Submitted By:
LEGAL NAME John Kaliski Architects, Inc.
ADDRESS 3780 Wilshire Boulevard
Suite 500
Los Angeles, CA 90010
PHONE NUMBER (213) 383-7980
DATE SUBMITTED 6/13/2023
PROPOSAL:
CIVIC CENTER
MASTER PLAN
Attn: Grissel Chavez, Deputy City Manager
City of Signal Hill
2175 Cherry Avenue
Signal Hill, CA 90755
with
SUMMARY SHEET 2
A SUMMARY SHEET
55728.00300\33359615.1
22 SUMMARY SHEET
Firm Name:
Firm Parent or Ownership:
Firm Address:
Firm Telephone Number:
Firm Fax Number:
Number of Years in Existence:
Management Contact (person responsible for direct contact with the City of Signal Hill and services required for this Request for Proposals):
Name: Title:
Telephone Number: Fax:
Email:
Project Manager (person responsible for day-to-day servicing of the account):
Name: Title:
Telephone Number: Fax:
Email:
Type of services performed by the firm:
John Kaliski Architects, Inc. dba JKA
John Kaliski Architects, Inc. dba JKA
3780 Wilshire Boulevard, Suite 500, Los Angeles, CA 90010 (213) 383-7980
N/A
23 John Kaliski, FAIA, NCARB President, Managing Principal (213) 383-7980 ext. 102
[email protected]
N/A
Amee Bhatt Project Manager
(213) 383-7980 ext. 104
[email protected]
N/A
Professional architecture and urban design services.
A. SUMMARY SHEET 2
B. TABLE OF CONTENTS 3
C. LETTER OF TRANSMITTAL 5
D. KEY PERSONNEL 7
E. PLAN AND SCHEDULE FOR SERVICES 12
F. SCOPE OF SERVICES 16
G. EXPERIENCE 28
H. CERTIFICATE OF PROPOSAL 36
I. COST PROPOSAL 37
J. COMPLIANCE WITH EMPLOYMENT NONDISCRIMINATION LAWS 37 K. APPENDICES 38
3 B TABLE OF CONTENTS
TABLE OF CONTENTS
4 5
13 June 2023
City of Signal Hill
2175 Cherry Avenue
Signal Hill, California 90755
Attn: Ms. Grissel Chavez, Deputy City Manager
Re: JKA Proposal for the Civic Center Master Plan
Dear Ms. Chavez,
John Kaliski Architects, Inc. (JKA) is pleased to present our team’s (Consultant Team or Team) qualifications and proposal for the Civic Center Master Plan (Project). We believe that the City’s approach for the evolution of this public open space—to first develop three viable design, cost, and implementation alternatives—provides the best path for the Community and decision-makers to thoughtfully consider a wide range of ideas. Once a preferred solution is selected, the City may then develop the focused RFP(s) that allow for the best fit approach knowing that a range of viewpoints were vetted. We seek out projects that allow for this type of iterative process and would be very excited to undertake this master plan program with your community.
In reviewing the RFP and the resources allocated, we have developed a scope of work that provides for alternative development through a focused workshop process. Akin to a ULI TAP or AIA RUDAT, high-concept design alternatives will be developed during a three-day public process that will include observation, listening, prototyping, and presentations to both the community and decision makers. Three alternatives will be developed during the workshop. These will include, but are not limited to, different site configurations, low vs. high costs, scenarios for parking, options for the amphitheater component, possibilities for the reuse of the City parking lot to the north of City Hall as well as the existing Community Center, and ideas for design and development along the southern and western portions of the overall Signal Hill Civic Center site.
Different than a ULI or AIA charrette, the ideas and alternatives will not only be molded by experts. They will be shaped by the public and decision-makers through social media surveys, a pop-up, and public presentations that provide input that will guide the final work product. The result will be three recognizable refined and high-level concept designs, presented within a design, cost, and implementation framework with a ten-year horizon. With this, the community and decision-makers will be able to consider the opportunities and constraints, and consequent benefits of multiple approaches, and then select a preferred direction, project, multiple projects, and/or RFPs to pursue.
While the Project outcome will remain high-level, the expertise required to develop appropriate concepts needs to be specific. In this regard, JKA has gathered a consultant team that we have previously worked with that has the qualifications needed to address the unique requirements of the Project.
Our team includes:
• Kimley-Horn and Associates, Inc. (Kimley-Horn)
Kimley-Horn brings a full range of engineering disciplines to the Project including landscape architecture, traffic and parking planning, and infrastructural/utility considerations. They will also procure the survey materials needed to establish a common base plan. JKA worked with Kimley-Horn on the design and implementation of the Ocean Park Boulevard Complete Green Street in Santa Monica, which won an American Public Works Association, Southern California Chapter, Building Excellence Shaping Tomorrow, Project of the Year Award.
C LETTER OF TRANSMITTAL
LETTER OF TRANSMITTAL
6 • HplusF Design Lab (HplusF)
HplusF are architects who have designed award-winning amphitheaters including the redesign of the Hollywood Bowl, Nashville’s Ascend Amphitheater, and at an intimate scale, the “Wild Beast” at Cal Arts. John Kaliski worked with HplusF on the Hollywood Egyptian Theater renovation for the American Cinematheque. They have experience designing all types of venues, from stand-alone shells with little or no support structure to fully-developed brick and mortar solutions. • Economic & Planning Systems (EPS)
EPS is a real estate economics planning firm that assembles comprehensive financing plans, funding sources, and tools for public infrastructure projects. EPS has worked on the market and financial components of numerous place-making projects including the Napa Valley Expo Master Plan Update.
For JKA, they developed the market analysis and financial and implementation component of the City of Fullerton Rail District Specific Plan.
Our office, JKA, has over two decades of experience working with public clients that want to use design to improve their environments. In Santa Monica we developed innovative pedestrian enhancements and one of the first complete street demonstrations in Los Angeles County. In Hollywood, we developed the vision and design standards for the historic Hollywood Boulevard District. For Thousand Oaks we worked through a workshop process to develop concepts for the enhancement of the civic center and Thousand Oaks Boulevard. All these projects were done facilitating extensive community input and direction. Working with our consultant team and utilizing our experience, we will bring an open and design-oriented approach to this project and develop the options that provide the basis for the evolution of your Civic Center.
As the Principal-in-Charge of our effort, I will set the strategy for our team, attend, and facilitate all the public meetings, and work with all to ensure the success of the Project. In the attached proposal we have outline a flexible four-month working schedule to complete the project that is within the budget parameters outlined in the RFP. This proposal and the affiliated cost proposal will remain valid for 180 days. If you have any questions or need any clarifications regarding our proposal and approach, please do not hesitate to contact me. On behalf of our team, we look forward to hearing from you and the possibility of contributing our design and planning services towards your program and objectives.
Respectfully,
John Kaliski, FAIA, NCARB
President, Managing Principal
Company Legal Name
John Kaliski Architects, Inc. dba JKA
Corporate and Local Office Address
3780 Wilshire Boulevard
Suite 500
Los Angeles, CA 90010
Contact
John Kaliski, FAIA, NCARB
President, Managing Principal
(213) 383-7980 extension 102
[email protected]
Website
jka-la.com
Fax Number
Not applicable
LETTER OF TRANSMITTAL
KEY PERSONNEL 7
D KEY PERSONNEL
JOHN KALISKI, FAIA, NCARB
MANAGING PRINCIPAL / SIGNAL HILL PROJECT MANAGEMENT CONTACT John Kaliski has had a diverse career as an architect, urban designer, teacher, and writer. Before starting his own practice, his professional work included five years as a designer at Skidmore Owings Merrill, followed by five years as Principal Architect of the Community Redevelopment Agency of the City of Los Angeles. He began a private practice in 1993 as a principal of AIJK. In 1994, he was recognized by TIME as one of fifty leaders who will shape the twenty-first century. Four times a Fellow of The Mayor’s Institute on City Design, he served as President in 2009 of the Los Angeles Chapter of the AIA. He has written extensively about cities and buildings and is co-author of Everyday Urbanism, published by Monacelli Press, as well as taught urban design and architecture theory and practice at UCLA, USC, Sci-Arc, and other universities. Since founding JKA in 2000, John’s work has included design guidelines; vision, master, and specific plans; complete streets; design of affordable small lot subdivision townhomes; design of non-profit medical clinics; the urban design of various LA Metro projects; private homes; and over 1,000 units of multi-family housing. His design work and writings have been recognized with awards from the AIA and the APA.
Education
Master of Architecture, Yale University, New Haven, Connecticut Bachelor of Arts in Architecture, Yale University, New Haven, Connecticut Selected Project Experience
• Hollywood Boulevard District & Franklin Avenue Design District Urban Design Plan (2018–2020) • Thousand Oaks Downtown Core Master Plan (2017–2018)
• Los Angeles LA Plaza de Cultura y Artes Master Plan And Design Standards (2014) • Santa Monica Memorial Park Neighborhood Plan (2013–2015) Registrations
Professional Architect
California #C17945
View Biography
View Resume
AMEE BHATT, LEED AP ND
URBAN DESIGN PROJECT MANAGER / SIGNAL HILL PROJECT MANAGER At JKA, Amee manages all urban design projects and places a special emphasis on the quality of the public realm and pedestrian experience to create active, engaging, and sustainable places. She worked on the Community Character and Design Element for the East San Gabriel Valley Area Plan analyzing the patterns of 24 unincorporated communities and creating goals, policies, and actions to enhance the evolving landscape; has authored multi-family and mixed-use design standards for the cities of El Segundo, Palmdale, and, currently, Palm Desert; and has developed building prototypes and calculated opinions of cost for economic feasibility studies for a Beverly Hills Unified School District-owned site exploring multi-family housing alternatives. In her previous experience at Dudek, Amee made key contributions to projects throughout Southern California, including the City of Burbank Complete Streets Plan, Mira Mesa Community Plan Update, South Colton Livable Corridor Plan, and the Oso Creek Golf Course and Open Space Vision Plan in the City of Mission Viejo.
Education
Master of Architecture, University of Michigan, Ann Arbor, Michigan Bachelor of Science in Architecture, University of Michigan, Ann Arbor, Michigan Selected Project Experience
• El Segundo Multi-Family Housing Design Standards (2023) • East Palmdale Boulevard & 40th Street East Masterplan (2023) • Beverly Hills Unified School District Feasibility Study (2022) • East San Gabriel Valley Area Plan (2021–2022)
Registrations
LEED AP Neighborhood
Development
View Biography
View Resume
KEY PERSONNEL 8
Subconsultants
PATRICK WONG, CPD, CPSWQ, QSD/P, ENV SP
UTILITIES/INFRASTRUCTURE/GRANTS
Patrick coordinates and manages site development projects with an emphasis on ensuring the right resources are assigned to the project. His skill set includes managing the design process for conformance to standards and policies. In addition, Patrick guides projects through the plan check approvals process gaining consensus. Patrick has served as project director on major site development projects providing utility reports, utility design and relocation; street improvement and widening; third party approvals; and other civil tasks. He has worked on various infrastructure projects, commercial retail, and multi-story residential projects, such as the Rose Bowl Pavilion and Concourse Improvements, Expo Maintenance Light Rail Facility, and Metro Division 13 Bus Maintenance Facility. In these large complex campus-type projects, his tasks included researching and documenting existing utilities slated for relocation, addressing stormwater issues, civil and utility design, stormwater management, and plan approvals. His skillsets also include site planning and design with an emphasis on safety through Crime Prevention Through Environmental Design.
Education
Bachelor of Science in Urban and Regional Planning, California Polytechnic University, Pomona, California
Selected Project Experience
• Fullerton Rail District Specific Plan – Kimley-Horn Project Manager • LA Metro Sustainability Program Assistance – Project Manager • LA Metro Cesar E Chavez Avenue Transit Center – Project Manager • Pasadena Rose Bowl Pavilion and Concourse Improvement – Project Manager Registrations
Stormwater Quality
California #0854
SWPPP Practitioner/
Developer
California #22862
Envision Sustainability
Professional #20912
Crime Prevention
Through Environmental
Design
#23675179
View Resume
GARY LAI, PLA, LEED AP BD+C
LANDSCAPE ARCHITECTURE/PARK PLANNING
SUSTAINABILITY DESIGN
Gary is a thought leader in sustainability, resiliency, and conservation with over 30 years of experience in landscape architectural design and planning. His interest in drawing and environmentalism as a child led him to a field that he describes as the “architecture of living things” with an immense potential to impact quality of life for future generations. In addition to his extensive expertise in sustainable design and water issues, Gary has led award winning park, multi-family, and transit projects throughout Southern California. His design and communication skills enable him to focus and maximize the creative energies of project collaborators toward innovative, yet practical solutions. Gary’s commitment to environmental advocacy is reflected in his teaching and speaking engagements, as well as his active involvement in the Los Angeles professional sustainability community.
Education
Bachelor of Science in Landscape Architecture, University of California, Davis, California Selected Project Experience
• Santa Monica City Hall East – Landscape Principal-in-Charge * • Los Angeles County Earvin “Magic” Johnson Park – Principal-in-Charge * • Pasadena Playhouse Park, Pasadena, CA – Landscape Architect * • University of Southern California Sustainability Guidelines, Landscape Principal-in-Charge * *Prior to joining Kimley-Horn
Registrations
Professional Landscape
Architect
California #4054
LEED Building Design
and Construction
#0010222052
View Resume
KEY PERSONNEL 9
RAJAT PARASHAR
TRAFFIC CIRCULATION/STUDY; TRANSIT/MOBILITY
Rajat is an experienced professional with extensive experience with traffic operation analysis projects across California, primarily in Los Angeles, Orange, Riverside, and San Bernardino Counties.
He has managed and worked on traffic impact studies, corridor studies, interchange studies, transit planning, and construction staging analysis projects. His experience includes developing microsimulation networks of complex urban freeways and arterial corridors with transit networks to perform system-level planning and operational analysis.
Education
Master of Arts in Urban Planning, Texas A&M University, College Station, Texas Bachelor of Arts in Urban Planning, School of Planning and Architecture, New Delhi, India Selected Project Experience
• Hawthorne On-Call Traffic Engineering Services – Analyst • City of Laguna Niguel On-Call Traffic Engineering Services – Analyst • Santa Maria Airport Business Park Specific Plan – Analyst • Caltrans District 7 I-405 Congestion Reduction Analysis – Lead Analyst * *Prior to joining Kimley-Horn
View Resume
MATT HORTON, AICP
PARKING
Matt is a planner with experience in parking planning, mobility planning, and GIS analysis. Matt specializes in the development of community plans that thoughtfully consider the interrelationship between mobility and land use. His time at Kimley-Horn has been focused on improving public policy decision making through spatial analytics, scenario planning, and geographic information systems.
His familiarity with urban mobility enhancements, parking demand analyses, corridor planning, and mobility studies will prove essential to integrating each modal component into comprehensive mobility recommendations.
Education
Master of Urban and Regional Planning, University of Minnesota, Minneapolis, Minnesota Bachelor of Arts in Geography and History, Gustavus Adolphus College, St. Peter, Minnesota Selected Project Experience
• University of California Los Angeles Parking Demand Study – Project Manager • City of Carlsbad Parking Management Plan, Village and Barrio – Project Planner • San Diego and Western Riverside Counties Regional Park & Ride Strategy – Project Manager • San Diego Mira Mesa Community Plan Update – Project Planner Registrations
American Institute of
Certified Planners
# 027891
View Resume
KEY PERSONNEL 10
CRAIG HODGETTS, FAIA
PRINCIPAL / CREATIVE DIRECTOR
Craig Hodgetts’s use of high technology and storytelling to invigorate his designs produces an architecture that embraces contemporary ideology, information culture and evolving lifestyles. With a broad-ranging background in theater arts, automotive engineering and architecture, hplusf design lab Founder Craig brings a singular synergy to the design of challenging environments. Craig has created legacy projects as well as celebrated case studies and exhibitions. He is a former professor at the UCLA Graduate School of Architecture and Urban Planning, and was a Founding Dean of the School of Design at the California Institute of the Arts. A prolific writer, he has contributed essays and observations to the Los Angeles Times and Cosmopolitan Magazine, as well as signature books on science fiction icon Syd Mead and architect James Stirling. He has been granted patents for a mobile logistics center, a prefabricated classroom and an evacuated tube structure for the Hyperloop system.
