GB-WSP_Contract_Amendment_2_CoSF (3) (1)

Extracted text

CoSF Version 7 4.21.2025
The Purchasing Memo
Date: May 14, 2026
To: Governing Body, Finance Committee, and Quality of Life Committee
From: Heather Lamboy, AICP, Planning and Land Use Director
Via: Brian Moya, Interim City Manager
Andrea Phillips, Interim Finance Director
Andy Hopkins, Budget Officer
Subject: Amendment #2: Increase in Contract Value for General Plan Update and Digital User Platform
Vendor Name: WSP USA, Inc.
Munis Vendor Number: 2960
ITEM AND ISSUE:
The Planning and Land Use Department respectfully requests your review and approval of Amendment #2 to Contract
3250006 with WSP USA, Inc. for the General Plan update and creation of a digital user platform. Amendment #2
includes the following: 1) changes to the Scope of Work (“SOW”); and 2) increases the total compensation by
$649,125.00 inclusive of Gross Receipts Tax (“GRT”), for a total compensation of $2,691,220.56, inclusive of GRT.
CONTRACT NUMBER:
The FY24 Munis contract number is 3250006.
BACKGROUND AND SUMMARY:
On May 31, 2024, the Governing Body of the City of Santa Fe (“City”) approved a Professional Services Agreement
(“Contract”) with WSP USA, Inc. for $1,887,871.87 to update the Land Development Code (Ch. 14 of the Municipal
Code) and develop a digital user platform to enhance public access to records and City information. This agreement
was filed with the Clerk's office as #24-0352. At that time, the Contract was issued for the entirety of the project, based
on the estimate provided in the response to the City’s RFP (#24/20/P). The contract, attached hereto as “Exhibit A,” was
issued in fulfillment of the RFP. The funds for Phase 1 were appropriated in Fiscal Years 2024, 2025 and 2026, and were
expended accordingly. This budget can be found in Org. 1004501 / Object Code 510300. During this time, the contract
was amended by the Office of Economic Development, in partnership with the Planning and Land Use Department, to
add an economic development strategic plan. This amendment increased the project budget by $154,223.69, which
resulted in a new total compensation of $2,042,095.56 (see Amendment #1, attached as “Exhibit B”). The current
request is for a second amendment, to add $649,125.00 to the project budget in order to accommodate an accelerated
schedule for the General Plan update and to expand support for the Community Partners Program, as well as addressing

some initially-unanticipated complexity related to the Assessment Report and some City-requested changes in the first
three steps of the project for the General Plan as well as the content and functionality of digital user platform. WSP
USA, Inc. has submitted a new proposed SOW, including budget, which is attached hereto as “Exhibit C” and is the
subject of the current request. This SOW details all remaining work and deliverables, leading to project completion by
December 2026. If approved, the new total compensation would be $2,691,220.56. The contract term ends on June 30,
2028. If the current amendment is approved, the City will issue a new Purchase Order for WSP USA, Inc. under the
amended Contract. The original Contract will remain active and intact, under the same contract identification number.
The revised SOW is slightly different from the original; however, it retains all the same key elements. The primary
difference is the accelerated timeline; also: the methods of public engagement have been refined to better align with
what worked best in Steps 1 and 2 of the process, and more of the affiliated tasks will be led by City staff as we transition
to a closer working relationship with our Community Partners, since this form of involvement will become more
common in future programs initiated by Land Use.
As a reminder, the General Plan update will be accomplished through the following steps:
• Step 1: Mobilization and Understanding
• Step 2: Vision and Goals
• Step 3: Scenario Planning
• Step 4: Development of Preferred Plan
• Step 5: Work Program and Funding Plan
PRIOR APPROVALS AND SUPPORTING INFORMATION:
FUNDING SOURCE:
Fund Name/Number: General Fund/100
Munis Org Name/Number: Land Use 1004501
Munis Object Name/Number: Professional Contracts 510300
Budget Officer / Designee: Date:
Budget Officer Comment/Exceptions:
PROCUREMENT METHOD:
The procurement method used was NMSA 1978, Section 13-1-111, RFP
RFP 24/20/P
Chief Procurement Officer (CPO)/Designee: Date:
CPO Comment/Exceptions:
ASSOCIATED APPROVALS:
IT Components included? ☐ Yes | ☒ No
Approval: Title: Date:AP (May 22, 2026 13:27:39 MDT)
AP05/22/202605/22/2026

Comment/Exceptions:
Treasury/Point of Sale Components included? ☐ Yes | ☒ No
Approval: Title: Date:
Comment/Exceptions:
Vehicles included? ☐ Yes | ☒ No
Approval: Title: Date:
Comment/Exceptions:
Construction to City Facilities, Furniture, and/or Fixtures included? ☐ Yes | ☒ No
Approval: Title: Date:
Comment/Exceptions:
Is this an externally funded purchase? ☐ Yes | ☒ No
If yes, what is the issuing agency:
Approval: Title: Date:
Comment/Exceptions:
Is this a Capital Asset or Project? ☐ Yes | ☒ No
Project Ledger Number:
Approval: Title: Date:
Comment/Exceptions:
EXHIBITS:
A: Contract # 32500060 (City of Santa Fe and WSP, USA Inc.)
B: Contract Amendment #1 (Economic Development Strategic Plan)
C: WSP USA Inc. Proposed Scope of Work and Budget (April 2026)

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CITY OF SANTA FE
AMENDMENT No. 2 TO
Contract # 3250006
Original City Clerk Item Number: 24-0352
General Plan Update
This AMENDMENT No. 2 the "Amendment") amends the CITY OF SANTA FE CONTRACT, dated
05/31/2024 (the "Contract"), between the City of Santa Fe (the "City") and WSP USA INC. (the "Contractor").
The date of this Amendment shall be the date when it is executed by the City and the Contractor whichever
occurs last.
I. RECITALS
A. Under the terms of the Contract, Contractor has agreed to provide the City with General Plan
Update.
B. Pursuant to the Article 14 of the original Contract, and for good and valuable consideration, the
receipt and sufficiency of which are acknowledged by the parties, the City and the Contractor agree as follows:
II. SCOPE OF WORK
Article 1 of the Contract is amended to include tasks and deliverables outlined in Exhibit A, so that the following
sentence is added to Article 1, and Exhibit A is considered part of the contract:
The Contractor shall facilitate a comprehensive review and revision of the City of Santa Fe's General Plan. The
Contractor shall provide services included in Exhibit A of this amendment.
III. COMPENSATION
Compensation - Article 3, paragraph A of the Contract is amended to increase the amount of compensation by a
total of 649,125.00 so that Article 3, paragraph A reads in its entirety as follows:

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1. The City shall compensate the Contractor for the goods described in the Scope of Work,
based on the itemized amounts and/or rates specified in Exhibit A. The City agrees to pay the
Contractor $600,000.00, which excludes Gross Receipts Tax (GRT). The GRT applicable to this
contract is levied at the rate of 8.1875%, equating to $ 49,125.00 The total compensation amount of
the original Professional Services Contract (5-31-2024 for $1,887,871.87), the Economic
Development Amendment No. 1 (12-16-2025 for $154,223.69) and this Amendment No. 2 shall not
exceed $2,691,220.56.
IV. NOTIFICATION
Either party may give written notice to the other party in accordance with the terms of this Paragraph. Any
written notice required or permitted to be given hereunder shall be deemed to have been given on the date of
delivery if delivered by personal service or hand delivery or three (3) business days after being mailed.
To the City:
Chief Procurement Officer
purchasing@santafenm.gov
PO Box 909
Santa Fe, NM 87504-0909
Land Use Admin
Heather Lamboy
200 Lincoln Ave.
Santa Fe, NM 87505
purchasing@santafenm.gov
(505)470-5281
To the Contractor:
WSP USA INC
Nick Fazio
2440 Louisiana Blvd NE Ste 400
Albuquerque, NM 87110
nick.fazio@wsp.com
(505)870-4449
Either party may change its representative or address above by written notice to the other in accordance with the
terms of this Paragraph. The carrier for mail delivery and notices shall be the agent of the sender.
V. CONTRACT IN FULL FORCE
Except as specifically provided in this Amendment, the Contract remains and shall remain in full force and effect,
in accordance with its terms, and with the additional terms set forth in Section II, Scope of Work, above, in this
Amendment.
[SIGNATURE PAGE TO FOLLOW]

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IN WITNESS WHEREOF, the Parties have executed this Contract as of the date of the signature by
the required approval authorities below.
CITY OF SANTA FE:
______________________________
MICHAEL GARCIA, MAYOR
CONTRACTOR:
____________________________
DANIEL SIMS
SENIOR VICE PRESIDENT AND
LOCAL BUSINESS LEADER
DATE: ___________________
NMBTIN: _________________
ATTEST:
_______________________________
GERALYN CARDENAS, CITY CLERK
Approved to form and legal sufficiency by:
_______________________________
MARCOS D. MARTÍNEZ, CITY ATTORNEY
APPROVED FOR FINANCES:
_______________________________
ANDREA PHILLIPS, INTERIM FINANCE DIRECTORDaniel Sims (May 15, 2026 14:31:07 MDT)
Daniel SimsMay 15, 2026Marcos D. Martínez (May 15, 2026 14:38:59 MDT)
Marcos D. MartínezANDREA PHILLIPS (May 22, 2026 14:12:30 MDT)

T+1 505-881-5357
April 20, 2026
Heather Lamboy, AICP, Director
City of Santa Fe Planning & Land Use Department
200 Lincoln Avenue, Box 909
Santa Fe, NM 87505
Re: Contract #3204702, Amendment Request: Contract & Budget Adjustment Request for
Santa Fe Forward
Dear Heather,
Thank you for the opportunity to submit this request for a contract amendment and budget
increase for the City of Santa Fe General Plan Update (Contract #3204702), now known as Santa
Fe Forward. The purpose of this amendment is to update and align the scope of work for Santa
Fe Forward to focus on the tasks necessary to complete this project from the date hereof.
The parties acknowledge that the work completed to date, described in Exhibit 1, is subject to
the original scope of work and has been completed. With respect to the scope of work detailed
below and that is necessary to complete Santa Fe Forward, this amendment represents the
entire remaining agreement between the parties and supersedes all prior oral and written
agreements and representations between the parties.
We propose to perform and complete the work described herein through December 31, 2026,
for a lump sum additional fee of $600,000. This amount does not include New Mexico Gross
Receipts Tax (NMGRT). Estimated NMGRT (8.1875%), on the entire amendment amount, is
$49,125, and is to be paid separately by the City of Santa Fe, per the contract. The total
authorized project budget is $650,000 inclusive of NMGRT. These values do not include the
separate amendment and associated value for the Economic Development Strategy.
We are available to continue working immediately upon receipt of a contract amendment and
purchase order, or other mutually approved written Notice to Proceed. If you have any
questions during your review of our proposal, please contact me (505-870-4449;
nick.fazio@wsp.com) or Aron Kirsch (347-419-2191; aron.kirsch@wsp.com). On behalf of WSP
USA, thank you for the opportunity to submit this amendment.
Sincerely,
Nick Fazio
Vice President, Communications Advisory Services | WSP USA Inc.
WSP USA
2440 Louisiana Boulevard
NE Suite 400
Albuquerque, NM 87110Exhibit A

UPDATED
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UNDERSTANDING
WSP, in collaboration with three specialized subconsultants, will work with the City of Santa Fe to
complete the General Plan Update – also known as Santa Fe Forward – and bring it through adoption.
This effort requires integrating substantial technical work already completed with remaining policy
development, scenario analysis, community engagement, and plan refinement. Our team recognizes the
need for a clear, coordinated, and efficient approach that maintains momentum, fills existing gaps, and
delivers a final plan that reflects community priorities, aligns with City objectives, and provides a strong
foundation for future decision-making.
Quality Assurance/Quality Control
Consultant team, including subconsultants, will perform services consistent with the professional
standard of care ordinarily exercised by consultants performing similar services. If the City reasonably
determines based on specific deficiencies that a deliverable does not materially conform to the agreed
scope of services or documented project requirements, Consultant will revise the deliverable at no
additional cost to the City, and document the request on the project management change log. Revisions
resulting from changes in scope, new direction, or additional information provided after the deliverable
was prepared may require an amendment to the scope and fee.
Human Authorship and Professional Judgment. The Consultant assumes that all services and work
products under this scope will be performed by qualified professional staff. Artificial intelligence (AI)
tools may be used on a limited basis to support internal efficiency, such as organizing large volumes of
public input; however, AI will not be used to independently produce project deliverables. All analysis,
interpretation, recommendations, and final work products will reflect the professional judgment and
authorship of human staff.
SCHEDULE
Project delivery is anticipated to commence on or around Monday, June 1, 2026 upon receipt of Notice
to Proceed (NTP), mutually acceptable to the City, WSP and its sub-consultants. A detailed project
schedule will be developed after NTP is received, but major milestones are anticipated to include
adoption of the final plan in late summer/early fall 2026, development of the implementation plan with
adoption in December 2026, and overall project completion by December 31, 2026. As this is an
accelerated project schedule, any delays resulting from procurement or administrative approvals shall
be addressed on a day-for-day basis, with all project milestones adjusted accordingly.
Closeout Activities. Project close-out activities, assumed to be delivery of all final files and deliverables,
handover of the project website and communications, and preparation and issuance of any remaining
outstanding invoices, will be fully completed with project completion. All obligations related to project
close-out shall be deemed satisfied upon completion of these activities.

UPDATED
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Table 1:
Revised Work
Plan Steps
CY2024 CY2025 CY2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Step 1
Step 2
Step 3
Step 4
Step Forward
Step Action
Step Ongoing
Step 1 Mobilization and Understanding
Step 2 Mission, Vision and Goals
Step 3 Scenario Framework Planning
Step 4 Plan Development
Step Forward Public Hearings/Action
Step Action Implementation Action Plan
Step Ongoing Engagement, Communications and Administration
PROJECT MANAGEMENT
WSP will provide comprehensive project management services to support the City of Santa Fe’s General
Plan Update. Our team will oversee project scheduling, budget tracking, and risk management while
coordinating with City staff, elected officials, partner agencies, and community stakeholders. We will
manage consultant workflows, ensure timely delivery of high-quality technical products, and maintain
transparent communication through regular reporting and decision-making support. STV Inc. will
participate in project management meetings and provide advisory support.
Assumptions
 Assumes an anticipated total period of performance of approximately 45 weeks from the date of
Notice to Proceed (NTP). For budgeting purposes, it is estimated that approximately 17
performance weeks will occur in Fiscal Year 2026 and 26 performance weeks in Fiscal Year 2027,
assuming a spring 2026 NTP. Actual distribution of effort across fiscal years may vary depending
on the final NTP date.
 Assumes approximately three (3) hours of WSP project management time per week.
 Up to 30 re-occurring project management meetings; weekly during the project ramp-up period
and then moving to bi-weekly after that as needed. Assumes each meeting is one (1) hour long
and requires 0.5 hours of prep and follow-up time for agenda setting. These meetings will
include a standing agenda item for DUP-related tasks.
 Up to two (2) updates to existing project presentations/slide decks per fiscal year for a total of
four (4) updates.
 Up to two (2) hours per month in progress reporting and invoicing for the Project Manager. All
WSP Project Accountant (PA) labor hours are nonbillable and not reflected in the proposed fee.
 Includes limited number of hours of deputy project management support to provide alternative
coverage and support in contracting.

