South Gate City Council
September 23, 2025

6.4.2 The provisions of Subsection 6.4.2 above shall be included in all solicitations or advertisements placed by or on behalf of Consultant for persoru'iel to perforn"i any services under this Agreement. City shall have access to all documents, data, and records of Consultant and its subcontractors for purposes of detemiining compliance with the equal employment opportunity and nondiscrimination provisions of this Section, and all applicable provisions of Executive Order No. 11246 (relating to federal restrictions against discrin"iinatory practices) is available for review and on file with the City Clerk's Office.

6.5 Insurance. Consultant shall submit to City, certificates indicating compliance withthe following minimum insurance requirements no less than one (1) day prior to beginning of perforinance under this Agreement:

6.5.1 Workers Compensation Insurance as required by law. Consultant shall require all subcontractors similarly to provide such workers' compensation insurance for their respective employees.

6.5.2 Comprehensive general and automobile liability insurance protecting Consultant in amounts not less than $1,000,000 for personal injury to any one person, $1,000,000 for injuries arising out of one occurrence, and $500,000 for properly damages or a combined single limit of $1,000,000, with an aggregate of $2,000,000. Each such policy of insurance shall:
(a) Be issued by a financially responsible insurance company or companies admitted and authorized to do business in the State of California or which is approved in writing by City. (b) Name and list as additional insured the City, its officers and employees.
(c) Specify its acts as primary insurance.
(d) Contain a clause substantially in the following words: "It is hereby understood and agreed that this policy shall not be canceled except upon thirty (30) days prior written notice to City of such cancellation or material change. "
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(e) Cover the operations of Consultant pursuant to the tenns of this Agreement.

6.6 Indemnification. Consultant agrees to indeinnify, defend and hold hari'nless City and/or any other City agency, including other employees, officers and representatives, for/from any and all claims or actions of any kind asserted against City and/or any other City agency arising out of Consultant's (including Consultant's employees, representatives, products and subcontractors) negligent perfon'nance under this Agreement, excepting only such claims or actions which may arise out of sole or active negligence of City and/or any other City agency, or any third parties not acting on behalf of, at the direction of, or under the control of Consultant.

6.7 Compliance with Applicable Law. Consultant and City shall comply with all applicable laws, ordinances, and codes of the Federal, State, County and City governu'nents, without regard to conflict of law principles.

6.8 Independent Contractor. This Agreement is by and between City and ConsuItant and is not intended, nor shall it be construed, to create the relationship of agency, servant, employee, partnership, joint venture, or association, as between City and Consultant.

6.8.1 Consultant shall be an independent contractor and shall have no power to incur any debt or obligation for or on behalf of City.

Neither City nor any of its officers or employees shall have any control over the conduct of Consultant, or any of Consultant's employees, except as herein set forth, and Consultant expressly warrants not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any maru'ier employees of City, it being distinctly understood that Consultant is and shall at all tii'nes remain to City awholly independent contractor and Consultant's obligations to City are solely such as are prescribed by this Agreement.

6.8.2 Indemnification of CalPERS Determination - In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is detennined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of City, Consultant shall 6 430
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indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as, for the payment of any penalties and interest on such contributions which would otherwise be the responsibility of City.

6.8.3 Business License Required. According to Title 2.08.40 of the South Gate
Municipal Code, a business license will be required prior to doing business within the City, even if the business is located outside of the City. Verification of a valid South Gate business license will be required prior to start of work and any fees associated with the acquisition or maintenance of such business license shall be the sole responsibility of Consultant.

6.9 Consultant's Personnel.

6.9.1 All services required under the Agreement will be performed by Consultant, or under Consultant's direct supervision, and all personnel shall possess the qualifications, permits and licenses required by State and local law to perform such services, including, without limitation, a City of South Gate business license as required by the South Gate Municipal Code.

6.9.2 Consultant shall be solely responsible for the satisfactory work performance of all personnel engaged in perfomiing services required by this Agreement, and compliance with all reasonable performance standards established by City.

6.9.3 Consultant shall be responsible for payment of all employees' and subcontractors' wages and benefits and shall comply with all requirements pertaining to employer's liability, workers' compensation, unemployment insurance and Social Security.

6.9.4 Consultant shall indemnify and hold harmless City and all other related entities, officers, employees and representatives from any liability, damages, claims, costs, and expenses of any nature arising from alleged violations of personnel practices or of any acts of 7 431
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All City Management Services, Inc.

omissions by Consultant in connection with the work performed arising from this Agreement.
6,10 Copyright. No reports, maps or other documents produced in whole or in part under this Agreement shall be the subject of an application for copyright by or on behalf of Consultant.

6.11 Legal Construction.
6,11,1 This Agreement is made and entered into in the State of California and shall in all respects be interpreted, enforced, and govemed under the laws of the State of California without regard to conflict of law principles.

6.11.2 This Agreement shall be construed without regard to the identity of the persons who drafted its various provisions. Each and every provision of this Agreement shall be construed as though each of the parties participated equally in the drafting of same, and any rule of construction that a document is to be construed against the drafting party shall not be applicable to this Agreement.

6.11.3 The article and section, captions and headings herein have been inserted for convenience only and shall not be considered or referred to in resolving questions of interpretation or constniction.

6.11.4 Whenever in this Agreement the context may so require, the masculine gender shall be deemed to refer to and include the feminine and neuter, and the singular shall refer to and include the plural.

6.12 Counterparts. This Agreement may be executed in counterparts and, as so executed, shall constitute an agreement which shall be binding upon all Parties hereto.

6.13 Final Payment Acceptance Constitutes Release. The acceptance by Consultant of the final payment made under this Agreement shall operate as and be a release of City from all claims and liabilities for compensation to Consultant for anything done, furnished, or relating to Consultant's work or services. Acceptance of payment shall be any negotiation of City's check or the failure to make a written extra compensation claim within ten (10) 8 432
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calendar days of the receipt of that check. However, approval or payment by City shall not constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, sub-consultants and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by City for any defect or error in the work prepared by Consultant, its employees, subconsultants and agents.

6.14 Corrections. In addition to the above indemnification obligations, Consultant shall correct, at its expense, all errors in the work which may be disclosed during City's review of Consultant's report or plans. Should Consultant fail to make such correction in a reasonably, timely manner, such correction shall be made by City, and the cost thereof shall be charged to Consultant.

6.15 Files. All files of Consultant pertaining to City shall be and remain the property of City. Consultant will control the physical location of such files during the term of this Agreement and shall be entitled to retain copies of such files upon termination of this Agreement.

6.16 Waiver; Remedies Cumulative. Failure by a Party to insist upon the performance of any of the provisions of this Agreement by the other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such Party's right to demand compliance by such other Party in the future. No waiver by a Party of a default or breach of the other party shall be effective or binding upon such a Party unless made in writing by such Party, and no such waiver shall be implied from any omissions by a Party to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a Party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any such right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy.
9 )0433
Agreemei'it for Professional Services
All City Mai'iagement Services, Inc.

6.17 Mitigation of Damages. In all such situations arising out of this Agreement, the Parties shall attempt to avoid and minimize the damages resulting from the conduct of the other Party.

6.18 Severability. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

6.19 Attorneys' Fees. The Parties hereto acknowledge and agree that each will bear his or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution oftheAgreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any Party hereto to enforce this Agreement, the prevailing Party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that Party or those Parties may be entitled.

6.20 Entire Agreement and Amendments. This Agreement constitutes the whole agreement between City and Consultant, and neither party has made anyrepresentations to the otherexceptas expressly containedherein. Neither party, in executing or perforining this Agreement, is relying upon any statement or information not contained in this Agreement. Any amendments, changes or modifications to this Agreement must be made in writing and appropriately executed by both City and Consultant.

6.21 Notices. Any notice required to be given hereunder shall be deemed to have been given by email transmission with confiri'nation of delivery and depositing said notice in the United States mail, postage prepaid, and addressed as follows:

TO CITY:

City of Sorith Gate
Darren Arakawa, Cliief of Police
8620 CalifomiaAvenue
South Gate, CA 90280
Email: [email protected]
TEL: (323) 563-5408
WITH COURTESY COPY TO:

City Clerk's Office
Yodit Glaze, City Clerk
8650 CaliforniaAvenue
South Gate, CA 90280
Email: yglaze%ogate.org
TEL: (323)563-9510
10 434
Agreement for Professional Services
All City Management Services, Inc.

TO CONS'[n,TANT:

Demetra Farwell
Corporate Secretary
All City Management Services, Inc.
10440 Pioneer Blvd., Suite 5
Santa Fe Springs, CA, 90670
[email protected]
TEL: (424) 298-9307
6,22 Warranty of Authorized Signatories. Each of the signatories hereto warrants and represents that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign.

6.23 Consultation with Attorney. Consultant warrants and represents that it has consulted with an attorney or knowingly and voluntarily decided to forgo such a consultation.

6.24 Interpretation Against Drafting Party. City and Consultant agree that they have cooperated in the review and drafting of this agreement. Accordingly, in the event of any ambiguity, neitherParty may claim thatthe interpretation of this Agreement shall be construed against either Party solely because that Party drafted all or a portion of this Agreement, or the clause at issue.

7. C ALIFORNIA LEVINE ACT DISCLOSURE STATEMENT. In accordance with California SB1439 extended requirements under Governrnent Code Section 84308, also known as the "Levine Act," a disclosure must be filed of political contributions totaling more than two hundred fifty dollars ($250) within the previous twelve (12) months, and for three (3) months following the date a final decision is made to award an agreement. Therefore, the City requires that Consultant fill out the California Levine Act Disclosure Statement form available on the City website and submit it to the City Clerk's Office prior to the approval of this Agreement.

8. EFFECTIVE DATE. The effective date of this Agreement is July 1, 2025, and will remain in effect through and including June 30, 2026 unless otherwise terminated in accordance with the terms of this Agreement.
[Remainder of page left blank intentionally.]
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Agreement for Professional Services
All City Management Services, Inc.

IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be execttted and attested by their respective officers thereunto duly authorized.

CITY OF SOUTH GATE:

B7:

Maria Davila, Mayor
Dated:

ATTEST:

BY:

Yodit Glaze, City Clerk
(SEAL)
APPROVED AS TO FORM:

BY:

Raul F. Salinas, City Attorney
ALL CITY MANAGEMENT SERVICES, INC.

By: Demur> FavwelL
Demetra Farwell, Corporate Secretary
Dated: September 18, 2025
12 i)
436
Exhibit A

AGREEMENT FOR CROSSING GUARD SERVICES
This AGREEMENT FOR CROSSING GUARD SERVICES (the "Agreement") is datedAugust 12, 2025, and is between the (CITY OF SOUTH GATE) (hereinafter called the "Principal"), and ALL CITY MANAGEMENT SERVICES, INC., a California corporation (hereinafter called the "Contractor")

WITNESSETH
The parties hereto have mutually covenanted and agreed as follows:

1. This Agreement is for a term which commences on or about July 1, 2025, and ends on June 30, 2026, and for such term thereafter as the parties may agree upon.

2. The Contractor will provide personnel equipped and trained in appropriate procedures for crossing pedestrians in marked crosswalks. Such personnel shall be herein referred to as a "Crossing Guard".

The Contractor will perform criminal background checks and confirm employment eligibility through E-Veri'fy on all prospective persoru'iel. The Contractor is an independent contractor and the Crossing Guards to be furnished by it shall at all times be its employees and not those of the Principal.

3. The Principal's representative in dealing with the Contractor shall be designated by the City of South Gate.

4. The Principal shall determine the locations where Crossing Guards shall be furnished by the Contractor. The Contractor shall provide at each designated location personnel properly trained as herein specified for the performance of duties as a Crossing Guard. The Contractor shall provide supervisory personnel to see that Crossing Guard activities are taking place at the required places and times, and in accordance with the terms of this Agreement.

5. The Contractor shall maintain adequate reserve persoru'iel to be able to furnish alternate Crossing Guards in the event that any person fails to report for work at the assigned time and location and agrees to provide immediate replacement.

6. In the performance of its duties the Contractor and all employees of the Contractor shall conduct themselves in accordance with the conditions of this Agreement and all applicable laws of the state in which the Services are to be performed.

7. Persons provided by the Contractor as Crossing Guards shall be trained in all applicable laws of the state in which the Services are to be performed pertaining to general pedestrian safety in school crossing areas.

8. Crossing Guard Services (the "Services") shall be provided by the Contractor at the designated locations on all days in which school is in session in the area under Principal's jurisdiction, The

1.(=1
437
Contractor also agrees to maintain communication with the designated schools to maintain proper scheduling.

The Contractor shall provide all Crossing Guards with apparel by which they are readily visible and easily recognized as Crossing Guards. Such apparel shall be uniform for all persons performing the duties of Crossing Guards and shall be worn at all times while performing said duties. This apparel must be appropriate for weather conditions. The Contractor shall also provide all Crossing Guards with hand held Stop signs and any other safety equipment which may be necessary.

10. The Contractor shall at all times provide workers' compensation insurance covering its employees and shall provide and maintain liability insurance for Crossing Guard activities. The Contractor will provide to the Principal a Certificate of Insurance naming the Principal and its officials, officers and employees as additional insureds. Such insurance shall include commercial general liability with a combined single limit of not less than $1,000,000.00 per occurrence and in aggregate for property damage and bodily injury. Such insurance shall be primary with respect to any insurance maintained by the Principal and shall not call on the Principal's insurance contributions. Such insurance shall be endorsed for contractual liability and personal injury and shall include the Principal, its officers, agents and interest of the Principal. Such insurance shall not be canceled, reduced in coverage or limits or non-renewed except a'Jier thirty (30) days written notice has been given to the Principal.

11. Contractor agrees to defend, indemnify and hold harmless the Principal, its officers, employees, agents and representatives, from and against any and all actions, claims for damages to persons or property, penalties, obligations or liabilities (each a "Claim" and collectively, the "Claims") that may be asserted or claimed by any person, firm, entity, corporation, political subdivision or other organization arising out of the sole negligent acts or omissions, or willfiil misconduct, of Contractor, its agents, employees, subcontractors, representatives or invitees.
a) Contractor will defend any action or actions filed in connection with any of said claims, damages, penalties, obligations or liabilities and will pay all costs and expenses including attorney's fees incurred in connection herewith.
b) In the event the Principal, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Contractor for such damages or other claims arising out of or in connection with the sole negligence of Contractor hereunder, Contractor agrees to pay Principal, its officers, agents, or employees, any and all costs and expenses incurred by the Principal, its officers agents or employees in such action or proceeding, including, but not limited to, reasonable attorney's fees.
c) In the event that a court determines that liability for any Claim was caused or contributed to by the negligent act or omission orthe will:tul misconduct of Principal, liability will be apportioned between Contractor and Principal based upon the parties' respective degrees of culpability, as determined by the court, and Contractor's duty to indemnify Principal will be limited accordingly.
d) Notwithstanding anything to the contrary contained herein, Contractor's indemnification obligation to Principal for Claims under this Agreement will be limited to the maximum 12 15
438
combined aggregate of Contractor's general liability and umbrella insurance policies in the amount of $6,000,000 (Six Million Dollars).

12. Either party shall have the right to terminate this Agreement by giving sixty (60) days written notice to the other party.

13. The Contractor shall not have the right to assign this Agreement to any other person or entity except with the prior written consent of the Principal.

14. The Principal agrees to pay the Contractor for the Services rendered pursuant to this Agreement the sum of Thirty-four Dollars and Eighty Cents ($34.80) per hour, per Crossing Guard during the term.

Based on a minimum of thirty-seven (37) locations it is understood that the cost for providing 20,988 hours of service shall not exceed Seven Hundred Thirty Thousand, Three Hundred Eighty-two Dollars and Forty Cents ($730,382.40).

For automatic renewals, the cost adjustments each year shall be equal to the cost during the immediately preceding one year period increased by the greater of either: (a) the percentage of increase in the Consumer Price Index for US - City Average (as promogulated by the Bureau of Labor Statistics of the U.S. Department of Labor) during the immediately preceding twelve (12) months; or (b) three percent (3%).

15. Paymentisduewithinthirty(30)daysofreceiptofContractor'sproperlypreparedinvoice.

16. Contractormayrequestapriceincreaseduringthetermasaresultofanylegally-mandatedincreases in wages or benefits imposed in the state or municipality in which the Services are to be performed and to which Contractor's employees would be subject. Contractor shall provide Principal with 60 days-notice of its request to increase pricing. Principal agrees to review and respond to said notice within 30 days of receipt.

17. The Principal shall have an option to renew this Agreement. In the event this Agreement is extended beyond the end of the term set forth above, the compensation and terms for the Services shall be established by mutual consent of both parties.

18. This Agreement constitutes the complete and exclusive statement of the agreement among the parties with respect to the subject matter hereof and supersedes all prior written or oral statements among the parties, including any prior statements, warranties, or representations. This Agreement is binding upon and will inure to the benefit of the parties hereto and their respective heirs, administrators, executors, successors, and assigns. Each party hereto agrees that this Agreement will be governed by the law of the state in which the Services are to be performed, without regard to its conflicts of law provisions.

Any amendments, modifications, or alterations to this Agreement must be in writing and signed by all parties. There will be no presumption against any party on the ground that such party was responsible for preparing this Agreement or any part of it. Each provision of this Agreement is severable from the other provisions. If any provision of this Agreement is declared invalid or contrary to existing law, the inoperability of that provision will have no effect on the remaining provisions of the Agreement which will continue in full force and effect.
[SIGNATURES FOLLOW ON NEXT PAGE]
it,;,
439
IN WITNESS WHEREOF, the parties hereto have executed thisAgreement the day and year written below.

PRINCIPAL CONTRACTOR
City of South Gate All City Management Seiyices, Inc.

By
Signature D. Farwell, Corporate Secretary
Print Name and Title
Date: Date: September 18, 2025
ATTEST:

By:

Yodit Glaze, City Clerk
APPROVED AS TO FORM:

DRAFT
B7:

Raul F. Salinas, City Attorney
440
Attachment B
AILJL CffY EAGIEWEffi 9IEIIl'nCIES
June 4, 2025
Steve Thoreson
City of South Gate
8620 California Ave., South Gate, CA 90280
Dear Sergeant,
It is once again the time of the year when many agencies are formulating their budgets for the corning fiscal year. Toward that end, please allow this letter to serve as confirmation of our interest in extending our agreement for Crossing Guard Services through the 2025-2026 school years.

As you may know, hiring challenges have impacted all sectors of the labor market across the nation.

Recently the United States Chamber of Cornrnerce has published an article "Understanding America's Labor Shortage", which illustrates how thousands of jobs are published each month and yet a significant number of positions still remain unfilled. Essentially, labor force participations rates have still not returned to pre-COVID levels. This situation leads to heightened competition among businesses as they vie for the limited pool of available talent.

ACMS has experienced these same challenges and in many cases, we've transitioned a significant number of employees from an older, primarily stable workforce to a younger mobile workforce. This new segment of our employees are more sensitive to current cost-of-living increases and are looking for higher wages and more hours. They often accept our position and work for days, sometimes weeks and if we're lucky months then abruptly leave when they find higher pay.

For these reasons, as well as cost increases in most segments of our business, we must appeal for an increase in our hourly rate for the upcoming 2025-2026 school years. To facilitate the calculation of the 2025-2026 aru'iual cost of your Crossing Guard program, we have de'veloped and included with this letter a Client Worksheet. This Worksheet details the new hourly billing rate and the overall estimated program cost, based on the number of sites and the hours worked at each site.

We remain committed to providing a safe, cost-effective and professional School Crossing Guard Program and we hope you will find this new pricing acceptable. If you have any questions or need additional information, please contact me at (800) 540-9290. Take care.

Sincerely,
8Hovv FwwelL
Baron Farwell,
General Manager
441
All City Management Services Inc.

Client Worksheet 2025 - 2026
Department: 1001501
Billing Rate for 2025 - 2026: $ 34.80
City of South Gate
8620 California Ave
South Gate, CA 90280
KEY:

Traditional Calendar:

For sites with no regularly scheduled early release days, use 180 regular days Sites with traditional calendar:
33 Sites at 3.00 hrs per day
99 Total Hrs/day X

8.5 2 Sites at 4.25 hrs per day Total Hrs/day X

9.5 4.75 hrs early release Total Hrs/day X
$34.80
days/yr X Hourly Billing Rate
days/yr
36 days/yr
$34.80 =
X Hourly Billing Rate
$34.80 =
X Hourly Billing Rate
$620,136.00
$42,595.20
$11,901.60

8.5 $34.80 =l i $42,595.20
2 Sites at 4.25 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate

10.5 I , 36 III $34.80 =l , $13,154.40

5.25 hrs early release Total Hrs/day X days/yr X Hourly Billing Rate

TOT AL NUMBER OF SITES

HOURS FOR TRADTIONAL

HOURS FOR WINTER & SUMMER BREAK

TOT AL PROJECTED HOURS

37.00 20,988.00
20,988.00
PROJECTED COST FOR TRADTIONAL S730,382.40
PROJECTED COST FOR WINTER & SUMM SO.OO
TOTAIANNUALPROJECTEDCOST 6730,382.40
l'al
442

ALL CITY MANAGEMENT SERVICES
Matrix
1001501
Pendleton Ave/Wright Rd (S W)
1855
Lugo Elementary
3106031493
Lynwood USD
Weekly Total 15.000 / 0
Main St / Garfield Ave (SW)23 14
Hol}ydale Elem
5626028016
Paramount USD
Weekly Totall5.000 / 0
Main St / Pennsylvania Ave (SE)
2313
Hollydale Elem
5626028016
Parunount USD
Weekly Total 15.000/ 0
Mon
Schedule tinie: 07:55 AM - 08:55 AM
02:30 PM - 03 :30 PM
Schedule tiine: 07:45 AM - 08:45 AM
02:20 PM - 03:20 PM
Schedule time: 07:45 AM - 08:45 AM
02:20 PM - 03:20 PM
Tue
07:55 AM - 08:55 AM
02:30 PM - 03:30 PM
07:45 j%M - 08:45 AM
02:20 PM - 03:20 PM
07:45 AM - 08:45 AM
02;20 PM - 03;20 PM
Wed
07:55 AM - 08:55 AM
01:30 PM - 02:30 PM
07:45 AM - 08:45 AM
02:20 PM - 03:20 PM
07:45 AA4 - 08:45 AM
02:20 PM - 03:20 PM
Thu
07:55 AM - 08:55 AM
02:30 PM - 03:30 PM
07:45 AM - 08:45 AM

01.10 PM - 02:10 PM
07:45 AM - 08:45 AM

01.10 PM - 02:10 PM
Fri
07:55 AM - 08:55 AM
02:30 PM - 03:30 PM
07:45 AM - 08:45 AM
02:20 PM - 03:20 PM
07:45 AM - 08:45 AM
02:20 PM - 03 :20 PM
Friday, August 22, 2025
South Gate, City ofi

443
Matrix

ALL CITY MANAGEMENT SERVICES
Missouri Ave/ State St (S W) 1636
Mon I Tue I Wed I Thu Fri -- I Sat
Schedule tune: 07:05 AhA - 08:05 AM 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 02:05PM-03:05PM 01:05PM-02:05PM 02:05PM-03:05PM 02:05PM-03:05PM 02:05PM-03:05PM Victoria Avenue Elem
3235671261
Los Angeles USD
Weekly Totall5.000 / 0
Victoria Ave/Missouri Ave (SW)
2181
Schedule time: 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 02:05PM-03:05PM 01:05PM-02:05PM
07:05AM-08:05AM 07:05AM-08:05AM
02:05PM-03:05PM 02:05PM-03:05PM
07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
Victoria Avenue Elem
3235671261
Los Angeles USD
Weekly Totall5.000 / 0
Victoria Ave/Tweedy Blvd (N W)
2182
Schedule time: 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 07:05 AM - 08:05 AM 02:05PM-03:05PM 01:05PM-02:05PM 02:05PM-03:05PM 02:05PM-03:05PM 07:05 AM - 08:05 AM
02:05 PM - 03 :05 PM
Victoria Avenue Elem
3235671261
Los Angeles ?JSD
Weekly Total 15.000/0
Long Beach Blvd/ Willow PI (SE)
20504
Scheduletime: 07:10AM-08:10AM
02:10 PM - 03:10 PM
07:10AM-08:10AM 07:10AM-08:10AM 07:10AM-08:10AM
01:10PM-02:10PM 02:10PM-03:IOPM 02:10PM-03:10PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
Willow Elem
3235685760
Los Angeles USD
Weekly Total 15.000/0
Santa Fe Ave/Willow PI (NE)20505 Scheduletime: 07:10AM-08:10AM 07:10AM-08:10AM 02:10PM-03:10PM 01:10PM-02:10PM
07:10AM-08:10AM 07:10AM-08:10AM 07:10AM-08:10AM
02:10PM-03:10PM 02:10PM-03:10PM 02:10PM-03:10PM
Willow Elem
3235685760
Los Ange}es USD
Weekly Total 15.000/ 0
South Gate, City of
Friday, August 22, 2025 Page 7 of 8
444
Matrix

ALL CITY MANAGEMENT SERVICES
---i- -----iooisoi
Tweedy B}vd / Atlantic Ave (N W)
2162
Tweedy Boulevard Elem
3235682828
International Studies Learning
Center
Visual and Performing Arts High
School (VAPA) & STEAM HS
Los Angeles USD
Weekly Total21.667 / 0
Tweedy Blvd/At!antic Ave (SE)
20507
Mon
Scheduletime: 07:15AM-09:00AM
02:30 PM - 04:00 PM
Tue
07:15 AM - 09:00 AM
01:20 PM - 03:15 PM
Wed Thu
07:15 AM - 09:00 AM 07:15 AM - 09:00 AM
02:30 PM - 04:00 PM 02:30 PM - 04:00 PM
Schedule time: 07:15 AM - 09:00 AM 07:15 AM - 09:00 AM 07:15 AM - 09:00 AM 02:30PM-04:00PM 01:20PM-03:15PM 02:30PM-04:00PM
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
Fri
07:15 AM - 09:00 AM
02:30 PM - 04:00 %
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
Tweedy Boulevard Elem
3235682828
International Shidtes Learning
Center
Visual and Performing Arts Htgh
School (VAPA) & STEAM HS
Los Angeles USD
Weekly Total21.667/ 0
California Ave/ Duane Way (W)
550
Schedule time: 07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07:05 AM - 08:05 AM
01:05 PM - 02:05 PM
07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07'05 AM - 08:05 AM
02:05 PM - 03:05 PM
Victoria Avenue Elem
3235671261
Los Angeles USD
Weekly Totall5.000/ 0
Californta Ave/Missouri Ave (E)
553
Schedule time: 07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07:05 AM - 08:05 AM
01:05 PM - 02:05 PM
07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07:05 AM - 08:05 AM
02:05 PM - 03:05 PM
07:05 AM - 08:05 AM
02:05 PM - 03.05 PM
Victoria Avenue Elem
3235671261
Los Angeles USD
Weekly Total 15.000/0
Friday, August 22, 2025
South Gate, City ofj
Sun '