Education
Master of Architecture, Yale University, New Haven, Connecticut Bachelor of Arts in Architecture, University of California, Berkeley, California Bachelor of Arts in Theater/Art, Oberlin College, Oberlin, Ohio Selected Project Experience
• Robert Frost Auditorium of Culver City High School – Creative Director / Partner • Los Angeles Hyde Park Library – Creative Director / Partner • LA Arts Park – Creative Director / Partner
• Hollywood Bowl – Creative Director / Partner
Registrations
California Architects
Board, License # 24194
NCARB # 60528
View Resume
HSINMING FUNG, FAIA
PRINCIPAL / DESIGN DIRECTOR
Hsinming “Ming” Fung’s design practice is energized by her lifelong commitment to the arts and education. As Founder of hplusf design lab, Hsinming brings creativity and criticality to an architectural discipline widely admired for innovation and experimentation. Additionally, Ming was the recipient of the Rome Prize Fellowship in Design and was appointed by President Clinton as a Council Member of the National Endowment of the Arts. In 2016, she was elected to Fellow by the AIA and has served as President of the AIA/Los Angeles and President of the Association of Collegiate Schools of Architecture. A leading figure in architectural education, she has lectured internationally, and has held twice the Eero Saarinen Chair at Yale University and the Herbert Baumer Distinguished Professorship at Ohio State University. Currently, Ming teaches at SCI-Arc and serves as Director of International Programs. Past positions at SCI-Arc include Director of Academic Affairs and Director of Graduate Programs.
Education
Master of Architecture, University of California, Los Angeles, California Bachelor of Arts in Behavioral Sciences, California State University, Dominguez Hills, California Selected Project Experience
• Robert Frost Auditorium of Culver City High School – Principal, Design Director • Wild Beast / California Institute of Arts — Principal, Design Director • Menlo Atherton Performing Arts Centre — Principal, Design Director • California Design / Los Angeles County Museum — Principal, Design Director Registrations
California Architects
Board, License # 21180
NCARB # 71820
View Resume
KEY PERSONNEL 11
JASON MOODY
MANAGING PRINCIPAL
As a Managing Principal at EPS, Jason has worked at the firm for over 25 years and has been instrumental in building the firms presence in Southern California. He has extensive professional experience in the areas of real estate market and financial analysis, public finance, and revitalization strategies. He regularly works for both public and private sector clients, focusing on the feasibility and economic implications of individual projects as well as provision of public services and infrastructure to larger areas (e.g., downtowns, corridors, and entire cities). He has also developed specialized expertise with financing strategies to deliver public infrastructure and amenities as well as market economics and potential “spill-over” impacts of a variety community venues, such as performing arts facilities, stadiums and arenas, and outdoor recreation attractions.
Education
Master of Public Policy, University of California, Berkeley, California Bachelor of Arts in Economics, University of California, Santa Cruz, California Selected Project Experience
• Napa Valley Expo Master Plan
• Downtown Livermore Performing Arts and Cinema Analysis • Financing Strategy to Support Downtown San Jose Arts and Entertainment • San Francisco Chase Center Fiscal Impact Analysis and Financing View Resume
JULIE COOPER
EXECUTIVE VICE PRESIDENT, DIRECTOR OF LOS ANGELES OFFICE Julie Cooper joined EPS in 2018, bringing professional experience in land use, economic, and community development consulting. She has provided strategic planning services for a variety of public, private, and institutional clients, including analysis of market and economic conditions, development feasibility, fiscal impact modeling, and policy recommendations. She also has extensive experience in stakeholder and community engagement. Before joining EPS, Julie served as an Associate at Development Strategies, a St. Louis-based consulting firm.
Education
Master of Public Policy, Harris Public Policy at the University of Chicago, Chicago, Illinois Bachelor of Arts in International Studies, University of Chicago, Chicago, Illinois Selected Project Experience
• Playhouse Village Strategic Plan Fiscal Analysis – Pasadena, CA • Tulare Downtown Master Plan – Tulare, CA
• Mira Loma Detention Center Site Market Feasibility Study – Lancaster, CA • Olive Corridor Catalyst Sites Strategy – Olivette, MO (with Development Strategies) View Resume
PLAN AND SCHEDULE FOR SERVICES 12
PLAN AND SCHEDULE E FOR SERVICES
JKA Consultant Team Plan
JKA has gathered a team to facilitate the production of a master plan for the Civic Center following the RFP objectives. Key team skill sets and responsibilities include:
• Urban Design, Outreach, and Facilitation JKA
• Architecture JKA
• Amphitheater Design HplusF
• Landscape Architecture Kimley-Horn
• Traffic Planning Kimley-Horn
• Parking Planning Kimley-Horn
• Utility/Infrastructure Planning Kimley-Horn
• Base Survey Drawings provided through Kimley-Horn
• Economic Planning and Implementation EPS
As a national consultancy, Kimley-Horn can provide, if
requested, support in other subject matter areas including development services, environmental planning, resilience, streetscape, structural engineering, surface water, sustainable and green design, water, and wastewater. While we do not believe the scope of services requires these latter disciplines at this time, one of the advantages of our team is the depth of resources that we can, if required to, draw upon.
The JKA team approach to the scope of work seeks to
balance the resources that the City has made available for this planning effort with the objective to realize three distinct conceptual design approaches. This will be accomplished utilizing a workshop methodology that concentrates programming and prototyping in a concentrated and public three day process. A parallel outreach process, led by JKA, will amplify opportunities for public input through surveys, pop-ups, and public meetings and study sessions with
Commissions and the City Council and as needed, one-onone sessions and breakout meetings. JKA’s urban design practice has long experience working directly with communities and decision-makers on public design processes. John Kaliski, the firm’s principal, will facilitate public meetings utilizing a design methodology that emphasizes listening, the development and iteration of alternatives, and the
construction of frameworks that allow for the organic
development of preferred solutions that represent best
design practices.
One of the key aspects of this project is the integration of an amphitheater component into the master plan scheme.
HplusF, with deep knowledge of this type of program and design, will take the lead in this area. In order to establish a foundation for the design of the amphitheater, HplusF will initially prepare a number of key questions for discussion JKA, Kimley-Horn, and EPS worked with the City of Fullerton and stakeholders to create a specific plan for Fullerton’s “Rail District” to transform an industrial district into a residential, live-work, and commercial transit-oriented community. This view of the overall Rail District Specific Plan vision assumes a 20 year build out horizon.
PLAN AND SCHEDULE FOR SERVICES 13
with the City during the lead up to the Workshop. These will be used to develop understandings of the approximate size of audiences, the types of events anticipated (Long Beach Orchestra, popular music, rock and roll, etc.), the approximate number of events per year, etc. In addition observations about ambient acoustics, access, and general site constraints will be developed during the site tour and follow-up visits.
During the Workshop Process, HplusF will help to define physical constraints, advise on the footprint of the amphitheater, and comment on the impact of circulation during events, as well as acoustic impacts due to orientation, and location of amenities. Keeping in mind the role that the future community center may serve in providing programmatic/back of house requirements for the amphitheater (such as restrooms, security offices, etc.), the Team will develop a spectrum of typologies, ranging from stand-alone shells with little or no support infrastructure to potentially brick and mortar solutions with integrated systems such as front-of-house lighting positions, back-of-house storage, and artist accommodations to the degree supported by the established funds. Notations and diagrams will indicate technical attributes such as provisions for stage lighting, sound equipment, and loading access, as well as critical dimensions. Design studies will include allocation of seating and servicing areas, optimal sight lines, configuration of the stage enclosure, and massing, all with an aim to create a strong, iconic form appropriate to the City’s character and means.
Upon completion of the workshop phase, the Team will
proceed to develop the three concept designs within a
phasing, funding, and implementation context that will be a collaboration mainly between EPS with JKA and KimleyHorn. We believe this approach maintains the goals of the RFP Scope of Work and allows for completion of the project in approximately four working months from the notice to proceed. While we believe the project can be completed in this amount of time, the actual time may be longer given holiday schedules, the need to extend survey periods, and other factors that delay these types of efforts. Regardless, given the schedule proposed, the JKA Team will complete the project within the time allotted.
The outcome will be three programs, designs, and strategies that allow for a robust consideration of options and a
selection of a preferred approach that can be developed during subsequent phases of effort, each subject to its own RFQ/P as appropriate. The JKA Team will establish the basis for action and provide a clear path that describes the what and how for next steps and success. We believe our
approach brings the right subject matter experts into the process, provides for the development and design of the high-level concepts that the City needs right now, and does so in a manner that balances detail with the resources
available and an understanding of how to get to the next implementation steps.
John Kaliski Architects, Inc.
JKA, founded in 2000 and based in Los Angeles, California, is a full-service, certified Small Business Enterprise (SBE) specializing in
community-based urban design and architecture. Our
mission is to foster places and buildings that further social equity and support health, happiness, and wellbeing. A
common requirement of JKA clients is to successfully
facilitate community outreach processes towards the
objective of project approval and implementation. Towards this end, JKA contributes design thinking that communicates through visual storytelling a spectrum of environmental design opportunities. Utilizing its experience as architects as well as planners, JKA visualizes pragmatic alternatives and solutions that typically incorporate the best of context, community voices, and best practices that in turn support positive decision-making reflecting client
aspirations.
Using a multi-disciplinary design methodology, JKA has
completed a broad range of project types including urban design master plans, community-based specific plans,
design guidelines, development and joint development
feasibility studies, complete streetscapes and active
transportation/first mile/last mile planning projects,
transit-oriented design of station areas and station stops, visual simulations with before and after visualizations of street, bicycle, and pedestrian pathways, and commercial, mixed-use, multi-family, and affordable housing
developments.
With each project, JKA strives to cultivate authentic and sustainable human-scale experiences that realize a local sense of community purpose and quality.
Subconsultants
Kimley-Horn is a full-service engineering, planning, and landscape architecture consulting firm providing services to both public and private clients nationwide. Founded in 1967, Kimley-Horn has grown from a small group of traffic
engineers and transportation planners to a firm of more than 7,000 employees in 118 offices nationwide, including 12 in California and one office located nearby in Long Beach.
Kimley-Horn is recognized as one of the nation’s premier PLAN AND SCHEDULE FOR SERVICES 14
planning and design consultants, as evidenced by their
years on Engineer-News Record’s (ENR) Top Lists, including the Top 500 Design Firms list—currently ranked 9th.
Kimley-Horn’s continued growth and stability over the past 56 years is the direct result of our commitment to integrity and dedication to providing quality services to clients nationwide. From the revitalization of a popular community park to the design and implementation of a downtown
streetscape, the Kimley-Horn integrated landscape architectural and civil engineering team has successfully planned and implemented scores of projects that combine creative ideas and client collaboration with technical excellence and exemplary execution. The resulting projects blend into their environments and become a part of the areas they inhabit.
Kimley-Horn clients benefit from the local knowledge and responsiveness of a small firm backed by the resources only a national firm can provide.
HplusF is the personal consultancy and research entity
formed by Craig Hodgetts and Hsinming Fung in 2020 in
order to offer architects and designers the benefit of their combined experience in the design of civic places, innovative structures, exhibitions, and performing arts facilities. As principles in Hodgetts+Fung Design and Architecture, an interdisciplinary studio, since 1984, their distinctive approach, combining technical virtuosity, sensitivity to cultural and historical context, and formal ingenuity has been instrumental in the design of challenging projects. By paying close attention to community concerns, with an
ability to communicate meaningfully with stakeholders, they have successfully completed controversial projects such as the construction of a new Hollywood Bowl and the recent transformation of the Frost Auditorium in Culver City, as well as the National Award-Winning Egyptian Theater in
Hollywood. They approach such projects as a synthesis of research, necessary technical innovation, and comprehensive documentation, in which cost, feasibility, and practical solutions are optimized and realized.
As every building has a story to tell, Craig and Ming work to create a positive experience for the future occupants of their projects, by means of self-evident wayfinding, iconic
features, and lighting for character as well as legibility. The resulting structures are notable for the provision of spaces for relaxation and conversation as well as highly tuned environments for performance, study, and social activities.
In all of their work, intangibles such as lighting and acoustics are considered to be primary design factors, often leading to integrated features, such the moving acoustic walls at the Egyptian Theater, the acoustic halo at the Hollywood Bowl, or the national award for lighting for UCLA’s Towel Library.
Honored by their peers, their practice has been awarded the AIA Gold Medal, the Chrysler Design Award, the AIA Firm Award, and most recently the national Alfa Taub Delta medal for Distinguished Design, as well as numerous civic and professional honors awarded to specific projects such as the Egyptian Theater, the Towell Temporary Library, and the Ascend Amphitheater in Nashville, Tennessee.
EPS is a land economics consulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government
services, and local fiscal and economic impact analysis. The firm was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services.
Since 1983, EPS has provided consulting services to
hundreds of public- and private-sector clients in California and throughout the United States, including, municipalities, special districts, property owners, developers, financial institutions, and land use attorneys. EPS’ balanced portfolio of clients allows them to understand land use and development economics from a variety of perspectives, and they excel in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions that achieve development and land use objectives.
EPS provides a range of services necessary to fund and build community facilities and capital improvements, including needs assessment and the development and administration of comprehensive financing programs. They have completed numerous funding and financing strategies for cities and economic development agencies, developers and property
owners, and not-for-profit entities seeking to improve public infrastructure and amenities, and attract new residents, customers, and tenants. The goal is to ensure successful development, operations and maintenance of public
infrastructure and amenities by preparing feasible financing plans that respond to public and private objectives and make creative use of available resources, tools, and
practices.
PLAN AND SCHEDULE FOR SERVICES 15
JKA Consultant Team Project Schedule
Based on an anticipated Project Start date of August 1, 2023 in the Project RFP, the below schedule suggests mobilizing the Consultant Team the first week of August with a Project Kickoff Meeting and Site Tour the following week. The Team is flexible in regard to the Project start date and anticipates completing the Project (per the Scope of Work outlined in Section F) in a four (4) month timeline proposed below.
Holiday schedules, the need to extend survey periods, postponed public meetings, and other factors outside of the Team’s control may extend the Project timeline, but assuming an uninterrupted process, the Team requires a minimum four (4) month schedule to deliver a complete and high-quality work product. 08/01/2023
Notice to Proceed
(anticipated)
AUGUST
2023
SEPTEMBER
2023
OCTOBER
2023
NOVEMBER
2023
4 months
TASK 1:
PROJECT MANAGEMENT
AND COORDINATION
TASK 2:
PROJECT KICKOFF &
EXISTING CONDITIONS
ANALYSIS
TASK 3:
DRAFT DESIGN
CONCEPTS WORKSHOP
TASK 4:
FINAL MASTER PLAN
ALTERNATIVES
Kick-Off Meeting
& City Tour
SURVEY PUBLICATION
OPTIONAL: BASE MAPPING
SURVEY PUBLICATION
Check-In
Meetings (6)
WORKSHOP PREP
WORKSHOP
TEAM MOBILIZATION
SURVEY 1 PREP
SURVEY 2 PREP
RENDERINGS
FINAL DESIGN CONCEPTS &
RECOMMENDATIONS
FINAL MASTER PLANS DOCUMENT
CC Study
Session
Community
Meeting 1
P&R
Meeting
Community
Meeting 2
CC Meeting
Web/Social Media
Updates (in-line
with Project
milestones)
Pop-Up
(flexible) DELIVERABLE:
COMMUNITY SURVEY 1
DELIVERABLE:
COMMUNITY SURVEY 2
DELIVERABLE:
FINAL MASTER PLANS DOCUMENT
DELIVERABLE:
DRAFT DESIGN CONCEPTS
DELIVERABLE:
EXISTING CONDITIONS ANALYSIS
SCOPE OF SERVICES 16
SCOPE OF SERVICES F
CONSULTANT DELIVERABLES
» Monthly invoices and reports per
City invoicing requirements.
» Project schedule and schedule
updates as needed in Google
Workspace, Smartsheet, or similar.
Task 1: Administration and Project Coordination
1.1: Project Management and Coordination (4 Months)
JKA shall administer the Project and the Project Contract including defining and adhering to task milestones, and monitoring the schedule, budget, invoicing, cost control, and reporting. On a monthly basis, in a form acceptable to the City, JKA shall provide the City an invoice and report denoting all tasks, percentage of tasks completed, and associated fees and expenses. Each invoice will be reviewed and approved by both the JKA Project Manager and the Principal.