UPDATED
3
 Monthly subconsultant invoices are to be included in WSP’s monthly invoicing to the City. For all
services rendered in this scope of work to complete Santa Fe Forward, subconsultant invoices
older than three (3) months are non-payable.
 WSP will use a change log, available on the project SharePoint, to capture and record all
requested changes in scope, impact on fee, and approvals. Any exceedances must be
authorized in advance by the City before the work is commenced.
 Assumes mileage for two (2) round trips between Albuquerque and Santa Fe for the Project
Manager to coordinate on project management needs or other ad hoc meetings. Mileage for
task-specific trips is captured in each subsequent task below, as needed.
 No overnight or out-of-state travel is included for any WSP staff.
 Principal-in-Charge will be available as a client satisfaction resource. Labor hours for the
Principal-in-Charge are nonbillable and not reflected in this proposed fee.
Deliverables
 In-agenda meeting notes for weekly and bi-weekly project management meetings.
 Monthly invoices and project reports, delivered on the 10th of each month for the preceding
month.
 One (1) project management change log
 Up to four (4) updates to project presentations.
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 154 $25,804.00
Project Management 62 $12,288.00
SharePoint Management 6 $653.00
Team Meetings and Coordination 54 $7,446.00
Updates to Presentations 24 $3,581.00
Progress Reporting and Invoicing for PM – Project Accountant time in non-
billable 8 $1,665.00
Direct Expenses $171.00
Assumed Fiscal Year 2027 168 $29,561.00
Project Management 86 $17,285.00
SharePoint Management 8 $870.00
Team Meetings and Coordination 38 $5,156.00
Updates to Presentations 24 $3,581.00
Progress Reporting and Invoicing for PM – Project Accountant time in non-
billable 12 $2,498.00
Direct Expenses $171.00
Total WSP hours and fee for this task 322 $55,365.00

UPDATED
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COMMUNICATIONS AND PUBLIC INVOLVEMENT
WSP will deliver streamlined communications and public involvement services to ensure the City of
Santa Fe’s General Plan Update is clear, accessible, and community-driven. Our team will develop
concise messaging, manage digital and in-person engagement, and produce user-friendly materials that
translate technical content into understandable information. We will coordinate outreach across
platforms, facilitate meaningful dialogue with diverse stakeholders, and provide responsive support to
City staff, ensuring every phase of the process is transparent, inclusive, and aligned with community
expectations. STV Inc. will provide advisory support.
Assumptions
 Includes one (1) final open house (assumed late summer). Open house planning and
implementation will be led by consultant team and be based off the implementation plan for
the open house conducted in June 2025.
o Open house advertising will not include radio ads.
o Up to three (3) WSP staff will be in attendance. All other open house/station staffing will
be provided by the City.
o Live interpreters for Spanish or any other language will only be provided if requested by
a member of the public and will be provided at direct expense to the City. Interpretation
services costs are not included in this budget. Notifications for public in-person events
will include information on how to request interpretation services with at least 72
hours’ notice.
 Consultant participation at Governing Body councilor district roadshow meetings, hosted by City
staff, are not included.
 City staff will lead in planning and implementation of any ad hoc briefings requested by
community groups or other jurisdictions/agencies.
 All tabling/pop-up events will be staffed by up to two (2) junior WSP staff. The City may choose
to plan and implement additional tabling/pop-up events. All tabling materials will be handed to
the City at any time by request and will live with the City after completion of the project
(branded tablecloth etc.) Any additional branded gifts/items will be ordered by the City and paid
via a separate budget.
 No new branded swag, grab items etc. will be procured within this scope as a part of this fee.
 All coordination on public involvement and communications will occur at bi-weekly project
management meetings.
 Includes one (1) round of consolidated City review for all deliverables.
 All public-facing communications materials and assets (social media, boards, fact sheet etc.) will
be made available in English and Spanish. The Public Engagement and Communications Plan
(PECP) will not be translated into Spanish.
 Direct compensation to Community Partners will be processed by WSP.
 No additional video assets will be prepared. Existing video assets collected and prepared can be
used for one (1) final end of project capstone and thank you video.
 Open house notifications will not include any roadside banners or radio ads. Local newspaper
ads will be considered.
 City staff will lead in planning and implementation of any Community Partner in-person
engagement, including workshops. Consultant staff may provide limited planning and outreach
support for up to up to three (3) virtual engagements. WSP will provide in-person support and

UPDATED
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facilitation services for up to two (2) in-person engagements. Consultant support provided may
include providing email communications/invitations and preparation of a workshop agenda,
presentation, or other in-meeting materials. WSP will also provide a high-level summary of the
engagement methods, steps, and lessons learned from working with Community Partners. City
responsibilities will include general outreach and coordination to Community partners, and
scheduling the venue and planning logistics for any additional in-person engagements, including
facilitation for any events beyond two (2) in-person engagements facilitated by WSP, and
notetaking/summarizing.
 City staff will write newsletter communications copy. Consultant team will format, prepare for
review and approval, and distribute finalized digital newsletter. Up to four (4) editions total will
delivered, timed to milestones at Vision/Scenario, Draft Plan, Final Plan/Implementation, and
project close.
 Two meetings with the Technical Working Group (TWG) will occur only during the Stage Gate
milestone process, consolidated with Planning Commission. City staff will be responsible for
coordinating and scheduling with the TWG. WSP staff can provide limited support in preparing
email communications to the TWG. Foundational preparation of materials, including the TWG
presentation, is assumed to be completed by Consultant within each task.
 Any unused direct expenses, including unspent Community Partner mini-grant compensation,
can be directed to provide additional labor hours for this or other tasks at the request of the
City.
 Assumes mileage for up to sixteen (16) round trips between Albuquerque and Santa Fe for the
Project Manager or junior public involvement staff. Half of these trips (up to eight) are assumed
to occur in Fiscal Year 2026 and half of these trips (up to eight) are assumed to occur in Fiscal
Year 2027. This includes trips for tabling or pop-ups.
 Up to two (2) nights of overnight, out-of-state travel for Christian Lopez. Overnight, out-of-state
travel is not included for any other WSP staff.
Deliverables
 Up to two (2) PECP updates
 Up to four (4) substantive updates to SantaFeForward.org, reflecting input phases for
vision/scenario planning, draft and final plan, and implementation; includes one quick survey
per phase using embedded Social Pinpoint functions
 Up to five (5) streamlined social media packages, aligned with vision/scenario planning, draft
and final plan, implementation, and adoption
 Up to four (4) simplified updates to the Community Partner Outreach Toolkit aligned with the
remaining phases of work
 Planning and implementation for up to six (6) tabling/pop-up events in total
 Planning and implementation for up to two (2) in-person Community Partner engagements and
communications and notification support for additional virtual engagements.
 Up to four (4) project newsletters, with draft copy provided by the City.
 One (1) draft and one (1) final updated bilingual fact sheet
 Planning and implementation for one (1) open house event (assumed mid- to late-summer),
inclusive of logistics, notifications and up to eight (8) open house boards/exhibits. All printed
materials will be reviewed and approved by the city before printing.
 Up to three (3) public involvement updates to Governing Body presentations aligned with public
involvement outcomes from vision/scenario planning, draft and final plan, and implementation

UPDATED
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WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 332 $74,046.00
Public Engagement Planning 42 $5,007.00
Community Partners 58 $6,714.00
Engagement Strategies 68 $7,893.00
Templates, Website, Social Media, and Materials 114 $17,270.00
Reporting 30 $3,737.00
Newsletter Communications 20 $2,848.00
Direct Expenses $4,660.00
Direct Expenses: Community Partner Mini-Grant Compensation $25,917.00
Assumed Fiscal Year 2027 430 $64,850.00
Public Engagement Planning 42 $5,007.00
Community Partners 58 $6,714.00
Equity Communications 40 $6,584.00
Engagement Strategies 74 $8,346.00
Templates, Website, Social Media, and Materials 146 $22,433.00
Reporting 50 $6,258.00
Newsletter Communications 20 $2,848.00
Direct Expenses $6,660.00
Total WSP hours and fee for this task 762 $138,896.00
DIGITAL USER PLATFORM (THE CITY SMART)
WSP will continue implementation of a modern digital user platform that serves as the central public
and internal-facing hub for the Planning and Land Use Department. The platform will streamline access
to available planning information, existing permit data, maps, and project updates while improving
transparency and accessibility. Built for clarity, usability, and long-term adaptability, it will integrate
intuitive navigation, mobile-friendly interfaces, and role-based features that support both staff
operations and community engagement. This unified platform will enhance transparency, improve
service delivery, and provide a reliable digital foundation for the department’s evolving needs. STV Inc.
will provide advisory support.
Assumptions
 Up to ten (10) reoccurring Digital User Platform coordination meetings will be conducted.
Additional Digital User Platform coordination, project delivery, and discussion on project
updates will occur via email or at weekly or bi-weekly project management meetings. All Digital
User Platform updates to the consultant Project Manager will be captured under the project
management scope and fee.

UPDATED
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 All additional requests to add datasets, modules, or additional functionality will be logged on the
Digital User Platform request tracker and prioritized and implemented only after clear written
approval from the City is received, and only if the budget allows.
 Assumes all coordination and meeting will be virtual. No mileage between Albuquerque and
Santa Fe for the Project Manager, and no overnight or out-of-state travel is included for any
WSP staff.
 WSP staff will lead a discussion with City and technical staff to determine storage space capacity
and costs moving forward as a part of DUP implementation.
 WSP will include guidance and user guide information on general steps for future integration
with OpenGov as part of the User Guide Training and Documentation deliverable. Technical
integration with OpenGov can be added as a change order once more fully mapped out.
 WSP will conduct a workshop with City staff (at no cost) to determine their digital public
engagement needs and vision moving forward to better understand potential platform
enhancements, and prepare a digital public engagement roadmap.
 Data integrity and scanning are City responsibilities.
 WSP will provide up to 36 nonbillable (no cost) hours over three months (average of three hours
per week for 12 weeks) to ensure that the DUP and SantaFeForward.org are in alignment with
final approval of all deliverables by Governing Body. Assumed January through March 2027 or
otherwise scheduled based on commensurate project delay.
 WSP will provide 3D axonometric vignettes within the Digital User Platform based on three (3)
scenario frameworks and a limited set of existing General Plan datasets using standard 3-D
visualization and spatial navigation capabilities. Vignettes will included embedded storytelling
components to describe key details and relevant General Plan data and considerations.
Deliverables and Actions
 Ten (10) monthly Digital User Platform coordination meetings
 Launch Historical Permit Viewer
o Historical Permitting Forms – linkage to parcel data
 Launch Open Data Portal
 Prepare the following guidance documents:
o GIS staff to update parcel data
o Permit document addition and update process
 Post the Updated General Plan Digital Version
 Add Updated General Plan data layers to the maps and open data portal
 Integration of up to three (3) additional plans (e.g., Bicycle Master Plan, Pedestrian Master Plan,
Water Plan etc.) from NTP of this amendment
 Up to sixteen (16) hours of staff training and assistance, subject to prior authorization from the
City project manager or project director, and captured on the project management change log
 One (1) comprehensive “User Guide” for City staff
 One (1) data storage and management summary memo
 One (1) two-hour digital public engagement workshop and roadmap (no cost)
 One (1) Interactive Scenario Visualization Module
 Up to 36 hours of nonbillable post adoption support for the Digital User Platform and
SantaFeForward.org at no cost.

UPDATED
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WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 128 $24,262.00
Digital User Platform implementation and enhancement 128 $24,262.00
Assumed Fiscal Year 2027 108 $21,183.00
Digital User Platform implementation and enhancement 108 $21,183.00
Total WSP hours and fee for this task 236 $45,445.00
VISIONING
WSP
WSP will create a Vision Summary Document that communicates the goals and direction of Santa Fe
Forward. The document will serve as a high-level, visually engaging overview that is accessible, easy to
understand, and reflective of the established Santa Fe Forward brand. The Vision Document will be a
concise, graphics-heavy publication designed for both print and digital use. Content will be written for a
general audience and presented in a clear, compelling, and visually cohesive manner. The document will
align with the Santa Fe Forward brand identity and visual language and will be fully compliant with ADA
accessibility standards. Graphics and maps included in the document will be illustrative in nature only
and are not intended for technical, regulatory, or planning analysis.
 Design a visually engaging, brand-aligned Vision Document consistent with the Santa Fe Forward
look and feel
 Translate provided content into a clear, public-facing layout that emphasizes graphics, diagrams,
icons, and streamlined text
 Develop page layouts, graphic treatments, and visual hierarchy to support easy comprehension
by a broad audience
 Incorporate illustrative maps, diagrams, and infographics as appropriate
 Ensure the document is compatible with both print and digital formats
 Ensure the final document meets ADA accessibility requirements, including color contrast,
typography, document structure, and digital readability
 Coordinate with City staff to review content, layout, and design direction
WSP Assumptions
 The Vision Document will be developed from existing content and data.
 Assumes all coordination and meeting will be virtual. One (1) virtual meeting with City staff to
discuss content, design direction, and overall approach.
 No mileage between Albuquerque and Santa Fe for the Project Manager, and no overnight or
out-of-state travel is included for any WSP staff.
 One (1) round of review and revision based on consolidated feedback from the City.
WSP Deliverables
 One (1) draft and one (1) final digital Vision Document, not to exceed eight (8) pages in length
(plus or minus three pages)
 The final document will be provided in a print-ready PDF format and an accessible digital PDF
format suitable for online distribution

UPDATED
9
Subconsultant – STV Inc.
The subconsultant team will lead the development of a final clear, inspiring community Vision for the
General Plan by synthesizing public input, stakeholder perspectives, and City priorities into a unified
long-term direction. The Vision will help articulate the shared values, aspirations, and outcomes that will
guide policy development and shape Santa Fe’s future growth.
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 36 $5,999.00
Final Vision, Mission, and Strategies 36 $5,999.00
SCENARIO PLANNING
WSP
WSP will support STV Inc. and Design Workshop in completion of Final Scenario Frameworks for the
Santa Fe Forward General Plan. The Final Scenario Frameworks will communicate alternative future
scenarios in a clear, engaging, and highly visual manner that is accessible to the general public and
reflective of the Santa Fe Forward brand. The Final Scenario Frameworks will present three (3) refined
scenario concepts that illustrate different potential futures for Santa Fe. The scenarios will be conveyed
through graphic-forward layouts that emphasize conceptual diagrams and illustrative exhibits rather
than technical detail. The scenarios and supporting graphics will align with the Santa Fe Forward and
City of Santa Fe brand identity and will be suitable for both print and digital distribution.
 Refine three (3) existing scenario concepts into clear, public-facing Final Scenario Frameworks
 Develop two (2) additional supporting exhibits
 Transform existing technical or planning-oriented materials into illustrative, conceptual graphics
appropriate for public communication
 Apply the Santa Fe Forward brand and City of Santa Fe visual standards to all layouts, graphics,
and exhibits
 Ensure all scenario materials are compatible with both print and digital formats
 Ensure all deliverables meet ADA accessibility requirements, including color contrast,
typography, document structure, and digital readability
 Coordinate with City and subconsultant staff to review design direction, clarity, and overall
presentation
Assumptions
 Developed from existing content and data
 One (1) meeting with City staff to discuss content, design direction, and overall approach.
 Assumes mileage for one (1) round trip between Albuquerque and Santa Fe for the Project
Manager. No overnight or out-of-state travel is included for any WSP staff.
 One (1) round of review and revision based on consolidated feedback from the City. This round
of review may include additional clarity on items related to already delivered drafts at no
additional fee.
 Subconsultant participation at Stage Gate 2/3 is virtual. WSP Project Manager will attend in-
person.

UPDATED
10
 These are diagrammatic frameworks and will not be mapped to the parcel level.
 Modeling is excluded.
Deliverables
 Three (3) Final Scenario Framework concept exhibits, presented in a polished, public-facing
format
 Two (2) additional supporting illustrative exhibits that complement and clarify the scenarios
 Final deliverables provided in print-ready and accessible digital formats
Subconsultant – STV Inc. and Design Workshop
The subconsultant team will develop final scenario frameworks that illustrate multiple paths for Santa
Fe’s future growth and policy choices. Using data analysis, community input, and City priorities, the
team will create contrasting yet feasible scenarios that test land use, mobility, housing, environmental,
and economic outcomes. These frameworks will provide a structured basis for evaluating tradeoffs,
guiding discussions, and informing the selection of a preferred direction for the General Plan.
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 72 $11,868.00
Conceptual level Final Scenarios 72 $11,783.00
Direct Expenses $85.00
UPDATED GENERAL PLAN DOCUMENT
WSP
The consultant team will develop a focused and streamlined Updated General Plan that is readily
digestible by many audiences will be developed based on the Assessment Report, Visioning, and
Scenario Planning deliverables.
The final General Plan will be delivered in two parts: an illustrative summary document and a white
paper version in Microsoft Word and PDF. The illustrative summary document will provide a high-level
overview and insight into each chapter of the General Plan. The illustrative summary is intended to help
the general public quickly understand the structure, themes, and intent of the Plan.
Each chapter overview within the illustrative summary will link to the full chapter content, which will be
formatted in Microsoft Word. The Word-formatted chapters will align visually with the Santa Fe Forward
brand while remaining functional for formal adoption, review, and future updates. The final General
Plan materials will be suitable for both print and digital use and will comply with ADA accessibility
standards.
Development of the General Plan will be led by STV Inc. and supported by Design Workshop as
described in the scope section below. WSP will complete the following scope to support the
development of the General Plan:
 Lead one (1) four-hour Plan Charrette Working Session with City staff and project partners to
establish technical needs and objective, design direction, visual approach, and organizational
structure for the Final Plan.

