportunities, housing development, and multimodal transportation investments
• Review the City's parking requirements, development standards, and parking-related regulations for residential, commercial, industrial, mixed-use, and institutional land uses
• Compare Escondido's parking regulations to current state requirements, regional practices, and industry best practices, identifying areas where standards may be outdated, excessive, insufficient, or inconsistent with City goals • Evaluate opportunities to modernize parking regulations through strategies such as shared parking, parking reductions, transportation demand management measures, adaptive reuse incentives, and context-sensitive parking requirements • Ensure consistency with applicable state law, the Transportation Master Plan, Climate Action Plan, VMT reduction objectives, and Downtown Specific Plan goals • Recommend regulatory changes, capital improvements, parking management strategies, and implementation measures that improve access while supporting economic vitality, housing production, mobility choice, and long-term downtown investment
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D. Specific Plan Updates
The Specific Plan updates are intended to bridge Citywide policy objectives and on-theground implementation. These efforts should assess whether existing plans continue to support community goals, market conditions, infrastructure capacity, housing needs, and economic development priorities. The Consultant should identify opportunities to improve clarity, usability, and implementation while establishing development frameworks that support investment, enhance quality of life, and align with the broader vision and objectives of Escondido 2040. Particular emphasis should be placed on identifying practical, implementation-oriented strategies that can translate long-range planning objectives into measurable outcomes.

Downtown Specific Plan (Comprehensive)
The Downtown Specific Plan (“DSP”) is one of 16 specific plans in the City and covers approximately 500 acres in the heart of the urban core. Adopted in 2013, the plan establishes land use policies and design standards to support its vision of a mixed-use, pedestrian-oriented, and economically vibrant area with historic charm. Downtown Escondido is planned to be one of the City’s highest-density growth areas and a key location for future housing, employment, and mixed-use development. Downtown businesses are actively engaged in a business association focused on economic development, placemaking, and community revitalization.

As the City's civic, cultural, and commercial center, Downtown should continue to serve as a focal point for housing, employment, entertainment, and community life. The update should identify practical land use, economic vitality, housing feasibility, and placemaking strategies that strengthen Downtown as the City's premier destination district for residents, businesses, and visitors. Particular consideration should be given to opportunities that support economic growth, cultural activity, tourism, and long-term community investment.

Document priorities:
 Assess and modernize standards that may constrain housing feasibility, including parking, open space, infrastructure, and design requirements  Support ground-floor retail and housing activity, business retention and attraction, and mixed-use investment
 Identify activation and placemaking tools such as parklets, outdoor dining, gathering areas, events, and wayfinding
 Evaluate opportunities to improve the public realm, pedestrian experience, and connectivity between destinations, parking resources, and activity centers Attachment "1"
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South Centre City Specific Plan
The South Centre City Specific Plan (“SCCSP”) planning area is located immediately south of the DSP and extends along Centre City Parkway, one of the San Diego region’s oldest corridors and a key north-south arterial. The area is planned to accommodate significant growth as one of the City’s densest mixed-use corridors, but the existing development pattern is heavily auto-oriented. While planned for significant growth, the corridor's existing development pattern creates ongoing conflicts among pedestrian, bicycle, transit, and vehicular movements.

This task entails a reassessment of the plan’s vision, circulation, access, commercial function, and changing development patterns. The update should establish an implementable framework to strengthen multimodal safety while supporting reinvestment under evolving market conditions. Particular consideration should be given to the role, design, and distribution of drive-through uses and how they can be integrated to complement overall corridor function. The work should result in practical guidance that aligns land use, access, and infrastructure with long-term growth objectives.

Document priorities:
 Identify and evaluate strategies to improve circulation along the corridor for pedestrians, cyclists, vehicles, and freight to align with long-term mobility goals  Refine land use and development standards to support reinvestment and redevelopment, including updated use allowances
 Align land use with infrastructure capacity, open space needs, and anticipated housing production
E. Environmental Review and CEQA Compliance
The Consultant shall prepare all environmental review documentation necessary to support adoption of the Escondido 2040 program and its associated planning documents. The City recognizes that the scope and nature of the proposed updates may influence the appropriate level of environmental review. Accordingly, respondents are encouraged to recommend an environmental compliance strategy that is legally defensible, efficient, and appropriately scaled to the proposed work program.

The Consultant should begin the project with a CEQA strategy memorandum evaluating potential environmental review pathways and recommending an approach for City consideration. Environmental analysis and documentation are anticipated to occur primarily during Year Two of the project following refinement of planning alternatives, policy recommendations, and implementation measures.

At a minimum, proposals should describe:

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 The recommended environmental review pathway and the basis for that recommendation
 The proposed approach for evaluating the General Plan, Master Plan, and Specific Plan updates within a coordinated environmental review framework  Opportunities to tier from, incorporate by reference, supplement, or otherwise utilize existing environmental documentation, including the General Plan EIR and subsequent CEQA analyses
 How infrastructure planning, growth assumptions, housing capacity, redevelopment opportunities, and policy amendments will be incorporated into the environmental analysis
 The proposed approach to alternatives analysis, mitigation measures, and cumulative impact assessment
 Assumptions regarding technical studies, modeling, and supporting analyses necessary to support the environmental document
 The anticipated schedule, public review process, and key decision points associated with environmental review
 Any additional environmental compliance considerations necessary to support timely adoption and implementation of Escondido 2040
F. Public Engagement Strategy
Community engagement and stakeholder consultation are expected to occur throughout the Escondido 2040 program. The City is actively working to strengthen its relationship with residents, businesses, community organizations, and institutional partners, and this effort should contribute meaningfully to that goal.

The community engagement program should not be viewed solely as a means of collecting feedback. Rather, it should help build shared understanding of opportunities and constraints, foster meaningful dialogue, and create community ownership of the vision, policies, and implementation strategies that emerge from the planning process.

Consultants should propose a community engagement approach that aspires to Collaborate, as defined in The Spectrum of Community Engagement to Ownership, and demonstrate how public input will meaningfully inform project decisions and recommendations.

Engagement should begin early and continue throughout the project. A Community Engagement Plan should be prepared at project initiation and should identify project milestones, engagement objectives, target audiences, outreach techniques, participation goals, and methods for documenting and incorporating feedback.

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Engagement will be conducted jointly, with City staff leading public-facing events and community relationship-building efforts, and the Consultant providing strategic guidance, engagement planning, facilitation support, logistics, participation tracking, and analysis of engagement outcomes. Proposers should recommend an appropriate mix of engagement tools and formats, including in-person and virtual options, and demonstrate how the approach can be implemented within the budget and schedule.

The community engagement program may also include one or more standing stakeholder advisory groups and/or an internal technical working group to provide ongoing coordination, input, and feedback on alternatives, recommendations, and implementation strategies The engagement program should:
 Build trust and strengthen relationships between the City and the community  Reach a broad cross-section of residents, businesses, property owners, institutions, and community organizations
 Encourage participation from community members who are not traditionally engaged in planning processes
 Engage youth and young adults who will be most affected by the City's long-term planning decisions
 Ensure that community input meaningfully informs project recommendations and outcomes
 Create opportunities for ongoing dialogue throughout the planning process  Foster community ownership of the resulting plans and implementation strategies Inclusive Community Engagement
Environmental Justice Communities
Special consideration should be given to neighborhoods and populations that may be disadvantaged, underrepresented, or disproportionately affected by planning decisions due to historical inequities, environmental burdens, infrastructure deficiencies, housing instability, economic barriers, or other obstacles to participation.

Engagement activities should help the City better understand community needs, priorities, and lived experiences while ensuring that residents have meaningful opportunities to influence project outcomes.

Accessibility
The community engagement program should be inclusive and accessible to all members of the community.

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Consultants should incorporate translation and interpretation services for residents with limited English proficiency (LEP), as well as strategies that support participation by individuals with physical, sensory, cognitive, or other disabilities. Translation and interpretation should be incorporated into outreach materials, meetings, and any other engagement activities.