The JKA Project Manager shall coordinate with Staff on a day-to-day basis with as-needed phone calls and emails. To share and maintain Project documents, coordinate information exchange, and enhance timely work product review, JKA shall establish a Project Dropbox or similar. JKA shall also utilize cloud-based productivity tools including, but not limited to, Google Workspace and Smartsheet to create and update the Project schedule on a shared and collaborative basis to keep the City informed of Project progress. All communication protocols will be established at the Project Kickoff Meeting (Task 2.2).
JKA created this illustrative site plan for the LA Plaza de Cultura y Artes master plan. The masterplan links the historic Plaza Church to Fort Moore via a mid-block passage and provides a retail, residential, and museum space that connects the Los Angeles’ historic center with Chinatown.
SCOPE OF SERVICES 17
1.2: Check-In Meetings with City (Maximum 6 Meetings)
The JKA Project Manager shall schedule and attend, along with the JKA Principal as needed, a maximum of six (6) virtual check-in meetings utilizing Zoom or similar during the duration of the Project. Kimley-Horn shall attend a maximum of four (4) check-in meetings, and HplusF and EPS shall attend a maximum of two (2) check-in meetings each.
The check-in meetings shall last up to one (1) hour and generally occur bi-weekly, to discuss with Staff the work completed, upcoming tasks, and website/social media updates, as well as review and adjust as needed the Scope of Work schedule, milestones, and budget to meet Project objectives. The JKA Project Manager shall provide an agenda one (1) day prior to the scheduled meeting to provide Staff the opportunity to review, add, and/or change agenda items as needed in advance of the meeting. Within five (5) days following the meeting, JKA shall provide a meeting summary and associated action items.
Check-in meetings are in addition to other opportunities to engage with Staff throughout the Project timeline, such as the Draft Design Concepts Workshop (Task 3) and stakeholder events.
1.3: Ongoing Web/Social Media Engagement
JKA shall provide frequent, but not less than monthly, visual and informative content in the form of flyers, photographs, process diagrams and sketches, blog entries and/or announcements to update the City’s website and social media pages. Web/social media engagement shall align with Project milestones, such as the release of community surveys (Tasks 2.4 and 3.3), community meetings (Tasks 3.2 and 4.5), the completion of the Draft Design Concepts Workshop (Task 2.4), and the Final Master Plan Alternatives document (Task 4.4). Through utilization of the City’s digital platforms, JKA intends to create community awareness of the Project and inform the public about the Project timeline and milestones, advertise upcoming community engagement events and opportunities associated with the Project, and foster engagement and comments on Project deliverables outside of and/or in response to ideas heard and developed during stakeholder and decision-maker events.
Task 2: Project Kickoff and Existing Conditions
Analysis
2.1: Team Mobilization and Base Mapping
Upon a Notice to Proceed from the City, JKA shall coordinate the subconsultant contracts and meet with Kimley-Horn, HplusF, and/or EPS to mobilize the Team prior to the Project Kickoff (Task 2.2). JKA can also instruct Kimley-Horn to begin collecting site data necessary to complete the base map survey. KimleyHorn will prepare a GIS grade base map consisting of public domain data which includes Los Angeles County parcel data, Los Angeles County contours, digital and analogue City data and utility as-builts as available, and available aerial mapping. As a further option, Kimley-Horn can incorporate easements into the base illustrative survey. Per review of the RFP site definition a minimum of five (5) title reports will be used. The site survey materials shall be completed before the Draft Design Concepts Workshop (Task 3.2).
CONSULTANT DELIVERABLES
» Survey results in PDF format
CONSULTANT DELIVERABLES
» Graphics, announcements, and/or
flyers for the City website and social
media accounts.
REQUESTED RESOURCES FROM CITY
» Maintain and update the City
website and social media accounts.
» Supplemental and direct communication with specific stakeholders as needed or approval for Consultant
to communicate with the same.
» Mailings for the Project and public
outreach events.
CONSULTANT DELIVERABLES
» Check-in meeting agendas to Staff
in Google Workspace or similar, one
(1) day prior to all meetings.
» Post-meeting summaries in bullet
point format, inclusive of next steps
and action items, within five (5)
days of all meetings.
SCOPE OF SERVICES 18
2.2: Kickoff Meeting and Site Tour
JKA shall coordinate and facilitate a Kickoff Meeting with Staff, and others as determined by Staff. The meeting shall be hosted in Signal Hill and attended in-person by the JKA Principal, JKA Project Manager, and discipline leads for each of the key subconsultants to JKA. The Kickoff Meeting is anticipated to last about two hours and shall cover the following topics:
• Introductions of Consultant Team and Staff.
• Establishment of communication protocols.
• Review and confirmation of Project objectives.
• Review of scope of work.
• Review of schedule and milestones.
• Review of general issues, constraints, and opportunities. • Review of outreach and engagement strategies and tactics. • Review of initial Community Survey 1 – Opportunities and Vision (Task 2.4) • Data requests for City maps, documents, base drawings of the Civic Center site and Library site and surrounds, existing buildings, and adjacent properties, and other information as available to complete the Project. • Discussion of Project invoicing and Contract administrative roles and responsibilities.
JKA created this
development program for
the surrounding
industrial sites of the
Santa Ana Train Station
depot area in anticipation
of the conversion of
these sites to a transitoriented district.
CONSULTANT DELIVERABLES
» Data needs list.
» Kickoff Meeting summary in bullet
point format, inclusive of Project
objectives and schedule, within five
(5) days of the meeting.
REQUESTED RESOURCES FROM CITY
» Any base drawings of the Civic
Center site, existing buildings, and
adjacent properties.
» Participation and guidance in
developing the site walkthrough to
maximize understanding of lessons
learned to date, concerns, and
opportunities.
SCOPE OF SERVICES 19
To efficiently utilize Staff’s and the Team’s time, upon completion of the Kick-Off Meeting, JKA will participate in an in-the-field walkthrough with Staff, and others as suggested by Staff, of the Civic Center area. The Tour is anticipated to last about two (2) hours and shall highlight all major components of the site and surrounds: the existing buildings (City Hall, Signal Hill Public Library, Youth/Community Center), Signal Hill Park and other outdoor recreational areas (basketball courts, playgrounds, Spud Field), the Community Garden, and existing parking lots. The objective of the Tour is to observe, learn about, and document the existing Civic Center and surrounding context, including but not limited to:
• Relationship between the Civic Center and its surroundings (street, sidewalk, frontages, etc.).
• Accessibility and site circulation.
• How the existing Civic Center is being utilized, especially in comparison to its intended purpose.
• Architectural characteristics of existing buildings.
• Transition from day to night (lighting, safety, etc.). • Protection from natural elements (sun, wind, etc.).
• Landscape patterns and existing plants/trees.
• Parking locations, configurations, and challenges.
• Traffic patterns and challenges.
• Public works improvements that may impact design concepts. • Use of signage and branding.
• Community concerns and wants.
JKA organized community
outreach workshops to inform
changes to the residential
portions of the Culver City
Zoning Code. Utilizing red cards
(no) and green cards (yes) for
polling, here community
members show support for
single-family residences.
20 2.3: City Document Review and Analysis
To understand the existing planning and physical design framework that regulates and shapes respectively the design opportunities within the Civic center area and site, the Team shall review the following documents:
• Signal Hill General Plan.
• Sections of the Signal Hill Zoning Code that have relevance to the Project. • Signal Hill Parks and Recreation Plan (2021).
• Signal Hill Prioritization and Implementation Plan (2022). • Other regulatory elements and master plans (for example, the American University of Health Sciences Master Plan) and as identified by Staff that may pertain to the development and design of Master Plan alternatives on the Civic Center site.
• Traffic and parking studies as available.
• Review of existing utility infrastructure including streets, stormwater, sewer, and electricity. Depending on the level of detail of the existing records, infrastructure may be evaluated based on its design service life (years of service).
JKA shall document research with tables, summarized text, GIS digital maps, and/or diagrammatic illustrations as necessary.
2.4: Community Survey 1 – Opportunities and Vision
JKA shall develop, with input from the Team and Staff, a web-based community survey using SurveyMonkey or similar. The survey shall consist of questions aimed at gauging audiences’ opinions on the existing Civic Center and optimal visions for the future of the site. The survey shall be released to the public shortly after the Kickoff Meeting and Site Tour (Task 2.3) through the City website and social media platforms and remain open for three (3) weeks.
At the conclusion of the survey period, JKA shall collect and organize the survey results, share and discuss with Staff and the Team, and incorporate results and findings into the Existing Conditions Summary Presentation (Task
2.6).
2.5: Community Pop-Up Event
Engaging with residents and stakeholders where they gather, as opposed to formal Project events, leads to participation of a wider range of participants and consideration of more diverse community feedback and ideas. The JKA Project Manager, ideally with at least one (1) Staff member, shall prepare an exhibit or booth for one (1) summer community or pop-up event. If the pop-up event is held before the development of the Draft Design Concepts Workshop (Task 3.2), JKA shall be available to introduce the Project to the public, describe to-date work, and solicit ideas through an engagement exercise. The latter may be facilitated through use of sticky notes and printed board(s) illustrating the site; allowing passersby to write down their experiences, opinions, and/or concerns, and then place their notes at the appropriate location on the boards. If the pop-up event is during the completion of the Final Design Concepts and Recommendations (Task 4.1) phase of the work, the printed board shall showcase the three Master Plan alternatives and passersby can place a sticker on the board to vote for their preferred alternative. Community event attendees with more time shall be encouraged to take either the Opportunities and Vision
SCOPE OF SERVICES
REQUESTED RESOURCES FROM CITY
» Topics and/or specific questions to
be included in the survey.
» Posting the survey on the City
website and social media platforms.
CONSULTANT DELIVERABLES
» Printed board(s) and sticky notes or
stickers to facilitate attendee
participation.
» Printed copies of the relevant
survey and pens.
» Pop-up event summary (if not
already included as part of the
Existing Conditions Summary
Presentation in Task 2.6).
REQUESTED RESOURCES FROM CITY
» Staff to attend the pop-up event
and secure the event booth/table/
chairs and associated costs.
Community Survey (Task 2.4) or Draft Design Concepts Community Survey (Task 3.3), whichever is more relevant at the time of the pop-up. All pop-up materials and outcomes will be documented at the conclusion of the event.
2.6: Existing Conditions Summary Presentation
JKA shall develop an Existing Conditions Summary Presentation in Google Workspace, Powerpoint, or similar by consolidating the following information gathered from the above tasks:
• Project objectives discussed in the Kickoff Meeting (Task 2.2). • Photographs and observations from the Site Tour (Task 2.2). • Tables, illustrations, or other relevant graphics and notes from the Document Review (Task 2.3).
• Community Survey 1 results (Task 2.4).
• Pop-up event summary (Task 2.5), if the pop-up event occurred before the creation of the Existing Conditions Summary Presentation.
Task 3: Draft Design Concept Workshop
3.1: Workshop Preparation
In preparation for a three-day Draft Design Concepts Workshop (Task 3.2), JKA shall undertake the following:
• Gather materials required for the Workshop, including but not limited to large print-outs of the site, trace paper, and pens and markers. If requested, JKA can provide a digital projector and a small speaker and microphone set-up. JKA can provide Spanish-language translation if requested as well. • Facilitate a meeting to present the Existing Conditions Summary Presentation (Task 2.6) and work completed to-date to the Consultant Team as a way to brief them on observations, research, opportunities, and constraints, as well as hear the Team’s ideas, requests, and recommendations regarding the Workshop process and outcomes. Staff will be invited to attend this Workshop Brainstorm meeting, which will likely be held at JKA’s office in Mid-Wilshire Los Angeles.
To plan and ensure a successful event, in advance of the Workshop, JKA shall work closely with Staff. In this regard, JKA anticipates identifying key decision-makers and/or stakeholder groups and will work with Staff to encourage their participation. The Workshop schedule will be designed to allow for individual, joint, or breakout sessions to provide for one-on-one and group engagement, especially if there are issues that are known to exist or that emerge. To advertise the Workshop, JKA shall prepare workshop flyers and provide materials to Staff for posting to the City’s website and social media sites. Staff shall also be responsible for securing the venue (the Signal Hill Public Library or Signal Hill Park Community Center seem likely venues), any insurances, appropriate snacks and drinks, mailing lists, and mailings.
SCOPE OF SERVICES 21
CONSULTANT DELIVERABLES
» Existing Conditions Summary
Presentation in Google Workspace,
Powerpoint, or similar.
REQUESTED RESOURCES FROM CITY
» The selection, provision, and
insuring of the three-day Workshop
(Task 3.2) venue(s).
» Coordination of individual, joint, or
breakout sessions with the Diversity
Coalition, Parks and Recreation
Commission, Planning Commission,
and/or stakeholder groups.
» Communication with specific
stakeholders as needed regarding
attendance at the Workshop.
» Mailings for the Workshop.
» Attendance at JKA brainstorm
meeting.
SCOPE OF SERVICES 22
3.2: Draft Design Concept Workshop
After the completion of the Existing Conditions Assessment in Task 2, JKA, Kimley-Horn, and HplusF team members shall gather with Staff, stakeholders and decision-makers, and the community at-large, for a three-day, in-residence Workshop in Signal Hill. Ideally, the Workshop can take place in a dedicated space in the Signal Hill Library or Signal Hill Community Center, allowing for observation and participation by Staff, decision-makers, and the community at key times.
The Workshop will be designed as a creative environment for developing innovative ideas, strategies, and designs that address the Project challenge; the development of three conceptual site plans that provide “revamped space for community activities, yielding an aesthetic attraction and improving City pride.” This Workshop will generate a draft vision, goals, and objectives for architecture, urban design, landscape, traffic, parking, and infrastructure for the Civic Center site. The multi-disciplinary Consultant team will together, with all, and in real time conceptualize in illustrative form a maximum of three (3) high-level, draft Civic Center design concepts for Staff, decision-maker, and community review and comment.
The Workshop is tentatively anticipated to follow the following format and schedule, though this is subject to shaping and tweaking based upon Staff and community requirements.
Workshop Day 1: Listening, Visioning, Goals, and Development of Draft Design Concepts and Recommendations
To solidify the direction and set the tone of the Workshop, Day 1 shall begin with a discussion between the Consultant Team and Staff regarding the following key questions:
• What is the vision and mission for the revamped Civic Center? • What are the goals and objectives; in particular what are the goals and objectives that relate to site programming, an amphitheater, traffic, and parking, that best describe the City’s and community’s wants and needs? • Who benefits from the vision, goals, and objectives? Are there additional groups that need to be considered, and if so, who are they and how does the team solicit their participation?
Following the development of the initial understanding of the vision, goals, and objectives, the Consultant Team shall quickly develop a range of draft site design concepts. To the maximum extent feasible, the concepts will consider a range of approaches, i.e. big vs. small, less cost vs. more cost, different locations and concepts for the amphitheater, hardscape vs. softscape, different parking concepts, alternatives for primary and secondary vehicular access and potential for alternative transit modes such as transit stops, and pedestrian and bicycle facilities, use/reuse of the parking lot to the north of City Hall, planning for the housing sites to the south (should the City acquire these sites in the future) and even sites west of the Civic Center site, if appropriate.
The day shall include, as appropriate, break-out and listening sessions for stakeholders and decision-makers to explore issues, wants, and needs, and end with a presentation and JKA-facilitated review and discussion of the day’s work.
CONSULTANT DELIVERABLES
» Draft Design Concepts Presentation
as a PDF.
» Day 3 summary in Google
Workspace or similar within five (5)
days of the conclusion of the
Workshop.
REQUESTED RESOURCES FROM CITY
» Staff attendance at the Workshop,
specifically at the beginning of Day
1, periodically throughout Day 2,
and the afternoon of Day 3 and
Community Meeting 1.
SCOPE OF SERVICES 23
This presentation may either be limited to Staff, or, as appropriate, opened up to focused group(s) such as a commission or joint committee, or larger public audience. Depending upon the exact dates, the presentation could also be folded into a study session of a public body. The objective of this final session of the day is to get as much feedback as possible so as to shape Day 2 where ideas will be turned into designs.
After the feedback session, the Consultant Team shall meet to review the day’s work and lessons and sketch out possible design directions.
