La Cañada Flintridge City Council
June 16, 2026

28 Optional Task A.2: Cal Fire Consultation
The update of the Safety Element to comply with AB 747 and SB 99 may trigger a consultation with CalFire (refer to Project Understanding and Approach). This consultation is required for communities that have areas in Very High Fire Hazard Area (VHFHA) and State Responsibility Areas (SRA). The entire City of La Cañada Flintridge is located within a VHFHA. Kimley-Horn will coordinate consultation efforts with Cal Fire, including updates to policy based on feedback received from Cal Fire.

Optional Task A.2 Deliverables
Required Deliverables
Coordination and consultation with Cal Fire
Optional Task A.3: Tribal Consultation Pursuant to SB 18 SB 18 tribal consultation, enacted in 2004 and codified in California Government Code Section 65352.3, requires early consultation with California Native American tribes when amending General Plan elements that could impact sacred sites or tribal lands. Kimley-Horn will provide SB 18 Native American communications assistance, as directed by the City. Kimley-Horn will contact the Native American Heritage Commission (NAHC) to request a Sacred Lands File (SLF) Search and an SB 18 list of Native American tribes and individuals to contact.

Using the NAHC SB 18 list, Kimley-Horn will draft SB 18 letters for City distribution. The objective of these letters will be to contact identified entities to discern whether a tribe or individual has knowledge of cultural resources within the project boundaries. A request for consultation would require the City to enter a formal consultation process.

Optional Task A.3 Deliverables
Required Deliverables
Identifying tribes and contacts
Drafting and mailing letters to tribes
Consultation as required
Optional Task A.4: Adoption Hearings
The Kimley-Horn team will attend a total of two public hearings before City Council for the adoption of the Safety Element and Evacuation Plan. Kimley-Horn will prepare and present the Evacuation Plan and Safety Element update during this process and will support the City in the preparation of public hearing notices, staff reports, and resolutions. Two (2) in-person public hearings are included in this scope.

Additional hearings are available with a corresponding adjustment to scope and fee.

Optional Task A.4 Deliverables
Required Deliverables
Attendance and presentations at two (2) public hearings Draft presentation materials (1 digital copy)

29 Project Schedule

30 4. KEY PERSONNEL, RESUMES, AND RATES
Kimley-Horn has assembled an exceptional team of professionals who possess experience developing evacuation assessments and providing planning support to municipalities, have proven project management capabilities, and are committed to providing the City with timely and high-quality deliverables. Our team will be led by Ayberk Kocatepe, PhD, PTP, a seasoned project manager who has a strong track record in large-scale evacuation modeling, disaster resilience, recovery planning, and hazard analysis, blending technological innovation with regional insights. Supporting Ayberk as deputy project manager is Surabhi Barbhaya, AICP, LEED AP, a planner with 20 years of experience in urban planning, urban design, and active transportation. She has worked on a spectrum of projects, including general plan updates, specific plans, design guidelines, objective design standards, complete streets, bike master plans, trail and greenway planning, and pedestrian studies. Our complete team is outlined in the organizational chart below with brief descriptions of their respective experience and qualifications on the following pages. Complete resumes for key personnel are attached in the Appendix of this proposal.

Organizational Chart
Kimley-Horn is committed to providing consistent and
responsive support throughout the duration of the project.

Our dedicated staff will remain available at all times to confirm that the project stays on track, addressing any needs, challenges, or concerns promptly and effectively.

31 Key Personnel
Ayberk Kocatepe, PhD, PTP | Project Manager/Evacuation Analysis/Evacuation Strategies and Procedure/Public Communications and Implementation
With a decade of experience in transportation systems, Ayberk’s work is marked by a blend of technological innovation and deep understanding of varied needs of the communities. His strong background in travel demand modeling and data science has been pivotal in advancing transportation planning and engineering. This experience is reflected in his practical work in large-scale evacuation modeling for natural disasters, transportation planning in disaster resilience and recovery, and data science in disaster response and hazard analysis demonstrating his capacity to meld cutting-edge solutions with tangible transportation challenges. Additionally, his academic rigor is evidenced by 35 publications in peer-reviewed journals and over 800 citations in Google Scholar, highlighting his impact and thought leadership in the field.

Surabhi Barbhaya, AICP, LEED AP | Deputy Project Manager/Existing Conditions/Community Engagement Surabhi has 20 years of experience in urban planning, urban design, and active transportation. Her urban planning background helps her take a holistic approach towards projects by integrating land use, transportation, and sustainable development to respond to demographic, market, economic, physical, and organizational forces. Her architecture and urban design background further add to this holistic approach by focusing on the project’s aesthetic aspects via design guidelines.

She firmly believes that meaningful public engagement leads to ownership of the project by the community and uses her graphic skills to communicate ideas to the audience during the project’s consensus-building phase. Many of her projects have won local and state American Planning Association (APA) and American Society of Landscape Architects (ASLA) awards.

Sri Chakravarthy, PE, TE | Principal-in-Charge
Sri has more than 20 years of experience overseeing a variety of transportation projects ranging from planning, design, operations, and on-call engineering services. His project management at Kimley-Horn is informed by his former career with the Los Angeles County Public Works Department and knowledge of grant funding opportunities and working with multiple stakeholders. Sri has overseen medium- to large-scale projects for local and regional agencies with design budgets ranging from $50K to $2.5M and schedules ranging from six months to 3.5 years. These projects are often multidisciplinary and require coordination with local and regional agencies, Caltrans, and local businesses and residents.

Mike Schmitt, AICP CTP, PTP, RSP2B | QC/QA Manager
With 32 years of experience, Mike is one of only a handful of transportation professionals in the US who is recognized by both the American Planning Association (APA) and Transportation Professional Certification Board (TPCB) as being a specialist in transportation planning and safety. He has worked on a wide variety of multimodal transportation projects, including those with a significant focus related to impact fees and travel demand modeling. Most recently, he has focused on VMT and the reduction of GHG emissions. In support of these efforts, he has presented more than 100 times throughout California and the US (including multiple major ITE/ULI Conferences), is a participant on the Institute of Transportation Engineers’ (ITE) California SB 743 Task Force, Caltrans’ SB 743 Implementation Technical Roundtable, and the Project Advisory Committee for the Rural Counties Task Force (RCTF) Induced Demand study. He is an accomplished public speaker, author, and is known for his ability to successfully manage complex and challenging projects.

Matt Stewart, PE, TE | Special Populations and Access
Matt has experience in traffic engineering, transportation planning, and traffic safety analysis. His expertise includes traffic signal operations and design, ITS design, crash data analysis, and traffic impact analysis. Matt has experience in data collection and field review, traffic signal timing optimization, traffic management center (TMC) and controller cabinet timing implementation, fine-tuning, and corridor before and after studies.

32 Darryl dePencier, AICP, GISP, RSP2B | GIS/Data/Dashboards Darryl has 20 years of experience assisting and leading transportation planning and engineering projects. He uses data-driven approaches to assess transportation system performance for operations, safety, equity, and other factors as needed. As a GIS Professional, Darryl often uses GIS to efficiently assess existing conditions and to analyze project alternatives. He has supported the development and implementation of GIS analysis methods for transit and traffic performance assessment, traffic safety analysis, ADA transition plans and other transportation planning functions. He is experienced with bringing diverse databases together into a geo-enabled environment including spatial transformations, data conversions, overlays, raster/vector interactions. When applicable, Darryl makes use of big data sources to supplement available localized data from both commercial and locally kept sources. He develops custom tools, macros, models, and scripts to work with out-of-the-box tools and applications as needed to work with existing data sources to better inform the planning team and decisionmakers.

Frederik Venter, PE | Evacuation Strategies and Procedures Frederik has 35 years of experience in the development of transportation and traffic engineering studies, including preparation of traffic studies, traffic impact assessments, and final design. He is currently registered as a Professional Civil Engineer in California and has been involved in several major transportation and traffic engineering studies, throughout California. Frederik has worked with several agencies on establishing their traffic impact fee programs, VMT thresholds and VMT mitigation banking studies per SB 743 Guidelines. In addition, he has worked on several development projects when VMT analysis with LOS analysis is required. Frederik understands the needs of both the industry and local agencies with regard to impact fees and SB 743 requirements, its challenges, and solutions. Frederik has also served on the Statewide ITE group for reviewing SB 743.

Frank Nguyen, CCNA, CCNP | Public Communications and Implementation Frank has 20 years of experience supporting product integration activities of multiple software components as well as experience in the field of Enterprise LAN and WAN IP Networks. Application development and services include custom MSI packaging from development to deployment and application virtualization with web-based process management. His experience includes writing programs to streamline and automate application deployment and maintenance. Frank has used the Microsoft and Cisco standards to create an optimal network infrastructure and implemented it on an enterprise level.

Brandi Childress | Community Engagement
Brandi is a 26-year industry professional specializing in community outreach, public involvement, stakeholder engagement, and strategic communications. She has led successful teams on various projects by prioritizing strong partnerships, connection, collaboration, and early and active public engagement through all phases of the project delivery process. She brings a wealth of knowledge and a true passion for unifying communities around new ideas and mobility solutions. Brandi is motivated by opportunities to apply her experience to elevate processes, programs, projects, and people.

33 Rates

34 5. PROPOSED BUDGET

35 6. REFERENCES AND SAMPLE WORK
Since our founding in 1967, Kimley-Horn combines national experience with a local sensibility to provide comprehensive solutions for the analysis of public and private projects. We offer decades of experience in evacuation planning, local hazard mitigation, transportation planning, communication strategies, and infrastructure financing mechanisms for transportation and utility improvements. Today, we are one of the highest ranked planning and engineering consulting firms in the US. The following projects showcase our project team’s successful track record for providing the same or similar services for other California municipalities within the last five years.

City of Agoura Hills, Emergency Evacuation for the Agoura Village Specific Plan, Agoura Hills, CA
July 2022 – October 2022
Kimley-Horn assisted the City of Agoura Hills with an emergency evacuation time study in the City. The project involved data gathering of population and household information for each of the evacuation zones identified in the City’s Evacuation Plan, which included adjacent neighborhoods in Oak Park and unincorporated Los Angeles County. Kimley-Horn used the StreetLight InSight® platform to obtain historical travel patterns and volumes during the 2018 Woolsey Fire and Synchro models developed as part of the General Plan Update Level of Service Analysis (LOS) as a basis.

City of Irvine, Fire Evacuation Traffic Study, Irvine, CA March 2022 – June 2022
Kimley-Horn completed a detailed plan of action for the evacuation of the City of Irvine’s Turtle Rock, Turtle Ridge, and Shady Canyon areas in the event of an emergency. As part of the project, we completed the following:

1. Developed various options for detour routes for corresponding emergencies where mass evacuation is immediate for the subject area. The analysis included the use of existing roadway configuration and the consideration for counterflow evacuation. The analysis also included consideration for evacuating one evacuation zone at a time, or multiple evacuation zones simultaneously.

2. Traffic simulation model–through SimTraffic and Vistro–of the detour routes with the above scenarios.

3. Resulting evacuation time estimate computed for the detour routes and scenarios.

Kimley-Horn prepared exhibits to illustrate the necessary information along with a Microsoft PowerPoint presentation. Exhibits included:
 Existing roadway configuration
 Proposed detour routes
 Description of traffic simulation and volume distribution  Evacuation times for different scenarios
 Overview of area imagery
A technical memorandum was prepared to document the methodology of the evacuation analysis, exhibits, time estimation, Traffic Simulation Model Outputs, and relevant recommendations to improve evacuation times.

Reference:

Ramiro Adeva, Assistant City Manager | City of Agoura Hills | 30001 Ladyface Court, Agoura Hills, CA 91301 | [email protected] | 818.597.7353
Reference:

Eunise Reynon, Associate Engineer | City of Irvine | 1 Civic Center Plaza, Irvine, CA 92606 | [email protected], 949.724.7374

36 City of Pacific Grove, Evacuation Route Capacity Assessment to Support CEQA Analysis for Housing Element Update, Pacific Grove, CA January 2021 – June 2024
Kimley-Horn was tasked to conduct an evacuation route capacity assessment to support CEQA analysis for the “City of Pacific Grove Housing Element” project, as part of the Safety Element. This provides an assessment of roadway capacity under various wildfire and flood scenarios in compliance with SB 99 and AB 747. It evaluated the ability of the roadway system to accommodate an evacuation event under a worst-case scenario in the City of Pacific Grove. A worst-case scenario for this analysis is defined as two types of natural disasters, wildfires, and floods.

This evaluation was to test the roadway system under a scenario in which a short-notice evacuation is required due to one of the two natural disasters.

City of Monterey, 2031 Environmental Impact Report (EIR) Phase 1, Evacuation Route Capacity Assessment, Monterey, CA
May 2023 – December 2023
Kimley-Horn was tasked to conduct an evacuation route capacity analysis for the City of Monterey General Plan Update, as part of the Safety Element. This provides an assessment of roadway capacity under various wildfire and flood scenarios in compliance with SB 99 and AB 747. It evaluated the ability of the roadway system to accommodate an evacuation event under a worst-case scenario in the City of Monterey. A worst-case scenario for this analysis is defined as two types of natural disasters, wildfires, and floods. The purpose of this evaluation was to test the roadway system under a scenario in which a short-notice evacuation is required due to one of the two natural disasters.

City of Moreno Valley, General Plan Update, Evacuation Route Study, Moreno Valley, CA
July 2024 – present
The City of Moreno Valley’s General Plan, originally adopted in 2021, established a forward-looking vision centered on growth, sustainability, and equity through 2040. However, with the adoption of several new state laws—such as AB 98, AB 932, SB 1425, AB 1889, and AB 2684— some with compliance deadlines as early as January 2026, the General Plan now requires targeted updates to maintain consistency with state mandates. The City has also annexed areas within its Sphere of Influence, which must be incorporated into updated land use policies and maps. Kimley-Horn is supporting the City in updating the General Plan to integrate new statutory requirements while reflecting development progress and policy implementation that occurred between 2021 and 2025.

Kimley-Horn is also making sure that consistency is maintained throughout various elements of the General Plan Update (GPU) and with the EIR. We also made changes to existing conditions to reflect the most recent data such as fire maps, demographics, parks and rec facilities as well as policy changes per present day needs and conditions. The GPU proposed new mixed use and overlay zones as well as changes to the Airport Overlay Zone. Kimley-Horn is helping with the City’s zoning code and zoning map update to align with the changes in the General Plan.

Reference:

Karen Vaughn, AICP, Community Development Director | City of Pacific Grove | 300 Forest Avenue, Pacific Grove, CA, 93940 | [email protected] | 831.648.3182
Reference:

Kimberly Cole, AICP, Community Development Director | City of Monterey | 580 Pacific Street, Monterey, CA 93940 | [email protected] | 831.646.3759
Reference:

Angelica Frausto Lupo, Community Development Director | City of Moreno Valley | 14177 Frederick Street, Moreno Valley, CA 92553 | [email protected] | 951.413.3215

37 County of San Benito, Housing Element Update, Evacuation Routes Study, San Benito County, CA
May 2023 – present
In response to AB 747, Kimley-Horn is preparing an Evacuation Routes Study as part of the County's Safety Element Effort. This study aims to confirm compliance with AB 747 by thoroughly analyzing evacuation routes for safety, feasibility, and capacity under various natural hazard scenarios. While this analysis is typically integrated with Hazard Mitigation Plan (HMP) updates initiated after January 1, 2022, the County's most recent update to its Multi-Jurisdictional HMP did not address the requirements stipulated by AB 747, necessitating a separate study. Guidance from the Land Use and Climate Innovation (LCI) will be utilized to support this effort. Kimley-Horn has extensive experience conducting similar studies for communities across California, aligning with these guidelines.

Reference:

Abraham Prado, Director of Planning, Building, and Code Enforcement | County of San Benito | 2301 Technology Parkway, Hollister, CA 95023 | [email protected] | 831.902.2273

38 APPENDIX
Key Personnel Resumes

AYBERK KOCATEPE,
PhD, PTP
Project Manager/Evacuation Analysis/Evacuation
Strategies and Procedure/Public Communications
and Implementation
Ayberk’s work is marked by a blend of technological innovation and deep understanding of the varied needs of the communities. His strong background in travel demand modeling and data science has been pivotal in advancing transportation planning and engineering. This experience is reflected in his practical work in large-scale evacuation modeling for natural disasters, transportation planning in disaster resilience and recovery, and data science in disaster response and hazard analysis demonstrating his capacity to meld cutting-edge solutions with tangible transportation challenges. Additionally, his academic rigor is evidenced by 35 publications in peer-reviewed journals and over 800 citations in Google Scholar, highlighting his impact and thought leadership in the field.

RELEVANT EXPERIENCE
 City of Monterey, General Plan Update, Safety Element, Evacuation Assessment, Monterey, CA – Senior Project Planner  City of Marina, Housing Element Update Evacuation Assessment, Marina, CA – Senior Project Planner  City of Hollister, Evacuation Planning, SS4A, Hollister, CA – Task Lead  City of Cypress, Evacuation Study, General Plan Update, Cypress, CA – Task Lead  City of Pacific Grove, General Plan Update, Safety Element, Evacuation Assessment, Pacific Grove, CA – Senior Project Planner  City of Moreno Valley, Evacuation Routes Study, Moreno Valley, CA – Task Manager  County of San Benito, Evacuation Routes Study, San Benito County, CA – Task Manager  City of Calimesa, Evacuation Routes Study, Calimesa, CA – Task Manager  Texas Department of Transportation (TxDOT), Statewide Resiliency Planning, Statewide, TX – Senior Project Planner  Tri-Rail Expansion Feasibility Study, STOPS Transit Modeling, South Florida, FL – Task Lead  Oklahoma City Embark BRT, STOPS Transit Modeling, Oklahoma City, OK – Task Lead  Development of Efficient Algorithms to Facilitate Emergency Evacuation in Areas with Vulnerable Population Groups; U.S.

Department of Transportation (USDOT), Center for Accessibility and Safety for an Aging Population – Deputy Project Manager*  Senior Community Resilience: Assessing the Interdependencies between Critical Transportation Infrastructures and Implications on Aging People's Households, USDOT – Deputy Project Manager*  Scenario-based Evaluation of Multi-Modal Emergency Transportation Operations towards Better Decision Making in Aging-focused Humanitarian Logistics, USDOT – Deputy Project Manager* *Prior to joining Kimley-Horn

EDUCATION
 Doctor of Philosophy, Civil
Engineering, Florida State
University
 Master of Science,
Architectural Engineering,
Milan, Italy
 Bachelor of Science, Civil
Engineering, Bogazici
University, Istanbul, Turkey

CREDENTIALS
 Professional Transportation
Planner in California (#890)

39 SURABHI BARBHAYA,

AICP, LEED AP
Deputy Project Manager/Existing
Conditions/Community Engagement
Surabhi has 20 years of experience in urban planning, urban design, and active transportation. She has worked on a spectrum of projects, including general plan updates, specific plans, design guidelines, objective design standards, complete streets, bike master plans, trail and greenway planning, and pedestrian studies. Her urban planning background helps her take a holistic approach towards projects by integrating land use, transportation, and sustainable development to respond to demographic, market, economic, physical, and organizational forces. Her architecture and urban design background further add to this holistic approach by focusing on the project’s aesthetic aspects via design guidelines. She firmly believes that meaningful public engagement leads to ownership of the project by the community and uses her graphic skills to communicate ideas to the audience during the project’s consensus-building phase. Many of her projects have won local and state American Planning Association (APA) and ASLA awards. Surabhi is also an active member of the planning community and is serving as a board member for the American Planning Association of Orange County.

RELEVANT EXPERIENCE
 City of La Cañada Flintridge, General Plan Update, Open Space, Conservation and Circulation Elements, La Cañada Flintridge, CA – Project Manager
 City of La Cañada Flintridge, Housing Prototype Study and Objective Design Standards, La Cañada Flintridge, CA – Project Manager*  City of Cypress, General Plan Update, Open Space, Conservation and Safety Elements, Cypress, CA – Project Manager  City of Calimesa, General Plan Update, Safety Elements, Calimesa, CA – Project Manager  City of Fillmore, Housing Element Implementation, Fillmore, CA – Task Manager  City of Pinole, Housing Element Update, Safety Element Update, Environmental Justice Element Update, Pinole, CA – Project Manager*
 City of San Juan Capistrano, Housing Element Update, Safety Element Update, Environmental Justice Element Update, San Juan Capistrano, CA – Task Manager*
 City of Chula Vista, Safety Element Update, Environmental Justice Element Update, Chula Vista, CA – Project Manager*  Los Altos Hills Housing and Safety Elements Update, Los Altos Hills, California – Project Manager*  City of Rolling Hills Estates, General Plan Update, Rolling Hills, CA – Project Manager*  City of Elk Grove, General Plan Update, Elk Grove, CA – Task Manager*  County of San Diego, Campo Road Corridor Revitalization Specific Plan, San Diego County, CA – Project Manager*  City of Arcadia, Housing Element Implementation, Arcadia, CA – Task Manager  City of Santa Clarita, Town Center Specific Plan, Santa Clarita, CA – Project Manager  County of Monterey, Castroville Community Plan Update, Castroville, CA – Project Manager  County of Riverside, Mixed Use and Multifamily Objective Design Standards, Riverside County, CA – Project Manager*  City of Palo Alto, Retail Recovery Study, Palo Alto, CA – Project Manager*  City of Rolling Hills Estates, Commercial District Vision Plan, Rolling Hills, CA – Project Manager*  City of Imperial Beach, Boulevard Complete Streets Project, Imperial Beach, CA – Public Engagement Lead*  County of San Diego, Rio Prado and Bonsall Parks, San Diego County, CA – Public Engagement Lead* *Prior to joining Kimley-Horn

EDUCATION
 Master of City Planning,
Land Use Planning,
University of Cincinnati
 Bachelor of Architecture,
Architecture, Maharaja
Sayajirao University of
Baroda, India

CREDENTIALS
 American Institute of
Certified Planners (AICP)
#022061
 LEED Accredited Professional

40 SRI CHAKRAVARTHY,
PE, TE
Principal-in-Charge
Sri has more than 20 years of experience overseeing a variety of transportation projects ranging from planning, design, operations, and on-call engineering services. His project management at Kimley-Horn is informed by his former career with the Los Angeles County Public Works Department and knowledge of grant funding opportunities and working with multiple stakeholders. Sri has overseen medium to large scale projects for local and regional agencies with design budgets ranging from $50K to $2.5M and schedules ranging from six months to 3.5 years. These projects are often multidisciplinary and require coordination with local and regional agencies, Caltrans, and local businesses and residents.

RELEVANT EXPERIENCE
 City of La Cañada Flintridge, Professional Traffic Engineering Services for Citywide Engineering and Traffic Survey and Traffic Volume Counts, La Cañada Flintridge, CA – Project Manager  City of La Cañada Flintridge, Traffic Circulation and Signal Operations for Foothill Boulevard and Angeles Crest Highway, La Cañada Flintridge, CA – Project Manager
 City of Agoura Hills, Areawide School Traffic Study, Agoura Hills, CA – Project Manager  City of Pico Rivera, Transit-Oriented Development (TOD) Specific Plan for the Gold Line Eastside Extension at Washington and Rosemead Boulevards, Pico Rivera, CA – Senior Project Engineer  City of Tehachapi, Greater Tehachapi Area Specific Plan, Tehachapi, CA – Project Manager  City of Culver City, Ivy Station TOD, Washington Boulevard and National Boulevard Street Off-Site and On-Site Improvements, Los Angeles/Culver City, CA – Project Engineer
 City of Los Angeles, Department of Recreation and Parks, Griffith Park Safety and Mobility Active Transportation Project, Los Angeles, CA – Principal-in-Charge
 City of Oxnard, Fifth Street and Rice Avenue Grade Separation Traffic Operational Analysis Report, Oxnard, CA – Project Manager  City of Oxnard, Oxnard Boulevard and Saviers Road Signal Improvements, Oxnard, CA – Project Manager  City of Malibu On-Call Engineering Services - Disaster and Evacuation Planning, Malibu, CA – Project Manager  City of Lancaster, Safe Routes to School Master Plan, Lancaster, CA – Principal-in-Charge  Alameda CTC, I-80 Integrated Corridor Mobility (ICM) Project, Alameda/Contra Costa Counties, CA – Project Engineer

EDUCATION
 Master of Science, Civil
Engineering, Louisiana State
University
 Bachelor of Science, Civil
Engineering, Kakatiya
University, India

CREDENTIALS
 Professional Engineer in
California #73626
 Traffic Engineer in California
#2531

41 MIKE SCHMITT,
AICP CTP, PTP, RSP2B
QC/QA Manager
With 32 years of experience, Mike is one of only a handful of transportation professionals in the US who are recognized by both the American Planning Association (APA) and Transportation Professional Certification Board (TPCB) as being a specialist in transportation planning and safety. He has worked on a wide variety of multimodal transportation projects, including those with a significant focus related to impact fees and travel demand modeling.