Proposals should also identify methods for reaching community members who are not typically civically engaged, including approaches that reduce participation barriers related to language, transportation, technology access, work schedules, childcare responsibilities, and familiarity with government planning processes.

G. Project Management
The scale, complexity, and interdisciplinary nature of Escondido 2040 will require exceptional project management. The City anticipates a large consultant team representing multiple disciplines and subconsultant firms, together with substantial involvement from City staff across numerous departments and functions. The program will also require ongoing coordination with stakeholders, community members, appointed bodies, and elected officials over a multi-year period.

For these reasons, the City views project management as a core component of the scope of work rather than an administrative function. Successful delivery of Escondido 2040 will depend on proactive leadership, effective communication, disciplined project controls, and a commitment to keeping technical work products aligned with the program's objectives, schedule, and budget.

The Consultant shall designate a Primary Project Manager who will serve as the City's primary point of contact throughout the duration of the project. The Primary Project Manager should have demonstrated experience leading complex, multidisciplinary planning efforts involving multiple workstreams, technical disciplines, agencies, stakeholders, and decision-making bodies.

The City is seeking a trusted partner who can provide not only project administration, but also strategic leadership. The Primary Project Manager should function as a collaborative counterpart to the City Project Manager, helping to maintain organizational alignment, navigate complex decisions, identify emerging challenges, resolve issues proactively, and sustain momentum across the program. The City places significant value on responsiveness, transparency, accountability, and the ability to anticipate problems before they affect project outcomes.

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Project Management Responsibilities
The Primary Project Manager will be responsible for overall project management and coordination, including:
 Working closely with the City Project Manager through the duration of the project  Managing all consultant and subconsultant activities
 Maintaining project scope, schedule, budget, and quality control  Coordinating work efforts among technical disciplines to ensure consistency and integration across deliverables
 Identifying schedule risks, budget concerns, resource constraints, and potential project conflicts as early as possible
 Developing and maintaining project management tools, schedules, work plans, meeting records, action item logs, and decision logs
 Tracking project progress against approved milestones and deliverables  Coordinating with City Project Manager to identify and resolve issues affecting project delivery
 Recommending strategies to maintain project momentum and achieve project objectives within available resources
 Ensuring that technical findings, policy recommendations, public engagement, environmental review, and implementation strategies remain coordinated throughout the program
Team Management and Coordination
Escondido 2040 will require a high degree of collaboration among consultants, subconsultants, City staff, and stakeholder groups. The City recognizes that successful project delivery depends not only on technical expertise, but also on the ability of the consultant team to function as a cohesive and well-managed organization.

Proposals should describe the Consultant's approach to team management, internal communication, subconsultant coordination, decision-making, conflict resolution, and accountability. Particular emphasis should be placed on how the Primary Project Manager will maintain alignment across disciplines, coordinate competing priorities, and ensure that recommendations remain integrated across all project components.

Respondents are encouraged to discuss their management philosophy, organizational structure, lessons learned from comparable projects, and the specific measures they employ to foster collaboration and maintain project performance over extended project durations.

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Quality Assurance and Quality Control
Given the interconnected nature of the Master Plans, General Plan updates, Specific Plan updates, technical studies, environmental documentation, and implementation recommendations, the City expects a rigorous and clearly defined Quality Assurance/Quality Control (QA/QC) program.

Proposals should describe:
 The individuals responsible for QA/QC oversight
 The relationship between project management and quality control functions  How deliverables will be reviewed prior to submission to the City  Procedures for ensuring consistency across all project components  Methods for verifying assumptions, methodologies, technical analyses, and data sources
 Procedures for identifying and resolving conflicts among technical disciplines  Approaches for maintaining document quality, readability, and consistency  Internal review milestones and quality control checkpoints throughout the project Schedule and Budget Management
The Primary Project Manager shall be responsible for maintaining the overall project schedule and budget in close coordination with the City Project Manager.

Proposals should describe the processes, tools, and management practices that will be used to monitor progress, track expenditures, manage resources, and maintain accountability across all work efforts.

The City expects regular reporting on schedule status, budget performance, upcoming milestones, project risks, and corrective actions. Potential deviations from approved scope, budget, or schedule should be identified and communicated as early as practicable, together with recommended solutions and recovery strategies. The Consultant should demonstrate a proactive approach to managing schedule and budget performance rather than relying on corrective action after issues have emerged.

Meetings and Coordination
The Primary Project Manager and broader consultant team should anticipate a robust and ongoing coordination framework throughout the duration of the project.

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Weekly Project Management Meetings
The Primary Project Manager and City Project Manager shall conduct weekly coordination meetings to review project status, discuss ongoing activities, identify upcoming decisions, monitor schedule and budget performance, resolve issues, and coordinate near-term work efforts.

Subject Matter Coordination Meetings
The Consultant should anticipate monthly or bi-monthly coordination meetings involving broader consultant and City staff teams, as appropriate. These meetings may focus on specific subject areas, including:
 Water
 Wastewater
 Stormwater and Drainage
 Transportation and Mobility
 Parks, Trails, and Open Space
 Land Use and Housing
 Economic Development
 Environmental Review
 Public Engagement
 Implementation and Capital Planning
These meetings are intended to facilitate interdisciplinary coordination, maintain consistency across work products, and ensure that technical recommendations remain aligned with City objectives, operational needs, and project priorities.

Executive-Level Coordination
The Primary Project Manager and appropriate members of the consultant team should anticipate periodic meetings with senior City leadership, executive management, appointed bodies, and elected officials to provide project updates, confirm strategic direction, and support key decision points throughout the planning process.

Project Management Plan
Within 30 days of contract execution, the consultant shall prepare a Project Management Plan for City review and approval. At a minimum, the Plan should establish:
 Roles and responsibilities
 Communication protocols
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 Schedule management procedures
 Budget tracking and reporting procedures
 Deliverable review processes
 Decision-making and escalation protocols
 Risk management strategies and issue-resolution procedures  QA/QC responsibilities and review processes
 Meeting schedules and coordination procedures
The Project Management Plan should demonstrate how the Consultant intends to manage a complex, multi-disciplinary planning program while maintaining accountability, transparency, and consistent progress toward the objectives of Escondido 2040.

H. Anticipated Future Tasks (for context only)
The City anticipates that the plans, policies, technical studies, and implementation strategies developed through Escondido 2040 will serve as a foundation for future planning initiatives. While the following efforts are not included in the current scope of work and should not be budgeted as part of this proposal, consultant teams should remain mindful of these potential future needs and, where appropriate, structure recommendations, data frameworks, and implementation strategies to support their successful future completion.

The City welcomes recommendations regarding additional future initiatives that may logically build upon the work products developed through Escondido 2040.

Citywide Historic Resources Survey
Escondido offers a diverse mix of housing stock that reflects nearly 150 years of growth and development. Of approximately 50,000 housing units citywide, more than 70 percent were constructed prior to 1990 and approximately 22 percent were constructed prior to 1970. The City’s most recent historic survey was conducted in 2001.

To identify and support preservation and appropriate management of potential historic resources while improving review efficiency and predictability, the City may pursue a Citywide Historic Resources Survey and associated historic preservation program updates.

Potential work could include development of a streamlined methodology for evaluating structures and sites, including updated evaluation criteria, significance thresholds, and review procedures. The effort may also include targeted updates to previous survey findings, focused reconnaissance-level surveys, and recommendations for integrating historic resource considerations into future planning and development review processes.

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Zoning Code Assessment and Update
The City will likely pursue a comprehensive assessment of and update to its Zoning Code to determine whether existing regulations continue to support community objectives, housing production goals, economic development priorities, infrastructure-led growth, and efficient permit processing.

Potential work could include evaluation of zoning districts, development standards, use regulations, parking requirements, procedural requirements, and implementation tools.