Workshop Day 2: Draft Design Concepts and Recommendations Development Day 2 of the Workshop shall be a “work” day, a response to the input and direction received on Day 1, and be dedicated towards the Consultant Team, under the direction of JKA, developing with more specifics three (3) draft site design concepts. The Consultant Team as a whole shall articulate and develop the following topic areas:
• Draft Programming Concepts (JKA)
• Draft Overall Site Concepts (JKA)
• Draft Amphitheater Concepts (HplusF)
• Draft Landscape Concepts (Kimley-Horn)
• Draft Parking Concepts (Kimley-Horn)
• Draft Traffic Recommendations (Kimley-Horn)
• Draft Infrastructure/Utilities Recommendations (Kimley-Horn) The Consultant Team assumes that Staff will be available to meet periodically throughout Day 2 to review work in progress and answer questions. Like Day 1, the day shall include, as appropriate, break-out and listening or review sessions for stakeholders and decision-makers.
By the end of Day 2, the Consultant Team shall have prepared a draft presentation that incorporates the sketches, diagrams, and recommendations for the maximum three (3) Civic Center alternatives. Similar to Day 1, the day will end with a JKA-facilitated review and discussion of the day’s efforts. As before, this presentation may either be limited to Staff, or, as appropriate, opened up to focused group(s) such as a commission or joint committee, or larger public audience. Depending upon the exact dates, the presentation could also be folded into a study session of a public body. The objective of this final session of the day is to get as much feedback as possible so as to shape Day 3, where ideas will be further illustrated and refined for a more formal presentation.
After the feedback session, the Consultant Team shall meet to review the day’s work and lessons learned and map out possible design directions.
Workshop Day 3: Presentations/Engagement and Community Meeting 1 The overarching goal of the final day of the Workshop is to prepare a succinct presentation of the work completed and provide for further opportunities for City Staff, decision-makers, and the community to review and comment upon the Draft Design Concepts. About half the day will be utilized to finalize and prepare a presentation in slide deck form and develop questions for a second Community Survey (Task 3.3). The second half of the day shall allow for multiple SCOPE OF SERVICES 24
presentations where the Consultant Team presents the Workshop outcomes and design alternatives. Day 3 is flexible in approach and may include the following:
• A study session with Staff, in particular inviting Staff members that have not been present throughout the Workshop.
• Individual and/or joint meeting with decision-makers, such as the Diversity Coalition, Parks and Recreation Commission, and/or Planning Commission. • Breakout sessions for specific stakeholder groups, such as local businesses, key community groups or leaders, schools, religious groups, or organizations that currently utilize the Civic Center for events. • Virtual presentations to decision-makers and/or stakeholders.
The Draft Design Concept Workshop shall conclude with Community Meeting 1, an open-to-the-public session at either the Workshop venue or a larger venue as appropriate, with the option of virtual attendance via Zoom or similar. The Consultant Team will give a formal presentation of Workshop findings and the Draft Design Concepts, with opportunities during and after the presentation for the public to ask the Consultant Team and/or Staff questions. To gather input, particularly for those that don’t like to speak up at public events, JKA recommends utilizing an interactive polling application such as Mentimeter, an online tool that allows participants to use their smartphones to respond to questions and ideas in real time. This type of program or similar engages both physical and virtual attendees and allows for easy participation and the sharing of ideas.
As part of the City of Thousand Oaks master plan process, JKA, working as an urban design sub-consultant to planners Raimi + Associates, helped organize a charrette and workshops where design alternatives, standards, and guidelines were developed. JKA created this Civic Arts Plaza master plan concept during the workshops which facilitates the establishment of a pedestrian-friendly, sidewalk-oriented, downtown for this City.
SCOPE OF SERVICES 25
JKA shall coordinate with Staff during the Workshop Preparation (Task 3.2) to ensure that sessions for various decision-makers and stakeholders are fully mapped out and scheduled before the start of the Workshop. Input received throughout the Workshop duration shall be documented and utilized in the development of the Final Design Concepts and Recommendations (Task 4.1).
3.3: Community Survey 2 – Draft Design Concepts
JKA shall develop, with input from the Consultant Team and Staff, a second web-based community survey using SurveyMonkey or similar. The survey shall consist of questions aimed at gauging participant’s opinions of the three (3) design concepts developed and presented to decision-makers on the final day of the Workshop (Task 3.2). The survey shall be released to the public after the end of the Workshop (Task 3.2)) through the City website and social media platforms and remain open for three (3) weeks.
At the conclusion of the survey period, JKA shall collect and organize the survey results to share with Staff and the Consultant Team.
3.4: City Council Study Session
JKA shall attend one (1) City Council Meeting after the Workshop (Task 3.2) to facilitate a study session to review the three Draft Design Concepts as well as the Workshop and Survey outcomes completed in Tasks 3.2 and 3.3. JKA shall introduce the Project, share the work completed to date, review what was heard and learned from stakeholders, and receive feedback and input from the Study Session that will shape the final work products.
Task 4: Final Master Plan Alternatives
4.1: Final Design Concepts And Recommendations
Based on input and direction received from Staff, community members and decision-makers at the Workshop (Task 3.2), Community Survey 2 (Task 3.3) results, and the City Council Study Session (Task 3.4), The Consultant Team shall reconfirm earlier work, revise as necessary, and finalize the following components:
• Final Programming Concepts (JKA)
• Final Overall Site Concepts (JKA)
• Final Amphitheater Concepts (HplusF)
• Final Landscape Concepts (Kimley-Horn)
• Final Parking Concepts (Kimley-Horn)
• Final Traffic Recommendations (Kimley-Horn)
• Final Infrastructure/Utilities Recommendations (Kimley-Horn) The Final Concepts and Recommendations shall be a logical evolution of the Draft Concepts and Recommendations prepared in the Workshop (Task 3.2) and will serve as the basis for the preparation of the Final Master Plan Alternatives Document (Task 4.4) and also be incorporated into the Final Master Plan Engagement (Task 4.5) presentations.
CONSULTANT DELIVERABLES
» Community Survey 2 and results in
as a PDF.
REQUESTED RESOURCES FROM CITY
» Topics and/or specific questions to
be included in the survey.
» Posting the survey on the City
website and social media platforms.
CONSULTANT DELIVERABLES
» Presentation materials, such as
PowerPoint slides and other
visualization materials.
» Post-event highlight summaries in
Google Docs or similar within five
(5) days of the meeting.
CONSULTANT DELIVERABLES
» Final Design Concepts and
Recommendations for three (3)
alternatives, to be included in the
Final Master Plan Alternatives
Document (Task 4.4).
SCOPE OF SERVICES 26
4.2: Renderings
Upon completion of the Final Design Concepts and Recommendations (Task
4.1), JKA shall develop two (2) conceptual three-dimensional drawings per each of the three (3) alternatives, totaling six (6) renderings. The renderings shall be included in the Final Master Plan Alternatives Document (Task 4.4) and Final Master Plan Engagement (Task 4.5) presentations.
4.3: Phased Capital Improvement Plan
Given the scale of City’s vision for the Civic Center, it is likely successful implementation of the Master Plan will require a variety of funding sources and tools to address both one-time capital and on-going operating costs. JKA and Kimley-Horn shall work with EPS to prepare a high-level Phased Capital Improvement Plan (CIP) for each of the three (3) Final Design Concepts prepared in Task 4.1. The CIP shall include a phasing plan and timeline for the implementation of each of the three design concepts, opinion of the design and construction costs, and recommendations for funding sources and financing.
Based on JKA and Kimley-Horn’s estimates of design and construction costs for the Civic Center, EPS shall develop recommendations on a financing strategy for implementing the Master Plan, identifying specific funding sources that may be available on a local, regional, State, and Federal level. EPS shall leverage its extensive experience in California municipal financing to assess the viability of each source, likely amount generated, and steps needed to secure funding.
These sources may include, but are not limited to, revenue generated from:
• Civic Center operations (e.g., admission fees).
• Local taxes and fees, voter-approved debt (e.g., a GO bond). • Community facilities and benefit assessment and infrastructure financing districts.
• Regional, State, and Federal grants.
EPS shall also explore the opportunity for the City to enter partnerships with private sector developers and/or sponsors to finance, operate, or otherwise support portions of the Civic Center Master Plan. As part of the CIP, the Consultant Team shall prepare a summary of the three (3) concepts in matrix form to allow for easier understanding of the opportunities and constraints, costs and timing, and pluses and minuses of each of the design approaches.
4.4: Final Master Plan Alternatives Document and Appendices JKA shall incorporate the Final Design Concepts and Recommendations (Task
4.1), Renderings (Task 4.2), and Phased Capital Improvement Plan (Task 4.3) materials for each of the maximum three (3) Master Plan alternatives into the Final Master Plan Alternatives Document (Final Document). Using text, photographs, and graphics, the Final Document shall outline the overall Project objectives, timeline, and next steps and/or implementation processes that are required to move the Project forward towards the selection of a preferred alternative. Appendices at the end of the document shall include all the deliverables prior to the Final Document including social media engagement, outreach materials, and other items produced through the duration of the Project.
CONSULTANT DELIVERABLES
» Renderings for a maximum three (3)
alternatives, to be included in the
Final Master Plan Alternatives
Document (Task 4.4).
CONSULTANT DELIVERABLES
» Phased Capital Improvement Plan
for each of the maximum three (3)
alternatives, to be included in the
Final Master Plan Alternatives
Document (Task 4.4).
CONSULTANT DELIVERABLES
» Final Master Plan Alternatives
Document and Appendices as a PDF.
SCOPE OF SERVICES 27
4.5: Final Master Plan Engagement
Upon the completion of the Final Master Plan Alternatives Document and Appendices (Task 4.4), JKA shall conduct a final round of community engagement to present the final three (3) Master Plan alternatives to the community and decision-makers, beginning with a second Community Meeting, followed by a Parks and Recreation Commission Meeting, and concluding with a second City Council Meeting.
Community Meeting 2
JKA shall facilitate a second in-person, one-and-a-half (1.5) to two (2) hour Community Meeting with the option of virtual attendance via Zoom or similar.
This meeting shall include both a presentation of the Final Master Plan Alternatives and an interactive or facilitated activity to solicit engagement and comment. Similar to the first community meeting, JKA recommends utilizing interactive polling to engage both physical and virtual attendees. Public input from Community Meeting 2 shall be documented and shared at the following decision-maker meetings.
Parks and Recreation Commission Meeting
JKA shall attend a Parks and Recreation Commission Meeting and provide the Parks and Recreation Commission a recap of the Project timeline and the work completed to-date, present the Final Master Plan alternatives, share the comments heard at Community Meeting 2, and document any additional comments and/or input from the Commission.
City Council Meeting
To conclude the Project, JKA shall attend a City Council Meeting with the same intentions as the Parks and Recreation Commission meeting above: recap the Project timeline and the work completed to-date, present the Final Master Plan alternatives, share what was heard at Community Meeting 2 and the Parks and Recreation Commission Meeting, and document any additional comments and/ or input from the City Council.
CONSULTANT DELIVERABLES
» Presentation materials, such as
PowerPoint slides and other
visualization materials.
» Post-event highlight summaries in
Google Workspace or similar within
five (5) days of each event.
REQUESTED RESOURCES FROM CITY
» The selection, provision, and
insuring of Community Meeting 2
venue.
JKA facilitated workshops for the Metro
Crenshaw/LAX Transit Line Joint
Development Opportunity Sites Feasibility
Studies, Development Guidelines, and
Design Review project.
EXPERIENCE 28
Project Name: Rail District Specific Plan, Fullerton, CA Started/Completed: 2020–2021
Project Scope: Architecture and Urban Design
Project Description: JKA—working with a subconsultant team that included Arellano Associates, Economic Planning Systems, and
Kimley-Horn—prepared a City-and SCAG-sponsored
specific plan for Fullerton’s “Rail District” to transform an industrial district into a residential, live-work, and commercial transit-oriented community. The objective, upon implementation, is to foster a transit-oriented neighborhood, related in scale to the surrounding communities, while providing increased housing, jobs, walkability, and recreational opportunities in the center of Fullerton.
Client or Agency Name: Southern California Association of Governments for the City of Fullerton
Client Contact: Heather Allen
Formerly: Senior Planner for the City of Fullerton
Currently: Principal Planner, Department of Advanced
Planning, City of Anaheim
(714) 765-4958 / [email protected]
Project Name: Downtown Core Master Plan, Thousand Oaks, CA Started/Completed: 2017–2018
Project Scope: Architecture and Urban Design
Project Description: JKA, working as an urban design sub-consultant to planners Raimi + Associates, developed master plan
scenarios and design standards and guidelines for the City of Thousand Oaks to facilitate the establishment of a
pedestrian-friendly, sidewalk-oriented, downtown. As part of the master plan process, JKA helped organize a
charrette and workshops where design alternatives,
standards, and guidelines were developed. JKA also
provided form scenarios for revitalization of City properties and streetscape, and developed concepts for the redesign of the open space fronting both City Hall and
Thousand Oaks Blvd. The concepts, shaped interactively
with input from subject experts, City staff, community
members, and City decision-makers, were incorporated
into a Master Plan that was adopted by the City Council in June 2018.
Client or Agency Name: Raimi + Associates for the City of Thousand Oaks Client Contact: Peter Gilli, Former Community Development Director for the City of Thousand Oaks
(805) 245-7991 / [email protected]
EXPERIENCE G
G.1 List of Representative Projects
EXPERIENCE 29
Project Name: Memorial Park Neighborhood Plan, Santa Monica, CA Started/Completed: 2013–2015
Project Scope: Architecture and Urban Design
Project Description: Santa Monica is planning for new land uses adjoining new light-rail stations to transform a prevailing one-story industrial area with medium-scale creative mixed-use infill that conserves existing high-skill jobs, attracts new
residents and 21st Century work, provides local-serving retail uses, all the while reducing automobile dependency.
JKA, leading a consultant team that included Kimley-Horn, developed through an extensive outreach process, a
community-supported approach for district change.
Concepts include incentivizing the adaptive reuse of
existing industrial buildings to foster job retention and growth, developing a park once strategy to reduce
construction costs, limiting the size of ground floor retail uses to provide for a greater mix of local business opportunities, design standards establishing transitions between new projects and adjoining residential neighborhoods, and implementation of a cross axis of multi-purpose bicycle and pedestrian pathways at the light-rail station.
Client or Agency Name: City of Santa Monica
Client Contact: Peter James, Chief Operations Officer
(310) 458-8341 / [email protected]
Project Name: LA Plaza de Cultura y Artes, Los Angeles, CA Started/Completed: 2014
Project Scope: Architecture and Urban Design
Project Description: JKA, working as a subconsultant to Estolano Advisors, developed a master plan and design standards that took
into account both the historic context and real estate
pragmatics for the blocks west of El Pueblo de Los
Angeles, the historic center where Los Angeles was
founded in 1781. JKA developed renderings based upon the master plan diagrams that “proved” the design and real
estate concept by demonstrating desired community
linkages and potential to relate new buildings to historic structures. This rendering ”test,” was approved by the
County Supervisor, allowing the plan to move forward
towards issuance of a RFP and subsequent development
of the site by TrammelCrow Company.
Client or Agency Name: Estolano Advisors for Los Angeles County Supervisor Gloria Molina
Client Contact: Cecilia Estolano, Co-CEO and Co-Founder, Estolano Advisors
(213) 612-4545 / [email protected]
EXPERIENCE 30
Project Name: Santa Ana Train Station Depot Area Conceptual Design, Santa Ana, CA
Started/Completed: 2016–2017
Project Scope: Architecture and Urban Design
Project Description: JKA was asked by the City to develop illustrative concepts for the surrounding industrial sites of the Santa Ana Train Station depot area, in anticipation of the conversion of these sites to a transit-oriented district. Based upon the initial studies and City staff input, JKA provided concepts and a sense of architectural and urban character more fully developed in colored renderings.
Client or Agency Name: City of Santa Ana Planning and Building Agency Client Contact: Vince C. Fregoso, AICP, Former Principal Planner (Retired) (714) 904-4506
Project Name: Park 101 and Hollywood Central Park Enhanced Infrastructure Financing District Feasibility Study, Los Angeles, CA
Started/Completed: 2015–2016
Project Scope: Architecture and Urban Design
Project Description: JKA worked as a subconsultant to Estolano Advisors on two feasibility studies that focused on Hollywood Central Park and Park 101—two revolutionary potential freeway cap projects aimed at reuniting communities and improving
connectivity, livability, and walkability in the regions through the development of open green space and parks.
JKA utilized a GIS database to prepared illustrative maps and summary land use and program projections to assist
with the project financial analysis, and conducted site and design feasibility studies.