UPDATED
11
 Assessment Report subject matter experts will support the development and review of policies
proposed in the General Plan.
 Provide transportation data to Design Workshop for the development of the Connectivity Street
Map.
 Lead QA/QC review of the administrative draft, public review draft and final General Plan
document.
 Lead design and formatting:
o Design an illustrative summary document that provides a concise, visual overview of
each General Plan chapter.
o Develop graphic-forward layouts that emphasize diagrams, icons, infographics, and
illustrative elements rather than technical detail.
o Ensure the illustrative summary clearly introduces and links to each corresponding
chapter.
o Format individual General Plan chapters in Microsoft Word, applying brand-consistent
typography, styles, and visual elements.
o Ensure consistency between the illustrative summary and chapter documents in tone,
hierarchy, and visual language.
o Apply the Santa Fe Forward and City of Santa Fe brand standards across all materials.
o Ensure all deliverables are compatible with print and digital formats.
o Ensure all deliverables meet ADA accessibility requirements, including document
structure, color contrast, typography, and digital navigation.
o Coordinate with City staff to review layout, design direction, and usability.
Subconsultant – STV Inc.
Development of the General Plan will be led by STV Inc. supported by Design Workshop. STV Inc. will
complete the following scope to develop the General Plan:
 Finalize the General Plan Outline with the City of Santa Fe. A plan document outline
developed in late 2025 is representative of the level of effort and volume of the final plan
document.
 Lead and prepare General Plan Administrative Draft text. STV Inc. will be the primary author
of the General Plan and will collaborate with consultant team subject matter experts to
inform policy development.
 Direct Design Workshop in the preparation of General Plan maps.
 Collaborate with Design Workshop on the development of the Placetypes.
 Direct and co-lead stage gate milestones with TWG/Planning Commission and Governing
Body.
Subconsultant – Design Workshop
Design Workshop will complete the following scope to develop the General Plan:
 Prepare foundational plan maps including:
o Preferred Plan Map
o Future Land Use Map
o Urban Form Map
o Connectivity Street Map with data provided by WSP.
 Collaborate with STV Inc. on the development of Placetypes.
 Prepare precedent and illustrative images.
 Assessment Report subject matter experts will support the development and review of policies

UPDATED
12
proposed in the General Plan.
Subconsultant –Leland Consulting Group
Leland Consulting Group will complete the following scope to develop the General Plan:
 Assessment Report subject matter experts will support the development and review of policies
proposed in the General Plan.
Assumptions
 WSP technical contributors to the Assessment Report will support the development and review
of policies not to exceed 84 hours and only through the WSP task lead and junior contributor.
 For the General Plan:
o The General Plan will range from 80 to 100 pages.
o The Administrative Draft of the General Plan will be provided in Microsoft Word format.
The City said WSP can assume one (1) round of consolidated comments from the City on
the Administrative Draft. Up to three (3) WSP staff, and subconsultant staff as needed,
will attend one (1), one-hour comment resolution virtual meeting to address questions
and revisions. Up to 100 distinct individual department comments will be reviewed and
addressed. This assumes that up to 50 comments are substantive comments.
o The public review Draft will include the illustrative summary and General Plan chapters
in the Santa Fe Forward Microsoft Word format aligned with the existing approved
brand and design system. The illustrative summary is intended as a high level, non-
technical overview and does not replace the full chapter documents in Microsoft Word
format. The public review Draft illustrative summary will be delivered as a PDF.
o The final General Plan document will incorporate revisions based on input from the
general public. No additional revisions from City departments would be included at this
step, but minor refinements from the Planning and Land Use Department will be
considered and incorporated. No new policy writing, technical analysis, or content
development is included, unless determined as necessary by WSP or based on the
clause in paragraph 2, page 1 of this document. The final General Plan document will be
delivered as both a PDF and in Word.
o The final General Plan document will be designed for print-ready and accessible digital
formats and include the illustrative summary to highlight key aspects of the plan for a
broader, non-technical audience. The digital version of the plan will be made available
on Santa Fe Forward and crosslinked to the City’s website and the Digital User Platform.
 Assumes mileage for three (3) round trips between Albuquerque and Santa Fe for the Project
Manager.
 Subconsultant participation at Stage Gate 4 is virtual. WSP Project Manager will attend in-
person.
 No overnight or out-of-state travel is included for any WSP staff.
Deliverables
 One (1) Plan Charrette Working Session, up to four (4) hours in length. Up to three (3) WSP staff
will participate, and subconsultant staff as allowed by budget.
 One (1) one-hour comment resolution virtual meeting to address questions and revisions on the
Administrative Draft.
 One (1) of each: Administrative Draft, public review Draft and final updated General Plan
document.

UPDATED
13
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 186 $32,651.00
Plan Charrette Working Session 18 $4,567.00
Administrative and Draft Plan Documents 168 $27,913.00
Direct Expenses $171.00
Assumed Fiscal Year 2027 100 $16,525.00
Final Plan Document 100 $16,440.00
Direct Expenses $85.00
Total WSP hours and fee for this task 286 $49,176.00
ADOPTION
WSP, in coordination with STV Inc., will guide the final General Plan through the formal adoption
process, supporting City staff from Planning Commission recommendation to Governing Body approval.
The team will prepare a clear presentation with help from City staff; and assist in preparing talking
points to brief decisionmakers to ensure they have the information needed for confident action.
Assumptions
 Assumes mileage for four (4) round trips between Albuquerque and Santa Fe for the Project
Manager.
 STV Inc. staff and WSP Project Manager will attend up to two (2) hearings in person.
 One (1) night of overnight, out-of-state travel included for Christian Lopez only. No additional
overnight or out-of-state travel is included for any other WSP staff. One (1) night of overnight
travel is assumed for Manjeet Ranu for adoption.
Deliverables
 One (1) draft and one (1) final presentation for the Planning Commission and Governing Body.
This presentation will be suitable to be shared at various committees leading up to the Planning
Commission and Governing Body.
 Attendance and participation at the Planning Commission and Governing Body adoption
hearings by WSP project manager and STV Inc. only.
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2027 88 $16,980.00
Preparatory Charrette Working Session 8 $2,081.00
Briefings 24 $3,787.00
Planning Commission 22 $3,954.00
Adoption Hearing 34 $6,229.00
Direct Expenses $929.00

UPDATED
14
IMPLEMENTATION ACTION PLAN
WSP
The Implementation Action Plan will provide a detailed strategy to implement the goals and policies in
the Santa Fe Forward General Plan. The final Implementation Action Plan will be delivered in two parts:
a one-page illustrative roadmap and a white paper version in Microsoft Word. The illustrative roadmap
will visually summarize implementation priorities, sequencing, and relationships among actions. The
roadmap will be designed to communicate “how the plan becomes action” in a clear, intuitive, and
graphic forward format suitable for a broad public audience.
The one-page Implementation Action Plan roadmap will be supported by a companion Microsoft Word
document that provides additional detail and context. The Word document will be formatted to align
with the Santa Fe Forward and City of Santa Fe brand while remaining functional for formal reference,
updates, and implementation tracking. All materials will be compatible with both print and digital
formats and will comply with ADA accessibility standards.
Development of the Implementation Action Plan will be led by STV Inc. and Design Workshop as
described in the scope section below. WSP will complete the following scope to support the
development of the Implementation Action Plan:
 Lead one (1) Work Program Charrette Working Session with City staff and project partners to
establish technical objectives, organizational structure and design direction for the
Implementation Action Plan.
 Lead QA/QC review of the administrative draft, public review draft and final Implementation
Action Plan document.
 Lead design and formatting:
o Design a one-page illustrative Action Plan roadmap that visually communicates plan
implementation.
o Translate existing implementation content into a clear, public-facing graphic format
emphasizing clarity and visual storytelling.
o Develop icons, diagrams, timelines, and visual elements that support understanding of
actions, phases, and priorities.
o Ensure the Action Plan reflects the Santa Fe Forward and City of Santa Fe brand identity.
o Format a supporting Action Plan document in Microsoft Word, aligned visually with the
one-page roadmap and overall brand.
o Ensure consistency between the illustrative roadmap and the supporting Word
document in terminology, hierarchy, and visual language.
o Ensure all deliverables are suitable for both print and digital use.
o Ensure all deliverables meet ADA accessibility requirements, including document
structure, color contrast, typography, and digital readability.
o Coordinate with City staff to review layout, clarity, and usability.
Subconsultant – STV Inc.
Development of the Implementation Action Plan will be led by STV Inc. STV Inc. will complete the
following scope to develop the Implementation Action Plan:
 Lead and prepare Implementation Action Plan Administrative Draft text. STV Inc. will be the
primary author of the Implementation Action Plan and will collaborate with consultant team

UPDATED
15
subject matter experts to peer review proposed implementation measures. STV Inc. will provide
one round of revision prior to the development of the public review Draft.
 Identify implementation measures for each element of the Santa Fe Forward General Plan based
on the specific goals and policy measures. The Implementation Action Plan will include the
following components:
a) Provide detailed Implementation Plan that ties each recommendation to achievable
goals and objectives.
b) Each goal/objective should include a high-level proposed cost, assigned departmental
responsibility, and timeline.
c) An Administration Plan with procedures for the following:
i) Annual progress and action reports
ii) C.I.P. Plan update process
iii) 5-year reviews
iv) 20-year update timeline from planned adoption year
v) Identify 40-80+ year elements
Subconsultant – Design Workshop
Design Workshop will complete the following scope to develop the General Plan:
 Subject matter experts will support the development and review of proposed implementation
measures in the Implementation Action Plan.
Subconsultant – Leland Consulting Group
Leland Consulting Group will complete the following scope to develop the General Plan:
 Subject matter experts will support the development and review of proposed implementation
measures in the Implementation Action Plan.
Assumptions
 This task will identify implementation measures, including through an administrative
governance policy and procedure review, but will not develop code or policy language,
undertake the identified implementation, or other similar efforts.
 For the Implementation Action Plan:
o The Administrative Draft of the Implementation Action Plan will be provided in
Microsoft Word format. WSP assumes one (1) round of consolidated comments from
the City on the Administrative Draft.
o The public review Draft will include the one-page Illustrative Action Plan roadmap and
companion Microsoft Word document that provides additional detail and context. The
Microsoft Word format will be aligned with the existing approved brand and design
system. The one-page Illustrative Action Plan roadmap is intended as a high level,
illustrative summary and does not replace the detailed supporting document. The Public
Review Draft will be delivered as a PDF.
o The final Implementation Action Plan document will incorporate revisions based on
input from the general public. No additional revisions from City departments would be
included at this step, but minor refinements from City department heads and the
Planning and Land Use Department will be considered and incorporated. No new
content development is included. The final Implementation Action Plan document will
be delivered in Microsoft Word and as a PDF.
 Graphics are illustrative and non-regulatory.

UPDATED
16
 Consultant team will provide streamlined equity guidance only, recommending that the City
establish a separate effort to more effectively focus on equitable delivery and implementation
of the updated General Plan.
 Assumes mileage for four (4) round trips between Albuquerque and Santa Fe for the Project
Manager.
 Subconsultant participation at Stage Gate 5 is virtual. WSP Project Manager will attend in-
person.
 No overnight or out-of-state travel is included for any WSP staff.
Deliverables
 One (1) Work Program Charrette Working Session up to three (3) hours in length. Up to four (4)
WSP staff, and subconsultant staff as allowed by budget, will participate.
 One (1) Administrative Draft, Public Review Draft and final updated Implementation Action Plan
document. The Implementation Action Plan includes:
o One (1) one-page illustrative Action Plan roadmap
o One (1) supporting Action Plan document, up to ten (10) pages (plus or minus three
pages) formatted in Microsoft Word
 Final deliverables provided in print-ready and accessible digital formats
WSP Scope Item Labor Hours Not to Exceed Price
Assumed Fiscal Year 2027 163 $30,817.00
Work Program Charrette Working Session 15 $3,344.00
Administrative Policy and Procedures Review and Recommendations 20 $3,237.00
Administrative Draft and public Review Draft Implementation Work
Program 52 $9,947.00
Final Implementation Work Program 60 $11,045.00
Equitable Delivery Guidelines 16 $2,902.00
Direct Expenses $342.00

UPDATED
17
SUBCONSULTANT SCOPE AND FEE
The scopes of work and associated efforts for each subconsultant are fully detailed within the
corresponding tasks outlined above. Their total fees, inclusive of all labor and direct costs, are
summarized in the table below and align with the task level responsibilities described in this scope of
services.
Subconsultant Scopes Labor Hours Not to Exceed Price
Assumed Fiscal Year 2026 $154,781.00
STV Inc. $123,909.00
Design Workshop $24,479.00
Leland Consulting Group $6,393.00
Assumed Fiscal Year 2027 $90,673.00
STV Inc. $59,801.00
Design Workshop $24,479.00
Leland Consulting Group $6,393.00
Total Subconsultant Fees $245,454.00

UPDATED
18
COSTS
The table below presents three detailed breakouts of the total project cost: the original contract value;
the original contract value inclusive of the previously approved Economic Development Strategy; and
the combined total of the original contract, the Economic Development Strategy, and this proposed
amendment. The proposed fee provided excludes New Mexico Gross Receipts Tax (GRT), though GRT is
typically included in purchase orders issued by the City of Santa Fe. As a result, we have included
estimated GRT amounts in the table below as well.
Budget Contingency
The total authorized project budget is $650,000 inclusive of NMGRT. The scope of work and associated
fee currently proposed totals $600,000. This amount does not include any contingency funds to address
unforeseen needs, potential scope refinements, or additional services that may arise during the course
of the project.
Scope Item Not to Exceed Price
Original Contract Value $1,745,000.00
Original Contract Value for Santa Fe General Plan Update, excluding NMGRT $1,745,000.00
Estimated 8.1875% NMGRT $142,872.00
Total, including estimated NMGRT $1,887,872.00
Original Contract Value, with Economic Development Strategy $1,883,652.00
Original Contract Value for Santa Fe General Plan Update, excluding NMGRT $1,745,000.00
Contract Value for Economic Development Strategy $138,652.00
Estimated 8.1875% NMGRT $154,220.00
Total, including estimated NMGRT $2,037,872.00
Original Contract Value, with Economic Development Strategy and this Amendment $2,483,652.00
Original Contract Value for Santa Fe General Plan Update, excluding NMGRT $1,745,000.00
Contract Value for Economic Development Strategy $138,652.00
Contract Value for General Plan Update Amendment $600,000.00
Estimated 8.1875% NMGRT $203,349.00
Total, including estimated NMGRT $2,687,001.00



















































































































































































































































































































































































































































CITY OF SANTA FE
PLANNING & LAND USE
DATE: May 16, 2024
TO: Mayor Webber and City Council
Finance and Quality of Life Committees
VIA: Emily Oster, Finance Department Director
Travis Dutton-Leyda, Chief Procurement Officer
Rich Brown, Community Development Department Director &
Jason Kluck, Planning & Land Use Department Director /""'
FROM: Heather L. Lamboy, AICP, Assistant Director, Planning & Land Use Department tf-U..
SUBJECT: General Plan Update Contract
VENDOR: WSP USA, Inc.
ITEM AND ISSUE
Request for Approval of a Professional Services Agreement with WSP USA, Inc, to Update the General
Plan and Create a Digital User Platform In the Total Amount of $1,887,871.87, Inclusive of NMGRT for a
Four Your Term.
BACKGROUND AND SUMMARY
The General Plan is adopted by resolution and is the comprehensive planning document that sets the
City of Santa Fe's (City's) official policies guiding the long-ranging planning of physical growth,
community development, and public services, as well as the City'sgoals for subjects including equity,
inclusion, sustainability, affordability, and mobility. The General Plan is composed of several chapters,
each focusing on·specific topics related to the planning and development of the city. The goals and
objectives of each chapter are used to set City policy and are implemented through the City's Code of
Ordinances, regulating documents such as the Future Land Use Map, comprehensive planning efforts,
and other mechanisms.
The last comprehensive update of the currently adopted General Plan was in 19991 after several years of
community engagement, research, and drafting. Since 1999, the city has seen significant population
growth, infrastructure and sustainability concerns and economic fluctuations, and thus much of the data
supporting the 1999 plan is now out of date. Additionally, realignment with the City's Capital
Improvement Plan is needed. Finally, it should be acknowledged that 20-25 years is generally considered
to be the lifespan of a city-wide plan such as Santa Fe's General Plan.
This contract proposes that the process for the General Plan Update be informed by a robust community
conversation addressing the issues raised by the Governing Body, the associated recommendationsin

STEPCJONGOf!i.G
Work Program and Work Proraam and
I Tasks I
CITY OF SANTA FE
PLANNING & LAND USE
the Governing Body resolution that was approved on March 24, 2023, and other recommendations and
subject matter for consideration as identified, such as growth planning and management, mobility and
accessibility, adaptability, resiliency and sustainability, inclusion and equity, and economic strength and
opportunity. Furthermore, the contract calls for staff and the consultant to undertake efforts to evaluate
the 1999 planto identify its strengths and deficiencies. This willhelp ensure that proposed policies are
informed by the successes and beneficial outcomes, as well as the shortcomings, of the current plan and
will best address the needs of the Santa Fe community.
Included in the scope of work is the development of a digital platform that will not only provide
information on the General Plan Update process, but also the Zoning Code update process, community
engagement associated with both projects, and a robust Geographic Information Systems (GIS) platform
where community members can access information on subdivision plats, development plans, special use
approvals, historic preservation inventory forms, building permits, and much more. The development of
this platform will provide more accessible information which could assist in reducing the overall number
of public information (IPRA) requests.
The consultant offered an accelerated Work Plan that will shorten the duration of the update project.
The intent of this accelerated pace is to ensure that the General Plan aligns with Phase 3 of the Land
Development Code update, where the consultants of the two projects will review the draft General Plan
and Land Development Code updates to ensure consistency between the two documents.
Crosswalk illustrating Alternative. Proposed Work Plan as compared to theRFPScope of Work:
STEPt
Mobilization and
Understanding _
STEP2 STEP2 Task 7
Vision andGoals _vision and Goals ,
STEP 3 STEP3 Task6
Scenario Planning ce arlo Planning
STEP4 STEP 4
Development of Development of Task7
Preferred Plan -P-refe
·r-re-d-Pla-n- '
STEP 5
Fundln,!! Plan
STEP t,ORWARD
GoverningBody Action+
Implementationand
Evjl on --·-·-·-·
STEP5
_Funding Pan , I
STEP .. f.2_
GoverningBody
Action+ Task9
Implementation and
Evaluation •
STEP(I ONGOING ---------- I
IAdministrative Administrative Task 1 Taskl
Coordination +
Engagement and
unlcation
Coordination +
Engagement and
ComnJunicatlon
Task l + + I
Task4 Task4
l
Given these considerations, the Planning and Land Use Department seeks to contract approval for
consulting services for an update of the City's General Plan. This RFP will include a detailed project
STEP 1
j

CITY OF SANTA FE
PLANNING & LAND USE
description and scope of work for the General Plan update. The consultant(s) will beselected based on
their proposals, experience and estimated budget.
New Mexico Statutes 1978, Chapter 3, Article 19, Planning and Platting and Article 21, Zoning
Regulations, outline the City's responsibility to adopt a "master plan", also referred to asa
"comprehensive plan". For consistency's sake, this memo and the resolution for the RFP refer to the
City's "General Plan," instead of a "master plan" or "comprehensive plan," as the document under
consideration.
CONTRACT NUMBER
The FY2024 Munis contract number is 3250006
PROCUREMENT METHOD
The Department completed an RFP procurement for these professional services, the contract expires
June 30, 2028.
FUNDING SOURCE
The funding source is:
Fund Name/Number: General Fund100
Munis Org Name/Number: Land Use 1004501
Munis Object Name/Number: Professional Contracts 510300
Total: $1,887,871.87
CAPITAL ASSET
□YesNo
CAPITAL PROJECT
□Yes No
ACTION REQUESTED
The Community Development Department respectfully requests your review and approval of the
General Plan Update contract.
ATTACHMENTS:
1. Signed Contract
2. Memo to Quality of Life Committee, Finance Committee, and Governing Body
3. Procurement Checklist
4. Summary of Contract
5. Certificate of Liability
6. WSP Business Registration
Signature: <;a-,..7?t.1"'-'d
Email: jmkluck@santafenm.gov
Signature: Pu,-,
Email: rdbrown@santafenm.gov