The effort may also identify opportunities to improve clarity, usability, internal consistency, and alignment with the General Plan, Specific Plans, state law, and emerging planning best practices. Recommendations may include targeted amendments, modernization strategies, and a future work program for comprehensive code updates. The effort may also identify opportunities to simplify development standards and review procedures, improve code administration, and enhance consistency between adopted policies and regulatory implementation.

3. REFERENCE MATERIALS AND RESOURCES
Available reference materials and resources can be found at https://www.escondido.gov/1313/Escondido-2040

4. CONTRACT VALUE
The total budget for Escondido 2040 is $2.25 million, inclusive of any proposed contingency. The City reserves the right to negotiate scope, budget allocation, task structure, optional services, assumptions, staffing, deliverables, and schedule with the highest-ranked proposer(s) prior to contract award.

The City recognizes that the full range of planning document updates, technical studies, environmental review, public engagement, and implementation activities identified in this RFP may exceed the available project budget if pursued at the same level of effort. As such, prospective consultant teams are encouraged to thoughtfully prioritize work efforts and identify where strategic investment, coordination, creativity and innovation can result in the greatest public value.

Proposals should clearly distinguish between:
 A recommended base scope that can be completed within the available budget and schedule; and
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 Optional tasks, enhanced analyses, expanded engagement activities, or supplemental work products that could be pursued if additional funding becomes available or project priorities evolve.

The City encourages consultant teams to develop a work program that leverages efficiencies across tasks, minimizes duplication of effort, and integrates technical studies, planning updates, environmental review, and public engagement into a cohesive and implementation-oriented planning program.

Respondents are encouraged to explain how their proposed approach balances technical rigor, community value, implementation potential, schedule, and budget considerations.

5. SCHEDULE
A two-year work program is scheduled, consisting of overlapping phases of analysis, plan development, environmental review, and implementation planning. The following schedule reflects the City's current expectations regarding project sequencing; however, respondents are encouraged to recommend alternative approaches where doing so would improve efficiency, integration, or project outcomes.

The City recognizes that activities such as community engagement, technical analysis, and environmental review may occur concurrently throughout the duration of the project.

The City reserves the right to modify the procurement schedule, cancel the solicitation, request additional information, conduct interviews with one or more firms, or enter into negotiations with the highest-ranked proposer(s) as necessary to support consultant selection.

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Procurement Schedule and Selection
The City anticipates the following procurement schedule. Dates may be adjusted as needed.

Milestone Date
RFP Issued July 22, 2026
Questions Deadline By 5 p.m. on August 17, 2026
Pre-Proposal Information Session (virtual) August 17, 2026 Proposal Submission Deadline By 5 p.m. on September 4, 2026 Interviews (virtual) September 14 to September 18, 2026 Consultant Selection September 25, 2026
Contract to City Council October 7, 2026
Anticipated Notice to Proceed November 5, 2026
In-Person Kickoff Meeting November 16, 2026
Target Project Completion July 1, 2028

6. SUBMITTAL REQUIREMENTS
The City recognizes that the full range of planning document updates and technical studies may exceed the currently available project budget. Proposals should therefore distinguish between the recommended base scope and separately priced optional tasks or enhanced work products. The prospective consultants should design a work plan that efficiently coordinates tasks and leverages related efforts where possible.

Proposals is limited to 40 total pages, with a minimum 11-point font, and submitted on standard 8.5 x 11 pages, in searchable PDF format.

By submitting a proposal in response to this RFP, prospective consultants certify that they take no exceptions to the terms and requirements of this RFP, including the terms of the City’s standard form Consulting Agreement (which is attached hereto as Exhibit 1).

The City is looking for proposals that make informed choices based on policy direction, technical analysis, and public feedback. Successful responses should explain how the Consultant will allocate time and budget to the tasks best positioned to improve the quality, usefulness, and defensibility of the final work products.

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To be considered responsive, proposals must include the following information in the order listed:

1. Cover Letter

2. Executive Summary

3. Project Understanding and Vision

4. Technical Approach and Work Program

5. Environmental Review Strategy

6. Community Engagement Approach

7. Project Management Approach, including:
 Team Organization chart and responsibility matrix identifying each firm's role, key personnel with percent availability, major task assignments, and estimated percentage of total program allocated to each firm

8. Schedule

9. Assumptions
In addition, proposals must include the following supplemental information under separate cover. Supplemental materials do not count toward the Proposal narrative 40 page maximum.:

Cost Proposal
 Base Scope by task, subtask, firm, and labor categories  Optional Services priced separately
Relevant Experience and References (Up to 5 Project Examples)  Include reference contact name, email, and phone number  Include at least one municipal client with a project greater than $1 million Key Staff Resumes
 Provide firm qualifications and primary team member 1-page resumes, for the Prime and all Subconsultants.

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7. EVALUATION CRITERIA
The City is not required to choose the lowest-cost submission and will base its decision on the response that provides the strongest overall value and clearest path to successful completion.

Criteria Points
Technical Approach and Methodology 25
Understanding of Project Objectives and Challenges 20
Project Management and Team Coordination 20
Community Engagement Strategy 15
Schedule and Deliverability 10
CEQA Strategy 5
Team Qualifications and Key Personnel Experience 5
Total 100
The City will act as the sole judge of the merit and qualifications of the materials and services offered and accept whatever proposal is deemed to be in the best interest of the City. The award of the contract will be all or nothing to one bidder.

The City reserves the right to:

1. Reject any or all proposals;

2. Request clarification of any submitted information;

3. Waive any informalities or irregularities in any proposal;

4. Not enter into any contract;

5. Cancel this process at any time;

6. Amend this process at any time;

7. Enter into negotiations with one or more consultants; and/or

8. Issue similar solicitations in the future; or request additional information from prospective consultants.

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8. CONSULTING AGREEMENT
Any requested deviation from, exception to, or modification of the City's Standard Consulting Agreement (Exhibit 1) must be clearly identified and submitted with the proposal.

Proposed changes should be submitted in the form of track changes of Exhibit 1. Any requested modifications of Exhibit 1 that are not included in the original proposal may not be considered during contract negotiations, except as otherwise permitted by the City.

All subconsultants proposed as part of the consultant team shall be identified in the proposal. The Prime Consultant shall remain fully responsible for the performance, coordination, and management of all subconsultants and subcontracted work. During proposal evaluation, the City may consider the distribution of responsibilities, labor hours, and contract value among the Prime Consultant and subconsultants in determining the team's ability to successfully deliver the project. Proposals shall identify each subconsultant firm's role, major task assignments, and estimated percentage of total contract value and labor hours allocated to each subconsultant firm.

The City recognizes that staffing changes may occur over the course of a multi-year project.

The Consultant shall use reasonable efforts to maintain continuity among key personnel throughout the duration of the project. The City shall be notified of any proposed changes to the Primary Project Manager, Project Principal, or other key team members identified in the proposal. Replacement personnel shall possess qualifications and experience that are substantially comparable to those of the originally proposed staff.

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CLOSING THOUGHTS
A Partnership Opportunity
Escondido 2040 is an opportunity to help Escondido make consequential choices about how it grows, adapts, invests, and serves its residents in the decades ahead. The City is seeking a consultant team that recognizes the significance of that opportunity. Escondido does not need a team that simply prepares plans; it seeks a partner that understands how infrastructure, land use, mobility, housing, economic development, environmental stewardship, and implementation decisions intersect to shape both the daily lives of residents and the community’s long-term success.

The City welcomes proposals that are inventive, thoughtful, and grounded in practical implementation. The strongest responses will demonstrate not on technical expertise, but also sound judgement: how work should be sequenced, where resources should be focused, which efforts can be streamlined, how the community should be engaged, and how the program can deliver the greatest public value within the available budget and schedule.

Respondents are encouraged to bring forward innovative ideas, identify opportunities for integration and efficiency, and challenge conventional approaches where doing so may produce better outcomes.