445
Matrix

ALL CITY MANAGEMENT SERVICES
1001501 -
Kansas Ave/Long Beach Blvd
(NW) 1355
Mon I Tue
Schedule time: 07:20 AM - 08:20 AM 07:20 AM - 08:20 AM 02:10PM-03:10PM 01:10PM-02:10PM
Wed J'- Thu Fri "' Sat
07:20AM-08:20AM 07:20AM-08:20AM 07:20AM-08:20AM
02:10PM-03:10PM 02:10PM-03:10PM 02:10PM-03:10PM
Stanford Prtmar)t
3235639208
Los Angeles USD
Weekly Total 15.000/ 0
Madison Ave/Santa Ana St (IFOS
/SE) 1531
Schedule time: 07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
01:10 PM - 02:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
State Street Elem
3235827358
Los Angeles USD
Weekly Totall5.000 / 0
Santa Ana St/State St (N W)2014 Schedule time: 07:15 AM - 08:15 AM 02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
01:10 PM - 02:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM-08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
State Street Elem
3235827358
Los Angeles USD
Weekly Total ] 5.000/ 0
Pinehurst Ave/Tweedy Blvd (NW)
1871
Scheduletune: 07:10AM-08:10AM
02:10 PM - 03:10 PM
07:10 AM - 08: 10 AM
01:10 PM - 02:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
Tweedy Boulevard Elem
3235682828
Los Angeles USD
Weekly Totall5.000 / 0
Southern Ave/Atlantic Ave (SW)
2091
Schedule time: 07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
01:10 PM - 02:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:10 PM - 03:10 PM
Tweedy Boulevard Elem
3235682828
Los Angeles USD
Weekly Totall5.000 / 0
South Gate, City ofi
Friday, August 22, 2025 Page 5 of 8
446

ALL CITY MANAGEMENT SERVICES
Matrix
1001501
San Vincent Ave / Southern Ave
(SW) 2002
South Gate Mid
3235684000
Los Angeles USD
Weekly Totall5.000 / 0
Otis St / Firestone Blvd (IFOS) (E
AM / W PM) 1797
South Gate Middle
3235684000
Los Angeles USD
Weekly Total 15.000/0
Ininois Ave/Long Beach Blvd (E
AM / W PM) 1284
Stanford Avenue Elem
3235698117
Los Angeles USD
Weekly Totall5.000 / 0
Illinois Ave/Stanford Ave (NW)
1285
Stanford Avenue Elem
3235698117
Los Angeles USD
Weekly Totall5.000 / 0
Illinois Ave / Tniba Ave (NE) 1286
Stsnford Avenue Elem
3235698117
Los Angeles USD
Weekly Totall5.000 / 0
Mon
Scheduletime: 07:15AM-08:15AM
02:40 PM - 03:40 PM
Tue Wed Thu
07:15AM-08:15AM 07:15AM-08:15AM 07:15AM-08:15AM
01:40PM-02:40PM 02:40PM-03:40PM 02:40PM-03:40PM
Fri
07:15 AM - 08:15 AM
02:40 PM - 03:40 PM
Scheduletime: 07:15AM-08:15AM 07:15AM-08:15AM 07:15AM-08:15AiM 02:40PM-03:40PM 01:40PM-02:40PM 02:40PM-03:40PM
07:15 AM - 08:15 AM
02:40 PM - 03:40 PM
07:15 AM - 08:15 AM
02:40 PM - 03 :40 PM
Scheduletime: 07:10AM-a8:10AM
02:00 PM - 03 :OO PM
07:10AM-08:10AM 07:10AM-08:10AM 07:10AM-08:10AM 07:10AM-08:10AA4 01:00PM-02:00PM 02:00PM-03:00PM 02:00PM-03:00PM 02:00PM-03:00PM Schedule Lime: 07:10 AM - 08:10 AM
02:00 PM - 03 :OO PM
07:10 AM - 08:10 AM 07:10 AM - 08:10 AM 07:10 AM - 08:10 AM 07:10 AM - 08:10 AM 01:00PM-02:00PM 02:00PM-03:00PM 02:00PM-03:00PM 02:00PM-03:00PM Scheduletime: 07:10AM-08:10AM
02:00 PM - 03:00 PM
07:10AM-08:10AM 07:10AM-08:10AM 07:10AM-08:10AM
01:00PM-02.00PM 02:00PM-03:00PM 02:00PM-03:00PM
07:10 AM - 08:10 AM
02:00 PM - 03:00 PM
Friday, August 22, 2025
South Gate, City ofj

447

ALL CITY MANAGEMENT SERVICES
San Juan Ave / Ardmore Ave (S o
1997
Mon
Scliedule time: 07:05 AM - 0)1:05 AM
02:10 PM - 03:10 PM
San Gabriel Elem
3235671488
Los Angeles USD
Weekly Tota[ 15.000 / 0
San Juan Ave/Firestone Blvd
(NW) 1998
San Gabriel Elem
3235671488
Los Angeles USD
Weekly Totall5.000 / 0
San Miguel Ave / Tweedy Blvd
(NW Corner) 2000
San Miguel E}em
3235670511
Los Angeles USD
Weekly Totall5.000 / 0
Tweedy Blvd/ Stanford Ave (S W)
2160
South East Mid
3235683100
Los Angeles USD
Weekly Total 15.000/ 0
Tweedy Blvd / Truba Ave (NW AM
/SW%)2161
Schedule tinne: 07:05 AM - 08:05 AM
02:10 PM - 0l:10 PM
Scheduletime:' 07:10AM-08:10AM
02:00 PM - 03:00 PM
Scheduletime: 07:10AM-08:10AM
02:45 PM - 03:45 PM
Scheduletime: 07:10AM-08:10AM
02:45 PM - 03:45 PM
South East Mid
3235683100
Los Angeles USD
Weekly Totall5.000 / 0
Matrix
Tue I Wed
07:05AM-08:05AM 07:05AM-08:05AM
01:10PM-02:10PM 02:10PM-03:10PM
07:05 AM - 08:05 AM
01:10 PM - 02:10 PM
07:05 AM - 08:05 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
01:00 PM - 02:00 PM
07:10 AM - 08:10 AM
02:00 PM - 03:00 PM
07:10 AM - 08:10 AM
01:40 PM - 02:40 PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
07:10 AM - 08:10 AM
01:40 PM - 02:40 PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
Thu
07:05 AM - 08:05 AM
02:10 PM - 03:10 PM
07:05 AM - 08:05 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:00 PM - 03:00 PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
1001501
Fri
07:05 AM - 08:05 AM
02:10 PM - 03:10 PM
07:05 AM - 08:05 AM
02:10 PM - 03:10 PM
07:10 AM - 08:10 AM
02:00 PM - 03 :OO PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
07:10 AM - 08:10 AM
02:45 PM - 03:45 PM
Friday, August 22, 2025
South Gate, City ofi

448

ALL CITY MANAGEMENT SERVICJS
Matrix
1001501
Tweedy Blvd / Legacy Ln 15550
International Studies Learning
Center
3233577521
Visual and Performing Arts High
School (VAPA) & STEAM HS
Los Angeles USD
Weekly Total 20.833 / 0
Liberty Blvd / Long Beach Blvd
(SE) 1472
Liberty Boulevard Elem
3235834196
Los Angeles USD
Weekly Total ] 5.000/ 0
Liberty Blvd / Seville Ave (S W)
1473
Liberty Boulevard Elem
3235834196
Los Angeles USD
Weekly Total 15.000/0
Montara Ave / Tweedy Blvd (N AM
/ SR PM) l 647
Montara Avenue Elem
3235671451
Los Angeles USD
Wee)cly Totall5.000 / 0
Madison Ave / Southern Ave (S W)
1532
Saint Helen Elem
3235665491
Los Angeles USD
Weekly Totall5.000 / 0
Friday, August 22, 2025
Mon
Scheduletime: 07:15AM-09:00AM
02:30 PM - 04:00 PM
Schedule time: 07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
Schedule time: 07:15 AM - 08:15 AM
02:10 PM-03:10 PM
Schedule time: 07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
Schedule time: 07:00 AM - 08:00 AM
02:15 PM - 03:15 PM
Tue
07:15 AM - 09:00 AM
02:10 PM - 03:15 PM
07:15 AM - 08:15 AM
01:10 PM - 02:10 PM
07:15 AM - 08:15 AM
01:10 PM - 02:10 PM
07:15 AM - 08:15 AM
01:10 PM - 02:10 PM
07:00 AM - 08:00 AM
02:15 PM - 03:15 PM
Wed
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:00 AM - 08:00 AM
02:15 PM - 03:15 PM
Thu
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07'00 AM - 08:00 AM
02:15 PM - 03:15 PM
Fri
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
07:15 AM-08:15AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03 :lO PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:00 AM - 08:00 AM
12:15 PM - 01:15 PM
South Gate, City ofi

449
ALL CIff MANAGEMENT SERVICES
4exander AVe / Missouri Ave (w
AM / E PM) 178
Bryson Avenue Elem
3235697141
Los Ange}es USD
Weekly Total 15.000/ 0
Hunt Ave / Tweedy Blvd (NE) 1266
Bryson Avenue E}em
3235697141
Los Ange}es USD
Weekly Total 15.000/ 0
Independence Ave/State St (NE)
1294
Independence Elem
3232499559
Los Angeles USD
Weekly Total 15.000/ 0
Independence Ave/Victoria Ave (E
AM / W PM) 1295
Independence Elem
3232499559
L(IS Angeles USD
Weekly Totall5.000 / 0
Tweedy Blvd/ Legacy Ln 15549
International Shidies Learning
Center
3233577521
Visual and Performing Arts High
School (VAPA) & STEAM HS
Los Angeles USD
Mon
Scheduletime: 07:15AM-08:15AM
02:10 PM - 03:10 PM
Schedule time: 07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
Schedule time: 07:05 AM - 08:05 AM
02:00 PM - 03 :OO PM
Scheduletime: 07:05AM-08:05AM
02:00 PM - 03 :OO PM
Schedule time: 07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
Weekly Total20.833 / 0
Matrix
07:15 AM - 08:15 AM
01:10 PM - 02.10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:15 AM - 08:15 AM
02:10 PM - 03:10 PM
07:05 AM - 08:05 AM
01:00 PM - 02:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:05 AM - 08:05 AM
01:00 PM - 02:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:05 AM - 08:05 AM
02:00 PM - 03:00 PM
07:15 AM - 09:00 AM
02:10 PM - 03:15 PM
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
07:15 AM - 09:00 AM
02:30 PM - 04:00 PM
South Gate, City of'
Friday, August 22, 2025 Page I of 8
450
Office ut Ihe
Sou(h Gatp City Clc:il-
Item No. 10
SEP 1 8 202!,
FILED
! O'.' Ciffl of South Gate

CITY COUNCIL

AGENDA BULL
For the Regular Meeting of September 23, 2025
Originating Department: Community Developm
DepartmentDirector: City Manager:

Rob Houston
SUBJECT: REQUEST TO APPROVE A MEMORANDUM OF UNDERSTANDING WITH

THE GATEWAY CITIES COUNCIL OF GOVERNMENTS FOR TECHNICAL

ASSISTANCE UNDER THE SOUTHERN CALIFORNIA ASSOCIATION OF

GOVERNMENTS FOR A REGIONAL EARLY ACTION PLANNING SUBREGIONAL PARTNERSHIP 2.O PROGRAM GRANT
PURPOSE: To request City Council approval of a memorandum of understanding ("MOU") between the Gateway Cities Council of Governments ("GCCOG") and the City of South Gate for technical assistance provided under a Regional Early Action Plaru'iing ("REAP") Subregional Partnership ("SRP") 2.O Program Grant funded by the Southern California Association of Governments ("SCAG").

RECOMMENDED ACTIONS: Approve an MOU with GCCOG for technical assistance for a REAP SRP 2.O Program Grant under SCAG.

FISCAL IMPACT: There is no negative fiscal impact to the General Fund. The MOU will be funded entirely by the REAP SRP 2.O Program Grant funded by SCAG and managed by GCCOG.

Grant :[unding will potentially be up to $314,350.41.

ANALYSIS: GCCOG will engage one of its REAP SRP 2.0 technical assistance consultants to perform the Scope of Work requested by the City and manage the full payment of those services from the grant funding pursuant to the MOU with the City and its MOU with SCAG. A request for proposal (RFP) was released by GCCOG to its REAP SRP 2.0 technical assistance consultants. The scope of work includes the following:

Scope of Work
A. Kick-Off Meeting: The City will meet with the GCCOG, GCCOG's consultant, and any other stakeholder or responsible agency involved in the project.

B. Data Review and Site Reconnaissance: Review existing documents including the draft Gateway District Specific Plan ("GDSP"), environmental documents, and Metro's plans.

Site visits will be done to evaluate the area.
1 451
C. Pro.iect Description: The City wishes to revive the GDSP and other documents that were prepared but not adopted to create a new specific plan, master plan, area plan or Zoning District Amendments that aligns with Metro's plans for a transit center and encourages transit-oriented development. Since the preparation of the dra'ft GDSP, Metro has refined its plans causing inconsistencies withthe draft GDSP. Revisions to the GDSP are necessary before it can be adopted.

D. Community Engagement: City Council and Planning Cornrnission meetings will be scheduled as necessary. Inclusive outreach for Disadvantaged and Historically Underserved Communities will be done. Consultation with previous Steering Committee members will be done if feasible.
a. Environmental Review and Technical Studies Environmental Review: The City will need to prepare an environmental document consistent with the California Environmental Quality Act (CEQA) priorto adopting a specific plan or master plan.

Any opportunities for environmental review that can be streamlined relying on the City's General Plan EIR analysis or general law exemptions will be reviewed. b. Technical Studies/Assessments: Included in the CEQA document will be technical studies that may cover impacts related to air quality, biology, cultural resources, hazards and hazardous materials, hydrology and water quality, land use and plaru'iing, noise, traffic and transportation, and other issues if necessary.

GCCOG received one proposal from AECOM that meets the scope of work provided above. It is anticipated that the work will take 40 weeks to complete, or by summer 2026. The total cost is $314,350.41, which will be funded entirely by the REAP SRP 2.O Program Grant.

BACKGROUND: The GCCOG subregion consists of 27 cities and additional unincorporated communities in Southeast Los Angeles County, with a total population of just under two million.

The subregion is predominantly urban and is suited for infill development or redevelopment. The Gateway Cities are served by a transportation network that includes major freeways and arterial roads, light rail lines, and local transit bus systems, with two additional light rail lines in environmental review. The subregion is also home to the Port of Long Beach and neighbor to the Port of Los Angeles. Together, they form the nation's largest marine port complex, and freight moves through the Gateway Cities by truck and rail. The Los Angeles and San Gabriel rivers also traverse the region from north to south. The Gateway Cities have collaborated via the GCCOG Joint Powers Authority since the mid-1990's, on transportation, air quality, housing, and economic development issues. The City of South Gate is part of the GCOG subregion.

On March 4, 2025, the GCCOG entered into an MOU with SCAG for a REAP SRP 2.O Program Grant. GCCOG was awarded funding the Program, which is intended to:
* Accelerate Infill Development that Facilitates Housing Supply, Choice, and Affordability * Affirmatively Further Fair Housing
* Reduce Vehicle Miles Traveled ("VMTs")
GCCOG has selected and entered into master agreements with a bench of consultants to provide technical assistance ("TA") to cities to support the development of housing, with a specific focus on the development of affordable infill housing - both rental and owner-occupied. The purpose of 2 452
GCOG's TA Team is to provide the technical resources that cities need to more easily, quickly, and efficiently implement the goals, policies and programs included in cities' 6th cycle housing elements. An RFP was prepared on behalf of the City of South Gate and shared with the entire bench of three consultants.

Gateway District Specific Plan
Prior to 2015, properties northeast of the Firestone Boulevard/Atlantic Avenue intersection in South Gate were zoned M-2 and M-3, light and heavy manufacturing, respectively. In 2015, the City adopted a comprehensive zoning code update, which created the TV (Transit Village) zone and rezoned properties northeast of the Firestone Boulevard/Atlantic Avenue intersection to TV in anticipation of Metro's plans for a transit center at that location.

In 2019, the City of South Gate prepared the Gateway District Specific Plan (GDSP) for the area but did not adopt it because of a lack of inclusionary housing provisions. In 2022, South Gate adopted an inclusionary housing ordinance but did not return to review the GDSP until now.

It is anticipated that REAP 2.0 :tunding will be used to support the City's efforts to align housing, transportation, and climate goals. The City may use the funding to revive its GDSP and other documents that were prepared but not adopted. Funding may be used to create a new specific plan, master plan, area plan or Zoning District Amendments that aligns with Metro's plans for a transit center and encourages transit-oriented development. Since the preparation of the draft GDSP, Metro has refined its plans causing inconsistencies with the dra'ft GDSP. Revisions to the GDSP are necessary before it or a similar document can be adopted.

ATTACHMENTS: A. Memorandum of Understanding
B. Request for Proposal dated July 29, 2025
C. Proposal from AECOM dated August 19, 2025
3 453
Attachment A

MEMORANDUM OF UNDERSTANDING
BY AND BETV\/EEN

GATEWAY CITIES COUNCIL OF GOVERNMENTS

AND THE CITY OF SOUTH GATE
FOR TECHNICAL ASSISTANCE UNDER SCAG REAP 2.O PROGRAM This Memorandum of Understanding ("MOU") is dated September 23, 2025 ("Effective Date") and entered into by and between the Gateway Cities Council of Governments ("GCCOG") and the City of South Gate ("City") (each a Party to this MOU and collectively, the "Parties").

RECITALS
A. On March 4, 2025, the GCCOG entered into a Memorandum of Understanding ("SCAG MOU") with the Southern California Association of Governments ("SCAG") for a Regional EarlyAction Planning ("REAP") Subregional Partnership ("SRP")

2.O Program Grant. The grant includes funding for the GCCOG to provide housing element technical assistance to its member cities. The GCCOG has engaged consultants to perform these technical assistance services.

B. The City desires technical assistance pursuant to the SCAG MOU and agrees to the terms and conditions set forth herein to receive such services.

NOW, THEREFORE, IT IS MUTUALLY AGREED THAT:

1. Scope of Work and City Responsibilities.

The City requests technical assistance as set forth in the Scope of Work attached hereto as Exhibit "A" and incorporated herein by this reference. The City agrees to:

A. ProvideapointofcontacttoserveastheCity'sProjectManagerwithname, title, and contact information.

B. Participate in scheduled conference calls and meetings from the anticipated start date to completion date.

C. Provide accurate information relevant and necessary to perform the Scope of Work.

D. Respond to the GCCOG or its consultant's requests related to the Scope of Work in a timely manner, such as providing information and feedback on draft documents, approaches, and designs.

2. GCCOG Responsibilities.

The GCCOG will engage one of its REAP 2.0 technical assistance consultants to perform the Scope of Work requested by the City and manage the full payment of those services from the grant funding pursuant to the SCAG MOll.
1 454

3. SCAG MOU
The Parties acknowledge and agree that the performance of the Scope of Work as set forth herein is made possible by the SCAG MOU, and that all work performed under this MOU shall be consistent and in compliance with the terms and provisions of the SCAG MOU.

4. SCAG Requirements.

A. The final deliverables will be presented to the City Council or its designee for consideration to adopt as required by the REAP 2.O grant funds or adopt and pursue the recommendations as may be allowable. All uses that include the creation of planning documents, rezoning, and guiding development by updating planning documents, development standards, and zoning ordinances, including general plans, community plans, specific plans, sustainable communities strategies, and local coastal programs must be accompanied by a commitment to adopt by the expenditure deadline.

B. All public-facing communications materials produced under this MOU shall acknowledge and give credit to SCAG, whether with a logo or language. For information, please refer to the SCAG Brand Guidelines.

C. To promote awareness and encourage local support, local elected officials in the project area should be invited to outreach activities.

D. The SCAG MOU (M-022-25) between GCCOG and SCAG effective March 4, 2025, is incorporated into this MOU by reference. In the event of conflict between this MOU and the SCAG MOU, the SCAG MOU prevails.

5. Governing Law.

This MOU shall be governed by the laws of the State of California and venue shall lie in Los Angeles County.

6. Disputes.

Any dispute arising under this MOU which is not resolved by mutual agreement shall be decided through binding arbitration by a neutral arbitrator selected by the Parties. The arbitration proceedings shall be governed by any rules the Parties mutually agree upon in writing. A judgment upon the award rendered by arbitration may be entered into any court having jurisdiction thereof. The arbitrator shall have the authority to grant any remedy or relief that would have been available to the Parties had the matter been heard in a court of law. Following arbitration, the arbitrator shall prepare a written decision containing the essential findings and conclusions on which the award is based. All expenses and fees for the arbitrator and expenses for hearing facilities and other expenses of arbitration shall be borne equally by both Parties unless they agree otherwise in writing or unless the arbitrator in the award assesses such expenses against one of the parties or allocates such expenses other than equally between the Parties. Either Party 2 455
may bring an action in court to compel arbitration under this MOU or to enforce an arbitration award.

7. No Waiver.

A waiver by either Party of any breach of any term, covenant or condition contained in this MOU shall not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant or condition contained in this MOU, whether of the same or different character.

8. Severability.

If any part of this MOU is held invalid, the remaining terms and conditions shall not be affected unless their enforcement under the circumstances would be unreasonable, inequitable, or otherwise frustrate the purposes of this MOU.

8. Independent Contractor.

The Parties are independent entities and are not to be, and shall not be, construed as joint venturers, partners, employer/employee, or agents one of the other, and neither shall have the power to bind or obligate the other except as set forth in this MOU.

9. Construction.

The Parties have participated jointly in the negotiation and draffing of this MOU. In the event an ambiguity or question of intent or interpretation arises with respect to this MOU, this MOU shall be construed as if draffed jointly by the Parties and in accordance with its fair meaning. There shall be no presumption or burden of proof favoring or disfavoring any Party by virtue of the authorship of any of the provisions of this MOU.

10. .

The captions herein are for convenience and references only and are not a part of this MOU and do not in any way limit, define or amplify the terms and provisions hereof.

11. EntireAqreement.

This MOU, including Exhibit A attached hereto, constitutes the entire agreement between the Parties and supersedes any previous oral or written agreements with respect to the subject of this MOU. No amendment or modification to this MOU shall be valid and binding unless in writing and signed by authorized representatives of the Parties.

12. AuthoritytoExecutethisMOU.

Each person executing this MOU on behalf of a Party warrants and represents that they have the authority to execute this MOU on behalf of that Party and the authority to bind that Party to the provisions of this MOU.
3 456

13. Counterparts.

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

IN WITNESS WHEREOF, the authorized representatives of the Parties have caused this MOU to be executed as of the date of the last signature below.

CITY' GCCOG
Maria Davila, Mayor Hector De La Torre, Executive Director Date: Date:

ATEST:

Yodit Glaze, City Clerk
(SEAL)
APPROVEoD AgS TKI,
APPROVED AS TO FORM:

Raul F. Salinas, City Attorney Ivy M. Tsai, General Counsel 4 I
457
EXHBTA

SCOPE OF WORK
5 458
Attachment B

GATEWAY CITIES

COUNCIL OF GOVERNMENIS
Gateway Cities Council of Governments

REQUEST FOR PROPOSALS FOR
REGIONAL EARLY ACTION PLANNING (REAP 2.0) GRANT

CITY OF SOUTH GATE - GATEWAY DISTRICT SPECIFIC PLAN Proposal Submittal Deadline
5:00 p.m., Friday, August 19, 2025
Contact Person:

Melani Smith, Director of Regional Development
Gateway Cities Council of Governments
16401 Paramount Blvd
Paramount, CA 90723
(213) 479-0719 [email protected]
John F. Signo, Planning Manager
City of South Gate
8650 California Avenue
South Gate, CA, 90280
(323) 563-9569 [email protected]
July 29, 2025
459
-INTRODUCTION
The Gateway Cities Council of Governments (GCCOG) subregion consists of 27 cities and additional unincorporated communities in Southeast Los Angeles County, with a total population of just under two million. The subregion is predominantly urban and is suited for infill development or redevelopment.

The Gateway Cities are served by a transportation network that includes major freeways and arterial roads, light rail lines, and local transit bus systems, with two additional light rail lines in environmental review. The subregion is also home to the Port of Long Beach and neighbor to the Port of Los Angeles.

Together, they form the nation's largest marine port complex, and freight moves through the Gateway Cities by truck and rail. The Los Angeles and San Gabriel rivers also traverse the region from north to south. The Gateway Cities have collaborated via the GCCOG Joint Powers Authority since the mid- l990's, on transportation, air quality, housing, and economic development issues. For additional information about the GCCOG, please visit www.qatewaycoq.orq.

Gateway Cities was awarded funding from the Southern California Association of Government (SCAG) Regional Early Action Program 2.0 (REAP21 ) Subregional Partnership Program, which is intended to:

Accelerate Infill Development that Facilitates Housing Supply, Choice, and Affordability; and Affirmatively Further Fair Housing; and Reduce Vehicle Miles Traveled.

The GCCOG has selected and entered into master agreements with a bench of consultants to provide technical assistance to cities to support the development of housing, with a specific focus on the development of affordable infill housing - both rental and owner-occupied. The purpose of Gateway Cities' TA Team is to provide the technical resources that Gateway Cities need to more easily, quickly, and efficiently implement the goals, policies and programs included in their 6th cycle housing elements.

This Request for Proposals is being shared with the entire bench of three consultants and one proposal will be selected to provide the project services.

PROJECT BACKGROUND
Prior to 2015, properties northeast of the Firestone Boulevard/Atlantic Avenue intersection in South Gate were zoned M-2 and M-3, light and heavy manufacturing, respectively. In 2015, the City adopted a comprehensive zoning code update, which created the TV (Transit Village) zone and rezoned properties northeast of the Firestone Boulevard/Atlantic Avenue intersection to TV in anticipation of Metro's plans for a transit center at that location. In 2019, the City of South Gate prepared the Gateway District Specific Plan (GDSP) for the area but did not adopt it because there was not an inclusionary housing ordinance. The draff GDSP is located here: GATEWAY DISTRICT SPECIFIC PLAN City of South Gate. In 2022, South Gate adopted an inclusionary housing ordinance but did not return to review the GDSP until now.