CITY OF SANTA FE PROCUREMENT CHECKLIST
Contractor Name: WSP USA. Inc.
Procurement/contract Title:--""G,...e.,..n..,e.._ra,...I._.P...,.la,..n....,U...,pl&'d...,a...,et.. '---------------
Procurement MethodNehicle: □Sole Source □State Price Agreement/Existing D
Cooperative IZIRequest For Proposals(RFP) □Invitation To Bid (1TB) □Exempt; 13-1-98
□Small Purchase (Contract Under $60,000) □Other: _
Requesting Department: Community Development
Procurement Requirements:
StaffName: HeatherLamboy
Procurement files shall be maintained for all purchases and contracts, regardless of the method of procurement. The
procurement files shall contain the basis on which the awards are made, all submitted bids/proposals, all evaluation materials
(bid tabs or Evaluation Committee Reports), scoresheets, quotations, and all other documentation related to or prepared in
conjunction with evaluations, negotiations, and the award processes. The procurements shall contain written determinations
from the Requesting Departments, signed by the Chief Procurement Officers (this document), setting forth the reasoning for
the contract award decisions before submitting them to the Committees.
REQUIRED DOCUMENTS FOR APPROVAL BY PURCHASING (CPD)
Written Determination (srvs)
RFP - Confidential info to be provided to GB
by CPD Buyer
Quote(s) (3 Valid & Current for Over 20k)
BAR
1TB (include bid tab) C8l O FIR
Other: 12:1 D Certificate of Insurance (srvs)
Cooperative Agreements and GSAs and Statewide Price Agreements (include the cover page to show valid dal
page, and items to be purchased)
Horizon Declination or Screenshot of horizonsofnewmexico.org/services.html(srvs)
Summary of Contract (only on contracts)
Current Santa Fe Business Registration (orExemption if notax)
Executed Contract or Price Agreement (legal and contractor must sign before purchasing approves)
Chief Procurement Officer (or designee) Approval for Exempt from Procurement (use memo on our site)
Evaluation Committee Report (RFPs only)
Signed Sole Source Determination, Vendor Written Quote, SS Letter from Contractors, and 30 Days Email
>l0k:::: Memo addressed to City Manager (Under 150.K) Committees/City Council (Over 150.K)
-- -'-'--'"'eat4eti--'-'--'...;;..;..."""',.e'-a.11_4! Assistant Director. Planning & Land Use 5-16-2024
Department Point of Contact Title Date
It; 7?1,. 05/20/2024
Defartment Director Date
1\ May21, 2024
Chief Procurement Officer
ITT Representative
CoSF
Date
Title Date
Version 3 12.1.2023
YES NIA
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VVI.JJ.- Y l,,J.ilJ.VlJ. J.L,J.,.t.,J
ITT Representative (attesting that allinformation is reviewed) Title Date
City of Santa Fe
Summary of Contract, Agreement, Amendment & Lease
All applicable fields to becompleted by department (complete 1.b only if you are processing an amendment):
1.a Munis Contract:3250006 Procurement# (RFP/ITB# If any}:-2-
4/2-
0/P-----
Contractor: WSP USA, I
□nc.
□ □ □ □Procurement MethodNehicle: Small Purchase RFPIVI /TB SoleSource GSAD Cooperative Exempt SWPA/ExistinO
Descriptionmtle: General Plan Update and Digital User Platform
Contract: Agreement:@] Lease/Rent:[§] Amendment:[Q]
Term Start Date: When Signed Term End Date: 6/30/2028 Total Contract Amount: $1,887,871.87
I□IApproved by Council (If over theCity Manager's approval threshold, you must go through GB)
Contract I Lease: Contract (Initial Approval)
1.b Amendment #:_N_/_A to the Original Contract/Lease#
lncrease/(Decrease)Amount$: _N_/ A _
Extend Expiration Date to: _ N _ /_A _
I□I Approved by Counc·,I (Ifthe originalwent through GB,allamendments must gothroughD t .
GBregardlessoftheamendmentreason) a e. _
Amendment is for: N/A
2. HISTORY of Contract, Amendments & Lease/ Rent - Please Elaborate (option: attachspreadsheetifmultipleamendments)
This is an initial contract approval request for the update of the General Plan and creation of a digi
3. Procurement History:. _
May21,2024
Purchasing Officer Review: Date:
Comment & Except. 13-1-112. Competitive sealed proposals; request for proposals.
ions_·
4. funding Source: General Fund Org / Object: 1004501/510300
11 ',;¼l.t.;-.r May 21, 2024
Budget Officer Approval: Date:
Comment & Exceptions: _
5. Grant History (if applicable): _N_IA _
Grants Administrator Approval: Date
Staff Contact who Completed This Form: Heather Lamboy Phone #:505-470-5281
CTolbeerrekc#orded by City Clerk: Email:_hllambo. . .y. .@_. .... . santafenm.g...o. v _
Date of Execution:

Item#: 24-0352
CITY OF SANTA FE
Munis Contract #: 3250006
RFP: 24/20P
PROFESSIONAL SERVICES CONTRACT
THIS CONTRACT is made and entered into by and between the City of Santa Fe, New Mexico, hereinafter
referred to as the "City," and WSP USA Inc, hereinafter referred to as the "Contractor," and is effective as of
the date set forth below upon which it is executed by the Parties.
RECITALS
WHEREAS, the Chief Procurement Officer of the City has made the determination that this
Agreement is in accordance with the provisions of the New Mexico Procurement Code (NMSA 1978, 13-
1-28 et seq.) pursuant to NMSA 1978, section 13-1-111 and
WHEREAS, the Contractor is one of such requisite and qualifications and is willing to engage with
the City for professional services, in accordance with the teons and conditions hereinafter set out, and the
Contractor understanding and consenting to the foregoing is willing to render such professional services as
outlined in the Agreement; and
The City and the Contractor hereby agree as follows:
1. Scope of Work
The Contractor shall facilitate a comprehensive review and revision of the City of Santa Fe's General Plan. The
Contractor shall provide th.e following services-for the City:
In response to RFP#24/20/P (Contract Exhibit 1), the Contractor proposes an alternative work plan
and modified process intended to provide an accelerated project timeline. Tue alternate process
provided in the Contractor's Technical Proposal (Contract Exhibit 2) and Cost Proposal (Contract
Exhibit 3) shall encompass all requested elements and shall be inclusive of services and work product
deliverables detailed in the scope of work set forth in RFP #24/20/P.
The Contractor shall provide the following services, further descn"bed in the Contractor's
Technical Proposal (Contract Exhibit 2) attached hereto, to the City as represented in their
proposal to the City in response to RFP #24/20/P.
STEP 1 - Mobilization and Understanding
Approximately 9 months
Scope of work and deliverables:
1, Kickoff meeting and materials
2. Project management plan
3. Project SharePoint site
CoSF Version 5 12.20.2023

2
4. Digital User Platform development: Launch Phase
5. Social Pinpoint Hub or other equivalent online civic engagement tool
6. Project communications brand, identity, supporting materials, and templates
7. Public Engagement Plan, inclusive of CHART and Midtown outreach considerations
8. Open house plans and materials, Community Conversation Kits, and other supporting
public engagement materials in English and Spanish
9. Governance model
10. Administrative draft, public review draft and final assessment report completed in
two phases. Phase 1 will document the analysis of existing conditions and trends. The
draft report will be published on the proje<::t website for public comments and
recommendations. Phase 2 will incorporate the public engagement findings and the
City's short-term and long-term needs and desires
STEP 2- Vison and Goals
Approximately 6 months
Scope of works and deliverables:
1. Public communications and engagement materials
2. Internal project team charrette to develop vision and goals
3. Administrative draft, public review draft and final vision statement
4. Administrative draft, public review draft and final goals
5. Place-type initial groups cross referenced to City's Land Development Code (LDC)
6. Digital User Platfonn development: Phase 2
STEP 3 - Scenario Planning
Approximately 6 months
Scope of work and deliverables:
1. Public communications and engagement materials
2. Scenario planning internal project team charrette
3. Place-type categories within each group identified in Step 2 coordinated with LDC
4. Six discussion draft scenario ideas for internal project team charrette
5. Three thematic, conceptual level scenarios with one-page briefer for each with
characterization and comparative analysis: administrative review, publicdraft review
and final
6. Digital User Platfom1 development: Phase 3
STEP 4 - Development of Preferred Plan
Approximately 6 months
Scope of work and deliverables:
1. Administrative draft, public review draft and final General Plan document with
appendices
2. Public communications and engagement materials
3. General Plan document outlining internal project team charrette

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4. Complete draft of place-types categories within eachgroup, coordinated with LDC
5. Digital User Platform development: Phase 4
STEP 5- Work Program and Funding Plan
Approximately 3 Months
Scope of work and deliverables:
1. Internal project team charrette to outline the General Plan docume.nt
2. Public communications and engagement materials
3. Administrative governance policy and procedure
4. Administrative draft, public review draft and final implementationwork program
5. Equitable project development anddelivery guidelines
6. Digital User Platform development: Phase 5
STEP FORWARD - Governing Body Action & Implementationand
Evaluation .
Approximately 3 Months
Scope of work and deliverables:
1. Public communications and engagement materials
2. Internal charrette to prepare for final action on General Plan and preparatory
implementationsteps
3. One decision-maker briefing PowerPoint presentation for City staff to use in briefing
decision-makers
4. One Planning Commission hearing and presentation
5, One Governing Body hearing and presentation
6. Digita1User Platform development: Phase 6
STEP ONGOING - Administrative Coordination+ Engagement and Communication
Scope of work and deliverables:
1. Biweekly team agenda and notes
2. Quarterly LDC update team agenda and notes
3. Monthly e-newsletter
4. Periodic social media posts
5. PowerPoint presentations for periodic Planning Commission and Governing body
updates conducted by City staff, including Step stage gates
6. Monthly progress reports and invoices

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1
I
Task 7
.P
Crosswalk illustrating Alternative Proposed Work Plan as compared to the RFP Scope of Work:
;I'll l leJ:T-'ti:.41,) -,,=-) CY2024. 'CY2025- - CY20i6,
W:u L: P",,,,• .$7-'?n..c;
Ol ').' ,'):1 '/.' OJ tJ1 1) I QI !) IJ t; I
STEPt STEPl Task 1 Task4Mobilization and Mobilization and Task 2 Task 5
Understanding Understanding Task3
STEP2 STEP2
Vision and Goals Vision and Goals
STEP3 STEP3
Scenario Plannin_g Scenario Planni"!L.
STEP4 STEP4
Development of Development of Task 7
Preferred Plan Preferred Plan
STEPS
Work Program and
Fundin Plan
STEP + FORWARD
Governing Body Action +
Implementationand
EvaluatiQn
STEP (J ONGOING
Administrative
Coordination +
Engagement and
Communication
2. Standard of Performance; Licenses
STEP 5
Work Pro ram and Task 8
Fund.ln an
STEP + FORWARD
Governing Body
Action+
Implementationand
Evaluation
STEP C.,ONGOING
Administrative Task 1 Task 1
Coordination + Task 1 + +
Engagement and Task 4 Task 4
Communication
A. The Contractor does hereby accept its designation as a professional service, rendering services
related to the General Plan Update for the City, as set forth in this Agreement. The Contractor
represents that Contractor possesses the personnel, experience, and knowledge necessary to perform
the services described under this Contract.
B. The Contractor agrees to obtain and maintain throughout the term of this Contract, all applicable
professional and business licenses required by law, for itself, its employees, agents, representatives,
and subcontractors.
3. Compensation
A. The City shall pay to the Contractor in full payment for services satisfactorilyperformed based
upon deliverables detailed above, such compensation not to exceed ONE MILLION, SEVEN
HUNDRED FORTY-FIVE THOUSAND DOLLARS ($1,745,000), excluding gross receipts tax. The
New Mexico gross receipts tax levied on the amounts payable under this Contract totaling ONE
HUNDRED FOURTY-TWO THOUSAND, EIGHT ffiJNDRED SEVENTY-ONE DOLLARS and
EIGHTY-SEVEN CENTS ($142,871.87) shall be paid by theCity to the Contractor. The total amount
payable to the Contractor under this Contract, including gross receipts tax and expenses, shall not
exceed ONE MILLION, EIGHT HUNDRED EIGHTY-SEVEN THOUSAND, EIGHT HUNDRED
SEVENTY-ONE DOLLARS and EIGHTY-SEVEN CENTS ($1,887,871.87). This amount is a
maximum and not a guarantee that the work assigned to be performed by Contractor under this
Task6

Contract shall equal the amount stated herein. The parties do not intend for the Contractor to continue
to provide services without compensation when the total compensation amount is reached. Contractor
is responsible for notifying the City when the services provided under this Contract reach the total
compensation amoun1. In no event will the Contractor be paid for services provided in excess of the
total compensation arnom1t without this Contract being amended in writing prior to those services in
excess of thetotal compensation amount being provided.
Contractor's Cost Proposal (Contract Exhibit 3) outlines annual funding required to adhere to the
project schedule (Proposed Work Plan Steps) presented in the Technical Proposal (Contract Exhibit
2).
B. Payment is subject to availability of funds pursuant to the Appropriations Paragraph set forth
below and to any negotiations between the parties from year to year pursuant to Paragraph 1, Scope
of Work, and to approval by the City. All invoices MUST BE received by the City no later than thirty
30) days after the tennination of the Fiscal Year in which the services were delivered. Invoices
received after such date WILL NOT BE PAID.
C. Payment in future fiscal years is subject to availability of funds pursuant to the Appropriations
Paragraph set forth below and to any negotiations between the parties from year to year pursuant to
Paragraph 1, Scope of Work, and to approval by the City. All invoices MUST BE received by the
City no later thanfifteen (15) days after the termination of the Fiscal Year in which the services were
delivered. Invoices received after such date WILL NOT BE PAID.)
D. Contractor must submit a detailed statement accounting for all services performed and
e>,.."J)enses incurred. If the City finds that the services are not acceptable, within thirty days after the
date of receipt of written notice from the Contractor that payment is requested, it shall provide the
Contractor a letter of exception explaining the defect or objection to the services, and outlining steps
the Contractor may take to provide remedial action. Upon certification by the City that the services
have been received and accepted, payment shall be tendered to the Contractor within thirty days after
the date of acceptance. If payment is made by mail, the payment shall be deemed tendered on the date
it is postmarked.
E. If the City fails to pay the contractor within twenty-one days after receipt of an undisputed
request for payment, the City shall pay interest to the contractor beginning on the twenty-second day
after payment was due, computed at one and one-half percent of the m1disputed amount per month or
fraction of a month until the payment is issued. If the City receives an improperly completed invoice,
the City shall notify the sender of the invoice within seven days of receipt in what way the invoice is
improperly completed, and the owner has no further duty to pay on the improperly completed invoice
until it is resubmitted as complete.
F. Notice of Extended Payment. Provision For Grant Funded Contracts. This contract allows the
owner to make payment within 45 days after submission of an undisputed request for payment.

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4. !£!:!!!
TIIlS CONTRACT SHALL NOT BECOME EFFECTIVE UNTIL APPROVED BY THE CITY.
This Contract shall terminate four· (4) years from date of final signature unless terminated pursuant to
paragraph 5 (Termination), or paragraph 6 (Appropriations).
5. Termination
A Grounds. The City may terminate this Agreement for convenience or cause. For contracts
within their authority, the City Manager or their designee is authorized to provide the notice of
termination. otherwise such notice of termination shall be provided by the Mayor or their designee as
authorized by the Governing Body. The Contractor may only terminate this Agreement based upon
the City's uncured, material breach ofthis Agreement.
B. Notice; City Opportunity to Cure.
1) The City shall give Contractor written notice of termination at least thirty (30) days
prior to the intended date of termination.
2) Contractor shall give City written notice oftennination at least thirty (30) days prior
to the intended date of termination, which notice shall (i) identify all the City's material
breaches of this Agreement upon which the tennination is based and (ii) state what the City
must do to cure such material breaches. Contractor's notice ofteml.ination shall only be
effective (i) if the City does not cure all material breaches within the thirty (30) day notice
period or (ii) in the case of material breaches that cannot be cured within thirty (30) days, the
City does not, within the thirty (30) day notice period, notify the Contractor of its intent to
cure and begin with due diligence to cure the material breach.
3) Notwithstanding the foregoing, this Agreement may be terminated immediately upon
written notice to the Contractor (i) if the Contractor becomes unable to perform the services
contracted for, as determined by the City; (ii) if, during the.term of this Agreement, the
Contractor is suspended or debarred by the City; or (iii) the Agreement is terminated
pursuant to Paragraph 6, "Appropriations", of this Agreement.
C. Liability. Except as otherwise expressly allowed or provided under this Agreement, the
City's sole liability upon termination shall be to pay for acceptable work performed prior to the
Contractor's receipt or issuance of a notice of termination; provided, however, that a notice of
temtlnation shall not nullify or othervvise affect either party's liability for pre-termination defaults
under or breaches of this Agreement. The Contractor shall submit an invoice for such work within
thirty (30) days of receiving or sending the notice of termination. THIS PROVISION JS NOT
EXCLUSIVE AND DOES NOT WAIVE THE CITY'S OTHER LEGAL RIGJITS AND REMEDIES
CAUSED BY THE CONTRACTOR'S DEFAULT/BREACH OF THIS AGREEMENT.
6. Appropriations
The terms of this Contract are contingent upon sufficient appropriations and authorization being made
by the Governing Body for the performance of this Contract. If sufficient appropriations and authorization
are not made by the Governing Body, this Contract shall tenninate immediately upon written notice being
given by the City to the Contractor. The City's decision as to whether sufficient appropriations are available
shall be accepted by the Contractor and shall be final. If the City proposes an amendment to the Contract to
unilaterally reduce funding1 the Contractor shall have the option to terminate the Contract or to agree to the
reduced funding, within thirty (30) days of receipt of the proposed amendment.