Most recently, he has focused on VMT and the reduction of GHG emissions. In support of these efforts, he has presented more than 100 times throughout California and the US (including multiple major ITE/ULI Conferences), is a participant on the Institute of Transportation Engineers’ (ITE) California SB 743 Task Force, Caltrans’ SB 743 Implementation Technical Roundtable, and the Project Advisory Committee for the Rural Counties Task Force (RCTF) Induced Demand study. He is an accomplished public speaker, author, and is known for his ability to successfully manage complex and challenging projects.

RELEVANT EXPERIENCE
 City of Agoura Hills, Traffic Impact Fee Program Update, Agoura Hills, CA – Senior Planner
 City of Palmdale, VMT Mitigation Program and SB 743 Implementation Plan, Palmdale, CA – Project Manager
 CVAG, Coachella Valley VMT Study, Coachella Valley, CA – Project Manager  City of Riverside, VMT Mitigation Program, Riverside, CA – Project Manager  Transportation Authority of Marin (TAM), VMT Mitigation Program and Trip Reduction Toolbox, Marin County, CA – Project Manager  Transportation Agency for Monterey County (TAMC), Traffic Impact Fee Program Update, Monterey County, CA – Senior Planner  Tri-Valley Transportation Council (TVTC), Transportation Impact Fee Program, Contra Costa/Alameda County, CA – Project Manager  County of El Dorado, Traffic Impact Fee Program Update, El Dorado County, CA – Senior Planner  City of West Sacramento, TIF Program Update, Model Update, and VMT Mitigation Program, West Sacramento, CA – Project Manager
 City of Gilroy, Traffic Impact Fee Program Update, Gilroy, CA – Senior Planner  City of Marina, Traffic Impact Fee Program Update, Marina, CA – Senior Planner  City of Soledad, Traffic Impact Fee Program Update, Soledad, CA – Senior Planner  City of Tracy, Traffic Impact Fee and Transportation Master Plan Update, Tracy, CA – Senior Planner  City of Concord, Traffic Impact Fee Program Update, Concord, CA – Senior Planner  SLOCOG, Regional VMT Mitigation Program, San Luis Obispo County, CA – Project Manager  Fresno COG, Regional VMT Mitigation Program Study, Fresno, CA – Project Manager  StanCOG, Regional VMT Mitigation Program, Stanislaus County, CA – Project Manager  County of Santa Cruz Regional VMT Mitigation Program (along with Caltrans, SCCRTC, and Watsonville), Santa Cruz County, CA – Project Manager
 City of Hollister, VMT Mitigation Program, Hollister, CA – Project Manager  City of Salinas, SB 743 Implementation and VMT Banking Program – Principal Planner  Hennepin County, VMT Analysis and Mitigation Study, Hennepin County, MN – Project Manager  StanCOG, 2018, 2022, and 2026 RTP/SCS, Stanislaus County, CA – Project Manager

EDUCATION
 Master of Science, Planning,
University of Arizona
 Bachelor of Science,
Regional Development,
University of Arizona

CREDENTIALS
 American Institute of
Certified Planners Certified
Transportation Planner
(AICP CTP)
 Professional Transportation
Planner (PTP)
 Road Safety Professional 1
(RSP1) #185
 Road Safety Professional 2
Behavioral
 American Planning
Association (APA), Member
 American Council of
Engineering Companies
(ACEC), Member
 Institute of Traffic Engineers
(ITE), Member

42 MATT STEWART, PE, TE
Special Populations and Access
Matt has experience in traffic engineering, transportation planning, and traffic safety analysis.

His expertise includes traffic signal operations and design, ITS design, crash data analysis, and traffic impact analysis. Matt has experience in data collection and field review, traffic signal timing optimization, traffic management center (TMC) and controller cabinet timing implementation, fine-tuning, and corridor before and after studies.

RELEVANT EXPERIENCE
 City of Irvine, Fire Evacuation Traffic Study, Irvine, CA – Project Manager  Caltrans, CMAS Safety Performance Management Target Setting Analysis, Statewide, CA – Project Engineer
 City of Los Angeles, Department of Recreation and Parks, Griffith Park Safety and Mobility Active Transportation Project, Los Angeles, CA – Project Engineer
 City of Irvine, Pedestrian Module Field Review, Irvine, CA – Project Manager  County of Orange, Americans with Disabilities Act (ADA) Transition Plan, Orange County, CA – Project Manager  County of Los Angeles, Los Angeles County Bike Master Plan, Los Angeles County, CA – Project Manager  OCTA, Aliso Creek Road Regional Traffic Signal Synchronization Project (RTSSP), Laguna Woods, Laguna Niguel, Aliso Viejo, CA – Project Engineer
 OCTA, Bake Parkway and Rockfield Boulevard, Crown Valley Parkway, and Moulton Parkway RTSSP, Orange County, CA – Project Engineer
 City of Irvine, Barranca Parkway Regional Traffic Signal Synchronization Program (TSSP), Irvine, CA – Project Engineer  City of Alhambra, I-710 North Arterial and I-10 Interchange Improvements at I-10/Fremont Avenue, I-10/Atlantic Boulevard, and I10/Garfield Avenue – Project Analyst  City of Diamond Bar, Procurement and Implementation Plan for Adaptive Traffic Control System (ATCS), Diamond Bar, CA – Project Engineer
 City of Agoura Hills, On-Call Engineering Services, Agoura Hills, CA – Project Engineer  City of Malibu, Pacific Coast Highway (PCH) Signal System Improvements Project, Malibu, CA – Project Engineer  City of Malibu, PCH Mobility Improvements at Various Locations, Malibu, CA – Project Analyst

EDUCATION
 Master of Science,
Transportation Engineering,
University of California,
Berkeley
 Bachelor of Science, Civil
and Environmental
Engineering, University of
California, Los Angeles

CREDENTIALS
 Professional Engineer in
California (#90465)
 Traffic Engineer in California
(#3063)

43 DARRYL DEPENCIER,
AICP, GISP, RSP2B
GIS/Data/Dashboards
Darryl has 20 years of experience assisting and leading transportation planning and engineering projects. He uses data driven approaches to assess transportation system performance for operations, safety, equity, and other factors as needed. As a GIS Professional, Darryl often uses GIS to efficiently assess existing conditions and to analyze project alternatives. He has supported the development and implementation of GIS analysis methods for transit and traffic performance assessment, traffic safety analysis, ADA transition plans and other transportation planning functions. He is experienced with bringing diverse databases together into a geo-enabled environment including spatial transformations, data conversions, overlays, raster/vector interactions. When applicable, Darryl makes use of big data sources to supplement available localized data from both commercial and locally kept sources. He develops custom tools, macros, models, and scripts to work with out-of-the-box tools and applications as needed to work with existing data sources to better inform the planning team and decisionmakers.

RELEVANT EXPERIENCE
 City of Lancaster, Data Collection, Analysis, and Report Development for Lancaster Lives SSARP Project, Lancaster, CA – Project Manager
 StanCOG, REAP 2.0 Community Enhancement Zone Plans, VMT Mitigation Strategy, and SCS Bicycle and Pedestrian Plans, Modesto, CA – Project Planner
 Caltrans, Vulnerable Road User Safety Assessment, Statewide, CA – Project Manager  Caltrans, Local Development Safety Review Guidelines, Statewide, CA – Project Manager  Caltrans, 2020-2024 Strategic Highway Safety Plan, Statewide, CA – Project Planner  Caltrans, CMAS Safety Performance Management Target Setting Analysis, Statewide, CA – Project Planner  StanCOG, Preparation of the 2018 Regional Transportation Plan (RTP), Sustainable Communities Strategy (SCS), and Environmental Impact Report (EIR), Modesto, CA – Project Planner  Merced County Association of Governments (MCAG), Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS) 2018, Merced, CA – Project Planner
 City of Palmdale, VMT Banking Study, Palmdale, CA – Project Planner  City of Palmdale, Sustainable Transportation Plan, Palmdale, CA – Project Manager  City of Lancaster, Safe Routes to School Plan, Lancaster, CA – Project Planner  City of Eastvale, LRSP, Eastvale, CA – Project Manager  City of Perris, LRSP, Perris, CA – Project Manager
 Imperial County, Local Road Safety Plan, Imperial County, CA – Project Manager  Imperial County, Systemic Safety Analysis Report, Imperial County, CA – Project Manager  City of Riverside, Local Road Safety Plan (LRSP), Riverside, CA – Project Planner  City of Bakersfield, Neighborhood Traffic Calming Plan, Bakersfield, CA – Project Manager  City of Bakersfield, Active Transportation Plan, Bakersfield, CA – Project Manager  City of Monterey, VMT Assessment and Mitigation Strategies for General Plan Implementation, Monterey, CA – Project Planner  County of Hennepin, VMT Reduction Assessment, Hennepin County, MN – Project Planner  City of Los Angeles, Vision Zero Program Independent Evaluation, Los Angeles, CA – Project Planner

EDUCATION
 Master of Science, Urban
Spatial Analytics, University
of Pennsylvania
 Bachelor of Arts, Geography,
Carleton University
 Certificate of Geographic
Information Systems,
Algonquin College

CREDENTIALS
 Geographic Information
Systems Professional
#59317
 American Institute of
Certified Planners #026552
 Road Safety Professional 1
#279
 Road Safety Professional 2B
#17

44 FREDERIK VENTER, PE
Evacuation Strategies and Procedures
Frederik has 35 years of experience in the development of transportation and traffic engineering studies, including preparation of traffic studies, traffic impact assessments, and final design. He is currently registered as a Professional Civil Engineer in California and has been involved in several major transportation and traffic engineering studies, throughout California. Frederik has worked with several agencies on establishing their traffic impact fee programs, VMT thresholds and VMT mitigation banking studies per SB 743 Guidelines. In addition, he has worked on several development projects when VMT analysis with LOS analysis is required. Frederik understands the needs of both the industry and local agencies with regard to impact fees and SB 743 requirements, its challenges, and solutions. Frederik has also served on the Statewide ITE group for reviewing SB 743.

RELEVANT EXPERIENCE
 City of Thousand Oaks, Traffic Impact Mitigation Fee Nexus Study, Thousand Oaks, CA – Project Manager
 City of Hollister, General Plan Update Circulation Element, Hollister, CA – Project Manager
 City of Monterey, Vehicle Miles Traveled (VMT) Assessment and Mitigation Strategies for General Plan Implementation, Monterey, CA – Project Manager
 County of Santa Cruz, Travel Demand Modeling and Vehicle Miles Traveled (VMT) Analysis for General Plan Update, Santa Cruz County, CA – Project Manager
 City of Hollister, VMT Analysis and SB 743 Implementation, Hollister, CA – Project Manager  City of Marina, Traffic Impact Fee Program Update, Marina, CA – Principal-in-charge  City of Soledad, Traffic Impact Fee Program Update, Soledad, CA – Principal-in-charge  City of Soledad, General Plan Update, Soledad, CA – Principal-in-charge  County of San Benito, VMT Analysis and SB 743 Implementation, San Benito, CA – Principal-in-charge  Tulare County Association of Governments (COG), Regional Transportation Impact Fee Study, Tulare County, CA – Project Manager  Fresno COG, Regional VMT Mitigation Program Study, Fresno, CA – Principal-in-Charge  City of Fremont, Traffic Impact Fee (TIF) Program, Fremont, CA – Project Manager  City of Salinas, Comprehensive General Plan Update and Environmental Impact Report, Salinas, CA – Project Manager  County of Monterey, Castroville Community Plan and EIR, Monterey County, CA – Project Engineer  City of Burlingame, Carolan Avenue Complete Street, Burlingame, CA – Principal-in-Charge  City of Marina, Imjin Parkway Corridor Feasibility Study (Widening), Marina, CA – Project Manager  City of Salinas, On-Call Consultants for Civil and Project Management, Salinas, CA – Project Manager  City of Monterey, Multimodal Plan, Monterey, CA – Project Manager  City of Tracy, Citywide Roadway & Transportation Master Plan (TMP) Update, Tracy, CA – Project Manager  VTA, Tasman Corridor Complete Streets Study, San Jose, CA – Project Engineer  City of Monterey, On-Call for Civil, Traffic, Architectural, Engineering, and Other Professional Services, Monterey, CA – Project Manager

EDUCATION
 Master of Science, Urban
Engineering, University of
Pretoria, South Africa
 Bachelor of Science, Civil
Engineering, University of
Pretoria, South Africa
 Bachelor of Science,
Transportation Engineering,
University of Pretoria, South
Africa

CREDENTIALS
 Professional Civil Engineer
in California (#64621)
 Institute of Transportation
Engineers (ITE), Member
 American Public Works
Association (APWA),
Member

45 FRANK NGUYEN,

CCNA, CCNP
Public Communications and Implementation
Frank has 20 years of experience supporting product integration activities of multiple software components as well as experience in the field of Enterprise LAN and WAN IP Networks.

Application development and services include custom MSI packaging from development to deployment and application virtualization with web-based process management. His experience includes writing programs to streamline and automate application deployment and maintenance. Frank has used the Microsoft and Cisco standards to create an optimal network infrastructure and implemented it on an enterprise level.

RELEVANT EXPERIENCE
 City of Palm Springs, Traffic Management Center (TMC) Troubleshooting and Timing Plan Review, Palm Springs, CA – Systems Engineer
 Metro, I-10/I-110 Express Lanes - Roadside Toll Collection System (RTCS) sub to Conduent, Los Angeles, CA – Systems Engineer
 California Department of Transportation (Caltrans), Statewide Communications Plan, Statewide, CA – Intelligent Transportation Systems (ITS) Network Architecture
 SANDAG, Regional Broadband and Digital Infrastructure Master Plan, San Diego, CA – Preliminary Regional Digital Infrastructure Network Design
 SANDAG/MTS Light Rail Transit (LRT) Renewal Project - Blue Line Stations, San Diego, CA – Systems Engineer  AC Transit, Line 51 Corridor Delay Reduction and Sustainability Project, Alameda/Berkeley/Oakland, CA – Systems Engineer  City of Culver City, Traffic Control System (KITS®), Culver City, CA – Systems Engineer  San Mateo County, KITS Smart Corridor ATMS, San Mateo County, CA – Systems Engineer

EDUCATION
 Bachelor of Science,
Computer Engineering,
University of California,
Irvine

CREDENTIALS
 Cisco Certified Network
Professional
(#CSCO11823916)
 Cisco Certified Network
Associate
 Cisco Certified DevNet
Associate
 Cisco Certified Specialist –
Advanced Infrastructure
Implementation

46 BRANDI CHILDRESS
Community Engagement
Brandi is a 26-year industry professional specializing in community outreach, public involvement, stakeholder engagement, and strategic communications. She has led successful teams on various projects by prioritizing strong partnerships, connection, collaboration, and early and active public engagement through all phases of the project delivery process. She brings a wealth of knowledge and a true passion for unifying communities around new ideas and mobility solutions.

Prior to joining Kimley-Horn, Brandi grew her public involvement career with the Santa Clara VTA since 2001, serving as Chief Media Spokesperson and Public Affairs Manager before being promoted to Chief of Staff to the General Manager where she focused on implementing time- and resource-management strategies for the executive team. She also co-created a renewed agency vision and plan alongside a newly hired General Manager. Her deep roots in public service have allowed her to creatively implement improvements with and for communities who need them most. Brandi is motivated by opportunities to apply her experience to elevate processes, programs, projects, and people.

RELEVANT EXPERIENCE
 City of San Jose, Diridon Intermodal Station Business Case, San Jose, CA – Strategic Planning and Communications, Community Outreach, and Stakeholder Engagement
 City of Santa Clara, Vision Zero Implementation Plan, Santa Clara, CA – Community Outreach and Stakeholder Engagement  City of Sunnyvale, Tasman Drive Pedestrian/Bike Facility Installation, Sunnyvale, CA – Community Outreach & Stakeholder Engagement
 City of Sunnyvale, Mathilda Avenue Bike Study, Sunnyvale, CA – Community Outreach and Stakeholder Engagement  City of Sunnyvale, Caltrain Access Study, Sunnyvale, CA – Public Engagement  City of Glendale, Speed Safety System Program, Glendale, CA – Public Engagement  VTA, Bay Area Rapid Transit (BART) Silicon Valley Extension Phases II, San Jose, CA – Project Manager  Caltrain, Corridor Crossings Strategy, San Jose, CA – Policy & Planning Support  San Francisco County Transportation Authority, San Francisco, CA – Media Relations and Policy Support  San Mateo County Transportation Authority, US101/SR92 Interchange Project, San Mateo, CA – Community Outreach and Stakeholder Engagement
 San Mateo County Transportation Authority, Alpine Road Corridor Project, San Mateo, CA – Public Engagement  Santa Cruz METRO, Caltrans Intercity Transit Speed and Reliability Study, Santa Cruz, CA – Rider Engagement  Marin Transit, Fare Collection Study, Marin, CA – Rider Engagement, Marketing, and Communications  Marin Transit, Service Changes, Fare Transition and New Bus Facility Project – Strategic Planning and Communications, Community Outreach and Stakeholder Engagement
 Stanislaus Regional Transit Authority (StanRTA), Short Range Transit Plan & Bus Rapid Transit Feasibility Study, Modesto, CA – Rider Engagement, Community Outreach and Stakeholder Engagement  Transportation Authority of Marin, Marin Mobility Hubs, Marin, CA – Community Outreach and Stakeholder Engagement  Transportation Authority of Marin, VMT Reduction and Mobility Enhancement Toolkit, Marin, CA – Community Outreach and Stakeholder Engagement
 Water Emergency Transportation Authority (WETA), Ferry Terminal Reconfiguration, Vallejo, CA – Rider Engagement  Marin Clean Energy, Special Event/Workshop Planning and Grant Program Support, Marin, CA – Special Event/Workshop Facilitator

EDUCATION
 Masters in Transportation
Management, San Jose
State University
 Bachelor of Science,
Business Administration,
California State University,
Stanislaus

CREDENTIALS
 Women’s Transportation
Seminar (WTS), San
Francisco Bay Area Chapter,
Communication Chair

[email protected]
916.905.1879
177 East Colorado Boulevard
Suite 200
Pasadena, CA 91105

AYBERK KOCATEPE,

PHD, PTP

CONTACT
The entirety of this proposal, including text and images, is the property of Kimley-Horn and Associates, Inc., protected under U.S. copyright law.

Copyright © 2026 Kimley-Horn and Associates, Inc.

CITY OF LA CAÑADA FLINTRIDGE
ADDENDUM NO. 1

REQUEST FOR PROPOSALS

CITYWIDE EVACUATION PLAN CONSULTING SERVICES
Date Issued: March 18, 2026
This Addendum No. 1 is hereby made part of the Request for Proposals (RFP) for Citywide Evacuation Plan Consulting Services. All proposers shall acknowledge receipt of this Addendum in their Proposal. Failure to do so may result in disqualification.

Except as specifically modified by this Addendum, all terms, conditions, and requirements of the original RFP shall remain unchanged.

1.0 REVISIONS TO RFP
Section 8.2 – Firm Qualifications and Experience with Similar Projects Section 8.2 is hereby revised in its entirety to read as follows:

8.2 Firm Qualifications and Experience with Similar Projects Consultants must describe their specific qualifications, including a proven track record of successful development and adoption of Citywide Evacuation Plans, including consideration of access and functional needs populations.

Qualifications shall emphasize relevant experience in evacuation planning, which may include, but is not limited to:
• Preparation of citywide or area-wide evacuation plans for municipalities or similar jurisdictions
• Development of evacuation modeling, scenario analysis, or traffic and capacity assessments
• Experience planning for wildfire, wind-driven events, or other hazards requiring large-scale evacuation
• Integration of evacuation planning with emergency operations, incident command structures, and public safety agencies

• Coordination with multiple jurisdictions and agencies, including fire, law enforcement, and transportation partners
• Development of evacuation strategies for communities with constrained roadway networks or similar physical limitations
• Incorporation of schools, sensitive uses, and access and functional needs populations into evacuation planning
The proposer must include in his/her Proposal a complete disclosure of any civil or criminal litigation in which the Proposer has been found guilty or liable. Failure to comply with the terms of this provision will disqualify any Proposal. The City reserves the right to reject any Proposal based upon the Proposer's prior history with the City or with any other party, which documents, without limitation, unsatisfactory performance, adversarial or contentious demeanor, significant failures to meet contract milestones, or other contractual failures.

2.0 ACKNOWLEDGMENT
Proposers shall acknowledge receipt of this Addendum in their Proposal submission. ____________________________ _____________________
Arabo Parseghian, Assistant City Manager Date
March 18, 2026

X
X
City of La Cañada Flintridge
City Manager’s Office

REQUEST FOR PROPOSALS
Professional Services for the Development of a Citywide Evacuation Plan
Date Released: March 4, 2026
Questions regarding RFP due 12:00 P.M., March 24, 2026
Proposals are due prior to 5:00 P.M., April 1, 2026
Anticipated Start Date: May 6, 2026
Arabo Parseghian
Assistant City Manager
City of La Cañada Flintridge
One Civic Center Drive
La Cañada Flintridge, CA 91011

City of La Cañada Flintridge Citywide Evacuation Plan
X
X
Request for Proposals
Professional Services for Citywide Evacuation Plan

CONTENTS
CONTENTS.....................................................................................................................1

1.0 INVITATION FOR PROPOSALS.............................................................................1

2.0 CITY DESCRIPTION & BACKGROUND ..................................................................1

3.0 REGULATORY AND POLICY FRAMEWORK ...........................................................2

4.0 SCOPE OF SERVICE ..............................................................................................2

5.0 DELIVERABLES AND OWNERSHIP.......................................................................5

6.0 COORDINATION AND GOVERNANCE...................................................................6

7.0 PROJECT SCHEDULE ............................................................................................6

8.0 CONTENTS OF PROPOSAL ....................................................................................7

9.0 SELECTION PROCESS AND CRITERIA..................................................................8

10.0 CONTRACT AWARD ...........................................................................................9

11.0 STANDARD AGREEMENT ...................................................................................9

12.0 PROOF OF AUTHORITY .................................................................................. 10

13.0 FINANCIAL AND/OR RELATIONAL DISCLOSURE.......................................... 10

14.0 AWARD AND PROPOSAL RETENTION ............................................................ 10

15.0 DISQUALIFICATION OF PROPOSER............................................................... 10

16.0 COMPLIANCE WITH LAWS ............................................................................. 10

17.0 WITHDRAWAL OF PROPOSAL ........................................................................ 10

City of La Cañada Flintridge Citywide Evacuation Plan
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18.0 FIRM COMMITMENT OF AVAILABILITY OF SERVICE..................................... 10

19.0 LIMITATIONS AND RESERVATIONS .............................................................. 11

20.0 RFP NOT CONTRACTUAL ................................................................................ 11 EXHIBIT “A” ............................................................................................................... 12 ATTACHMENT “1”....................................................................................................... 13

City of La Cañada Flintridge

Citywide Evacuation Plan
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1.0 INVITATION FOR PROPOSALS
The City of La Cañada Flintridge (“City”) invites qualified and experienced professional consultants or consulting teams to submit proposals to provide professional services for the development of a comprehensive Citywide Evacuation Plan.

The purpose of this project is to prepare a legally compliant, operationally sound, and implementable evacuation plan that satisfies applicable State of California and Federal requirements, supports and implements the City’s adopted General Plan Safety Element, and enhances the City’s ability to safely evacuate residents, workers, and visitors during emergencies, including but not limited to wildfire, wind, earthquake, flooding, and other hazards.

This is a professional services procurement subject to the City’s Purchasing Policies and Procedures and California law. Selection will be based on a best-value evaluation.

The tentative schedule for this procurement is as follows:

Action Date
Request for Proposal (RFP) Issued March 4, 2026
Questions Regarding RFP Due March 24, 2026
Addenda to be Issued (if Any) March 25, 2026
Interview Week (if required) April 20, 2026, through April 24, 2026 Proposals Due April 1, 2026
Questions regarding this RFP must be submitted on PlanetBids no later than 12:00 p.m. on March 24, 2026, and the proposal must be submitted via PlanetBids no later than 5:00 p.m. on April 1, 2026.

Any clarification to the RFP shall be made by an addendum by the close of business on March 25, 2026. Copies of any addenda will be posted on PlanetBids and e-mailed to all known prospective proposers. Each proposal shall acknowledge receipt of all addenda issued during the solicitation period by including them in the Proposal. Failure to do so may result in the Proposal being rejected as not responsive.

Please note that proposals submitted to the City are potentially subject to public records requests.

2.0 CITY DESCRIPTION & BACKGROUND
The City of La Cañada Flintridge is a residential community located in the foothills of the San Gabriel Mountains in Los Angeles County. The City is subject to multiple natural and human-caused hazards, including wildfire, high wind events, seismic activity, flooding, and extreme weather. The entire City is designated as a Very High Fire Hazard Severity Zone, and emergency preparedness and evacuation planning are critical components of the City’s public safety responsibilities.