Client or Agency Name: Estolano Advisors for SCAG
Client Contact: Winnie Fong, Principal, Estolano Advisors (213) 612-4545 / [email protected]
Project Name: Earvin “Magic” Johnson Park, Los Angeles County, CA* Started/Completed: 2018–2020
Project Scope: Landscape Architecture/Park Planning/Sustainable Design Project Description: Kimley-Horn’s Gary Lai served as the Landscape Principalin-Charge to develop a park in South Los Angeles that not only addresses how Southern California might implement
the capture and reuse of our stormwater runoff, but adds a much-needed amenity to an underserved community. This
renovation project not only rejuvenates the park and adds a much-needed public center, but also adds water infrastructure to recycle runoff from the 375sqmi watershed. * Completed by Gary Lai prior to joining Kimley-Horn.
Client or Agency Name: Los Angeles County Community Development Agency Client Contact: Chester Kano, Development Division Chief (626) 588-5150 / [email protected]
EXPERIENCE 31
Project Name: Santa Monica City Hall East, Santa Monica, CA* Started/Completed: 2015–2020
Project Scope: Landscape Architecture/Park Planning/Sustainable Design Project Description: The landscape design for the Santa Monica City Services Building is focused around a central courtyard, which
functions as an outdoor lobby to both the City Services Building and the existing City Hall. The City Hall East Building exceeds Santa Monica’s current sustainability
standards and has set international records as the first municipal structure to receive Living Building Challenge Certification as a Net Zero Water and Net Zero Energy
building in the United States.
* Completed by Gary Lai prior to joining Kimley-Horn.
Client or Agency Name: City of Santa Monica
Client Contact: Amber Richane, Senior Design Manager
(310) 458-2275 / [email protected]
Project Name: Washington/Rosemead Transit-Oriented Development Specific Plan, Pico Rivera, CA
Started/Completed: 2019–Present
Project Scope: Traffic Circulation/Study
Project Description: Kimley-Horn was selected to develop a comprehensive Specific Plan that will address revitalization and reuse of the Washington/Rosemead area in anticipation of the
future Gold Line extension in the City of Pico Rivera. The City plans to create a framework that strategically
assesses and executes an implementable plan, providing a compact multi-modal, mixed-use, and sustainable
environment that will become a focal point for community activity.
Client or Agency Name: City of Pico Rivera
Client Contact: Julia Gonzalez, Deputy Director
(562) 801-4447 / [email protected]
Project Name: Downtown Vibrancy Plan, Salinas, CA
Started/Completed: 2013–2016
Project Scope: Parking
Project Description: Kimley-Horn worked with City of Salinas staff and the Downtown Stakeholder Team (DST) to develop the Salinas
Downtown Vibrancy Plan to restore activity, commerce,
and vitality to downtown Salinas. Residents expressed a desire for downtown Salinas to become the heart of the
City while the DST stressed the need for developers and the delivery of privately funded projects. Kimley-Horn
monitored and controlled project scope, schedule and
costs using our internal Management Information System
to complete the project on schedule and within budget.
Client or Agency Name: City of Salinas
Client Contact: James Serrano, Transportation Manager
(831) 758-7195 / [email protected]
EXPERIENCE 32
Project Name: Ascend Amphitheater, Nashville, TN
Started/Completed: 2014–2015
Project Scope: Architectural Design
Project Description: Situated at the intersection of Nashville’s notorious Main Street and the Cumberland River, and surrounded by a
new park built over the remains of a thermal generation plant, this 6,500 seat amphitheater is designed to provide support for multiple forms of performance, including
country, rock, and symphonic music, as well as community events. Rigging points and catwalks are positioned to
enable rapid turnaround of sets and lighting, while careful consideration of the needs of touring companies led to the creation of multiple truck bays positioned laterally to the stage, and of an artist’s wing designed to enable the
families of performers to accompany them backstage.
Client or Agency Name: City of Nashville
Project Name: Menlo-Atherton Performing Arts Center, Atherton, CA Started/Completed: 2005–2009
Project Scope: Architectural Design
Project Description: Menlo-Atherton Performing Arts Center (MAPAC) was the result of a two-stage national competition conducted by the Sequoia School District. Digitally processed luminous screens evoke foliage and serve to modulate acoustics
according to the performer. The theater includes practice rooms, a multipurpose meeting room, a scenic shop, and
“back of house” amenities.
Client or Agency Name: Sequoia School District
Client Contact: Matthew Zito. Chief Facilities Officer. Sequoia Union High School District
(650) 369-1411, Ext. 22357 / [email protected]
Project Name: Hollywood Bowl, Hollywood, CA
Started/Completed: 2003–2005
Project Scope: Architectural Design
Project Description: The rebirth of the Hollywood Bowl marked the end of a six-year process in which HplusF re-invented the acoustics, enhanced the functionality, and nearly doubled the size of that hundred-year old icon while echoing the
memory and visual identity of the original. The new
structure, spanning 124 feet, was prefabricated off site and craned into position immediately following the season
finale, and the completed shell hosted its first performance exactly nine months later. As expected, HplusF’s controversial design for the computer controlled “acoustic halo” required only a brief adjustment prior to the debut
concert, which was ecstatically received by musicians and audience alike. To compliment the acoustical design,
HplusF designed a system of acoustic baffles which fold EXPERIENCE 33
upwards in order to disappear into the shell thus enabling shows using standard lighting trusses to load in and out quickly and inexpensively.
Client or Agency Name: City of Los Angeles Parks and Recreation/Los Angeles Philharmonic Association
Client Contact: Patricia Mitchell, CEO, Los Angeles Philharmonic Assoc. (213) 972-7281
Project Name: Frost Auditorium, Culver City, CA
Started/Completed: 2016–2017
Project Scope: Architectural Design
Project Description: This project involves the creation of a fully functioning theater within an extraordinary folded plate concrete shell auditorium first built in 1963. Structural constraints of the thin-shell structure, ineffective air handling system, and degraded surfaces and systems throughout have been
adapted with a steel-plate arch, a re-conceived air
handling system and further modifications that preserve and celebrate the iconic space.
Client or Agency Name: Culver City Unified School District Client Contact: Heather Moses, Arts Coordinator/Robert Frost Auditorium General Manager
(310) 842-4220 ext. 4230
Project Name: The Wild Beast Pavilion, California Institute of the Arts, Valencia, CA
Started/Completed: 2005/2008–2009
Project Scope: Architectural Design
Project Description: The Wild Beast music pavilion is a multi-purpose performance space, able to be quickly transformed from an indoor classroom and recital hall to an open-air orchestra shell. Dedicated to the avant-garde composer Morton
Feldman, the pavilion takes its name from his observation “I am interested in how the wild beast lives in the jungle, not in the zoo,“ and its form from the elegant but minimal musical strategies he employed in his compositions.
Created in response to the Institute’s rapidly growing
music curriculum, the facility has an audience capacity of 120 in recital mode, ample chair storage, and a fully
humidified and conditioned instrument storage space. As a music classroom, the pavilion provides recording and
playback functions. A full complement of theatrical lighting and control systems will enable multi-media performances in either recital or outdoor “shell” configurations.
Client or Agency Name: California Institute of the Arts Client Contact: Steven Lavine, President
(661) 255-1050 / [email protected]
David Rosenboom, Dean
(661) 255-0938 / [email protected]
EXPERIENCE 34
Project Name: Napa Valley Expo Master Plan Update, Napa, CA Started/Completed: 2015–2017
Project Scope: Economic and Financial Consulting
Project Description: EPS served as the economic and financial consultant in preparation of a comprehensive Master Plan for the Napa Valley Exposition, a 35-acre site community event facility located adjacent to Downtown Napa, with the goal of
expanding and modernizing the facility to better meet
growing demand. As part of this effort, EPS conducted
targeted market analysis of identified candidate uses,
tenant types, and facility improvements consistent with community goals and financial constraints. EPS also
developed a financial model to test the implications of various capital improvements and program initiatives and assessed various infrastructure financing mechanisms and resources. The Napa Valley Expo Master Plan was
approved in 2017 and numerous capital improvements
have been undertaken to expand the facility’s capacity, functionality, appearance, and financing performance.
Client or Agency Name: Napa Valley Expo
Client Contact: Joseph Anderson, CEO of Napa Valley Expo (707) 253-4900 ext 109 / [email protected]
Project Name: Playhouse Village Vision and Strategic Development Plan, Pasadena, CA
Started/Completed: 2018–2022
Project Scope: Economic and Financial Consulting
Project Description: The Playhouse Village Association (PVA), a business improvement district in the City of Pasadena, assembled a multidisciplinary consultant team to design a strategy to expand the market performance and urban amenities of
the vital mixed-use neighborhood in the heart of the city’s downtown. EPS provided targeted market, development
feasibility, and public financing analysis inform policy and implementation strategies for the Playhouse Village Vision and Strategic Plan. The analysis included an innovative “return-to-source” financing strategy that focused on
ensuring that locally generated tax and fee revenues are re-invested in the Project Area. The successful study effort culminated in a recommended strategy to help the PVA
achieve goal of creating a more vibrant mixed-use district with an arts and culture theme. EPS has continued to work with the PVA separate from the Strategic Plan Team to
identify additional funding mechanisms that could be used to support public improvements in the Project Area,
including local tools such as an EIFD as well as regional, state, and federal programs and resources.
Client or Agency Name: Pasadena Playhouse Village Association Client Contact: Brian Wallace, Executive Director
(626) 744-0340 / [email protected]
EXPERIENCE 35
Project Name: Livermore Arts Theater/Parking Garage DDA, Livermore, CA
Started/Completed: 2007–2009
Project Scope: Economic and Financial Consulting
Project Description: The Livermore Valley Performing Arts Center proposed that the City’s Redevelopment Agency (RDA) contribute
more than $100 million in tax increment toward an
1,800-seat regional performing art theater to be located in downtown Livermore. The proposed theater was seen as a
key component of a major ongoing effort to revitalize the downtown area.
EPS was retained to prepare an independent review of a
financial analysis. EPS evaluated the proposal from several perspectives to ensure that the amount and timing of the requested contribution from the RDA was warranted given the potential economic return and overall contribution to the revitalization effort. The tasks included reviewing and commenting on the proposed project timing, tax increment projections, proposed project scale, and location options.
Client or Agency Name: City of Livermore
Client Contact: Eric Uranga, Assistant Community Development Director, Housing and Human Services Manager
(925) 960-4580
G.2 Previous and Current Contracts
with the City of Signal Hill
JKA has not previously held a contract with the City of Signal Hill and does not currently have any contracts with the City of Signal Hill.
G.3 Public Agencies for Which
Contracts were Terminated in the
Last 3 Years
JKA has had no contracts with public agencies terminated in the last three years.
CERTIFICATE OF PROPOSAL 36
CERTIFICATE OF H PROPOSAL
55728.00300\33359615.1
23 CERTIFICATION OF PROPOSAL TO THE CITY OF SIGNAL HILL
1. The undersigned hereby submits its proposal and, by doing so, agrees to furnish services to the City in accordance with the Request for Proposal (RFP) for the Civic Center Master Plan, and to be bound by the terms and conditions of the RFP.
2. This firm has carefully reviewed its proposal and understands and agrees that the City is not responsible for any errors or omissions on the part of the Respondent and that the Respondent is responsible for them.
3. It is understood and agreed that the City reserves the right to accept or reject any or all proposals and to waive any informality or irregularity in any proposal received by the City.
4. The proposal includes all of the commentary, figures and data required by the Request for Proposal, including any addenda issued thereafter.
5. This firm has carefully read and fully understands all of the terms and conditions of the RFP.
6. The proposal shall be valid for 180 days from the date submitted to the City.
Name of Firm: ____________________________________
By:
(Authorized Signature)
Type Name:______________________________________
Title: ___________________________________________
Date: ___________________________________________
John Kaliski, FAIA, NCARB
President, Managing Principal
John Kaliski Architects, Inc.
6/13/2023
COST PROPOSAL / EMPLOYMENT LAW COMPLIANCE 37
COST PROPOSAL I
Per the RFP instructions, a copy of JKA’s fee proposal is uploaded separately in the electronic bid portal.
COMPLIANCE WITH
EMPLOYMENT
NONDISCRIMINATION LAWS
J
JKA has not received any final decisions or orders of Federal or State agencies governing the subject of nondiscrimination in employment.
K.1 REQUIRED FORMS 38
K.1 REQUIRED FORMS
ATTACHMENT 1 - REQUIRED FORMS
(EXCLUDED FROM THE 35 PAGE COUNT REQUIREMENT)
EXPERIENCE
List of cities and/or government agencies the consultant has performed master plan services for:
No. Agency Name and Address Agency Contact Agency Population Size
1. 2.
3. 4.
5. City of Santa Ana, Planning & Building Agency
20 Civic Center Plaza, M-20
Santa Ana, CA 92701
Project: Train Station Depot Area Conceptual
Design
Vince C. Fregoso, AICP
Former Principal Planner
(Retired)
(714) 904-4506
City of Santa Ana: 310,000
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Project: Memorial Park Neighborhood Plan
Peter James, Chief
Operations Officer
(310) 458-8341
[email protected]
City of Santa Monica: 93,000
City of Fullerton
303 West Commonwealth Avenue
Fullerton, CA 92832
Project: Fullerton Rail District Specific Plan
Cecilia V. Estolano, CEO &
Founder
(213) 612-4545
[email protected]
Estolano Advisors for the County of Los County of Los Angeles: 10 million Angeles
801 South Grand Avenue, Suite 200
Los Angeles, CA 90017
Project: LA Plaza de Cultura y Artes
Peter Gilli, Former
Community Development
Director (Retired)
(805) 245-7991
[email protected]
City of Thousand Oaks City of Thousand Oaks: 130,000
2100 Thousand Oaks Boulevard
Thousand Oaks, CA 91362
Project: Thousand Oaks Downtown Core
Master Plan
Heather Allen, Former
Senior Planner for the City
of Fullerton
(714) 765-4958
[email protected]
City of Fullerton: 140,000
APPENDICES K
K.1 REQUIRED FORMS 39
55728.00300\33359615.1
24 PUBLIC WORKS CONTRACTOR REGISTRATION CERTIFICATION
Pursuant to Labor Code sections 1725.5 and 1771.1, all contractors and subcontractors that wish to bid on, be listed in a bid proposal, or enter into a contract to perform public work must be registered with the Department of Industrial Relations. See http://www.dir.ca.gov/Public- Works/PublicWorks.html for additional information. No bid or proposal will be accepted nor any contract entered into without proof of the contractor’s and subcontractors’ current registration with the Department of Industrial Relations to perform public work.
Respondent hereby certifies that it is aware of the registration requirements set forth in Labor Code sections 1725.5 and 1771.1 and is currently registered as a contractor with the Department of Industrial Relations1.
Name of Contractor:
DIR Registration Number:
Small Project Exemption: ___ Yes or ___ No
Unless Contractor is exempt pursuant to the small project exemption, Contractor further acknowledges:
1. Contractor shall maintain a current DIR registration for the duration of the project or contract.
2. Contractor shall include the requirements of Labor Code sections 1725.5 and 1771.1 in any contract with subcontractors and ensure that all subcontractors are registered at the time of the proposal submittal and maintain registration status for the duration of the project.
3. Failure to submit this form or comply with any of the above requirements may result in a finding that the proposal is non-responsive.
Signature: _______________________________________
Name and Title: ___________________________________
Dated: _________________________
1 If the Project is exempt from the contractor registration requirements pursuant to the small project exemption under Labor Code Sections 1725.5 and 1771.1, please mark “Yes” in response to “Small Project Exemption.”
John Kaliski Architects, Inc.
1000062384
John Kaliski, President
X
6/13/2023
K.1 REQUIRED FORMS 40
May 18, 2023
NOTICE TO ALL PROPOSERS
PROJECT: Civic Center Master Plan
ADDENDUM NO. 1
This is a modification to the proposal package for the project identified above. The attached are additions, revisions, and clarifications to the “Contract Documents” and shall become a part of the “Contract Documents”. All proposers are required to incorporate all necessary changes, additions, or deductions into their proposals. This Addendum includes the following:
1. Sign in Sheet:
Attached is a copy of the sign in sheet from the mandatory pre-proposal conference held on May 16, 2023 in the Council Chambers.
All other aspects of the documents pertaining to this project remain in effect and applicable.