7
7. Status of Contractor
The Contractor and its agents and employees are independent contractors performing professional
services for the City and are not employees of the City. TheContractor and its agents and employees shall not
accrue leave, retirement, insurance, bonding, useof City vehicles, or any other benefits afforded to employees
of the City as a result of this Contract. The Contractor acknowledges that all sums received hereunder are
reportable by the Contractor for tax purposes, including without limitation, self-employment and business
income tax. The Contractor agrees not to purport to bind the City unless the Contractor has express written
authority to do so, and then only within the strict limits of that authority.
8. Assignment
The Contractor shall not assign or transfer any interest in this Contract or assign any claims for money
due or to become due under this Contract without the prior written approval of the City.
9. Subcontracting
The Contractor shall not subcontract any portion of the services to be performed under this Contract
without the prior written approval of the City.No such subcontract shall relieve the primary Contractor from
its obligations and payment liabilities under this Contract, nor shall any subcontract obligate direct payment
from the City.
10. Release
Final payment of the amounts due under this Contract shall operate as a release of the City, its officers
and employees from all liabilities, claims and obligations whatsoever arising from or under this Contract.
11. Confidentiality
Any confidential information provided to or developed by the Contractor in the performance of this
Contract shall be kept confidential and shall not be made available to any individual or organization by the
Contractor without the prior written approval of the City.
12. Product of Service -- Copyl'ight
All materials developed or acquired by the Contractor under this Contract shall become the property
of th.e City and shall be delivered to the City no later than the termination date of this Contract. Nothing
developed or produced, in whole or in part, by the Contractor under this Contract shall be the subject of an
application for copyright or 0th.er claim of ownership by or on behalf of the Contractor.
13. Conflict of Interest; Governmental Conduct Act
A. The Contractor represents and warrants that it presently has no interest and, during the term of
this Contract, shall not acquire any interest, direct or indirect, which would conflict in any manner or
degree with the performance or services required under the Contract.
B. The Contractor further represents and warrants that it has complied with, and, during the tenn
of this Contract, will continue to comply with, and that this Contract complies with all applicable
provisions of the Governmental Conduct Act, Chapter 10, Article 16 NMSA 1978.
C. Contractor's representations and warranties in Paragraphs A and B of this Article are matelial
representations of fact upon which.the City relied when this Contract was entered into by the parties.

8
Contractor shall provide immediate written notice to the City if, at any time during the term of this
Contract, Contractor learns that Contractor's representationsand warranties in Paragraphs A and B of
this Article were erroneous on the effective date of this Contract or have become erroneous by reason
of new or changed circumstances. If it is later determined that Contractor's representations and
warranties in Paragraphs A and B of this Article were erroneous on the effective date of this Contract
or have become erroneous by reason of new or changed circumstances, in addition to other remedies
available to the City and notwithstanding anything in the Contract to the contrary, the City may
immediately terminate the Contract.
D. All terms defined in the Governmental Conduct Act have the same meaning in thls section.
14. Amendment
A This Agreement shall not be altered, changed, or amended except by instrument in writing
executed by the parties hereto and all other required signatories.
B. If the City proposes an amendment to the Contract to unilaterally reduce funding due to budget
or other considerations, the Contractor shall, within thirty (30) days of receipt of the proposed
Amendment, have the option to terminate the Contract, pursuant to the termination provisions as set
forth in Article 4 herein, or to agree to the reduced funding.
l 5. Entire Agreement.
This Agreement, together with any other documents incorporated herein by reference and all related
Exhibits and Schedules constitutes the sole and entire agi·eement of the Parties with respect to the subject
matter of this Agreement, and supersedes all prior and contemporaneous understandings, agreements,
representations, and warranties, both written and oral, with respect to the subject matter. In the event of any
inconsistency between the statements in the body of this Agreement, and the related Exhibits and Schedules,
the statements in the body of this Agreement shall control.
16. Merger
This Contract incorporates all the Agreements, covenants and understandings between the parties
hereto concerning the subject matter hereof, and all such covenants, agreements, and understandings have
been merged into.this written contract. All terms and conditions ofRFP #24/20/P and the Contractor's
response to sucj:i document(s) are incorporated herein by reference and is included in the order of
precedence.
No prior Agreement or understanding, oral or otherwise, of the parties or their agents shall be valid or
enforceable unless embodied in this Contract.
17. Penalties for violation of Jaw
NMSA 1978, sections 13-1-28 through 13-1-199, imposes civil and criminal penalties forits violation.
In addition, the New Mexico criminal statutes impose felony penalties for illegal bribes, gratuities, and
kickbacks.
18. Equal Opportunih· Compliance

9
The Contractor agrees to abide by all federal and state laws and rules and regulations, and Santa Fe
City Code, pertaining to equal employment opportunity. In accordance with all such laws of the State of New
Mexico, the Contractor assures that no person in the United States shall, on the grounds of race, religion,
color, national origin, ancestry, sex, age, physical or mental handicap, or serious medical condition, spousal
affiliation, sexual orientation or gender identity, be excluded from employment with or participation in, be
denied the benefits of, or be otherwise subjected to discrimination under any program or activity performed
under this Contract If Contractor is found not to be in compliance with these requirements during the life of
this Contract, Contractor agrees to take appropriate steps to correct these deficiencies.
19. Applicable Law
The laws of the State of New Mexico shall govern this Contract, without giving effect to its choice of law
provisions. Venue shall be proper only in a New Mexico court of competent jurisdiction in accordance with
NMSA 1978, section 38-3-2. By execution of this Contract, Contractor acknowledges and agrees to the
jurisdiction of the courts of the State of New Mexico over any and all lawsuits arising under or out of any
term of this Contract.
20. Workers Compensation
TheContractor agrees tocomply with statelaws and rules applicable to workers compensation benefits
for its employees. If the Contractor fails to comply with the Workers Compensation Act and applicable rules
when required to do so, this Contract may be terminated by the City.
21. Professional Liabilitv Insurance
Contractor shall maintain professional liability insurance throughout the term of this Contract
providing a minimum coverage in the ainount required under the New Mexico Tort Claims Act. The
Contractor shall furnish the City with proof of insurance of Contractor's compliance with the provisions of
this section as a condition prior to performing services under this Contract.
22. Other Insurance
Iftbe services contemplated under this Contract will be perfonned on or in City facilities or property,
Contractor shall maintain in force during the entire term of this Contract, the following insurance coverage(s),
naming the City as additional insured.
A. Commercial Gen ral Liability insurance shall be written on an occurrence basis and be a
broad as ISO Form CG 00 01 with limits not less than $2,000,000 per occurrence and $2,000,000 in
the aggregate for claims against bodily injury, personal and advertising injury, and property
damage. Said policy shall include broad fom1. Contractual Liability coverage and be endorsed to
name the City of Santa Fe their officials, officers, employees, and agents as additional insureds.
B. Broader Coverage and Limits. The insurance requirements under this Contract shall be the
greater of (1) the minimum coverage and limits specified in this Contract, or (2) the broader
coverage and maximum limits of coverage of any insurance policy or proceeds available to the
Named Insured. It is agreed that these insurance requirements shall not in any way act to reduce
coverage that is broader or that includes higher limits than the minimums required herein. No
representation is made that the minimum insurance requirements of this Contract are sufficient to
cover the obligations of Contractor hereunder.

C. Contractor shall maintain the above insurance for the tenn of this Contract and name the City
as an additional insured and provide for 30 days cancellation notice on any Certificate of Insurance
form furnished by Contractor. Such certificate shall also specifically state the coverage provided
urtder the policy is primary over any other valid and collectible insurance and provide a waiver of
subrogation.
23. Records aDd Financial Audit
The Contractor shall maintain detailed time and expenditure records that indicate the date; time, nature
and cost of services rendered during the Contract's term and effect and retain them for a period of three (3)
years from the date of final payment under this Contract. The records shall be subject to inspection by the
City. The City shall have the right to audit billings both before and after payment. Payment under this
Contract shall not foreclose the right of the City to recover excessive or illegal payments.
24. Indemnification
The Contractor shall defend, indemnify and hold harmless the City from all actions, proceeding,
claims, demands, costs, damages, attorneys' fees and all other liabilities and expenses of any kind from any
source which may arise out of the performance of this Contract, caused by the negligent act or failure to act
of the Contractor, its officers, employees, servants, subcontractors or agents, or if caused by the actions of
any client of the Contractor resulting in injury or damage to persons or property during the time when the
Contractor or any officer, agent, employee, servant or subcontractor thereof has or is perfonning services
pursuant to this Contract. If any action, suit or proceeding related to the services performed by the Contractor
or any officer, agent, employee, servant or subcontractor under this Contract is brought against the Contractor,
the Contractor shall, as soon as practicable but no later than two (2) days after it receives notice thereof, notify
the legal counsel of the City.
25. New Mexico Tort Claims Act
Any liability incurred by the City of Santa Fe in connection with this Contract is subject to the
immunities and limitations of the New Mexico Tort Claims Act, Section 41-4-1, et. seq. NMSA 1978, as
amended. The City and its "public employees" as defined in the New Mexico Tort Claims Act, do not waive
sovereign immunity, do not waive any defense and do not waive any limitation of liability pursuantto law. No
provision in this Contract modifies or waives any provision of the NewMexico Tort Claims Act.
26. Invalid Term or Condition
lf any term or condition of th.is Contract shall be held invalid or unenforceable, the remainder of this
Contract shall not be affected and shall be valid and enforceable.
27. Enforcement of Contract
A party's failure to require strict petformance of any provision of this Contract shall not waive or
diminish that party's right thereafter to demand strict compliance with that or any other provision. No waiver
by a party of any of its rights under this Contract shall be effective unless e"-'Press and in wiiting, and no
effective waiver by a party of any of its rights shall be effective to waive any other rights.
28. Notices
Any notice required to be given to either party by this Contract shall be in writing and shall be
JO

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delivered in person, by courier service or by U.S. mail, either first class or certified, return receipt requested,
postage prepaid, as follows:
To the City: Heather Lamboy, Procurement Manager., City of Santa Fe
200 Lincoln Ave, Box 909
Santa Fe, NM 87504-0909
hlJambo\' a,santaferun.,&?ov
To the Contractor: WSP USA Inc.
Daniel Sims, Senior Vice President
2440 Louisiana Blvd NE, Suite 400
Albuquerque, NM 87110
dan.sims ,, wsp.com
29. Authorih•
If Contractor is other than a natural person, the individual(s) signing this Contract on behalf of
Contractor represents and warrants that he or she has the power and authority to bind Contractor, and that no
further action, resolution, or approval from Contractor is necessary to enter a binding contract.
30. Non-Collusion
In signing this Agreement, the Contractor certifies the Contractor has not, either directly or indirectly,
entered into action in restraint of free competitive bidding in connection with this offer submitted to the City's
Chief Procurement Officer.
31. Default/Breach
In case of Default and/or Breach by the Contractor, for any reason whatsoever, the City may procure
the goods or services from another source and hold the Contractor responsible for any resulting excess costs
and/or damages, including but not limited to, direct damages, indirect damages, consequential damages.
special damages, and the City may also seek all other remedies under the terms of this Agreement and under
law or equity.
32. Equitable Remedies
The Contractor acknowledges that its failure to comply with any provision of this Agreement will
cause the City irrevocable harm and that a remedy at law for such a failure would be an inadequate remedy
for the City, and the Contractor consents to the City 's obtaining from a court of competent jurisdiction,
specific performance, or injunction, or any other equitable relief in order to enforce such compliance. The
City's rights to obtain equitable relief pursuant to this Agreement shall be in addition to, and not in lieu of,
any other remedy that the City may have under applicable law, including, but not limited to. monetary
damages.

12
33. Default and Force Maieure
The City reserves the right to cancel all, or any part of any orders placed under thisAgreement without
cost to the City, if the Contractor fails to meet the provisions of this Agreement and, except as otherwise
provided herein, to hold the Contractor liable for any excess cost occasioned by theCity dueto theContractor's
default. The Contractor shall not be liable for any excess costs if failure to perform the order arises out of
causes beyond the control and without the fault or negligence of the Contractor; such causes include, but are
not restricted to, acts of God or the public enemy, acts of the State or Federal Government, fires, floods,
epidemics, quarantine restrictions, strikes, freight embargoes, unusually severe weather and defaults of
subcontractors due to any of the above, unless the City shall determine th.at the supplies or services to be
furnished by the subcontractor were obtainable from other sources in sufficient time to permit the Contractor
to meet the required delivery scheduled. The rights and remedies of the City provided in this Clause shall not
be exclusive and are in addition to any other rights now being provided by law or under this Agreement.

13
IN WllNESS WHEREOF, the Parties have executed this Contract as of the date of the signature by the
required approval authorities below.
CITY OF SANTA FE: CONTRACTOR:
WSP, USA Inc
Matthew Sibt4Alan Webber (May 31, 202415:46 MDT)
ALAN WEBBER, MAYOR MATT SIBUL
DATE: May 17, 2024
TITLE: SENIOR VICE PRESIDENT
CRS#: 01-195458-002
Registration#: 230545
ATTEST:
GERALYN CARDENAS, INTERIM CITY CLERK
XIV
CITY ATTORNEY'S OFFICE:
May 17, 2024
REBECCA :MNUK-HERRMANN, ASSISTANT CITY ATTORNEY
APPROVED FOR FINANCES:
FINANCE DIRECTOR, EMILY OSTER

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-0 v:tlr:t:lr:Of
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lj,.l,, iM
Contract Exhibit 1
City of Santa Fe
Planning and Land Use Department
REQUEST FOR PROPOSALS {RFP)
General Plan Update
RFP#
24/20/P
RFP Release Date: October 18, 2023
Pro osals Due Date: November 28, 2023
CoSF Version 10 04.14.2023

11
Contents
I. INTRODUCTION ........................................................................................................................................................ S
A. P'-JRPOSE OF THIS REQUEST FOR PROPOSALS.............................................................................................. 5
8. BACKGROUND INFORMATION.................................................................................................................... 5
C. SCOPE OF PROCUREMENT. ........................................................................................................................... 7
D. PROCUREMENT MANAGER .................................................................................................................. 7
E. PROPOSAL SUBMISSION ............................................................................................................................ 8
F. DEFINITION OF TERMINOLOGY .................................................................................................................... 8
G. PROCUREMENT LIBRARY .........................................................................................................................11
11. CONDITIONS GOVERNING THE PROCUREMENT ...................................................................................................... 13
A. SEQUENCE OFEVENTS ...........................................................................................................................................13
B. EXPLANATION OF EVENTS ....................................................................................................................................13
1. Issue RFP...................................................................................................................................................13
2. Acknowledgement of Receipt Form ...........................................................................................................14
3. Pre-Proposal Conference ............................................................................................................................ 14
4. Deadline to Submit Written Questions ......................................................................................................14
5. Response to Written Questions .................................................................................................................15
6. Submission of Proposal ............................................................................................................................. 15
7. Proposal Evaluation .................................................................................................................................. 15
8. Selection of Finalists ..................................................................................................................................15
9. Oral Presentations .....................................................................................................................................16
10. Finalize Contractual Agreements .............................................................................................................. 16
11. Contract Awards.....................................................................................................................................-16
12. Protest Deadline ........................................................................................................................................16
C.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
GENERAL REQUIREMENTS .............................................................'"'··················· .......................................................... 17
Acceptance of Conditions Governing the Procurement ............................................................................. 17
Incurring Cost ........................................................................................................................................... 17
Prime Contractor Responsibility ................................................................................................................ 17
Subcontractors/Consent.......................................................................................................................... 17
Amended Proposals..................................................................................................................,. ................... 17
Offeror's Rights to Withdraw Proposal..................................................................................................... 17
Proposal Offer Firm ................................................................................................................................... 18
Disclosure of Proposal Contents................................................................................................................ 18
No Obligation............................................................................................................................................. 18
Termination ............................................................................................................................................... 18
Sufficient Appropriation ............................................................................................................................. 18
Legal Review ............................................................................................................................................. 19
Governing Law .......................................................................................................................................... 19
Basisfor Proposal ..................................................................................................................................... 19
15. Contract Terms and Conditions ................................................................................................................. 19
16. Offerors Terms and Conditions ................................................................................................................. 20
17. Contract Deviations .................................................................................................................................... 20
18. Offeror Qualifications ...............................................................................................................................20
19. Right to Waive Minor Irregularities............................................................................................................ 20
20. Change in Contractor Representatives ...................................................................................................... 20
21. Notice of Penolties .................................................................................................................................... 20
22. Deportment Rights.....................................................................................................................................20
23. Right to Publish ......................................................................................................................................... 21
24. Ownership of Proposals ............................................................................................................................ 21
25. Confidentiality ............................................................................................................................................ 21