The City has adopted a General Plan Safety Element that establishes goals, policies, and implementation measures related to hazard mitigation, emergency preparedness, evacuation planning, and public safety. The Citywide Evacuation Plan prepared under this Request for Proposals must directly support and be consistent with the adopted Safety Element and must be suitable for formal adoption and long-term implementation by the City.

The City is a contract city and coordinates emergency response and evacuation activities with

City of La Cañada Flintridge

Citywide Evacuation Plan
X
X
regional fire, law enforcement, transportation, and emergency management agencies. Evacuation operations may involve multiple jurisdictions and agencies, and the Citywide Evacuation Plan must be developed with an understanding of this multi-agency operational environment.

The City’s evacuation planning context is further shaped by several physical and operational constraints. Interstate 210 (I-210) traverses the City and carries significant regional traffic volumes; and incidents, congestion, or closures on the freeway may materially affect evacuation timing, routing, and access both into and out of the City. In addition, many City neighborhoods are characterized by narrow, winding, or limited-access streets, which may constrain evacuation capacity and require careful planning and sequencing. The City also includes areas with multiple schools located in close proximity, which present additional operational considerations if evacuations are required during school hours.

The City has also recently adopted a Red Flag No-Parking Program intended to improve roadway clearance and emergency access during periods of elevated fire weather conditions. The relationship between this program and evacuation operations is an important consideration within the City’s overall evacuation planning framework.

The City seeks a qualified professional consultant to assist in developing a comprehensive Citywide Evacuation Plan that reflects these conditions, integrates with existing City policies and programs, and provides clear, implementable guidance to support safe and effective evacuation during emergency events.

3.0 REGULATORY AND POLICY FRAMEWORK
The Citywide Evacuation Plan shall be prepared in compliance with all applicable federal, state, and local laws and guidance, including but not limited to:
• California Government Code requirements related to general plans and safety elements • State of California evacuation planning and emergency preparedness requirements, including but not limited to AB 747 (2019)
• Applicable guidance from state and regional emergency management agencies • Consistent with the City’s adopted General Plan, including the Safety Element The Plan shall be suitable for formal adoption by the City and integration into the City’s emergency management, planning, and public information frameworks.

4.0 SCOPE OF SERVICE
The Consultant shall provide professional services necessary to develop a comprehensive Citywide Evacuation Plan. The scope outlined below is intended to be thorough but not exhaustive.

Proposers may recommend refinements that improve effectiveness, provided core requirements are met.

4.1 Project Management and Coordination
• Project kickoff meeting and detailed work plan
• Regular coordination meetings with City staff
• Ongoing schedule management and progress reporting
• Coordination with City departments and public safety partners as directed by the City.

4.2 Review of Existing Conditions and Documents

City of La Cañada Flintridge

Citywide Evacuation Plan
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• Review of the City’s General Plan Safety Element (see https://lcf.ca.gov/generalplan/) • Review of the City’s Local Hazard Mitigation Plan (see https://lcf.ca.gov/city-plans/) • Review of existing emergency operations plans, evacuation materials, maps, and procedures • Review of relevant after-action reports and prior emergency events • Review of County, State, and Federal documents relevant to emergency and/or evacuations • Review of roadway, circulation, and access constraints relevant to evacuation, including the impact of the 210 freeway

4.3 Hazard and Evacuation Analysis
• Evaluation should at minimum be based on identified hazards based on the City’s Local Hazard Mitigation Plan hazards: key focus on Earthquake, Fire, and Manmade Hazard • Evaluation should consider the City’s Genasys Zones
• Evaluation of evacuation triggers and decision points • Analysis of roadway capacity, constraints, and choke points • As part of the evacuation analysis, the Consultant shall evaluate key infrastructure and operational constraints that may affect evacuation feasibility and performance, including but not limited to:
o The presence and operation of Interstate 210, including how freeway traffic conditions, incidents, or closures may influence evacuation routes, timing, and coordination
o Local roadway characteristics, including narrow streets, limited access points, and network connectivity
o Areas with concentrations of schools and other sensitive uses, including planning considerations for evacuations occurring during school hours Analysis shall include a review of the City’s adopted General Plan land use designations and approved housing density standards, and shall evaluate evacuation scenarios assuming full buildout of those sites at the maximum densities permitted under the General Plan o Evacuation of the entire
The Consultant shall consider how these constraints influence evacuation strategies, phasing, and decision-making and shall reflect such considerations in the Citywide Evacuation Plan and supporting analysis.
• Consideration of evacuation scenarios, timing, sequencing, and phasing • The City’s Red Flag No Parking Program, including how temporary parking restrictions may affect roadway clearance, emergency access, evacuation capacity, and implementation considerations during evacuation events.

As part of the Hazard and Evacuation Analysis, the Consultant shall describe in its Proposal the methodology it proposes to use to conduct the evacuation analysis. The Proposal shall clearly explain the analytical approach, assumptions, tools, and techniques to be employed, including modeling, scenario-based analysis, traffic and capacity assessment methods, and other professional planning tools. The Consultant shall demonstrate how the proposed methodology is appropriate for the City’s geographic, roadway, and hazard conditions and how the analysis will support development of a practical, implementable Citywide Evacuation Plan. Selection of specific tools or models is left to the Consultant, subject to City review and approval.

4.4 Special Populations and Access Considerations
• Identification of access and functional needs populations • Consideration of schools, care facilities, and other sensitive uses • Planning considerations for persons with disabilities, older adults, and others requiring assistance
• Incorporate access and functional needs into the plan

4.5 Evacuation Strategy and Procedures

City of La Cañada Flintridge

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• Development of evacuation concepts and strategies
• Phased and/or zone-based evacuation approaches
• Traffic control and routing concepts
• Shelter-in-place versus evacuation decision frameworks • Integration with law enforcement, fire, and incident command operations

4.6 Public Communications and Implementation Framework
• Public-facing evacuation guidance concepts
• Integration with City alerting and communications systems • Clear roles and responsibilities for City implementation • Coordination with City communications staff for consistency and clarity

4.7 Community Engagement and External Agency Coordination The Consultant shall support a structured, City-directed engagement process to inform the development of the Citywide Evacuation Plan. Engagement activities shall be coordinated in advance with City staff and conducted at the City's direction.

This task may include, but is not limited to:

A. Community Engagement
• Development of a community engagement approach consistent with the City’s goals and resources
• Participation in public meetings, workshops, or forums as directed by the City • Support for engagement with City advisory bodies and commissions, as requested • Preparation of presentation materials, exhibits, and summaries suitable for public discussion
• Incorporation of community input into the draft and final Evacuation Plan, as appropriate
• Include Access and Functional Needs stakeholders and representatives in the community engagement process
B. External Agency Coordination
• Coordination with external government agencies involved in evacuation planning and response, including fire, law enforcement, transportation, and emergency management partners
• Facilitation of meetings or workshops with external agencies, as directed by the City • Integration of regional and inter-jurisdictional considerations into the Evacuation Plan
C. City Council Coordination
• Preparation of technical materials, presentations, or summaries to support City Council briefings or study sessions, as directed by the City • Attendance at City Council meetings or workshops when requested • Consultant shall not communicate independently with City Council Members and shall participate only at the direction of City staff

City of La Cañada Flintridge

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5.0 DELIVERABLES AND OWNERSHIP
The Consultant shall prepare and deliver all work products necessary to support the development, review, and implementation of the Citywide Evacuation Plan. All deliverables shall be subject to review and approval by the City and shall be revised as necessary to address City comments.

A. Required Deliverables
At a minimum, the Consultant shall provide the following deliverables:

1. Project Work Plan and Schedule
o Detailed work plan outlining tasks, milestones, and coordination points o Project schedule identifying key deliverables and review periods

2. Draft Citywide Evacuation Plan
o Comprehensive draft plan addressing all required elements of the scope o Draft plan suitable for interdepartmental, agency, and stakeholder review

3. Final Citywide Evacuation Plan
o Final plan incorporating City comments
o Document suitable for formal adoption and long-term implementation o Clear, actionable procedures and roles

4. Maps, Figures, and Supporting Graphics
o Evacuation zones, routing concepts, and other visual materials o Graphics suitable for both operational use and public-facing materials

5. Executive Summary
o Concise summary suitable for public distribution and decision-maker review

6. Implementation and Maintenance Roadmap
o Recommended next steps for implementation
o Guidance for updates, maintenance, and future refinement of the plan

7. Evacuation Analysis Technical Documentation
The Consultant shall prepare technical documentation supporting the evacuation analysis conducted for the development of the Citywide Evacuation Plan. This documentation shall, at a minimum:
o Describe the analytical methodology used, including any models, tools, data sources, assumptions, and limitations

City of La Cañada Flintridge

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o Explain how the methodology was applied to the City’s geographic, roadway, and hazard conditions
o Summarize key analytical findings that informed evacuation strategies and recommendations
o Identify constraints, sensitivities, and areas of uncertainty relevant to evacuation planning
The technical documentation may be provided as a standalone memorandum or as a clearly identified technical appendix to the Citywide Evacuation Plan, as approved by the City.

B. Required Deliverables
All documents, plans, analyses, maps, graphics, data, models, assumptions, memoranda, reports, and other materials prepared or developed by the Consultant in the performance of this project shall be the sole and exclusive property of the City of La Cañada Flintridge.

The City shall have the unrestricted right to use, reproduce, modify, adapt, distribute, and incorporate such materials into other City plans, programs, or documents without additional compensation to the Consultant. Upon request, upon completion, or upon termination of the contract, the Consultant shall provide the City with all final and draft work products and any underlying data or files necessary for City use and future updates.

No proprietary tools or materials may be used in a manner that limits the City’s ability to access, understand, or reuse the deliverables.

6.0 COORDINATION AND GOVERNANCE
The Consultant shall work under the direction of the City Manager’s Office through the Assistant City Manager, who shall serve as the primary point of contact.

The Consultant shall not communicate directly with City Council Members unless expressly authorized in writing by the City Manager or designee. The Consultant shall not provide political advocacy or policy advice.

7.0 PROJECT SCHEDULE
Proposers shall include a proposed project schedule identifying key milestones, including:
• Project kickoff
• Draft plan submittal
• City review and comment period
• Final plan delivery
The City anticipates timely completion of the project and will evaluate schedules as part of the proposal review.

City of La Cañada Flintridge

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8.0 CONTENTS OF PROPOSAL
The Proposal shall be submitted in accordance with Section 1 of this RFP. The content of the Proposal shall be submitted in the order as specified below. Additional information may be submitted, but the Proposal shall include, at a minimum, the following information:

8.1 Cover Letter
The Proposal must include a cover letter, signed by an individual authorized to bind the consultant to the Proposal, that provides a brief introduction to the firm, expresses interest in the project, and highlights the firm’s understanding of the scope. The letter should also include the name, title, and contact information of the person who will serve as the main point of contact.

8.2 Firm Qualifications and Experience with Similar Projects Consultants must describe their specific qualifications, including a proven track record of successful development and adoption of Citywide Evacuation Plans, including the access and needs function.

These qualifications should include: experience in securing grants for municipal governments or public agencies; knowledge of federal, state, and regional grant processes; strong writing, research, and project management skills; and the ability to collaborate effectively with City staff and stakeholders.

The proposer must include in his/her Proposal a complete disclosure of any civil or criminal litigation in which the Proposer has been found guilty or liable. Failure to comply with the terms of this provision will disqualify any Proposal. The City reserves the right to reject any Proposal based upon the Proposer's prior history with the City or with any other party, which documents, without limitation, unsatisfactory performance, adversarial or contentious demeanor, significant failures to meet contract milestones, or other contractual failures.

8.3 Project Understanding and Approach
In the Proposal, the Proposer should demonstrate their understanding of the City's requirements, provide a detailed narrative outlining the scope of work, and describe their proposed approach and methodology for applying for and securing grants.

The proposal should be presented in a format that corresponds to and references the sections outlined in this RFP, and in the same order. Responses to each section and subsection should be labeled to indicate which item is being addressed. The proposal must include all proposed terms and conditions.

8.4 Key Personnel, Resumes, and Rates
The Proposal must identify the key personnel assigned to this project, including brief descriptions of their roles and responsibilities, relevant experience, and qualifications. Resumes, professional profiles, or biographies must be included as an appendix. Also include a rate sheet listing the hourly rates for each proposed team member, as well as any anticipated administrative or support costs.

8.5 Proposed Budget
Respondents must outline a detailed budget with cost breakdowns, including but not limited to hourly rates, flat fees, and/or retainer structures. Proposals lacking a clear, feasible, and complete budget may be disqualified or receive lower evaluation scores. The City reserves the right to negotiate these elements before awarding a contract.

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8.6 References & Sample Work
List at least three professional references from clients for whom similar work has been completed within the past five years. Include the client’s name, contact information, and a brief description of the work performed.

9.0 SELECTION PROCESS AND CRITERIA
Selection will be based on the contents of the written Proposal. The Proposals will be evaluated and ranked by the City. A short list of the Proposers will be established and may be interviewed.

The City will enter into negotiations with the top-ranked Proposer.

If agreement cannot be reached between the top-ranked Proposer and the City, the negotiations will be terminated and the Proposer so informed in writing. The second-ranked Proposer will then be invited to enter into the negotiation process and so on, until an agreement is reached. The City also reserves the right to withdraw the RFP and to reject any or all proposals.

9.1 Evaluation Criteria
Evaluation of proposals will be based on:
• Qualifications and experience as it relates to the scope of work • Qualifications and experience of the proposed dedicated personnel • Quality and clarity of proposal
• Understanding of City priorities and needs
• Cost-effectiveness of proposed services
• References and past performance

9.2 Oral Presentations/Interviews and Consultant Selection Upon review and ranking of proposals, top-ranked proposers may be invited for an interview, to make a presentation to the City and answer questions about their Proposal. Proposers are asked to make key team members available for this date, should interviews be deemed necessary. Upon evaluation of the Proposal and interview of the finalists, the City reserves the right to negotiate the proposed work scope and amount of compensation.

9.3 Evaluation Rating
As noted above, evaluation of proposals and consultant selection will be based on the criteria outlined in Section 9.2. The relative weighting of each criterion shall be as follows:

Qualifications and Relevant Experience – 25%
Experience preparing citywide evacuation plans or similar emergency planning documents for municipalities, particularly in wildfire-prone communities; demonstrated knowledge of California evacuation planning requirements; familiarity with AB 747 and related statutory obligations.

Project Understanding and Technical Approach – 25%
Demonstrated understanding of the City’s geographic, infrastructure, and operational constraints, including Interstate 210, narrow roadway networks, school concentrations, and Red Flag No-Parking Program considerations; clarity and appropriateness of proposed methodology, modeling, and analytical tools.

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Key Personnel and Project Team – 20%
Qualifications, availability, and experience of proposed project manager and key staff; demonstrated capacity to perform the work within the proposed schedule; experience coordinating with public safety and local government agencies.

Community Engagement and Interagency Coordination Approach – 15% Proposed strategy for structured community engagement; experience facilitating multi-agency coordination; ability to support City Council briefings and public meetings in a professional and neutral manner.

Cost and Value to the City – 10%
Reasonableness and clarity of proposed budget; demonstrated value in relation to scope and level of effort; cost control practices.

References and Past Performance – 5%
Quality of references and documented history of successful project delivery Total Possible Score: 100 Points
The City reserves the right to conduct interviews with top-ranked proposers. If interviews are conducted, the City may adjust final rankings based on information obtained during the interview process.

10.0 CONTRACT AWARD
Award will be made to the Proposer offering the most advantageous proposal after consideration of all Evaluation Criteria set forth above. The City of La Cañada Flintridge will make an award in the City's best interests after all factors have been evaluated. Contract award will be based on a combination of factors that represent the best overall value for providing the services as determined by City, including: the written Proposal criteria described above; results of background and reference checks; and results from the interviews and presentation phase.

Contract award is contingent upon the successful negotiation of final contract terms. Negotiations shall be confidential and not subject to disclosure to competing Proposers unless an agreement is reached. If contract negotiations cannot be concluded successfully, the City of La Cañada Flintridge may negotiate a contract with the next highest scoring Proposer or withdraw the RFP.

11.0 STANDARD AGREEMENT
A sample contract agreement is included with this RFP for the Proposer’s review (Attachment 1).

Proposers having any concerns or objections to the terms and requirements of the proposed agreement shall clearly identify the items of concern and the nature and reasons for their concern, as well as recommend specific alternative language. Any proposed changes to the agreement should be included in the Proposal. If no changes are included with the Proposal, no changes or requests for changes will be considered later.

Any revisions or changes to the agreement submitted by the selected Proposer will not be made a part of this agreement unless approved by the City. The Proposer thereby agrees to be bound to the form of the agreement attached hereto, subject only to changes and amendments agreed to by the City. The agreement provided herein is considered to be a “draft” document, and the City reserves the right to modify the agreement as necessary during the negotiation process.

City of La Cañada Flintridge

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12.0 PROOF OF AUTHORITY
Every Proposal must be signed by the person or persons legally authorized to bind the Proposer to a contract for the execution of the work. Upon request of the City, any agent submitting a Proposal on behalf of a Proposer shall provide a current power of attorney certifying the agent's authority to bind the Proposer. If an individual makes the Proposal, his or her name, signature, and post office address must be shown. If a firm or partnership makes the proposal, the name and post office address of the firm or partnership and the signature of at least one of the general partners must be shown. If a corporation makes the proposal, the Proposal shall show the name of the state under the laws of which the corporation is chartered, the name and post office address of the corporation and the title of the person signing on behalf of the corporation. The corporation shall provide a certified copy of the bylaws or resolution of the board of directors showing the authority of the officer signing the Proposal to execute contracts on behalf of the corporation.

13.0 FINANCIAL AND/OR RELATIONAL DISCLOSURE
Proposer shall provide, as an exhibit to its proposal, a statement indicating all past and present financial and/or professional affiliations with the City of La Cañada Flintridge or property owners adjacent to the project sites. If there are no affiliations, then Proposer shall so state.

14.0 AWARD AND PROPOSAL RETENTION
City reserves the right to retain all Proposals for a period of 90 days for examination and comparison. City also reserves the right to waive non-substantial irregularities in any Proposal, to reject any or all Proposals, to reject or delete one part of a Proposal and accept the other, except to the extent that Proposals are qualified by specific limitations.

15.0 DISQUALIFICATION OF PROPOSER
If there is reason to believe that collusion exists among the Proposers, the City may refuse to consider Proposals from participants in such collusion. No person, firm, or corporation under the same or different name, shall make, file, or be interested in more than one Proposal for the same work unless alternate Proposals are called for. Reasonable ground for believing that any Proposer is interested in more than one Proposal for the same work will cause the rejection of all Proposals for the work in which a Proposer is interested. If there is reason to believe that collusion exists among the Proposers, the City may refuse to consider Proposals from participants in such collusion.

Proposers shall submit as part of their Proposal documents the completed Non-Collusion Affidavit provided herein as Exhibit A.

16.0 COMPLIANCE WITH LAWS
All proposals shall comply with current federal, state, and other laws relative thereto.

17.0 WITHDRAWAL OF PROPOSAL
A Proposer may withdraw the Proposal without prejudice prior to the due date specified for the Proposal through PlanetBids. No proposal received after the time specified or at any place other than that stated in the RFP will be considered.

18.0 FIRM COMMITMENT OF AVAILABILITY OF SERVICE
Once a Proposal is opened, the Proposer is expected to maintain an availability of service as set

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forth in its Proposal for a ninety (90) day period after the due date for receipt of Proposals and that the proposed work will be performed at the price in the Proposal.

19.0 LIMITATIONS AND RESERVATIONS
All responses to this Request for Proposal shall become the sole property of the City of La Cañada Flintridge. The City reserves the right to reject any or all Proposals submitted in the interest of the City.

20.0 RFP NOT CONTRACTUAL
This Request for Proposals does not commit the City to award a contract or to pay any costs incurred in preparing the proposal.

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EXHIBIT “A”

NON-COLLUSION AFFIDAVIT

STATE OF CALIFORNIA )
COUNTY OF ) ss
, being first duly sworn, deposes and
says that he is
(Sole owner, partner, president, secretary, etc.)
of ,
the party making the foregoing bid; that such bid is not made in the interest of or on behalf of any undisclosed person, partnership, company, association, organization or corporation; that such bid is genuine and not collusive or sham; that such bidder has not directly or indirectly colluded, conspired, connived or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that said bidder has not in any manner, directly or indirectly, sought by agreement, communication or conference with anyone to fix the bid price of said bidder or of any other bidder, or to fix any overhead, profit or cost element of such bid price, or of that of any other bidder, or to secure an advantage against the public body awarding the contract or anyone interested in the proposed contract; that all statements contained in such bid price or of that of any other bidder, or to secure an advantage against the public body awarding the contract or anyone interested in the proposed contract; that all statements contained in such bid are true; and, further, that said bidder has not, directly or indirectly, submitted his bid price or any breakdown thereof, or the contents there of, or divulged information or data relative thereto, or paid and will not pay any fee in connection therewith to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof, or to any other individual except to such person or persons as have a partnership or other financial interest with said bidder in his general business.

Subscribed and sworn before me
this day of
(Notary Seal)
Signed:

Title:

Signature of Notary Public

City of La Cañada Flintridge

Citywide Evacuation Plan
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ATTACHMENT “1”
Sample Professional Service Agreement

01172.0001/563136.1 1

CONTRACT SERVICES AGREEMENT
By and Between
CITY OF LA CAÑADA FLINTRIDGE
and
_____________________________________

Long Form PSA
01172.0001/563136.1

AGREEMENT FOR CONTRACT SERVICES
BETWEEN THE CITY OF CITY OF LA CAÑADA FLINTRIDGE AND
____________________
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into on ______________, 2026 by and between the City of La Cañada Flintridge, a California municipal corporation (“City”) and ___________________________, [TYPE OF ENTITY] (“Consultant”). City and Consultant may be referred to, individually or collectively, as “Party” or “Parties.”

RECITALS
A. City has sought, by issuance of a Request for Proposals or Invitation for Bids, the performance of the services defined and described particularly in Article 1 of this Agreement.

B. Consultant, following submission of a proposal or bid for the performance of the services defined and described particularly in Article 1 of this Agreement, was selected by the City to perform those services.

C. Pursuant to the City of La Cañada Flintridge Municipal Code, City has authority to enter into and execute this Agreement.

D. The Parties desire to formalize the selection of Consultant for performance of those services defined and described particularly in Article 1 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained herein and other consideration, the value and adequacy of which are hereby acknowledged, the parties agree as follows:

ARTICLE 1. SERVICES OF CONSULTANT

1.1 Scope of Services.

In compliance with all terms and conditions of this Agreement, the Consultant shall provide those services specified in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein as the “services” or “work” hereunder.

As a material inducement to the City entering into this Agreement, Consultant represents and warrants that it has the qualifications, experience, and facilities necessary to properly perform the services required under this Agreement in a thorough, competent, and professional manner, and is experienced in performing the work and services contemplated herein. Consultant shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. Consultant covenants that it shall follow the highest professional standards in performing the work and services required hereunder and that all materials will be both of good quality as well as fit for the purpose intended. For purposes of this Agreement, the phrase “highest

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professional standards” shall mean those standards of practice recognized by one or more firstclass firms performing similar work under similar circumstances.

1.2 Consultant’s Proposal.

The Scope of Service shall include the Consultant’s scope of work or bid which shall be incorporated herein by this reference as though fully set forth herein. In the event of any inconsistency between the terms of such proposal and this Agreement, the terms of this Agreement shall govern.

1.3 Compliance with Law.

Consultant shall keep itself informed concerning, and shall render all services hereunder in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental entity having jurisdiction in effect at the time service is rendered.