Ultimately, success will not be measured by the number of plans completed, studies prepared, or meetings held. It will be measured by whether Escondido emerges from this effort with a clearer understanding of its future, stronger alignment between growth and infrastructure, and a practical roadmap for making better decisions in the years ahead.

We look forward to partnering with a team that shares that vision.

Attachments:

Attachment 1 – List of Required Administrative Forms
Attachment 2 – General Conditions
Exhibits:

Exhibit 1 – Consulting Agreement Template
Exhibit 2 – Noncollusion Declaration
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Attachment 1 – Required Administrative Forms
To execute a contract, the City of Escondido requires consultants to provide the following:
 City of Escondido Business License
 Certificates of Insurance and other insurance documentation meeting the requirements detailed in Exhibit 1
 W-9s
 Authorized Signatory Document
 Non-collusion Declaration (attached hereto as Exhibit 2)  Any other procurement forms, as requested
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Attachment 2 – General Conditions
PLEASE READ CAREFULLY. THE FOLLOWING GENERAL TERMS AND CONDITIONS ARE A

PART OF ALL PROPOSALS SUBMITTED IN RESPONSE TO THIS RFP AND THE RESULTING CONTRACT.

This RFP, as advertised, and the specification requirements detailed in this RFP (including the following General Provisions) are subject to all provisions of the Ordinances of the City of Escondido. Each prospective consultant submitting a response to this RFP warrants that the submitted proposal is genuine and non-collusive, or made in the interest of any person, firm, company, or corporation. A non-collusion declaration shall be properly completed and returned with the proposal documents. The Non-Collusion Declaration form is attached to this RFP as Exhibit 2.

In submitting a proposal in response to this RFP, each prospective consultant agrees to the following general terms and conditions:

1. Public Information: The City reserves the right to retain all proposals submitted and to use any ideas in a proposal regardless of whether that proposal is selected.

Submission of a proposal in response to this RFP indicates the prospective consultant’s acceptance of all terms and conditions contained in this RFP, including all exhibits and attachments hereto, unless clearly and specifically stated otherwise.

2. Confidential Information: Any information deemed confidential or proprietary should be clearly identified by the prospective consultant as such. Information identified as confidential or proprietary will be protected and treated with confidentiality to the extent permitted by applicable local, state, and federal law.

3. Addendums: The City reserves the right to amend, alter, or revoke this RFP at any time.

Any modifications, clarification, or additions will be distributed via email as an addendum.

4. Proposal Preparation Cost: The City is not obligated to reimburse any prospective consultant for expenses incurred in preparing proposals in response to this RFP. All Prospective consultants shall bear their own costs, fees, and expenses incurred in preparing proposals in response to this RFP.

5. Withdrawal of Proposal: A prospective consultant may modify or withdraw their proposal, either personally or by written request via email, at any time prior to the Submission Deadline. Such requests should be directed to the City’s Project Manager.

6. Inaccuracies or Misinterpretations: Subject to the City’s sole discretion, the City may terminate a prospective consultant from the RFP process or terminate any agreement with the Prospective consultant if the City determines that said Prospective consultant Attachment "1"
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has: (i) made a material misstatement, (ii) made a material misrepresentation, or (iii) provided materially inaccurate information.

7. Optional Items: Prospective consultants may elect to provide recommendations and pricing for optional items. Pricing for optional items shall not be included in the minimum requirements pricing.

8. Business License: The successful consultant shall be required to obtain a City of Escondido Business License pursuant to the terms of Exhibit 1.

9. Signature: All proposals shall be signed in the name of the prospective consultant and shall bear the original signature in longhand of the persons duly authorized to sign the proposal. Obligations assumed by such signature shall be fulfilled.

10. Right to Reject Proposal: The City reserves the right to reject any or all proposals, to waive any non-material irregularities or information in any proposal, and to accept or reject any items or combination of items. The City is not obligated to explain or justify its selection or rejection of any Prospective consultant. All proposals submitted in response to this RFP shall immediately become property of the City.

11. Right to Conduct Personal Interviews: The City reserves the right to conduct personal interviews or require oral presentations of any or all prospective consultants prior to selection.

12. Right to Request Additional Information: Prospective consultants shall furnish additional information as the City may reasonably require. The City reserves the right to investigate the qualifications of prospective consultants as it deems appropriate.

13. Right to Determine Financial Responsibility and Viability: The City reserves the right to request information pertaining to the financial stability of a prospective consultant to allow an appraisal of a prospective consultant’s current financial condition.

14. Understanding the Services to be Performed: By submitting a proposal in response to this RFP, each prospective consultant certifies that they have fully read and understand this RFP and have full knowledge of the scope, nature, quantity, and quality of services to be performed. Each prospective consultant understands that, if successful, they will be required to enter into a written contract in substantially the same form as Exhibit 1.

15. Award of Contract: Proposals submitted in response to this RFP will be analyzed and the contract awarded to the responsible prospective consultant whose proposal conforms to this RFP and is considered to be the most advantageous to the City, taking into consideration not just the proposal price, but also the evaluation criteria set forth in this RFP. If the prospective consultant does not execute a contract in substantially the same form as Exhibit 1 within five days after notification of award, the City may, Attachment "1"
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subject to its sole discretion: (i) give notice to the prospective consultant of the City's intent to select from the remaining prospective consultants or (ii) issue a new RFP for the services.

16. Contract Funding: The City’s funding of any agreement resulting from this RFP shall be on a fiscal year basis and is subject to annual appropriations. Prospective consultant acknowledges that the City is a municipal corporation, is precluded by the State Constitution and other laws from entering into obligations that financially bind future governing bodies, and that, therefore, nothing in this RFP shall constitute an obligation of future legislative bodies of the City or State to appropriate funds for any agreement resulting from this RFP. Accordingly, prospective consultants acknowledge and agree that the funding for any agreement resulting from this RFP shall be contingent upon appropriation of funds.

17. City Provisions to Prevail: The terms of this RFP and the terms of any agreement resulting from this RFP shall govern the services. Any standard terms and conditions of the successful consultant shall not be acceptable to the City unless expressly agreed to by the City by separate document. The City reserves the right to reject a proposal containing unacceptable conditions as non-responsive as a condition of evaluation or award of the proposal.

18. Equal Employment Opportunity: The consultant awarded the project shall comply with all equal employment opportunity provisions of federal, state, and local nondiscrimination laws, orders, regulations and guidelines as may be applicable to the consultant and be in effect during the performance of any agreement resulting from this RFP.

19. Consulting Agreement: Consultants submitting a proposal in response to this RFP shall be prepared to use the City’s standard contract form (Exhibit 1) rather than its own contract form. Services may not commence until Agreement for services is executed.

20. Prospective Consultant’s Invoices: Invoices shall be prepared and submitted to the Development Services Department, ATTN: Sally Schifman, Principal Planner, 201 N.

Broadway, Escondido, CA 92025 or via email to [email protected].

Invoices shall be submitted on a monthly basis and contain the following information:

Purchase Order number, description of services rendered, rates, quantities, extended totals, and remaining balances. Invoices should include all applicable sales or other taxes, and shall be remitted to appropriate agencies on the City’s behalf. All payments made pursuant to this contract are not assignable and shall only be made payable to the seller.

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21. Payment Terms: The City’s payment terms are Net 30 days from date of invoice. No pre-payment or partial up front down payment will be made for any services or equipment. The time period allowed for payment, as indicated on the face hereof or offered by quote, bid, or proposal shall commence upon receipt of Prospective consultant’s invoice or upon receipt of the goods or services, whichever is later.

22. Insurance Requirements: The successful consultant must have insurance in accordance with the requirements listed in Exhibit 1.

23. Public Agency Clause: It is intended that other public agencies (e.g., city districts, public authorities, municipal utilities, public school districts and other political subdivisions or public corporations of California) shall have the option to participate in any award made as a result of this solicitation. The City shall incur no financial responsibility for their order placement and payments to the successful consultant.