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26. Electronic mail address required ................................................................................................................21
27. Use of Electronic Versions of this RFP ...................................................................................................... 21
28. Campaign Contribution Disclosure Form ....................................................................................................21
29. Letter of Transmittal ...................................................................................................................., ................. 21
30. Disclosure Regarding Responsibility.............................,... ..........................................................., ................22
31. Local Preferences...................................................................................................................................... 24
32. Living Wage................................................................................................................................................ 25
Ill.RESPONSE FORMAT ANO ORGANIZATION ............................................................................................................. 25
A. NUMBER OF RESPONSES .................................................................................................................................... 25
B. NUMBER OF COPIES ............................................................................................................................................. 25
1. ELECTRONIC SUBMISSION ONLY Responses................................................................................................ 25
C. PROPOSALFORMAT.............................................................................................................................................. 26
1. Proposal Content and Organization ........................................................................................................... 26
IV. SPECIFICATIONS ................................................................................................................................................... 28
A. GOALS.................................................................................................................................................................... 28
B. OBJECTIVES .......................................................................................................................................................... 29
C. ASSUMPTIONS ..................................................................................................................................................... 2.9
D. DETAILED SCOPE OFWORK..................................................................................................................................... 30
B. TECHNICAL SPECIFICATIONS ............................................................................................................................... 35
1. Organizational Experience ........................................................................................................................ 35
2. Mandatory Specification............................................................................................................................ 35
3. Desirable Speciftcation............................................................................................................................... 36
C. BUSINESS SPECIFICATIONS.................................................................................................................................. 36
1. Letter of Transmittal Form ........................................................................................................................ 36
2. Campaign Contribution Disclosure Form ................................................................................................... 36
3. Oral Presentation....................................................................................................................................... 37
4. Cost ........................................................................................................................................................... 37
5. Local Preference........................................................................................................................................ 37
V. EVALUATION ......................................................................................................................................................... 38
A. EVALUATION POINT SUMMARY ............................................................................................................................ 38
B. EVALUATION FACTORS ........................................................................................................................................ 38
1. B.l Organizational Experience (See Tobie1) ...................., ........................................................................ 38
3. 8.3 DesirableSpecifications ........................................................................................................................ 38
4. C.1 LetterofTransmittal (See Table 1) ...................................................................................................... 39
5. C.2 Campaign Contribution Disclosure Form (See Table 1) ........................................................................ 39
6. C.3 Oral Presentation (See Table 1) ........................................................................................................... 39
7. C.4 Cost (See Tobie 1)................................................................................................................................. 39
8. C.5. Local Preferences................................................................................................................................ 39
C. EVALUATION PROCESS ........................................................................................................................................ 40
APPENDIX A......................u ................................................................................................................................................................................................................................................................................................................................................................................................................................41
ACKNOWLEDGEMENTOF RECEIPT FORM ......................................................................................................................41
APPENDIX B ................................................................................................................................................................. 43
CAMPAIGN CONTRIBUTION DISCLOSURE FORM ......................................................................................., .......................... 43
APPENDIX C ................................................................................................................................................................. 47
COST RESPONSE FORM .................................................................................................................................................... 47
APPENDIX 0 .................................................................................................................................................................. 49
LETTER OFTRANSMITTAL FORM ..................................................................................................................................... 49
APPENDIX E ......................................................................................................................................................................... S1

lll
NON-COLLUSION AFFIDAVIT ........................................................................................................................................... 51
APPENDIX F .......................................................................................................................................................................... 53
CONFLICT OFINTEREST................................................................................................................................................... 53
APPENDIX G.........................................................................................................................., ......................................... 56
DRAFT CONTRACT ........................................................................................................................................................... 56
iv

Page 15
I. INTRODUCTION
A. PURPOSE OF TIDS REQUEST FOR PROPOSALS
The p11rpose of the Request for Proposals (RFP) is to solicit sealed proposals to establish a conttact
through competitive negotiations for a Land Use Planning Consultant to facilitate a comprehensive
review and revision of the City of Santa Fe's (City) General Plan. New Mexico Statute refers to
this plan as a "Master Plan" and other government entities refer to it as "comprehensive" plan or
"master" plan.
B. BACKGROUND INFORMATION
The City of Santa Fe enjoys a long history as a municipality and in prior eras spanning from
settlement by the first Indigenous populations (whose descendants still call it Oga Po'geh, White
Shell Water Place), and followed by the Spanish Influence beginning in the 1500's and American
influence from the 1900's to modem times. Modem planning efforts began in Santa Fe in 1946,
with the adoption of the ''City Plan" prepared by Harland Bartholomew and Associates.
First adopted in 1972, and subsequently updated in 1983 and 1999, The General Plan is the City of
_Santa Fe's policy guide for land development, planning and growth objectives, related
implementation strategies, and the administration of the Land Development Code. It serves as the
statement of goals, recommendations and policy guidance for the development of the physical
environment of Santa Fe and other geographic areas in Santa Fe's region. The General Plan will
serve as a basis for land development approvals and other land and planning related implementation
programs within the City. The goals, vision, implementation policies and work programs, andpolicy
guidance of theGeneral Plan may be amended from time to time to meet the changing requirements
of the City.
The General Plan guides the comprehensive, long-range plan for the development and responsible
stewardship of Santa Fe's resources. It is a critical tool for priority identification and decision
making. It provides a policy framework for development proposals, capital improvements,
annexation, and extension of public services. It represents the vision of the Santa Fe community
and should be recognized as the City's foremost commitment to Santa Fe's future growth and
redevelopment objectives. It outlines a vision through various themes that reflect the aspirations of
the community and establishes a basis for review of development proposals and public projects to
ensure that they are consistent with policy objectives. It provides for strategies that will enhance
the character of the community and preserve critical environmental and historic resources and
minimize potential hazards. It provides the basis for establishing and setting priorities for
implementing programs and regulations and provides the basis for nurturing a vital community and
assuring input from all segments of the population.
The General Plan's last comprehensive update was adopted in 1999, after several years of community
engagement, analysis anddrafting. The1999 General Plan, along with the Future Land Use Map,
continues to be the presiding document which guides city planning and land use policy and review of
new development proposals. While many of the themes in the 1999 General Plan remain relevant for

Page 16
contemporary planning, the data and analysis in 1999 General Plan have not been updated to reflect
contemporary circumstances in Santa Fe and the shifting priorities of the world at large, it is no longer
directly tied to the City's Capital Improvements Plans and does not incorporate plans adopted since
1999.
Due to these circumstances, theCity is endeavoring to revise theGeneral Plan to reflect current
conditions and respond to contemporary issues such as climate change, housing affordability, and
social equity. The General Plan Update should acknowledge and honor relevant components of the
existing 1999 General Plan while recognizing contemporary challenges and opportunities. The
revision should identify economic, demographic and environmental changes in Santa Fe in the years
since the 1999 General Plan was adopted It should then identify both theshort-term and long-term
needs and desires of thecommunity and provide a strategic framework for addressing those needs in a
responsible and equitable way.
The General Plan Update will be conducted concurrently with the Land Development Code (LDC)
Update project, Phase 1 of which is already underway. The LDC Update is a multi-phase project
led by the Land Use and Planning Department in collaboration with Clarion Associates, a
consulting firm that specializes in ordinance development and plan implementation, to restructure
and update the City's Land Development Code.
Phase i of the project is focused on identifying issues with the code and recommending non-
substantive amendments to the code's organization and text that will make the code easier to
understand and administer. Phase 2 of the project is focused on more substantive changes
including LDC's procedures, regulations, and zoning districts. Finally, Phase 3 of the project
focuses on adding additional substantive revisions to implement the land use and growth goals and
policies of the updated Santa Fe General Plan identified by General Plan Update project. The
General Plan Update consultant is expected to collaborate with the Land Development Code
update project team across all three phases, but particularly in Phase 3, where the code will be
amended to reflect the goals and policies identified in the General Plan update project. The full
Land Development Code project scope is provided in the Procurement Library (Section LG.).
In addition to the LDC update, the following planning activities are ongoing and will need to be
included in the Plan update:
1. Culture, History, Art, Reconciliation and Truth (CHART): an extensive public engagement
effort initiated in response to the period of civil unrest in 2020.
2. Santa Fe Water 2100: a 100-year water resource plan currently being drafted by the City's
Water Division.
3. Midtown District Redevelopment: A major City-led redevelopment project of the former
College of Santa Fe campus. A master plan bas been completed and RFP's have been
issued for development proposals.
4. Complete Streets Engineering Handbook: An effort led by the Public Works Department to
update the City's Street design and engineering standards and move them from the Land
Development Code to an Engineering Handbook managed by Public Wo.rks.
5. Bicycle and Multi.modal Master Plans Update: An effort led by the Santa Fe Metropolitan
Planning Organization to update the existing Bicycle and Multimodal Master Plans.

Pagel7
The General Plan Update consultant is expected to collaborate with the project teams and
incorporate the findings from these ongoing planning efforts into the goals and objectives
identified as part of the update project.
C. SCOPE OF PROCUREMENT
This RFP is to solicit the procurement of a qualified Land Use and Planning Consultant to
facilitate a comprehensive review and revision of th.e City of Santa Fe's (City) General Plan. The
Consultant Services may include, but are not limited to, administrative coordination and support,
public engagement, land use planning analysis and recommendations delivered in a variety of
formats including reports, maps, digital and paper publications. The Consultant Team may include
subcontractors, community organizations and other relevant members needed to perform the
required tasks.
Tasks and Phases are meant to provide guidance on structure and schedule of deliverables but may
change due to circumstances including but not limited to Land Development Code Rewrite
progression, Consultant recommendations or other circumstances.
The Tasks and Phases listed in Section IV. Scope of Work are intended to include the entire
General Plan Update project, however only Phase 1 is currently funded. The subsequent Phases 2
and 3 will be undertaken as funding becomes available in subsequent fiscal years.
PROJECT TERM
The project procurement will be for four (4) years.
The resulting contract wilJ be a single award.
This procurement will result in a contractual agreement between two parties; the procurement may
ONLY be used by those two parties exclusively.
D. PROCUREMENT MANAGER
The Planning and Land Use Department has assigned a Procurement Manager who is responsible for
the conduct of this procurement whose name, address, telephone number and email address are
listed below:
Name: Heather Lamboy, Assistant Director of Planning and Land Use, Procurement
Manager
Telephone: (505) 955-6598
1. Any inquiries or requests regarding this procurement should be submitted, in writing, to
the Procurement Manager AND the Central Purchasing Office at the following emails:
Procurement Manager: bllamboy@santafenm.gov

Page IS
Central Purchasing Office: purchasine. RFP{cj,.santafenm.2ov
Offerors may contact ONLY the Procurement Manager and the Central Purchasing Office
regarding this procurement. Other city employees or Evaluation Committee members do
not have the authority to respond onbehalf of the Procurement Manager.
2. Protests of the solicitation or award must be submitted in writing to the Protest
Manager identified in Section 11.B.12. As a Protest Manager has been named in this
Request for Proposals, pursuant to NMSA 1978, §13-1-172 and Procurement Manual
Section Y, ONLY protests delivered directly to the Protest Manager in writing and in
a timely fashion will be considered to have been submitted properly and in
accordance with statute, rule and this Request for Proposals. Protests submitted or
delivered to the Procurement Manager will NOT be considered properly submitted.
htt11s:J/d11•ofsanta{e.nnultare{ife.comlr-r61Zl99d2a98094545a0fc75efdb971(Yb
F. DEFINITION OF TERMINOLOGY
This section contains definitions of tenns used throughout this procurement document, including
appropriate abbreviations:
1. "Authorized Purchaser" means an individual authorized by a Participating Entity to place
orders against this contract.
2. "Award" means the final execution of the contract document.
3. "Business Hours" means 8:00 AM thru 5:00 PM MST/MDT, whichever is in effect on the
date given.
4. "Central Purchasing Office" means the office responsible for the control of procurement
of items of tangible personabJe property, services, or construction.
5. "Chief Procurement Officer" means that person within the Central Purchasing Office
who is responsible for the control of procurement of items of tangible personable
property, services, or construction.
6. "City" means the City of Santa Fe, New Mexico which in the procurement context may act
through the Finance Director, City Manager, or Governing Body.
7. "Close of Bllsiness" means 5:00 PM Mountain Standard or Daylight Time, whichever is in
use at that time.
8. "Confidential" means confidential financial information concerning Offeror's organization
and data that qualifies as a trade secret in accordance with the Uniform Trade Secrets Act

NMSA 1978, §§57-3-A-1 through 57-3A-7. The following items may not be labelled as
confidential: Offeror's submitted Cost response, Staff/Personnel Resumes/Bios (excluding
personal information such as personal telephone numbers and/or home addresses), and
other submitted data that is!!.!!!confidential financial information or that qualifies under the
Uniform Ttade Secrets Act.
9. "Contract'' means any agreement for the procurement of items of tangible personal
property services, or construction.
10. "Contractor" means any business having a contract with the City of Santa Fe.
11. "Department'' means the Requesting Department sponsoring this Procurement.
12. ''Determination"means the written documentation of a decision of a procurement officer
including fmdings of fact required to support a decision. A determination becomes part of
the procurement file to which it pertains.
13. "Desirable" - the terms "may," "can," "should," ''preferably," or "prefers" identifya
desirable or discretionary item or factor.
14. "Electronic Submission" means a successful submittal of Offeror's proposal.
15. "Electronic Version/Copy'' means a digital form consisting of text, images or both that are
readable on computers or other electronic devices. The electronic version/copy can only be
uploaded to ShareFile.
16. "Evaluation Committee" means a body appointed to perform the evaluation ofOfferors'
proposals.
17. "E.valuation Committee Report" means a report prepared by the Procurement Manager
and the Evaluation Committee to support the Committee's recommendation for contract
award. It will contain scores and written evaluations of all responsive Offeror proposals.
18. "Final Award" means, in the context of this Request for Proposals and all its attendant
documents, that point at which the final required signature on the contract(s) resulting from
the procurement bas been affixed to the contract(s) thus making it fully executed.
J9, "Finalist" means an Offeror who meets all the mandatory specifications of this Request for
Proposals and whose score on evaluation factors is sufficiently high to merit further
consideration by the Evaluation Committee.
20. • General Plan" means the adopted policy guide and program development for the City of
Santa Fe, synonymous with a City "Comprehensive Plan" or "Master Plan."
Page I9

21. "Hourly Rate'' means the proposed fully loaded maximum hourly rates that include travel,
per diem, fringe benefits and any overhead costs for contractor personne as well as
subcontractor personnel if appropriate.
22. ''IT" means Information Technology.
23. "Living Wage"means the City's minimum hourly wage necessary for a person to achieve
a higher standard ofliving.
24. ''Land Development Code" means the Santa Fe Code of Ordinances chapters that
regulates all development activity within the Citylimits. Also known as "Chapter 14".
25. "Mandatory'' -the terms "must.," "shall" "will," "is required," or "are required," identify a
mandatory item or factor. Failure to meet a mandatory item or factor may result in the
rejection of the Offeror's proposal.
26. "Minor Irregularities" means anything in the proposal that does not affect the price,
quality and/or quantity, or any other mandatory requirement.
27. "Offeror" is any person, corporation, or partnership who chooses to submit a proposal.
28. "Procurement Manager" means any person or designee authorized by the Requesting
Department to facilitate the procurement and or administer the contract(s).
29. "Project" means a temporary process undertaken to solve a well-defined goal or objective
with clearly defined start and end times, a set of clearly defined tasks, and a budget. The
project terminates once the project scope is achieved, and project acceptance is given by
the project executive sponsor.
30. "Redacted" means a version/copy of the Offeror's proposal with the information
considered proprietary or confidential (as defined by NMSA 1978, §§ 57-3A-1 to 57-3A-7
and summarized herein and outlined in Section II.C.8 of this RFP) blacked-out BUT NOT
omitted or removed.
31. "Request for Proposals (RFP)" means all documents, including those attached or
incorporated by reference, used for soliciting proposals.
32. "Requesting Department" means the City Department responsible for overseeing the
work or delivery of tangible personal property by a contractor.
33. "Responsible Offeror" means an Offeror who submits a responsive proposal and who has
furnished, when required, information and data to prove that his financial resources,
production or service facilities, personnel, service reputation and experience are adequate
to make satisfactory delivery of the services, or items of tangible personal property
described in the proposal.
PageI !O

34. "Responsive Offer" or means an offer which conforms in all material respects to the
requirements set forth in the request for proposals. Material respects of a request for
proposals include, but are not limited to price, quality, quantity, or delivery requirements.
35. "Sealed" means, in terms of a non-electronic submission, that the proposal is enclosed in a
package which is completely fastened in such a way that nothing can be added or removed.
Open packages submitted will not be accepted except for packages that may have been
damaged by the delivery service itself. The City of Santa Fe reserves the right, however, to
accept or reject packages where there may have been damage done by the delivery service
itself. Whether a package has been damaged by the delivery service or left unfastened and
should or should not be accepted is a determination to be made by the City's Chief
Procurement Officer. By submitting a proposal, the Offeror agrees to and concurs with this
process and accepts the determination of the Chief Procurement Officer in such cases.
36. "Staff' means any individual who is a full-time, part-time, or an independently contracted
employee with the Offerors' company.
37. "State (the State)" means the State of New Mexico.
38. "Statement of Concurrence" means an affirmative statement from the Offeror to the
required specification agreeing to comply and concur with the stated requirement(s). This
statement shall be included in Offerors proposal. (E.g., 'We concur," "Understands and
Complies," "Comply," "Will Comply if Applicable,")
39. "Unredacted" means a version/copy of the proposal containing all complete information;
including any that the Offeror would otherwise consider confidential, suchcopy for use
only for the purposes of evaluation.
40. "Written" means typewritten on standard 8 ½ x I I-inch paper. Larger paper is permissible
for charts, spreadsheets, etc.
G. PROCUREMENT LIBRARY
A procurement 1ibrary has been established. Offerors are encouraged to review the material
contained in the Procurement Library by selecting the link provided in the electronic version of
this document through your own internet connection. The library contains information listed
below:
Electronic version of RFP, Questions & Answers, RFP Amendments, etc.
hnps.//vvww.santafennuwv/bids rips
Other relevant links:
Re.solution Adoptinl:! Next Steps to Revise the Cit\ of Santa Fe's General Plan
Cil\ of Santa Fe General Plan!1999)
Page I11

City of Santa Fe Long-Ran2e Planning webpage
City of Santa Fe Land Development Code
City of Santa Fe Land Development Code Update Project Website
City of Santa FE Land Development Code Update Contract and Scope
City of Santa Fe Complete Streets Resolution
Page 112

PageI 13
II. CONDITIONS GOVERNING THE PROCUREMENT
This section of the RFP contains the schedule of events, the descriptions of each event, and the
conditions governing this procurement.
A. SEQUENCE OF EVENTS
The City's Central Purchasing Office and the Procurement Manager will make every effort to
adhere to the following schedule:
Action Responsible Party Due Dates
1. Issue RFP Central Purchasing
Office
October 18, 2023
2. Acknowledgement of
Receipt Form
Potential Offerors November 1, 2023
3. Pre-Proposal Conference Requesting
Department
November 1, 2023
4. Deadline to submit
Written Questions Potential Offerors November 3, 2023
5. Response to Written
Questions
Procurement M ager November 10, 2023
6. Submission of Proposal Potential Offerors November 28, 2023
7•. Proposal Evaluation Evaluation Committee November 29, 2023
s.•Selection of Finalists Evaluation Committee December 12, 2023
10* Oral Ptesentation(sJ Finalist Offerors January 8, 2024
11*. Finalize Contractual
Agreements
Requesting
Department/Finalist
Offerors
January16, 2024
12•. Contract Awards Requesting
Department/ Finalist
O:fferors
February 29, 2024
13.* Protest Deadline
.. Central Purchasing
Office
+15 days
Dates indicated in Events 7 through 13 areestimates onlyand may be subject to change without
necessitating an amendment to the RFP.
B. EXPLANATION OF EVENTS
The following paragraphs describe the activities listed in the Sequence of Events shown in Section
II.A., above.
1. Issue RFP
This RFP is being issued on behalf of The City Planningand Land Use Department on the
date indicated in Section II.A, Sequence of Events.