1.4 California Labor Law.

If the Scope of Services includes any “public work” or “maintenance work,” as those terms are defined in California Labor Code section 1720 et seq. and California Code of Regulations, Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more, Consultant shall pay prevailing wages for such work and comply with the requirements in California Labor Code section 1770 et seq. and 1810 et seq., and all other applicable laws, including the following requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1 (commencing with Section 1720) of the California Labor Code relating to public works contracts and the rules and regulations established by the Department of Industrial Relations (“DIR”) implementing such statutes. The work performed under this Agreement is subject to compliance monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the prevailing rate of per diem wages are on file at City Hall and will be made available to any interested party on request. By initiating any work under this Agreement, Consultant acknowledges receipt of a copy of the Department of Industrial Relations (DIR) determination of the prevailing rate of per diem wages, and Consultant shall post a copy of the same at each job site where work is performed under this Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The Consultant shall, as a penalty to the City, forfeit two hundred dollars ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing rates as determined by the DIR for

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the work or craft in which the worker is employed for any public work done pursuant to this Agreement by Consultant or by any subcontractor.
(d) Payroll Records. Consultant shall comply with and be bound by the provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to: keep accurate payroll records and verify such records in writing under penalty of perjury, as specified in Section 1776; certify and make such payroll records available for inspection as provided by Section 1776; and inform the City of the location of the records. (e) Apprentices. Consultant shall comply with and be bound by the provisions of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8, Section 200 et seq. concerning the employment of apprentices on public works projects. Consultant shall be responsible for compliance with these aforementioned Sections for all apprenticeable occupations. Prior to commencing work under this Agreement, Consultant shall provide City with a copy of the information submitted to any applicable apprenticeship program. Within sixty (60) days after concluding work pursuant to this Agreement, Consultant and each of its subconsultants shall submit to the City a verified statement of the journeyman and apprentice hours performed under this Agreement.
(f) Eight-Hour Work Day. Consultant acknowledges that eight (8) hours labor constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code Section 1810.
(g) Penalties for Excess Hours. Consultant shall comply with and be bound by the provisions of Labor Code Section 1813 concerning penalties for workers who work excess hours. The Consultant shall, as a penalty to the City, forfeit $25 for each worker employed in the performance of this Agreement by the Consultant or by any subcontractor for each calendar day during which such worker is required or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar week in violation of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code. Pursuant to Labor Code section 1815, work performed by employees of Consultant in excess of 8 hours per day, and 40 hours during any one week shall be permitted upon public work upon compensation for all hours worked in excess of 8 hours per day at not less than 1.5 times the basic rate of pay.
(h) Workers’ Compensation. California Labor Code Sections 1860 and 3700 provide that every employer will be required to secure the payment of compensation to its employees if it has employees. In accordance with the provisions of California Labor Code Section 1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.”
Consultant’s Authorized Initials ________

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(i) Consultant’s Responsibility for Subcontractors. For every subcontractor who will perform work under this Agreement, Consultant shall be responsible for such subcontractor's compliance with Division 2, Part 7, Chapter 1 (commencing with Section 1720) of the California Labor Code, and shall make such compliance a requirement in any contract with any subcontractor for work under this Agreement. Consultant shall be required to take all actions necessary to enforce such contractual provisions and ensure subcontractor's compliance, including without limitation, conducting a review of the certified payroll records of the subcontractor on a periodic basis or upon becoming aware of the failure of the subcontractor to pay his or her workers the specified prevailing rate of wages. Consultant shall diligently take corrective action to halt or rectify any such failure by any subcontractor.

1.5 Licenses, Permits, Fees and Assessments.

Consultant shall obtain at its sole cost and expense such licenses, permits and approvals as may be required by law for the performance of the services required by this Agreement. Consultant shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Consultant’s performance of the services required by this Agreement, and shall indemnify, defend and hold harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes, penalties or interest levied, assessed or imposed against City hereunder.

1.6 Familiarity with Work.

By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly investigated and considered the scope of services to be performed, (ii) has carefully considered how the services should be performed, and (iii) fully understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. If the services involve work upon any site, Consultant warrants that Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of services hereunder. Should the Consultant discover any latent or unknown conditions, which will materially affect the performance of the services hereunder, Consultant shall immediately inform the City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the Contract Officer.

1.7 Care of Work.

The Consultant shall adopt reasonable methods during the life of the Agreement to furnish continuous protection to the work, and the equipment, materials, papers, documents, plans, studies and/or other components thereof to prevent losses or damages, and shall be responsible for all such damages, to persons or property, until acceptance of the work by City, except such losses or damages as may be caused by City’s own negligence.

1.8 Further Responsibilities of Parties.

Both parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both parties agree to act in good faith to execute all instruments, prepare all documents and take all actions as may be reasonably necessary to carry out the purposes

01172.0001/563136.1 5
of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of the other.

1.9 Additional Services.

City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Consultant, incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to 10% of the Contract Sum or $14,999, whichever is less; or, in the time to perform of up to 180 days, may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. It is expressly understood by Consultant that the provisions of this Section shall not apply to services specifically set forth in the Scope of Services. Consultant hereby acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of Services may be more costly or time consuming than Consultant anticipates and that Consultant shall not be entitled to additional compensation therefor. City may in its sole and absolute discretion have similar work done by other Consultants. No claims for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.

1.10 Special Requirements.

Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.

ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.

2.1 Contract Sum.

Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed $ ( Dollars) (the “Contract
Sum”), unless additional compensation is approved pursuant to Section 1.9.

2.2 Method of Compensation.

The method of compensation may include: (i) a lump sum payment upon completion; (ii) payment in accordance with specified tasks or the percentage of completion of the services, less contract retention; (iii) payment for time and materials based upon the Consultant’s rates as specified in the Schedule of Compensation, provided that (a) time estimates are provided for the performance of sub tasks, (b) contract retention is maintained, and (c) the Contract Sum is not exceeded; or (iv) such other methods as may be specified in the Schedule of Compensation.

01172.0001/563136.1 6

2.3 Reimbursable Expenses.

Compensation may include reimbursement for actual and necessary expenditures for reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5, and only if specified in the Schedule of Compensation. The Contract Sum shall include the attendance of Consultant at all project meetings reasonably deemed necessary by the City.

Coordination of the performance of the work with City is a critical component of the services. If Consultant is required to attend additional meetings to facilitate such coordination, Consultant shall not be entitled to any additional compensation for attending said meetings.

2.4 Invoices.

Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Director of Finance.

By submitting an invoice for payment under this Agreement, Consultant is certifying compliance with all provisions of the Agreement. The invoice shall contain all information specified in Exhibit “C”, and shall detail charges for all necessary and actual expenses by the following categories:
labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor contracts. Subcontractor charges shall also be detailed by such categories. Consultant shall not invoice City for any duplicate services performed by more than one person.

City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause Consultant to be paid within 45 days of receipt of Consultant’s correct and undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission. Review and payment by City for any invoice provided by the Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable law.

2.5 Waiver.

Payment to Consultant for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Consultant.

ARTICLE 3. PERFORMANCE SCHEDULE

3.1 Time of Essence.

Time is of the essence in the performance of this Agreement.

3.2 Schedule of Performance.

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Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding 180 days cumulatively.

3.3 Force Majeure.

The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant shall within 10 days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.

3.4 Term.

Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect until completion of the services but not exceeding years from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit “D”). [The City may, in its sole discretion, extend the Term for additional one-year terms.] ARTICLE 4. COORDINATION OF WORK

4.1 Representatives and Personnel of Consultant.

The following principals of Consultant (“Principals”) are hereby designated as being the principals and representatives of Consultant authorized to act in its behalf with respect to the work specified herein and make all decisions in connection therewith:

Name Title
Name Title

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It is expressly understood that the experience, knowledge, capability and reputation of the Principals were a substantial inducement for City to enter into this Agreement. Therefore, the Principals shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services hereunder. All personnel of Consultant, and any authorized agents, shall at all times be under the exclusive direction and control of the Principals. For purposes of this Agreement, the Principals may not be replaced nor may their responsibilities be substantially reduced by Consultant without the express written approval of City. Additionally, Consultant shall utilize only competent personnel to perform services pursuant to this Agreement. Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement, prior to and during any such performance.

4.2 Status of Consultant.

Consultant shall have no authority to bind City in any manner, or to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s officers, employees, or agents are in any manner officials, officers, employees or agents of City. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may have to any such rights.

4.3 Contract Officer.

The Contract Officer shall be _____________________________, or such person as may be designated by the City Manager. It shall be the Consultant’s responsibility to assure that the Contract Officer is kept informed of the progress of the performance of the services and the Consultant shall refer any decisions which must be made by City to the Contract Officer. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer. The Contract Officer shall have authority, if specified in writing by the City Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of this Agreement.

4.4 Independent Consultant.

Neither the City nor any of its employees shall have any control over the manner, mode or means by which Consultant, its agents or employees, perform the services required herein, except as otherwise set forth herein. City shall have no voice in the selection, discharge, supervision or control of Consultant’s employees, servants, representatives or agents, or in fixing their number, compensation or hours of service. Consultant shall perform all services required herein as an independent contractor of City and shall remain at all times as to City a wholly independent contractor with only such obligations as are consistent with that role. Consultant shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City. City shall not in any way or for any purpose become or be deemed to be a partner of

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Consultant in its business or otherwise or a joint venturer or a member of any joint enterprise with Consultant.

4.5 Prohibition Against Subcontracting or Assignment.

The experience, knowledge, capability and reputation of Consultant, its principals and employees were a substantial inducement for the City to enter into this Agreement. Therefore, Consultant shall not contract with any other entity to perform in whole or in part the services required hereunder without the express written approval of the City. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Consultant, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No approved transfer shall release the Consultant or any surety of Consultant of any liability hereunder without the express consent of City.

ARTICLE 5. INSURANCE AND INDEMNIFICATION

5.1 Insurance Coverages.

Without limiting Consultant’s indemnification of City, and prior to commencement of any services under this Agreement, Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City.
(a) General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
(b) Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Services to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. (c) Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this Agreement and Consultant agrees to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this Agreement.

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(d) Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000).
(e) Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall include all of the requirements stated herein. (f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.

5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Agreement. City reserves the right to require complete, certified copies of all required insurance policies, at any time.
(b) Duration of coverage. Consultant shall procure and maintain for the duration of this Agreement insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Services hereunder by Consultant, its agents, representatives, employees or subconsultants. (c) Primary/noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
(d) City’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (e) Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or that is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.

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(f) Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.
(h) Requirements not limiting. Requirements of specific coverage features or limits contained in this section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
(j) Additional insured status. General liability policies shall provide or be endorsed to provide that City and its officers, officials, employees, and agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.
(k) Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. (l) Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions. (m) Pass through clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage and endorsements required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements

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of this section. Consultant agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to City for review. (n) Agency’s right to revise specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City and Consultant may renegotiate Consultant’s compensation.
(o) Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City.
(p) Timely notice of claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
(q) Additional insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.

5.3 Indemnification.

To the full extent permitted by law, Consultant agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or entity for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or indemnitors’ reckless or willful misconduct, or arising from Consultant’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, and in connection therewith:
(a) Consultant will defend any action or actions filed in connection with any of said claims or liabilities and will pay all costs and expenses, including legal costs and attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its officers, agents or employees for any such claims or liabilities arising out of or in connection with the negligent performance of or failure to perform such work, operations or

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activities of Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Consultant for such damages or other claims arising out of or in connection with the negligent performance of or failure to perform the work, operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers, agents or employees, any and all costs and expenses incurred by the City, its officers, agents or employees in such action or proceeding, including but not limited to, legal costs and attorneys’ fees.

Consultant shall incorporate similar indemnity agreements with its subcontractors and if it fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and failure of City to monitor compliance with these provisions shall not be a waiver hereof. This indemnification includes claims or liabilities arising from any negligent or wrongful act, error or omission, or reckless or willful misconduct of Consultant in the performance of professional services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The indemnity obligation shall be binding on successors and assigns of Consultant and shall survive termination of this Agreement.

ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION

6.1 Records.

Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Officer to evaluate the performance of such services. Any and all such documents shall be maintained in accordance with generally accepted accounting principles and shall be complete and detailed. The Contract Officer shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records. Such records shall be maintained for a period of three (3) years following completion of the services hereunder, and the City shall have access to such records in the event any audit is required. In the event of dissolution of Consultant’s business, custody of the books and records may be given to City, and access shall be provided by Consultant’s successor in interest. Notwithstanding the above, the Consultant shall fully cooperate with the City in providing access to the books and records if a public records request is made and disclosure is required by law including but not limited to the California Public Records Act.

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6.2 Reports.

Consultant shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the services required by this Agreement as the Contract Officer shall require. Consultant hereby acknowledges that the City is greatly concerned about the cost of work and services to be performed pursuant to this Agreement. For this reason, Consultant agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the work or services contemplated herein or, if Consultant is providing design services, the cost of the project being designed, Consultant shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the estimated increased or decreased cost related thereto and, if Consultant is providing design services, the estimated increased or decreased cost estimate for the project being designed.

6.3 Ownership of Documents.

All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes, computer files, reports, records, documents and other materials (the “documents and materials”) prepared by Consultant, its employees, subcontractors and agents in the performance of this Agreement shall be the property of City and shall be delivered to City upon request of the Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or assignment of such completed documents for other projects and/or use of uncompleted documents without specific written authorization by the Consultant will be at the City’s sole risk and without liability to Consultant, and Consultant’s guarantee and warranties shall not extend to such use, reuse or assignment. Consultant may retain copies of such documents for its own use. Consultant shall have the right to use the concepts embodied therein. All subcontractors shall provide for assignment to City of any documents or materials prepared by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify City for all damages resulting therefrom. Moreover, Consultant with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.

6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the Contract Officer.
(b) Consultant, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena.

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(c) If Consultant, or any officer, employee, agent or subcontractor of Consultant, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct. (d) Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed there under. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION

7.1 California Law.

This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Los Angeles, State of California, or any other appropriate court in such county, and Consultant covenants and agrees to submit to the personal jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Los Angeles, State of California.

7.2 Disputes; Default.

In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default. Instead, the City may give notice to Consultant of the default and the reasons for the default. The notice shall include the timeframe in which Consultant may cure the default.

This timeframe is presumptively 30 days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under this Article. Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

7.3 Retention of Funds.

Consultant hereby authorizes City to deduct from any amount payable to Consultant (whether or not arising out of this Agreement) (i) any amounts the payment of which may be in dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or

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damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s obligation under this Agreement. In the event that any claim is made by a third party, the amount or validity of which is disputed by Consultant, or any indebtedness shall exist which shall appear to be the basis for a claim of lien, City may withhold from any payment due, without liability for interest because of such withholding, an amount sufficient to cover such claim. The failure of City to exercise such right to deduct or to withhold shall not, however, affect the obligations of the Consultant to insure, indemnify, and protect City as elsewhere provided herein.

7.4 Waiver.

Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement.

Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.

Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

7.5 Rights and Remedies are Cumulative.

Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.

7.6 Legal Action.

In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections 905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.

7.7 Termination Prior to Expiration of Term.

This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, with or without cause, upon 30 days’ written notice to Consultant, except that where termination is due to the fault of the Consultant, the period of notice may be such shorter time as may be determined by the Contract Officer. In addition, the Consultant reserves the right to terminate this Contract at any time, with or without cause, upon 60 days’ written notice to City, except that where termination is due to the fault of the City, the period of notice may be such shorter time as the Consultant may determine. Upon receipt of any notice of termination,

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Consultant shall immediately cease all services hereunder except such as may be specifically approved by the Contract Officer. Except where the Consultant has initiated termination, the Consultant shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event the Consultant has initiated termination, the Consultant shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder. In the event of termination without cause pursuant to this Section, the terminating party need not provide the non-terminating party with the opportunity to cure pursuant to Section 7.2.

7.8 Termination for Default of Consultant.

If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated.

7.9 Attorneys’ Fees.

If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.

ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION

8.1 Non-liability of City Officers and Employees.

No officer or employee of the City shall be personally liable to the Consultant, or any successor in interest, in the event of any default or breach by the City or for any amount which may become due to the Consultant or to its successor, or for breach of any obligation of the terms of this Agreement.

8.2 Conflict of Interest.

Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person

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having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the Contract Officer. Consultant agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.

No officer or employee of the City shall have any financial interest, direct or indirect, in this Agreement nor shall any such officer or employee participate in any decision relating to the Agreement which affects her/his financial interest or the financial interest of any corporation, partnership or association in which they are, directly or indirectly, interested, in violation of any State statute or regulation. The Consultant warrants that it has not paid or given and will not pay or give any third party any money or other consideration for obtaining this Agreement.

8.3 Covenant Against Discrimination.

Consultant covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class in the performance of this Agreement. Consultant shall take affirmative action to insure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class.

8.4 Unauthorized Aliens.

Consultant hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys’ fees, incurred by City.

ARTICLE 9. MISCELLANEOUS PROVISIONS

9.1 Notices.

Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with their name and City title), City of La Cañada Flintridge, One Civic Center Drive, La Cañada Flintridge, California 91011 and in the case of the Consultant, to the person(s) at the address designated on the execution page of this Agreement.

Either party may change its address by notifying the other party of the change of address in writing.

Notice shall be deemed communicated at the time personally delivered or in 72 hours from the time of mailing if mailed as provided in this Section.

9.2 Interpretation.

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The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.

9.3 Counterparts.

This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.

9.4 Integration; Amendment.

This Agreement including the attachments hereto is the entire, complete and exclusive expression of the understanding of the parties. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Consultant and by the City Council. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void.

9.5 Severability.

In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.

9.6 Warranty & Representation of Non-Collusion.

No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect their financial interest or the financial interest of any corporation, partnership, or association in which they are directly or indirectly interested, or in violation of any corporation, partnership, or association in which they are directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement.

Consultant further warrants and represents that they have not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is aware of and understands that any such act(s), omission(s) or other conduct resulting in such

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payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.

Consultant’s Authorized Initials _______

9.7 Corporate Authority.

The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties. [SIGNATURES ON FOLLOWING PAGE]

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IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.

CITY:

CITY OF LA CAÑADA FLINTRIDGE, a
municipal corporation
Dan Jordan, City Manager
ATTEST:

Tania Garcia, City Clerk
APPROVED AS TO FORM:

ALESHIRE & WYNDER, LLP
Adrian Guerra, City Attorney
CONSULTANT:
___________________________________
By:

Name:

Title:

By:

Name:

Title:

Address:

Two corporate officer signatures required when Consultant is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S SIGNATURES SHALL BE DULY NOTARIZED, AND

APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE REQUIRED BY THE BYLAWS,

ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY.

01172.0001/563136.1

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES
On __________, 2026 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

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

WITNESS my hand and official seal.

Signature: _____________________________________

OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT

INDIVIDUAL

CORPORATE OFFICER
_______________________________

TITLE(S)

PARTNER(S) LIMITED

GENERAL

ATTORNEY-IN-FACT

TRUSTEE(S)

GUARDIAN/CONSERVATOR
OTHER_____________________________
__
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_________________________________________
____
_________________________________________
____
___________________________________

TITLE OR TYPE OF DOCUMENT
___________________________________

NUMBER OF PAGES
___________________________________

DATE OF DOCUMENT
___________________________________

SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document.

01172.0001/563136.1

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES
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GUARDIAN/CONSERVATOR
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01172.0001/563136.1 A-1
EXHIBIT “A”

SCOPE OF SERVICES
I. Consultant will perform the following Services:

A.

II. As part of the Services, Consultant will prepare and deliver the following tangible work products to the City:
a.

III. In addition to the requirements of Section 6.2, during performance of the Services, Consultant will keep the City appraised of the status of performance by delivering the following status reports:

IV. All work product is subject to review and acceptance by the City, and must be revised by the Consultant without additional charge to the City until found satisfactory and accepted by City.

V. Consultant will utilize the following personnel to accomplish the Services:

01172.0001/563136.1 B-1
EXHIBIT “B”

SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text is indicated in bold italics, deleted text is indicated in srtrikethrough.

01172.0001/563136.1 C-1
EXHIBIT “C”

SCHEDULE OF COMPENSATION
I. Consultant shall perform the following tasks at the following rates:

RATE TIME SUB-BUDGET
A. __________ __________ __________ __________
B. __________ __________ __________ __________
C. __________ __________ __________ __________
D. __________ __________ __________ __________
II. Within the budgeted amounts for each Task, and with the approval of the Contract Officer, funds may be shifted from one Task subbudget to another so long as the Contract Sum is not exceeded per Section 2.1, unless Additional Services are approved per Section 1.9.

III. The City will compensate Consultant for the Services performed upon submission of a valid invoice. Each invoice is to include:

A. Line items for all personnel describing the work performed, the number of hours worked, and the hourly rate.

B. Line items for all materials and equipment properly charged to the Services.

C. Line items for all other approved reimbursable expenses claimed, with supporting documentation.

D. Line items for all approved subcontractor labor, supplies, equipment, materials, and travel properly charged to the Services.

IV. The total compensation for the Services shall not exceed the Contract Sum as provided in Section 2.1 of this Agreement.

V. The Consultant’s billing rates for all personnel are attached as Exhibit C-1.

01172.0001/563136.1 D-1
EXHIBIT “D”

SCHEDULE OF PERFORMANCE
I. Consultant shall perform all services timely in accordance with the following schedule:

Days to
Perform
Deadline Date
A. Task A ______________ ______________
B. Task B ______________ ______________
C. Task C ______________ ______________
II. Consultant shall deliver the following tangible work products to the City by the following dates.

A.

B.

C.

III. The Contract Officer may approve extensions for performance of the services in accordance with Section 3.2.

Professional Services for the
Development of a Citywide
Evacuation Plan
Request for Proposal (RFP)
April 1, 2026 | 5:00 PM
City of La Canada Flintridge, City Manager’s Office
Submitted By:

The Resiliency Initiative
915 Wilshire Blvd, Suite 700, Los Angeles, CA 90017
Attn: Andrea Davis, CEM, CBCP
President & CEO
[email protected]
(818) 239-2228 Cell

1 [Agency + RFP # or Name]
Arabo Parseghian April 1, 2026
City of La Canada Flintridge
One Civic Center Drive
La Canada Flintridge, CA 91001
Re: RFP-Professional Services for the Development of a Citywide Evacuation Plan Dear Selection Committee Members:

Thank you for the opportunity to submit this proposal to support the City of La Cañada Flintridge in developing a comprehensive Citywide Evacuation Plan. At The Resiliency Initiative (TRI), our focus is straightforward: we design evacuation and emergency planning solutions that work under real conditions, where time, infrastructure constraints, and decision-making pressure matter most.

La Cañada Flintridge presents a uniquely complex evacuation environment. With its location in a Very High Fire Hazard Severity Zone, constrained roadway network, proximity to Interstate 210, and concentration of schools and residential neighborhoods, effective evacuation planning requires more than compliance; it requires a clear, operational strategy grounded in how the City actually functions during an emergency. TRI understands these dynamics and builds plans that reflect them.

Across California, TRI has supported jurisdictions facing similar challenges by translating risk, infrastructure limitations, and community needs into actionable evacuation strategies:
• Calaveras County, CA – Evacuation Annex & Plan
Development: Developed a countywide evacuation
annex aligned with wildfire risk, limited egress routes, and vulnerable populations, resulting in a Boardadopted, operationally focused plan. • Lake County, CA – Wildfire Evacuation Planning:

Conducted detailed evacuation route analysis,
congestion and constraint identification, and
community-informed planning to develop a countywide
evacuation strategy grounded in real-world conditions.
• Siskiyou County, CA – Countywide Evacuation Plan (ongoing): Leading a comprehensive evacuation planning effort incorporating GIS-based route analysis, terrain constraints, and multi-agency coordination across a large, rural, and high-risk environment.

These efforts reflect TRI’s core approach: combining technical analysis with practical implementation. We do not produce static documents; we develop plans that decision-makers can use in real time. “Everyone with The Resiliency Initiative
was excellent to work with! They are
extremely knowledgeable in their field
and were able to keep our team on
task to ensure everything was
completed properly, and AHEAD of
schedule. I would definitely
recommend them to others!”
- Communication was exceptional.
- Our project was completed AHEAD of
schedule.
- TRI staff was fully vested in our
success.”
-Sara Spence, Executive Director,
Karuk Tribe Housing Authority

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What distinguishes TRI is our deliberate, hands-on approach. We are a boutique firm by design, which allows us to remain fully engaged at the leadership level throughout the project. The City will work directly with senior practitioners who understand both the technical and operational aspects of evacuation planning. This ensures consistency, responsiveness, and a final product that reflects the City’s priorities.

If selected, TRI will partner closely with the City to:
• Conduct a rigorous evacuation analysis that accounts for roadway constraints, I-210 impacts, school populations, and phased evacuation considerations
• Develop clear, zone-based and/or phased evacuation strategies supported by defensible methodology and technical documentation
• Integrate access and functional needs populations into all aspects of planning and decision-making • Facilitate structured coordination with City staff, public safety partners, and stakeholders • Deliver a Citywide Evacuation Plan that is actionable, adoptable, and aligned with State requirements and the City’s General Plan Safety Element
We appreciate the opportunity to support the City in strengthening its evacuation planning and enhancing the safety of its residents, businesses, and visitors.

Thank you for your consideration.