This project is funded through the Regional Early Action Planning Grant (REAP 2.0) and supports the City's efforts to align housing, transportation, and climate goals. This Request for Proposals (RFP) is being distributed to the bench of consultants by the Gateway Cities Council of Governments (COG) on behalf of the City of South Gate.

Project Approach
To utilize and evaluate the previously draffed GDSP and other documents prepared to pursue adoption of a final specific plan, master plan, area plan or Zoning District amendments that aligns IlPage
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with Metro's current plan for a transit center and the City's desire for transit-oriented development.

SCOPE OF WORK
A. Kick-Off Meeting - The City will meet with the Gateway Cities Council of Governments (GCCOG), GCCOG's consultant, and any other stakeholder or responsible agency involved in the project.

B. Data Review and Site Reconnaissance - Review existing documents including the GDSP, environmental documents, and Metro's plans. Site visits will be done to evaluate the area.

C. Project Description - The City wishes to revive the GDSP and other documents that were prepared but not adopted to create a new specific plan, master plan, area plan or Zoning District Amendments that aligns with Metro's plans for a transit center and encourages transit-oriented development. Since the preparation of the draft GDSP, Metro has refined its plans causing inconsistencies with the draft GDSP. Revisions to the GDSP are necessary before it can be adopted.

D. Community Engagement - City Council and Planning Commission meetings will be scheduled as necessary. Inclusive outreach for Disadvantaged and Historically Underserved Communities will be done. Consultation with previous Steering Committee members will be done if feasible.

E. Environmental Review and Technical Studies
a. Environmental Review - The City will need to prepare an environmental document consistent with the California Environmental Quality Act (CEQA) prior to adopting a specific plan or master plan. Any opportunities for environmental review that can be streamlined relying on the City's General Plan EIR analysis or general law exemptions will be reviewed.
b. Technical Studies/Assessments - Included in the CEQA document will be technicol studies that may cover impacts related to air quality, biology, cultural resources, hazards and hazardous materials, hydrology and water quality, land use and planning, noise, traffic and transportation, and other issues if necessary.

FINAL DELIVERABLES

1. Final deliverable - Gateway Specific Plan and CEQA documentation

2. Implementation plan and timeline

3. Agenda and minutes from the final City Council meeting with the final deliverable and implementation plan and timeline inc!uded as an action item with the recommendation that the City Council, "Adopt and Direct Staff to Implement"

4. Project metrics
Note: Proposinq firms are expected to use the Scope of Work and Deliverables as de only. The Consultant shall identify all of the tasks required and recommended deliverables to complete the project. The Consultant may contact GCCOG for any questions. 21Page
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Government and Public Affairs: All public-facing communications materials produced under this contract shall acknowledge and give credit to SCAG, whether with a logo or language. For information, please refer to the SCAG Brand Guidelines. To promote awareness and encourage local support, local elected officials in the project area should be invited to outreach activities CONSULTANT SELECTiON TIMELINE, PROPOSALS & PROCESS
Timeline
It is the goal of GCCOG to have the proposer under contract by September of 2025, in order to ensure that the project is initiated in that same month.

In support of such a selection effort, the following schedule of events has been prepared:

RFP EVENTS DATE"
Issue Request for Proposals July 29, 2025
Submit Written Questions By or Before August Il
Proposal Submittal Deadline August 19, 2025
Interviews Scheduled (if needed) August 25 - 29, 2025 Notice of Intent to Select on or around September 1, 2025 Tasks Completion Date June 30, 2026
"These dates are subject to change depending on the number of proposals received.

Instructions to Proposers and Procedures for Submittal

1. Written questions about the RFP shall be submitted to Melani Smith, Director of Regional Development, Gateway Cities COG, msmith(a,qatewaycoq.orq by or before August 11, and will be answered promptly.

2. Proposals shall be submitted by August 19, 2025 at 5:00 P.M. (PT).

3. EachProposermustsubmitone(1)digitalcopyofitsproposaltotheCOGandtheCityofSouth Gate.

Submit proposals to:

[email protected]
Melani Smith
Director of Regional Development
Gateway Cities Council of Governments
[email protected]
John F. Signo, Planning Manager
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City of South Gate

PROPOSAL RESPONSE REQUIREMENTS
Proposals should be prepared simply and economically, providing a straightforward, concise description or capabilities to satisfy the requirements of the RFP. Emphasis should be on completeness and clarity of content with sufficient detail to allow for accurate evaluation and comparative analysis. Responses must provide the required information in the following order for each underscored item.

Proposals shall include:

1. Letter of Introduction: Include the Consultant's basic understanding of the proposal and why the Consultant is the best firm to complete the scope of services, as well as name, contact person, and contact information for proposer

2. Firm Experience: Describe experience related to creation and adoption of zoning codes, neighborhood design guidelines, and/or policy planning projects, with projects of similar size and scope. Provide references from up to three (3) municipalities and/or public agencies with relevant projects.
3, Project Team: The Project Team should include planners and architects with experience in outreach, planning policy and design guidelines.
- Designate the individual who will be the primaiy point person with City staff and oversee the scope of services. Describe the Project Leader's qualifications, outline their primary responsibilities, and provide examples of relevant projects of similar scope and size that demonstrate the Project Leader's ability to successfully oversee projects that are completed on time and within budget.

Briefly summarize the major responsibilities of each team member and the primary tasks they will be working on.

Include resumes for all team members that highlight relevant projects and qualifications to complete the tasks assigned.

A list of sub-consultants, if any, proposed to assist the prime consultant. This list shall also include the sub-consultants' qualifications pertinent to this project.

4. Approach and Work Plan: Describe the firm's approach and work plan for completing the Scope of Services in this RFP, as well as the level of involvement and interaction with City staff anticipated.

Include any other tasks your team will perform that may not be listed in the Scope of Services. 5, Project Timeline: Detail an anticipated project timeline from start of work to deliverables.

6. Project Fee Schedule:

Provide a not-to-exceed fee schedule for the project. The Project fee schedule shall be broken down by tasks and shall include, but not be limited to, all professional consultant services necessary to complete the work covered by this proposal. The project fee schedule should be broken down, at a minimum:
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a, A project fee schedule indicating the fee for individual tasks with a "not to exceed fee" which shall be the sum of all tasks.
b, The number and classification of personnel required and the number of anticipated hours. The hourly rates for all employee classifications that may be billed to the project. c, The cost of printing materials submitted to the City and others for review, mileage, telephone services, mailing/deliveiy, and incidental costs associated with the preparation of the deliverables shall be included in the cost proposed for other tasks.

Selection Process
GCCOG and the City or South Gate will evaluate the proposals received in response to this RFP. Each member of the evaluation committee will evaluate each proposal using a I 00-point scale and the evaluation criteria listed below to calculate a "proposal score" for each Proposal.

The evaluation committee shall convene to discuss the proposals and, if necessary, receive the results of reference checks made by GCCOG staff. Committee members have the right to adjust their scores based on additional information, such as reference checks or the discussion within the committee. Each committee member will then rank the Proposers by their respective "Proposal Score". The committee may select a shortlist of the top-ranked Proposers based upon the rankings (not scores) ofthe proposing firms/individuals. Interviews may be arranged for shortlisted firms, however, the GCCOG reserves the right to award a single contract or multiple contracts based upon the evaluation of the written proposals only.

At the conclusion of this process, the evaluation committee will determine the highest qualified Proposer(s), based on final rankings, not scores. Prior to making its recommendation for award, the GCCOG reserves the right to negotiate a Proposer's fees if it determines they are not fair and reasonable. After the conclusion of such negotiations, the evaluation committee will then formulate a recommendation to award.

The GCCOG reserves the right to accept or reject any item or group(s) of items of a submittal.

The GCCOG also reserves the right to waive any minor informality or irregularity in any proposal. In addition, negotiations may or may not be conducted with Proposers; therefore, the proposal submitted should contain Proposer's most favorable terms and conditions, since the selection and award may be made without discussion with any Proposers.

Other Proposal Requirements:

1. The Proposer's Proposal must not be marked as confidential or proprietary. The COG may refuse to consider a Proposal so marked. (nformation in Proposals shall become public property and subject to disclosure laws. All Proposals shall become the property of the COG. The COG reserves the right to make use of any information or ideas in the Proposals.

2. By submitting a Proposal, the Proposer represents that it has thoroughly examined and become familiar with the work required under this RFP and that it is capable of providing and performing quality work to achieve the City's objectives.

3. Proposals must be valid For a period of 120 calendar days from the Closing Date and Time for Receipt of Proposals.

4. Pre-contractual expenses are defined as expenses incurred by the Proposer in: preparing its Proposal in response to this RFP; submitting that Proposal to the COG; negotiating with the COG any matter related to the Proposer's Proposal; and any other expenses incurred by the Proposer 5Page
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prior to the date of award and execution, if any, of the Agreement. The COG shall not, in any event, be liable for any pre-contractual expenses incurred by Proposers in the preparation of their Proposal.

5. In the event the COG deems it necessary to clarify or make any changes to this RFP, these changes shall be made in the form of a written addendum authorized and issued only by the COG Staff or authorized designee.

6. The COG reserves the right to negotiate modifications with any Proposer as necessary to serve the best interest of the COG/City. Any Proposal may be rejected if it is conditional, incomplete or deviates from specifications in this request. The COG reserves the right to waive, at its discretion, any procedural irregularity, immaterial defects or other improprieties, which the / COG deems reasonably correctable or otherwise not warranting rejection of the Proposal. Any waiver will not excuse a proponent from full compliance.

7. The COG reserves the right to:
a. reject any or all price quotes, to waive technicalities or formalities, and to accept any price quote deemed in the best interest of the COG;
b. withdraw this RFP at any time without prior notice and, furthermore, makes no representations that any contract will be awarded to any Proposer responding to this RFP; or,
c. award its total requirements to one Proposer or to apportion those requirements among two or more Proposers as the COG may deem to be in its best interest.

8. Firms intending to pursue this proposal in a "prime/sub-contractor" basis must identify any portion of the scope of work that will be subcontracted. Include the subcontractor's qualifications and key personnel, telephone number and contact person.

9. The City or the GCCOG assumes no responsibility for any understanding or representation made by any of its officers or agents during or prior to the execution of any Agreement resulting from this RFP unless:
a.
b.

Such understanding or representations are expressly stated in the Agreement; and, The Agreement expressly provides that the responsibility therefore is assumed by the COG.

Representations made but not so expressly stated and for which liability is not expressly assumed by the COG in the Agreement shall be deemed only for the information of the Proposer.

The GCCOG shall review and evaluate all proposals using the following criteria:

Evaluation Criteria Max. Points
Understanding of, and recommended approach to,
the project
25 Schedule for accomplishing the project 20
Specific knowledge, expertise, and experience of
staff members assigned to the project. 15
Demonstration of ability to perform similar services to those described in this RFP document. 25
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Cost 15
TOTAL 100

PERIOD OF PERFORMANCE
All tasks included in this scope of work must be completed no later than December 31 of 2026, however, if Feasible, the consu!tant should propose a schedule for this work that does not extend beyond June of 2026.
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AECOM
Proposal for
City of South Gate
GatewayDistrict Specific Plan
Gateway Cities Council of Governments
Auguht 10, 202el
467
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
mearcwqy CITIES
i COUNCII OF eOVERNMENT8
Gateway Cities Council fo Governments
City of South Gate
Gateway District Specific Plan
from the
REAP 2.O Gateway Cities
Subregional Technical Assistance Team Bench
300 South Grand Avenue
Los Angeles, CA 90071
T (213) 593-8000
F: (213) 593-8178
www.aecom.com
Prime Contact:

Scott Williamson, AICP
T (929) 216-4306
E: [email protected]
Garrett Harper
Vice President, Managing Principal
T:(312) 373-7601
E: [email protected]
Authorized Signatory
Augustl9, 2025
AECOM
l"R
468
A'COA!I
AECOM
300 South Grand Avenue
Los Angeles. CA 90071
213.593.8000
213.593.8178
www.aecom.com
August 19, 2025
Melani Smith, Director of Regional Development
Southern California Association of Governments
1601 ParamountBoulevard
Paramocint, CA 90723
[email protected]
John F. Signo, Planning Manager
City of Socith Gate
8650 California Avenue
South Gate, CA 90280
[email protected]
Re: REAP 2.0: CITY OF SOUTH GATE - GATEWAY DISTRICT SPECIFIC PLAN Dear Ms. Smith, Mr. Signo, and Selection Committee, On behalf of the AECOM Technical Services, Inc. (AECOM) team. we are pleased to submit the following proposal for the City of South Gate - Gateway District Specific Plan after carefully reviewing the request for proposals. AECOM is a multi-disciplinary firm offering integrated services across the full spectrum of planning. land use policy, urban design, environmental review, and public outreach. AECOM is uniquely qualified for this effort for the following reasons:

Local experience and knowledge - Having lead the urban planning and design ofthe cunent Draft Gateway District Specific Plan, AECOM is uniquely positioned to help South Gate make the necessary updates to the plan and see it through to adoption.

Spanish-speaking outreach specialists - Public outreach and decision maker knowledge need to go hand in hand.

Our AECOM staff of planners and equitable outreach specialists, including native Spanish-speakers, crafted the project approach with a direct connection between all technical content and stakeholder outreach.

Leaders in Specific Plan development - Our team has a depth of experience creating Specific Plans and other district, corridor, and neighborhood plans in Southern California. We understand the challenges of updating policy, code, and practice in a changing market and AECOM is a leader in retooling code for housing production, state law consistency, objective design standards, and streamlined development processes. Our project team is experienced in crafting policies and urban design guidance to accommodate and streamline redevelopment and infill development in a way that is sensitive to surrounding neighborhood context while supporting vibrant, pedestrian-oriented mixed-use corridors.

Fully integrated interdisciplinary practice - Our Planning, Urban Design, Architecture, and Environmental teams work hand in hand to deliver outcomes that are grounded in best practice planning and economic reality, informed by the latest trends in building and site design.

Scott Williamson, AICP, will serve as Project Manager and Point of Contact and is available at (929) 216-4306 and scott. [email protected].

The following information summarizes our proposed approach to providing these services to GCCOG and the City of South Gate, along with our qualifications and resumes for key staff. We are excited to start a working relationship with GCCOG and the City of South Gtate and assist the region in achieving the goals set out through the REAP program. We look forward to meeting with you and are ready and eager to begin work immediately.

Sincerely,
,:,7'4- (,J,4.

Garrett Harper
Managing Principal, Vice President
Authorized Signatory
Susan Ambrosini, AICP
Project Director, Principal-in-Charge
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Table of Contents
470
Table of Contents
i. LETTER OF INTRODUCTION

2. FIRM EXPERIENCE

3. PROJECTTEAM

4. APPROACH AND WORK PLAN

5. PROJECTTIMELINE

6. PROJECT FEE SCHEDULE
AECOM
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G ATEWAY DISTRICT SPECIFIC PLAN
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Letter of Introduction
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Letterof Introduction
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GATEWAY DISTRICT SPECIFIC PLAN
Project Understanding
The AECOM team understands that the City of South Gate aims to create an updated and streamlined planning document to guide specific development around Metro's refined future South Gate Light Rail Transit (LRT) Station plans. We recognize significant planning efforts have already been undertaken during the creation of the City's 2019 Draft Gateway District Specific Plan (GDSP), which AECOM supported with urban planning and design services. Due to the delay in GDSP adoption related to the City's Inclusionary Housing Ordinance, we understand that the City now needs to addresses changes that have occurred since 2019 and wishes to take a fresh look at the potential method of j(nplementation.

The primary goal of the updated or new document will be to include specific supplemental regulations for residential uses within the project area, which is mostly zoned Transit Village (TV), and to reflect refinements to Metro's LRT station plans, including the change from an elevated track to one at grade with a subterranean tunnel to access underground parking. TV-zoned properties carry the TV Neighborhood High Urban Village General Plan land use designation, allowing For 30-75 dwelling units per acre (du/ac), and up to 120 du/ac with a density bonus. The document will also feature specific regulations related to parcels with Industrial Flex (IF), Urban Neighborhood (UN), and Open Space (OS) zoning.

We understand that an important step in this process will be to collaborate and explore various planning document options to best achieve this goal through the simplest process. This could include maintaining a specific plan, or a master plan, area plan, or zoning code amendment, aligning with Metro's current transit center plan and the City's transit-oriented development goals. Our approach involves reviewing the Draft GDSP and other relevant planning documents, weighing the advantages and disadvantages of different regulatory options, and providing a recommendation.

We recognize that this document must be easy for the public, staff, and developers to understand and implement, and must be consistent with the Housing Element..

WhyAECOM?
Our team supported the 2019 GDSP with urban planning and design services. enabling efficient updates even when translating content into different planning documents. We have extensive experience with similar projects, including Metro's Long Beach-East LA Corridor Mobility Investment Plan, LA County's Florence-Firestone Specific Plan and EIR, Burbank's Golden State Specific Plan and EIR, and Pasadena's multiple plan updates. Leveraging this background, the AECOM team is well-positioned to meet the needs of the City of South Gate. Our proven ability to manage complex projects across various scales-from citywide policy updates to neighborhood-specific plans and transit-oriented developments-demonstrates our capacity to deliver tailored solutions. For example, our work on the Florence-Firestone Transit-Oriented Development Specific Plan showcases our expertise in integrating urban design, mobility planning, and land-use strategies into cohesive frameworks aligned with community needs and sustainability goals.

Our strength in environmental planning, particularly in CEQA compliance, enables us to navigate environmental review tasks effectively.ln the Florence-Firestone TOD Specific Plan project, we developed zoning and design standards that balanced housing, employment, and traffic considerations while adhering to state environmental regulations. We are also committed to inclusive community engagement, employing culturally sensitive outreach strategies thatinvolve diverse stakeholders, including underrepresented groups. Our bilingual team members and outreach materials in Spanish facilitate meaningful community participation.

Furthermore, our experience in developing transit-oriented projects in Los Angeles demonstrates our ability to create vibrant, connected communities. We have successfully addressed the needs for efficient transit access, supporting higher-density developments near transit stops while ensuring environmental compliance, community benefits, and sustainability.

In summary, AECOM's urban planning team combines
technical excellence, innovative methodologies, and a keen understanding of local dynamics. Our multidisciplinary approach leads to projects that are sustainable, compliant, and community-oriented. Coupled with our dedication to quality and inclusive outreach-highlighted by our bilingual capabilities-we are conTident in our abilityto supportthe City of South Gate and GCCOG in creating and adopting an easy- to-use, Housing Element-compliant, and feasible planning document to achieve the development the City is seeking to plan for.

AECOM 7
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Firm Experience
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Firm Experience
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
AECOM is an interdisciplinary consulting firm specializing in urban planning, transit-oriented design, community engagement, economics, architecture, transportation, environmental resources, and engineering. This integrated structure enables us to seamlessly collaborate across practices and operate at the forefront of our industry to the benefit of our clients. Providing unrivaled technica excellence, our team has decades of collective experience working with the public sector on various planning projects involving drafting and updating zoning codes, creating objective standards and design guidelines, environmenta analysis, community outreach, and affordable housing programs, including prior and ongoing work with GCCOG member agencies and many others in Southern California and throughout the state.

Our plans are crafted and tested using real-world conditions by professionals with extensive knowledge of our chosen fields, and our approach to project management is embedded in our organizational culture - to deliver projects on time and on budget. Our team members are committed to their responsibilities and have extensive experience delivering results. While our team members may be working on other projects, they are available and capable of providing the full scope of services required for new projects.

As we work to solve some oftoday's most complex
challenges, AECOM has the depth and breadth of planning expertise and a demonstrated track record of successfully delivering equitable, innovative, and sustainable outcomes for cities across Southern California and beyond. The materials that follow in this proposal speak to these qualifications.

Our practice is a versatile and collaborative collective of urban 5trategists, designers, environmental planners, AICP-certified planners, and 1AP2-trained outreach specialists working in all contexts, at all scales.

Our core competencies include land use and zoning, including crafting objective development and design standards, leading zoning code updates, and approval streamlining. Our work is supported by visualizations to communicate concepts and reflect considerations like height and massing restrictions and pedestrian pathways, allowing us to create to-scale sketches of keyviews to convey potential outcomes applying standards. For over 25 years we have been preparing land use documents, such as General Plans, Master Plans, Community Plans, Specific Plans, Design Guidelines, Station Area/TOD Plans, Corridor Plans, Planned Unit Developments, Housing Elements, Public Facility Our experience shows that
successfulprojectsand policies
share commontraits:informed
decision-making earlyin the
process and clear, consistent
communication.

Financing Plans, Zoning Ordinances, and Affordable Housing strategies.

AECOM's Environmental team provides environmental
analyses that support plan development and compliance with CEQA. We are adept at preparing existing conditions and best practice analyses to properly establish project baselines, uncover key challenges, and understand how other jurisdictions have tackled similar issues.

Land Use and Zontng, Development of Land Use
Documents, 8treamlinlng Approval Proceases
Land use planning is a core competency of AECOM's
Southern California practice. Our highly experienced policy planners work across all community contexts, from downtowns to suburban main streets, lower-density multi- family environments, and transitioning industrial areas. Each of these contexts requires a different approach to introducing housing supplyin a way that addresses existing character and supports local economies. State law has significantly impacted the way jurisdictions are planning for more housing and making decisions about how to bestintegrate these assumptions into land use and zoning plans.

Our core competencies include land use and zoning, including crafting objective development and design standards, leading zoning code updates, and approval streamlining. AECOM understands that land use planning provides the strategic framework for the physical development of a region but is also the foundation of mobility options, sustainability, economic vitality, sense of place, community health, and environmental justice. As such, understanding the complexities associated with land use decisions and impacts in these other areas is critical to supporting jurisdictions with land use and zoning objegtives.

We do not use a one-size-fits-all approach to zoning codes and development standards, and we're able to tap our variety of expertise with different zoning practices, from form-based to more traditional, to find solutions that fit within 9AECOM 475
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the framework of a 3urisdiction's existing zoning framework, while introducing new standards that help to accommodate the project goals. AECOM recently workecl on zoning code updates in numerous jurisdictions across California, including Orange, Long Beach, Pasadena, South Gate, Santa Monica, San Jose, and the County of San Diego. In each case. a key focus was the introduction of new housing options within areas that were previously commercial-only, low-density residential, or industrial. Supporting the creation of missing middle and family-friendly housing through updated zoning regulations has been a focus with many jurisdictions we have worked with. AECOM's zoning expertise is not limited to the creation of development standards-we have
assisted jurisdictions with broader code update efforts to assist with streamlining, clarifying conflicting or confusing sections, modernizing land use categories and definitions, crafting zoning-based incentives For desired outcomes, and providing recommendations related to land use definitions, interpretations, and- ru-les 6f-m-e-as-ure-me-n-t.

Policy Review
AECOM is a regional, statewide, and national leader at developing innovative, implementable policy and regulation for pro-housing programs and has broad experience with preparing master plans, specific plans, corridor plans, plans for TOD-adjacent areas, inclusionary zoning plans, density bonus plans, and TDR plans. For GCCOG and its Participating Agencies, AECOM can provide consulting to address policy and code-related issues such as:

Code review to mesh new proposed policy language
with existing adopted code and to provide insights for consolidating, streamlining, and clarifying language Draft policy language for new code or code amendments suitable for adoption
Evaluation of CEQA options for proposed code and code amendments by considering potential environmental
issue areas of concern, tiering opportunities from prior environmental impact reports (EIRs), potential exemptions that may be applicable. and other CEQA documentation options, including stand-alone negative declarations or EIRs. as needed.

Environmental Analysis
AECOMprovides environ('r)ental cqr';sultingse rvices to clients throughout Southern California with key strengths in California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA) document preparation, and related specialty studies. We have the in-house staff resources to be able to provide Phase I and Phase Environmental Site Assessments (ESAs) and related
technical analysis. The hallmark of our success as an Example of Pasadena specrfic plan outreach and diagrams helping to convey standards and technical information in an easy to understand way 10 AECOM
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environmental consultant is client responsiveness, knowledge of environmental laws and regulations, and an ability to understand the specific needs of each project. We diligently work with our clients at the outset of a project to define the limits of the project and the appropriate environmental documentation required.

Public Engagement
AECOM outreach specialists bring experience designing effective public outreach programs for a variety of projects throughout Southern California. Our specialists create custom public outreach programs through an equity lens that are engaging, accessible, and fun: We use a variety oftechniques from formally structured meetings and interviews to intercept surveys, pop-up events, and online engagement. AECOM brings a particular expertise working with highly active citizens and stakeholders in complex and sometimes controversial planning processes.

Our outreach specialists understand how to frame issues and structure activities to maintain productive dialogue and focus feedback on problem solving. We also strongly emphasize the use of targeted strategies, including the leveraging of standing meetings and community events and the development of culturally responsive content to engage community members who may not typically participate in traditional outreach activities. Relevant experience as cited in GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
our qualifications spans numerous cities, including Burbank, Pasadena, Los Angeles, South Gate, Long Beach, Santa Monica, and San Diego.

Housing Focused Outreach
Housing policy excites strong responses in communities ranging from enthusiastic support to recalcitrant
disagreement, and a thorough and sensitive community outreach strategy is often a critical part of successful program design and implementation. AECOM public
engagement specialists are deeply experienced in all aspects of community ocitreach in the context pro-housing programs and can support a wide range of engagement initiatives to solicit broad-based input, obtain community support, and promote and educate about policy proposals.

Typical stakeholder groups for an outreach program may include development professionals and investors. housing advocacy groups, community-based organizations,
neighborhood groups, and elected officials and staff. A successful stakeholder engagement plan may include of the following elements:

A representative and inclusive approach that is
equity-based with an emphasis on disadvantaged and
underserved communities in the study area.

Clearly articulated goals for the public input and review process for the project
11 y I s Y s i ' %
Scott Williamson leading a rezonrng walkrng tourin Long Beach AECOM 11
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GCCOG REAP 2.O BENCH CITY OF SOUTH GATE

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Public meetings and workshops (both in-person and
virtual as necessary) to explain the pro3ect, identify opportunities and challenges, discuss preliminary findings of the studies and analysis, develop a vision, and discuss strategies to realize this vision as a communtty.