Sincerely,
Grissel Chavez
Deputy City Manager
The proposer shall individually identify and acknowledge receipt of all addenda by signing and enclosing each addendum form in his/her proposal submittal. Failure to do so may result in a disqualification of his/her proposal. ______________________________ _______________
Signature Date
6/13/2023
K.1 REQUIRED FORMS 41
May 25, 2023
NOTICE TO ALL PROPOSERS
PROJECT: Civic Center Master Plan
ADDENDUM NO. 2
This is a modification to the proposal package for the project identified above. The attached are additions, revisions, and clarifications to the “Contract Documents” and shall become a part of the “Contract Documents”. All proposers are required to incorporate all necessary changes, additions, or deductions into their proposals. This Addendum includes the following:
1. Responses to Questions:
Attached are the City’s responses to proposers submitted by the May 18, 2023 due date.
2. Revised Request for Proposals
Attached is the updated RFP showing revisions in track changes format. This RFP replaces the original RFP released May 5, 2023.
All other aspects of the documents pertaining to this project remain in effect and applicable.
Sincerely,
Grissel Chavez
Deputy City Manager
The proposer shall individually identify and acknowledge receipt of all addenda by signing and enclosing each addendum form in his/her proposal submittal. Failure to do so may result in a disqualification of his/her proposal. ______________________________ _______________
Signature Date
6/13/2023
42 JOHN KALISKI, FAIA, NCARB
MANAGING PRINCIPAL
K.2 RESUMES OF KEY STAFF
Since graduating from Yale Architecture School in 1982, John Kaliski has had a diverse career as an architect, urban designer, teacher, and writer. Before starting his own practice, his professional work included five years as a designer at Skidmore Owings Merrill, first in Houston, then in Los Angeles, followed by five years as Principal Architect of the Community Redevelopment Agency of the City of Los Angeles. He began a private practice in 1993 as a principal of AIJK. In 1994, he was recognized by TIME as one of fifty leaders who will shape the twenty-first century. Four times a Fellow of The Mayor’s Institute on City Design, he served as President in 2009 of the Los Angeles Chapter of the American Institute of Architects (AIA). His writings on cities and architecture have appeared in Design Book Review, the Harvard Graduate School of Design Magazine, ARCA, California Architect, Log and Cite, as well as the co-authored book, Everyday Urbanism, published in 1999 and 2009. He has taught history, theory, and studios at UCLA, USC, Cal Poly Pomona, SCI-Arc, The University of Houston, and The University of Michigan.
Since founding John Kaliski Architects in 2000, John’s work has included design guidelines for the Hollywood Boulevard District, a vision plan for Los Angeles’ Crenshaw community, the Ocean Park Boulevard Complete Green Street, design of affordable small lot subdivision townhomes for Enterprise Foundation, continuing design of non-profit medical clinics for Mission City Community Network, the urban design of Metro’s East San Fernando Valley Transit Corridor project, private homes, and over 1,000 units of multi-family housing. His design work and writings have been recognized with awards from the AIA and the American Planning Association.
On both urban design and architecture projects, John seeks to critically integrate client as well as public concerns and aspirations into practicable design outcomes. With three decades of experience working with and for clients and communities, John has developed the insight to bring together multiple viewpoints into constructible architecture and urban design that celebrates enduring community making.
SELECTED PROJECT EXPERIENCE
• Fullerton Rail District Specific Plan (2020–2021)
• Thousand Oaks Downtown Core Master Plan (2017–2018)
• Park 101 and Hollywood Central Park Enhanced Infrastructure Financing District Feasibility Study (2015–2016)
• Hollywood Boulevard District & Franklin Avenue Design District Urban Design Plan (2018–2020)
• El Segundo Smoky Hollow Specific Plan (2014–2018)
• Los Angeles LA Plaza de Cultura y Artes Master Plan And Design Standards (2014)
• Santa Monica Memorial Park Neighborhood Plan (2013–2015) • East San Gabriel Valley Area Plan (2021–2022)
EDUCATION
Master of Architecture
Bachelor of Arts, Architecture
Yale University
New Haven, Connecticut
REGISTRATIONS
Professional Architect
California #C17945
PROFESSIONAL AFFILIATIONS
Fellow, American Institute of Architects,
Los Angeles
Member, National Council of
Architectural Registration Boards
Member, American Planning Association
Member, Southern California Association
of Non-Profit Housing
Member, Windsor Village Historic
Preservation Overlay District Advisory
Board
YEARS OF EXPERIENCE
39 K.2 RESUMES OF KEY PERSONNEL
43 JOHN KALISKI, FAIA, NCARB
MANAGING PRINCIPAL
G.1 RESUMES OF KEY STAFF
CURRICULUM VITAE
FOCUS AND WORK
Urban and environmental design (urban design standards and guidelines, urban design policy, transit-oriented design, and public realm design), design facilitation (workshops and public meetings), architecture (affordable and infill housing, mixed-use projects, and architecture for non-profits), and urban design theory and history (writing and lecturing).
PROFESSIONAL REGISTRATION
State of California Architecture License C17945
PROFESSIONAL EXPERIENCE
John Kaliski Architects and URBAN STUDIO
Los Angeles, California: 2000–present
Principal
Department of Urban and Regional Planning, UCLA
Los Angeles, California: 2012–2018
Adjunct Faculty
Price School of Public Policy, University of Southern California Los Angeles, California: 2009–2014
Faculty
College of Architecture and Environmental Design, California Polytechnic University Pomona Pomona, California, 2000–2004
Faculty
Southern California Institute of Architecture (SCI-Arc) Los Angeles, California, 1993–2001
Faculty
Aleks Istanbullu John Kaliski Architecture and City Design Santa Monica, California: 1993–2000 Principal
Community Redevelopment Agency of the City of Los Angeles (CRA/LA) Los Angeles, California: 1988–1993
Principal Architect
Skidmore, Owings and Merrill (SOM)
Los Angeles and Houston, Texas: 1984–1988
Architectural Designer
G.1 RESUMES OF KEY STAFF 44
University of Houston College of Architecture
Houston, Texas: 1982–1984
Assistant Professor
EDUCATION
Yale University
New Haven, Connecticut
Masters of Architecture: 1982
Bachelor of Arts (Architecture): 1978
PUBLISHED WRITINGS
1. “Your Next Front Yard” with Takako Tajima, Hancock Park Garden Club, 2017.
2. “A Substantive Design Man: John Leighton Chase, 1953–2010”, California Planning and Development Report, August 26, 2010.
3. “Why Signs? Why Now?” FORM Magazine: Pioneering Design, March/April 2009.
4. “Democracy Takes Command: New Community Planning and the Challenge to Urban Design” Urban Design, edited by William Saunders and Alex Kreiger, University of Minnesota Press, 2009.
5. “Nine in ‘09 for Los Angeles Architecture and Urban Design” FORM Magazine: Pioneering Design, January/ February 2009.
6. “A Babylon of Signs” written with Lorraine Wild, Design Observer (www.designobserver.com), January 2009.
7. “Design and Democracy Matters” “MiniCity: The Mini Mall in Los Angeles.” Everyday Urbanism (updated and expanded), edited by John Chase, Margaret Crawford, and John Kaliski . New York: Monacelli, 2008
8. “Everyday Urban Design” Writing Urbanism: A Design Reader, edited by Douglas Kelbaugh and Kit McCullough, Routledge, 2008.
9. “Democracy Takes Command”, Harvard Design Magazine 22, edited by William Saunders, Spring/Summer 2005.
10. “The Discontents and Pleasures of L.A. Now.” L.A. Now, edited by Richard Koshalek, Thom Mayne, and Dana Hutt, University of California Press, 2002.
11. “Measure your Urbanism”, Cite 53, Summer 2002.
12. “The Present City and the Practice of City Design.” Everyday Urbanism, edited by John Chase, Margaret Crawford and John Kaliski. New York: Monacelli, 1999.
13. “Making a Happening Main Street”, Cite, Houston, Texas, Fall 1999.
14. “Critique”, Architectural Record, June 1999.
15. “The City,” edited by Allen J. Scott and Edward W. Soja, Harvard Design Magazine, Winter/Spring 1998.
16. “Reading New Urbanism”, Design Book Review, Winter 1997.
17. “On Urban Making and the Craft of City Design”, California Architect, May 1994.
18. “Diversity/Prejudice and the Overcoming of an Architecture of Control”, form: Supplement, September 1993.
19. “The Shape of Los Angeles’ Millennial Future.” The Edge of the Millennium. New York: Wilson Guptal Books, 1993.
20. “Re-Visualizing The Dream: Los Angeles and the Future of the Single Family House.” RE: American Dream.
Princeton: Princeton Architectural Press, 1993.
21. ”Remaking L.A.: Global Villages” by Aaron Bretsky (featuring John Kaliski), The Los Angeles Times Magazine, December 13, 1992
G.1 RESUMES OF KEY STAFF 45
22. “Design for Housing: It’s Good to be Modern Again”, LA Architect, February 1991.
23. “Downtown Views, Will the Center Hold?”, Angeles, February 1991.
24. “Houston Architectural Guide” by Steven Fox, Cite, Winter 1991.
25. “A Discourse on Critical Digression”, LA Forum Newsletter.
26. “Towards Designed Public Space in Los Angeles”, LA Forum Newsletter, #6.
27. “Building Politics: The Role of the Architect/Urban designer”, LA Architect, October 1990.
28. “Good City Form” by Kevin Lynch, LA Architect.
29. “City Myth, City Reality, and City Voice in Houston”, Cite, Spring/Summer 1988.
30. “Shaping Things to Come” with Marc Futterman, LA Architect.
31. “Towers of Babble: Burton Pike’s The Image of the City in Modern Literature”, LA Architect, January 1988.
32. “On the Boulevard: Mclarand, Vasquez and Partner’s Wilshire Courtyard”, LA Architect, January 1988.
33. “The Braude/Yaroslovsky Planning Motions: Exalting the Present of Planning the Future” with Aleks Istanbullu and Robert Schaefer, LA Architect, June 1987.
34. “The Downtown Bypass: Is this Operation Necessary?” LA Architect, July 1986.
35. “Master Johnson’s House of Education”, Cite, Summer 1986.
36. “Letter form Los Angeles”, Texas Architect, February 1986.
37. “Houston in the Rear-View Mirror”, Cite, Winter 1985/1986.
38. “City Building in the New South: The Growth of Public Services in Houston, 1830-1915” by Harold Platt, Cite, Fall 1985.
39. “Crabbing about Preservation” with Stephan Fox, Cite, Summer 1985.
40. “Bread and Butter Improvements: A Courthouse Beautification”, Cite, Spring 1985.
41. “Houston, How and Why”, Texas Architect, September/October 1985.
42. “The Wright Stuff: Houston’s Natural House”, Cite, Fall 1984.
43. “Great from Afar, Far from Great: Helmut Jahn’s Southwest Center”, Cite, Summer 1984.
44. “United General Insurance Company”, Texas Architect, March/April 1984.
45. “Diagrams of Ritual and Experience: Learning from the Park Regency”, Cite, Summer 1984.
LECTURES, SYMPOSIUMS, CHARRETTES, WORKSHOPS (PARTIAL LISTING) • MICD East, Mayor’s Institute on City Design, Graduate School of Architecture, Planning, and Preservation, Columbia University, New York, New York, December 14-16, 2011, Resource Team Member • Merhav - Movement for Israeli Urbanism (MIU), Israeli Mayor’s Institute on City Renewal, Tsefat, Israel, November 14 – 16, 2010, Resource Team Member
• Cal Poly Pomona, Pomona, California, “When all else fails…what about Plan B?”, October 29, 2010, Lecture • Cal Poly Pomona, Los Angeles, California, “The Future of the Los Angeles City Planning Department (and the City of Los Angeles)”, August 4, 2010, Panelist
• MICD West, Mayor’s Institute on City Design, Phoenix Urban Research Laboratory, Arizona State University, Phoenix, Arizona, March 10-12, 2010, Resource Team Member • Woodbury University, Burbank, California, “New Properties: Contemporary Ideas for the Future of Urban Cities in the American West”, March 2009, Panelist
• University of Kansas, Lawrence, Kansas, “Minicity: The Architecture and Urbanism of Convenience”, February 2009.
• Scottsdale Museum of Contemporary Art, Scottsdale, Arizona. “Minicity: The Architecture and Urbanism of Convenience”, lecture, November 2008
G.1 RESUMES OF KEY STAFF 46
• Rice University, “Good City, Good Citizen: Vision”, civic forum, July 2008. • The Los Angeles Region Planning History Group, Huntington Library, Pasadena, California. “The Architecture of Place and the Architecture of Object: The Uses of Invention and Convention”, panelist, June 2008. • K-8 Charette: Movement for Israeli Urbanism, Kiryat Shmona, Israel, participant, December 2007 Pacific Design Center, “Public Space LA!”, panelist, October 2007
• Bauhaus University Weimar, International European Urban Model Projects Forum, participant, February 2007 • Parsons the New School for Design, New York, “Democracy and Design Matters”, lecture, December 2006. • Congress for the New Urbanism, Pasadena, California, “Minicity”, presentation, June 2005. • Westside Urban Forum, Los Angeles, “Can the New Urbanism Work in the Old Suburbanism?”, panelist, April 2005.
• AIA Los Angeles, Architecture + Design Museum, “NIMBYism: How Do We Get Beyond It?”, panelist, January 2005.
• Bauhaus Universitat Weimar, “Everyday Urbanism”, lecture, November 2002. • Livable Places Design Walk, Los Angeles, “Rewriting the Rules: The Architects Role in Shaping Projects, panelist, May 2002.
• MICD, Mayor’s Institute of City Design: La Jolla, 2000 • “Exploring New Urbanism”, Participant, Harvard GSD, Spring 1999 • LA River Charrette, Participant, 1998
• Urban Design Charrette, Leader, University of Washington, Spring 1998 • MICD, Mayor’s Institute on City Design: Charlottesville, Virginia, 1998. • Museum of Contemporary Art (MOCA) Architecture and Design Council, Los Angeles, “The Shape of the City”, June 1993.
• Low Income Services Corporation (LISC), “Crenshaw Council District 10 Planning Charrette”, team leader, May 1993.
• MOCA, “Art Talks”, “Louis I. Kahn’s Urban Projects”, March 1993, • City of South Pasadena Planning Commission, “Design Review and the Hollywood Boulevard District Urban Design Plan”, March 1993.
• California Polytechnic University, College of Environmental Design, Pomona, “The Shape of Los Angeles’ Millennial Future”, February 1993.
• University of California San Diego (UCSD) School of Architecture, “Borderlines” charrette participant, December 1992.
• UH College of Architecture, “Why Plan What?”, symposium participant, October 1992. • Mayor’s Design Lecture Series, Los Angeles, “The Shape of Los Angeles’ Millennial Future”, April 1992. • Pacific Design Center Westweek, West Hollywood, CA, “Editorial Directions”, symposium moderator, March 1992.
• Fifth Annual West Hollywood Urban Design Conference, West Hollywood, “Are Mass Transportation and Freeways the Only Game in Town?”, symposium participant, March 1992. • Cooper Hewitt Museum, New York, “The Edge of the Millennium: The City, Spirit and Form”, symposium participant, January 1992.
• UCSD School of Architecture, “Converging Lines”, symposium participant, November 1991. Los Angeles Cultural Affairs Department, “RE: American Dream”, symposium moderator, August 1991. • American Institute of Architects (AIA), Los Angeles Chapter, “Focus on Architecture and Urban Design”, symposium participant, June 1991.
• Sci-Arc, “Dialogue on Creative Real Estate Investment”, symposium participant, June 1991. • University of Southern California (USC), Los Angeles, “Art in Public Places Conference, invited workshop participant, May 1991.
G.1 RESUMES OF KEY STAFF 47
• MOCA, Art Talk’s “MOCA / Downtown: Museums of Urban History”, April 1991. • Los Angeles Tall Buildings Structural Design Council, Los Angeles, “Second Conference on Tall Buildings in Seismic Regions”, symposium participant, May 1991.
• AIA Los Angeles Chapter, “AIA Regional Urban Design Committees Annual Meeting”, symposium participant, October 1990.
• SCI-Arc, “The Draft Hollywood Boulevard District Urban Design Plan”, October 1990. • City of Frankfurt, Federal Republic of Germany, “Grungurtel Design Workshop,” team leader, September 1990. • University of California Los Angeles Graduate School of Architecture and Urban Planning, “siteWORKS”, symposium participant, May 1990.