Sincerely,
Andrea Davis, CEM, CBCP
President and CEO
Cell: (818) 239-2228
Email: [email protected]

3 [Agency + RFP # or Name]

TABLE OF CONTENTS
COVER LETTER ………………………………………………………………………………………………………………………….…………….…..2 FIRM QUALIFICATIONS & EXPERIENCE WITH SIMILAR PROJECTS ................................................................... 4 Experience Overview .................................................................................................................................................. 5 PROJECT UNDERSTANDING & APPROACH ..................................................................................................... 7 OVERVIEW OF DELIVERABLE DEVELOPMENT APPROACH ......................................................................................... 13 KEY PERSONNEL, RESUMES, AND RATES.......................................................................................................17 PROPOSED BUDGET .....................................................................................................................................21 Fee Schedule............................................................................................................................................................. 21 REFERENCES & SAMPLE WORK.....................................................................................................................24 Sample Work Products ............................................................................................................................................. 24 APPENDIX A: PROJECT TEAM RESUMES........................................................................................................28

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FIRM QUALIFICATIONS & EXPERIENCE WITH SIMILAR PROJECTS
Company Overview
TRI was established in 2019 out of a passion for serving local communities and small businesses with accessible and inclusive emergency planning and preparedness. After being invited to join the planning committee for the 2022 United Nations Global Platform for Disaster Risk Reduction in Bali, Indonesia, TRI grew in size and scope. “Plan better, recover quicker.” This is TRI’s guiding philosophy in helping communities become more resilient. Our executive team leverages its experience leading crisis management and business continuity programs for Fortune 500 companies (Disney, Walmart), FEMA, city, and county government (San Francisco), higher education institutions (UCLA), and the nonprofit sector to deliver high-quality projects that meet each client’s unique needs.

We make this vision come true by providing the following values:
• Our over 250 years of experience in the emergency management and security industries with reputations beyond reproach serving federal agencies (FEMA, FBI), the US military, Fortune 500 companies (Walmart, Disney, the Patel Group), educational institutions (UCLA, the Emergency Management Institute, George Mason) and nonprofits (The American Red Cross, Save the Children, Project:Camp).
• Our staff, consultants, and Advisory Board have received national recognition and awards for leadership and service to the emergency management industry. • Our utilization of best-in-class technology, robust project management and budget tracking strategies, and the usage of a corporate quality management system consistent with ISO 9000.

Figure 1: TRI’s Org Chart
TRI Client Base
Private Sector
Public Sector
Nonprofit Sector
Tribal Government
Figure 2: TRI’s Client Base

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Moreover, TRI’s geographic diversity (Figure 3 below) allows us to provide round-the-clock accessibility to our stakeholders and constituents, ensuring we can respond to inquiries, emergencies, or opportunities regardless of the time zone. TRI’s leadership staff and advisory board are strategically located across the US, with offices in Northern and Southern California, as well as Northwest Arkansas.

TRI operates independently and is fully equipped to develop and update hazard mitigation plans. This includes but is not limited to possessing the following: desktop and laptop computers, high-speed internet connection, printers, scanners and copiers, mobile phones, virtual meeting software licenses (Zoom, Teams, etc.), office software (MS Office, Adobe Acrobat Pro, etc.), GIS software (ArcGIS), data visualization tools, and survey tools (Social Pin Point, Survey Monkey, Mentimeter), GPS/satellite service, etc.

Experience Overview
Demonstrated Expertise in Evacuation Planning and Implementation: TRI has extensive experience developing evacuation plans and annexes for jurisdictions facing complex, high-risk conditions similar to the City of La Cañada Flintridge. This includes wildfire-prone environments, constrained roadway networks, and communities with limited ingress and egress. Notable experience includes Calaveras County’s Board-adopted Evacuation Annex and Plan, Lake County’s Wildfire Evacuation and Preparedness Plan, and the ongoing Siskiyou Countywide Evacuation Plan. These efforts required detailed analysis of evacuation routes, identification of choke points, integration of vulnerable populations, and development of phased, operationally realistic evacuation strategies. Our plans are designed for realworld use, not shelf storage, and are structured to support decision-making under time-sensitive conditions.

Strong Understanding of California Regulatory Requirements (AB 747 and Safety Element Integration): TRI has deep experience aligning planning efforts with California-specific requirements, including General Plan Safety Elements, Local Hazard Mitigation Plans, and State evacuation planning expectations. Our work consistently integrates local policy frameworks with operational planning to ensure plans are suitable for adoption and long-term implementation. We Figure 3: TRI's Geographic Presence

6 [Agency + RFP # or Name]
understand the intent and application of AB 747, including the need to assess evacuation feasibility under full buildout conditions, evaluate roadway constraints, and provide defensible, analysis-driven recommendations. Our plans are structured to meet both compliance requirements and operational needs, ensuring they are usable by City staff and first responders.

Advanced Evacuation Analysis and Technical Methodologies: TRI applies a rigorous, multi-layered analytical approach to evacuation planning that combines GIS-based mapping, roadway and traffic constraint analysis, and scenario-based modeling. Our team evaluates infrastructure limitations such as narrow roadways, limited access points, and congestion areas, while also considering external influences such as freeway conditions and regional traffic flow. We incorporate demographic data, land use assumptions, and population distribution to assess evacuation timing, sequencing, and capacity under multiple hazard scenarios. This methodology is specifically designed to produce actionable strategies and aligns with the RFP requirement for clear, defensible evacuation analysis and technical documentation.

Experience in Complex, Multi-Agency Environments: TRI has successfully led projects requiring coordination across multiple jurisdictions, agencies, and stakeholder groups. Our work with counties, cities, tribal governments, and regional partners demonstrates our ability to align planning efforts across fire, law enforcement, transportation, and emergency management agencies. We understand the importance of integrating evacuation planning with incident command structures and regional coordination frameworks. This ensures that evacuation strategies are not developed in isolation but reflect how agencies actually operate during emergencies.

Integration of Access and Functional Needs (AFN) Populations and Sensitive Uses: TRI has extensive experience incorporating access and functional needs populations into all phases of planning. Our work includes identifying and mapping vulnerable populations, integrating considerations for schools, care facilities, and other sensitive uses, and developing strategies that account for mobility, communication, and resource needs during evacuations. We ensure these considerations are embedded within evacuation decision-making, not treated as an afterthought, resulting in more inclusive and effective plans.

Targeted Community Engagement and Stakeholder Integration:

TRI designs and implements structured, City-aligned engagement strategies that support both technical planning and public understanding. Our approach includes facilitated workshops, public meetings, surveys, and stakeholder coordination sessions tailored to community needs and City direction. We have experience engaging diverse populations and working with community organizations to ensure broad participation, including historically underserved groups. Importantly, we translate community input into actionable planning decisions, ensuring that engagement efforts directly inform evacuation strategies and plan development.

Proven Track Record of Delivering Clear, Actionable Plans: Across all projects, TRI prioritizes clarity, usability, and implementation. Our deliverables include not only comprehensive plans but also supporting materials such as maps, decision frameworks, checklists, and technical documentation. We focus on producing plans that are easy to navigate, aligned with operational workflows, and immediately usable by City staff and emergency responders. This approach ensures that plans can be effectively implemented, maintained, and updated over time. “The Resiliency Initiative was super
easy to work with. They made
themselves available to us and we
had optimum communication. Their
familiarization with the Emergency
Management community and its
processes made working with them a
pleasure.” -Los Angeles County of
Public Health

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TRI has never been involved in any civil or criminal litigation.

PROJECT UNDERSTANDING & APPROACH
The City of La Cañada Flintridge requires a Citywide Evacuation Plan that reflects the realities of a constrained and highrisk environment. Located within a Very High Fire Hazard Severity Zone and defined by hillside terrain, limited roadway redundancy, and reliance on Interstate 210, the City’s evacuation profile is highly sensitive to congestion, timing, and decision-making under pressure.

TRI understands that the City’s obligations, particularly under AB 747, require more than identifying evacuation routes.

The City must evaluate whether evacuation is feasible under realistic conditions, including full buildout, peak population periods, and degraded roadway capacity. This requires a plan that integrates technical analysis, operational strategy, and clear decision frameworks that can be applied during an incident.

Our approach is built on the understanding that evacuation planning is fundamentally about managing limited system capacity under time constraints. Every recommendation we develop will be grounded in how the City’s transportation network performs under stress and how decisions will be made in real time. The result will be a plan that is not only compliant but operationally credible and usable.

TRI will implement a phased methodology that requires a clearly defined evacuation analysis and strategy development process. Our methodology is designed to move deliberately from understanding existing conditions to evaluating system performance, and ultimately to defining actionable evacuation strategies.

At each phase, TRI will validate assumptions with the City and ensure that technical findings translate directly into operational decisions.

To maintain clarity and alignment, our methodology is summarized below:

Phase Purpose How It Supports The Project
1 Establish structure and coordination Ensures consistent execution and communication 2 Understand existing conditions Grounds plan in current policies and constraints 3 Analyze evacuation feasibility Provides a defensible technical foundation 4 Develop evacuation strategies Translates analysis into operations 5 Integrate AFN populations Ensures inclusive and realistic planning 6 Engage stakeholders Validates assumptions and builds alignment 7 Implementation framework Ensures plan usability and sustainability

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PHASE 1: PROJECT MANAGEMENT AND COORDINATION
Robust project management is essential to the success of any project. To facilitate this, TRI is dedicated to establishing a partnership with the City founded on open communication and effective coordination. We will ensure all stakeholders remain informed and educated on the project’s objectives, milestones, and quality control measures. To ensure overall project management and administration, the TRI project manager will set up project check-in meetings with the project team. The cadence will be established at the project's outset. We will develop a project management plan including a schedule, task assignments, a coordination strategy, and reporting tools. Specifically:
• Monday.com: TRI will establish and maintain communication with the City, ensuring that the project timeline and deadlines are communicated and adhered to throughout the planning process. Project milestones and updates will be accessible live via the Monday.com project management board, allowing the City to view the timeline and track tasks.
• Monthly Reports: Project reports will be provided during the first week of each month, recapping the project tasks completed in the previous month, providing an overview of the upcoming tasks, and describing project risks and mitigation actions. TRI will align our monthly invoicing with the monthly reports that clearly reflect hours worked by task, as outlined in the schedule of proposed fees and FEMA grant requirements, and cost documentation requirements.

As with any project, there are inherent risks associated with it. Faith Newton, our Project Manager assigned to this project, will monitor the following risks, communicate with the Project Team when impacts are likely, and deploy mitigation strategies as needed. When a task is at risk or unable to move forward, it will be updated to 'Stuck' on the Project Board and escalated to the Project Team via check-in meetings and monthly reports.

Risk Likelihood Impact Mitigation Strategies
Stakeholder Access – This effort
depends on several critical
internal and external stakeholders
and their availability to meet and
complete information requests.

Medium High
TRI recognizes that stakeholders have busy
schedules and works to arrange meetings
conveniently. Additionally, TRI will work to
schedule key meetings in advance and to
ensure leadership buy-in on the project.

Availability of Data – The TRI
team will need access to several
records (i.e., plans, demographic,
geographical and historical data,
etc.) to update the plan.

Low High
TRI will work from the project's onset to
outline resources needed for each task
and establish a file-sharing platform.

Timely Approvals – We follow an
iterative review process, requiring
stakeholders to approve plan
drafts.

Medium High
TRI has built review and approval
timeframes into the project schedule. TRI
will work with the City’s POC to provide
reminders and engage leadership when
needed to escalate.

Quality Assurance & Control
TRI follows strict quality control procedures to ensure high standards and customer satisfaction. Our corporate quality management system (QMS), integrated with our corporate policies and protocols, aligns with ISO 9000 standards. These standards apply to projects and individuals as needed (see Figures 2 and 3 below).

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Figure 4: Quality Management System
Our focus is on continuous improvement. We document, review, and update our QMS, Quality Assurance (QA), and Quality Control (QC) procedures yearly, and we use them in project management to meet customer contract requirements. The project’s principal, Andrea Davis, oversees quality control and works with the project manager, Faith Newton, to ensure quality across all client contracts.

We emphasize measuring, analyzing, and improving processes from start to finish. Our approach to each of these QMS components is as follows:

Figure 5:QMS Components
Our Project Manager reflects on these QMS components throughout the project. We engage with the City’s POC regularly to measure client satisfaction and send out timely pulse surveys to the client project manager/point of contact to address areas of improvement or opportunity in real-time. Lastly, we value feedback during the project closeout stage to enhance individual and collective performance for future deliverables.

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PHASE 2: REVIEW OF EXISTING CONDITIONS AND DOCUMENTS
TRI will conduct a comprehensive review of existing plans, policies, and operational practices to understand how evacuation is currently approached and where improvements are needed. This phase is not simply a document review— it is an evaluation of how planning assumptions align with operational reality.

We will analyze the General Plan Safety Element, Local Hazard Mitigation Plan, Emergency Operations Plan, and any existing evacuation-related materials. In addition, TRI will review after-action reports and past incident documentation to understand how evacuation challenges have manifested in practice.

Particular attention will be given to how current planning addresses the City’s most significant constraints, including reliance on Interstate 210, limited-access neighborhoods, and the presence of schools that affect daytime evacuation demand.

TRI will approach this phase with a focus on identifying gaps between planning and operations. Specifically, we will examine:
• Whether evacuation routing assumptions reflect actual roadway capacity • How constrained areas and choke points are currently addressed • The extent to which school populations and daytime conditions are incorporated • Alignment between planning documents and real-world response practices The outcome of this phase will be a clear understanding of existing strengths and deficiencies, which will directly inform the evacuation analysis.

PHASE 3: HAZARD AND EVACUATION ANALYSIS
The evacuation analysis is the most critical component of the project. TRI will apply a scenario-based, constraint-driven methodology to evaluate evacuation feasibility under realistic conditions.

This analysis is designed to answer a fundamental question: Can the City evacuate safely under different hazard conditions, and if not, how must evacuation be structured to succeed? We will begin by developing representative evacuation scenarios based on wildfire, earthquake, and other relevant hazards. Each scenario will incorporate variables such as time of day, traffic conditions, and potential roadway impairment to reflect how events are likely to unfold in practice.

From there, TRI will conduct a detailed analysis of the roadway network using GIS tools. This includes identifying primary and secondary evacuation routes, mapping choke points and constrained corridors, and evaluating areas with limited or no secondary egress. Particular attention will be given to the operational role of Interstate 210, including how congestion, closures, or regional traffic may influence evacuation performance.

Population demand will be analyzed using demographic data, land use patterns, and full buildout assumptions to ensure compliance with AB 747. This analysis will account for both residential and daytime populations, including the significant influence of schools and other sensitive uses.

TRI will then evaluate evacuation performance by comparing demand against roadway capacity. Rather than relying on overly theoretical modeling, we will develop planning-level insights into clearance times, sequencing requirements, and

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system limitations. This allows the City to understand where evacuation is feasible, where it is constrained, and how strategies must be adapted accordingly.

To ensure transparency and defensibility, TRI will document this process in a Technical Memorandum.

To clearly illustrate how this analysis will be conducted, TRI’s approach includes:

Analytical Component How TRI Will Execute
Scenario Development Hazard-based scenarios with time-of-day and congestion variables Network Analysis GIS mapping of routes, choke points, and access limitations Demand Analysis Population + schools + full buildout conditions Capacity Assessment Evaluation of roadway performance under stress Strategy Testing Phasing, triggers, and sequencing validation In addition, TRI will evaluate how the City’s Red Flag No Parking Program affects evacuation by assessing how roadway clearance improves capacity and reduces bottlenecks.

PHASE 4: EVACUATION STRATEGY AND PROCEDURES
TRI will translate analytical findings into operational strategies that define how evacuation will be executed. This phase focuses on converting technical analysis into clear, actionable guidance that can be used during an incident.

Recognizing that simultaneous evacuation of the entire City may not be feasible, TRI will develop phased and/or zonebased evacuation strategies that prioritize movement based on risk, location, and system capacity. These strategies will be supported by clearly defined trigger points tied to hazard conditions and operational thresholds.

We will also develop decision frameworks that guide City leadership in determining when to initiate evacuation, when to shelter in place, and how to adapt strategies as conditions evolve. These frameworks are essential to ensuring that decisions are consistent, defensible, and aligned with the City’s capabilities.

Traffic control and routing strategies will be developed to support efficient movement through the network, with specific attention to managing choke points and constrained corridors. All strategies will be aligned with incident command structures to ensure coordination across agencies.

To support implementation, TRI will develop a set of practical tools, including:
• Evacuation decision matrices tied to trigger conditions • Zone-based evacuation maps and routing graphics
• Quick-action checklists for City staff and responders • Operational flow diagrams illustrating coordination and sequencing These tools ensure that the plan is not only comprehensive but usable in real time.

PHASE 5: ACCESS AND FUNCTIONAL NEEDS INTEGRATION
TRI integrates access and functional needs (AFN) considerations throughout the planning process to ensure that evacuation strategies are inclusive and operationally feasible.

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We will identify and map populations requiring additional assistance, including older adults, individuals with disabilities, and those without access to transportation. We will also evaluate sensitive uses such as schools and care facilities, where evacuation requires additional coordination and resources.

Rather than treating AFN as a standalone element, TRI will incorporate these considerations into evacuation phasing, transportation planning, and communication strategies. This ensures that the needs of these populations are reflected in how evacuation is structured and executed.

Our approach will include:
• Mapping and analysis of vulnerable populations and facilities • Integration of AFN considerations into evacuation sequencing and routing • Coordination with service providers and community organizations • Development of accessible communication strategies
This results in a plan that is both equitable and operationally realistic.

PHASE 6: COMMUNITY ENGAGEMENT AND AGENCY

COORDINATION
TRI will support a structured engagement process that ensures the plan reflects both community input and operational expertise.

Community engagement will focus on understanding local conditions, identifying concerns, and incorporating lived experiences into the planning process. Workshops and outreach efforts will be designed to provide meaningful opportunities for participation while ensuring that information is clear and accessible.

At the same time, TRI will work closely with external agencies, including fire, law enforcement, and transportation partners. These stakeholders are essential to validating assumptions and ensuring that evacuation strategies align with how operations will be conducted during an incident.

Key components of this phase include:
• Facilitated workshops and public meetings
• Surveys and digital engagement tools
• Coordination meetings with partner agencies
• Integration of feedback into plan development
This approach ensures that the final plan is both community-informed and operationally validated.

PHASE 7: IMPLEMENTATION AND MAINTENANCE FRAMEWORK
The final phase focuses on ensuring that the Citywide Evacuation Plan can be effectively implemented and sustained over time. TRI will develop clear guidance for how the plan should be used, maintained, and updated.

We will align public-facing evacuation messaging with the City’s communication systems to ensure that residents receive clear and consistent information during an emergency. In addition, TRI will define roles and responsibilities for implementation, providing City staff with a clear roadmap for applying the plan in practice. “The Resiliency Initiative is the new
benchmark for contractors working in
and developing plans in Emergency
Services/Management. Andrea and
her team communicated flawlessly
while exceeding all expected results.

We will continue to work with TRI now
and in the future for ALL of our
emergency operations planning
needs.”
-Erik Holt, Director, Calaveras County
Office of Emergency Services

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This phase will include:
• Development of public-facing evacuation guidance
• Alignment with alert and notification systems
• Identification of implementation steps and priorities • Creation of a maintenance and update framework
The result is a plan that is not only adopted, but actively used and sustained.

OVERVIEW OF DELIVERABLE DEVELOPMENT APPROACH
TRI approaches deliverables as more than contract requirements; they are the mechanism through which analysis becomes action. For the City, this is particularly critical. The City does not need a document that simply meets regulatory expectations; it needs a plan that can be understood quickly, applied under pressure, and sustained over time.

To achieve this, TRI will develop all deliverables through an iterative, structured process that integrates technical findings, City input, and operational validation at each stage. Rather than producing a single draft at the end of the process, we will build the plan progressively, allowing the City to review key components as they are developed and ensuring alignment before moving forward.

This approach ensures that the final Citywide Evacuation Plan is not only technically sound but fully aligned with how the City intends to operate during an emergency.

ADMINISTRATIVE DRAFT CITYWIDE EVACUATION PLAN
Following completion of the evacuation analysis and strategy development, TRI will prepare the Administrative Draft Citywide Evacuation Plan. This draft represents the first fully integrated version of the plan and reflects all technical findings, stakeholder input, and operational considerations developed throughout the project.

The plan will be structured to balance comprehensiveness with usability, ensuring that it can serve both as a formal planning document and a practical operational guide.

TRI will organize the plan as follows:

PLAN SECTION CONTENT AND PURPOSE
Introduction Establishes background, purpose, scope, and relationship to the City planning framework
Authorities and References Documents, Federal, State (including AB 747), and local authorities guiding the plan
Situation and Assumptions Defines hazard context, planning assumptions, and operational environment Organization and Responsibilities Clearly defines roles across City staff, law enforcement, fire, and partners.

Concept of Operations Core operational section detailing how evacuation is initiated, managed, and coordinated
Direction, Control, and Coordination Establishes command structure and interagency coordination protocols Information Collection and
Dissemination
Defines how information is gathered, validated, and shared during an incident

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Communications Outlines public notification systems, redundancies, and contingency communication strategies
Administration, Finance, and
Logistics
Addresses resource management, documentation, and operational support Plan Maintenance Provides framework for updates, training, and long-term sustainability Appendices Includes operational tools, maps, and quick-reference materials

HOW TRI WILL DEVELOP THE PLAN
TRI’s drafting process is intentionally structured to ensure clarity, consistency, and usability.

As the plan is developed, TRI will:
• Translate technical analysis directly into operational strategies and procedures • Align all content with ICS and real-world response structures • Incorporate City-specific constraints, including:
o I-210 dependency
o Limited roadway redundancy
o School and daytime population considerations
• Develop clear, plain-language content supported by graphics and visual tools In addition to narrative content, the plan will include operational tools designed for real-time use, such as:
• Evacuation trigger matrices tied to hazard conditions • Zone-based evacuation maps and routing graphics
• Quick-action checklists for decision-makers and responders • Contingency routing options and transfer points
This ensures that the plan functions as both a policy document and an operational guide.

DRAFT PLAN REVIEW AND VALIDATION
Once the Administrative Draft is complete, TRI will initiate a structured review and validation process with the City and key stakeholders. This phase is critical to ensuring that the plan reflects operational realities and is supported by those responsible for implementation.

TRI will facilitate targeted review sessions with City staff and partner agencies to walk through key components of the plan, including evacuation strategies, decision frameworks, and coordination protocols. These sessions are designed to move beyond passive review and instead focus on validating how the plan will function during an incident.

In parallel, TRI will support the City in conducting public outreach to present the draft plan, communicate key findings, and gather community input. Public workshops will be structured to clearly explain evacuation strategies and provide opportunities for feedback that can be incorporated into the final plan.

To support this process, TRI will: “I have worked with TRI on three separate projects in different roles
(one as the Project Lead and two as a
stakeholder). The team is consistent,
competent and able to navigate
communication with various
stakeholders to achieve objectives. I
would happily work with Faith, Andrea
and the rest of the TRI team on any
emergency management-related
project.”
--Leah Sautelet, Emergency Services
Manager, Lake County Sheriff’s OES

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• Prepare draft plan materials for internal and public review • Develop outreach materials in accessible formats (including bilingual as appropriate) • Document all comments and feedback received
• Track revisions to ensure transparency and accountability This iterative review process ensures that the final plan is both technically sound and broadly supported.

FINAL PLAN DEVELOPMENT AND ADOPTION
Following the review process, TRI will incorporate all feedback from the City, stakeholders, and the community into the Final Citywide Evacuation Plan. This step is not a simple revision process; it is a deliberate effort to refine the plan so that it reflects validated strategies, clarified roles, and actionable guidance.

TRI will conduct a final quality control review to ensure that the document is internally consistent, clearly written, and aligned with all requirements outlined by the City.

We will then support the City through the adoption process by preparing presentation materials and participating in City Council or other governing body meetings as needed. Our goal is to ensure that decision-makers fully understand the plan, its methodology, and how it will be implemented.

Key actions in this phase include:
• Incorporating all stakeholder and public feedback
• Finalizing maps, graphics, and operational tools
• Preparing adoption-ready plan materials
• Supporting City presentations and briefings

FINAL DELIVERABLES
TRI will provide the City with a complete set of final deliverables designed for both operational use and long-term maintenance.

Deliverables will include:
• Final Citywide Evacuation Plan (print-ready and digital formats) • Technical Memorandum documenting evacuation analysis methodology • GIS-based maps and graphics (operational and public-facing) • Executive Summary for leadership and public communication • Implementation and maintenance framework
All materials will be formatted for clarity, accessibility, and ease of use, ensuring that the City can readily apply and update the plan over time.

PRELIMINARY SCHEDULE
TRI proposes an approximately eight-month project schedule beginning in May 2026, designed to balance technical rigor with efficient delivery. The schedule is intentionally structured to prioritize early completion of the evacuation analysis required, ensuring that all subsequent planning and strategy development are grounded in defensible, data-driven findings.

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Work is sequenced to move from existing conditions review and stakeholder coordination into detailed hazard and evacuation analysis, followed by strategy development and plan drafting. Public engagement and agency coordination are integrated throughout the process, allowing for validation of assumptions and incorporation of feedback in real time rather than at the end of the project.

The final phase focuses on refinement, adoption support, and delivery of a clear, implementation-ready Citywide Evacuation Plan. This approach ensures that the City receives a high-quality, actionable product within a predictable and manageable timeframe.