PageI 14
2. Acknowledgement of Receipt Form
Potential Offerors may email the Acknowledgement of Receipt Form (APPENDIX A), to
the Central Purchasing Office at Purchasing_ RFPfasantafenm.g,ov, to have their
organization placed on the procurement Distribution List. The form must be returned to
the Central Purchasing Office by 3:00 pm MST/ MDT on the date indicated in Section
II.A, Sequence of Events
The procurement distribution list will be used for the distribution of written responses to
questions, and/or any amendments to the RFP. Failure to return the Acknowledgement of
Receipt Form does not prohibit potential Offerors from submitting a response to this RFP.
However, by not returning the Acknowledgement of Receipt Form, the potential Offeror's
representative shall not be included on the distribution list and will be solely responsible
for obtaining from the Procurement Library (Section I.G.) responses to written questions
and any amendments to the RFP.
3. Pre-Proposal Conference
A pre-proposal conference will be held as indicated in Section ILA. Sequence of Events,
beginning at 1:30 P.M. MST/MDT via Microsoft Teams.
Microsoft Teams meeting
Join on your computer, mobile app or room device
Click here to join the meeting
Meeting ID: 241 333 958 126
Passcode: coJLAE
Download Tearns IJoin on the web
Learn More I Meeting options
Potential Offeror(s) are encouraged to submit written questions in advance of the
conference to th Central Purchasing Office and the Procurement Manager (seeSection
1.D). The identity of the organization submitting the question(s) will not be revealed.
Additional written questions may be submitted at the conference. All questions answered
during the Pre-Proposal Conference will be considered unofficial until they are posted in
writing. All written questions will be addressed in writing on the date listed in Section II.A,
Sequence of Events. A public log will be kept of the names of potential Offeror(s) that
attended the pre-proposal conference.
Attendance at the pre-proposal conference is highly recommended., but not a prerequisite for
submission of a proposal.
4. Deadline to Submit Written Questions
Potential Offerors may submit written questions to the Central Purchasing Office and the
Procurement Manager as to the intent or clarity of this RFP until 3:00 pm MST/MDT as
indicated in Section II.A, Sequence of Events. All written questions must be addressed to
the Central Purchasing Office and the Procurement Manager as declared in Section l.D.

Questions shall be clearly labeled and shall cite the Section(s) in the RFP or other
document which form the basis of thequestion.
5. Response to Written Questions
Written responses to the written questions will be provided via email, on or before the date
indicated in Section Il.A, Sequence of Events, to all potential Offerors who timely
submitted an Acknowledgement of Receipt Form (Section Il.8.2 and APPENDIX A).
An electronic version of the Questions and Answers will be posted to:
https://www.santafenm.gov/bids_rfps
6. Submission of Proposal
ALL OFFEROR PROPOSALS MUST BE RECEIVED FOR REVlEW AND
EVALUATION BY THE CENTRAL PURCHASING OFFICE
https://cityofsantafenm.sharefile.com/r-r6a199d.2a98094545a0fc75efdb971f9b
NO LATER THAN 3:00 PM MST/MDT ON THE DATE INDICATED IN SECTION
TI.A, SEQUENCE OF EVENTS. PROPOSALS RECEIVED AFTER THIS
DEADLINE WJLL NOT BE ACCEPTED. The date and time of receipt will be recorded
on each proposal.
Proposals
submitted by facsimile will notbe accepted.
A log will be kept of the names of all Offeror organizations that submitted proposals.
Pursuant to NMSA 1978, § 13-1-116, the contents of proposals shall not be disclosed to
competing potential Offerors during the negotiation process. The negotiation process is
deemed to be in effect until the contract is awarded pursuant to this Request for Proposals.
Awarded in this context means the final required City of Santa Fe signatures on the
contract(s) resulting from the procurement has been obtained.
7. Proposal Evaluation
An Evaluation Committee will perform the evaluation of proposals. This process will take
place as indicated in Section II.A, Sequence of Events, depending upon the number of
proposals received. During this time, the Central Purchasing Office or/and the
Procurement Manager may initiate discussions with Offerors who submit responsive or
potentially responsive proposals for the purpose of clarifying aspects of the proposals.
However, proposals may be accepted and evaluated without such discussion. Discussions
SHALL NOT be initiated by the Offerors.
8. Selection of Finalists
The Evaluation Committee will select, and the Procurement Manager will notify the
finalist Offerors as per schedule Section II.A, Sequence of Events or as soon as possible
thereafter. A schedule for Oral Presentation, if any, will be determined at this time.
Page j 15

Page I 16
Finalists will be comprised of the three (3) Offerors receiving the highest cumulative
scores in the following Sections: Section IV.8.1 Organizational Experience, Section IV.B.
2 Mandatory Specifications and Section IV.B.3.
9. Oral Presentations
Finalist Offerors, as selected per Section Il.8.9 above, may be required to conduct an oral
presentation at a venue to be determined as per schedule Section II.A., Sequence of Events,
or as soon as possible thereafter. If oral presentations are held, Finalist Offerors may make
their presentations through electronic means (GoToMeeting, Zoom, etc.) or in person. The
Department will provide Finalist Offerors with applicable details. Whether or not Oral
Presentations will be held is at the discretion of the Evaluation Committee and Central
Purchasing Office.
10. Finalize Contractual Agreements
After approval of the Evaluation Committee Report, any contractual agreement(s) resulting
from this RFP will be finalized with the most advantageous Offerer(s), taking into
consideration the evaluation factors set forth in this RFP, as per Section II.A., Sequence of
Events, or as soon as possible thereafter. The most advantageous proposal may or may not
have received the most points. In the event mutually agreeable terms cannot be reached
with the apparent most advantageous Offeror in the timeframe specified, the City of Santa
Fe reserves the right to finalize a contractual agreement with the next most advantageous
Offeror(s) without undertaking a new procurement process.
11. Contract Awards
Upon receipt of the signed contractual agreement, the Department will award as per
Section II.A., Sequence of Events, or as soon as possible thereafter. The award is subject
to appropriate Department and Governing Body approval.
12. Protest Deadline
Any protest by an Offeror must be timely submitted andin conformance with NMSA 1978,
§ 13-1-172 and applicable procurement regulations. As a Protest Manager has been named
in this Request for Proposals, pursuant to NMSA 1978, § 13-1-172 and Procurement
Manual Section Y, ONLY protests delivered directly to the Protest Manager in writing and
in a timely fashion will be considered to have been submitted properly and in accordance
with statute, rule and this Request for Proposals. The 15-calendar day protest period shall
begin on the day following the notice of award of contract(s) and will end at 5:00 pm
MST/MDT on the 1sth day. Protests must be written and must include the name and
address of the protestor and the request for proposals' number. It must also contain a
statement of the grounds for protest including appropriate supporting exhibits and it must
specify the ruling requested from the party listed below. The protest must be delivered to:
Travis Dutton-Leyda
Chief Procurement Officer
City of Santa Fe
tkduttonleyda@santafenm.gov

Page I 17
PROTESTS RECEIVED AFTER THE DEADLINE WILL NOT BE ACCEPTED.
C. GENERALREQUIREMENTS
1. Acceptance of Conditions Governing the Procurement
Potential Offerors must indicate their acceptance of these Conditions Governing the
Procurement, Section II.C, by completing and signing the Letter of Transmittal form,
pursuant to the requirements in Section II.C.29, located in APPENDIX D.
2. Incurring Cost
Any cost incurred by the potential Offeror in preparation, transmittal, and/or presentation
of any proposal or material submitted in response to this RFP shall be borne solely by the
Offeror. Any cost incurred by the Offeror for set up and demonstration of the proposed
equipment and/or system shall be borne solely by the Offeror.
3. Prime Contractor Responsibility
Any contractual agreement that may result from th1s RFP shall specify that the prime
contractor is solely responsible for fulfillment of all requirements of the contractual
agreement with the Department which may derive from this RFP. The Department entering
into a contractual agreement with a vendor will make payments to only the prime
contractor.
4. Subcontractors/Consent
The use of subcontractors is allowed. The prune contractor shall be whoJly responsible for
the entire performance of the contractual agreement whether or not subcontractors are
used. Additionally, the prime contractor must receive approval, in writing, from the
Department awarding any resultant contract, before any subcontractor is used during the
term of this agreement.
S. Amended Proposals
An Offerer may submit an amended proposal before the deadline for receipt of proposals.
Suchamended proposals must be complete replacements for a previously submitted
proposal and must be clearly identified as such in the transmittal letter. The Department
or the Central Purchasing Office personnel will not merge, collate, or assemble
proposal materials.
6. Offeror's Rights to Withdraw Proposal
Offerors will be allowed to withdraw their proposals at any time prior to the deadline for
receipt of proposals. The Offeror must submit a written withdrawal request addressed to
the Central Purchasing Office and the Procurement Manager and signed by the Offerer's
duly authorized representative.
The approval or denial of withdrawal requests received after the deadline for receipt of the
proposals is governed by the applicable procurement regulations.

Page I 18
7. Proposal Offer Firm
Responses to this RFP, including proposal prices for services, will be considered firm for
one-hundred eighty (180) days after the due date for receipt of proposals or ninety (90)
days after the due date for the receipt of a best and final offer, if the Offeror is invited or
required to submit one.
8. Disclosure of Proposal Contents
The contents of all submitted proposals will be kept confidential until the final award bas
been completed by the City. At that time, all proposals and documents pertaining to the
proposals will be available for public inspection, except for proprietary or confidential
material as follows:
a. Proprietary and Confidenda/, informadon is restricted to:
1. confidential financial information concerning the Offeror's organization; and
2. information that qualifies as a tradesecret in accordance with the Uniform
Trade Secrets Act, §§57-3A-l through 57-3A-7.
b. An additional but separate redacted version of Offeror's proposal, as outlined and
identified in Sections m.B.l.a.i, shall be submitted containing the blacked-out
proprietary or confidential information, to facilitate eventual public inspection of
tbe non-confidential version of Offeror's proposal.
IMPORTANT: The price of products offered, or the cost of services proposed SHALL
NOT be designated as proprietary or confidential information.
If a request is received for disclosure of proprietary or confidential materials, the City
Attorney and the Chief Procurement Officer shall examine the request and make a written
determination that specifies which portions oftbe proposal should be disclosed. Unless the
Offeror takes legal action to prevent the disclosure, the proposal will be so disclosed. The
proposal shall be open to public inspection subject to any continuing prohibition on the
disclosure of proprietary or confidential information.
9. No Obligation
This RFP in no manner obligates the City or any of its Departments to the use of any
Offeror's services until a valid written contract is awarded and approved by appropriate
authorities.
10. Termination
This RFP may be canceled at any time and all proposals may be rejected in whole or in
part when the Department determines such action to be in the best interest of the City of
Santa Fe.
11. Sufficient Appropriation
Any contract awarded as a result of this RFP process may be terminated if sufficient
appropriations or authorizations do not exist Such terminations will be affected by
sending written notice to the contractor. The Department's decision as to whether

Page I 19
sufficient appropriations and authorizations are available will be accepted by the contractor
as final.
12. Legal Review
The Department requires that all Offerors agree to be bound by the General Requirements
contained in this RFP. Any Offeror's concerns must be promptly submitted in writing to
the attention of the Central Purchasing Office and the Procurement Manager.
13. Governing Law
This RFP and any agreement with an Offeror which may result from this procurement shall
be governed by the laws of the State of New MeX1co.
14. Basis for Proposal
Only information supplied in writing by the Central Purchasing Office and the
Procurement Manager or contained in this RFP sha11be used as the basis for the
preparation of Offeror proposals.
ts. Contract Terms and Conditions
The contract between the Department and a contractor will follow the format specified by
the City and contain the terms and conditions set forth in the Draft Contract Appendix G.
However, the contracting Department reserves the right to negotiate provisions jn addition
to those contained in this RFP Draft Contract with any Offeror. The contents of this RFP,
as revised and/or supplemented, and the successful Offeror's proposal will be incorporated
into and become part of any resultant contract.
The City discourages exceptions from the contract terms and conditions as set forth in the
RFP Draft Contract. Such exceptions may cause a proposal to be rejected as
nonresponsive when, in the sole judgment of the City (and its evaluation team), the
proposal appears to be conditioned on the exception, or correction of what is deemed to be
a deficiency or an unacceptable exception is proposed which would require a substantial
proposal rewrite to correct.
Should an Offeror object to any of the terms and conditions as set forth in the RFP Draft
Contract (APPENDIX G) strongly enough to propose alternate terms and conditions in
spite of the above, the Offeror must propose specific alternative language. The City may or
may not accept the alternative language. General references to the Offeror's terms and
conditions or attempts at complete substitutions of the Draft Contract are not acceptable to
the City and will result in disqualification of the Offeror's proposal.
Offerors must provide a brief discussion of the purpose and impact, if any, of each
proposed change followed by the specific proposed alternate wording.
If an Offeror fails to propose any alternate terms and conditions during the procurement
process (the RFP process prior to selection as successful Offeror), no proposed alternate
terms and conditions will be considered later during the negotiation process. Failure to
propose alternate terms and conditions during the procurement process (the RFP process

prior to selection as successful Offeror) is an explicit agreement by the Offeror that the
contractual terms and conditions contained herein are accepted by the Offeror.
16. Offeror's Terms and Conditions
Offerors must submit with the proposal a complete set of any additional terms and
conditions they expect to have included in a contract negotiated with the City. See Section
II.C.15 for requirements.
17. Contract Deviations
Any additional terms and conditions, which may be the subject of negotiation (such terms
and conditions having been proposed during the procurement process, that is, the RFP
process prior to selection as successful Offeror); will be discussed only between the City
and the Offeror selected and shall not be deemed an opportunity to amend the Offeror's
proposal.
18. Offeror Qualifications
The Evaluation Committee may make such investigations as necessary to determine the
ability of the potential Offeror to adhere to the requirements specified within this RFP.
The Evaluation Committee will reject theproposal of any potential Offeror who is not a
Responsible Offeror or fails to submit a Responsive Offer as defmed in NMSA 1978, §§
13-1-83 and 13-1-85.
19. Right to Waive Minor Irregularities
The Evaluation Committee, upon approval from the Chief Procurement Officer, reserves
the right to waive minor irregularities, as defined in Section I.F.26. The Evaluation
Committee also reserves the right to waive mandatory requirements, provided that all of
the otherwise responsive proposals failed to meet the same mandatory requirements and
the failure to do so does not otherwise materially affect the procurement. This right is at
the sole discretion of the Evaluation Committee.
20. Change in Contractor Representatives
The City reserves the right to require a change in contractor representatives if the assigned
representative(s) is (are) not, in the opinion of the City, adequately meeting the needs of
the City.
21. Notice of Penalties
The Procurement Code, NMSA 1978, §§ 13-1-28 through 13-1-199, imposes civil, and
misdemeanor and felony criminal penalties for its violation. In addition, the New Mexico
criminal statutes impose felony penalties for bribes, gratuities, and kickbacks.
22. Department Rights
The Department., in agreement with the Evaluation Committee, reserves the right to accept
all or a portion of a potential Offeror's proposal.
Page 120