This option shall not be considered in proposal evaluation. State whether said option is granted:

YES NO
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EXHIBIT 1
City of Escondido
Consulting Agreement

This Consulting Agreement (“Agreement”) is made and entered into as of the last signature date set forth below (“Effective Date”),
Between: CITY OF ESCONDIDO
a California municipal corporation
201 N. Broadway
Escondido, CA 92025
Attn: Sally Schifman, Principal Planner
760-839-4514
("CITY")
And: [Name]
[Entity Type: e.g., “a California corporation”]
[Street address]
[City, state, zip code]
Attn: [name of contact]
[Telephone number]
("CONSULTANT").
(The CITY and CONSULTANT each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the CITY has determined that it is in the CITY’s best interest to retain the professional services of a consultant to prepare Escondido 2040, a comprehensive planning and implementation program that includes updates to key components of the City's General Plan, Master Plans, and Specific Plans, together with associated technical studies, environmental review, and community engagement activities; WHEREAS, CONSULTANT is considered competent to perform the necessary professional services for the CITY; and
WHEREAS, the CITY and CONSULTANT desire to enter into this Agreement for the performance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

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2. Compensation. In exchange for CONSULTANT’s completion of the Services, the CITY shall pay, and CONSULTANT shall accept in full, an amount not to exceed the sum of [$Dollar Amount]. CONSULTANT shall be compensated only for performance of the Services described in this Agreement. No compensation shall be provided for any other work or services without the CITY’s prior written consent. If this Agreement is amended at any time, additional compensation of CONSULTANT contained in any subsequent amendments shall not exceed a cumulative total of 25% of the maximum payment provided for in this Section 2, unless approved by resolution of the City Council.

3. Performance. CONSULTANT shall faithfully perform the Services in a proficient manner, to the satisfaction of the CITY, and in accord with the terms of this Agreement.CONSULTANT shall be responsible for the professional quality, technical accuracy, timely completion, and coordination of all reports and other information furnished by CONSULTANT pursuant to this Agreement, except that CONSULTANT shall not be responsible for the accuracy of information supplied by the CITY.

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7. Insurance Requirements.
a. CONSULTANT shall procure and maintain, at its own cost, during the entire term of this Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Services, and the results of such work, by CONSULTANT, its agents, representatives, employees, or subcontractors. Insurance coverage shall be at least as broad as the following:
(1) Commercial General Liability. Insurance Services Office (“ISO”) Form CG 00 01 covering Commercial General Liability on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury, with limits no less than $2,000,000 per occurrence and $4,000,000 general aggregate.
(2) Automobile Liability. ISO Form CA 00 01 covering any auto (Code 1), or if CONSULTANT has no owned autos, hired (Code 8) and non-owned autos (Code 9), with limits no less than $1,000,000 per accident for bodily injury and property damage, unless waived by the CITY and approved in writing by the CITY’s Risk and Safety Division. (3) Workers’ Compensation. Worker’s Compensation as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease.
(4) Professional Liability (Errors and Omissions). Professional Liability (Errors and Omissions) appropriate to CONSULTANT’s profession, with limits no less than $2,000,000 per occurrence or claim and $2,000,000 aggregate.
(5) If CONSULTANT maintains broader coverage and/or higher limits than the minimums otherwise required by this Agreement, the CITY requires and shall be entitled to the broader coverage and/or the higher limits maintained by CONSULTANT.
b. Each insurance policy required by this Agreement must be acceptable to the City Attorney and shall meet the following requirements:
(1) Acceptability of Insurers. Insurance coverage must be provided by an insurer authorized to conduct business in the state of California with a current A.M. Best’s rating of no less than A-: FSC VII, or as approved by the CITY.

Attachment "1"
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(2) Additional Insured Status. Both the Commercial General Liability and the Automobile Liability policies must name the CITY (including its officials, officers, agents, employees, and volunteers) specifically as an additional insured under the policy on a separate endorsement page. The Commercial General Liability additional insured endorsement shall be at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38, and CG 20 37 if a later edition is used. The Automobile Liability endorsement shall be at least as broad as ISO Form CA 20 01.
(3) Primary Coverage. CONSULTANT’s insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 with respect to the CITY, its officials, officers, agents, employees, and volunteers.

Any insurance or self-insurance maintained by the CITY, its officials, officers, agents, employees, or volunteers shall be in excess of CONSULTANT’s insurance and shall not contribute with it. (4) Notice of Cancellation. Each insurance policy shall provide that coverage shall not be canceled, except with prior written notice to the CITY.
(5) Subcontractors. If applicable, CONSULTANT shall require and verify that all subcontractors maintain insurance meeting all the requirements stated within this Agreement, and CONSULTANT shall ensure that the CITY (including its officials, officers, agents, employees, and volunteers) is an additional insured on any insurance required from a subcontractor.
(6) Waiver of Subrogation. CONSULTANT hereby grants to the CITY a waiver of any right to subrogation that any insurer of CONSULTANT may acquire against the CITY by virtue of the payment of any loss under such insurance. CONSULTANT agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this subsection shall apply regardless of whether or not the CITY has received a waiver of subrogation endorsement from the insurer. Any Workers’ Compensation policy required by this Agreement shall be endorsed with a waiver of subrogation in favor of the CITY for all work performed by the CONSULTANT, its agents, representatives, employees, and subcontractors.
(7) Self-Insurance. CONSULTANT may, with the CITY’s prior written consent, fulfill some or all of the insurance requirements contained in Attachment "1"
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this Agreement under a plan of self-insurance. CONSULTANT shall only be permitted to utilize such self-insurance if, in the opinion of the CITY, CONSULTANT’s (i) net worth and (ii) reserves for payment of claims of liability against CONSULTANT are sufficient to adequately compensate for the lack of other insurance coverage required by this Agreement. CONSULTANT’s utilization of self-insurance shall not in any way limit the liabilities assumed by CONSULTANT pursuant to this Agreement.
(8) Self-Insured Retentions. Self-insured retentions must be declared to and approved by the CITY.
(9) Verification of Coverage. At the time CONSULTANT executes this Agreement, CONSULTANT shall provide the CITY with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting the insurance coverage required by this Agreement), which shall meet all requirements under this Agreement. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by this Agreement, at any time. (10) Special Risks or Circumstances. The CITY reserves the right, at any point during the term of this Agreement, to modify the insurance requirements in this Agreement, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
(11) No Limitation of Obligations. The insurance requirements in this Agreement, including the types and limits of insurance coverage CONSULTANT must maintain, and any approval of such insurance by the CITY, are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including but not limited to any provisions in this Agreement concerning indemnification.
c. Failure to comply with any of the insurance requirements in this Agreement, including, but not limited to, a lapse in any required insurance coverage during the term of this Agreement, shall be a material breach of this Agreement. In the event that CONSULTANT fails to comply with any such insurance requirements in this Agreement, in addition to any other remedies the CITY may have, the CITY may, at its sole option, (i) immediately terminate this Agreement; or (ii) order CONSULTANT to stop work under this Agreement and/or withhold any payment that becomes due to CONSULTANT until Attachment "1"
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RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 39 | Page
CONSULTANT demonstrates compliance with the insurance requirements in this Agreement.

8. Indemnification, Duty to Defend, and Hold Harmless.
a. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all claims, demands, actions, causes of action, proceedings (including but not limited to legal and administrative proceedings of any kind), suits, fines, penalties, judgments, orders, levies, costs, expenses, liabilities, losses, damages, or injuries, in law or equity, including without limitation the payment of all consequential damages and attorney’s fees and other related litigation costs and expenses (collectively, “Claims”), of every nature caused by, arising out of, or in connection with CONSULTANT’s performance of the Services or its failure to comply with any of its obligations contained in this Agreement, except where caused by the active negligence, sole negligence, or willful misconduct of the CITY, and only to the extent such Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT. Further, in no event shall the cost to defend charged to the CONSULTANT exceed the CONSULTANT’s proportionate percentage of fault. b. CONSULTANT (including CONSULTANT’s agents, employees, and subcontractors, if any) shall indemnify, defend, and hold harmless the CITY, its officials, officers, agents, employees, and volunteers from and against any and all Claims caused by, arising under, or resulting from any violation, or claim of violation, of the San Diego Municipal Storm Water Permit (Order No.