TASK / DELIVERABLE START DATE COMPLETION DATE
Project Kick-off & Initiation May 1, 2026 May 15, 2026
Ongoing Project Management &
Coordination
May 1, 2026 December 15, 2026
Review Existing Plans, Policies, and Data May 15, 2026 June 15, 2026 Demographic, Land Use, and AFN Analysis May 15, 2026 June 30, 2026 Develop Outreach Strategy & Materials May 15, 2026 June 15, 2026 Initial Stakeholder Coordination & Agency
Interviews
June 1, 2026 July 15, 2026
Hazard Scenario Development June 15, 2026 July 15, 2026 Roadway Network & Constraint Analysis
(GIS)
June 15, 2026 August 15, 2026
Population Demand & AB 747 Buildout
Analysis
June 15, 2026 August 15, 2026
Evacuation Performance, Phasing & Trigger
Analysis
August 1, 2026 September 1, 2026
Red Flag No Parking Program Evaluation August 15, 2026 September 1, 2026 Evacuation Analysis Technical Memorandum August 15, 2026 September 15, 2026 Evacuation Strategy Development (Zones,
Routes, Decision Frameworks)
September 1, 2026 October 1, 2026
Administrative Draft Citywide Evacuation
Plan
September 15, 2026 October 30, 2026
Public Workshops & Draft Plan Review October 15, 2026 November 15, 2026 Draft Plan Revisions & Finalization November 1, 2026 November 30, 2026 Final Plan Development & Deliverables November 15, 2026 December 10, 2026 City Presentation & Adoption Support December 1, 2026 December 15, 2026

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KEY PERSONNEL, RESUMES, AND RATES
The TRI project team has been deliberately assembled to align with the City’s specific needs for evacuation planning, technical analysis, and operational implementation. Together, Andrea Davis, Faith Newton, Brianna Lentz, and Lily Musengwa bring complementary expertise in emergency management leadership, evacuation and response planning, GIS-informed analysis, and inclusive stakeholder engagement.

This team has a demonstrated track record of working collaboratively on complex, high-risk projects involving constrained environments, multi-agency coordination, and vulnerable populations. Their combined experience ensures that the City’s Evacuation Plan will be technically defensible, operationally realistic, and aligned with AB 747 requirements, while maintaining the high level of coordination, responsiveness, and quality that defines TRI’s approach.

KEY PERSONNEL PROJECT ROLE QUALIFICATIONS

HAZARD MITIGATION

PLANNING

EXPERIENCE
Andrea Davis Principal Certified Emergency Manager
(IAEM), National Emergency
Management Executive Academy
(FEMA)
Faith Newton Project Manager
(Primary Contact
Person)
Certified Emergency Manager
(IAEM), National Emergency
Management Executive Academy
(FEMA)
Brianna Lentz Emergency Manager Certified Emergency Manager (IAEM),
Access and Functional Needs
certified specialist
MA in Emergency Management
Andrea Davis, CEM,
CBCP
Project Principal
Faith Newton CEM,
MBCP
Project Manager
Brianna Lentz, CEM
Emergency
Manager
Lily Musengwa
GIS Specialist

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KEY PERSONNEL PROJECT ROLE QUALIFICATIONS

HAZARD MITIGATION

PLANNING

EXPERIENCE
Lily Musengwa Technical Specialist
(GIS)
BA in Geospatial Studies; GIS
experience at Fortune 1
Andrea Davis, CEM, CBCP
Project Role: Principal
Hourly Rate: $175
Bio: Andrea Davis is the president and CEO of The Resiliency Initiative, a Women-Owned Small Business (WOSB). She has held leadership roles with Fortune 500 Companies (Walmart, Disney), the US Federal Government (FEMA, The Federal Reserve), and NGOs (The American Red Cross, Save the Children US). With each role, Ms. Davis used her influence to lead global initiatives focused on making risk-informed determinations and engaging all community members in the decision-making. Aside from her experience in the field, Ms. Davis has completed the Executive Academy at FEMA’s Emergency Management Institute and has a Master of Science in Public Health and Homeland Security.

Education: Master of Science, Public Health & Homeland Security, Penn State College of Medicine World Campus and Bachelor of Arts, International Relations
Relevant Certifications: Certified Emergency Manager (CEM), Certified Business Continuity Professional Relevant Project Experience:
• Project Principal for the Karuk Tribe’s Housing Authority and Lake County’s FEMA-Approved Hazard Mitigation Plans. • Project Principal for Siskiyou and Lake County’s evacuation plan development • Project Principal for Calaveras County’s EOP and annex development.

Faith Newton, CEM, MBCP
Project Role: Project Manager
Hourly Rate: $158
Bio: Faith Newton is a proven emergency manager, leveraging internal and external cross-functional relationships to minimize obstacles, provide direction and recommendations to stakeholders, and develop effective communication for high-profile emergency management issues. Before joining TRI in 2023 as the Director of Preparedness and Resiliency, Ms. Newton was with the Walmart Corporation Emergency Management for nine years, overseeing the company’s enterprise preparedness program, creating a public-private sector engagement framework, launching EOC technology through a custom-built incident management platform, and managing the company’s business continuity and crisis management planning globally.

Education: Master of Science, Emergency Management & Homeland Security, Arkansas Tech University and Bachelor of Science, Emergency Administration Management, Arkansas Tech University Relevant Certifications: Certified Emergency Manager (CEM); Master Business Continuity Planner Relevant Project Experience:
• Served as the project manager for Lake County’s MJLHMP Update. • Developed Washington County, AR’s Hazard Mitigation Plan. • Served as the project manager for the Lake Area Planning Council’s Wildfire Evacuation & Preparedness Plan, where she led the evacuation planning TAG through planning workshops; led the research, review, and update of geographic data; examined and mapped potential access vulnerabilities and evacuation routes; and wrote the final plan.
• Served as project manager for the Calaveras County, California Evacuation Annex development, where she was responsible for overall project management, the accompanying EOP review and update, cross-community

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coordination, leading community meetings, leading project workshops, accompanying hazard and vulnerability assessment, transportation assessment, and evacuation planning communication strategy. • Served as project manager for Santa Clara Valley Water District’s COVID-19 After-Action Report (AAR) and Improvement Plan (IP), where she led a working group, developed a survey, conducted dozens of stakeholder interviews, produced an AAR & IP, and led executive leadership briefings.

Brianna Lentz
Project Role: Emergency Manager
Hourly Rate: $125
Bio: Brianna “Bri” Lentz currently serves as TRI’s Emergency Manager and Access and Inclusion Specialist, where she spearheads the development and implementation of cutting-edge, inclusive emergency management strategies. She has demonstrated proficiency in conducting thorough accessibility assessments, effective collaboration with community organizations, and establishing partnerships with local service providers, highlighting her dedication to cultivating environments of equal preparedness and response. She leads the creation of comprehensive evacuation plans, orchestrates crisis management protocols, and ensures alignment with regulatory standards, showcasing adept leadership in optimizing organizational preparedness. Her past experience includes serving as a Disability Integration Officer for the New Orleans Health Department, where she expanded crucial partnerships and formulated innovative training plans, underscoring her commitment to community engagement and inclusivity.

Education: Master of Arts, Disaster Resilience Leadership from Tulane University; Bachelor's in Emergency Administration and Planning from the University of North Texas.

Relevant Certifications: Certified Emergency Manager (CEM), Certified Access and Inclusion Specialist Relevant Project Experience:
• Served as the Emergency Management Specialist on TRI’s MJLHMP update for Lake County, CA. • Served as the Emergency Management Specialist for the Lake Area Planning Council’s Wildfire Evacuation & Preparedness Plan.
• Served as the Emergency Management Specialist on TRI’s EOP development for Calaveras, CA. • Served as the Emergency Manager for TRI’s development of the Karuk Tribe’s Housing Authority Hazard Mitigation Plan.

Lily Musengwa
Project Role: Technical Specialist (GIS)
Hourly Rate: $100
Bio: Ms. Musengwa is a GIS specialist with over five years of experience applying geospatial technologies to support emergency management and disaster response. She holds dual undergraduate degrees in Emergency Administration & Management and Cultural and Geospatial Studies, as well as a master’s degree in Intercultural Management. Ms.

Musengwa has supported GIS operations for major corporations and government agencies, including the Walmart Emergency Operations Center and the Arkansas Division of Emergency Management. She brings a unique intercultural lens and strong communication skills to technical GIS solutions, enhancing situational awareness, stakeholder engagement, and data storytelling.

Education: Master of Arts, Intercultural Management, Université de Bourgogne, France; Bachelor of Science, Emergency Administration & Management; Bachelor of Arts, Cultural and Geospatial Studies, UCLA Extension Relevant Project Experience:
• GIS specialist providing evacuation mapping for the County of Siskiyou, CA, Transportation Department. • Supporting global situational awareness efforts as a GIS Intern at Walmart’s Emergency Operations Center during multiple disaster responses, including the El Paso terrorism attack and Hurricane Barry.

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• Creating dynamic dashboards, Esri Story Maps, and operational mapping tools for both private and public sector clients.
• Integrating GIS into disaster response operations at the Arkansas Division of Emergency Management. • Contributing to AI and mapping projects as a Senior Analyst and digital tools coordinator for international organizations
Project Team Resumes are included in Appendix A.

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PROPOSED BUDGET
For each task listed in the RFP, we have broken down the fee into labor classifications and included any additional fees and expenses. Our fees include all markups, overhead and profit.

TRI 2026 Hourly Rate Schedule
Principal Project Manager Emergency
Manager
GIS Specialist
Hourly Rate $175 $158 $125 $100
Table 1: Rate Schedule
Fee Schedule
Table 2 below provides a detailed cost breakdown for The Resiliency Initiative to perform the duties outlined in the Scope of Services.

DELIVERABLES HOURLY RATE HOURS COST
Task I – Project Management (17,034)
Project Kick-off
Principal
Project Manager
Emergency Manager
5 5
5 $2,290
Ongoing Project Management Project Manager
Emergency Manager
68 32 $14,744
Task II –Existing Conditions and Baseline Assessment (31,525) Review Existing Plans and Policies Project Manager
Emergency Manager
25 45 $9,575
Demographic, Land Use, and AFN Analysis Project Manager Emergency Manager
25 45 $9,575
Existing Conditions Summary -6460
Principal
Project Manager
Emergency Manager
GIS Specialist
5 25
30 38 $12,375
Task III– Evacuation Analysis ($57,329)
Scenario Development and Methodology
Principal
Project Manager
Emergency Manager
2 10
10 $3,180
Roadway Network & Constraint Analysis
(GIS)
Principal
Project Manager
Emergency Manager
2 35
48 $11,880
Population Demand & AB 747 Buildout
Analysis
Project Manager
Emergency Manager
35 55 $12,405
Evacuation Performance, Phasing &
Trigger Analysis
Project Manager
Emergency Manager
35 55 $12,405
Red Flag No Parking Program Evaluation Project Manager 28 $9,049

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DELIVERABLES HOURLY RATE HOURS COST
Emergency Manager 37
Evacuation Analysis Technical
Memorandum
Principal
Project Manager
Emergency Manager
5 20
35 $8,410
Task IV – Evacuation Strategy and Plan Development ($21,180) Evacuation Strategy Development (Zones,
Routes, Decision Frameworks)
Project Manager
Emergency Manager
20 32 $6,370
Administrative Draft Citywide Evacuation
Plan
Project Manager
Emergency Manager
20 32 $6,370
Operational Tools (Maps, Checklists,
Decision Matrices)
Project Manager
Emergency Manager
GIS Specialist
10 20
37 $8,440
Task V – Stakeholder Engagement and Coordination ($24,690) Outreach Strategy and Materials
Principal
Project Manager
Emergency Manager
5 15
30 $6,995
Agency Coordination & Interviews
Principal
Project Manager
Emergency Manager
5 25
40 $9,825
Public Workshops (2–3 workshops)
Principal
Project Manager
Emergency Manager
10 15
30 $7,870
Task VI – Final Plan Development and Adoption (20,035)
Draft Plan Review, Revisions, and
Finalization
Project Manager
Emergency Manager
20 50 $9,500
Final Plan Production and Graphics Project Manager
Emergency Manager
10 25 $4,705
City Presentations and Adoption Support
Principal
Project Manager
Emergency Manager
5 10
20 $5,830
Professional Services Total $171,793
Potential Additional Costs
Expense Cost
Optional Fixed Cost – Project Website and
Survey Tool * $7,500
Projected Travel Expenses** $10,000
Potential printing, language translation,
etc. $5,200
Total Not to Exceed (includes optional
expenses) $194,493

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Optional Fixed Cost – Project Website and Survey Tool * TRI is recommending the use of Social Pinpoint, a tool for the Project Website and Survey. This would be a direct cost passed through to the City. The current cost is $7,500 for both the website and survey tools.

Travel Expenses**
These are travel estimates. TRI will charge the travel expenses, including flights, rental car, lodging, meals, and incidentals incurred during the scope of work for this RFP directly to the City. TRI will not exceed the maximums allowed per the City’s Travel Information & Policy in effect on the date the expense is incurred.

Printing & Language Transition Fees***
These are print & translation estimates. TRI will charge the printing cost directly to the City of La Canada Flintridge.

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REFERENCES & SAMPLE WORK
Sample Work Products
Below are links to FEMA-approved plans, annexes, and public outreach campaigns that TRI has developed in the past five years.
• Karuk Tribe Housing Authority FEMA-Approved Hazard Mitigation Plan • Lake County FEMA-Approved Multi-Jurisdiction Hazard Mitigation Plan • Calaveras County EOP Base Plan and Annexes
• Lake County Wildfire Evacuation Analysis and Preparedness Memo • Siskiyou County public evacuation survey website
Calaveras County (CA)
Project Title: Emergency Operations Plan Update & Evacuation Annex Development Project Client: Calaveras County Office of Emergency Services Project Location: Calaveras County, CA
Dates of Service: October 2023 – July 2024
Point of Contact: Erik Holt, Director Emergency Services | 209-286-9087 | [email protected] TRI completed a comprehensive update of the Calaveras County Emergency Operations Plan (EOP) and developed a detailed, community-wide Evacuation Annex and Evacuation Plan to strengthen the County’s preparedness and operational readiness. This effort was designed to ensure the County’s emergency planning framework reflected current risks, regulatory requirements, and best practices for evacuation planning in rural and wildfire-prone communities.

TRI executed the project in close coordination with Calaveras County through a formal project planning team and a dedicated Evacuation Task Force comprised of County leadership, department representatives, emergency responders, and key stakeholders. This collaborative structure enabled consistent engagement throughout the planning process and supported informed decision-making related to risk identification, evacuation strategy development, and operational coordination.

As part of the engagement, TRI worked with County leadership to identify and assess evacuation-related risks, including geographic constraints, transportation limitations, and population vulnerabilities. TRI ensured the Evacuation Annex was fully aligned with the updated EOP and complied with FEMA guidance and applicable regulations. The plan also incorporated considerations related to the California Department of Aging (CDAA) Disaster Assistance Program to support vulnerable populations during evacuations and disaster response.

To support implementation, TRI provided training and technical assistance to County staff and partners on integrating the Evacuation Annex into EOP operations, ensuring clarity around roles, responsibilities, and activation procedures. The finalized EOP and Evacuation Annex were formally presented to the Calaveras County Board of Supervisors and received official approval, strengthening the County’s ability to plan for, execute, and manage evacuations during complex emergencies.

Lake County Area Planning Council
Project Title: Wildfire Evacuation and Preparedness Planning Project Client: Lake County Area Planning Council
Project Location: Lake County, CA
Dates of Service: March 2024 – December 2025
Point of Contact: John Speka, Senior Transportation Planner | 707-263-7799 | [email protected]

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Services Provided by TRI: TRI was contracted to develop the Lake County Wildfire Evacuation and Preparedness Plan.

TRI is working with Lake APC through a monthly project planning team meeting and an evacuation planning technical advisory group (TAG) that is convened for key project discussion workshops. This TAG comprises key county officials, local nonprofits, community organizations focused on AFN and vulnerable populations, tribal representatives, and city and state representatives. The first TAG meeting was completed in April 2024 to validate TAG members, current infrastructure and community resilience, review historical disasters and lessons learned and establish the project's next steps. The TAG has been informed of the project status, ongoing work efforts, and ways to support community engagement through email updates and outreach. TRI hosted two additional TAG meetings throughout the project to review findings, survey results, evacuation strategies, evacuation coordination, and communication.

TRI also completed a countywide site visit to visualize evacuation zones, demographics, population centers, and new county development, and coordinate with partner organizations. Additionally, TRI completed project research to review and update demographic and geographic data and examine and map potential access vulnerabilities and evacuation routes. Additionally, TRI developed a public outreach strategy for the evacuation plan, including a public input survey launched in August 2024. To gain maximum participation, TRI, in conjunction with APC, has utilized several outreach avenues and promotions for the survey, including participants being entered into a drawing for a gift card, promoting at local community events such as the County Fair and the County Health and Wellness Expo, and working with a local group to have direct outreach to the vulnerable populations within the community. The survey results were then analyzed and incorporated into the Evacuation Analysis and Preparedness Memo.

TRI has also developed public information sessions hosted in each incorporated town, as well as a virtual session, a project webpage, and public outreach materials such as flyers and press releases.

TRI has analyzed the potential evacuation routes with the vulnerable populations and high-hazard areas. This was completed through the analysis of road types, community proximity to routes, and identification of congestion areas such as signalized locations, roundabouts, and merge points.

TRI developed the Evacuation and Preparedness Analysis Memo and the Lake County Wildfire Evacuation Plan. Once the Evacuation Plan was developed and reviewed internally, TRI hosted a series of public workshops to educate the public on the evacuation planning, evacuation preparedness resources, and provide an opportunity for final public engagement for this project.

This project, memo, and plan were reviewed and approved by the Lake APC Board. The plan was approved at the December 2025 board meeting. Final print and digital copies were provided to Lake APC and key stakeholders.

Siskiyou County, CA
Project Title: County-Wide Evacuation and Preparedness Plan Project Client: Siskiyou Transportation Agency/Siskiyou County Local Transportation Commission Project Location: Siskiyou County, CA
Address: 190 Greenhorn Road, Yreka, CA 96097
Point of Contact: Melissa Cummins| 530.709.5060| [email protected] Dates of Service: June 2025 – Present
Services Provided: TRI is currently under contract to develop the Siskiyou Countywide Evacuation and Preparedness Plan. Working in collaboration with Siskiyou County’s Office of Emergency Services, TRI has established a project planning team and an Evacuation Technical Advisory Group (TAG) comprised of County officials, first responders, tribal representatives, nonprofit partners, and organizations serving access and functional needs (AFN) populations. The TAG

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has been convened to guide plan development, review existing infrastructure and resources, assess historical evacuations and lessons learned, and identify vulnerabilities unique to Siskiyou’s rural communities and wildfire-prone terrain.

TRI has completed countywide site visits across Siskiyou’s diverse geography—including small mountain towns, tribal lands, and agricultural valleys—to visualize evacuation challenges, demographic patterns, and critical infrastructure interdependencies. These visits have allowed us to coordinate closely with partner organizations and confirm evacuation zone feasibility. TRI has also launched a comprehensive research effort to update demographic, geographic, and hazard data, and to map potential evacuation corridors, identifying choke points such as bridges, narrow canyons, and highcongestion intersections.

To ensure broad community input, TRI developed and deployed a countywide public survey, distributed through fairs, community centers, schools, and tribal offices, as well as promoted online. Outreach strategies have included working with local organizations to connect directly with vulnerable and traditionally underserved populations. TRI has also scheduled a series of public workshops in key population centers, with an accompanying project webpage that provides ongoing updates and collects public comments.

In addition, TRI is developing an Evacuation Preparedness Analysis Memo that integrates GIS-based hazard mapping, population analysis, and route capacity modeling to identify priority gaps in existing evacuation protocols. This analysis will inform the drafting of the Countywide Evacuation and Preparedness Plan, ensuring that final recommendations are operationally realistic, community-informed, and actionable for both immediate readiness and long-term resilience.

Lake County Office of Emergency Services
Project Title: FEMA-Approved Multi-Jurisdictional Hazard Mitigation Plan Development Project Client: Lake County Office of Emergency Services Project Location: Lake County, CA
Dates of Service: August 2024 – September 2025
Point of Contact: Leah Sautelet, Emergency Services Manager | 707-263-3450 | [email protected] Services Provided by TRI: TRI developed the 2025 Multi-Jurisdictional Hazard Mitigation Plan (MJHMP) for Lake County, California, in full compliance with current FEMA and Cal OES planning requirements. TRI worked closely with the Lake County Office of Emergency Services (OES) project manager, County departments, the City of Lakeport, the City of Clearlake, additional participating agencies, and the general public to ensure a coordinated, inclusive, and regulationcompliant planning process.

The MJHMP was developed to ensure Lake County OES maintained a comprehensive and up-to-date Base Plan, with jurisdictional annexes for the Cities of Lakeport and Clearlake fully aligned with the Base Plan and FEMA requirements.

TRI ensured that all jurisdictional annexes met the requirements outlined in Title 44 Code of Federal Regulations (CFR) §201.6 and aligned with Cal OES and FEMA standards, including all applicable elements of FEMA’s Planning Guidance issued in April 2023 or later. The planning process supported approval by FEMA, Cal OES, the Clearlake City Council, the City of Lakeport City Council, and the Lake County Board of Supervisors.

TRI initiated the project by hosting a formal project kick-off meeting and conducting a comprehensive review of relevant County and jurisdictional planning documents. TRI completed updates to hazard profiles, risk and vulnerability assessments, critical facilities and infrastructure inventories, and GIS-based mapping to reflect current conditions, climate considerations, and community development patterns.

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Community engagement was a central component of the planning process. In coordination with Lake County and the Cities of Clearlake and Lakeport, TRI facilitated three public information sessions to present proposed updates to hazard profiles and community risk assessments. TRI also developed and administered a community input survey to gather feedback on existing vulnerabilities and proposed mitigation actions. Public input was incorporated into the final plan to ensure mitigation strategies reflected local priorities and community needs.

The completed MJHMP was formally reviewed, approved, and adopted by Cal OES, FEMA, and each participating jurisdiction, ensuring continued eligibility for FEMA Hazard Mitigation Assistance programs and strengthening long-term resilience across Lake County and its municipalities.

Karuk Tribe Housing Authority
Project Title: FEMA-Approved Hazard Mitigation Plan Development Project Client: Karuk Tribe Housing Authority (KTHA)
Project Locations: Siskiyou County, CA & Humboldt County, CA Dates of Service: September 2022 – June 2024
Point of Contact: Sara Spence, Executive Director | 530-493-1414 ext. 3117 | [email protected] Services Provided by TRI: TRI developed a Hazard Mitigation Plan for the Karuk Tribe Housing Authority (KTHA) based in Northern California. Our engagement supports the KTHA’s mission to become more resilient by creating a Hazard Mitigation Plan to identify risks and vulnerabilities associated with natural hazards and to develop long-term strategies for protecting communities from future hazard events. Following Title 44 Code of Federal Regulations (CFR) §201.7, we facilitated an inclusive planning process and split the planning process into six phases.

TRI began this project by building a planning team of numerous officials, elders, and community leaders within the KTHA. This group met monthly over the course of six months to offer feedback and guidance on each development phase. Throughout the plan development, TRI also engaged the three separate communities spread across two rural counties (Siskiyou and Humboldt) within the KTHA. Due to the remote nature of one of these communities, we provided three in-person and virtual community meetings and a survey to ensure accessibility for all members who wanted to attend. Utilizing our technical knowledge and the community’s cultural expertise and experience, we created a Hazard Mitigation Plan that will open the door for additional funding for the Housing Authority. The HMP was adopted by the tribe elders in May 2024 and approved by FEMA in June 2024.

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APPENDIX A: PROJECT TEAM RESUMES

Andrea E. Davis, CEM, CBCP
Project Role – Principal

EDUCATION
Executive Academy 2014-2015
FEMA Emergency Management
Institute - Emmitsburg, MD
Master of Science, Public
Health & Homeland Security 2008-2011
Penn State College of Medicine
World Campus
Bachelor of Arts,
International Relations 1994-1997
Chico State University
CERTIFICATIONS • Certified Emergency Manager (CEM)
• Certified Business Continuity
Professional (CBCP)
HONORS
Top 10 Most Inspirating CEOs in Business
CIO Views Magazine 2022
Inaugural Emergency
Manager of the Year 2018
International Association of Emergency
Managers
Ripple Effect Award 2018
California Women in Homeland Security
Hall of Fame Inductee 2012
International Network of Women in Emergency
Management

PROFESSIONAL EXPERIENCE
President and Chief Executive Officer
The Resiliency Initiative 05/2019 - Present
President and CEO of an SBA-certified Woman Owned Small Business focused on crisis and risk mitigation planning and training with the mission of empowering communities and organizations to become selfreliant. Responsible for all corporate strategic planning, governance and fiscal oversight, and business management.