Creative approaches to convey complex ideas and
engage communities such as interactive web-based
applications. online surveys, calculators to estimate pro forma impact on developer returns, templates and decision models for grant and other housing-related funding applications.

Multiple distriLxition platforms including in-person meetings (subject to public safety requirements), social media outlets (including Twitter and Facebook accounts), website content, opt-in email, and printed collateral.

Multi-lingual materials and meeting facilitation.
j
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@ lFil)DIPHniaiptmComnnigrkvdnmCiimunldnd l oiipmeniatybnaldtpimilkaiien-txlconmdoaatorAhgtlm rFiODtPllo%ptiaCoinonwnotdalaCoimmldiit - Daptiii+ninto%7onaldtPtanltndilndtlCanilxdodslmAng.lea 0 Susan Ambrosrnr leading specrfic plan outreach in Pasadena: Florence-Firestone TOD Specific Plan TOD Planning Guide sheet 12 AECOM
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Experts in creating specific plans.

Our planners bring broad experience working with local governments, including the City ofSouth Gate, wherewe have overseen successful Specific Plan and similarprocesses. We understand first-hand the drivers, complexities and influences that shape local planning decisions and are adept at supporting the Cityin its needs throughoutthe process to the implementation ofan effective plan.

Our team is currently working or recently worked on
Specific Plans and similar zoning/placemaking efforts for the cities of Santa Monica, Pasadena, Burbank, Culver City, and Long Beach. Our work routinely sees us assessing
City policies and processes, engaging the community to inform the standards with multiple workshops, crafting design standards to be both objective and context-
sensitive throughout different geographies, making
recommendations to streamline review processes, and
supporting City staff through Council adoptions. As a team with extensive public sector current planning experience, we understand the importance of consistency across
zones and integration into the wider zoning code to create a process that's easy for South Gate's planners to implement.

Our team of urban planners, economists. designers, architects and landscape architects understand how to create the right balance between design standards that elevate the quality of design in communities, but that also allow for an appropriate amount of flexibility for property owners and developers.

We have found that collaborating with the local design and development community is often the most effective way to gain support for the new standards. Also important is the incorporation of simple, straightforward visuals to communicate new concepts and standards to the public.

We also understand that the outcomes presented in the Specific Plan must be sensitive to the City of South Gate's community culture, environment, and long-term vision; consistent with the General Plan; and compatible with applicable development standards.

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GATEWAY DISTRICT SPECIFIC PLAN
Pasadena General Plan Implementation Program, Eight Sp-e-cific Plan Updates & CEQA Documentation

PASADENA, CA
Client: City of Pasadena
Client Reference:

Anita Cerna, Principal Planner
100 N. Garfield Avenue. Pasadena, CA 91101
[email protected]
(213) 630-1446
Project Dates: 2017 - Ongoing
Team Members: Susan Ambrosini, Scott Williamson, Mike Peterson, Aryeh Cohen, Elisabet Olle Amat, Sebastian Barrios, Lillian Lesser, Shannon Ledet, Lori Keller
APA Los Angeles Section Awards:
a 20221nnovativeUseofTechnologyAwardofExcellence,
Virtual Open House
2024 Neighborhood Planning Award of Merit, Central District Specific Plan
To support the City's continued effort towards innovation and high-quality design, AECOM is updating
Pasadena's specific plans for the Planning & Community Development Department, which will implement the City's General Plan. AECOM is leading the updates for the District, East Coloraao, and South Fair Oaks Soecific Plans, which comprise all of Pasadena's greater downtown, and , Fair Oaks/Orange Grove, North Lake, Lamanda
Park, and East Pasadena, which comprise the Northwest and Northeast neighborhoods of Pasadena. Virtually all of Pasadena's commercial and mixed-use areas are located in these plan areas.

Through a highly collaborative process engaging multiple City departments, stakeholders, and the community, the first four of the plans have now been adopted and are being implemented by the city. The Specific Plans inckide visionary goals and policies, revised land use regulations, detailed development and design standards, and realistic implementation measures. The Plans also address transit- and pedestrian-oriented development, mixed-use development, economic development, sustainability, and other relevant planning topics.

Several of the plan areas (most notably Lamanda Park and South Fair Oaks) include transitioning commercial/industrial areas riear Metro E Line light rail into more active, mixed-use districts comprised of new creative office and biotech/R&D uses as well as multi-family apartments and live/work studios.

These updates are intended to increase the diversity of the city's housing stock for people and families of all sizes, incomes, and needs, white maintaining importantjob centers that employ local residents. Key public realm features include an expansion ofthe City's pedestrian paseo network, active ground floor use and design requirements, and new street tree/parkway requirements.

Visualization from the award-winning Central District Specific Plan showing types of open spaces 14 AECOM
8t)
480
Updates to land use regulations include more housing opportunities throughout (but especially infill development near transit), allowing adaptive reuse of existing offices to residential uses, and the reduction or elimination of parking requirements. New objective but flexible design standards related to building modulation, fagade transparency, and open space, among many others, were included to stimulate better architecture without restricting an architect's creativity.

Emphasis was placed on weaving the disparate uses together at the sidewalk to ensure more consistent and vibrant streetscapes.

Key Project Elements:

Existing conditions analyses, including land use, urban design, economic market, and mobility studies, such as first/last-mile
Robust community engagement, including workshops,
walking tours, pop-up events and virtual open houses. in addition to multiple commission and City Council hearings
Land use/urban design scenarios, which were based on community input and best practices in planning to serve as the guiding framework
Financial and physical feasibility testing, to better understand whether development can likely be
constructed according to new development standards
Preparation of Specific Plans, including all text, maps, diagrams, with a focus on implementation actions, roles, and responsibility in user-friendly formatting
CEQA documentation, through preparation of an
Addendum for each Plan, supported by updated
technical analyses
Project management, maintaining the project schedule and staying on budget
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
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GCCOG REAP 2 0 BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
South Gate GatewayDistrict Specific Plan

SOUTH GATE, CA
Client: City of South Gate
Project Dates: 2015 - 2016
AECOM worked with the City of South Gate and the Southern California Association of Governments (SCAG) to develop a specific plan for a future light rail station area located on the West Santa Ana Branch Corridor, which extends south from Downtown Los Angeles to the City of Artesia, in the Gateway Cities subregion. The future station area is currently occupied with industrial and trucking uses that would be redeveloped to create a mixed use, pedestrian- and transit-oriented community to be known as the Gateway District.

What is the

GATEWAY
The Gateway olstr!at enCOmpaSSeS approximately 59 acres located at the noi'll'i-east corner r:l Firestone Blvd and Atlantic Ave It is:
a The Mute site of lhe planned South
Gate Transit Station along Ihe Was(
San(a Ana Branch Corridor Transit Line
a Identified to become a dense 'trangi)
villags' designed to support a high-levei
of ptidestnan activity.
- Eninsioned as a visual and functional
iranilt gateway feature for the City of
South Gaie
0 The optimal localion for future transit-
oriented development tTOD) to support
the future !tansik station
CtlTrentlV characterized by exlsting light-
'a )vbvy-Industrial uses and a""a"'g 'a'eanaplwlSielthnjlhsiTm*iy(Ilslritr ONS
Drait Framework Options present different treairnen!s hyr plaza size and orientaiion, street access. and parcel size m the Fkesione & Atlantic intersection gea.

Option 2
2019 Gateway District Specific Plan outreach materials The Gateway District Specific Plan builds off the General Plan Update 2035 and Comprehensive Zoning Code Update, both previously prepared by AECOM. The future rail investment offers the City of South Gate and SCAG the opportunity to reinvent, revitalize and re-energize the heart of South Gate and the surrounding area, while building on the adjacent successful private sector Azalea retail and commercia
project. The City's overall vision for the Gateway District Specific Plan is that of a transformational district, one that wi set the tone and provide a template for the City's sustainable Future. Development of the Specific Plan was the most recent step in AECOM's on-going station area planning efforts with South Gate, which converted initial station area concepts to a codified plan.lnitial station area concepts were developed with City staff and elected officials during the PEROW/WSAB Corridor Alternatives Analysis study-.
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GATEWAY DISTRICT SPECIFIC PLAN
The resulting initial concepts were further detailed to meet local land use, economic development and mobility needs as part of our work for the West Santa Ana Branch Land Use Study.

The Preparation of the Specific Plan was an opportunity for the City to implement the goals set forth in the City's General Plan Update 2035 and in the Comprehensive Zoning Code Update's development and design standards and guidelines for the Transit-Oriented District zone and surrounding areas.

The Specific Plan recommends land use mix, economic development and project implementation strategies, including short- and long-term financing options, land acquisition strategies, infrastructure needs and funding opportunities and business and development incentives and partnership opportunities. It incorporates a streamlined development review process and standards, strategies and actions to support successful implementation ofthe District.
2,1. District Vision
The Plan will revitalize the Ciateway District as a model mixed- use, pedestrian- and transit-oriented community, focused around the planned LPT Station.

As the City's eastern gateway, the future LPT Station will function as the District's keystone attraction, and serve to link South Ciate to other jobs-producing regions, commercial areas, and residential neighborhoods along the route ofthe WSAB IJIT corridor, nearby transportation corridors, and planned local and regional bicycle toutes and multi-purpose trails.

The Plan will meet the following objectives, as developed by the City and SCAG:

1. Create a mixed-use and transit oriented center that contributes to a sustainable environment.

2. Provide options for efficient movement of people, good and information that enhances economic growth and
transportation planning.

3. Contributetoapedestrianandbicyclefriendlyenvironment in a setting of land uses that are neighborhood serving and family oriented.

4. lncludedevelopmentguidelinesforasustainable
community lifestyle.
5 Incorporate cultural, public, and green spaces for outdoor aCtMtleS.
6 Establishaplanthatrespectsthecharacterandneedsof
the City.

2.2. Goals
The Plan establishes a development framework to implement the Vision for the District, with goals and policies that serve as guidelines for decision-making, and provide specific direction for future activities. The goals and policies were derived from input received from the community and stakeholders during the community engagement process and City staff during the planning process The four framework concepts and goals for the Plan are identified on the following pages.

Flgure 2-1: Vision Diagram
Early concept sketch developed for the Gateway Distrid. as a part of the West Santa Ana Branch Station JVea planning effort
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20 7 9 Gateway District Specific Plan Vision and Goals AECOM 17
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Long Beach Zoning Implementation Projects - Zone
In: Upto-wn, City C-ore, Bixby Knolls, & Wrigley and Southern Corridor

LONG BEACH, CA
Client: SCAG and the City of Long Beach
Client Reference:

Alison Spindler-Ruiz, Project Manager
City of Long Beach
(562) 570-6553
[email protected]
Project Dates: 2018 - Ongoing
Team Members: Susan Ambrosini, Scott Williamson, Mike Peterson, Aryeh Cohen, Sebastian Barrios, Lillian Lesser Uptown Planning, Land Use, and Neighborhood Strategy (UPLAN) Phase 1
Beginning in 201 8, AECOM led a collaborative effort between SCAG, the City of Long Beach, and the North Long Beach community to create a new vision, economic strategies, active transportation improvements. and zoning to guide Future development in North Long Beach. Following the completion of the North Long Beach UPLAN Phase 1, the City of Long Beach selected AECOM to continue work in North Long Beach through the Uptown Long Beach Mobility Enhancement Plan (UPLAN) Phase 2in 2019.

Key Project Elements:

Development of new Zoning Districts that facilitate low-carbon commercial and mixed-use development
to implement the PlaceTypes, land uses, and multi-
modal goals ofthe 2040 General Plan This included
development of a Neo-industrial Zone to transition
industrial uses to less polluting alternatives such as innovative start-up businesses, light industrial, small incubators, co-working spaces, commercial
manufacturing, clean non- nuisance industries, while maintaining local jobs
nclusive and robust public engagement process with innovative outreach, including a pop-up demonstration of a temporary cycle track and a social media campaign with Here LA, to reach a diverse audience and ensure inclusion of underrepresented groups
Participation in community engagement and capacity
building process with the City of Long Beach, Toole Design, Prevention Institute, and others that seeks to engage the most vulnerable and impacted community in North Long Beach
Physical feasibility testing of sites along the study area corridors to review how a sample infill development scenario performs against the regulations of the
applicable new Zoning District
Housing policy evaluation to increase equitable
development opportunities around key transportation
corridors while addressing the need for more housing and neighborhoods
Land use study physical site assessment to identify
background information on site features in the study area and asseSs factors that mayinfluence economic viability and revitalization
Market study to integrate economic analyses with land use and zoning decision-making and assess the role the market can play in the redevelopment and revitalization of North Long Beach
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Neighborhood mobility enhancement plan with a
comprehensive implementation strategy to increase
equity, safety, and connectivity
Zone In: City Core (Anaheim Corridor Zoning
Implementation Plan)
Starting in 2020, AECOM began working on a comprehensive effort to address barriers to housing production, promote equitable investment, and strengthen physical, social, and community infrastructure in the City Core area of Long Beach.

As part of the project, AECOM created a package of draft zones to implement the General Plan and Climate Action and Adaptation Plan and update the City's current, outdated zoning standards that disincentivize housing development and have contributed to overcrowding, rent-burdened residents, and a lack of housing options.

Key Project Elements:

Alignment of the Anaheim Corridor area with the goals and policies in the General Plan to help Long Beach
meet its RHNAtargetwhile increasing transparency,
predictability, and flexibility through modern objective zoning regulations
Land use, urban design, infrastructure, mobility, and
economic analyses that, when layered together, tell the story of the many dynamics influencing the Anaheim
Corridor today
Zone development to foster walkable, mixed-use
neighborhoods and centers that provide opportunities for a range of needed services within an attractive, safe, and healthy environment
Thoughtful community engagement and capacity building with the public and community groups that informed the project to help achieve the goal of making the City Core area more livable, resilient, and healthy
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
AECOM to continue work in the Bixby Knolls neighborhood through the Greater Bixby Knolls update. The project area is mainly comprised of single-family development and low- density shopping streets. The project focuses on addressing barriers to new housing development in an equitable manner, and development that services the existing community
while providing opportunities for new residents. Our context- specific approach to Bixby Knolls aims to support new housing development through a greater mix of commercial and residential uses, as well as implementing design
standards to support high-quality development and support local businesses.

Key Project Elements:

Assessment and visualization of planning factors such as land use, urban design, and economic factors from
relevant General Plan elements and the Climate Action and Adaptation Plan that define and explain the physical and market environment
Thoughtful engagement with the public and community
groups will inform the project to help achieve the goal of retaining the unique physical characteristics ofthe Bixby Knolls area while enhancing the neighborhood fabric,
encouraging infill housing and supporting commercial
activities along corridors
Zone In: Phase 4 (Wrigley and Southern Corridor}
AECOM's most recent work for the City is for Zone In: Phase

4. This projectincludes a large portion of the Cityin two subareas: Wrigley and Southern Corridor. Zones developed for the project areas are implementing the General Plan and further informed by stakeholder and public outreach. Guiding the update is the need to modernize use permissions, create objective standards for infill development, right-sizing parking based on recommendations made in previous efforts, and use of community-appropriate incentives.

Zone In: Bixby Knolls (Greater Bixby Knolls Zoning Update) KeY PrOjeCt Elements:

Continuing the momentum from the UPLAN and Zone In:

City Core projects, in 2022, the City of Long Beach selected Detailed existing conditions analysis of urban design, planning, equity, and mobility data, which will serve as the basis for zone development
High-level assessment of key market and socio-
economic characteristics for the Wrigley and the
SoLrthern Corridor Project Areas. Each of the Project
Areas was analyzed independently and benchmarked
against the City of Long Beach and LA County, that will inform policy and planning topics to be discussed in the Economic Considerations Staff Workshop
Assessment of the areas' regulatory framework
everaging our existing in-depth knowledge of existing plans, including the General Plan, Climate Action Plan, Enhanced Density Bonus Ordinance, and other recently adopted plans or policies as provided by the City
Educational toolkit with various materials to help
residents and stakeholders understand zoning, objective development standards, and other related planning
tOpiCS.

AECOM 19 485
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GATEWAY DISTRICT SPECIFIC PLAN
Golden State SP, EIR & HSR Rail Station Area Plan

BURBANK, CA
Client: City of Burbank and Burbank-
Glendale-Pasadena Airport Authority
Client Reference:

Daniel Villa, Senior Planner,
Community Development Dept.
(E1'l8) 238-5250
[email protected]
Project Dates: 2016 - Ongoing
Team Members: Susan Ambrosini, Mike
Peterson, Aryeh Cohen, Lillian Lesser,
Elisabet Olle Amat
AECOM is currently leading a three-
pronged planning effort in the Golden
State District, a commercial-industrial
area adjacent to Hollywood Burbank
Airport in Burbank, to prepare: (1 ) a
station area plan in anticipation of
Burbank's proposed high-speed
rail station (planned to be located
within the District by the California
High-Speed Rail Authority); (2) the
Golden State Specific Plan, which will
incorporate recommendations from
the station area plan and serve as the
regulatory document for future land
use, development, infrastructure and
public realm improvements (3) and an
Environmental Impact Report (EIR) that
will analyze environmental impacts of
plan recommendations and recommend
mitigations. This effort builds on
AECOM's previous visioning study,
LinkBurbank, which set the tone and
framework for the District's evolution.

The District occupies about 640 acres
to the immediate east and south of
Hollywood Burbank Airport, which is
building a replacement passenger
terminal inside the plan area. It also
includes two Metrolink stations, an
Amtrak stop, and Burbank's proposed
California HSR station. As such, the
Golden State Specific Plan recognizes
the District is Burbank's front door, and
increasingly responsible for shaping
a visitor's first impression of not only
the city but the region. In addition
to being a transportation hub, the
District is Burbank's longest-serving
employment center, originally home
to Lockheed Martin and many other
manufacturing businesses. In recent
years, however, the area has seen a
shift to post-industrial uses - primarily
media and tech - and has experienced a
resurgence of economic activity
The City is looking to encourage its
redevelopment into a more mixed-
use district, balancing economically
significant businesses and their
high-paying jobs with the potential
to add thousands of new residentia
units that balance out the district while
meeting city, regional and state housing
goals. Standards included in the plan
will level the playing field between
different uses, ensuring that one type
of development doesn't dominate the
district as has been the case in the past
and opening up new opportunities for a
fully integrated. mixed-use environment.

Public realm improvements will focus on
the pedestrian experience and reimage
roadways for the safe and comfortable
movement of various modes. notjust
vehicles.
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GATEWAY DISTRICT SPECIFIC PLAN
The project includes public engagement in the form of community workshops to understand residents, employees and business owners' existing challenges and future aspirations for the plan area. In summary, the Plan will leverage the District's current and future infrastructure assets and explore mechanisms to mix land uses - maximizing Burbank's housing supply while solidifying its role as a major media capital.

The AECOM economics team performed a detailed market and fiscal analysis, well as proforma testing on several multi- family housing scenarios.

Key Project Elements:

Existing conditions analyses, including land use, urban design, transportation, and infrastructure.

Streetscape framework, complementing the City's
Complete Streets program.

Land use alternatives and preferred strategy, to gain feedback and buy-in from local community members.

Market study and fiscal impact analysis, to inform decision makers of potential financial impacts of the proposal.

Feasibility testing of opportunity areas, to gauge where development potential was highest.

Specific Plan development and design standards,
including monitoring, reporting. and implementation.

Comprehensive public outreach, such as stakeholder
interviews, walking tours, open houses, pop-up events, etc.

Inter-departmental coordination, through a Technical Working Group of multiple agencies with interests in the project.

Project management, meeting deadlines to stay on the City's schedule and budget.

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AECOM 21
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GCCOG REAP 2 0 BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Metro LB-ELA Corridor Investment Plan and EPET
Analysi-s

LOS ANGELES COUNTY
i
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Client: Los Angeles County Metropolitan Transportation Authority
Client Reference:

Michael Cano, Executive Officer Countywide
Planning & Development
1 Gateway Plaza, Los Angeles, CA, United States
[email protected]
(562) 247 -7777
Project Dates: 2021 -Present
Team Members: Susan Ambrosini, Aryeh Cohen
AECOM is providing stakeholder outreach and engagement, equity strategy multimodal transportation planning and policy, and project management services for the Long Beach-East Los Angeles Corridor Mobility Investment Plan (LB-ELA Corridor Plan) project. The project builds on previous efforts to alleviate congestion and optimize travel oF people and goods through the 1-710 corridor area. However, the LB-ELA Corridor Plan reflects a renewed vision for investment in the corridor, that focuses on development of a community- supported, regionally significant, multimodal approach to addressing major mobility satety, air quality, and equity needs for moving people and goods through the 1-710 South Corridor between the Ports of Los Angeles and Long Beach and State Route 60.

At the onset of the LB-ELA Corridor Plan process, Metro and Caltrans convened a Task Force of community-based and environmental groups, elected officials, goods movement officials, and other local regulators to meet regularly and provide input on the project. AECOM manages the overall project schedule and a team of subconsultants in the delivery of technical deliverables, public outreach efforts, and presentation materials to guide the project through multiple Task Force committee and subcommittee meetings per month.

AECOM's outreach and engagement work includes
facilitation, content development, and strategy for the project's Equity Working Group (12 meetings and ongoing), equity-focused technical support for additional Task Force meetings and Lunch & Learn sessions, and application of Metro's pilot Equity Planning and Evaluation Tool throughout the process. As part of the Equity Working Group strategy and facilitation, AECOfvl lisb UOlitiibutsd to development oT project goals and guiding principles, produced background research through literature review and data analysis, delivered on the history of policy, infrastructure, and demographic change in the corridor area, and led equity-focused communication of technical concepts throughout the project process.

Synthesizing input on transportation needs from members of the project Task Force, Equity Working Group, Community Leadership Committee, and the public, the AECOM team applied equity and sustainability principles, transportation planning expertise, and in-depth knowledge ofthe corridor area to compile and organize a list of 200+ projects and programs with benefits to Active Transportation, Transit, Arterial Roadways, Goods Movement, Freeways, and
Community Programs. AECOM is co-leading a robust
evaluation methodology to screen and prioritize projects for the investment plan.
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Florence-Firestone Transit Oriented District Specific Plan Project Program Environmental Impact Report

LOS ANGELES, CA
Client: County of Los Angeles
Client Reference:

Patricia Hachiya,
Supervising Regional Planner
[email protected]
(213) 97 4-6316
Project Dates: 2020 - 2021
Team Members: Susan Ambrosini,
Mike Peterson, Aryeh Cohen,
Shannon Ledet
The Florence-Firestone Transit Oriented
District Specific Plan (FFTOD Specific
Plan) Projectinvolves the establishment
of transit-oriented development policy
direction, development standards.
and implementation programs for the
Florence-Firestone community as part
of the Los Angeles County Transit
Oriented District (TOD) Program for the
Los Angeles County 2035 General Plan
(General Plan). The proposed FFTOD
Specific Plan Area encompasses the
Los Angeles County unincorporated
community of Florence-Firestone.

The project. proposed by the County
of Los Angeles (County), would amend
General Plan Land Use designations on
parcels in Florence-Firestone to provide
consistency with the General Plan policy
direction for mixed use parcels along
transportation corridors and support
Regional Housing Needs Assessment
(RHNA) requirements by providing
greater opportunity to create new
affordable units. The proposed FFTOD
Specific Plan would also establish
land use development and design
standards for features, such as scale
and mass, building orientation, building
architectural elements, circulation,
parking, and exterior lighting. The
standards established by this FFTOD
Specific Plan are designed to increase
the clarity of applicable regulations,
support the goals and policies of
the General Plan and Florence-
Firestone Community Plan (FFCP), and
support transit oriented development
investments in the community.

AECOM provided CEQA guidance for
the project on behalf of the County
and prepared an Environmental Impact
Report (EIR), a Mitigation Monitoring
and Reporting Plan, and technica
reports. The EIR proposed mitigation
measures to address potential
impacts to key environmental issues
including greenhouse gases, hazards
and hazardous materials, hydrology
and water quality, noise, tribal cultural
resources, and utilities and service
systems.

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AECOM 23 489
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Bergamot Area Plan - Design Standard Revisions
SA-NTA -M-O-NiCA, CA
Client: City of Santa Monica
Client Reference:

Steve Mizokami, Principal PJanner
[email protected]
(310) 458-8341
Project Dates: 2024 - Ongoing
Team Members: Susan Ambrosini. Scott Williamson
The City of Santa Monica selected AECOM to provide support for the City's efforts to revise the Bergamot Area Plan. As part of the effort. AECOM is creating new design standards, with a particular focus on open space, public realm, and the introduction of high-rise to the area. The standards will apply to the Bergamot neighborhood, a former industrial and commercial area that has in recent years transformed into a creative hub.

After the introduction of rail to the area, and more recently, increasing interest in development of up to 20 stories by way of SB330, the City is seeking to guide this interest in a cohesive manner; one that contributes to the City's vision for the area, capitalizes on access to transit, promotes high amenity development and public realm, as well as minimizing impacts on surrounds.

Drawing on lessons from similar development around the world, AECOM is working with City staff, expert committees and Commissioners to propose and refine a set of standards specific to this unique urban renewal area. The task involves striking a balance of retaining development viability while encouraging well designed outcomes public and private realm outcomes that benefit the community. Importantly, given the prominence of future development, the regulations must positively contribute to the City's identity.

Working with expertise from our multi-disciplinary team o'r pJanners, urban designers, architects, landscape architects and economists, AECOM has to date developed and presented approaches to several attributes of future development for the area, including:

Analyzing site permeability opportunities
Defining 'high-rise developmenta
Tower Massing and Separation
Facade Design
Podium Massing
Open Space + Pathways
Solar Access and Wind impacts
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24 AECOM
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RelevantProjects & References
BixbylK'noll9' rieighborhood throughth'eaGrit,ater BiShy Kntjlls. update. :Corriprised=of single4arnily'deVeloprrHerit ar:idGlow- .dbnsity shop(jing gtreets,.fhe.p.rojectfocuses.en ad,dressirig. t+apriers to n'ew h'e.usirig,developmerit Ir'i.an.equitableamariner .andT.deyelo,pmentthat'ser:vicesAhe existimg.cor'rrrxurqitywh'ile .providing'.opportunlties for new residents. O.ur cohtext'spiecjfi'c approaah.alr'rs $o supporif neW'hoLising d'evelopment throu,gh a greater.rriix'ofcomrnercial a(;id re,sideritial'use3as.wei C!S implemeriting des'ign 'staridar:ds to support hi7h-qpdlity d6velqpment an.d.s,upport'iocal..busiriessesi
ffll M. Eat,
ra ,m.m
aHl
. 'CUIENTiCity.of Orange.
. CLIENT REFERENCE:
i Chad Ortlieb, Principal 'Planrier
. [email protected]
. '(71 4.)' 744-7237
PROJECT DA"f'ES:
:2023 - 2024
T:EAM MEMBERS: S(isan.
' Ambro.sini, Scoaffl'Williamson,
'Mike'Peterson
AECOM created a se't-of.ObJective'Design Standerds that c(:iuld he utilized for Orange's:multifamilyanJ'mixed-usedevelopments.