R9-2013-0001, as amended) of the California Regional Water Quality Control Board, Region 9, San Diego, that the CITY might suffer, incur, or become subject to by reason of, or occurring as a result of, or allegedly caused by, any work performed pursuant to this Agreement.
c. All terms and provisions within this Section 8 shall survive the termination of this Agreement.

Any purported assignment, delegation, subcontract, or other transfer made without the CITY’s consent shall be void and ineffective. Unless CONSULTANT assigns this entire Agreement, including all rights and duties herein, to a third party with the CITY’s prior written consent, CONSULTANT shall be the sole payee under this Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 40 | Page
Agreement. Any and all payments made pursuant to the terms of this Agreement are otherwise not assignable.

10. Attorney's Fees and Costs. In any action to enforce the terms and conditions of this Agreement, the prevailing Party shall be entitled to reasonable attorney’s fees and costs.

11. Independent Contractor. CONSULTANT is an independent contractor, and no agency or employment relationship is created by the execution of this Agreement.

12. Amendment. This Agreement shall not be amended except in a writing signed by the CITY and CONSULTANT.

13.Merger Clause. This Agreement, together with its attachments or other documents described or incorporated herein, if any, constitutes the entire agreement and understanding of the CITY and CONSULTANT concerning the subject of this Agreement and supersedes and replaces all prior negotiations, understandings, or proposed agreements, written or oral, except as otherwise provided herein. In the event of any conflict between the provisions of this Agreement and any of its attachments or related documents, if any, the provisions of this Agreement shall prevail.

17.Counterparts. This Agreement may be executed on separate counterparts, each of which shall be an original and all of which taken together shall constitute one and the same instrument. Delivery of an executed signature page of this Agreement by electronic means, including an attachment to an email, shall be effective as delivery of an executed original. The Agreement on file with the City is the copy of the Agreement that shall take precedence if any differences exist between or among copies or counterparts of the Agreement.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 41 | Page

18. Provisions Cumulative. The foregoing provisions are cumulative to, in addition to, and not in limitation of any other rights or remedies available to the CITY.

20. Business License. CONSULTANT shall obtain a City of Escondido Business License prior to execution of this Agreement and shall maintain such Business License throughout the term of this Agreement.

21.Compliance with Laws, Permits, and Licenses. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements in effect during the term of this Agreement. CONSULTANT shall obtain any and all permits, licenses, and other authorizations necessary to perform the Services. Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

22. Prevailing Wages. If applicable, pursuant to California Labor Code section 1770 et seq., CONSULTANT agrees that a prevailing rate and scale of wages, in accordance with applicable laws, shall be paid in performing this Agreement. CONSULTANT shall keep itself informed of and comply with all applicable federal, state, and local laws, statutes, codes, ordinances, regulations, rules, and other legal requirements pertaining to the payment of prevailing wages. The prevailing rate and scale to be paid shall be the same as the applicable “General Prevailing Wage Determination” approved by the Department of Industrial Relations as of the Effective Date of this Agreement, which are available online at
http://www.dir.ca.gov/oprl/dprewagedetermination.htm and incorporated into this Agreement by this reference. Neither the CITY, nor any elected or appointed boards, officers, officials, employees, or agents of the CITY, shall be liable, at law or in equity, as a result of any failure of CONSULTANT to comply with this section.

23. Immigration Reform and Control Act of 1986. CONSULTANT shall keep itself informed of and shall comply with the Immigration Reform and Control Act of 1986 (“IRCA”). CONSULTANT represents and warrants that all of its employees and the employees of any subcontractor retained by CONSULTANT who perform any of the Services under this Agreement, are and will be authorized to perform the Services in full compliance with the IRCA. CONSULTANT affirms that as a licensed contractor and employer in the State of California, all new employees must produce proof of eligibility to work in the United States within the first three days of employment and Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 42 | Page
that only employees legally eligible to work in the United States will perform the Services. CONSULTANT agrees to comply with the IRCA before commencing any Services, and continuously throughout the performance of the Services and the term of this Agreement.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 43 | Page
IN WITNESS WHEREOF, this Agreement is executed by the Parties or their duly authorized representatives as of the Effective Date:

City of Escondido
Date:

Dane White
Mayor
[CONSULTANT COMPANY NAME]
Date:
[Name & Title]
APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS,CITY ATTORNEY
BY: __________________________
DATE: ________________
THE CITY OF ESCONDIDO DOES NOT DISCRIMINATE AGAINST QUALIFIED PERSONS WITH DISABILITIES.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 44 | Page
ATTACHMENT “A” – Scope of Work
A. General
Company LLC, a Delaware limited liability company (“Consultant”) will provide the City of Escondido, a California municipal corporation (“City”) with professional planning, engineering, environmental, public engagement, and implementation support services necessary to prepare the Escondido 2040 program, including updates to the City's General Plan, Master Plans, and Specific Plans, together with supporting technical studies, environmental review, public engagement, project management, and implementation recommendations.

B. Location
Consultant shall perform services related to the Escondido 2040 program at locations as necessary to complete the services, including the City of Escondido, City Hall, project planning areas, public meeting venues, community engagement locations, and the Consultant's offices. Certain services may be performed remotely, while other activities, including project meetings, workshops, presentations, field investigations, and community engagement events, may be conducted within the City of Escondido.

C. Services
CONSULTANT shall provide all labor, materials, equipment, technical expertise, analysis, facilitation, environmental review, public engagement, project management, and related professional services necessary to complete the Escondido 2040 planning and implementation program.

Task 1 – Project Management
CONSULTANT shall provide overall project management, coordination, scheduling, budget management, quality assurance/quality control (QA/QC), and consultant team oversight for the duration of the project. Services shall include coordination with City staff, management of subconsultants, preparation of project schedules, progress reporting, meeting facilitation, and maintenance of project records.

Task 2 – Master Plan Updates
CONSULTANT shall prepare updates to the City's infrastructure and resource planning framework, including:
a. Water Master Plan Update
b. Wastewater Master Plan Update
c. Stormwater and Drainage Master Plan Update
d. Transportation Master Plan
e. Parks, Trails, and Open Space Master Plan
Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 45 | Page
Master Plans shall evaluate existing conditions, future demand, system deficiencies, capital improvement needs, growth assumptions, funding considerations, and implementation strategies necessary to support the City's long-term planning objectives.

Task 3 – General Plan Updates
CONSULTANT shall prepare updates to selected components of the City's General Plan, including:
a. Chapter II – Land Use and Community Form
b. Chapter III – Mobility and Infrastructure
Services shall include policy analysis, stakeholder engagement, technical evaluations, preparation of draft and final plan amendments, mapping updates, and implementation recommendations.

Task 4 – Technical Studies
CONSULTANT shall prepare technical studies necessary to support the Escondido 2040 program, including:
a. Housing Market Feasibility Analysis
b. Downtown Focused Parking Study and Parking Regulations Assessment Technical studies shall provide data, analysis, findings, and recommendations necessary to inform planning, policy, and implementation decisions.

Task 5 – Specific Plan Updates
CONSULTANT shall prepare updates to the following Specific Plans:
a. Downtown Specific Plan
b. South Centre City Specific Plan
Services shall include evaluation of existing plans, development standards, land use policies, economic development strategies, mobility considerations, implementation measures, and related planning analyses.