Sr Director, Global Emergency Management and Business Continuity The Walmart Corporation 01/2020 - 04/2022
• Directed a staff of 35 professionals, to include four global directors; managed a $15 million annual budget.
• Incident Commander for Walmart's global response to COVID-19, the 2020 US civil unrest, 15 hurricanes to include two large-scale responses-Laura and Ida, the 2021 winter storms and an active shooter situation at a distribution center.
• Led the 24/7, 365 Global Security Operations Center which triaged an average of 400 incidents responses a day.
• Headed Walmart's business continuity program, spearheading the development of over 355 crisis and resiliency plans across the enterprise with 2,100 identified critical functions.

Director, Global Crisis Management and Business Continuity The Walt Disney Company 09/2016 - 01/2020
• Oversaw an enterprise-wide department that is responsible for allhazards crisis planning and testing for Disney and its affiliates (ESPN, ABC, Parks, etc.) world-wide.
• Directed 20 professionals to include the Chief Medical Officer and the Fire Chief; managed a $10 million annual budget.
• Provided strategic oversight for all crisis and continuity planning strategies, standards, and policies for The Walt Disney Enterprise.

Interim VP, Global Intelligence, Threat Assessment & Crisis Management
The Walt Disney Company 07/2016 - 01/2017
After the sudden departure of a VP and Director within the Global Security Division, at the request of Disney’s Chief Security Officer, I was asked to step into the VP position until a replacement was hired. During my short tenure in the position, I focused on infrastructure building, hiring a total of six senior staff positions, developing strategic plans for the new departments I oversaw as well as executing training initiatives for the entire Global Security Division.

Andrea E. Davis, CEM, CBCP
Project Role – Principal

SERVICE TO PROFESSION
Board Chair Present
California Resiliency Alliance
Board Chair Present
American Red Cross, Northwest Arkansas
Advisory Board Member Present
Institute for Diversity and Inclusion in
Emergency Management
Advisory Board Member Present
Dr. Lucy Jones Center for Science and Society
Board Member 2016-2020
National Children’s Resiliency Board
Board Vice Chair & Chair 2014-2020
American Red Cross, Los Angeles Region
Board Member 2015-2020
Save the Children Corporate Council

PUBLICATIONS
USA Today Interview on Event Safety 2023
Forbes Interview on Winter Preparedness 2023
Forbes Interview on Lessons Learned from the
Maui Fire 2023
Cracking the C-Suite Code: Building Executive
Enthusiasm for Your Crisis Planning ASIS,
Security Management Magazine. 2023
Crisis Management: What is it and Why Does it
Matter? Frontline Safety and Security Magazine
2021
Southern California Disaster Risk Reduction
Initiative Report USC Bedrosian Center 2016
PROFESSIONAL EXPERIENCE (cont.)
External Affairs Director
Federal Emergency Management Agency 05/2010 - 09/2012
• Led a staff of 17 senior professionals as well as a cadre of 160 emergency response workers.
• Handled all public relations and congressional and
intergovernmental outreach for FEMA’s Louisiana Recovery Office (LRO).
• The LRO managed the recovery from hurricanes Katrina, Rita, Ike and Gustav with a total portfolio of 20 billion dollars, the largest recovery operation in the United States since the Civil War.

Regional Training and Exercise Specialist
City and County of San Francisco 11/2008 - 06/2010
• Developed and coordinated all emergency exercises, trainings, and workshops for the Bay Area region.
• Ensured all exercises were Homeland Security Exercise and Evaluation Program (HSEEP) compliant.

District Manager, Office of Emergency Management/Crisis Communications
Federal Reserve Bank of San Francisco 02/2006 -
11/2008
• Managed a professional staff of six and a volunteer staff of 250 in seven different states.
• Developed and maintained a comprehensive emergency response plan for all branch locations and the San Francisco headquarters. • Worked at a national level, developing an all-hazards emergency management program for the Federal Reserve System.
• Acted as the Public Information Officer during times of crisis; developed media information campaigns.
• Orchestrated and marketed a preparedness campaign for all Federal Reserve staff, including the development of a
comprehensive employee resource guide and monthly online Q&A forum.
• Facilitated external meetings with traditional response agencies to ensure collaboration during emergencies.
• Developed an all-inclusive emergency management training program for on-site federal police officers.
• Nominated two times for outstanding service and leadership to the Federal Reserve System.

Faith Newton, CEM, MBCP, NEMEA
Project Role – Project Manager

EDUCATION
Vanguard Executive Leadership Group 2023
Federal Emergency Management Agency
National Emergency Management 2022
Executive Academy
Federal Emergency Management Agency
Master of Science, Emergency 2012-2014
Management & Homeland Security
Arkansas Tech University
Bachelor of Science, Emergency 2009-2012
Administration Management
Arkansas Tech University

CERTIFICATIONS
• Certified Emergency Manager (CEM)
• Master Business Continuity Professional
(MBCP)
• Order of the Sword & Shield Academic and
Professional Honors Society
HONORS
Inaugural Top 40 Under 40 2024
International Association of Emergency
Managers
Accomplishment Award 2023
Walmart Global Emergency Management

PROFESSIONAL EXPERIENCE
Chief Client Engagement Officer
The Resiliency Initiative 01/2025 - Present
• Oversee all client engagement and project management, ensuring TRI continues to exceed expectations and provide top-tier solutions to support community-integrated preparedness planning and training and assist our corporate clients with developing business continuity strategies.

Director, Preparedness & Resiliency
The Resiliency Initiative 06/2023 - 12/2024
• Oversee and serve as project manager for all emergency management-related contracts with public and private sector clients.
o County Continuity of Operations: Responsible for project coordination and execution of the BIA survey and
interviews, COOP development, project communication, and COOP training and development.
o Wildfire Evacuation & Preparedness Plan: Leads the
Technical Advisory Group through planning workshops;
leads the research, review and update of geographic data; examines and maps potential access vulnerabilities and
evacuation routes; and is responsible for writing the final plan.
o Multi-Jurisdictional Hazard Mitigation Planning:

Responsible for overall project management and
coordination across the participating jurisdictions, leading project workshops and community outreach, accompanying
hazard and vulnerability assessment, critical infrastructure assessment, and GIS mapping strategy.
o Evacuation Annex: Responsible for overall project
management, the accompanying EOP review and update,
cross-community coordination, leading project workshops, accompanying hazard and vulnerability assessment,
transportation assessment, and evacuation planning
communication strategy.
o Executive Leadership Team’s Crisis Exercise: Developed, facilitated, and evaluated the virtual leadership tabletop exercise.
o COVID-19 AAR: Led the working group meetings, facilitated key staff interviews, and developed and analyzed an all-staff survey to collect feedback to support the observations, assessment, strengths, and areas for improvement for the organization.

Faith Newton, CEM, MBCP, NEMEA
Project Role – Project Manager

SERVICE TO PROFESSION
Vice Chair 2024-Present
Northwest Arkansas Chapter ASIS
Board Member 2023-Present
Arkansas Tech University – Emergency
Management Program Advisory Board
Women in Business Continuity 2022-Present
Mentor
Disaster Recovery Institute International
CEM Mentor 2022-Present
International Association of Emergency Managers
National Emergency Management
Executive Academy Presenter 08/2024
FEMA
IAEM Region 6 – Arkansas Representative 2023
International Association of Emergency Managers
Member
• International Association of 2020-Present
Emergency Managers
• Arkansas Emergency 2020-Present
Management Association
• ASIS 2024-Present

CORE COMPETENCIES
• Crisis Leadership
• Exercise Facilitation
• Business Continuity Planning
• Project Management
• Public Speaking
PROFESSIONAL EXPERIENCE (cont.)
Director, Global Emergency Management Strategy & Preparedness The Walmart Corporation 09/2021 - 06/2023
• Developed, managed, and launched an in-house Walmart
Emergency Operations Platform for incident intake and
management.
• Coordinated Walmart’s 2022 Preparedness Summit, bringing together industry leaders to discuss the future of preparedness. • Developed a strategy to streamline technology support, enabling operations to make data-driven decisions.
• EOC deployment to Florida and Louisiana supporting recovery operations and community support to Hurricane Ian and Ida.

Sr. Manager, Emergency Preparedness
The Walmart Corporation 02/2019 - 09/2021
• Created and managed government order collection and review process throughout COVID-19, ensuring Walmart’s legal operations had visibility in changing government mandates.
• Established a Public Private Partnership Program across the entire US.
• Developed the Executive Council annual exercise – 2021 Ransomware, 2020 Civil Unrest post-election.
• EOC deployments to North Carolina and South Haven, Mississippi, providing onsite crisis leadership.

Manager, Enterprise Business Continuity
The Walmart Corporation 02/2016 - 02/2018
• Oversaw program maintenance and implementations for
international retail markets and Global eCommerce.
• Facilitated business continuity and crisis management exercises with executive teams using HSEEP principles.
• EOC response to Hurricane Harvey, Irma, Nate, Maria, and the Mexico City Earthquake by coordinating situational awareness from internal and external resources and leading the response's shortand long-term strategic planning.

Manager, Preparedness & Planning
The Walmart Corporation 03/2014 - 01/2016
• Created training and exercised numerous international Crisis Management Teams.
• Collaborated with the United Nations to provide strategic direction on resiliency projects to create global resiliency throughout the public and private sectors.

Brianna “Bri” Lentz, CEM, ADAC
Project Role: Emergency Manager

EDUCATION
Master of Science, Disaster
Resilience Leadership 2021-2022
Tulane University
Bachelor of Science, Emergency Administration
and Planning 2016-2019
University of North Texas

CERTIFICATIONS
Certified Emergency Manager 2023
International Association of Emergency
Managers
ADA Coordinator 2023
The Americans with Disabilities Act Coordinator
Training Certification Program
FEMA Professional Development Series
HONORS
Inaugural Top 40 Under 40 2024
International Association of Emergency
Managers
Congressional Service Award 2019
US Congress/AmeriCorps
President’s Volunteer
Service Gold Award 2019
President’s Council on Service & Civic
Participation/AmeriCorps

SERVICE TO PROFESSION
Accessibility and Whole
Community Inclusion Caucus 2022-Present
International Association of Emergency
Managers
Assistant Team Leader 2018-2019
FEMA Corps
Outreach and Recruitment Liaison 2018-2019
FEMA Corps

PROFESSIONAL EXPERIENCE
Emergency Manager
The Resiliency Initiative 7/2024 - Present
• Spearhead the development of comprehensive crisis and continuity plans, meticulously analyzing geographic and demographic factors to optimize disaster recovery objectives.
• Developed and delivered tailored training sessions for emergency response teams, focusing on crisis communication, incident command system procedures, and resource allocation strategies. • Designed and facilitated realistic emergency response exercises, incorporating scenario-based simulations to evaluate and enhance the organization's preparedness and response capabilities.

Disaster Assistance Program Manager
SBP 11/2024 – 07/2024
• Implement a process flow that allows for a 60% approval rating for FEMA appeals submitted, leading to a 73.2%increase in award amounts for survivors.
• Partner with Long-Term Recovery Groups, FEMA Voluntary Agency Liaisons, and nonprofit organizations to ensure that all survivors have access to the FEMA appeal process.

Disaster Readiness and Response Manager
Imagine Water Works 04/2024 - 07/2024
• Organized and implemented July Supply, a “Weather
Preparedness Wednesday” event with a no-barrier no-stigma food distribution nonprofit, Culture Aid NOLA.
o Served 400+ families every Wednesday in July.
o Led 15+ volunteers every Wednesday in July.
• Initiated climate crisis support groups.
• Led the planning, design, and delivery of hurricane preparedness guides and checklists ensuring they were accessible and inclusive.

Access and Inclusion Specialist
The Resiliency Initiative 07/2023 - 04/2024
• Developed and implemented inclusive emergency management strategies to ensure accessibility for individuals with diverse needs, fostering an environment of equal preparedness and response.
• Conducted thorough accessibility assessments for meetings, communication materials, and final deliverables.
• Collaborated with community organizations and advocacy groups to gather input and feedback, incorporating diverse perspectives into emergency response plans and procedures.
• Established partnerships with local disability service providers, facilitating the seamless integration of support services during emergency events.

Brianna Lentz, CEM, ADAC
Project Role: Emergency Manager
PROFESSIONAL EXPERIENCE (cont.)
Emergency Management Coordinator
The Resiliency Initiative 01/2023 - 06/2023
• Orchestrated crisis management planning, overseeing the creation and implementation of robust protocols to guide response efforts during various emergency scenarios on an executive and franchise level. • Facilitated workshops with executive level staff to determine crisis procedures and policies, gaining leadership buy-in.
• Led hazard mitigation planning initiatives, conducting thorough risk assessments to identify potential hazards and vulnerabilities within the community.
• Conducted reviews of EOPs, ensuring alignment with current regulatory standards and best practices in emergency management.
• Facilitated tabletop exercises with executive level staff to identify gaps in crisis management planning. • Established and executed comprehensive After-Action Review (AAR) plans following emergency response exercises and real-world incidents, ensuring a systematic and thorough evaluation of performance and outcomes. • Conducted thorough vulnerability assessments to evaluate the susceptibility of key elements to identified hazards, considering factors such as geographical location, structural integrity, and population density.

Disability Integration Officer – Grant Funded
New Orleans Health Department 05/2021 - 07/2022
• Expanded and maintained an extensive list of disability partners in Orleans Parish. • Created an Access and Functional Needs working group to strengthen the voices of the disability community in the emergency planning process.
• Constructed a disability etiquette and awareness training plan for the New Orleans Health Department. • Created and implemented a project plan using the measurables of the awarded grant. • Responded to Hurricane Ida.

Business Continuity Intern
Federal Reserve Bank of Dallas 06/2019 - 10/2019
• Evaluated and provided consultation on Business Continuity/Continuity of Operations Planning improvements in 25 departments.
• Aided in the development of the first executive-level functional exercise consistent with the Homeland Security Exercise and Evaluation Program (HSEEP) methodology.

Planning Specialist – Corps Member
FEMA Corps 06/2018 - 04/2019
• Responded to Hurricane Florence, Hurricane Michael, and the California Camp Fire. • Coordinated city town hall meetings to disseminate information. • Coordinated with section chiefs in the completion of the Incident Action Plan. • Prepared briefing point reports for the Commanding and General Staff meetings. • Coordinated resources with local, state, and federal partners.

Lily Musengwa
Project Role – GIS Specialist

EDUCATION
Master of Arts, Intercultural Management 2023
Université de Bourgogne, Dijon, France
Bachelor of Science, Emergency Administration
& Management; Bachelor of Arts, Cultural and
Geospatial Studies 2016-2020
UCLA Extension

TECHNICAL SKILLS
• Geographic Information Systems (GIS)
o ArcMap, ArcGIS Pro, Esri’s ArcGIS
Oline (Story Maps, Operations
Dashboards and Applications)
• Data Analytics and SQL
• Beginner Python

PROFESSIONAL EXPERIENCE
Senior Analyst
Global Logic 09/2024 - Present
• AI prompt engineering, writing, editing, and reviewing of Google AI Products, including Magi and Gemini.

Alumni Relations Coordinator
CEMS –Global Network of Management Schools 09/2023 - 03/2024 • CEMS alumni digital tools management, local alumni chapter management, social media designs, mapping with Mapbox.

Emergency Operations Center GIS Intern
Walmart Home Office 06/2019- 08/2019
• Implemented GIS and Esri into the daily operations of the Walmart EOC.
• Created GIS maps, Operations Dashboards, Story Maps, and Esri Applications to improve situational awareness and support business continuity efforts for Walmart stores worldwide.
• Utilized GIS to provide EOC situational awareness and support during the El Paso Walmart Terrorism Attack, Hurricane Barry, earthquakes, and more.

Response and Recovery Intern
Arkansas Division of Emergency Management 01/2019 - 05/2019 • Implemented GIS into the daily operations of the ADEM. • Created maps and applications for data/information sharing during disasters.

GIS Intern
Benton County Assessor’s Office 08/2015 - 09/2015
• Digitized over 230 historic plots using ArcMap and ArcGIS software. • Indexed and cataloged plot scans in the assessor’s office.

1 CONSTANT AND ASSOCIATES, INC.
21250 Hawthorne Blvd., Suite 400, Torrance, CA 90503
1800 Diagonal Rd., Suite 600, Alexandria, VA 22314
www.ConstantAssociates.com
CITY OF LA CAÑADA FLINTRIDGE

PROFESSIONAL SERVICES FOR THE DEVELOPMENT

OF A CITYWIDE EVACUATION PLAN

RESPONSE TO REQUEST FOR PROPOSAL
Proposal Due Date: April 1, 2026, 5:00pm
Resilience is CONSTANT™

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

2 Cover Letter
April 1, 2026
Arabo Parseghian
Assistant City Manager
City of La Cañada Flintridge
One Civic Center Drive
La Cañada Flintridge, CA 91011
RE: Request for Proposal (RFP) – Professional Services for the Development of a Citywide Evacuation Plan
Dear Arabo Parseghian and the City of La Cañada Flintridge Evaluation Team, Constant Associates, Inc. (“CONSTANT”) appreciates the opportunity to submit this proposal to develop a Citywide Evacuation Plan for the City of La Cañada Flintridge.

CONSTANT is a highly reputable emergency management consulting firm with an office in Torrance. Evacuation planning is a core service of our business. For this effort, we have partnered with Fehr & Peers, a transportation planning and engineering firm with 25 offices nationwide, including offices in Los Angeles and Long Beach.

Collectively, as Team CONSTANT, we bring exceptional experience and qualification directly aligned with this effort:
• City of La Cañada Flintridge Knowledge: Through authorship of the City of La Cañada Flintridge’s 2025 Eaton Fire and Wind Events After Action Report (AAR) and Improvement Plan (IP), CONSTANT brings direct, first‑hand knowledge of how evacuation operations were coordinated, communicated, and executed during a real‑world wildfire incident. This includes a detailed understanding of the City’s evacuation role within a Unified Command structure led by Los Angeles County, the timing and implementation of evacuation orders and warnings, and the operational, communication, access, and security challenges experienced by the City and its residents. This experience allows CONSTANT to translate documented lessons learned into targeted, practical evacuation planning improvements, ensuring the Citywide Evacuation Plan reflects actual operating conditions and strengthens alignment with regional partners. Fehr & Peers supplements CONSTANT’s experience with the City through its previous support to the City’s Climate Action and Adaptation Plan (CAAP), where the firm led transportation modeling. These collective qualifications mean that Team CONSTANT can build from its foundational knowledge to ensure that the City’s evacuation planning is immediately actionable, credible, and grounded in realworld implications. • Evacuation Planning Expertise: Over recent years, CONSTANT has supported the development of local evacuation plans for the California cities of Malibu, Pasadena, Ventura, Long Beach, and San José along with an Integrated Evacuation Planning Guide for Jurisdictions and Individuals with Access and Functional Needs (AFN) for the California Governor’s Office of Emergency Services (Cal OES). This portfolio, which is led by CONSTANT team members proposed to support the City, enables CONSTANT to have considerable Los Angeles: 21250 Hawthorne Blvd.,
Suite 400
Torrance, CA 90503
Virginia: 1800 Diagonal Rd.,
Suite 600,
Alexandria, VA 22314
Telephone: (800) 745-3057
Facsimile: (310) 347-4389
www.constantassociates.com/
www.linkedin.com/company/constantassociates

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

3 knowledge of current evacuation planning best practices specific to City operations. Furthermore, this expertise assures that the City will receive a Citywide Evacuation Plan aligned with laws, regulations, and protocols that can be adapted to address known, new, and unforeseen challenges. Our current support to the City of Malibu also provides a comparable multi-agency environment for us to understand and apply, as Malibu is also a contract City that relies on the Los Angeles County Fire and Sheriff Departments for evacuation decisions and enforcement.
• Holistic Solution to Evacuation Planning: Team CONSTANT provides a complete solution to address the City’s requirements. Fehr & Peers provides transportation and modeling expertise to accomplish the hazard and evacuation analysis using its Geographic Information System (GIS)-based evacuation tool, ResilientRoutes.

CONSTANT provides emergency management expertise for the remaining plan elements, including AFN considerations, integration with incident command operations, public information, and evacuation concepts and strategies. This collective experience means that Team CONSTANT can provide the City of La Cañada Flintridge with a comprehensive solution that goes beyond generic or conceptual evacuation planning, detailing operationally viable solutions based on an evidence-based foundation of modeling.
• Whole Community Considerations: AFN populations are often the hardest hit by disasters, a trend that continues to be exacerbated. There is considerable state and local attention and legislation aimed at strengthening the use of a Whole Community approach to evacuation. CONSTANT brings team members who offer specialization in planning for people with AFN. As noted, we led the development of an Integrated Evacuation Planning Guide for Jurisdictions and Individuals with AFN for Cal OES, a guidance document which provides jurisdictions with planning best practices. This experience will help the City to ensure that the Citywide Evacuation Plan fully incorporates those with AFN and their unique evacuation requirements.

Based on experience with similar projects and our direct experience working with the City of La Cañada Flintridge and the broader Los Angeles County Operational Area, CONSTANT represents a low-risk, high-value solution. CONSTANT is certified as a Small Business by the State of California and requests available preference as such.

I am authorized to represent and bind CONSTANT to all commitments made in this proposal. Please direct initial contract and proposal questions to Nicole Christensen, Proposal Manager, at [email protected] or (424) 320-2583. CONSTANT has received addenda #1 issued by the City and responses to questions. CONSTANT meets all eligibility requirements and the proposal shall remain valid for a period of not less than 120 days from the date of submittal.

Michelle Constant, MBA, Chief Executive Officer
CONSTANT AND ASSOCIATES, INC.

D: (424) 320-2582 | E: [email protected]

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

4 Table of Contents
COVER LETTER ........................................................................................................................... 2 FIRM QUALIFICATIONS AND EXPERIENCE WITH SIMILAR PROJECTS....................................... 6 Qualifications ....................................................................................................................... 6 About CONSTANT............................................................................................................. 6 About Fehr & Peers .........................................................................................................10 Civil or Criminal Litigation...................................................................................................11 PROJECT UNDERSTANDING AND APPROACH...................................................................... 12 Understanding.....................................................................................................................12 Scope of Services ...............................................................................................................13 Project Management and Coordination......................................................................13 Review of Existing Conditions and Documents ............................................................16 Community Engagement and External Agency Coordination..................................17 Citywide Evacuation Plan Development......................................................................22 Deliverables.........................................................................................................................31 Project Management and Coordination......................................................................31 Review of Existing Conditions and Documents ............................................................31 Community Engagement and External Agency Coordination..................................31 Citywide Evacuation Plan Development......................................................................31 Proposed Project Schedule ...............................................................................................33 KEY PERSONNEL, RESUMES, AND RATES................................................................................. 35 Key Personnel......................................................................................................................35 Roles, Responsibilities, Experience, and Qualifications................................................35 Rate Sheet...........................................................................................................................38 PROPOSED BUDGET ................................................................................................................ 39 Assumptions.........................................................................................................................39 Detailed Budget .................................................................................................................41 REFERENCES AND SAMPLE WORK .......................................................................................... 42

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

5 Reference #1 ......................................................................................................................42 Evacuation and Shelter-in-Place Plan – City of Long Beach ......................................42 Reference #2 ......................................................................................................................42 All-Hazards Evacuation Plan – City of Ventura.............................................................42 Reference #3 ......................................................................................................................43 Emergency Evacuation Study – City of Montecito......................................................43 APPENDIX................................................................................................................................ 44 Resumes...............................................................................................................................44 Mona Bontty, MBA, MHRM – Executive Sponsor...........................................................45 Chelsea Richer, AICP, MURP – SME...............................................................................46 Dan Smith, MPS – Project Manager...............................................................................47 Mary Rose Fissinger, MS – Project Support....................................................................48 Alyssa Antczak, CEM, MS – Deputy Project Manager..................................................49 Griffin Kantz, AICP, MS – Project Support .....................................................................50 Financial/Relational Disclosure..........................................................................................51 Terms and Conditions.........................................................................................................51 Scope of Services. Section 1.1, Paragraph 1................................................................51 Compliance with Law. Section 1.3................................................................................51 Familiarity with Work. Section 1.6 ...................................................................................52 Indemnification. Section 5.3...........................................................................................52 Ownership of Documents. Section 6.3 ..........................................................................53 Addendum No. 1................................................................................................................55 Exhibit A: Non-Collusion Affidavit.......................................................................................57

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

6 Firm Qualifications and Experience
With Similar Projects
Qualifications
Below, Team CONSTANT details firm qualifications for Prime Contractor CONSTANT and subcontractor Fehr & Peers. Team CONSTANT is also currently collectively initiating an evacuation planning, modeling, and exercise project with the Port of Tacoma (WA).

