rfp for community design guidelines

8/2/2019 RFP for Community Design Guidelines

1/13

City of El MonteCity Hall West11333 Valley

Boulevardl Monte, Ca 91731

Vision El Monte a community of beauty, withgreenways, stands of trees, and flowers; a sense of

place, with distinct and well-designed neighborhoodsand districts; a community defined by and linked to its

rivers, schools, parks, and the downtown through

attractive paths and streetsa destination.

CITY OF EL MONTEECONOMIC DEVELOPMENT DEPARTMENT

REQUEST FOR PROPOSALSTO PREPARE

COMMUNITY DESIGN GUIDELINES

Proposals must be delivered no later than

Thursday,April 12, 2012 by 5:00 p.m.


2/13

1|P a g e

PURPOSE OF COMMUNITY DESIGN GUIDELINES

The City of El Monte realizes that it must initiate a vision to affect its future identity. The City aspires to recapture itsrich legacy through the built environment and Community Design Guidelines are best suited to guide this goal. TheCommunity Design Guidelines are to reflect the importance placed on shaping the community identity through carefully

guided public and private development. Although not required by state law, the City believes that solid CommunityDesign Guidelines set an important precedent and serve as a guide for how to improve the physical design andappearance of built structures within El Monte.

The primary intent of the proposed Community Design Guidelines is to establish citywide policy guidance on how toimprove the built and natural environment and creating distinct districts and neighborhoods and, secondarily, to providemore specific policy guidance for the districts and neighborhoods. The Community Design Guidelines shall serve as thepolicy foundation for the Citys project review process and as a guidance document for all design-related planningefforts. It is meant as a reference for decision makers, planners, architects, builders, and residents to understand how thedifferent parts of the City work together to achieve its overall image and identity.COMMUNITY IDENTITY

Creating a distinct community identity is fundamental for El Monte and is the theme of the recently adopted GeneralPlan. This can have many different meanings, each reflecting individual perceptions regarding neighborhoods, safety,aesthetics, parks, and other amenities. Although El Montes identity means different things to different people, it isshaped by common influences. Some of the more notable influences are its people, their history and cultures, thephysical and natural environment, and the Citys collective vision of the future.

El Montes identity dates back to the Tongva, who were sustained by the San Gabriel and Rio Hondo Rivers. LaterSpanish settlements, pioneers, and a thriving agricultural industry defined its 19th and 20th century and was the impetusfor its diverse population. Rapid industrialization and suburbanization, including the channeling of the Rio Hondo andSan Gabriel Rivers and construction of its transportation infrastructure, has left its imprint on El Monte. Today, theCitys image is uniquely diverse.

To shape a new identity for El Monte, the General Plan Vision builds on the core strength of the communityitspeople and their commitment. Thus, the Community Design Guidelines seek, through the implementation of a wide

variety of physical and governance improvements, to create a vibrant and safe city that respects its historical and culturaldiversity and strives to provide a high quality of life through well-designed neighborhoods, parks and recreationalamenities, and a healthy environment.

El Monte is forging a unified community identity by restoring key features of its past, revitalizing strategic areas, andpositioning itself for the next (20) twenty years. The City will draw upon its multiple strengths to enhance its image andidentityits indigenous roots, pioneer spirit, agricultural heritage, suburban growth, and environmental legacy. Theseefforts are intended to revive and improve El Montes unique identity and image to residents, visitors, and the businesscommunity.


3/13

DOWNTOWN EL MONTE

El Montes Downtown has alwaysbeen its heart and the gateway tothe region. In the late 1800s, Valley Boulevard was the onlyroad and served as the ButterfieldStagecoach stop between LosAngeles and San Bernardino. Thisearly main street graduallyevolved into an outdoor shoppingdistrict. Today, the Downtownencompasses an area of 200acres, bordered by the Rio HondoRiver, Interstate 10, and ValleyBoulevard.

2|P a g e

The El Monte Downtown (theDowntown) today contains five(5) sub-districts that serve distinctfunctionscivic, business, transit,residential, or other uses.