• Pacific Design Center, “LA21: A Vision of the Future and Those Who Will Make the Design Difference in the Next Century”, symposium participant, March 1990.
• California Institute of the Arts (Cal Arts), Los Angeles, “The Design of LA”, symposium moderator, February 1990.
• Pacific Southwest Regional Council of the National Association of Housing and Redevelopment Officials (NAHRO), San Diego, “Urban Design Considerations in Redevelopment Project Areas and the 24 Hour Downtown”, symposium participant, November 1988.
• USC, Lusk Center for Real Estate Development, “Developing an Urban Quality of Life”, symposium participant, November 1988.
• The Los Angeles Historic Theater Foundation, Los Angeles, “Why Downtown Entertainment Districts Make Sense”, symposium participant, August 1988.
• College Art Association, Houston, “Houston: the Making of a City”, symposium participant, February 1988. • The Cooper Hewitt Museum, “Finding Voice in Houston”, lecture, March 1986. • UH College of Architecture, “Reconsidered Modernism”, symposium moderator, November 1984. American Collegiate Schools of Architecture (ACSA)/AIA Regional Conference, Austin, Texas, Houston’s Natural House”, lecture, October 1984.
• Rice Design Alliance (RDA), Houston, “The Role of the Press/Criticism in Architecture”, organizer, January 1984.
• UH College of Architecture, “The Meaning of Gothic and the Idea of Modern”, lecture, March 1983. • UH College of Architecture, “Skyscrapers of the 1950s: Questions Concerning a Tradition of Design Competence”, lecture, June 1982.
ACADEMIC APPOINTMENTS AND JURIES
• City of Los Angeles Mayor’s Design Advisory Panel: 2009 • Lecturer, University of Southern California College of Architecture, “Architecture in the Urban Landscape”, Spring 2009–Spring 2011
• California Polytechnic University Pomona (Cal Poly Pomona), Visiting Design Studio Faculty, Winter 2004, Winter 2005, and Winter 2006.
• University of Michigan, Distinguished Urban Design Critic, Spring 2000. • National AIA Design Awards, Urban Design Juror, 1998
• Southern California Institute of Architecture, Design Studio Faculty and History/Theory Faculty: 1987–2001. • Progressive Architecture Annual Awards, Urban Design Juror: 1992. • University of Southern California College of Architecture, Adjunct Faculty: Fall 1992. • UH College of Architecture, Assistant Professor: 1982–1985. • AIA/San Antonio Chapter, San Antonio, Texas Chapter Awards, Juror: 1984. • Academic Juror: Cal Poly Pomona, Kansas University, Rice University, Texas A&M, University of Cincinnati, G.1 RESUMES OF KEY STAFF 48
UCLA, University of Houston, University of Southern California, Yale.
ORGANIZATIONS
• American Institute of Architects Los Angeles: Fellow, 2020; President, 2009; Vice President, 2008; Member, Board of Directors 2006–2007; Chair Political Outreach Committee, 2005; Vice Chair Political Outreach Committee, 2004.
• American Planning Association: Member, 2017–present.
• Southern California Association of Non-Profit Housing: Member, 2018–present • Wilshire Park, Country Club Park, and Windsor Village Historic Preservation Overlay District Advisory Board:
Member, 2015–present.
• University Park Historic Preservation Overlay Zone Advisory Board: Member, 2000–2003. • St. Elmo’s Village: Member, Board of Directors, 1999–2009 • American Institute of Architects National Regional and Urban Design Committee: Chair, 1995; Member, Advisory Board, 1992–1998.
• The Los Angeles Forum for Architecture and Urban Design: Member, Board of Directors, 1989–1994. • Museum of Contemporary Art, Los Angeles: Architecture and Design Council, Board Member, 1993. • American Institute of Architects Los Angeles Urban Design Committee: Chair, 1987. • LA Architect: Member, Editorial Board, 1987–1994.
• Rice Design Alliance: Member, Board of Directors, 1983–1985. • Cite: Chairman, Editorial Board, 1984–1985.
AWARDS
• American Planning Association Los Angeles, Urban Design Award of Merit for City of Downey Single-Family Residential Design Guidelines, 2022 (with City of Downey). • American Institute of Architects Cincinnati, Certificate of Appreciation, February 2005. • Progressive Architecture Award, MTA Pedestrian Bridge, 2000 (with Morphosis). • American Planning Association Houston Section Highest Honor for Journalism, “The Main Idea: A Competition for Remaking Main Street”, 1999.
• American Planning Association Houston Section Highest Honor for Strategic Planning, The Houston Framework, 1998.
• Time Magazine’s “50 For the Future: Roster of America’s most promising leaders age 40 and under”, December 5, 1994.
• National Endowment for the Arts Individual Project Grant, “An Urban Design Manual for Los Angeles Boulevard Corridors”, 1992.
• Christopher Tunnard Memorial Scholarship, Yale University (presented for outstanding academic performance in planning), 1982.
EXHIBITIONS
• “Unfinished Business: 25 Years of Discourse in Los Angeles”, WUHO Gallery, Los Angeles Forum for Architecture and Urban Design, Hollywood, California, July–August 2012 • “A Place in the Sun: Visualizing Los Angeles Public Spaces”, The Armory Center for the Arts, Pasadena, CA, June 27–August 8, 1998
• “101 New Blood”, Pacific Design Center, Yale University, 1998–99 G.1 RESUMES OF KEY STAFF 49
EDUCATION
Master of Architecture
Bachelor of Science, Architecture
University of Michigan
Ann Arbor, Michigan
REGISTRATIONS
LEED AP Neighborhood Development
AWARDS
2021 Transportation Planning Award,
APA Los Angeles Section for “Complete
Our Streets – Burbank Citywide
Complete Streets Plan
2020 Merit Award, American Planning
Association – Inland Empire Section,
South Colton Livable Corridor Plan
PROFESSIONAL AFFILIATIONS
Member, American Planning Association
YEARS OF EXPERIENCE
6 Amee Bhatt joined JKA in 2021 with five years of experience in architecture, urban design, and planning. At JKA, Amee manages all urban design projects.
For the East San Gabriel Valley Area Plan, she worked on the Community Character and Design Element, which involved an analysis of residential, commercial and public realm patterns of 24 unincorporated communities and the creation of goals, policies, and actions to enhance the evolving landscape.
Amee has authored multi-family and mixed-use objective design standards that comply with SB9 and maintain the character of single-family neighborhoods in El Segundo. She has also developed building prototypes and calculated opinions of cost for economic feasibility studies for a Beverly Hills Unified School District-owned site exploring multi-family housing alternatives.
In her previous experience as an Urban Designer at Dudek, Amee made key contributions to projects throughout Southern California, including the City of Burbank Complete Streets Plan, Mira Mesa Community Plan Update, South Colton Livable Corridor Plan, Oso Creek Golf Course and Open Space Vision Plan in the City of Mission Viejo, and the Meadows Specific Plan in Sierra Madre.
Amee places a special emphasis on the quality of the public realm and pedestrian experience and strives to create active, engaging, and sustainable places drawing on her skills as an urban designer.
SELECTED PROJECT EXPERIENCE
• East Palmdale Boulevard & 40th Street East Masterplan (2023) • Beverly Hills Unified School District Feasibility Study (2022) • East San Gabriel Valley Area Plan (2021–2022)
• El Segundo Multi-Family Housing Design Standards (2023)) • Metro Joint Development Housing Accelerator Strategic Planning (2022) • El Segundo SB9 Unit Study and Design Recommendations (2021) • Santa Barbara Economic Feasibility Study (2021)
• Palmdale Multi-Family and Mixed-Use Design Standards (2021–2022)
AMEE BHATT, LEED AP ND
URBAN DESIGN PROJECT MANAGER
G.1 RESUMES OF KEY STAFF 50
CURRICULUM VITAE
PROFESSIONAL EXPERIENCE
John Kaliski Architects, Urban Design Project Manager: 06/2021–Present • Parsed State legislation and city zoning code, produced an Existing Conditions, Findings, and Considerations Report, developed recommendations, and drafted an ordinance amending the City of El Segundo’s existing zoning code to accommodate for urban lot splits in the City’s residential neighborhoods under SB9 • Responsible for the development of design standards and guidelines for multiple planning projects • Drafted the Community Character and Design Element for the East San Gabriel Valley Area Plan, consisting of a summary of existing residential, commercial, and public realm character of 24 unincorporated communities in the East San Gabriel Valley and correlating community findings, goals, and policies Dudek, Urban Designer: 02/2019–05/2021
• Analyzed existing conditions of the city, organized and participated in community outreach events, and prepared the layout and drawings for the Burbank Complete Streets Plan • Developed design studies for the City of Fullerton’s Housing Incentive Overlay Zone Analysis • Researched precedents, contributed to the schematic design, and prepared framework diagrams for the Mira Mesa Community Plan Update
• Prepared renderings, community outreach displays, and the layout for the final South Colton Livable Corridor Plan
• Identified key observations and principles of the project site, prepared presentations for both internal and public meetings for the Oso Creek Golf Course and Open Space Vision Plan in Mission Viejo, CA Design Earth, Research Assistant: 05/2018-08/2018
• Curated a collection of scholarly work that correlated climate change with architectural representation IBI Group, Architectural Designer: 2015-2016, Summer 2017 • Designed and managed the United Way Torch flame project in downtown Detroit • Collaborated with MIG Construction to create construction documents for renovations and additions to the Motor City Casino in Detroit, MI
• Contributed to the programming, master planning, and schematic design for various commercial and industrial projects, with leadership in the design of the King Abdullah Economic Center Mosque • Managed the “D-90 Initiative,” a collection of research and internal presentations for company awareness about Detroit and its potential for business (Summer 2017)
EDUCATION
The University of Michigan
Ann Arbor, Michigan
Master of Architecture: 2018
AMEE BHATT, LEED AP ND
URBAN DESIGN PROJECT MANAGER
G.1 RESUMES OF KEY STAFF 51
The University of Michigan
Ann Arbor, Michigan
Bachelor of Science, Architecture: 2014
SKILLS
• Software: 3D Printing (MakerBot), Adobe Creative Suite, ArcMap, AutoCAD, Lumion, Microsoft Office, Revit, Rhino (+VRay for Rhino), Sketchup
• Architecture and Design Skills: Sketching, Physical Model Making, 3D Modeling, Renderings, Architectural Drafting, Map Making
• Language: English (primary), Gujarati, Hindi
ORGANIZATIONS
• NCARB: 2014-Present
• American Planning Association: Member, 2022-Present
G.1 RESUMES OF KEY STAFF 52
EDUCATION
Bachelor of Science,
Urban and Regional Planning
California Polytechnic University
Pomona, California
CERTIFICATIONS/REGISTRATIONS
Certified Professional in Stormwater
Quality
California #0854
Qualified SWPPP Practitioner/Developer
California #22862
Envision Sustainability Professional
#20912
Crime Prevention Through
Environmental Design
#23675179
Patrick coordinates and manages site development projects with an emphasis on ensuring the right resources are assigned to the project. His skill set includes managing the design process for conformance to standards and policies. In addition, Patrick guides projects through the plan check approvals process gaining consensus. Patrick has served as project director on major site development projects providing utility reports, utility design and relocation; street improvement and widening; third party approvals; and other civil tasks. He has worked on various infrastructure projects, commercial retail, and multi-story residential projects, such as the Rose Bowl Pavilion and Concourse Improvements, Expo Maintenance Light Rail Facility, and Metro Division 13 Bus Maintenance Facility. In these large complex campus-type projects, his tasks included researching and documenting existing utilities slated for relocation, addressing stormwater issues, civil and utility design, stormwater management, and plan approvals. His skillsets also include site planning and design with an emphasis on safety through Crime Prevention Through Environmental Design (CPTED).
SELECTED PROJECT EXPERIENCE
• Southern California Association of Governments (SCAG), Fullerton Rail District Specific Plan, Fullerton, CA – Project Manager • LA Metro, North Hollywood to Pasadena BRT Planning and Environmental Study, Los Angeles to Pasadena, CA – Project Engineer
• LA Metro, El Monte Station, El Monte, CA – Project Manager* • LA Metro, Willowbrook/Rosa Parks Station Improvement Project Design and Engineering Services, Los Angeles, CA – Project Manager • LA Metro, Sustainability Program Assistance, Los Angeles County, CA – Project Manager
• Gensler, LA Metro, Cesar E Chavez Avenue Transit Center, Los Angeles, CA – Project Manager
• LA Metro, Rail to Rail Segment A Design, Los Angeles, CA – Project Manager
• City of Artesia, Norwalk Boulevard Construction Support Services, Artesia, CA – Project Manager
• Trammell Crow Company, District NoHo Transit Center, Los Angeles, CA – Project Manager
• City of San Clemente, East Avenida Cordoba Drainage Study, San Clemente, CA – Project Manager
• Rose Bowl Operating Company, Rose Bowl Pavilion and Concourse Improvement, Pasadena, CA – Project Manager
• Foothill Transit, Pomona Transit Center Improvements, Pomona, CA – Project Manager*
• City of Pasadena, Rose Bowl Renovation and Tenant Improvements, Pasadena, CA – Project Manager*
*Prior to joining Kimley-Horn
PATRICK WONG, CPD, CPSWQ, QSD/P, ENV SP
UTILITIES/INFRASTRUCTURE/GRANTS
G.1 RESUMES OF KEY STAFF 53
EDUCATION
Bachelor of Science, Landscape
Architecture
University of California, Davis
Davis, California
REGISTRATIONS
Professional Landscape Architect
California #4054
LEED Building Design and Construction
#0010222052
PROFESSIONAL AFFILIATIONS
Chair of the Board of Directors. U.S.
Green Building Council – Los Angeles
Member, America Society of Landscape
Architects, Southern California Chapter
YEARS OF EXPERIENCE
30 Gary is a thought leader in sustainability, resiliency, and conservation with over 30 years of experience in landscape architectural design and planning. His interest in drawing and environmentalism as a child led him to a field that he describes as the ‘architecture of living things’ with an immense potential to impact quality of life for future generations. In addition to his extensive expertise in sustainable design and water issues, Gary has led award winning park, multi-family and transit projects throughout Southern California. His design and communication skills enable him to focus and maximize the creative energies of project collaborators toward innovative, yet practical solutions.
Gary’s commitment to environmental advocacy is reflected in his teaching and speaking engagements, as well as his active involvement in the Los Angeles professional sustainability community.
SELECTED PROJECT EXPERIENCE
• City of Santa Monica, Santa Monica City Hall East, Santa Monica, CA – Landscape Principal-in-Charge*
• Los Angeles County, Community Development Agency, Earvin “Magic” Johnson Park, Los Angeles County, Willowbrook Area, CA
– Principal-in-Charge*
• City of Pasadena, Pasadena Playhouse Park, Pasadena, CA – Landscape Architect*
• City of Hope, Duarte Outpatient Clinic, Graff Park, Duarte, CA – Landscape Principal-in-Charge*
• City of Covina, Wingate Park, Covina, CA – Landscape Principal-in-Charge* • City of North Las Vegas, Craig Ranch Regional Park, North Las Vegas, NV – Landscape Architect*
• Los Angeles County Department of Public Works, Los Angeles County Department of Public Works Headquarters Arboretum, Alhambra, CA – Landscape Principal-in-Charge*
• Judicial Council of California, Menifee Justice Center, Menifee, CA – Principal-in-Charge*
• Los Angeles Unified School District, Marshall High School Historic Tower Repair, Los Feliz, Los Angeles, CA – Landscape Architectural Designer and Landscape Architect of Record*
• City of Hermosa Beach, Hermosa Beach Climate Change Adaptation and Resiliency Measure to Address Coastal Flooding, Hermosa Beach, CA – Principal-in-Charge*
• California State University San Jose, Student Recreation and Aquatics Center, San Jose, CA – Landscape Project Manager*
• University of Southern California, Sustainability Guidelines, Los Angeles, CA – Landscape Principal-in-Charge*
*Prior to joining Kimley-Horn
GARY LAI, PLA, LEED AP BD+C
LANDSCAPE ARCHITECTURE/PARK PLANNING/
SUSTAINABILITY DESIGN
G.1 RESUMES OF KEY STAFF 54
EDUCATION
Master of Arts, Urban Planning
Texas A&M University
College Station, Texas
Bachelor of Arts, Urban Planning
School of Planning and Architecture
New Delhi, India
Rajat is an experienced professional with extensive experience with traffic operation analysis projects across California, primarily in Los Angeles, Orange, Riverside, and San Bernardino Counties. He has managed and worked on traffic impact studies, corridor studies, interchange studies, transit planning, and construction staging analysis projects. His experience includes developing microsimulation networks of complex urban freeways and arterial corridors with transit networks to perform system-level planning and operational analysis.