We corisidered:riumerous variables,including stafe IEIW, the Clt,y's palicyahd development oontext,'local deyelopment$ends, as wellas City.and cornrriunlty preferences.TheproJeetadapted existlrig.'historicgui:delinesfor Objectivit, t-o.assistthe'Oity irr streamliriirgitsprocesses onsitesyitShisteiricclasslficajion:.

We created-c6nceptudl d3agramst'o accoppan9'manyofthe
recommended standards to assistwith.interprefatiori. On'ce implemented, t:he standards will as'sistthe Ci§'s':HO4siPg Policy Actioris, contributing to'a streamliriedprocess.and proyidirig. certairityror hougint) deveiloprner3f jx6jects.
amasss
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CITY OF SOUTH GATE
GCCOG

PROJECT DIRECTOR
Susan Ambrosini, AICP

PROJECT MANAGER
Scott Williamson, AICP

OUTREACH LEAD
Paola Peria

ENVIRONMENTAL LEAD
Shannon Ledet
Urban Planning + Mobility
Susan Ambrosini, AICP
Scott Williamson, AICP
Mike Petersen, LEED NP
Aryeh Cohen
Sebastian Barrios
Architecture/Design
Mark McVay
Elisabet Olle Amat, AICP
GIS
Sean Tapia
Rachel Leete
Outreach
Paola Peria (+Env)
John Moreno (+Env)
Lillian Lesser
Environmental
Shannon Ledet
Sarah Baker
Broden Farazman
Chris Kaiser
Nak Kim
Miao Gao
In Southern California, AECOM has over 25 years of experience providing comprehensive services across multiple planning and design disciplines for local cities, counties, and regional planning organizations. Our local, integrated expertise includes land use planning, urban design, zoning, policy development, economics, equity analysis, sustainability, mobility, infrastructure, environmental solutions, and public outreach. More specifically, AECOM's Southern California planning team regularly works on Specific Plans and similar documents leveraging a depth of expertise across all relevant disciplines. Our team has taken a strategic approach to the selection of key personnel for the Gateway District Specific Plan effort, leveraging their experience and understanding of the Gateway Cities region.

Scott Williamson, our proposed Project Manager, would be responsible for day-to-day communications, overall project management, including adherence to budget and schedule.

Scott is adept in managing zoning and planning initiatives, including specific plans, development standards, masterplans, and outreach initiatives. His proven ability to lead teams and guide complex projects through the process allow that the Gateway District Specific Plan will progress seamlessly through all necessary phases, in close partnership with GCCOG and City staff. Scott's recent project management experience includes leading rezoning efforts for Long Beach's Bixby, Wrigley, and Southern Corridor neighborhoods for Housing Element compliance, crea5ng Orange's
Objective Design Standards, creating San Jose's Ob3ective Development and Design Standards
Susan Ambrosini, our proposed Project Director, brings a wealth of expertise in Specific Plans, having worked with various jurisdictions across California. She would be provide critical project direction at key milestones and would be a constant resource for technical and quality control. Susan's ongoing collaborations with cities such as Pasadena, Burbank, and Culver City have equipped her with a comprehensive understanding of the challenges and opportunities inherent in specific planning efforts. Susan excels in proposing technical solutions, optimizing efficiencies, and adeptly addressing community and political concerns. Susan is the project director for Metro's Long Beach to East LA 1-710 project outreach efforts, several updates to Long Beach's Zoning AECOM 27
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Code, and Culver City's Hayden Tract Specific Plan. She is the Project Manager for eight Pasadena specific plans and Biirbank's Golden Sta-te Specific Plan. She was the Project Manager for the County's Florence-Firestone TOD Specific Plan, abutting Socith Gate to the west.
n addition to their project director and management roles, Susan and Scott would scipport urban planning, zoning, urban design technical work, in addition to being responsible for quality control of deliverables. Supporting Susan and Scott will be planning, outreach, and environmental team members.

Paola Peria is a is an equitable outreach specialist and native Spanish speaker who will be leading outreach efforts, including translation of materials and attendance at outreach events. She is also an environmental planner and air quality scientist who can support the environmental review efforts.

Mike Petersen in an urban planner and designer specializing in specific plans and development and design standards responsible for updating content to bring the plan into consistencywith current Metro planning and any other applicable efTorts.

Aryeh Cohen is an urban planner and visual communication specialist familiar with the area having worked on the Florence Firestone TODSP and Metro LB-ELA projects. He would support creating accessible, graphically rich outreach materials and urban planning/design tasks.

Mark McVay is an architect who will serve as a technical advisor to design standard and diagram tasks.

Elisabet Olle Amat is an urban designer and architect, who would assist with graphics and diagrams that may be needed to update the plan, and all urban design tasks.

Sebastian Barrios is an urban planner responsible forleading data collection and review, setting up the site reconnaissance, and originating community engagement and planning
content.

Lillian Lesser is an urban planner who will primarily be responsible for coordinating outreach efforts and originating ocitreach materials, and will also be available to support planning efforts.

John Moreno is a native Spanish-speaker who will be supporting outreach and environmental efforts, including translation of materials and attendance at outreach events as needed, and originating content for CEQA documentation.

Shannon Ledet is an environmental planner who will lead the environmental review and technical analysis efforts.

Sean Tapia is an urban planner and data analytics specialist who will provide techincal oversight on the existing condtions online mapping.

Environmental specialists supporting the CEQA task include Sarah Baker (quality review), Broden Farazman (originate addendum content), Chris Kaiser (noise analysis), Paola Peria (air quality/GHG), Nak Kin/Miao Gao (traffic), and Rachel Leete (GIS). Administrative, graphic, and controls staff supporting the task order include Fran Ascolillo, Deborah Jew, Ruth Behling and Stacy McHargue.

Meet Your Project Manager

SCOTT WILLIAMSON, AICP
Project Manager
Scott brings over 16 years of strategic planning, development review and project management experience. Scott complements the AECOM Los Angeles skill set with an enduring international perspective of public and private planning projects and processes. Scott is motivated by a passion for addressing complex urban problems. while navigating the complexities of government process and politics. He routinely works with various agencies, project teams and stakeholders through the envisioning and approval pipelines. Scott's strategic planning and development review experience has brought an innate familiarity with the drivers of residential, commercial, community and industrial developments, along with the regulatory frameworks that must be navigated to approval. Central to Scott's experience has been outreach, in which he has developed a strong skillset for communicating complex urban concepts to the community and elected representatives.

Maximizing benefit to the community has been a pillar in all variety of projects Scott has managed. Recent projects include:

Zone In: Bixby and Phase 4 Projects, City of Long Beach, CA Objective Design Standards, City of Orange, CA
SB9 0bjective Development and Design Standards, City of San Jose, CA Objective Development Standards, SCAG, Santa Monica, South Pasadena, Montebello, Santa Fe Springs, CA 28 AECOM
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Resumes
SusanAmbrosini, AICP
ROLE: PROJECT DIRECTORiLAND USE/ZONINGiURBAN DESIGNI

OUTREACH
Education
MUP, Urban Planning,
Hunter College
BA, Political Science,
University of Colorado
Susan Ambrosini, AECOM's Los Angeles Office Urban
Planning practice lead, is adept at managing complex projects across a variety of scales. including citywide and community policy documents, district-scale urban design concepts and neighborhood and corridor level streetscape and mobility plans. She has worked with a variety of agencies and departments in several cities, including SCAG, and is passionate developing stronger connections between land use, urban design and mobility planning, leading to more successful planning and project outcomes.

She has consistentlyled successful multi-disciplinary and multi-firm teams in which land use, urban design, housing policy, economic analyses, physical feasibility studies, transportation studies, infrastructure analyses, and landscape design are each critical inputs into the planning process. Public outreach is a key component of almost all her projects and Susan is skilled at developing successful community outreach strategies, facilitating public meetings and working with a variety of stakeholders.

PROJECT EXPERIENCE
City of Pasadena, General Plan Implementation Program and EIR Addenda, Pasadena, CA. Project Director for the concurrent update of eight Specific Plans and the citywide zoning code. The Plan Areas include five transit stations and a mix of commercial office, retail, flex industrial, institutional and multifamily residential uses. The new Plans will include refined land uses, new objective development and design standards and guidelines, public realm requirements, supportive goals and policies, and implementation programs. The effort has been supported by extensive outreach, led by AECOM, including 1l workshops, four virtual open houses, pop up events and walking tours.

Zone In: City Core (Anaheim Corridor Zoning
Implementation Plan), City of Long Beach, Long Beach, CA. Project Director for creating an implementation plan and drafting new zones for the Anaheim Corridor area to address removing barriers to housing development in an equitable manner that serves the existing community while providing opportunities for new residents. The project will also implement the City's new General Plan Place Types and uncover opportunities to incentivize affordable housing through zoning.

Certifications
AICP Certified, American
Institute of Certified Planners
Affiliations
American Planning
Association
Urban Land Institute
SCAG, REAP 1.0 0bjective Development Standards
Bundle, LA County, CA. Project Director for the development of 16 zoning districts within 4 cities thatincorporate objective development standards as a way to promote high quality design while streamlining the approval process for new housing development.

Metro, Long Beach-East LA Corridor Mobility Investment Plan, Southern California. Task and equitylead for equity analysis and outreach including the facilitation, content development. and strategy for the project's Equity Working Group (13 meetings and ongoing); the application of Metro's pilot Equity Planning and Evaluation Tool (EPET) throughout the process for technical analysis of existing conditions, multimodal strategies, and proposed project list and developing equity criteria and performance metrics.

County of Los Angeles, Florence-Firestone Specific Plan and EIR, Los Angeles County, CA. Project Director for new Specific Plan in the economically challenged Florence- Firestone area that includes three Aline light rail stations. The Plan includes new development standards for multifamily, commercial and industrial land uses and multi-modal mobility concepts to help achieve Community Plan objectives for higher density around transit while addressing equity and affordability. AECOM managed the public outreach effort, which focused on engaging under-represented residents.

Golden State Specific Plan and EIR, Hollywood-Burbank Airport, Burbank, CA. Project Director for the creation of a new Specific Plan for the 600-acre post-industrial area around the Hollywood-Burbank Airport in anticipation of a new high- speed rail station. Key focus areas of the project have been evaluating the feasibility of more housing and densityin the district, identifying the appropriate jobs-housing balance, and improving access to the Metro and HSR stations and relocated airport terminal. The Specific Plan will include new objective development and design standards for several new subareas comprising the district, including an emphasis on standards that support an improved public realm through wider sidewalks and enhanced public open space.

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ScottWilliamson, AICP
ROLE: PROJECT MANAGERiLAND USE/ZONING
Education
Grad Dip, Environmental Law,
University of Sydney
Masters in Urban & Regional
Planning, University of
Sydney
Scott Williamson brings over 13 years of strategic planning, development review and project management experience.

Scott complements the AECOM Los Angeles skill set with an enduring international perspective of public and private planning projects and processes.

Scott is motivated by a passion for addressing complex urban problems, while navigating the complexities of government process and politics. He routinely works with various agencies, projectteams and stakeholders through the envisioning and approval pipelines. Scott's strategic planning and development review experience has brought an innate familiarity with the drivers of residential, commercial, community and industrial developments, along with the regulatory frameworks that must be navigated to approval. Central to Scott's experience has been outreach,in which he has developed a strong skillsetfor communicating complex urban concepts to the community and elected representatives. Maximizing benefit to the community has been a pillarin all variety of projects Scott has managed.

PROJECT EXPERIENCE
Zone-(n Phase 4, City of Long Beach, CA. Project Manager for the AECOM project team. Phase 4 of the City's Zone- In project covers a large area of the City of Long Beach, including the Wrigley neighborhood and around the Fourth Street corridor. The project is seeking to implement the City's General Plan in updated zoning, identify opportunities for affordable housing, reduce barriers to development and promote equity. Responsible for coordinating day to day running of the project, technical and outreach tasks.

Bixby Knolls Zoning Update, City of Long Beach,
CA. Project Manager for the City's update of the zoning regulations in the Bixby Knolls Neighborhood. also known as Phase 3 of the City's Zone-In project. Responsible for coordinating day to day running of the project, technical and outreach tasks to enable the new zoning. implement the City's objectives and promote fLiture growth.

City of Pasadena, Pasadena Specific Plans, CA. Senior Urban Planner. Project support for the AECOM project team.

Providing oversight, strategy, editing and quality control.

BS, Human Geography,
University of Wollongong
Affilications
Certifications
AICP Certified, American
Institute of Certified Planners
Urban Land Institute
American Planning
Association
City of Orange Objective Design Standards, City of Orange, CA. Project Manager for the AECOM project team, providing project oversight, coordination of the project team and interface with the client for delivery of objective development standards that will inform development across the city.

Objective Design Standards for SB9 and Infill Housing, City of San Jose, CA. Project Manager and Technical Lead for the AECOM project team. San Jose is working to encourage infill typologies to jurther contribute to its housing stock. This project was aimed at improving uptake and design 'outcomes associated with the State infill housing policy SB9 in single dwelling zones, while expanding eligibility to two- dwelling zones and historic districts. The project developed an innovative series of design standards for the City to utilize in its code, delivered a series of illustrative diagrams to assist with public understanding and public facing materials.

The project also involved undertaking industry specific and general public outreach to inform project outcomes.

Objective Development Standards, Southern California Association of Governments (SCAG), CA. Project Manager for the AECOM project team, responsible for coordinating the project team and managing day to day running of the project, technical work, outreach and client interface for the project. which is working to deliver objective development standards to four different cities the Los Angeles region, totaling 16 zoning districts.

Accessory Dwelling Units, Southern California
Association of Governments (SCAG), CA. Project Manager for the AECOM project team. Providing day to day oversight of the project that worked to develop a variety of ADU materials and tools for four Southern California cities. The tools are intended to help streamlining of the ADU development type for these four cities and beyond.

Northside Land Use Analysis, Los Angeles World Airports (LAWA), CA. Application review and agency assistance for a large recreation project seeking to implement the Northside Specific Plan.
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Paola Pefia
ROLE: SPANISH OUTREACHiENVIRONMENTAL ANALYSIS
Education
BS, Environmenta
Chemistry - Environmental
Systems, University of
California, San Diego, 2016
Language Skills
Spanish fluency
Affiliations
Member, Association
of Environmental
Professionals
Paola has experience in public and stakeholder engagement and facilitation for a range of projects, including climate change adaptation and resilience, mobility and transportation planning projects, and environmental impact assessment efforts. Ms. Peria's stakeholder engagement and public facilitation work has included outreach and communications strategy development, public meeting planning and
facilitation, development and implementation of educationa materials, public participation training and risk communication training for agencies, interactive website content development, online surveys, fact sheets, and newsletter development. Ms. Peria also specializes in the preparation of greenhouse gas emission inventories and air quality impact assessments. Thus, Ms. Peria understands the importance of clear and succinct communication of complex issues to encourage meaningful communityinvolvement. In addition, as a native, fluent Spanish speaker, Ms. Peria's previous outreach work has included translation services forin-person stakeholder and public interviews and virtual and in-person multi-lingual workshop planning and coordination.

PROJECT EXPERIENCE
Florence-Firestone Transit-Oriented District Specific Plan and PEIR, County of Los Angeles, CA. Responsible for the development of outreach materials, preparation for virtual workshop and community meetings, and report summaries for the scoping and public review period of the PEIR for the Florence- Firestone Transit Oriented District Specific Plan (FFTODSP). The FFTODSP and Program EIR focused on creating a land use and zoning policy tool for the unincorporated community of Florence-Firestone. The community engagement program carried out during the COVID-19 pandemic includes a stakeholder assessment, collaboration with Community-Based Organizations,
focus groups with organizations representing vulnerable populations, and an online mapping activity.

Long Beach-East Los Angeles (LB-ELA) Corridor Mobility Investment Plan, LA Metro, Los Angeles, CA. As a member of the LB-ELA team, Paola assisted assisted in the facilitation of the project's Equity Working Group.

County of San Diego, Inclusionary Housing Study, San Diego, CA. Assisted with development of the outreach strategy and outreach materials for various stakeholders.

She also assisted with the development of stakeholder questionnaire and facilitation of a virtual community webinar to communicate the purpose of the Study and present the draft findings, which included preparation of a meeting presentation to convey Study's economic analysis. The purpose of the study is to develop criteria for inclusionary housing and middle-income hohising programs. Specifically, the Study will assess local land use policy options for requiring market-rate housing projects to include the construction of affordable homes for low and middle-income households.

North Long Beach UPLAN, Phase 2, Long Beach, CA.

ASSisted with the outreach crowning event, which included coordination and planning of meetings and production of outreach materials. Key elements of the outreach strategy included thoughtful dialogue with community members to understand concerns regarding potential increases in density and housing supply, and education and capacity building regarding current housing conditions and potential policy options to address overcrowding and housing affordability issues in the community.

Victor Valley Transit Authority Comprehensive
Operational Analysis, San Bernardino County, CA.

ASSisted with soliciting input on community and individual needs through on-site questionnaires and bus stop
interviews in English and Spanish. The study looked at the current performance of Victor Valley Transit services as well as development in the Victor Valley area to determine how effective the current services are and what service modifications will be needed to serve the Victor Valley community in the coming years.

Imperial County Transportation Commission, Fare
Collection Study, EI Centro, CA. ASSisted with the logistics and production of outreach materials, English to Spanish translation of materials, and the virtual public meeting presentation for a Fare Collection Study.
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Shannon Ledet
ROLE: ENVIRONMENTAL PLANNING/ANALYSIS
Education
MPL, Master of Planning,
Social and Community
Development. University of
Southern California
BA, Sociology, Minorin
Geography, California
State University, Long
Beach
Certifications
Visual Resource
Management Training
Course Number 8400-
05, u.s. Department of
the Interior, Bureau of
Land Management (BLM),
October 2009
Shannon Ledet is a principal environmental planner at AECOM with overl8 years of work experience in both the public and private sectors. Her experience includes management and/or preparation of various CEQA and NEPA environmental documents, technical visual/aesthetic and lighting studies, alternatives analyses for major transit/ transportation projects, as well as community cohesion analyses. Her primary role at AECOM is to manage the environmental review process in compliance with CEQA and NEPA requirements,including the preparation of initial studies, environmental assessments, negative declarations, EIRs, statements of overriding considerations, findings of fact, and findings of consistency. Prior to AECOM, Shannon worked as a Planner at Terry A. Hayes Associates, where she managed and prepared environmental documents and technical
studies forinfrastructure, institutional, transit/transportation, mixed-use, and retail projects. Prior to this experience, Shannon worked for the County of Los Angeles Community Development Commission.

PROJECT EXPERIENCE
City of Beverly Hills, Westside Purple Line Wilshire/ Rodeo Station North Portal Environmental Impact
Report, Beverly Hills, CA. Project Manager and Aesthetics Task Lead for the preparation of an EIR for the construction and operation of a station entrance and exit to the Purple Line's Wilshire/Rodeo Station on the north side of Wilshire Boulevard, in addition to the currently planned station entrance on the south side of Wilshire Boulevard adjacent to Reeves Drive. The Draft EIR evaluated three alternative locations all within the City of Beverly Hills adjacent to the future Metro Wilshire/Rodeo Station now under construction as part of the Metro Purple Line Extension (Section 2) Project.

Keyissues include aesthetics, noise, traffic, and construction impacts. EIR was certified in November 2020.

Los Angeles County Metropolitan Transportation
Authority, Metro South Bay Green Line Extension Draft ELS/EIR and Visual Impact Assessment, Los Angeles, CA. Project Manager for the preparation of the visual impact assessment and visual simulations for the approximately five-mile extension of rail service from the current terminus of the Metro Green Line in the South Bay area of Los Angeles County.

Los Angeles County Metropolitan Transportation
Authority, Metro Regional Connector Draft Supplemental ELS and Visual Impact Assessment, Los Angeles, CA.

Project Manager for the preparation of the visual impact assessment and visual simulations for additional build alternatives being considered for the Flower Street portion of the Regional Connector.

City of Los Angeles Department of Public Works,
Bureau of Engineering, Pio Pico Library Pocket Park & Underground Parking Structure Project IS/MND, Los
Angeles, CA. Deputy Project Manager for the preparation of an IS/MND for the construction/operation of a new pocket park and one-level subterranean parking structure on the site of the existing surface parking lot serving the Pio Pico Koreatown Library. The western fagade of the existing library would be incorporated into the new park. Key issues included noise, traffic, geology/soils, and cultural resources. Shannon coordinated with the City, subconsultants, and technical staff.

City of Burbank, Golden State Specific Plan EIR, Burbank, CA. CEQA Task Manager leading preparation of the EIR for the specific plan area which includes the Hollywood-Burbank Airport. A key focus of the project is the potential for new land uses and urban design regulations adjacent to the existing airport in anticipation of a new high speed rail station, and the associated potential environmental impacts.

Aerial Rapid Transit Technologies LLC, CEQA
Environmental Impact Report, Los Angeles, California.

Aesthetics task lead Tor the preparation of the visual impact assessmentfora proposed aerial gondola thatwould
connect Los Angeles Union Station in downtown Los Angeles to the Dodger Stadium property.
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SarahBaker
ROLE: ENVIRONMENTAL PLANNING
Education
BA, Environmental Studies
and Biological Sciences,
University of California,
Santa Cruz, 2007
Training/Certifications
WTS, Association of
Environmental Planners
Sarah Baker is an experienced Managing Environmental Planner with 17 years of experience, including 8 years of experience working at the California Department of Transportation District (Caltrans) 7 Division of Environmental Planning. Sarah has an extensive knowledge of designing and developing large-scale infrastructure projects and in developing and delivering complex environmental
documents. She also has a comprehensive knowledge of the enwonmental process for both National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA), from scoping to project approval and construction. Sarah has expertise in working with environmental regulatory agencies to gain project approval: US Environmental Protection Agency (EPA), Federal Transit Administration (FTA), Federal Highway Administration (FHWA), US Army Corps of Engineers 404, California Regional Water Quality Control Board 401, California Department of Fish and Wildlife1600, US Fish and Wildlife Section 7 Consultation.

PROJECT EXPERIENCE
City of Los Angeles Department of Public Works, Bureau of Engineering On-Call Environmental Documentation
and Environmental Specialties Studies; Los Angeles, CA." Managed the environmental on-call services contract with the City of Los Angeles' Bureau of Engineering (BOE).

Managed technical staff as well as subconsultants to provide various environmental services for BOE. Managed cultural resources technical staff, who were providing expert level analysis for CEQA and Section 106 compliance on multiple projects. Managed the environmental document preparation, budgets, and schedules of multiple on-going task orders, as well as the overall contract.

Los Angeles County Metropolitan Transportation
Authority, CEQA/NEPA Environmental Services and
Support; Los Angeles, CA." Deputy Contract Manager CEQA/NEPA support contract with LA Metro. Coordinated to provide various environmental services to LA Metro, such as construction monitoring, public outreach, technical studies, and environmental document preparation. Oversaw the budgets and schedules of numerous task orders, as well as acted as a subject matter expert for CEQA/NEPA.

Caltrans District 7, On-Call Environmental Services, Los Angeles, CA." Environmental Project Manager & Contract Manager. Provided contract management on numerous
CEQA/NEPA support contracts with Caltrans District 7 as a subcontractor to various firms. Assisted in coordinating the team to provide multidisciplinary environmental services, including field surveys, preparation of environmental technica studies, community outreach assistance, and construction monitoring.

City of Santa Monica, Santa Monica Pier Bridge
Replacement Project, Santa Monica, CA." Environmental Project Manager. Oversaw the technical specialist as they prepared multiple analysis, including extensive Section 106 and Section 4(f) compliance documentation. Sarah worked with the City of Santa Monica in coordination with Caltrans District 7, to prepare a Recirculated Draft EIR/EA for the proposed project to replace the Santa Monica Pier Bridge. The proposed project would include replacement of the existing, seismically deficient Pier Bridge with a new multi-modal bridge to meet current seismic standards. The project's preliminary design is looking to replace the bridge with a new, structurally improved bridge, while also seeking to improve access to the pier for pedestrians, bicyclists, enhance ADA access, as well as automobiles that park on the pier.

Prior to AECOM
AECOM 33
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Mike Peterson
ROLE: LAND USE/ZONINGIURBAN DESIGN
Education
Master of Urban and
Regional Planning.

University of California Los
Angeles
BA. Architecture, University
of Minnesota
Mike is a planner with the Buildings+Places team in Los Angeles, working with cities throughout Southern California to develop and implementforward-looking plans and policies.

With previous experience in architecture and construction project management, he is committed to making our cities high-performing, high-quality places for people to love.

His planning background ranges from street design and active transport to land use and climate resiliencyinitiatives.

Prior work has also focused on cultural heritage/historic preservation and development of affordable housing.

PROJECT EXPERIENCE
City of Pasadena, General Plan Implementation/Specific Plan Updates, Pasadena, CA. Urban Planner. Revising the City's specific plans as the lead planner on multiple plan areas and primary developer of objective standards for all eight plans as the City undergoes its Housing Element update. Updates include plan area boundaries, rezoning, new land use categories and typologies, public realm and development standards, as well as design guidelines for special circumstances. Though there are eight diverse plan areas, each plan reflects the local character with individualized modifications to a standardized slate of regulations - to encourage reliable outcomes and improve ease of use - among developers, project planners, and the general public.

Analyzing feasibility of new construction based on new standards and providing policy recommendations. Engaging with the greater community through public workshops and virtua( open houses.

Florence-Firestone Transit Oriented District Specific Plan, Los Angeles County, Los Angeles, CA. Urban Planner.

Created new zoning with objective development and design standards for a transit-oriented neighborhood surrounding A Line stations in unincorporated LA County. Researched recent zoning updates and studied changing state law to incorporate current best practices into the plan. Analyzed impacts on overall capacity of the area in terms of housing, employment, and traffic.

City of Burbank, Golden State Specific Plan, Burbank, CA. Urban Planner. Working with city staff to create a new specific plan for a hybrid industrial area near future high speed rail, regional rail stations, and the Hollywood Burbank Certifications
LEED Green Associate
Passive House Certified
Builder
Affiliations
American Planning
Association
Urban Land Institute
Airport. Creating objective development standards and land use regulations for various mixed-use, industrial, and residential zones, including density bonus provisions.