Government Center.The government center is the eastern gateway to the Downtown and servesas the governmental core of El Monte. This area is anchored by the El Monte City Hall offices,Los Angeles County Superior Court, educational uses, and police station. Other governmentaland public uses also extend into other districts.

Main Street. Main Street covers an area bounded by the railroad tracks, Santa Anita Boulevard and

Ramona Boulevard. The subdistrict is anchored by a traditional outdoor shopping street. Withseveral blocks of street-facing frontage and tree-lined sidewalks, it connects the civic center tothe transit station.

Cultural District.The cultural district is the heart of the community and is home to the El MonteCommunity Center, Historic Society Museum, Jack Crippen Senior Center, Aquatic Center, Tony Arceo Memorial Park, and El Monte High School. It is a well-known place for street fairs,concerts, and community gatherings.

Neighborhoods. The Downtown has an eclectic mix of housing projects and small distinctneighborhoods, south of Ramona Boulevard or along Tyler Avenue north of Downtown. Thefabric of this area is well established, but could benefit from common design treatments,

housing rehabilitation programs, and infrastructure improvements.

El Monte Gateway.The El Monte Gateway Project is a groundbreaking effort to create a 60-acre,regionally significant, mixed-use community that integrates public transit, housing, parks andopen space, retail, business and entertainment. The El Monte Gateway will be a key activitycenter, linked with the Emerald Necklace.


4/13

3|P a g e

What makes Downtown El Monte a special place to live, work, and play is its eclectic environment

and unique subdistricts, each of which has a symbiotic relationship with the other subdistricts.

Residential neighborhoods provide a customer and job base for the Downtown. The following

graphic illustrates the location of each subdistrict.

Downtown El Monte is to be the mixed-use, mixed-income, cultural heart of El Monte thatepitomizes pride and opportunity. Its historical role is augmented by new housing, retail, office,parks, and cultural facilities. The Downtown takes advantage of transit-oriented development. Thepopulation is diverse, the architecture is human-scaled, and the character is authentic to El Monte.Downtown El Monte needs a more unified design to reach its potential with goals and policies thataddress tangible ways, from a design perspective, to enhance the vibrancy and character of theDowntown.

COMMUNITY RETAIL CENTERS

Every community has a wide variety of community retail centers and El Monte is no exception.Community retail centers in El Monte provide an important service to residents, businesses, andvisitors by providing a range of goods and services, including groceries, apparel, household items,and larger item purchases. Except for major commercial corridors, community retail centers presentthe first initial image of El Monte. Ensuring that commercial centers are well-designed is therefore akey goal of El Monte.

The City has a wide variety of community retail centers along major corridors, built at differenttimes over the past decades. Presently, the Citys major commercial centers are along Garvey Avenue,Valley Boulevard, Peck Road, and Lower Azusa Road. The General Plan will establish and regulatethree general categories of retail centers in El Monte, each distinguished by their size, function, and

location.

Each of El Montes commercial centers is one (1) of three (3) typescommunity/regional,neighborhood, and mixed/multiuse nodes.

Regional/Community Retail. These centers provide large-scale commercial uses thatserve an area larger than the City. Auto dealers, home furnishings, building materials andhardware, and big-box retail are examples. Major regional/community commercial centersinclude the Sams Club, Home Depot, Five Points, and Santa Fe Trail projects.

Neighborhood Retail. Neighborhood commercial centers provide convenient and smaller-scale retail, such as grocers, drug stores, and services that serve the immediate needs of

residents of surrounding residential neighborhoods. There are many examples ofneighborhood shopping centers throughout El Monte.

Mixed/Multiuse Centers. The Zoning Code provides an overlay zone for portions ofGarvey Avenue, Durfee Road, Valley Boulevard, and Peck Road to encourage a mix ofresidential and commercial uses. This includes limited retail sales and services that servesurrounding neighborhoods (minor node) and, in certain locations, limited retail sales andservices that serve the community (major node).