Task 6 – Environmental Review
CONSULTANT shall prepare all environmental documentation necessary to support adoption of the Escondido 2040 program and related planning documents in compliance with the California Environmental Quality Act (CEQA). Services shall include preparation of an initial CEQA strategy memorandum, technical analyses, environmental documentation, public review materials, responses to comments, and final environmental documents as required.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 46 | Page
Task 7 – Community Engagement
CONSULTANT shall develop and implement a community engagement program that supports meaningful public participation throughout the project. Services may include preparation of a Community Engagement Plan, stakeholder outreach, public workshops, community meetings, surveys, digital engagement activities, participation tracking, analysis of public input, and preparation of engagement summaries.

Task 8 – Implementation Strategy
CONSULTANT shall prepare implementation recommendations to support execution of Escondido 2040. Services shall include identification of capital improvement priorities, policy actions, regulatory recommendations, implementation measures, funding opportunities, phasing strategies, and performance metrics.

Task 9 – Project Deliverables
CONSULTANT shall prepare draft and final deliverables necessary to complete the Services, including technical memoranda, maps, GIS data, meeting materials, presentations, technical studies, planning documents, environmental documentation, implementation programs, and other work products required by the Scope of Work and approved by the City.

D. Scheduling
CONSULTANT shall commence work upon receipt of a Notice to Proceed from the CITY and shall complete all Services no later than July 1, 2028, unless otherwise approved by the CITY in writing.

CONSULTANT shall prepare and maintain a detailed project schedule identifying all major tasks, milestones, deliverables, public engagement activities, meetings, environmental review milestones, and adoption actions. The schedule shall be updated periodically throughout the project and provided to the CITY upon request.

CONSULTANT shall coordinate all work activities with the CITY Project Manager and shall immediately notify the CITY of any condition that may affect the timely completion of the Services.

E. Contract Price and Payment Terms
The total compensation payable to CONSULTANT under this Agreement shall not exceed $_________ without prior written authorization from the CITY.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 47 | Page
Unless otherwise approved by the CITY, CONSULTANT shall be compensated on a timeand-materials basis in accordance with the fee schedule attached as Exhibit 1, and shall be subject to the not-to-exceed amount established by this Agreement.

CONSULTANT shall submit monthly invoices itemizing services performed, personnel hours, labor classifications, subconsultant charges, reimbursable expenses (if authorized), and percent completion of applicable tasks. Invoices shall reference the task or work element associated with the services performed during the billing period.

No payment shall be made for work performed outside the approved Scope of Work unless authorized in writing by the CITY.

F. Term
The term of this Agreement shall commence on the Effective Date and shall continue through July 1, 2028, unless terminated earlier in accordance with the provisions of this Agreement.

The term of this Agreement may be extended by mutual written agreement of the Parties.

G. Other
Integrated Planning Framework
CONSULTANT shall develop project recommendations using a coordinated and integrated approach that aligns infrastructure planning, land use policy, mobility, housing, economic development, environmental stewardship, and implementation strategies. Recommendations shall be developed using consistent assumptions and shall support the guiding principle that infrastructure should lead land use.

Public Meetings and Presentations
CONSULTANT shall attend and participate in project meetings, workshops, stakeholder meetings, Planning Commission meetings, City Council meetings, and other public meetings at the request of the CITY and as reasonably necessary to complete the Services.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 48 | Page
Data and File Transfer
CONSULTANT shall provide all electronic files generated under this Agreement in formats acceptable to the CITY, including GIS data, modeling files, databases, editable documents, graphics, and supporting technical analyses.

Regulatory Compliance
CONSULTANT shall perform the Services in accordance with all applicable federal, state, regional, and local laws, regulations, standards, and guidance documents.

Quality Assurance and Quality Control
CONSULTANT shall maintain and implement a QA/QC program throughout the duration of the project to ensure technical accuracy, consistency, completeness, and quality of all deliverables.

CONSULTANT shall independently verify the accuracy and reliability of all information before submission to the CITY.

CONSULTANT shall not upload confidential, sensitive, proprietary, or otherwise nonpublic CITY information to publicly available AI platforms unless expressly authorized in writing by the City and consistent with all applicable confidentiality, security, and data protection requirements.

Upon request, CONSULTANT shall disclose the extent to which AI tools were used in the preparation of project deliverables and describe the quality control measures employed to validate resulting work products.

The CITY reserves the right to require revision or replacement of any deliverable that relies upon inaccurate, unverified, plagiarized, misleading, or otherwise deficient AIgenerated content.

Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 49 | Page
ATTACHMENT “B” – Personnel List
Pursuant to Section 4 of the Agreement, CONSULTANT shall only assign performance of Services to persons listed below and shall not subcontract any component of the Services without obtaining the City’s prior written consent. [Please indicate “N/A” if no person is designated (e.g., if CONSULTANT is a sole proprietor and will not use additional personnel).] [Name, Title, Email Address, Company]; and
[Name, Title, Email Address, Company].

Acknowledged by:

Date: __________________ ___________________________________ [CONSULTANT Name/Title]
Attachment "1"
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City of Escondido
RFP No. 26-34 – Escondido 2040 “Infrastructure Leading Land Use” 50 | Page
EXHIBIT 2

NON-COLLUSION DECLARATION

TO BE EXECUTED BY PROSPECTIVE CONSULTANT AND SUBMITTED WITH PROPOSAL The undersigned declares:

The foregoing proposal submitted in response to the City of Escondido’s Request for Proposals No. 26-34 – Escondido 2040 is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The proposal is genuine and not collusive or sham. The prospective consultant has not directly or indirectly induced or solicited any other prospective consultant to put in a false or sham proposal, and has not directly or indirectly colluded, conspired, connived, or agreed with any prospective consultant or anyone else to put in a sham proposal, or to refrain from submitting a proposal. The prospective consultant has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the proposal price of the prospective consultant or any other prospective consultant, or to fix any overhead, profit, or cost element of proposal price, or of that of any other prospective consultant. All statements contained in the proposal are true. The prospective consultant has not, directly or indirectly, submitted their proposal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, proposal depository, or to any member or agent thereof to effectuate a collusive or sham proposal, and has not paid, and will not pay, any person or entity for such purpose.

Each individual executing this declaration on behalf of a prospective consultant that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that they have full power to execute, and does execute, this declaration on behalf of the prospective consultant.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on:

Date
Signature, Title Signature, Title
Of Of
APPROVED AS TO FORM:

OFFICE OF THE CITY ATTORNEY
MICHAEL R. MCGUINNESS, City Attorney
By: ___________________________
Attachment "1"
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STAFF REPORT
October 7, 2026
File Number 0600-10; A- 3625

SUBJECT
CONSULTING AGREEMENT WITH HR GREEN PACIFIC, INC. FOR ADDITIONAL TRAFFIC

ENGINEERING SERVICES

DEPARTMENT
Public Works, Traffic Engineering

RECOMMENDATION
Request the City Council adopt Resolution No. 2026-170, authorizing the Mayor, on behalf of the City, to execute a Consulting Agreement with HR Green Pacific, Inc. for traffic signal synchronization on three corridors with an intersection design study, along with the Comprehensive Active Transportation life safety improvements previously approved around school zones for engineering services. The total amount of the signal synchronization added work is $294,645 to be billed hourly over the course of one year.

Staff Recommendation: Approval (Public Works: Joe Goulart, Director of Public Works) Presenter: Ali Shahzad, City Traffic Engineer
ESSENTIAL SERVICE – Yes, Public Works/Infrastructure
COUNCIL PRIORITY – Be Business Friendly; Build Trust and Accountability; Prioritize Public Safety; Measure I Investments

FISCAL ANALYSIS
The cost associated with this consulting agreement will be fully paid from the Capital Improvement Program project accounts Traffic Signal Synchronization $200,000, Citracado Parkway Intersection Design Study $100,000 (Measure I One-time Approved March 4, 2026) and (Traffic Safety – CATS/Safe Routes to Schools $1,900,000 One-time Measure I Approved March 4, 2026 as well as $250K annual funding till 2031 in the 5-year budget from TransNet Acct. 1230) and will have no impact on the General Fund. The Consulting Agreement with HR Green Pacific, Inc. for Signal synchronization and CATS Life safety improvements for traffic engineering services will be in the amount of $479,645, which will be billed hourly over the course of one year, to multiple capital improvement projects. 134
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PREVIOUS ACTION
On March 4, 2026, the Measure I Local District Tax Fund FY2025/26 Budget – Traffic Safety accepting Capital Improvement budget for signal synchronization for these corridors and Measure I fund for authorizing the funding of a number of programs and projects.