Developed a capacity analysis to determine likely effects of new development standards on population and employment for multiple rezoning scenarios, based on both current and anticipated market trends.

Hayden Tract Specific Plan, City of Culver City, Culver City, CA. Urban Planner. Creating a new specific plan for a formerly commercial/industrial district to guide its transition into a flexible mixed-use neighborhood between two Metro light rail stations. The City's updated General Plan had already introduced residential as an allowed use: the goal of the specific plan is to ensure that new development fits the historic industrial and creative character of the neighborhood while introducing new a new mobility concept centered on walkability and complete streets. Planning for four rounds of community engagement along with study sessions and hearings at decision-making bodies. At the start of the project, analyzed existing conditions and created development alternatives for public feedback.

SCAG, REAP 1.O Accessory Dwelling Unit Bundle, LA County, CA. Urban Planner. Mapping-and analyzing ADU application, permit, and completion data forthree cities in Southern California to understand patterns and barriers to completion of new affordable housing units, most commonly found in low-density neighborhoods. Researching best practices on ADU ordinances, regulations, processes and financing programs. Developing a standard plan library for expedited permitting.

SCAG, REAP 1.0 0bjective Development Standards
Bundle, LA County, Ca. Urban Planner. Creating clear, objective development standards for housing projects to fast-track approval of high-quality housing projects in four Los Angeles County municipalities as a response to changes in state law. Analyzing existing development policies and regulations, review processes, and recent applications to compile a toolkit that can be easily edited by different jurisdictions to allow maximum density while providing an appropriate level of regulation.
34 AECOM
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

G ATEWAY DISTRICT SPECIFIC PLAN
Aryeh Cohen
ROLE: LAND USE/ZONINGiVISUAL COMMUNICATION
Education
MA, Urban and Regional
Planning, UCLA
BA, Anthropology, UCSC
Aryeh Cohen is a member of AECOM's Urban Planning
practice where he works with public agencies across the Southern California region to advance equity, fair housing policy, multimodal transportation options, and people- centered urban design through development oflong-
range policy and planning guidance. Aryeh has experience developing Specific Plans, Zoning Implementation
Plans, and Investment Plans at local and regional scales, contributing policy guidance and data analysis, and applying expertisein written and visual communication to translate technical concepts into accessible language and graphic tools for community engagement.

PROJECT EXPERIENCE
Long Beach-East Los Angeles (LB-ELA) Corridor Mobility Investment Plan, LA Metro, Los Angeles, CA. As a member of the LB-ELA team, Aryeh led development and application of the equity-focused evaluation criteria for a range of 200+ multi-modal projects and programs at widely varying scales and levels of development. Aryeh also leads the application of Metro's Equity Planning and Evaluation Tool, and facilitation of the project's Equity Working Group, including the production of presentations on the history of policy, infrastructure, and demographic change in the pro3ect area to further inform the Task Force's shared understanding of disparities surrounding the corridor.

General Plan Growth Strategy, Los Angeles Department of City Planning, Los Angeles, CA. As a member of the General Plan Growth Strategy team, Aryeh evaluated the effectiveness of the City's existing Framework Element as a planning tool to prepare for growth, and led development of a Fair Share Housing Allocation methodology to equitably distribute housing capacitythroughoutthe City's 35
Community Planning Areas (CPAs). Through precedent
research and technical discussions with multiple City teams, AECOM developed a methodologyto assign each CPA
a share of the City's housing capacity goal in a way that prioritizes equity in access to opportunity, transit and jobs, and health in accordance with Affirmatively Furthering Fair Housing policy.

Affiliations
American Planning
Association
Florence-Firestone Transit Oriented District Specific Plan, Los Angeles County Department of Regional
Planning, Los Angeles County, CA. As a member of the FFTOD Specific Plan team, Aryeh's primary contributions included: Aliterature review focused on the relationship between transit-oriented development and displacement; policy analysis focused on affordable housing, tenant protection, and workforce retention/transitions; and written and visual analysis of demographic and socioeconomic data as part of the Community Atlas and Equity and Mobility Study.

Aryeh also contributedillustration and graphic design forthe development of accessible educational materials as part of the project's public outreach component.

Pasadena General Plan Implementation Program -
Specific Plan Updates, City of Pasadena Planning
and Community Development, Pasadena, CA. As
Deputy Project Manager of the Pasadena General Plan Implementation team, Aryeh's technical contributions have involved writing policy language and development standards, coordinating the implementation of several virtual open house workshops, designing concept illustrations and diagrams for visualizing development standards, contributing to a sustainability memo including mapping and policy analysis, and managing the graphic design and compilation of specific plan documents in InDesign.

Zone In: City Core (Anaheim Corridor Zoning
Implementation Plan), City of Long Beach, Long Beach, CA. Housing policy lead for creation of an implementation plan and new zones for the Anaheim Corridor area to
address removing barriers to housing development in an equitable manner that serves the existing community while providing opportunities for new residents. The project will also implement the City's new General Plan Place Types and uncover opportunities to incentivize affordable housing through zoning. Aryeh authored a Residential Anti- Displacement policy memo to inform housing stabilization strategies and led analysis of existing conditions in the pro3ect area.

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GCCOG REAP 2.O BENCH CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Sebastian Barrios
ROLE: LAND USE/ZONINGIURBAN DESIGNi OUTREACH
Education
MA, Urban Design,
University of Westminster,
BSc, Urban and Regional
Planning, Cal Poly, Pomona
Affiliations
American Planning
Association
Sebastianis an urban planner for the Los Angeles office.

While at AECOM, Sebastian has worked with a variety of public agency clients on projects such as zoning code updates, general plan updates and specific plans, among others. Sebastian has worked on current andlong-range planning projects. and prior to joining the AECOM team, Sebastian spent time as a contract plannerin the public sector. He holds a Bachelor's degree in Urban and Regional Planning and a Master'sin Urban Design. Sebastian also has knowledge of the UK town planning system in addition to the California Planning System. Overall, Sebastian brings his current planning work experience and an extensive educational background to the success of our client's projects.

PROJECT EXPERIENCE
Zone In: Phase 4, City of Long Beach, CA. Urban Planner.

Technical team member that assisted in the development of new zoning districts and development standards for the Wrigley and Southern Corridor neighborhoods of Long Beach. Prepared a literature review and developed a set of built environment and policy-based maps to guide the zoning approach update. Developed potential zoning district maps to guide the zoning approach update. Researched established General Plan land use designations to guide zoning district discussions with the City.

Specific Plan Update. City of Marysville, CA. Urban Planner. Technical team member that assisted in the preparation of a new Specific Plan for Downtown Marysville that addresses that accelerates housing supply support infill housing. and reduce vehicle miles traveled (VMT) through location of efficient housing. Sebastian has assisted in developing the land use strategy for the Downtown Marysville and creating objective development standards.

Greater Bixby Knolls Zoning Update, City of Long Beach, CA. Urban Planner. Assisting in development of new zoning districts and development standards for the Bixby Knolls neighborhood of Long Beach. Developed potential zoning district maps to guide the zoning approach update.

Researched established General Plan land use designations to guide zoning district discussions with the City.

SCAG, REAP 1.0 0bjective Development Standards
Bundle, LA County, CA, Urban Planner. Project team member on the technical team to assist four cities in the development of objective development standards. The work includes an assessment of each respective city's regulatory framework For housing development, updates and creation of zones and objective development standards. Sebastian is assisting the work associated with the new zones development and the outreach efforts.

Los Angeles County Metropolitan Transportation
Authority, Crenshaw North Extension, Los Angeles,
CA. Urban Planner. Technical team member that developed documents of combining together urban design
considerations and impacts that showcase proposed portal locations for a new LA Metro subway through Mid-City, West Hollywood and Hollywood.

Los Angeles County Metropolitan Transportation
Authority, 1-710 Equity Task Force, Los Angeles, CA.

Urban Planner. Technical team member to assist on creating slide decks fortask force meetings. Sebastian has assisted in creating slide decks with the goal of developing multimodal strategies for the 710 Corridor.

City of Pasadena, General Plan Implementation Program - Specific Plan Updates and Zoning Code Updates, Pasadena, CA. Urban Planner. Technical team member for updates to existing specific plans, updates to the existing zoning code, and the creation of new zoning districts to align with the newly adopted General Plan. Sebastian has worked in developing chapters Tor the specific plan such as the Street Tree chapters.

City of Manteca, Mixed-Use Housing Accelerator Project, Manteca, CA. Urban Planner. Project team member for the Manteca Mixed-Use housing Accelerator Project that includes the processing of entitlements for the rehabilitation and expansion of an existing underutilized commercial shopping center as a mixed-use housing project and a zoning analysis along with recommendations citywide on how to accelerate housing. Sebastian is assisting the work associated with major site plan review and Planned Development entitlements.
36 AECOM 502
GCCOG REAP 2.O BENCH CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Lillian Lesser
ROLE: OUTREACHiLAND USE/ZONING
Education
Master of Urban Planning,
University of Southern
California
BA, Arts Management,
State University of New
York at Purchase College
Lillian is an urban planner specializing in public engagement and outreach. She has professional experience with stakeholder engagement, public policy, public events, community-led engagementinitiatives, and interdisciplinary partnerships. Lillian has strong research, writing, and communication skills. Her experience includes five years curating, producing, and managing logistics for public events about urban planning-related topics in New York City, conducting field work at Metro stations throughout LA County, coordinating and supporting
large-scale communityforums and engagement events
focused on active transportation, and collaborating with interdisciplinary partner organizations on planning-related projects throughout LA County. Past research includes placemaking best practices, creative and interdisciplinary engagement, active transportation, housing policy, open space, equitable economic development, and public art and planning.

PROJECT EXPERIENCE
Zone In: Phase 4, City of Long Beach Development
Services, Long Beach, CA. Planner. Developed literature review, conducted stakeholder outreach and supported stakeholder interviews, and creation oT outreach materials, including an educational toolkit to guide the zoning approach update in two neighborhoods in Long Beach.

San Diego Association of Governments, Kumeyaay
Corridor Comprehensive Multimodal Corridor Plan,
San Diego, CA. Planner. The Comprehensive Multimodal Corridor Plan (CMCP) is a multimodal transportation planning document that recognizes that transportation needs are based on the complex geographic, demographic, economic, and social characteristics of communities. Coordinated communications with CBO and CPG groups to arrange
presentations for the CMCP.

City of Burbank, Golden State Specific Plan, Burbank, CA. Planner. Generated public outreach materials for the Golden State Specific Plan, including two public tours of the specific plan area. Created tour materials including tour questionnaire packets, flyers, and reference documents for tour participants.

General Plan Review, Los Angeles Department of City Planning, Los Angeles, CA. Planner. General Plan review for the Los Angeles Department of City Planning. AECOM is providing strategic support for the update of the City's General Plan. Part of the team developing key considerations for potential revisions. Analyzed General Plan policies and programs and drafted accompanying memos.

Victory Valley Transit Authority, Victor Valley Transit Authority Comprehensive Operations Analysis, Hesperia, CA. Planner. Generated public outreach plan and public outreach materials for comprehensive analysis outreach including fact sheets. boards, and flyers.

LA ARTT, LA Aerial Rapid Transit EIR Public Review, Los Angeles, CA. Planner. Supported public outreach for the Draft EIR for an aerial rapid transit gondola system connecting Union Station and Dodger Stadium. The project intersects with multiple LA neighborhoods with community events designed to be inclusive of English, Spanish, Cantonese, Mandarin, and Taishanese speakers. Prepared public outreach materials, coordinated schedules and logistics for virtual and in-person public meetings.

Los Angeles Department of City Planning, General Plan Review, Los Angeles, CA. Planner. General Plan review forthe Los Angeles Department of City Planning. AECOM is providing strategic support for the update of the City's General Plan. Part of the team developing key considerations for potential revisions. Analyzed General Plan policies and programs and drafted accompanying memos.

East LA Moves, Public Matters, LLC., Los Angeles County, CA" Project Manager. East LA Moves, a project in partnership with LA County Public Works focused on supporting
active transportation in East LA through a variety of public engagement activities and actions. Managed budgets, invoices, and project timelines for an internship program and public engagement activities. Coordination of a complete street demo in East Los Angeles and logistical support for other outreach events in the community.
' Project experience prior to joining AECOM.

AECOM 37
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

G ATEWAY DISTRICT SPECIFIC PLAN
Mark McVay, AIA, LEED AP, DBIA
ROLE: ARCHITECTURE
Education
MArch2, Harvard University
- Graduate School of
Design
Bachelor of Architecture
(BArch), Architecture,
Syracuse University
Mark is a design principal in the Los Angeles office. He has over 30 years of experience leading teams on complex institutional projects for higher education, commercial, and mixed-use projects worldwide. Mark is responsible for creative direction on various sized projects and maintaining effective client relationships in multiple industries.

PROJECT EXPERIENCE
Los Angeles County, General Hospital Reuse Feasibility Study, Los Angeles, CA. Design Principal. AECOM's multi- disciplinary team is conducting an analysis for the reuse of the General Hospital, an historic 19-story, Art Deco building and iconic asset for the County of Los Angeles.

University of Southern California, USC Discovery & Translational Hub/CORE/CUP PM/CM Services, Los
Angeles, CA. Design Manager. AECOM is providing project management/construction management for the USC
Campus Health Facility under a traditional delivery with a GMP negotiated construction contract. Anticipated construction budget or $428M.

Judicial Council of California, Los Angeles Long Range Planning Study, Los Angeles, CA. Design Principal providing creative direction to the team exploring replacement of existing Criminal and Civic Court house of LA Superior Courts.

City of Thousand Oaks, Civic Arts Plaza Master Plan, Thousand Oaks, CA. Design Principal. Project included planning and design of a new city hall with city manager, building department, planning and zoning as well as sheriff offices, institutional buildings and entertainment related commercial spaces for pre and post theater activities, renovated facades, vertical transportation and circulation to link existing and new civic structures.

Certifications
RA: CA
LEED Accredited
Professional
DBIA Certification
City of Pasadena, Pasadena Specific Plans, Pasadena, CA. Lead architect for the development of design standards in medium to high-density districts within central Pasadena.

Focus including modulation standards. frontages, and varied rooflines, as well as the creation of medical office design guidelines.

City and County of Honolulu, Neal S. Blaisdell Center Master Plan, Honolulu, Hl. Design principal led the design for facility upgrade or redevelopment of the Neal S. Blaisdel Center complex. Design principal providing Phase 3 master planning services, including campus architecture/engineering design phase schematic drawings for Five venues at the Blaisdell Center, inctuding a concert hall, performance hall, exhibit area, arena, and sports pavilion.

California State University Long Beach, College of Engineering Feasibility Study, Long Beach, CA. Senior Project Manager/ ProjectArchitect. The College of
Engineering has experience exponential growth in enrollment and popularity, without expanding its facilities which are all nearly five decades old. The multi-disciplinary AECOM team is evalu,ating the exi,sting buildings and overall College data and metrics to recommend a process f'or how the College can build and renovate space to support its long-term vision.

The Wonderful Company, Wonderful Industrial Park
- Business Complex Master Plan, Shafter, CA. Design principal leading master planning and visioning. He provided programming and concept design for a mixed-use office and amenity complex for a logistics center.
38 AECOM
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

G ATEWAY DISTRICT SPECIFIC PLAN
Elisabet OlleAmat,AICP
ROLE: URBAN DESIGNIARCHITECTURE
Education
MArch, Urban Design,
UCLA
MArch and BArch,
Architecture School La
Salle, University Ramon Lull
Elisabet has been trained as an architect and urban designer, allowing herto cross-pollinate between disciplines and deliver the best solution for every urban environment. She has 13 years of experience as an urban practitioner. Her holistic approach yielded contributions ranging from large-scale master plans for entire cities to districts, neighborhoods, and urban block interventions.

She is experienced in regenerative master plans
encompassing mixed-use, commercial, institutional,
residential, and leisure development projects for the private sector. In addition, she has worked in Ransit Oriented Developments, Airports Master plans, Specific Plans, Vision Plans, Community Plans, and Objective Design and Development Standards for cities and public agencies.

Besides that, Elisabet also had the chance to work with local communities and organizations, empowering them to design their own neighborhoods.

She has led the team through planning research and analysis to conceptual urban and master planning design, working with the client and sub-consultants to prepare the initial concepts and diagrams, plan alternatives, and define urban strategies and goals. Her assignments expand from urban design with a primary intention of adding depth and nuance to the design work and helping on the storytelling of the projects; she is well-versed in preparing presentations and all types of documents, as well as presenting and leading charettes and community workshops.

PROJECT EXPERIENCE
City of Burbank, Golden State Specific Plan and High Speed Rail Station Area Plan, Burbank, CA. Deputy Project Manager and Senior Urban Designer for the creation of a new Specific Plan for the 600-acre post-industrial area around the Hollywood-Burbank Airport in anticipation of a new high-speed rail station and new Metrolink station (underway). Key focus areas of the project so far have been evaluating the feasibility of more housing and density in the district, identifying the appropriate jobs-housing balance, and improving access to the Metro and HSR stations and relocated airport terminals.

Certifications
AICP, 32879 - 2023
Architect ARB, 07951 2G,
United Kingdom - 2023
Architect COAC, 55507-1,
Spain - 2023
Affiliations
American Planning
Association
Language Skills
Spanish fluency
City of Pasadena, General Plan Implementation and Specific Plan Updates, Pasadena, CA, Senior Urban Designer. Collaborated with the Specific North Lake Specific Plan. Developing the design standards for the low-density MF/MU zone, which included crafting the site planning, massing and fagade composition. Each plan will refine land uses, develop new development and design standards and guidelines, and create new public realm policies, standards, and mobility concepts.

SCAG, REAP 1,0 0bjective Development Standards
Bundle, LA County, CA, Senior Urban Designer. Part of the team crafting the ODS for the city of South Pasadena. The whole project is composed of16 zoning districts within 4 cities that incorporate objective development standards to promote high-quality design while streamlining the approval process for new housing development.

City of San Jose, SB9 0bjective Development Standards, San Jose, CA. Urban design supporting efforts to develop SB9 standards for R1 zones and "SB9 type" standards for R2 zones, including standards to address developmentin historic districts.

Whittier Narrows Recreation Area Soccer Field Feasibility Study Master Plan, County of Los Angeles, South El Monte, CA. Project Director for a a master plan to study design concepts forimprovements to a soccer facility at a regional park, including mobility improvements, urban design, costing, sustainability analysis. and programming.

City of Compton, Transit Oriented Development Specific Plan for Artesia Blue Line Station, Compton, CA. Lead designer in the vision planning, conceptual urban design work, and public outreach to regenerate Artesia Station.

The city wanted to keep being an inclusive and empowering community, and our team helped them put together the Specific Plan for the Station, to not only create a new transit village but also completely transform the city's image and become a model of urban regeneration. The plan aimed to go beyond a planning document and create momentum to catalyze the creation of a mixed-use cultural district that leverages Compton's unique heritage.

AECOM 39 505
GCCOG REAP 2 0 BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
John Moreno
RCiLE: SPANISH OUTREACH, ENVIRONMENTAL ANALYSIS
Education
BA, Urban and Regional
Planning, California State
University, Northridge, 1993
Language Skills
Spanish fluency
Affiliations
Association of
Environmental
Professionals
John is an initiative-taking Environmental Planner Ill with a wealth or experience crafting meticulous environmental compliance documents in accordance with the California Environmental Quality Act (CEQA) and the National
Environmental Policy Act (NEPA), catering to a diverse clientele from both p ublic and private sectors. John's primary role at AECOM is to aSsist with preparing environmenta
compliance documents and to ensure projects follow
CEQA and NEPA requirements, which include initial studies, environmental assessments, negative declarations, EIRs, and statements of overriding considerations. Proficient in various Microsoft Office programs,
PRUJkUl b)tHERIENCE
Santa Clara County, Santa Clara, CA, Providing
construction permit support to the Cocinty with processing SB 300 Streamline applications from developers. Overseeing the processing of applications to ensure applications are consistent with County guideline, codes and policies. Racking pro3ect status and assigning application reviews to AECOM Planners. Preparing staff reports for Planning Commission project appeals or approval.

Southern California Edison Company, Rosemead,
CA, Providing permit compliance support to SCE
projects requiring wetlands/waters permitting, including CDFW Streambed Alteration Agreements, RWQCB 401
Certifications, and USACE 404 permits. Responsible for tracking permit conditions and expiration dates and advising SCE technical team on use of programmatic tools and permit compliance issues.

City of Long Beach Planning Department, Long Beach
Memorial Medical Center and Miller Children's Hospital, Expansion EIR, Long Beach, CA. Deputy Project Manager for the preparation of an Environmental Impact Report for the expansion of the Long Beach Memorial Medical Center and the Miller Children's and Women's Hospital, tasks included tracking budgets, managing schedules, and consultants authoring various sections ofthe EIR.

Los Angeles Unified School District, Valley Region High School No. 5 EIR, San Fernando, CA. Project Manager
Tor the preparation of an Environmental lmpact Report for construction of a high school within the Los Angeles Unified School District. Project Manager tasks included monitoring consultant progress in preparation of the EIR, tracking budgets, schedules, reviewing consultant deliverables to ensure compliance with District policies, conducting public scoping meetings to collect public input on the project and EIR and conducting on-site mitigation monitoring during all phases of construction.

Los Angeles Unified School District, Valley Region Span School No. 1 EIR, Los Angeles, CA. Project Manager for the preparation of an Environmenta( Impact Report for construction of a kindergarten through eighth grade school within the Los Angeles Unified School District. Project Manager tasks included monitoring consultant progress in preparation ofthe EIR, tracking budgets, schedules, reviewing consultant deliverables to ensure compliance with District policies, conducting public scoping meetings to collect public input on the project and EIR and conducting on-site mitigation monitoring during all phases of construction.

Los Angeles Unified School District, Valley Region Elementary School No, 10 EIR, Los Angeles, CA. Manager for the preparation of an Environmental Impact Report For constrciction of an elementary school within the Los Angeles Unified School District. Project Manager tasks included monitoring consultant progress in preparation of the EIR, tracking budgets, schedules, reviewing consultant deliverables to ensure compliance with District policies, conducting public scoping meetings to collect public input on the project and EIR and conducting on-site mitigation monitoring during all phases of construction.

City of Shafter, Housing Element Update, Shafter, CA.

Assisted with the preparation of various sections of the Shafter Housing Element, which included researching existing conditions, demographics, housing constraints, and ensuring compliance with the Affirmatively Furthering Fair Housing Act. 40 AECOM 506
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Sean Tapia, AICP, ENV SP
ROLE: GIS / URBAN ANALYTICS LEAD
Education
Master of Urban Planning.

University of Kansas
As an associate in the Economics + Advisory practice, Sean has led workin communities across the country utilizing a variety of traditional and geospatial analyses to identify key issues and opportunities that ultimately help develop feasible and implementable policies and strategies to address them.

He uses new tools and technologies to simplify analyses and discover new approaches to helping clients and communities resolve their real issues. Sean has significant experience identifying economic issues in downtowns and creating strategies to resolve them through detailed analysis and growth strategy planning. Sean has a great passion for equitable planning, climate resilience, geospatial analysis, and community empowerment, which allow him to engage in meaningful work that truly benefits communities and the people/businesses that call them home.

PROJECT EXPERIENCE
City of Los Angeles Economic, Fiscal & Technical Analysis - Growth Strategy, Los Angeles, CA. Project Manager. In early 2022, the City of Los Angeles adopted the 2021-2029 Housing Element, along with two other components as the initial update to the Citywide Growth Strategy, known as the "Framework Element." AECOM's work will include four tasks focusing on five key components: economic development, employment growth, financial impacts, housing need, land use scenario planning (including infrastructure impacts), and database and digital tool development. Work completed for each component will prioritize equity, access to opportunity, market feasibility, fiscal sustainability, environmental resilience, and neighborhood stability. Sean is leading this effort as Project Manager, overseeing all aspects of the project and schedule.

County of Los Angeles Arts and Culture Needs
Assessment, Los Angeles, CA, Data Visualization and Urban & Equity Analyst. As an early implementation action of the Countywide Cultural Policy, this Needs Assessment will help the Department of Arts and Culture understand the potential impact of the policy: identify gaps and areas of need of County-funded arts and culture programs and services:
increase public accessibility, equity, and inclusion: and Professional Affiliations
AICP, American Institute of
Certified Planners
Environmenta
Sustainability Professional
inform long-term planning for arts and culture in the region.

As part of the larger team, Sean is creating methodologies foridentifying inequities within the arts and culture sector, developing maps and other infographics to visualize the findings, and also working with a consultant for the development.

City of Piano Economic and Market Dashboards, Piano, TX. Project Manager. To serve both immediate data needs and long-term planning strategy development, AECOM
developed digital dashboards to inform all of Plano's planning initiatives. The digital solution allowed for more flexibility in data visualization to present complex analysis results in a concise manner to offer transparent insights into the City's recent trends and future. The dashboards will be used specifically to assist the planning team in evaluating future development needs and opportunities, track and measure policies and recommendations outlined in the 2021 Comprehensive Plan, and serve as a general resource for staff, elected officials, and the public.

Post Disaster Economic Recovery Plan, County of San Diego, San Diego, CA. Lead GIS Analyst. Analyzed intricate natural hazard data,including COVID-19 cases, from a variety of local and national sources to identify impacted areas through 2050. This analysis was combined with employment and retail data to determine the economic impacts of each disaster across San Diego County. Sean also mapped this information to provide a clear and concise understanding of what areas of the County would be most affected by each disasterindividually and
AECOM 41
41 507
GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Nak Kim, PE
ROLE: TRAFFIC IMPACT ANALYSIS
Education
BS, Civil Engineering,
Arizona State University,
Nak is a senior engineering manager with expertise in traffic and transportation engineering. His experience includes traffic engineering design, operational analyses, trafTic impact studies, corridor studies, transportation planning. forecasting, parking studies, pedestrian/bicycle studies, VMT analyses.

TMP, and traffic simulation modeling. Nak has a successful record of delivering a variety of traffic and transportation engineering projects for several local municipalities, county and State DOTs, and transit agencies.