5/13

The El Monte General Plan contains an implementation program to guide the development,improvement, and rehabilitation of these types of centers. In the meantime, the following goal andpolicies (in conjunction with the overlay zone) provide the mechanism to approve and conditionsuch projects to achieve the overall goals set forth in the General Plan.FLAIR PARK

Flair Park has a storied past in El Monte,

the original site of a World War II

airfield and named after the cable

address of Fletcher Aviation. The park

originally was intended for industry and

commerce. With its strategic location

along Interstate 10, mountain views, and

vast land assets, Flair Park has evolvedinto the Citys professional office

district. Wells Fargo, Cathay Bank, East

West Bank, Chinese Cultural Center, and

Los Angeles County have all

rediscovered the park.

Since its earliest beginnings, El Montehas served as a gateway into the Los Angeles region, where immigrants traveled long distances and settled at the end of the Santa FeTrail. El Montes role as a gateway city and burgeoning influence in the region continues with thearrival of banking/finance, cultural, and institutional uses that span the Pacific Ocean.

Flair Park is to be El Montes professional and financial district. It will be identifiable by theagglomeration of mid- and high-rise office buildings fronting Interstate 10, adorned with the logosof the areas most prominent corporate residents. Flanked with signature architecture and iconicskyline, Flair Park will be denoted by its modern architectural design, business amenities, andefficient access to transportation resources. The Flair Park Specific Plan will support the long-termdevelopment and design of El Montes professional and financial district center.

Pursuant to an adopted Specific Plan to guide the orderly development and highest and best use,Flair Park will have several key districts, described and illustrated below.

Finance Row. The freeway frontage that spans the length of the park will be home to majorfinancial institutionsCathay Bank, Wells Fargo, East West Bank, etc. This frontage will presenta striking iconic skyline to Interstate 10.

Gateway District. At the convergence of Rosemead Boulevard and the Rio Hondo River, thegateway district will signal entry into Flair Park, with low- to mid-rise buildings transitioning tothe high-rise frontage and soaring view of the mountains.

4|P a g e


6/13

Riverfront District. Flanking the southern edge of the park will be the riverfront district, anarea occupied by smaller-scale land uses that provide a transition from the residential areas southof the river to the more intense office uses within Flair Park.

Hospitality District. The hospitality district will anchor the eastern edge of the district,providing rooms for corporate visitors to have short or extended stays, supporting international

business activity and conferences, and further denoting Flairs skyline. NORTHWEST INDUSTRIAL DISTRICT

The Northwest Planning District hashistorically been the Citys manufacturingdistrict and job engine. With thetransformation of manufacturing in theLos Angeles region, the majority ofbusinesses in El Monte have relocated.Nonetheless, the district offers great

investment potential due to its strategiclocation near Interstate 10, vast landresources, and redevelopment project areastatus. The Northwest Industrial Districthas the potential to become a first-class,modern industrial district.

The Districts vision is to continue toattract a balance of sustainable lightmanufacturing, distribution, andtechnology-oriented businesses that are

compatible with surrounding residential neighborhoods. The key to this Districts success is creating

the environment of a modern industrial park. Industrial building and site design must balancefunctionality, aesthetics, and compatibility. Streetscapes should provide landscaping and trees toencourage pedestrian movement, not just truck and auto movement.

NEIGHBORHOOD DESIGN FEATURES

El Monte is a collection of neighborhoods representative of its varied past. Each neighborhoodvaries depending on its location, architecture, housing types, and history. Because much of the Citysoriginal development fabric has been erased over time, the preservation, rehabilitation, andrestoration of residential neighborhoods is of critical importance.

El Montes neighborhoods are.

Norwood-Cherrylee. The Norwood-Cherrylee neighborhood contains a mix of single-familyhomes anchored by Lambert Park. It contains the Rurban Homesteads and Wye Street, builtduring the 1920s as part of an experimental federal housing program. With its rural ambience,the area is distinguished by its equestrian and agricultural heritage.

Arden Village. Arden Village is bordered by the Rio Hondo River, El Monte Airport, andnonresidential uses in northwest El Monte. Historically the site of labor camps for the

5|P a g e


7/13

6|P a g e

agricultural industries, Arden Village is distinguished by small uniform lots, traditional single-family homes, and a distinctive classic identity.