SELECTED PROJECT EXPERIENCE
• City of Hawthorne, On-Call Traffic Engineering Services, Hawthorne, CA – Analyst
• City of Laguna Niguel, On-Call Traffic Engineering Services, Laguna Niguel, CA – Analyst
• City of Santa Maria, Santa Maria Airport Business Park Specific Plan, Santa Maria, CA – Analyst
• Caltrans District 7, I-10 Comprehensive Corridor Plan, Los Angeles County, CA – Lead Analyst*
• LA Metro Pacific Coast Highway (PCH) Feasibility Study, Hermosa Beach, CA – Project Manager*
• Los Angeles Bureau of Engineering (LABOE) Huntington Drive Multi-Modal Transportation Improvement Project, CA – Project Manager* • City of Long Beach, TIA Guidelines and TIF Study, Long Beach, CA – Lead Analyst*
• Los Angeles City Planning (LADCP) Harbor Gateway and Wilmington Harbor Community Plans EIR, Los Angeles, CA – Project Manager * • Caltrans District 7, I-405 Congestion Reduction Analysis, Los Angeles County, CA – Lead Analyst*
• Port of Long Beach (POLB), Gerald Desmond Bridge Replacement VISSIM Analysis, Long Beach, CA – Lead Analyst*
• POLB, Pico Avenue Detour Analysis, Long Beach, CA – Lead Analyst* • County of Los Angeles, SR-91/I-710 Interchange PSR/PDS, Los Angeles County, CA – Project Manager*
• POLB, Pier B Rail Program Grant Application, Long Beach, CA – Lead Analyst*
• LA Metro, I-605 Corridor Improvement Study PAED, Los Angeles County, CA – Lead Analyst*
• County of Los Angeles, SB 605 Beverly Boulevard IC Improvement PAED, Los Angeles, CA – Lead Analyst*
*Prior to joining Kimley-Horn
RAJAT PARASHAR
TRAFFIC CIRCULATION/STUDY; TRANSIT/MOBILITY
G.1 RESUMES OF KEY STAFF 55
EDUCATION
Master of Urban and Regional Planning
University of Minnesota
Minneapolis, Minnesota
Bachelor of Arts, Geography and History
Gustavus Adolphus College
St. Peter, Minnesota
REGISTRATIONS
American Institute of Certified Planners
# 027891
Matt is a planner with experience in parking planning, mobility planning, and GIS analysis. Matt specializes in the development of community plans that thoughtfully consider the interrelationship between mobility and land use. His time at Kimley-Horn has been focused on improving public policy decision making through spatial analytics, scenario planning, and geographic information systems. His familiarity with urban mobility enhancements, parking demand analyses, corridor planning, and mobility studies will prove essential to integrating each modal component into comprehensive mobility recommendations.
SELECTED PROJECT EXPERIENCE
• University of California Los Angeles (UCLA) Parking Demand Study, Los Angeles, CA – Project Manager
• City of Carlsbad Parking Management Plan, Village and Barrio, Carlsbad, CA – Project Planner
• SANDAG, San Diego and Western Riverside Counties Regional Park & Ride Strategy, San Diego/Western Riverside, CA – Project Manager • SANDAG, Regional Parking Management Toolkit, San Diego, CA – Project Planner
• City of San Diego, Balboa Avenue Transit Station Specific Plan, San Diego, CA – Project Planner
• City of San Diego, Mira Mesa Community Plan Update, San Diego, CA – Project Planner
• City of San Diego, University Community Plan Update, San Diego, CA – Project Planner
• SANDAG, Mid-Coast Corridor Mobility Hub Implementation Strategy, San Diego, CA – Project Planner
• SANDAG, Intraregional Tribal Transportation Strategy (ITTS), San Diego, CA – Project Planner
• LA Metro, Wilshire BRT Before and After Study, Los Angeles, CA – Project Planner
• SANDAG, San Diego Regional Military Multimodal Access Strategy, Greater San Diego Region, CA – Project Planner
• City of Carlsbad Trolley Program Feasibility Study, Carlsbad, CA – Project Manager
• Foothill Transit Planning and Design for West Covina Transit Center, Covina, CA – Project Planner
• Contra Costa Transportation Authority (CCTA), Innovate 680 Program:
Shared Mobility Hubs Project, Contra Costa County, CA – Project Planner
MATT HORTON, AICP
PARKING
G.1 RESUMES OF KEY STAFF 56
EDUCATION
Master of Architecture
Yale University
New Haven, Connecticut
Bachelor of Arts, Architecture
University of California, Berkeley
Berkeley, California
Bachelor of Arts, Theater/Art
Oberlin College
Oberlin, Ohio
REGISTRATIONS
California Architects Board
License No. 24194
NCARB No. 60528
With a conviction that every building deserves to celebrate its purpose and an innovative approach to structural expression, Craig Hodgetts brings a unique ability to unite technology and the user experience to each of his projects. From the acoustic performance of the re-imagined Hollwood Bowl that balances memory with radical technology, to the Wild Beast Pavilion at the gateway of the California Institute of the Arts, he approaches architecture as the ultimate creative discipline, where function, aesthetic power, and craft converge to produce inspiring civic spaces.
With a broad-ranging background in theater arts, automotive engineering, and architecture, anchored by mid-western traditions, Craig Hodgetts brings a seasoned, practical sensibility to the design of significant environments. He is well known for the ingenuity he applies to projects requiring a high degree of technical and aesthetic synthesis. Using an approach that values creative collaboration as well as stakeholder’s input, his ability to synthesize multiple points of view without compromising the design process has resulted in a diverse portfolio of works ranging from the classical presence of the UCLA Gateway, to the eccentric geometry of the Sinclair Pavilion at Art Center College of Design, to the colorful tensile skin of the Towell Library, also at UCLA, to the evocative design of the Menlo Atherton Performing Arts Center. Recent projects have included the winning design for a digital gateway building on Sunset Strip and the well-known retrofit of an 1800 seat state-of-the-art theater/concert hall within the shell of the historic Robert Frost Auditorium in Culver City. Throughout his career, he has been sought after to give dramatic shape to places for performance, study, and exhibition.
Craig’s consulting work beyond architecture has generated a portfolio that includes three United States Patents, academic research for Elon Musk’s Hyperloop Transportation system, and a commissioned proposal for Uber’s intracity eVTOL air taxi service, as well as numerous critical essays and books on James Stirling and science fiction icon Syd Meade. An awardee of the Architecture Medal of the American Academy of Arts and Sciences, and a recipient of UC Berkeley’s Distinguished Alumni Award, he has been invited to create site specific spaces for both the Venice Biennale and the Milan Triennale and honored to be twice appointed Saarinen Professor at Yale University’s School of Architecture.
SELECTED PROJECT EXPERIENCE
• Robert Frost Auditorium of Culver City High School – Creative Director / Partner
• Hyde Park Library, Los Angeles, CA – Creative Director / Partner • LA Arts Park, Los Angeles, CA – Creative Director / Partner • Sinclair Pavilion at Art Center College of Design, Pasadena, CA – Creative Director / Partner
• Hollywood Bowl, Hollywood, CA – Creative Director / Partner • UCLA Towell Library, Westwood, CA – Creative Director/ Partner
CRAIG HODGETTS, FAIA
PRINCIPAL / CREATIVE DIRECTOR
G.1 RESUMES OF KEY STAFF 57
EDUCATION
Master of Architecture
University of California, Los Angeles
Los Angeles, California
Bachelor of Arts, Behavioral Sciences
California State University
Dominguez Hills, California
REGISTRATIONS
California Architects Board, License No
21180
NCARB No. 71820
As Director of Design for HplusF, Fung brings direction, creativity, and high production standards to an architectural practice known for innovation and thoughtful aesthetics. With a refined design sensibility, and cultural sensitivity, Ming has fueled the work of Hodgetts+Fung for more than thirty years, during which the firm has designed numerous high profile civic projects including the UCLA Gateway, plan for the Westwood Campus Entry featuring broad lawns and a formal palm court, and the widely published Egyptian Theater for the American Cinematheque. Noted for her leadership on politically complicated, controversial projects, such as the creation of the new Hollywood Bowl stage and shell, which has become the most successful outdoor venue in the world, Ming is adept at crafting designs which are a win-win for her clients, the stakeholders, and the community.
A recipient of the prestigious American Academy of Rome Architecture Prize, and until recently the Provost at Sci-Arc, she has also designed major exhibitions world-wide, including the United States Library of Congress travelling exhibition on Charles and Ray Eames and California Design, a major exhibition at the Los Angeles Museum Art. As a Principal since the firm’s inception in 1984, Fung has been directly engaged in the execution of all projects, including the award-winning temporary Towell Library at UCLA, the 50-acre master plan for the Los Angeles Arts Park, and the renovation of the Egyptian Theater on Hollywood Boulevard. Among her projects are two libraries for the City of Los Angeles, a new performing arts center for Menlo Park Atherton, California, and the design of the new Hollywood Bowl. The latter is a hallmark of Ms. Fung’s ability to successfully complete a controversial project, which has since become the most successful outdoor venue in the world.
Noted for her leadership on complicated, multi-dimensional projects, such as the Robertson Lane Hotel, which will reconstruct the iconic Factory in West Hollywood, Ms Fung is a seasoned advocate for excellence in the private as well as the civic realm. Action oriented, Ming keeps her focus on the creation of an environment that supports positive relationships as well as satisfying the timeless need for community, place, and delight.
SELECTED PROJECT EXPERIENCE
• Robert Frost Auditorium of Culver City High School / Culver City, CA – Principal, Design Director
• Robertson Lane Hotel / West Hollywood, CA — Principal, Design Director • The NOW on Sunset / Commercial Development / West Hollywood, CA — Principal, Design Director
• Wild Beast / California Institute of Arts / Valencia, CA — Principal, DesignDirector.
• Menlo Atherton Performing Arts Centre / Atherton CA — Principal, Design Director
• California Design / Los Angeles County Museum — Principal, Design Director
HSINMING FUNG, FAIA
PRINCIPAL / DESIGN DIRECTOR
G.1 RESUMES OF KEY STAFF 58
EDUCATION
Master of Public Policy
University of California, Berkeley
Berkeley, California
Bachelor of Arts, Economics
University of California, Santa Cruz
Santa Cruz, California
PREVIOUS EMPLOYMENT
Budget Analyst for City of San Francisco
(1995)
Research Analyst, Fisher Center for Real
Estate and Urban Economics (1994–5)
Business Analyst, Port Authority of New
York/New Jersey (1994)
Reporter, States News Service,
Washington, DC (1989–1992)
As a Managing Principal at EPS, Jason has worked at the firm for over 25 years and has been instrumental in building the firms presence in southern California.
He has extensive professional experience in the areas of real estate market and financial analysis, public finance, and revitalization strategies. He regularly works for both public and private sector clients, focusing on the feasibility and economic implications of individual projects as well as provision of public services and infrastructure to larger areas (e.g., downtowns, corridors, and entire cities). He has also developed specialized expertise with financing strategies to deliver public infrastructure and amenities as well as market economics and potential “spill-over” impacts of a variety community venues, such as performing arts facilities, stadiums and arenas, and outdoor recreation attractions.
SELECTED PROJECT EXPERIENCE
• Napa Valley Expo Master Plan
EPS served as the economic and financial consultant for a comprehensive Master Plan for the Napa County Fair rounds located adjacent to downtown Napa, California. The facility has evolved as a major visitor destination, including BottleRock Napa Valley, a 3-day music, wine, food and brew festival.
• Downtown Livermore Performing Arts and Cinema Analysis Worked with the City and private developers to evaluate a redevelopment plan for downtown Livermore to include a new Performing Arts center and “Art House” theater.
• Financing Strategy to Support Downtown San Jose Arts and Entertainment
EPS was retained by the Greater Downtown Economic Recovery Task Force and City of San Jose to develop a “return to source” financing strategy that would capture and reinvest a portion of taxes and fees generated within the Downtown to foster economic recovery, with a focus on civic, cultural, entertainment and hospitality sectors, including recovery from impact of Covid19 pandemic.
• San Francisco Chase Center Fiscal Impact Analysis and Financing EPS evaluated the fiscal impacts stemming from the operations of the Chase Center, a multi-purpose event center and home to the Golden State Warriors, to support a tax sharing agreement between the City and County of San Francisco and other City departments.
• Oakland Coliseum Advertising Signage and Concessionaire Contract EPS was retained by the Coliseum Authority to negotiate the financial terms and conditions associated with a billboards and signage contract for its parking lot (with visibility along Hwy. 880) as well as evaluate the relative merits of competitive bids for the coliseum concessionaire contract.
• Modesto Regional Sports Facilities Financing
EPS developed a County-wide financing strategy to fund future sports and recreation activities and programs, including a potential regional sports facility, as part of a multi-jurisdictional effort in Stanislaus County, California. The regional sports facility has been completed in Stanislaus.
JASON MOODY
MANAGING PRINCIPAL
G.1 RESUMES OF KEY STAFF 59
EDUCATION
Master of Public Policy
Harris Public Policy at the University of
Chicago
Chicago, Illinois
Bachelor of Arts, International Studies
University of Chicago
Chicago, Illinois
PROFESSIONAL AFFILIATIONS
Member, American Planning Association
Member, Urban Land Institute
Member, NABE Los Angeles
PREVIOUS EMPLOYMENT
Associate, Development Strategies,
Saint Louis, MO (2014-2018)
Policy Intern, Center for Neighborhood
Technology, Chicago, IL (2013)
Research Assistant, Energy Policy
Institute at Chicago, Chicago, IL
(2012-2013)
Julie Cooper joined EPS in 2018, bringing professional experience in land use, economic, and community development consulting. She has provided strategic planning services for a variety of public, private, and institutional clients, including analysis of market and economic conditions, development feasibility, fiscal impact modeling, and policy recommendations. She also has extensive experience in stakeholder and community engagement. Before joining EPS, Julie served as an Associate at Development Strategies, a St. Louis-based consulting firm.
SELECTED PROJECT EXPERIENCE
• Playhouse Village Strategic Plan Fiscal Analysis – Pasadena, CA EPS was hired to provide economic and financial analysis as part of a multi-disciplinary team retained by the Pasadena Playhouse Village Association to develop a strategy to expand the area’s market performance and vibrancy. EPS’s work included a detailed analysis of various City taxes and fees likely to be enhanced by continued development activity in the Village; and research, analysis, and recommendations related to the potential establishment of an EIFD n the Village.
• Tulare Downtown Master Plan – Tulare, CA
EPS is part of a multidisclipinary consultant team preparing an updated Master Plan for Tulare’s historic Downtown. The goals of the Plan are to drive investment and redevelopment of Downtown properties, improve the public and private realm, and leverage adjacent City initiatives (including a publicly-developed amphitheater) to revitalize Downtown into an activity center for residents, workers, and visitors. EPS’s role includes a review of real estate market trends impacting the Downtown and recommendations for economic development initiatives, financial incentives, and financing tools that the City might pursue to achieve the Plan’s goals. • Mira Loma Detention Center Site Market Feasibility Study – Lancaster, CA EPS was engaged by the County of Los Angeles to lead a team in assessing opportunities for redevelopment of the Mira Loma Detention Center site in Lancaster. Study tasks included analysis of existing demographic, market, and site conditions; financial feasibility analysis of potential redevelopment programs for the site; and an implementation plan for a preferred redevelopment program, including potential funding sources. • Olive Corridor Catalyst Sites Strategy – Olivette, MO (with Development Strategies)
The city of Olivette engaged Development Strategies to analyze the market potential for redevelopment of two catalyst sites in the City: the recently-vacated City Hall building and an underdeveloped set of parcels at a highway interchange. EPS tested a number of development types on each site, advised the city on which would be most successful from a market perspective, and estimated the uses’ potential public benefits in terms of increase in municipal revenue generation which could be captured through a TIF district or a CID to support public improvements. Subsequent to completing the strategic plan, Development Strategies served as an advisor to the city during its solicitation of developers for the sites and negotiations with interested parties.
JULIE COOPER
EXECUTIVE VICE PRESIDENT / DIRECTOR OF LOS
ANGELES OFFICE