PROJECT EXPERIENCE
Golden States District Specific Plan, City of Burbank, Burbank, CA. Senior Traffic Manager. The Golden State District Specific Plan ("GSSP") area occupies about B40-acres to the immediate east and south of Hollywood-Burbank Airport in Burbank, CA. It is bounded by San Fernando Boulevard and the 5-freeway to the north, Empire Avenue to the south, Buena Vista Street to the east, and Hollywood- Burbank Airport to the west. The GSSP area has long been well-served by transportation infrastructure-notably
Hollywood-Burbank Airport and the commuter rail stations on the Metrolink Ventura and Antelope Valley line. In the next several years the area is expected to experience addition transportation changes, including the relocation of the existing terminal at Hollywood-Burbank Airport and Burbank's proposed High Speed Rail station. Seniortraffic manager responsible for providing Raffic Studies.

California High-Speed Rail Authority (Authority),
California High Speed Rail Program Management Support and Project Delivery, San Francisco to Los Angeles, CA.

Senior Traffic Manager/Subject Matter Expert responsible for traffic/transportation disciplines of environmental services.

The California High-Speed Rail program is a world-class project to connect Californians with frequent train service exceeding 200 MPH. The HSR system will connect the mega- regions of the state, contribute to economic development and a cleaner environment, create jobs, and preserve agricultural and protected lands. When it is completed, trains will run from San Francisco to the Los Angeles basin in under three hours. The HSR system will eventually extend to Sacramento and San Diego. totaling 800 miles with up to 24 stations. The Authority sought a team with (:iroveri experience in both large-scale program management and international high-speed rail delivery. The scope of work License
Professional Civil Engineer,
California, 7Ei47B
includes support for strategic advice, business planning, continued development and management assistance for the Authority, and a focus on support for providing the Authority recommendations, technical expertise, advice and implementation of strategic delivery approaches and other strategies.

Los Angeles County Metropolitan Transportation
Authority (Metro), 1-605/1-5 Project Approval and
Environmental Document, Los Angeles County, CA.

Principal traffic engineer responsible for providing traffic study and design review. The 1-605 Corridor Improvement Project facilitates improvements in Freeway operations, safety, mobility, and travel times through a widening of the freeway mainline and improvements to interchanges and confluence areas at 1-105, 1-5, SR 60, and I-10. The proposed widening of the freeway mainline will accommodate a variety of configurations, which mayinclude the addition of general purpose/mixed-flow lanes, enhancement of high-occupancy vehicle (HOV) lanes, implementation of express lanes, and/or a combination of these configurations. The project traverses through the cities of Baldwin Park, EI Monte, City oflndustry, Pico Rivera, South EI Monte, Whittier, Downey, Norwalk, Santa Fe Springs, and portions of unincorporated Los Angeles County. Additional peripheral improvements are also proposed, which would include the addition of new auxiliary lanes, the reconfiguration of interchanges. and modifications to local arterial streets to enhance Freeway access. 42 AECOM 508
GCCOG REAP 2.O BENCH CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
Miao Gao EIT
ROLE: TRAFFIC IMPACT ANALYSIS
Education
Master of Civil Engineering,
University of Nebraska at
Lincoln
Bachelor of Geographic
Inromation System, Wuhan
University
Licenses/Registrations
EIT
Professional Affiliations
ITE
Miao Goa is a dynamic and proficient Traffic Project Manager with 14 years of experience in transportation engineering and project management. Adept at leading multidisciplinary teams and delivering innovative solutions to complex transportation challenges.

PROJECT EXPERIENCE
Golden State District Specific Plan, City of Burbank, CA.

Traffic Project Manager. Miao led the transportation study for the specific plan of Burbank Golden State District, which contains development of multi-family units, office, service, lodging and industry development. The studyincludes the CEQA VMT analysis and Non-CEQA operational analysis.

Sepulveda Transit Corridor Project, LA Metro, CA. The Sepulveda Transit Corridor Project is intended to provide a high-capacity rail transit alternative to serve the large and growing travel market and transit needs currently channeled through the Sepulveda Pass and nearby canyon roads between the San Fernando Valley (Valley) and the Westside of Los Angeles. Miao led the transportation study for the six alternatives of Sepulveda Transit Corridor Study from Metro, including traffic forecast, traffic rerouting, operational analysis and modeling.

The Old Road Over Santa Clara River Bridge Project, LA County Public Works, CA. Traffic Project Manager. Miao led traffic impact analysis and traffic forecasting using the 2020 SCAG ABM travel demand model for the Old Road Over Santa Clara River and SPT Co. Bridge Project, Sacramento, CA. Responsibilities included travel demand modeling, traffic volume forecast, operational analysis, VMT measurements, queue analysis, and preparation of comprehensive reports and documentation.

Arcade and Katherine Johnson Middle Schools
Relocation Project, San Juan Unified School District, Sacramento, CA. Yaffic Project Manager. Miao led
comprehensive traffic impact studies for Arcade and Katherine Johnson Middle Schools, Sacramento, CA.

Responsibilities encompassed operational analysis, VMT measurements, parking estimation, queue analysis, site access and circulation evaluation, and sight distance analysis, ensuring safe and efficient transportation solutions for educational institutions.

SBCTA & Caltrans District 8, U5-395 Freight and Mobility Project San Bernardino, CA. Traffic Project Manager.

Miao utilized the 2020 SCAG ABM travel demand model to conduct traffic forecasting for the U3-395 Phase 2 widening project, Victorville, CA, including travel demand modeling, traffic volume forecast, and meticulous report preparation, contributing to the successful planning and execution of the project
City of Montclair, Central Avenue/UPRR Bridge Study Montclair, CA. Lead Traffic Engineer. Conducted a review of existing traffic volumes, forecasted future traffic volumes, and assessed the number and width of needed travel lanes along with bike/ped facility needs. Served as the lead traffic engineer for the team that conducted the traffic operations analysis and forecasted future traffic volume based on the San Bernardino Transportation
Analysis Model (SBTAM).

Modeling On-Call Support, City of Daly City, CA.' Traffic Engineer/Project Manager Miao managed the Daly City On- Call Modeling Support Service for Business Developments.

Duties include the city model maintenance and updates, evaluation traffic impacts of new developments with the city model and coordination with City engineers and developers. " Project experience prior to joining AECOM.

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Chris Kaiser
ROLE: ENVIRONMENTAL REVIEW ANALYSIS - NOISE / VIBRATION Education
BA, Acoustics, Columbia
College Chicago
Chris is an accomplished acoustician and noise analyst with a strong foundation in environmental and architectural acoustics. His extensive experience spans a wide range of acoustics and noise control projects throughout North America, including leading ambient noise field surveys for natural gas pipelines in Alaska and performing advanced predictive noise modeling for proposed energy generation facilities in Panama.

Chris specializes in conducting CEQA/NEPA analyses and complex predictive noise modeling, leveraging tools such as the Traffic Noise Model (TNM) and Computer-Aided Noise Abatement (CadnaA). He has been instrumental in preparing program enwonmental impact reports across San Diego. Los Angeles, and Imperial counties. His expertise also includes predictive noise modeling for surface transportation using FHWA TNM and for oil, gas, and power projects using CadnaA, with a particular emphasis on CEQA/NEPA noise analysis.

PROJECT EXPERIENCE
City of San Diego, Old Town Community Plan Update, San Diego, CA. Acoustics and noise control specialist conducted a CEQA noise analysis, led the field survey efflort, vehicle traffic and rail noise modeling, and prepared noise technical report and environmental impact report noise section for the City of San Diego's community plan update for the Old Town community plan area.

City and County of San Francisco, 10 South Van Ness Avenue Mixed-Use Project, San Francisco, CA. Acoustics and noise control specialist provided a technical quality review of the initial study noise and vibration analysis and section content for adequacy and consistency with CEQA and City of San Francisco noise and vibration standards.

The project proposed the construction of two 400-foot-tall residential buildings with ground-floor retail spaces and basement parking.

LA Metro, Gold Line Extension Supplemental
Environmental Impact Reports, Los Angeles County, CA.

Acoustics and noise control specialist prepared the noise sections for a supplemental environmental impact report for the light rail transit project using technical memorandum findings for varying parking structure types under consideration Tor project operation.

Professional Affiliations
nstitute of Noise Control
Engineering
Acoustical Society of
America
Association of Environmental
Professionals
Santa Clara County, Environmental PSA 2020-2025 - Z-Best Compost Facility Recirculated Environmental
Impact Report, San Jos6, CA. Noise control analyst provided oversight on noise prediction modeling and technical reportfor a municipal solid waste composting facility expansion to allow for 3,500 tons per day operations.

Prediction modeling included 3D prediction modeling of an array of shredders, screeners, conveyors. and other support equipment and vehicles.

East Bay Asian Local Deve(opment Corporation,
Oakland Affordable Housing Project - Environmental
Assessment, Oakland, CA, Acoustics and noise control specialist conducted noise analysis for the HUD National Environmental Policy Act environmental assessment and California Environmental Quality Act categorical exemption for a proposed affordable housing project in Oakland. The u.s.

Department of Housing and Urban Development (HUD) was the NEPA lead agency, and the City of Oakland was the CEQA lead agency. The project applicant, the EBALDC, proposed redeveloping an industrial site with an eight-story, mixed-use (childcare, office, and affordable multi-family) development.

University of California - San Diego, 2018 Long Range Development Plan - Environmental Impact Report, San Diego, CA. Noise modeling lead conducted noise analysis for the University ot California San Diego's Long Range Development Plan, including leading field survey effort, traffic noise modeling, and assistance in preparing the noise technical report and environmental impact report noise section.

City of Glendale, Community Plan Noise Report, Glendale, CA. Noise task co-lead conducted noise analysis, including leading Field survey effort, traffic noise modeling, and rail noise modeling, and prepared noise technical report in support of an EIR noise section for the City of Glendale's community plan for the South Glendale community plan area.

City of San Diego, Midway-Pacific Highway Community Plan Update, San Diego, CA. Noise task lead conducted noise analysis, including leading field survey effort, traffic noise modeling, and rail noise modeling, and prepared a noise technical report and an environmental impact report noise section for the City of San Diego's community plan update for the Midway-Pacific Highway community plan area.
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Rachel Leete
ROLE: GIS / URBAN ANALYTICS
Education
BS, Environmental Studies,
University of Central Florida
Rachel Leete is a recent graduate, having received her degree in Environmental Studies from the University of Central Florida in 2022.Rachel has one year of interning experience as a GIS Analyst and has been working as a GIS Specialistl for AECOM since August 2022. Rachel has experience with spatial modeling/analysis, map creation, data management, and field data collection. Rachel also has experience using ArcMap, ArcGIS Pro, ArcGIS Online, Field Maps, Survey1 23, and Google Earth Pro. At AECOM She has supported a variety of projects including biological and cultural field data collection, existing conditions assessments, and noise assessments.

PROJECT EXPERIENCE
Long Beach Wrigley-Southern Corridor Zoning Update, Existing Conditions Analysis, Long Beach, CA. Rachel supported this project by providing a series of figures documenting the existing conditions in the Wrigley- Southern Corridorin Long Beach, CA. Existing conditions covered by the figures included median income, parcel size, building height, assessed value, land use, etc.

Greater Bixby Knolls Zoning Update, Existing Conditions Analysis, Long Beach, CA. Rachel supported this project by providing a series of figures documenting the existing conditions in the Bixby Knolls area of Long Beach, CA.

Existing conditions covered by the figures included existing zoning, parcel size, building age, assessed value, distance to pavement, etc.

San Diego Gas & Electric, Sunrise Powerlink Project Restoration Services and Weed Control Plan
Implementation, San Diego County, CA. Rachel is
supporting the GIS needs of this ongoing project by providing resources for field surveys, data deliverables. and progress reports, including data management and creating online field maps and report figures.

San Diego County Water Authority, San Vicente Energy Storage Facility Project. Rachel is assisting this project with many ongoing field data collection efforts. Ms. Leete has created project footprints and survey areas to assist with survey scheduling and cost estimates. Rachel has also created resources for field data collection including web maps and printed figures, as well as organizing and processing incoming data.

California Department of Transportation, Broadband
Middle Mile Network. Rachel has supported this project in several ways including creating maps for field data collection and processing and polishing data for delivery to the client.

Rachel has also assisted by acquiring relevant GIS data and using spatial analysis to identify project constraints.

Los Angeles County Department of Public Works,
Engineering Design & Support 2022-2027 - Little Tujunga Road Bridge Replacement, Los Angeles, CA. GIS specialist managed, analyzed, and visualized geographic data using specialized software tools to support the Little Tujunga Canyon Road over Pacoima Creek bridge replacement project. These services were carried out within the framework of a multi-year task order contract.

San Diego Gas & Electric Company, Sunrise Powerlink Restoration, San Diego, California. GIS specialist managed, analyzed, and visualized geographic data using specialized software tools to support mitigation efforts for temporary impacts to sensitive vegetation communities and permanent impacts to special status plants, sensitive wildlife habitats, and wetlands and waters associated with a high-voltage power transmission line project.

San Diego Gas & Electric Company, Environmental
Services MSA 2021-2026 - Cleveland National Forest Powerline Replacement Post Construction Phase, San Diego, CA. GIS specialist managed, analyzed, and visualized geographic data using specialized software tools to support restoration services during the post-construction phase of the Cleveland National Forest powerline replacement project.

These services were carried out within the framework of a multi-year task order contract.

San Bernardino Valley Water Conservation District, Mill Creek Groundwater Recharge Facility Operations & Maintenance Permitting, San Bernardino, CA. GIS
specialist managed, analyzed, and visualized geographic data using specialized software tools to support operations and maintenance permitting at the Mill Creek Groundwater Recharge Facility.

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Approach andWork Plan
Task ' € Kickoff & Management
Task 1.1 Project Initiation & Kick-off
AECOM will lead a project kickoff with City staff and up to (3) three AECOM staff to establish a strong working relationship based on a shared understanding of the project's needs. As part of this project, AECOM will work with the City and GCCOG to identify appropriate metrics to allow reporting on the project's progress toward achieving the REAP 2.0 objectives.

Project goals and objectives
Project metrics
Work plan
Schedule and early milestones
Scheduling of recurring meetings
Data collection
Consistency with ongoing implementation efforts and work products
Communication protocols and outreach coordination
Deliverables formatting, submittal, and review
Tracking, reporting, and invoicing procedures
After the meeting, AECOM will provide meeting notes with a list of follow-up action items and added data requests if needed.

Task 1.2 Project Management
This task assumes time for the monitoring of project schedule and staffing by the project management team for the duration of the I O-month process. AECOM will facilitate virtual biweekly up to one-hourlong meetings with the City team to discuss work effort, schedule adherence, emerging issues, and engagement activities. We assume two (2) biweeklies per month for ten (10) months, for up to 20 meetings.

AECOM's PM will provide consistent project management across the life of the project including coordination with and reporting to GCCOG and South Gate PMs, including:

Recurring PM check-in meetings
Monthlyinvoicing and status reports consistent with SCAG requirements
Schedule management
Scheduling and agendas for all relevant meetings
Provision of all deliverables
Quality assurance and quality control measures for all deliverables
Task 7 Deliverables
Kickoff deck and notes (PPT/PDF)
Up to 20 biweekly agendas. meetings, and notes (PDF) Task 2 Existing Conditions
Task 2.1 Data Review
AECOM will work with City staff. and others as appropriate, to collect existing conditions data, including but not limited to information related to land uses and key areas of redevelopment; transportation, mobility, and connectivity:
infrastructure needs and capacity: open space; historic resources; demographics; and other ongoing or planned improvements that may affect project context. Specifically, the AECOM team will review the existing Draft GDSP, Draft GDSP environmental documents, Draft GDSP technical reports, relevant City planning documents, and Metro's refined plans to build on past planning efforts and update the final plan with refinements, current conditions, and necessary updates for goals, policies, or other conditions that may have changed since 2019.

Task 2,2 Site Reconnaissance
Up to three (3) AECOM team members will attend an up to four (4)-hour-long site visit with City staff to get acquainted with the site, validate mapping, and take photographs. This will ajofmedi
Gateway District
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2019 Draft GDSP
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Atlantic Ave and Firestone BL intersection
confirm our physical understanding ofthe site and context.

AECOM will use the site visit observations to inform the remaining work and any added data that may not have been identified in the data collection. Photos taken at the site visit may be used in the final Specific Plan if helpful.

Task 2.3 All Issues Meeting
Up to three (3) AECOM team members will facilitate an up to one (1 )-hour-long virtual meeting with the City current planning staff to discuss recent projects in the area, zoning issues that may be contributing to the lack of housing development, or code isSues to be addressed as part of the Specific Plan. This in-depth discussion will allow for the everyday application of knowledge or the City's current planning staff to assess the facets of existing code and process that work well or result in cl"iallenges for achieving desired development and investment. AECOM has found that these "all-issues" meetings at the beginning of the planning process are critical in informing opportunities for standards development and may inform subsequent stakeholder conversations, as well. AECOM will prepare a PPT presentation to facilitate the meeting and summarize the meeting discussion in notes.

Task 2.4 Existing Conditions Mapping and
Findings
The AECOM team will take information gathered during the above tasks and summarize key maps and findings in an online map set with recommendations on what text and graphics will need to be revisedin the Specific Plan.

Task 2 Deliverables
Data request memo (Email)
Tour and base map (PDF), up to 3 AECOM team members All issues presentation (PPT), facilitation, and notes (PDF), up to 3 AECOM team members
Online existing conditions maps and findings (Word/PDF) Task 3. Community Engagement
Task 3.I Community Engagement Plan
Thoughtful engagement with the public and community groups will inform the project to capture refinements needed to the plan to achieve adoption. As the City takes the next steps to align plans, fundamental support From the community is key in supporting quality. long-term investment in the community.

Equitable and inclusive outreach for Disadvantaged and Historically Underserved Communities is critical for South Gate. The AECOM team includes Spanish-speaking
community engagement specialists committed to conducting transparent, inclusive, and interactive outreach and producing meaningful input for technical work. We stress a flexible and multi-faceted approach that introduces diverse perspectives to stages of the planning process and demonstrates a clear link between input and outcomes. Our proposal assumes translation of outreach materials into Spanish and attendance of two (2) Spanish-speaking outreach specialists at events. We use targeted strategies, including leveraging existing meetings, outreach to community organizations, in-person data gathering, easy-to-understand materials and presentations, and interactive exercises that express planning concepts in everydayterms.

The AECOM Team includes Spanish-speaking community engagement specialists committed to conducting
transparent, inclusive, and interactive outreach and producing meaningful input for technical work. We stress a flexible and multi-faceted approach that introduces diverse perspectives to stages of the planning process and demonstrates a clear link between input and outcomes. Our proposal assumes WeappreciatetheAECOM outreach
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Beth Cardie, Latham & l '/atkins
48 AECOM 514
translation of outreach materials into Spanish and attendance of two Spanish-speaking outreach specialists at events.

We use targeted strategies, including leveraging existing meetings, outreach to community organizations,in-person data gathering, and easy-to-understand materials and presentations, and interactive exercises that express planning concepts in everyday terms.

Our outreach specialists and project leaders understand the importance of providing effective public presentations, including an awareness of the audience and their level of technical skills, identifying the presentation's purpose, and aligning content to achieve the goal set out for the meeting.

The outreach plan will further detail ourteam's approach to building effective presentationsfor stakeholder discussions, workshops, and study sessions/briefings, including how and why they will be approached differently according to audience and purpose.

AECOM will prepare an outreachstrategythat establishes overall goals, messaging themes, meeting and community event schedules and formats, identifies stakeholders, outlines content for input activities, and describes staffing and notification responsibilities. We will maintain the strategy as a flexible, working document with periodic reviews of goals and results to refine outreach approaches for strong results: however, the plan will generally follow the tasks and assumptions recommended in Task3.2 below. Should the PMT anticipate other engagement approaches not identified in Task 3.2, the AECOM team is open to establishing the best approach for the project's engagement plan, subject to scope amendment if needed.

The 2015 GDSP Public Involvement Plan will be reviewed for reference to inform the engagement plan. The AECOM team also welcomes early inputfrornthe Cityteam on what methods have worked well or notforthe community.

Following the delivery of the draft engagement plan, AECOM will facilitate a staff working session to review and refine the plan into a final version. The sessionwill be a virtual up to one (1 )-hourlong meeting jor AECOM staff to walk the PMT through the draft engagement plan, seek feedback along the way, and talk through questions, concerns, and iron out implementation details to be documented in the plan. No presentation will be prepared fortheworking session, as the focus will be to review the draft planitself, but AECOM will provide meeting notes to docurnentwhat was discussed.

We assume continued use of the existing GDSP City webpage and project styles and branding.

GCCOG REAP 2.O BENCH: CITY OF SOUTH G ATE

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Task 3.2 Engagement Plan Implementation
Stakeholder Meetings
Early stakeholder engagement is essential for understanding plan area issues and opportunities, building support for an updated vision and supporting standards, and reTining additional outreach efforts. We understand that engaging the previous Steering Committee members is desired,iffeasible.

The AECOM team will facilitate up to ten (10) virtual stakeholder meetings, create a PPT presentation with relevant project information and key discussion points. The PPT will be used to get the stakeholders up to speed on project changes since the Draft GDSP in 2019, and to collect new community input, inform project outreach efforts, and inform the planning document updates.

We have found that organizing these meetings in small group formats around common interests is effective; for example, a meeting with Metro staff, a meeting with former Steering Committee members, a meeting with local businesses and organizations, a meeting with local developers, etc.

AECOM will identify stakeholders in collaboration with City staff, create meeting PPT presentations/agendas, identify discussion topics, send invitations, manage meeting logistics, and moderate the discussions. For budgeting purposes, these meetings are assumed to be virtual.

Page from educational toolkit created for Long Beach.

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Digital Communications
AECOM will support City staff by developing communication content for posting on the City website and sending emails.

Content will be designed to be simple, easy to understand, and promote awareness, attendance at events, and feedback on materials. Digital content to be developed will include:

Project information for the City project webpage
Project update content for webpage, email, and social media at key milestones such as promoting open houses. pop-ups, and decision-maker meetings
AECOM assumes City staff will be responsible for updating the City's webpage and distributing eblasts with content provided by AECOM. Time and materials are not included for the development of a separate website or social media account. If social media support is needed, it can be provided for an additional fee. Content prepared will be provided in English and Spanish. The amount of content updates assumes that some sets will include information on community meetings and study sessions/briefings in the same communication.

Our budget assumes an initial round of project information and up to three (3) rounds of updates.

Open Houses
Open houses are a forum to share information and obtain input from community members. The open houses will focus on receiving feedback from larger groups in a setting that promotes information sharing, discussion of concepts and community concerns, fostering transparency in the policy and implementation process, and communicating back
to participants what we heard and confirming that input is captured before moving forward. Meetings will feature interactive elements to engage participants and provide relevant, timely feedback for developing the plan and urban design framework.

Open houses allow fororganic, meaningful conversations.

We often recommend meetings be in an in-person open- house format. without a formal presentation, as more meaningful and organic conversations typically occur when discussions are not held at the podium. The materials will be visually engaging with interactive stations so the public can earn how various factors influence successful development standards, including the commiinity's needs. Mapped and summary information developed through technical tasks will be incorporated as relevant.

We anticipate thatthe first open house will be focused on introducing the project, sharing the results of existing conditions findings, and gathering early input from the community. The second open house will focus on sharing the draft planning document with the community to solicit feedback before sharing it with the Planning Commission and City Council.

Up to four (4) AECOM staff will attend. including up to two (2) Spanish-speaking team members. We assume that around 2-3 City staff will be available to participate in open houses to represent the City, staff stations, and talk with attendees.

We have found that open houses generally will have around 4-5 stations, with a team member positioned at each, and a couple of staff members available to walk around and help to answer questions.

Materials will include sign-in sheets, a comment form, a 1-2 page project fact sheet, and station boards. This scope assumes that the City staff will coordinate identifying ocations For open houses. sending invites, and providing refreshments. AECOM will provide easels for boards, pens, Post-its, etc., for community use at events and will photograph events.

Pop-Ups
We recommend hosting pop-up events to connect with community members in familiar and welcoming environments.

Pop-ups offer a great chance to share project details in a casual and approachable way. This method encourages natural conversations and provides immediate feedback, helping our team understand public opinions and address Pop-ups can boost the impact ofan outreach strategy 50 AECOM 516
concerns directly. Additionally, the relaxed setting of these events can simplify complex project aspects. making information more understandable for a wider audience.

Additionally, leveraging the social and communal nature of pop-up events can boost the impact of the outreach strategy.

These events often attract diverse groups, including families, local leaders, and other stakeholders, creating a small-scale reflection of the community. Furthermore, the visibility of outreach at popular events can increase awareness and promote ongoing dialogue beyond the event. By embedding outreach into community activities, we can foster a sense ofinclusion and teamwork, paving the way for meaningful engagement and support.

The focus of materials at pop-ups will align with the open houses. This scope assumes that materials created for the open houses can be repurposed for use at the pop-ups. Up to two (2) AECOM team members will attend pop-ups. We assume that at least one (1 ) City staff member will be available to participatein pop-ups to represent the City.

Materials will include a notification sign-up sheet, a comment form, a 1-2 page project fact sheet. and a few key project boards created for the open houses. This scope assumes that the City staff will coordinate identifying locations for pop- ups, sending invites, and providing refreshments. AECOM wi provide easels for boards, pens, Post-its, etc., for community use at events and will photograph events.

Decision-Maker Meetings
The AECOM team will attend Planning Commission and City Council meetings to guide the project at its key decision points. The purpose of these touchpoints will be to brief decision makers and get direction. We assume City staff will coordinate scheduling and posting meeting materials.

The scope and budget include coordination hours, event attendance, and facilitation. This scope assumes up to two (2) meetings each of the Planning Commission and City Council (attendance is assumed to be in person, but can be virtual).

This proposal assumes that City staff will draft staff reports.

We anticipate the decision-maker meetings to follow the first and second round of open houses and pop-ups. The team I-lav
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Outreach material developed for Florence-Firestone using straightforward, simple language to communicate ideas (also translated into Spanish).

GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
will prepare a presentation to share the same information as the open houses and pop-ups, and will include a summary of what the team heard at those events.