Mountain View. The Mountain View neighborhood, anchored by the Mountain View Park andelementary school, is bordered by the San Gabriel River. This neighborhood has one of themost diverse types and ranges of housing prices for single-family, multiple-family, mobile homes,

and other housing. With its rural ambience, the area is distinguished by its equestrian andagricultural heritage.

Downtown. Downtown El Monte is a diverse area of well-maintained homes, high densityresidential, and senior projects. Established small-lot single-family residential neighborhoodsextend south of Ramona Boulevard. This area is denoted by its eclectic mix of housing, streetconfigurations, proximity to historical resources, and shopping.

Park El Monte. Park El Monte, southeast of Flair Park and the Rio Hondo River, isdistinguished by curvilinear wide streets, lower scale, single-family homes, and quality housing.Due to the age of the housing, the area needs housing rehabilitation and improvements.

River East.The River East neighborhood is bordered by the San Gabriel River to the east andInterstate 10 to the south. This neighborhood is made up primarily of residential uses, inparticular, multiple-family planned residential developments. The neighborhood is continuing tocomplete the transition to planned residential uses.

El Monte prides itself on the quality of its residential neighborhoods. Some neighborhoods have a

strong identity and tradition. Given the diversity of neighborhoods, the challenges are to: 1)

recognize and highlight these distinct neighborhoods within the context of a modern city; 2) restore

and enhance neighborhood identities through effective design policies; and 3) put in place policies

that will maintain neighborhood character and fabric.

SCOPE OF WORK

A. The project will involve:1. A comprehensive development of concise, illustrated and user-friendly Community

Design Guidelines for single family and multi-family residential, commercial, and industrialzoning areas;

2. An improved design review process for land use development applications (bothadministrative and discretionary); and

3. Training for City staff on how to use the Community Design Guidelines and how toimplement the design review process.

B.The project process will involve three (3) phases, to include:

1. Phase I: Issues Identificationa) This phase is meant to develop a full understanding of the design and development

issues facing the urban City areas. This phase will involve a review of existing areaconditions and development review procedures by the consultant, as well as meetingswith City staff, interviews with stakeholders, and workshops with community groups toreview issues of concern within the City. This phase will also include a tour of the City,


8/13

7|P a g edevelopment standards, such that the updated standards are consistent with and

with the selected consultant expected to conduct additional fieldwork to document andbecome familiar with the character of various neighborhoods throughout these areas.

b) This phase is broken down into two (2) components: Background research of documents, procedures, and built environment

encompassing a systematic review of:i. The Citys General Plan and the various elements affecting design and thephysical environment, Zoning Ordinance, land use policies, and general areacharacteristics to identify elements that act as design guidelines, standards, orotherwise affect building and site design;

ii. A sample of case files representing typical development applications;iii. Procedures used to evaluate and process design aspects of development

applications;iv. Field conditions, including area visits, photographic documentation of

recently completed projects, geographic information systems mapping, andother methods; and

Public input derived from the following activities:i. Leadership and facilitation of up to three task force meetings with

community stakeholders and City staff soliciting input about the builtenvironment organized by land use and building type or other relevantcriteria;

Expected Tasks: Review the various community districts and neighborhoods; Review the new General Plan, existing ordinances, policies, and specific plans; Analyze relevant development application procedures; Analyze a sample of planning applications; Document field conditions by land uses and by building types, this would include

a photographic, and/or graphic documentation and maps; and Lead and facilitate up to three (3) taskforce meetings with community

stakeholders and City staff to gather community concerns.

Expected Products: An existing conditions report which, at minimum:

Describes and documents design issues of prototypical development; Identifies current design standards, policies and procedures that affect design

decisions; Documents public concerns regarding the design of typical development; and Provides additional, supplemental graphics and materials suitable for

presentation at public meetings and hearings.