About CONSTANT
CONSTANT is an emergency management consultancy
that was established in 2004 in Los Angeles. CONSTANT
has thousands of hours of experience supporting
emergency management efforts for esteemed entities,
including the Federal Emergency Management Agency (FEMA), the California Governor’s Office of Emergency Services (Cal OES), the Los Angeles County Office of Emergency Management (OEM), and dozens of local governments. We bring a blend of plan writing expertise, a trusted track record of success across California, and a multidisciplinary perspective that will allow us to develop the La Cañada Flintridge Citywide Evacuation Plan to integrate seamlessly into existing plans for the City and broader region while focusing on evacuation-specific nuances from the City’s unique lens.

CONSTANT’s experience developing local evacuation plans for the California cities of Malibu, Pasadena, Ventura, Long Beach, and San José, crafting an evacuation toolkit for San Mateo County, authoring an Integrated Evacuation Planning Guide for Jurisdictions and Individuals with Access and Functional Needs (AFN) for Cal OES, and designing and conducting evacuation exercises for the City of Malibu and San Mateo County are examples of relevant firm-wide experience. We bring thorough understanding of California evacuation planning requirements, including authorities detailed in the California Emergency Services Act, evacuation capacity, safety, and viability analysis requirements detailed in Assembly Bill (AB) 747, California’s standardized evacuation terminology, and evacuation operations, route capacity, AFN and cultural competency considerations, coordination mechanisms, and requirements to be captured in evacuation plans per the Cal OES Emergency Plan Review Crosswalk.

As a firm with a deep service history across California, we support wildfire-prone communities with their emergency preparedness initiatives on a daily basis. This includes developing and updating Emergency Operations Plans (EOPs) and annexes focused on wildfire response, evacuation coordination, and mass care and sheltering. Our team also designs and facilitates wildfire-focused trainings and exercises, such as evacuation decision-making workshops, smoke and public health impact scenarios, and multi-agency coordination drills, to help agencies test plans, clarify roles, and strengthen operational readiness ahead of fire season. Coupled with staff member qualifications, our experience enables CONSTANT to serve as a Subject Matter Expert as the Citywide Evacuation Plan is developed. In Project Understanding and Approach, we describe a work plan that is informed by best practices for a Whole Community approach.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

7 Experience with Evacuation Plans
CONSTANT provides multiple project descriptions with relevance to the City of La Cañada Flintridge’s Citywide Evacuation Plan. References and links to work samples are provided for select projects in References and Sample Work.

City of Malibu Evacuation Plan
CONSTANT is currently leading an update of the City of Malibu’s Mass Evacuation Plan, with a second draft developed at time of writing. Upcoming activities include community workshops, a tabletop exercise (TTX), and provision of a public-facing ArcGIS StoryMap. The first and second drafts of the City of Malibu Mass Evacuation Plan establish a coordinated framework to guide emergency responders, City departments, and partner agencies in implementing evacuation operations. The Plan reflects Malibu’s constrained evacuation environment, shaped by its linear coastal geography, canyon terrain, limited roadway redundancy, and reliance on regional transportation and utilities. These conditions, combined with the City’s exposure to cascading hazards, including wildfire, post-fire debris flows, coastal flooding, tsunami, and earthquakes, necessitate early decision-making, coordinated public communication, and flexible, adaptive operations. The Plan incorporates lessons learned from recent large-scale evacuations and emphasizes zone-based evacuations, traffic management, AFN, animal evacuation, and coordinated re-entry.

The Plan is being developed through a collaborative planning process to ensure it reflects local conditions, operations, and regional coordination. The Plan aligns with the City of Malibu EOP and applicable State and Federal frameworks, including the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS). Designed as a living document, the Plan will support ongoing training, exercises, public engagement, and updates to strengthen evacuation readiness across City, County, and regional partners.

City of Long Beach Evacuation and Shelter-in-Place Plan CONSTANT recently finalized an Evacuation and Shelter-in-Place Plan for the City of Long Beach. Using best practices from regional and state plans as a guiding framework, the City’s plan serves to identify evacuation routes, shelter locations, and communications strategies; facilitate re-entry to homes and businesses; and accelerate the transition to recovery in the aftermath of an emergency. To inform the plan, CONSTANT authored a community survey that was made available in
English, Spanish, Khmer, and Tagalog and facilitated a series of Planning Team Meetings. CONSTANT then drafted the
Evacuation and Shelter-in-Place Plan based on insights from the Planning Team and broader community. The Plan includes
consideration of street network capacity, evacuation zones, Figure 2. Long Beach
Mass Evacuation/
Shelter-in-Place Plan
Figure 1. Malibu Mass
Evacuation Plan.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

8 Whole Community principles, transportation infrastructure, roles and responsibilities, etc.

City of Pasadena Evacuation Plan
CONSTANT authored an Evacuation Plan for the City of
Pasadena. The purpose of the Evacuation Plan is to establish the principles, structures, roles, and responsibilities for a coordinated evacuation. The Plan is complementary to the City’s EOP. The Plan includes actions and considerations for the Emergency Operations Center (EOC) to safely evacuate people from a hazardous community environment to a location where they will be safe. The Plan builds from the City’s Hazard Risk Assessment (HRA) and is an all-hazards plan which can be used to
coordinate an evacuation regardless of the nature or origin of the threat. The Plan includes definition of evacuation zones and routes, information about evacuation authority and alerts and warnings, a concept of operations and more.

City of San José Evacuation Plan
CONSTANT is currently engaged with the City of San José to develop an Evacuation Response Plan through a structured approach spanning project management, data collection,
stakeholder engagement, and plan drafting. At time of writing, CONSTANT has prepared the initial draft of the Evacuation Response Plan. Technical work includes data analysis through a review of existing evacuation-related procedures and the conduct of key partner interviews. CONSTANT is iteratively developing the Evacuation Response Plan. The plan will address immediate and non-immediate response events, evacuation and re-entry processes, authorities, and maintenance
requirements. The scope also includes facilitation of a virtual Evacuation Response Plan Workshop to gather structured
feedback, as well as development of support materials, including AAR checklists and alert and warning messaging templates.

City of Ventura Evacuation Plan
CONSTANT supported the development of an All-Hazards
Evacuation Plan for the City of Ventura. CONSTANT implemented project management processes to set a foundation for project conduct. CONSTANT then engaged in data collection where we conducted documentation review, developed, disseminated, and analyzed results from a community survey, and hosted interviews with key stakeholders to inform a Whole Community approach. The Ventura Evacuation Plan streamlines the
evacuation process by providing an organized framework for activities involved in coordinating an evacuation. The
Evacuation Plan is designed to help the City coordinate its response and collaborate with federal, state, and local governments, as well as non-governmental organizations.

Figure 3. Pasadena
Evacuation Plan.

Figure 5. Ventura
Evacuation Plan.

Figure 4. San José
Evacuation Plan.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

9 San Mateo County All-Hazards Evacuation Framework and Toolkit As part of a larger project, CONSTANT is supporting the development of an All-Hazards Evacuation Framework and
Toolkit for San Mateo County. This Framework provides a common playbook for evacuation, shelter-in-place, and re-entry across the entire County. It documents a shared understanding of what needs to happen, who is responsible, how to coordinate, and how to communicate with the public during an emergency.

It uses consistent terminology and follows established statewide practices so all responding agencies can work together
smoothly. It sets countywide expectations while allowing each city, town or unincorporated community within the County to tailor routes, procedures, and communication strategies to local needs. CONSTANT is also supporting a Toolkit that includes templates for Local Evacuation and Repopulation Plans.

Cal OES OAFN Evacuation Planning for Jurisdictions and Individuals With AFN Guide CONSTANT worked with Cal OES OAFN to craft an Integrated Evacuation Planning Guide for Jurisdictions and Individuals with AFN. The document provides local jurisdictions with the guidance, best practices, and informational resources needed to strengthen their plans for the successful evacuation of individuals with AFN in disasters. It includes tools that jurisdictions can use to provide integrated evacuation operations to all members of the community, including individuals with AFN, in collaboration with partners such as transportation providers. The document also compiles resources that individuals with AFN can use to develop personal evacuation plans to enhance their own safety, security, and health prior to, and during, disasters.

CONSTANT worked with Cal OES OAFN and an AFN Community
Advisory Committee to develop the product. This was
spotlighted on a national scale at industry conferences.

Experience with Similar Work
In addition to our direct experience with City-level Evacuation Plans detailed above, CONSTANT has led additional projects with evacuation implications, including:
• City of Sammamish (WA)
Evacuation Annex
• City of Hermosa Beach Mass
Evacuation Annex
• San Mateo County Evacuation
TTXs
• Malibu Evacuation TTX
• Butte County and Town of
Paradise Camp Fire AARs
• Napa County LNU Lightning Fire
and Glass Fire AARs
• San Mateo County CZU Lightning
Complex Fire AAR
• State of New Mexico Ruidoso
Fire/Flood AAR
• Cal OES OAFN AFN Library
• City of San Antonio (TX) Animal
Care Plan
Figure 7. Cal OES OAFN
Evacuation Planning
Guide.

Figure 6. San Mateo
County Evacuation
Framework and Toolkit.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

10 About Fehr & Peers
Fehr & Peers is a transportation planning and
engineering firm with 25 offices and over 400
staff nationwide. Since 1985, Fehr & Peers 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. Bringing together data, technology, and the lived experiences of the communities they serve, the firm helps clients make confident, well-informed decisions. Along the way, the team has earned national recognition for raising the bar on how transportation projects are planned, designed, and delivered. Many of the firm’s earliest clients continue to trust its experts after decades of collaboration—a testament to the strong partnerships built and the innovative mindset brought to every project.

Since 2019, Fehr & Peers has been developing innovative tools and methodologies to respond to a growing need for better evacuation analysis and planning, following a series of high-profile wildfire evacuations in California and subsequent statewide legislation, including AB 747. We have refined and applied these tools and approaches to support a variety of evacuation-related analyses across geographies.

Experience with Evacuation Analyses and Related Work
City of La Cañada Flintridge Climate Action and Adaption Plan Fehr & Peers led the transportation modeling and vehicle miles traveled (VMT) analysis for the City of La Cañada Flintridge Climate Action and Adaptation Plan (CAAP), an update to the City’s 2016 Climate Action Plan. In one of the first project-based applications of the Southern California Association of
Governments (SCAG) 2020 Regional Transportation Plan (RTP) activity-based model by any transportation consultant, Fehr & Peers’ technical analysis involved pulling VMT metrics from the SCAG model adjusted to the extent of city boundaries, applying additional adjustments to account for Jet Propulsion Laboratory (JPL) on-site employees and citywide work-from-home
employees, and providing a benchmark estimate for citywide “fair-share” VMT in the base and horizon years of the plan segmented by vehicle type. These VMT metrics were used by others on the team to assemble an inventory of Citywide transportation-related greenhouse gas (GHG) emissions. The second phase of work on the CAAP involved advising the project team on the quantifiable efficacy of potential VMT- and GHG-reduction strategies from the California Air Pollution Control Officers Association’s (CAPCOA) 2021 GHG Reduction Handbook, a document compiling prior VMT mitigation analysis by Fehr & Peers. The La Cañada Flintridge City Council adopted the final CAAP in December 2024.

Figure 8. La Cañada
Flintridge CAAP.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

11 City of Montecito Evacuation Study
Fehr & Peers supported the Montecito Fire Department (MFD) in understanding more about evacuation patterns and outcomes related to wildfire risk. Using a subarea extraction from the Santa Barbara County Association of Governments’ (SBCAG) Travel Demand Model, Fehr & Peers deployed our in-house developed tool, EvacInsights to run dynamic traffic scenarios in response to input parameters that reflect conditions that MFD is interested in testing. EvacInsights produces a variety of metrics related to evacuation outcomes, such as average evacuation times for an area, location of bottlenecks on the network, and number of evacuating vehicles for an area. Following the analysis, our team developed recommendations to manage the congestion,
improve communication with residents, and strategically allocate staff resources during an evacuation. In a second phase of this work, Fehr & Peers tested adjustments to the evacuation zones to help illustrate changes in congestion over the course of the modeled evacuation scenario, supporting the Fire Department to solidify adjustments to their Evacuation Zone structure.

California Governor’s AAR for the 2025 Los Angeles Region Firestorm Fehr & Peers is providing pro-bono support to the team developing the January 2025 Los Angeles Firestorm AAR commissioned by the California Governor. This work includes exploration of real-time transportation data from Streetlight Data, Inc. and Azira to understand how connected vehicle data can be used after the fact to understand more about the flow of traffic during large evacuation event, the timing of neighborhood response to evacuation warnings and orders, and the extent and timing of “shadow zone” evacuation in places where warnings and orders are ultimately not issued. These findings can help provide context to the overall flow and outcomes of an evacuation event, and can reveal to jurisdictions the infrastructure that is most heavily used during an evacuation. From a research perspective, our ability to uncover reasonable and meaningful findings validates the efficacy of using connected vehicle data to adjust parameters and assumptions in evacuation scenario modeling.

Civil or Criminal Litigation
Prime Contractor CONSTANT has no civil or criminal litigation to disclose.

Figure 9. Montecito
Evacuation Study.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

12 Project Understanding
and Approach
Understanding
Between January 7, 2025 and January 31, 2025, the
Eaton Fire displaced families, damaged homes and
businesses, and tragically led to loss of life across the foothill communities, particularly Altadena. Although the Eaton Fire never fully reached La Cañada Flintridge and the City escaped major damage, the incident
necessitated evacuations. Evacuation orders were
issued to the City of La Cañada Flintridge and
surrounding foothill zones on January 8, 2025. By January 10, 2025, evacuation orders were downgraded to
evacuation warnings for many La Cañada Flintridge
neighborhoods, with all orders downgraded to warnings
by January 12, 2025 and all orders lifted by January 15, 2025 for full repopulation.

CONSTANT recently supported the City with the
authorship of an AAR and Improvement Plan (IP) for the
2025 Eaton Fire and Wind Events. As part of this AAR and IP, findings were organized into thematic theme areas,
including the critical theme of Evacuation, Access and
Security. Within this theme, the City’s role in supporting evacuation efforts, access management, and
neighborhood security during the Eaton Fire and Wind
Events within the Unified Command Structure led by Los
Angeles County fire and law enforcement agencies was
explored. Furthermore, the City’s primary role focused on coordination, public communication, and support
functions, including situational awareness, community
outreach, and logistical assistance, was analyzed. The
AAR and IP ultimately revealed opportunities to refine
evacuation routing, improve real-time situational
awareness of road conditions, and strengthen security
visibility and communication as well as to better
integrate AFN considerations into procedures.

As such, the City of La Cañada Flintridge is now seeking support from a qualified consultant to develop a
comprehensive Citywide Evacuation Plan. Given the
City’s hazard environment, including its designation as a Very High Fire Hazard Severity Zone and anticipated lengthening fire seasons, it is critical that La Cañada Flintridge has a plan that supports effective evacuation and repopulation processes. The Evacuation

CONSTANT PROVIDES

BASELINE UNDERSTANDING
OF THE CITY OF LA CAÑADA
FLINTRIDGE’S EVACUATION
CONSTANT’s authorship of
the City of La Cañada
Flintridge’s Eaton Fire and
Wind Events AAR/IP
provides us with critical
foundational knowledge of
the City’s evacuation
operations. We understand
the City's multi-agency
environment within the
shared command
framework and how that
impacts the City’s
evacuation roles and
responsibilities. We also
bring knowledge of distinct
areas for improvement to
be bridged within the
Citywide Evacuation Plan
and planning process.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

13 Plan should be compliant with state and federal requirements, consistent with the City’s Safety Element, inclusive of physical and operational constraints, and reflective of the City’s contract structure and reliance on key agencies like the Los Angeles County Sheriff’s Department (LASD), the Los Angeles County Fire Department (LACFD), the California Highway Patrol (CHP), Los Angeles County Department of Public Works (LACDPW), the California Department of Transportation (Cal Trans), and more to play key roles in evacuation operations. Furthermore, the plan should workshop and solidify identified corrective actions from the Eaton Fire AAR/IP, such as expanded AFN-focused community outreach, integration of traffic constraints, criteria for issuing, escalating, and lifting evacuation warnings and orders, and more.

On the following pages, Team CONSTANT details our thorough approach to the scope of services identified in the City’s Request for Proposal (RFP).

Scope of Services
Team CONSTANT presents our work plan to accomplish the scope of services detailed in the City’s RFP. In alignment with the City’s RFP, our work phases include the following.

Select work phases have been reordered for proposal readability. • Project Management and
Coordination
• Review of Existing Conditions and
Documents
• Community Engagement and
External Agency Coordination
• Hazard and Evacuation Analysis
• Special Populations and Access
Considerations
• Evacuation Strategy
• Public Communications and
Implementation Framework
Project Management and Coordination
Team CONSTANT’s approach will rest on a foundation of project management. Team CONSTANT is committed to providing the City with a coordinated team for executing this important project. Our staff will apply knowledge, skills, tools, and best practices in plan writing to exceed expectations. Our project management processes provide a direct link between the Team CONSTANT Project Manager (PM) and the City PM while maintaining consistent lines of communication between the other staff.

Project Management Plan
Team CONSTANT creates a strategy for successful execution of each project – our Project Management Plan (PMP). The PMP will serve as our “road map” to carry out the effort, capturing all tasks. Our comprehensive PMP will include the Project Work Plan, communication strategies, risk mitigation plan, and the like. The PMP will be available via SharePoint®, to which the City PM will have 24/7 access.

Project
Management
Plan
Quality
Assurance
Quality Control
Plan
Schedule
Management
Budget
Management
Resource
Management
Secure Client
Approval
Project
Management
Tools
Project Kickoff
Meeting
Figure 10. Team CONSTANT provides a comprehensive project management approach.

Team CONSTANT’s Project Management Services

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

14 Quality Management
Team CONSTANT will ensure that all deliverables align with the City’s standards. Our staff will implement our Quality Assurance Quality Control (QAQC) Plan at the deliverable level. QAQC efforts will address performance standards for timeliness, depth of content, professional quality, technical accuracy, data quality, meeting logistics, and records management. This plan translates QA procedures into specific guidance, such as use of QAQC checklists and multiple review teams for deliverable drafts, to enable Team CONSTANT to deliver quality services and products consistently.

Schedule Management
Team CONSTANT will produce a comprehensive project timeline within the PMP based on outcomes of the Project Kickoff Meeting and our proposed schedule. Adherence to project schedule is a metric that will be tracked closely by Team CONSTANT’s PM and any changes to the overall project timeline will be solidified within an updated PMP. Team CONSTANT’s overall project timeline is designed to keep each task and deliverable on track through the development of iterative deliverables.

Budget Management
Team CONSTANT PM Dan Smith is responsible for cost control for the City. Upon notice of contract execution, the Team CONSTANT PM will create an internal Work Breakdown Structure (WBS) for Team CONSTANT that defines project tasks, responsible Team CONSTANT team member(s), and allocated time toward each task in alignment with the proposal and its budget, the contract, and the PMP. Team CONSTANT will also craft an Invoice Schedule for review by the City.

As the project progresses, Mr. Smith can download time and expense reports from Unanet® and track Team CONSTANT’s billed time against the WBS. Other direct costs and travel costs are also tracked. The Team CONSTANT PM will complete a variance analysis, which compares a budgeted amount for a task versus the actual time spent. This enables the PM to monitor budget health, identify causes for any discrepancies, and discuss any challenges internally or with the City.

Resource Management
Our PMP will articulate how coordination within Team CONSTANT and between Team CONSTANT and the City will occur, including communication, best practices, resource allocation, and reporting. This contract necessitates workload distribution from the corporate level to individual tasks. CONSTANT’s Vice President of Operations, Jayson Kratoville, has visibility into workload and uses Unanet®, WBSs, and check-ins with staff and management to anticipate bottlenecks, to shift staff internally, and to hire proactively to fill needs.

Secure Client Approval
All documentation shared with the City Council and/or community will be approved by the City PM prior to distribution and presentation. We understand that Team CONSTANT should not communicate independently with City Council Members per RFP instructions and we shall communicate with City Council members only at the direction of City staff.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

15 Project Management Tools
Team CONSTANT proposes the following management tools for use throughout the project. Tools, software, and regular meeting and reporting structures will be established during project initiation and maintained through project closeout.

Table 1. Project communication methods include monthly written status reports and bi-weekly check-in meetings, development of a PMP/Work Plan, implementation of QAQC measures, and more.

Tool/Method Description
SharePoint • Team CONSTANT uses SharePoint as a project management system to track tasks, milestones, and risks and serve as a document repository.
• Team CONSTANT will develop a client-facing SharePoint site.

Unanet • Team CONSTANT leverages Unanet to track timekeeping, expenses, and budgets specific to each project. Team members complete daily timesheets and allocate time to a specific project(s) and task(s).

Virtual Meeting
Systems
• Team CONSTANT offers use of Microsoft Teams or Zoom, which each provide breakout rooms, chat functions, and content sharing.

Regular Project
Coordination
Meetings
• Bi-weekly virtual review meetings between Team CONSTANT and the City PM will be conducted to ensure schedule, cost, and program goals are achieved and communication maintained.

Internal Team
Meetings
• Team CONSTANT will engage in regular internal meetings with our staff as required to align roles and responsibilities.

Project Status
Reports
• Team CONSTANT will provide monthly written status reports to the City PM that summarize project accomplishments, status, risks, gaps, etc.

Meeting Minutes • Team CONSTANT will distribute meeting minutes within three (3) business days of each meeting with action items.

Closeout Report • The closeout report will include a summary of the project and recommended next steps.

Project Kickoff Meeting
To initiate the project, Team CONSTANT will conduct a virtual Project Kickoff Meeting with the City PM and any additional key public safety stakeholders. To structure the meeting, we will provide a meeting agenda, a presentation, an attendee list, and post-meeting minutes. The purpose of the meeting is to introduce Team CONSTANT, confirm that the project is underway, provide an overview of project scope and deliverables, present a draft PMP, and review the timeline.

Post-meeting tasks to be undertaken by CONSTANT will include providing the City with access to a client-facing SharePoint® site. As the site is solidified, the City will upload documentation for CONSTANT’s review as further described in Review of Existing Conditions and Documents.

At this juncture, CONSTANT will also work with the City to identify participants for the City Planning Team. We will craft a Project Overview Flyer that can be distributed to support outreach. The flyer will provide a summary of project tasks, describe the objectives of the Citywide Evacuation Plan, and provide details for anticipated stakeholder engagement.

City of La Cañada Flintridge
Citywide Evacuation Plan
Response to Request for Proposal

16 Review of Existing Conditions and Documents
Team CONSTANT will first perform documentation
review to ensure a baseline understanding of the City’s current evacuation posture. To facilitate
documentation collection and evaluation, Team
CONSTANT will engage the City PM to provide us with
City resources pertinent for review, including the City’s General Plan Safety Element, Local Hazard Mitigation
Plan (LHMP), EOP and annexes, alerting tools,
community preparedness campaigns, AARs from prior
emergency events, and any additional local
evacuation, reentry, and/or transportation plans, GIS
maps, guidelines, or standard operating procedures
(SOPs). In addition to reviewing City-specific resources, Team CONSTANT will review County, regional, and
State documentation, including the Los Angeles
County Multi-Jurisdictional Hazard Mitigation Plan
(MJHMP), the California State Emergency Plan, the
California Department of Transportation (Caltrans)
Transit Emergency Planning Guide, the Southern
California Association of Governments (SCAG)
transportation models, the SCAG Regional
Transportation Plan, and pertinent legislation (AB 747, SB 99). Elements will be identified in each of these plans, models, or legislative requirements that may need to be consistent in the Citywide Evacuation Plan to ensure
coordination and synergy between respective
planning efforts or compliance.

At the City’s discretion, CONSTANT can also gather other evacuation plans that have been developed for cities in California, as well as lessons learned files, Federal resources, and relevant grant documents, to further inform content. We will also use FEMA’s Comprehensive Preparedness Guide (CPG) 101 and FEMA’s Planning Considerations for Evacuation and Shelter-In-Place to support the Citywide Evacuation Plan refinement.

The documentation review and analysis will set the foundation for the content of discussions with Planning Team Meetings, as we will seek to codify what has already been identified by the City in terms of evacuation challenges, threats, evacuation routes, etc. and what information is ultimately needed to enhance the plan. Analysis will inform a Citywide Evacuation Plan that will provide a pre-planned, coordinated response plan for affected communities.

CONSTANT CONDUCTED

DOCUMENTATION REVIEW

FOR MALIBU
CONSTANT analyzed key
City of Malibu documents
to establish a baseline
evacuation posture and
identify refinements for the
Mass Evacuation Plan. Citylevel documents that were
reviewed included (select):
• Mass Evacuation Plan
• EOP and Annexes
• Transportation Plan
• Community Wildfire
Protection Plan
• SB 99 Compliance
Memo
• Safety Element
• Multi-Jurisdictional
Hazard Mitigation
Plan
• FEMA’s Planning
Considerations for
Evacuation and
Shelter-in-Place