Task 3 Deliverables
Engagement Plan (Word)
One (1 ) Draft engagement plan working session,
facilitation, and notes (PDF)
One (1 ) Initial webpage/eblast copy with up to three (3) updates (Word)
Up to ten (1 0) stakeholder calls and presentation/agenda (PPT), facilitation, and summary (Word)
One (1 ) project fact sheet (Word or INDD)
Up to two (2) open houses and materials (Boards, sign-in sheet, comment form in PDF/Printed)
Up to two (2) pop-ups and materials (Boards, sign-in sheet, comment form in PDF/Printed)
Up to two (2) Planning Commission meetings
presentation/agenda (PPT), attendance. and notes (PDF) Up to two (2) City Council meetings presentation/agenda (PPT), attendance, and notes (PDF)
Task 4, Environmental Review

4.1 CEQA Addendum
Since the previously prepared CEQA document for the Draft GDSP was a Negative Declaration (ND), based on the information provided in the RFP, it is assumed that the appropriate level of environmental document would be an Addendum to the ND. This assumes that the proposed project changes do not:

Resultin significant new environmental impacts,
Substantially increase any previously identified impacts, and
Require new mitigation measures.

AECOM would review the previously prepared ND and document the proposed changes to assess whether the proposed updates to the GDSP require a new environmental document or qualify for an Addendum to the previously adopted ND, pursuant to CEQA Guidelines §15164. This review would inform our development of an updated project description and project mapping, in coordination with City staff. The updated project description would act as the foundation for all technical analysis required for CEQA compliance.

Based on the newly established project description, our team will perform analysis of all sections and topical areas of the previously prepared ND to ensure that the project updates do notchangetheconclusionsthatweredocumented. However,
our analysis will be focused on the areas with the most potential for new or expanded levels ofimpact.

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The focus areas would include land use and zoning compatibility, transportation and vehicle miles traveled (VMT), air quality and greenhouse gas emissions, noise, public services and utilities, hazards and hazardous materials, biological and cultural resources. These focus areas will be documented in standalone technical memoranda as
appendices to the Addendum. Other areas where it's expected that no new significant impacts or adverse effects will occur shall be summarized in the Addendum. If our analysis concludes that an Addendum is not the appropriate level of documentation, we will inform City staffimmediately to assesS and determine the best course of action.

The CEQA Addendum memorandum prepared by AECOM will incorporate and summarize the results of our analysis, utilizing the CEQA Guidelines and Checklist. The Addendum will clearly document the changes in project scope, design, affected environment, impacts, mitigation, or applicable requirements and the reasons for, or circumstances causing the proposed changes and why those changes would not result in new or substantially more severe impacts under CEQA. AECOM will prepare a Notice of Determination (NOD) for filing with the County Clerk and State Clearinghouse on behalf of the City.

Task 4 Deliverables
Updated Project Description (Word)
Revised project limit mapping (GIS Shapefiles)
Technical Memoranda (Word/ PDF)
Addendum (Word/PDF)
Notice of Determina-tion (Word/PDF)
Task 5. Planning Document
Task 5.1 Regulatory Framework Evaluation
We understand that the City would like to explore different options for implementing the Gateway District vision, including refining the Draft Specific Plan, updating to an Area Plan format, or use an overlay or other zoning tool. In Task

5.1 AECOM will work with the City to evaluate the suitability of each option, weighing important factors such as ease of implementation, staff time needed to review future projects, and whether an option will achieve the City's desired design outcome. We will assess the administrative processes associated with each option, identify potential regulatory and procedural challenges, and evaluate their adaptability to Metro's evolving Light Rail Transit (LRT) station plans. This effort will guide the selection of the most suitable planning framework for the City of South Gate. AECOM will create a summary of pros and cons associated with each option to use as a basis for the City's final decision.

Task 5.2 Plan Outline and Draft Vision and Policies Following a decision by staff on which type of plan the City wishes to pursue, AECOM will develop an outline based on the structure of the future document. The outline will include types of policies, development and design standards, and _ _ _ __ . _ .. -.._._-.__...-._-._ -3I -_-..-._...-._.-.,.,-.-..._.,. ,...-...-...,..,.- o( Chyxo; o21a-&lQa'o''aaa aa **s'aaaas ao'o -a ' -"-'- ' -'-- '- 'a-- ' -' 'ffi;=;;-!-i""'- '1
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implementation programs so that AECOM and the City have a clear roadmap of what the plan will include.

Based on Metro's refinements, such as the transition to at-grade tracks and the inclusion of subterranean parking, and the findings of the best practices review. the team will identify revisions and additions needed to the Draft GDSP, or similar document, based on today's physical and regulatory conditions. This review and its Findings will inform cleat and enforceable supplemental regulations for the TV zone, as wel as the handful of parcels/areas zoned Industrial Flex (IF), Urban Neighborhood (UN), and Open Space (OS). We will also review existing figures in the draft GDSP to identify where updates will be needed. We anticipate the need to update graphics that refer to the former Metro elevated station design and related indicators and notes to reflect the new at-grade station and subterranean parking access.

The above work will also be informed by new conditions and input gathered from the community engagement activities.

For budgeting pcirposes, we have assumed that the genera District Vision and goals from the 2019 GDSP will be largely the same with minimal revisions.

Task 5,3 Admin Draft Specific Plan
Once the outline, vision, and policies are completed in Task

5.2, AECOM will develop an Administrative Draft Specific Plan or similar document. AECOM cinderstands how to create Specific Plans or similar documents that are concise, graphically-rich, well-integrated, and user-friendly for staff, property owners, and decision-makers. We understand that it is critical for policies and standards to comply with State requirements for objectivity and to be clear and easy for developers to understand.

Graphic materials developed for Pasadena to illustrate objective design standards.

GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
We have assumed the new document will include the same topics as those covered in Chapters '1-8 of the existing Draft Specific Plan (or topics may be reduced if desired by the City).

These topics include:

Vision and Goals
Land Use and Zoning
Transit and Mobility
Development Standards
Public Realm Design
Utilities and Public Facilities
mplementation Strategies and Financing
Even if a Specific Plan isn't pursued. we understand that many of the graphics may get integrated into the revised plan. We have assumed time for minor revisions for up to 15 graphics as needed using the raw files. (Not that we have confirmed that the raw files still exist in AECOM's project files).

The Administrative Draft Specific Plan is a key feedback loop. It will be timed to suit City staff availability across the multiple relevant departments, to allow the City's identified staff to review, comment, and synthesize feedback on the draft content. This is the key time for the City to collaborate across departments and consult with AECOM to identify solutions that fit the plan area. This scope assumes one set of consolidated City comments.

While we anticipate revisions due to LA Metro updates, shifting existing conditions from 2019 to 2025, the new Housing Element, or other City policies which may impact many sections of the Plan, the proposed budget does not assume a shift in the overall vision and approach from the Draft Plan. AECOM will work closely with the City to determine what changes can be made within the project budget. s.it. Illxduaa Damlopmant
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Photo examples used to illustrate development types in the Draft GDS?
AECOM 53
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE

GATEWAY DISTRICT SPECIFIC PLAN
We have assumed some minor updates to the mobility approach may be needed, but the budget has not assumed new mobility or utility infrastructure analysis beyond what is required for the CEQA documentation. An updated market analysis can be performed for an additional fee, but was not included in the proposed budget.

Task 5.4 Consistency and Compliance
The updated planning document will be checked for
consistency with the City's Housing Element. A compliance matrix will be developed to cross-reference new regulations with relevant sections of existing policy documents, providing a clear framework for alignment. Collaboration with the City's legal and planning departments will help identify and address any discrepancies or overlaps.

Task 5.5 Public Review Draft Specific Plan
Once the City review is completed in Task 5.3 and
consistency with the Housing Element is confirmed in Task

5.4, the Public Review Draft Specific Plan will be prepared, along with an implementation plan and timeline document.

Revisions required from the prior tasks will be incorporated into the Public Review Draft before release.

Task 5 Deliverables
Regulatory Approach Pros/Cons Summary (PDF)
Plan Outline (PDF)
Plan Vision and Policies (if revisions are needed) (PDF) Admin draft planning document (PDF)
Draft planning document (PDF)
mplementation plan and timeline (PDF)
Four of Pasadena's eight specific plans are now adopted.

Task 6. Adoption & Closeout
Task 6.I Adoption Draft Specific Plan
Minor revisions'gathered during the public review process will be incorporated into an adoption draft to be considered for the plan's adoption hearings.

Task 6.2 Adoption Hearings
To support the finalization and adoption of the plan, AECOM will participate in up to four (4) meetings total of the Planning Commission and City Council. The AECOM team will prepare a presentation for these meetings. This scope assumes the City will present at these meetings, with AECOM staff present to answer questions and speak to aspects of the Plan or share insight during discussions. Our proposal assumes that City staff will draft staff reports.

Task 6.3 Final Specific Plan
Following the City Council's adoption of the Specific Plan, AECOM will prepare a Final Specific Plan that incorporates any changes made by decision-making bodies during the adoption process. The final plan will be provided in InDesign and as a PDF.

Implementation & Administration

CHAPTER OVERVIEW
i upply, ialiil waiti. IlmniWaltl. and eltitik:uy aie eliii ii lanlilital in 11111 ihiipm fiir iAa purpaiei of msilng lliii amiiipalril grawlh. Tkli ikoylii iiiiidudni mih ploii aaml+ibtiiilliin Thii thaplrr l} iiiganlieil imii Ilie hi'la*ing help
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Pasadena's adopted South Fair Oaks Specific Plan
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GCCOG REAP 2.O BENCH: CITY OF SOUTH GATE
The AECOM team will also prepare a project metrics table and summary identifying the specific metrics and reporting on measurable outcomes for the REAP 2.O objectives
(accelerating infill development, affirmatively furthering fair housing, and reducing vehicle miles traveled).

Task 6 Deliverables
Adoption Draft Specific Plan or similar document (INDD/ PDF)
One (1 ) Planning Commission meeting presentation/
agenda, attendance, and notes (PPT)
One (1 ) City Council meeting presentation/agenda,
attendance, and notes (PPT)
Final planning document (INDD/PDF)
Project metrics table and summary (Excel/PDF)
Assumptions
This proposal is contingent on agreement execution
between AECOM and GCCOG.

This proposal is contingent upon successful negotiations of mutually acceptable terms between AECOM and
GCCOG.

AECOM will invoice monthly on a Lump Sum basis not to
exceed $314,350.41. GCCOG shall pay all invoices within thirty (30) days of receipt of the invoice Trom AECOM.

This fee proposal is valid for a period of120 days from the proposal submittal date.

This budget assumes a 10-month schedule occurring
from September 1, 2025, to June 30, 2026. Should the
project timeline extend past this period, Billable Rates include 4o/o annual escalation, beginning 1 0ctober each year, starting October 1, 2026.

Required data must be received before work can begin
for applicable deliverables. Client will furnish applicable information, technical data, and other documents
in Client's possession, custody, or control that are reasonably required for the proper performance of
services. AECOM will assume such information, data,
and documents provided by the Client are accurate and complete and may reasonably rely on the information,
data, and documents and other generally accepted

GATEWAY DISTRICT SPECIFIC PLAN
sources within the industry without independent
verification of their completeness and accuracy. AECOM will not be responsible for conditions or consequences arising from relevant facts necessary for the proper
performance ofthe services thatwere concealed,
withheld, or not fully disclosed by Client at the time the project was performed.

Meetings are assumed to be virtual, except where
indicated.

Meeting attendance assumes up to three (3) AECOM
staff at internal PM meetings, up to four (4) AECOM staff at open houses, up to two (2) AECOM staff at pop-
ups, and up to two (2) AECOM staff at decision-maker
meetings.

Deliverables will be provided electronically in PDF
with no hard copies except where explicitly indicated.

Final deliverables will be provided in native formats as requested.

Key deliverables, such as reports, presentations,
and plans, assume one (1 ) draft and one (1 ) fina
version. Deliverables like agendas, notes, and memos
assume one version, but can be updated with a set of
comprehensive minor track changes/comments,
AECOM shall not be required to execute certificates
that would (i) result in AECOM having to certify,
guarantee or warrant the existence or conditions whose existence AECOM cannot reasonably ascertain under
the existing Services; (ii) require knowledge, services or responsibilities beyond the Services: or (iii) may, in AECOM's reasonable judgment, require AECOM to make
a certification that would not normally be covered by AECOM's professional or other liability insurance. In addition, Client agrees not to make resolution of any
dispute with AECOM or payment of any amount due to
AECOM in any way contingent upon AECOM executing
such certificates.

We have assumed minimal revisions to topics covered
in the 2019 Draft Gateway District Specific Plan: if new topics are desired by the City or if a more extensive
revision to some sections are required, AECOM can do
so for an additional fee.

AECOM 55
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521
Project Timeline
522
Project Timeline
The following detailed schedule indicates phases of work by task, milestones and deliverables, and significant events plannet duration. The schedule is designed to include GCCOG/City review times; extent and exact timing of reviews to be coordinater timeline. Schedule and exact deliverable dates subject to adjustment and management during the course of the project base direction. This schedule reflects our experience with similar scope oF work; however, we are flexible to work with GCCOG and Project Initiation & Kickoff

1.2 Project Management
Data Review
Site Reconnaissance

2.3 All Issues Meeting

3.2 Engagement Plan Implementation
CEQA Addendum
Regulatory Framework Evaluation

5.2 Draft Policies, Standards, and Graphics Revision

5.3 AdminDraftSpecificPlan

5.4 Consistency and Compliance

5.5 Public Review Draft Specific Plan
6 Adoption & Closeout

6.1 Adoption Draft Specific Plan

6.2 Adoption Hearings

6.3 Final Specific Plan
LEGEND
gAECOM Work Time
fflReview Time / Deliverables mOngoing tasks a
"Each time period indicating events on Task 3.2 assumes a round of outreach including an open house, pop-up, and decision-maker sessions. Sta} meetings are assumed to be in late October/early November.

AECOM
523
Project Fee Schedule
524
Project Fee Schedule
AECOM will provide the above scope of work for a fixed fee of $314,350.41. AECOM will invoice monthly on a percent comp date. Payment Terms are 30 days. Other Direct Costs (ODCs) include costs for mileage, postage, printing, and other as neede 2025 to June 30, 2026. Should the project timeline extend past this period, Billable Rates include 4'/o annual escalation, begi This fee proposal assumes the Draft GDSP plan area remains the same, and that there would be refinements in mosl complete overhaul. We anticipate that a similar area plan or zoning overlay will likely to be similar or less in fee if ant and fee impacts at that time.

1.1 Projectlnitiation&Kickoff

1.2 Project Management
100 3.00 4.00

12.00 64.00 40.00

6.00 2.1 Data Review

2.2 Site Reconnaissance

2.3 All Issues Meeting
2A Existing Conditions Mappingand Findings
il,

3.1 Community Engagement Plan

2.00 2.00

2.00 4.00 8.00

8.00 8.00 10.00

4.00 6.00 8.00

4.00 6.00

8.00 8.00

18.00 24.00

4.00 1.00

8.00 3, Engagement PlanImplementation 38.00 72.00 "124.00 38.00 138.00 24.00 42.00 42.00

4.1 CEQAAddendum 2.00 4.00 8.00
,I Regulatory FrameworkEvaluation 10.00 10.00 10.00

14.00 84.00
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5.2 5.5
Draft Policies, Standards, and
Graphics Revision
Admin Draft Specific Plan
Consistency and Compliance
Public Review Draft Specific
Plan

4.00 12.00 22.00 18.00

20.00 62.00 110.00 210.00

1.00 4.00 8.00 12.00

2.00 4.00 8.00 10.00

48.00 48.00 6.00

6.1 Adoption Draft Specific Plan

6.2 Adoption Hearings

4.00 8.00

10.00 24.00

8.00 6.3 Final Specific Plan
ODCs
d.ol,irs ) j04..00 ' ,, 27E4.p0 64.00 126.00
AECOM
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About AECOM
AECOM is the world s trusted Infrastructure consulting firm delivering professional services throughout the project lifecycle -from advisory planning design and engineenng to program and construction management On projects
spanning transportation buildings water new energy and tire environment our public- and private-sector clients trust us to solve their most complex challenges Our teams are driven by a common purpose to deliver a better world through our unrivaled technical and digital expertise a culture of equity diversity and inclusion and a commitment to environmental social and governance priorities AECOM is a Fortune 500 finn and its Professional Services business had revenue of S131 billion In fiscal year 2022 See how we are delivering sustainable legacies for generations to come at aecom com and @AECOM
CONTACT:

Scott Williamson, AICP
T: (929) 216-4306
E: [email protected]
WWW aecomicom
526
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Sir+ilh (';:ilio Cifv C:cil-
Item No. II
FILED
Ciffl of South Gate

CITY COUNCIL
A(G?JJA IJTLJ[,
City Clerk:

For the Regular Meeting of: September 23, 2025
Originating Department: Office of the City Clerk
YoditGlaze RobHouston
SUBJECT: AP OV AL OF CITY COUNCIL MEETING MINUTES PURPOSE: To historically preserve the events of the City Council Meetings.

RECOMMENDED ACTION: The City Council will consider:
a. Approving the Special and Regular Meeting minutes of August 12, 2025; and b. Approving the Special and Regular Meeting minutes of August 26, 2025.

FISCAL IMPACT: None.

ANALYSIS: The minutes are provided to the City Council on the Wednesday prior to their regular business meeting. Amendments should be provided to the City Clerk's Office within 24 hours of a City Council Meeting so that verification of the record and corrections are made accordingly. A revised document will be provided to the City Council prior to the Meeting.

BACKGROTJND: The minutes typically describe the events of the meeting and may include a list of attendees, a statement of the issues considered by the participants, and related responses or decisions for the issues.

ATTACHMENTS: City Council Minutes
527

CITY OF SOUTH GATE

SPECIAL CITY COUNCIL MEETING

MINUTES
TUESDAY, AUGUST 12, 2025
CALL TO ORDER Maria Davila, Mayor called a Special City Council Meeting to order at 5:00 p.m.

ROLL CALL Yodit Glaze, City Clerk
PRESENT Mayor Maria Davila, Vice Mayor Joshua Barron, Council Member Maria del PilarAvalos, Council Member Gil Hurtado and Council MemberAl Rios; City Treasurer Jose De La Paz, City Manager Rob Houston, City Attorney Raul F. Salinas
CLOSED SESSION The Council Members recessed into Closed Session at 5:07 p.m. and reconvened at 6:37 p.m. with all Members of Council present. City Attorney Salinas reported the following:

1. CONFERENCE WITH LEGAL COUNSEL - PENDING

LITIGATION
Pursuant to Government Code Section 54956.9(a), 54954.9(b)(3)(C) a. Yesenia Lopez Vargas v. City of South Gate
b. Steven Charlie Huitron v. City of South Gate
c. Ana Granados v. City of South Gate
d. Gilberto Bemal v. City of South Gate
e. Gloria Maribel Ramos Diaz and Aranza Maribel Ramirez Ramos v. City of South Gate
Item 1(a) is a claim made by a resident who slipped on a sidewalk. On a motion made by Councilwoman Avalos and seconded by Mayor Davila, and on a vote of 5-0, the City Council authorized a settlement. The settlement is not yet finalized but the amount will be disclosed consisting of the Brown Act.

Items 1(b)(d)(e) are claims made involving accidents, with city vehicles against the city in connection with those accidents. There was a presentation made by the City Attorney on each one of those claims and there was no action taken by the City Council.

Item 1(c) is a claim of an individual who believes that her car was towed improperly and towed improperly. On a motion made by Mayor Davila and seconded by Council Member Hurtado, and on vote of 5-0, the City Council moved to deny that claim.
528
SPECIAL CITY COUNCIL MEETING MINUTES OF AUGUST 12, 2025

2. CONFERENCE WITH LEGAL CO{JNSEL - ANTICIPATED

LITIGATION
Pursuant to Government Code Section 54956.9(c)
One (l) - Potential Case
On item 2, one of the city buses caught fire and the claim on that bus was tendered to the operator under contract with the city who manages the maintenance and driving of those vehicles. The city received an offer to settle in the amount of $90,000 which is considered the value of the bus at the time of the fire. On a motion made by Council Member Hurtado and seconded by Councilwoman Avalos, and on a motion of 5-0, the City Council approved accepting the offer of $90,000 as a replacement value for that fair market value of that bus at that time. There were no injuries associated with that fire.

3. CONFERENCE WITH LABOR NEGOTIATOR
Pursuant to Government Code Section 54957.6
Agency Representation: Rob Houston, City Manager
Unrepresented Employees: Top Management/Department Directors Hourly Employees
Employee Organizations: SGMEA, SGPMMA, SGDMA, SGPMA, SGPOA
On item 3, City Council received a presentation by the agency representative, City Manager Rob Houston, discussing each of the employee organizations listed on the agenda. Upon completion of that presentation, guidance was given to the City Manager. There was no reportable action taken.

ADJOURNMENT Council MemberAvalos unanimously adjourned the meeting at 6:41 p.m. and seconded by Council Member Hurtado.

PASSED and APPROVED on this day of 2025.

ATTEST:

Maria Davila, Mayor Yodit Glaze, City Clerk
529

CITY OF SOUTH GATE

REGULAR CITY COUNCIL MEETING

MINUTES
TUESDAY, AUGUST 12, 2025
CALL TO ORDER Maria Davila, Mayor called a Regular City Council Meeting to order at 6:41 p.m.

INVOCATION Steve Costley, Director Parks & Recreation PLEDGE OFALLEGIANCE Ms. Griego, LAUSD Board Member, District 5 ROLL CALL Yodit Glaze, City Clerk
PRESENT Mayor Maria Davila, Vice Mayor Joshua Barron, Council Member Maria del PilarAvalos, Council Member Gil Hurtado and Council Member Al Rios; City Treasurer Jose De La Paz, City Manager Rob Houston City Attorney Rail F. Salinas
GUEST SPEAKER Karla Griego, LAUSD Board Member, District 5, acknowledged the pain, suffering and fear our comi'nunities have endured and experienced in the past couple of months, especially in the southeast cities. She too is outraged by the inhumane attacks on the immigrant communities across Los Angeles during the last couple of months. Despite these unprecedented times, she's seen the resilience and perseverance of families, communities and of councils throughout the southeast cities. It gives her hope because that shows that better times are ahead. She thanked everyone present, Mayor Davila, who stood in solidarity with LAUSD yesterday with other city representatives during their press conference.

She is excited and grateful that the City of South Gate will also be working with the district to support the students' return to school. As a school board member representing the students in South Gate, she shared what the LAUSD has and what they are doing to ensure a safe opening and return to schools.

Ms. Griego invited everyone to their District 5 0ffice open house, on August 27'h at Gage Middle School from 4 to 6 p.m.

Mayor Davila thanked Ms. Griego for being here tonight and sharing information.

Councilwoman Avalos and Council Member Rios welcomed Ms. Griego to South Gate and enlighten everyone with all the resources.

Council Member Hurtado has reached out to Ms. Griego few times and she is very responsive. He thanked her for being very responsive. 530
REGULAR CITY COUNCIL MEETING MINUTES OF AUGUST 12, 2025 ct+gsarspg.gcoxr'n Ms. Griego stated that the whole district is her heart. She is a 20 year teacher, and teachers love all their students. Her goal is to make sure the corni'nunities get representation and be lieard.

Vice Mayor Barron thanked Ms. Griego for being liere tonight and providing information. This reassures families and members of the coini'nunity that we have a school district taking this seriously and have created a game plan to handle these situations.

COMMENTS FROM THE

AUDIENCE - NON-AGENDA
ITEMS The following Abel Silva, Francisco Loza, Roberto Sanchez, and Mr.

Castillo came before City Council asking for their assistance to permit their group to continue gathering at South Gate Park doing activities on Tuesdays and Thursdays. For the last three weeks they have been harassed by the South Gate Park Ranger that won't allow them to continue with their activities. On a couple of occasions, the Park Ranger has become a little aggressive. The group is not causing any harm or any grievance to the park. It was recommended to the group to rent a soccer field, but they cannot afford it.

Mayor Davila requested Mr. Sanchez give Steve Costley his number.

Edgar Pelayo, South Gate resident, informed the group who just spoke that on Thursday at 7:00 p.m. in this building, we'll have a Parks & Rec Commission meeting. He thanked the chief for answering their questions regarding horses. He also thanked the officers for providing their time and resources for the horses.

Mr. Pelayo commented on some concerns from people that just come, criticize and don't provide any type of solution to any of the issues going on in the city.

Roberto Sanchez thanked the city for the pickle ball strip lines at the South Gate tennis courts. He is recommending using one teru'iis court for four pickle ball nets.

EMAILS Brenda Rojas, PhD, South Gate resident, stated that GWS/UWS a composting facility located in the City of South Gate, has a history of documented odor and dust complaints with the city and South Coast Air Quality Management District dating back at least 2015. On August 7, 2025, Dr. Rojas confirmed with AQMD supervisor that recent odor complaints have not been routed to the local enforcement agency as required under California Health and Safety Code 41705.

Roberto Sanchez, South Gate resident, requested an update on the virtual attendance and participation options for city council meetings. He expressed concern over the city's budget deficit, pointing out inconsistent

531
REGULAR CITY COUNCIL MEETING MINUTES OF AUGUST 12, 2025 EMAILS CONT'D figures and urged city officials to take responsibility and find solution to the financial challenges.

South Gate resident, concerned about ongoing dust and order issues from the UWS composting facility affecting Circle Park area for over 10 years and complaints not reaching the proper channels. The resident recommends the city distribute a survey to nearby residents and businesses to address the extent of the problem and demonstrates its coinmitment to the cori'ununity's well-being.

REPORTS AND COMMENTS
puouciaryoppxcims AriuroCervantes,DirectorofPublicWorks,nothingtoreport.

Steve Costley, Director of Parks & Recreation, coinmented on comi'nunity events.

Gabriel Perez, Director of Community Development, informed City Council that staff is following up on the concerns regarding order or dust potentially coming from UWS or GWS. The complaints are getting logged and verifying those complaints do come from there or if it's another source. The city is in communication with AQMD.

Luis Frausto, Director of Administrative Services, nothing to report.

Jon Hamilton, Director of Human Resources, nothing to report.

ChiefArakawa reiterated that the Police Department has plenty of personnel on duty that will be able to assist school police if it's necessary.

He also mentioned six weeks away from the South Gate car show. The funds benefit the toy drives. Saturday, September 6 the Pink Patch Project and LA County Sheriff's Department have put together a 5K Run at Frank Bonelli Park in San Dimas.

The Chief attended the funeral services for Detective Lemus from the Sheriff's Department. He mentioned that police work is a very dangerous job and the women and men that protect this community and across LA County, sometimes they don't know if they will be coming home.

Detective Lemus left behind his wife and three children. He is asking the public to always support the police officers. It's easy to criticize police officers for one incident that happens in the Midwest or on the other side of the country.

Rob Houston, City Manager, reported that HdL will be taking over the business license process this week. There will be an online portal for people to access instead of coming into city hall to apply for a business license or renew their business license.