2. Phase II: Solution Developmenta. This phase involves a continuation of the public outreach and public participation

process. Through this forum, based on a thorough understanding of existing conditions,and consistent with professional judgment, provide recommendations on designguidelines best suited to conditions in the City.

b. An important component of this phase will be to recommend updates to current


9/13

8|P a g e

Up to five (5) taskforce meetings with community stakeholders to develop theesign Guidelines that respond to issues identified during Phase I

pies of the draft document for circulation and distribution

e development standards in the County Zoning

Design Standards and the recommended development standards;

Community Design Guidelines for use by planners and the public in evaluating andopment proposals. The Community Design Guidelines shall have

3.

attend and to present information at upPlanning Commission and up to two (2) public

complementary to the Community Design Guidelines while respecting existing desirablequalities within neighborhood context. The recommendations should be in textual andgraphic form to make the information conveyed user friendly and easy to understand. The actual updates to the development standards would be conducted through aseparate comprehensive review of the Zoning Ordinance, under a different project

bidding process.

Expected Tasks:Illustrated Dinformation gathering;

The creation of a draft Community Design Guidelines document; the consultantwill publish up to 20 coto interested and affected parties;

The creation of a draft document with writing and graphics to providerecommendations for updating thOrdinance;

Up to three (3) taskforce meetings with community stakeholders to discuss draftCommunity

Up to three (3) meetings before the Planning Commission and the City Council toprovide progress updates and to solicit input;

The creation of final Community Design Guidelines and recommendations forupdates to existing development standards.

Expected Products:regulating develenough detail and clarity to fully inform viewers of the intent of the design

guidelines shown. Illustrations may also show examples of undesirable as well asdesirable design characteristics in order to better explain concepts.

Written and graphic recommendations for updates to existing developmentstandards in the Zoning Ordinance to be consistent with and compliment therecently adopted General Plan;

Written procedures and instructions for design review as part of review of adevelopment application; and

Other materials related to recommended changes to the existing developmentstandards in Zoning Ordinance.

Phase III: Adoption and Implementation

a.

Adoption: The consultant would be expected toto two (2) public hearings before thehearings before the City Council for the adoption of the Community Design Guidelines.Additional public meetings may be necessary, on a time-and-materials basis.

b. Implementation: This is meant to ensure that training and support materials aredeveloped and provided to Planning staff to ensure that the adopted CommunityDesign Guidelines are implemented. Also, the consultant will be expected provide staff with recommendations for updates to development standards in the Citys Zoning


10/13

9|P a g e

Expected Tasks:lead and conduct at least one (1) task force meeting with community

raining materials with examples for implementing adopted

commended changes to the existing development

for improved design review processes for

th staff to describe Community Design Guidelines and

month follow up session with City staff to discuss modifications,

Expected Products:plementation and training materials for the Community Design

OTHER INFORMATION

Scope of Work outlined above has been provided as the Citys anticipated

REQUIRED PROPOSAL CONTENT

the following information:

Cover Letter.

Ordinance so that the development standards are consistent with and complement theCommunity Design Guidelines.

Consultant tostakeholders to discuss Draft Community Design Guidelines andrecommendations;

Development of tCommunity Design Guidelines;

Development of a report with restandards in the Zoning Ordinance;

Development of recommendationsdevelopment applications;

One (1) training session wihow to use them;

One, three- to six-as may be necessary.

Post-adoption imGuidelines, for the recommended updates to the development standards in theZoning Ordinance, and for recommended improvements to the design reviewprocess for development applications.

Please be advised that thework efforts involved with such preparation of Community Design Guidelines. Thus, consultants

are encouraged to present their own creativity based upon their prior experience. Ultimately, the Citylooks forward to a proposal that outlines the most efficient and cost-effective way to perform thework and products described above. It should also be noted that it is the desire of the City staff tocommence the public hearings for consideration of adoption by June 2012. A copy of the Citysadopted 2011 General Plan can be found on the Citys web-site at: http://www.ci.el-monte.ca.us.