On June 17, 2026, City Council adopted Resolution No. 2026-93 (Attachment “1”) and Resolution No. 2026-95 (Attachment “2”). These Resolutions adopted the Capital Improvement Program and Budget Document which included funds for infrastructure projects over the next five years. 135
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BACKGROUND
The City initially entered into an On-Call Professional Services Agreement with HR Green Pacific, Inc. for an amount of $185,000.00, which was executed under staff administrative authority. Staff is now requesting City Council approval for a Consulting Agreement to add a suite of critical traffic signal synchronization projects totaling $479,645.00. Because the new cumulative total for these combined services is $664,645.00, the contract exceeds the $200,000 threshold and requires formal City Council authorization. Funding for this amendment is available in the Measure I One-time Approved March 4, 2026.

As the City previously authorized a Not-to-Exceed amount of $185,000.00 under the original On-Call Professional Services Agreement for the CATS Safe Routes to School Life, safety and quick build improvements.

This Consulting Agreement authorizes an additional $294,645.00 for the specific traffic signal synchronization projects on three corridors with an intersection design study detailed in Exhibit 1 of the Consulting Agreement. The total cumulative compensation under this Consulting Agreement, as amended, shall not exceed $664,645.00 without prior written authorization from the City Council.  Item 1: Comprehensive Active Transportation Strategy (CATS) ($185,000): This initiative focuses directly on pedestrian and life-safety improvements. It implements Safe Routes to School infrastructure and "Quick Build" improvements around school zones to immediately enhance safety for vulnerable road users. This phase builds upon initial life-safety work previously authorized under the City Manager’s authority.
 Items 2 & 3: Signal Synchronization and Optimization ($294,645 total): These initiatives address regional traffic congestion and vehicle flow. Item 1 focuses on a massive 55-intersection signal synchronization project along the heavily trafficked El Norte Parkway and Valley Parkway corridors ($199,565). Item 2 complements this effort by optimizing 10 intersections along Citracado Parkway and funding a specialized 4-intersection design study at the intersection vicinity of Citracado Parkway and Valley Parkway ($95,080) to improve overall arterial efficiency and safety.

Staff recommends approval of Resolution No. 2026-170 authorizing a Consulting Agreement that would allow the Engineering Division to add one full time experienced project manager and professional engineer that would be assigned to manage multiple Capital Projects through the planning, design, and construction phases. Staff further recommends that the City Manager be authorized to execute extension of the Consulting Agreement for up to three one-year optional extension periods.

RESOLUTIONS
a. Resolution No. 2026-170
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b. Resolution No. 2026-170—Exhibit “A”—Consulting Agreement

ATTACHMENTS
a. Attachment “1”— Resolution No. 2026-93
b. Attachment “2”—Resolution No. 2026-95
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RESOLUTION NO. 2026-170

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ESCONDIDO, CALIFORNIA, AUTHORIZING THE MAYOR TO

EXECUTE, ON BEHALF OF THE CITY, A CONSULTING
AGREEMENT WITH HR GREEN PACIFIC, INC. FOR

PROFESSIONAL TRAFFIC ENGINEERING SERVICES RELATED
TO THE 2026 TRAFFIC SIGNAL OPTIMIZATION,

SYNCHRONIZATION PROJECTS (EL NORTE PKWY, VALLEY

PKWY, CITRACADO PKWY WITH THE INTERSECTION

DESIGN STUDY), AND COMPREHENSIVE ACTIVE

TRANSPORTATION STRATEGY (CATS) SAFE ROUTES TO

SCHOOL PROJECT
WHEREAS, the City of Escondido owns, operates, and maintains a citywide transportation network, including traffic signals, roadways, pedestrian facilities, bicycle facilities, and school access routes, that support the safe and efficient movement of residents, businesses, visitors, emergency responders, and all roadway users; and
WHEREAS, the City is implementing improvements to its traffic signal communications network and traffic signal controller infrastructure to enhance operational efficiency, safety, system reliability, and traffic progression throughout the City; and
WHEREAS, the City solicited and received a proposal from HR Green Pacific, Inc. to provide professional traffic engineering and transportation planning services for a series of transportation initiatives identified by the City; and
WHEREAS, the proposed services include traffic signal optimization and synchronization along El Norte Parkway, Valley Parkway, and Citracado Parkway, consisting of a total of sixty-five (65) signalized intersections; and
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WHEREAS, the proposed services further include an Intersection Design Study for four (4) intersections in the vicinity of Citracado Parkway and Valley Parkway to evaluate operational improvements, safety enhancements, multimodal accommodations, and potential geometric modifications; and
WHEREAS, the proposed services also include preparation of a Comprehensive Active Transportation Strategy (CATS), Safe Routes to School planning and engineering recommendations, and Life Safety and Quick Build Improvements intended to improve mobility, accessibility, and transportation safety throughout the City; and
WHEREAS, City staff has reviewed the proposal submitted by HR Green Pacific, Inc. and determined that the firm possesses the qualifications, experience, technical expertise, and resources necessary to successfully perform the required services; and WHEREAS, the City Council finds that entering into a Consulting Agreement with HR Green Pacific, Inc. is in the best interests of the City and will support the City's transportation, mobility, safety, and operational goals.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Escondido, California, as follows:

1. That the above recitations are true.

2. That City Council authorizes the Mayor to execute, on behalf of the City, a Consulting Agreement with HR Green Pacific, Inc., which is attached and incorporated to this Resolution as Exhibit “A”, and subject to final approval as to form by the City Attorney.

3. That the City Manager is authorized to approve amendments to this contract for up to 140
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three one-year options to extend the initial term.

4. Funding for the Consulting Agreement shall be provided from available appropriations within the applicable capital improvement, transportation, grant, or operating budgets, as approved by the City Council.

5. This Resolution shall take effect immediately upon adoption. 141
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Consulting Agreement (v2) - 1 - CAO:04/23/2024

CITY OF ESCONDIDO

CONSULTING AGREEMENT
This Consulting Agreement (“Agreement”) is made and entered into as of the last signature date set forth below (“Effective Date”),
Between: CITY OF ESCONDIDO
a California municipal corporation
201 N. Broadway
Escondido, CA 92025
Attn: Ali Shahzad, PE.

City Traffic Engineer
760-839-4541
("CITY")
And: HR Green Pacific, Inc
a California corporation
1260 Corona Pacific Court, Suite 305
Corona, CA 92879
Attn: Timothy J. Hartnett, Vice President
855-900-4742
("CONSULTANT").
(The CITY and CONSULTANT each may be referred to herein as a “Party” and collectively as the “Parties.”)
WHEREAS, the CITY has determined that it is in the CITY’s best interest to retain the professional services of a consultant to provide traffic engineering services for the: (1) City of Escondido Signal Synchronization Project – El Norte Parkway and Valley Parkway; (2) Signal Optimization along Citracado Parkway and Intersection Design Study for the intersections in the vicinity of Citracado Parkway and Valley Parkway;
WHEREAS, CONSULTANT is considered competent to perform the necessary professional services for the CITY; and
WHEREAS, the CITY and CONSULTANT desire to enter into this Agreement for the performance of the Services described herein.

NOW, THEREFORE, in consideration of the mutual covenants, promises, terms, and conditions set forth herein, and the mutual benefits derived therefrom, the Parties hereby agree as follows:

1. Description of Services. CONSULTANT shall furnish all of the Services described in the Scope of Resolution No. 2026-170
Exhibit "A"

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Escondido City CouncilOctober 7, 2026

Escondido City Council
October 7, 2026