All responses to this RFP must contain

This should present the consultants understanding of the project and the

methodology that will be used. It should include the name, address, email and phonenumber of the person(s) to contact regarding the proposal Work Plan. Describe the proposed approach and activities to be accomplished (i.e., scope of

work, project schedule, deliverables, etc.). Describe what strategy you would use forcommunity outreach and public participation. The primary efforts should be directed towardconsolidation of information and presentation in a clearly understandable format. Includeresponse to creating a document that is web friendly and interactive.

Firm Qualifications (please note that it is not necessary to include extensive marketingmaterials). Describe the firms experience in managing projects similar in nature to the
http://www.ci.el-monte.ca.us/http://www.ci.el-monte.ca.us/


11/13


12/13

11|P a g e

ign, and signdesign principles;

on-going services (i.e. fee structure, billing rate for various services, etc.);

following typicalsal:

SquareFootage/Number

Site Design Architecturaland Signage

Landscape

To assist in the preparation of this proposal please provide the following information:

The firms experience in the site planning, architectural and landscape des list of projects where the firm was the lead designer for the above design elements; Cost proposal for Experience with providing peer review services to supplement City staff; List of references; Provide a cost estimate for the review of the above elements for the

development propo

Project Type

of UnitsSingle Tenant

Commercial

0-10,000 sq. ft.

Single TenantCommercial

10,000-30,000 sq.ft.

Single TenantCommercial

30,000-60,000 sq.ft.

Big Box 60,000 plus sq. ft.Single Family 1,500-6,000 sq.Dwelling

ft.

Planned UnitDevelopment units

0-10 dwelling

Multi Family 4-50 dwelling

units

Multiple TenantRetail/Office

20,a

000 sq. ft. andbove

1 acre and above

IndustrialDevelopment

25,000 sq. ft. andabove

1 acre and above

Please note that the response to the above examples will only serve to provide the City with anestimated cost for review services and is not considered a binding cost proposal. It is the Citys

d copies and one (1) duplicable copy on a CD of the proposal shall be submitted andes. All proposals must be received by 5:00 PM on

intent to establish a deposit-based system to fund the above consulting services to supplement City

staffs review of project development proposals.

SUBMITTAL

Eight (8) bounidentified as Community Design GuidelinThursday, April 12, 2012, postmarks will not be accepted. Hand deliver or send proposals to theaddress below.


13/13

12|P a g e

Economic Development DirectorCity Hall West

11333 Valley Boulevard

If additional information or clarifica this RFP, please contact RebeccaDuarte, at (626) 580-2096 or via email a ov.

RFP Issued: Monday, March 12, 2012ification Deadline: Monday, April 2, 2012

Thursday, April 12, 2012terviews:

EVALU

The Economic Development Department will evaluate all proposals based on, but not limited to,ll be assigned a score with a maximum of 100 points:

Past experience of the project manager to successfully manage such a project (20 pointsith similar types of projects (10 points maximum).

ty of the proposal, including clarity of content (10 points maximum).

e schedule for completion (20 points

to the final scoring and selection. In the event an oral interview is required, the respondents will beprovided with a minimum advanced notice of one (1) week.

The City of El Monte reserves the right to reject any and/or all proposals submitted. No guaranteeill be awarded pursuant to the Request for Proposals, or

of the proposals, in the submission of additional

Damien R. Arrula

El Monte, CA 91731

tion is needed regardingt [email protected]

IMPORTANT DATES

Request for ClarProposal Due Date:Consultant In Tuesday, May 1, 2012 Award Date: Tuesday, June 5, 2012

ATION CRITERIA

the following criteria and wi

Professional qualifications and capabilities of the firm and its project managementpersonnel (10 points maximum).

maximum). Relevant experience of the firm w Results of reference checks (20 points maximum). Overall quali Demonstration of a clear understanding of the project (10 points maximum). Cost related to the level of work proposed, and tim

maximum).

The City of El Monte reserves the right to require an oral interview of any and all respondents prior

RIGHT TO REJECT PROPOSALS

is made hereby that any contract wotherwise. All costs incurred in the preparationinformation, and/or in any other aspect of a proposal prior to the award of a written contract will beborne by the respondent(s).