23. Right to Publish
Throughout the duration of this procurement process and contract term, Offerors and
contractors must secure from the City written approval prior to the release of any
information that pertains to the potential work or activities covered by this procurement
and/or City contracts deriving from this procurement. Failure to adhere to this requirement
may result in disqualification of the Offeror's proposal or removal from the contract.
24. Ownership of Proposals
All documents submitted in response to the RFP shall become property of the City. lfthe
RFP is cancelled, all responses received shall be destroyed by the Central Purchasing
Office unless the Offeror either picks up, or arranges for pick-up, the materials within three
(3) business days of notification of the cancellation. Offeror is responsible for all costs
involved in return mailing/shipping of proposals.
25. Confidentiality
Any confidential information provided to, or developed by, the contractor in the
performance of the contract resulting from this RFP shall be kept confidential and shall not
be made available to any individual or organization by the contractor without the prior
written approval oftbe City.
The Contractor(s) agrees to protect the confidentiality of all confidential information and
not to publish or disclose such information to any third party without the City's written
permission.
26. Electronic mail address required
A large part of the communication regarding this procurement will be conducted by
electronic mail (email). Offeror must have a valid email address to receive this
correspondence. (See also Section II.B.5, Response to Written Questions).
27. Use of Electronic Versions of this RFP
This RFP is being made available by electronic means. In the event of conflict between a
version of the RFP in the Offeror's possession and the version maintained by the Central
Purchasing Office, the Offeror acknowledges that the version maintained by the Central
Purchasing Office shall govern. Please refer to: https://www.santafenm.g,ov/bids rfps
28. Campaign Contribution Disclosure Form
Offeror must complete, sign, and return the Campaign Contribution Disclosure Form,
APPENDIX B, as a part of their proposal. This requirement applies regardless of whether
a covered contribution was made or not made for the positions of Governor and Lieutenant
Governor, City Officials or other identified official. Failure to complete and return the
signed, unaltered form will result in Offeror's disqualification.
29. Letter of Transmittal
Offeror's proposal must be accompanied by an unaltered Letter of Transmittal Form
(APPENDIX D), which should be completed and signed by the individual authorized to
Page I 21

contractually obligate the company, identified in #2 below. DO NOT LEAVE ANY OF
THE ITEMS ON THE FORM BLANK (N/A, None, Does not apply, etc. are acceptable
responses).
The Letter of Transmittal MUST:
1. Identify the submitting business entity (its Name, Mailing Address and Phone
Number);
2. Identify the Name, Title, Telephone, and Email address of the person authorized by the
Offeror's organization to (A) contractually obligate the business entity providing the
Offer, (B) negotiate a contract on behalf of the organization; and/or (C) provide
clarifications or answer questions regarding the Offeror's proposal content (A response
to B and/or C is only required if the responses differs from the individual identified i11 A);
3. Identify sub-contractors, if any, anticipated to be utilized in the performance of any
resultant contract award;
4. Describe any relationship with any other entity (such as City, County, State Agency,
reseller, etc., that is not a sub-contractor identified in #3), if any, which will be used in
the performance of this awarded contract; and
5. Be signed anddated by the person identified in #2 above; attesting to the veracity of the
information provided and acknowledging (a) the organization's acceptance of the
Conditions Governing the Procurement stated in Section II.C.1, (b) the organizations
acceptance of the Section V Evaluation Factors, and (c) receipt of all amendments to
the RFP.
30. Disclosure Regarding Responsibility
A. Any prospective Contractor and any of its Principals who enter into a contract greater
than sixty thousand dollars ($60,000.00) with any state agency or local public body for
professional services, tangible personal property, services or construction agrees to
disclose whether the Contractor, or any principal of the Contractor's company:
1. is presently debarred, suspended, proposed for debarment, or declared ineligible for
award of contract by any federal entity, state agency or local public body;
2. has within a three-year period preceding this offer, been convicted in a criminal
matter or had a civil judgment rendered against them for:
a, the commission of fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (federal, state or local) contract or
subcontract;
b. violation of Federal or state antitrust statutes related to the submission of offers;
or
c. the commission in any federal or state jurisdiction of embezzlement, theft,
forgery, bribery, falsification or destruction of records, making false statements,
tax evasion, violation of Federal criminal tax law, or receiving stolen property;
Page 122

3. is presently indicted for, or otherwise crimina)]y or civilly charged by any (federal
state or local) government entity with the commission of any of the offenses
enumerated in paragraph A of this disclosure;
4. has, preceding this offer, been notified of any delinquent Federal or state taxes in an
amount that exceeds $3,000.00 of which the liability remains unsatisfied. Taxes are
considered delinquent if the following criteria apply.
a. The tax. liability is finally determined. The liability is finally determined if it has
been assessed. A liability is not finally determined if there is a pending
administrative or judicial challenge. Jn the case of a judicial challenge of the
liability, the liability is not finally determined until all judicial appeal rights have
been exhausted.
b. The tax.payer is delinquent in making payment. A taxpayer is delinquent if the
taxpayer has failed to pay the tax liability when full payment was due and
required. A taxpayer is not delinquent in cases where enforced collection action is
precluded.
c. Have within a three-year period preceding this offer, had one or more contracts
terminated for default by any federal or state agency or local public body.)
B. Principal, for the purpose oftbis disclosure, means an officer, director, owner, partner,
or a person having primary management or supervisory responsibilities within a
business entity or related entities.
C. The Contractor shall provide immediate written notice to the Chief Procurement Officer
or other party to this Agreement if, at any time during the term of this Agreement, the
Contractor learns that the Contractor's disclosure was at any time erroneous or became
erroneous by reason of changed circumstances.
D. A disclosure that any of the items in this requirement exist will not necessarily result in
termination of this Agreement. However, the disclosure will be considered in the
determination of the Contractor's responsibility and ability to perform under this
Agreement. Failure of the Contractor to furnish a disclosure or provide additional
information as requested will render the Offeror nonresponsive.
E. Nothing contained in the foregoing shall be construed to require establishment of a
system of records in order to render, in good faith, the disclosure required by this
document. The knowledge and information of a Contractor is not required to exceed
that which is the normally possessed by a pnJdent person in the ordinary course of
business dealings.
F. The disclosure requirement provided is a material representation of fact upon which
reliance was placed when making an awardand is a continuing material representation
of the facts during the term of this Agreement. If during the performance of the
contract, the Contractor is indicted for or otherwise criminally or civilly charged by any
government entity (federal, state, or local) with commission of any offenses named in
this document the Contractor must provide immediate written notice to the Cbjef
Procurement Officer or other party to this Agreement. If it is later determined that the
Page I23

Pagel24
Contractor knowingly rendered an erroneous disclosure, in addition to other remedies
available to the Government, the Chief Procurement Officer may terminate the
involved contract for cause. Still further the Chief Procurement Officer may suspend or
debar the Contractor from eligibility for future solicitations until such time as the matter
is resolved to the satisfaction of the Chief Procurement Officer
31. Local Preferences
The City recognizes the value of revenue derived from local businesses and shall
procure goods and/or services locally, when possible, pursuant to Ordinance and the
City of Santa Fe Procurement Manual, except for purchases using City, state, and
federal grant funds. Applicable City, state and federal law and regulations govern
procurements using City, state, or federalfunds.
A. Local Preference Qualification
To qualify for a local preforence, an Offeror must attach a State of New Mexico
Taxation and Revenue Department-issued,Resident Business certification of eligibility to
its bid or proposal, showing that the business is located within the Santa Fe municipal
limits. If an offer is received without a copy of the appropriate State of New Mexico
Taxation and Revenue Department issued Business Registration Certificate, the
preference will not be applied. A valid resident business certificate is issue-d by the
Taxation and.Revenue Department pursuant to NMSA 1978, § 13-1-22.
a. When the City makes a purchase using a formal request for proposals
process,not including contracts awarded on a point-based system, the City
shall award an additional 6% of the total weight of all the factors used in
evaluating the proposal to a local resident business. The City shall award
an additional 3% of the total weight of all the factors used in evaluating
the proposal to a non-local resident business who has hired all local
resident business subcontractors.
b. When the City makes a purchase using a formal request for proposals'
process and the contract is awarded based on a point-based system, the City
shall award additional point's equivalent to 6% of the total possible points
to a local resident business. The City shall awardan additional 3% of the
total possible points to a business who has hired all local resident business
subcontractors.
The maximum available local preference shall be 6%.
B. Solicitations above One Million Dollars ($1,000,000)
1. The City shall deem a bid or proposal submitted by a resident business to
be 6% lower than the bid submitted, if and only if at least 50% of the
subcontracted services go to subcontractors who are resident businesses.
2. The City shall deem the bid or proposal submitted by a non-local resident
business to be 3% lower than the bid submitted, if and only at least 50% of
the sub- contracted services go to subcontractors who are residentbusinesses.

Page 125
32. Living Wage
Compliance with the City of Santa Fe and Santa Fe County's Minimum Wage Rate
Ordinances (Living Wage Ordinances). The vendor must comply with the current living
wage rate and requirements posted on this page hnps://santafenm.gov/econonuc-
development/business•resources/livinH:-Wal:!.e-information
ID. RESPONSE FORMAT AND ORGANIZATION
A. NUMBER OF RESPONSES
Offerors shall submit only one proposal in response to this RFP.
B. NUMBER OF COPIES
1. ELECTRONIC SUBMISSION ONLY Responses
Proposals in response to this RFP must be submitted through City of Santa Fe's
Purchasing submission link ONLY. The Offeror need only submit one single electronic copy
of each portion of its proposal (Technical and Cost) as outlined below.
Proposals must be submitted in the manner outlined below. Technical and Cost portions of
Offerors proposal !!!!!ll be submitted in separate uploads as indicated below in this section, and
must be prominently identified as "Technical Proposal," or "Cost Proposal," on the front page
of each upload.
a) Technical Proposals-One (1) ELECTRONIC upload must be organized in accordance
with Section ID.C.1. Proposal Format. All information for the Technical Proposal must
be combined into a single file/document for uploading. The Technical Proposals
SHALL NOT contain any cost information. Name the file as such, RFP Number-
Company Name - Technical (e.g., 24/20/P - Acme Corp - Technical)
i. Confidential Information: If Offeror's proposal contains confidential information,
as defined in Section I.F.6 and detailed in Section II.C.8, Offeror must submit two
(2) separate ELECTRONIC technical files. Name the files accordinglv:
• One (1) ELECTRONIC version of the requisite proposals identified above
as unredacted (def. Section 1F39) versions for evaluation purposes
(example file name, 24/20/P -Acme Corp- Unredacted Technical); and
• One (1) redacted (def. Section l.F.30) ELECTRONIC. for the public file,
in order to facilitate eventual public inspection of the non•confidential
versionofOfferor's proposal. Redacted versions must be clearlymarked as
"REDACTED" or "CONFIDENTIAL" on the first page of the electronic
file. (Example file name, 24/20/P -Acme Corp-Redacted Technical)

Page f 26
b) Cost Proposals - One (1) ELECTRONIC upload of the proposal containing ONLY the
Cost Proposal. All information for the cost proposal must be combined into a single
fl.le/document for uploading. Name the file as such, RFP Number- Company Name-
Cost (e.g., 24/20/P - Acme Corp- Cost)
The ELECTRONIC proposal submission must be fully submitted to:
https://cityofsantafenm.sharefi/e.com/r-r6o1.99d2a9809454Sa0fc75efdb!J11f9b by the submission
deadline in Section Il.B.6. Submissions cannot be password protected and must be a PDF
format. The Offeror ml!§l_ensure to allow adequate time for large PDF files
(uploads/attachments) in order to fully complete the proposal response by the deadline, date and
time. An electronic submission that is not both: (1) fully complete; and (2) received, via tl,e
submission link by tire deadline, will be deemed late. Further, a submission that is not fully
received by the deadline because the response was captured, blocked,.filtered, quarantined or
othenvise prevented from reaching the proper destinati,on server by any anti-virus or other
security software will be deemed late.
LATE PROPOSALS WILLNOT BE ACCEPTED
Any proposal that does not adhere to the requirements of this Section and Section m.C.1
Proposal Content and Organization may be deemed non-responsive and rejected on tbat basis.
C. PROPOSAL FORMAT
All proposals must be submitted as follows:
Organization of files/envelopes for electronic copy proposals:
1. Proposal Content and Organization
Direct reference to pre-prepared or promotional material may be used if referenced and
clearly marked. Promotional material must be minimal. The proposal must be organized
and indexed in the following format and must contain, at a minimum, all listed items in the
sequence indicated.
Technical Proposal-DO NOT INCLUDE ANY COST INFORMATION IN THE
TECHNICAL PROPOSAL.
A. Signed Letter of Transmittal
B. Signed Campaign Contribution Form
C. Table of Contents
D. Proposal Summary (Optional)
E. Response to Contract Terms and Conditions (from Section II.C.15)
F. Offeror's Additional Terms and Conditions (from Section Il.C.16)
G. Response to Specifications (except Cost information which shall be.included
ONLY in Cost Proposal/Binder 2)
l. Organizational Experience
2. Oral Presentation (if applicable)
3. Mandatory Specification
4. Desirable Specification

5. Local Preferences (if applicable)
H. Other Supporting Material (if applicable)
Cost Proposal:
1. Completed Cost Response Form (APPENDIX C)
Within each section of theproposal, Offerors should address the items in the order
indicated above. All forms provided in this RFP must be thoroughly completed and
included in the appropriate section of the proposal. All discussion of proposed costs,
rates or expenses must occur ONLY in the Cost Proposal.
A Proposal Summary may be included in Offeror's Technical Proposal, to provide the
Evaluation Committee with an overview of the proposal; however, this material will not be
used in the evaluation process unless specifically referenced from other portions of the
Offeror's proposal. DO NOT INCLUDE COST INFORMATION IN THE
PROPOSAL SUMMARY.
Page I17

Page 12E
rv. SPECIFICATIONS
A. GOALS
The revised General Plan is intended to capture the desired vision and choices related to Santa Fe's
future witha 20-year plan that will identify opportunities for beneficial use of the community's
resources and guide the advancement of thecommunity. This vision will be accomplished through
theimplementation of dynamic growth guidance strategies and actionable implementationsteps in the
interest of ensuring a vibrant sense of place and belonging. These strategies and implementationsteps
will reflect and promote overarching community values, trends andthemes, andcorrelate concepts
such as sustainability, preservation of and access to resources, community and cultural engagement,
connectivity, affordability, economic opportwrity andprosperity, equity, inclusion, and regional
partnerships.
The General Plan will identify desired and attainable goals, each with a set of quantifiable
objectives which are correlated with the implementation plan.
To achieve this vision, the City aspires to the following goals:
1) Enhance the City's quality of life by ensuring that development is sustainable, and that social
equity, physical growth, redevelopment, and natural resource conservation and protection are
balanced, guided and dynamic.
2) Foster the Santa Fe tradition which enriches everyday life by designing urban spaces conducive
to exceptional community character, public safety, and establishing an ecological conservation
basis for urban design. while continuing to honor beneficial existing growth patterns.
3) Promote a compact urban form that enables the development of affordable housing, provides a
mix of housing types and land uses in all areas of the city.
4) Promotes the stabilization of neighborhoods by implementing policies and programs that
prevent residential and small business displacement.
5) Develop a sector planning process that promotes community cohesio shared ownership and
sense of place.
6) Reduce automobile dependence by becoming a city where essential goods, services,
employment and amenities are available to residents within their neighborhood. Improve
transportation network connectivity and provide equitable access to affordable and multimodal
transportation that connects underserved communities to services and employment.
7) Diversify the economy while enhancing the city's uni e character and sense of place-.
8) Develop a regional growth management policy framework in collaboration with regional
partners.
9) Promote engagement with regional partners to ensure coordinated growth and development,
and annexation and expansion at the City's periphery.
10) Develop a comprehensive and enforceable reyjew process that balances the goals of the
General Plan when detennining planning and development decisions.
11) Develop an implementation plan that creates a consistency of purpose across City departments.
12) Promote reconciliation of detrimental inconsistencies, disparities and inequities within the city
and among its residents.

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B. OBJECTIVES
In order to accomplish these goals, the City intends to engage in the General Plan Update, including
an extensive communjty outreach program, that will identify quantifiable and achievable objectives
that help answer the following questions:
1) "What's missing and where?" - Identify perceived challenges and shared objectives.
2) ''Who is it for and how will it help them?" - Identify connections and sources of mutual
benefit to the community that promote cohesion and talce advantage of opportunities to
enhance shared sense of place.
3) "What are we trying to deliver and how will it be provided?" - Identify the balance of
measures for implementation that best promote, benefit and incentivize livability,
equity, health and wellness across the spectrum oftbe demographic and economic
landscape.
C. ASSUMPTIONS
City Staff and Consultant Support:
City staff from the Land Use and Planning Department will actively manage and participate in the
revision. The staff will provide all existing data, plans and reports, Geographic Information
System (GIS) mapping, and will assist in the reproduction anddistribution of materials including
mailings, meeting set-up, and other logistical and administrativefunctions.
City staffwill coordinate meeting logistics with any working group, stakeholder group, or
committee that may be agreed uponduring Task 1. Consultant and City staff will conduct bi-
weekly (or as needed) project management meetings (via video conference call) to address project
management issues. During especially intense periods, these meetings may take place weekly.
Consultant will produce monthlywritten (PDF format) status reports including a summary of all
project activity and core]ated invoicing prior to monthly meetings that will be attached to meeting
agendas and monthly invoices.
Statutory Requirements:
The General Plan Update will exceed the minimum State of New Mexico Statute requirements
outlined in Chapter 3 -Municipalities, Article 19-Planning and Platting and Section 3-19-11 -
Legal status of master plan and 3-19-1 - Creation of a Planning Commission and allrelated
"Annotations."
Scope of Service Tasks:
It is the intent of the Scope of Service Tasks (as described in Section D, ''Detailed Scope of
Work") to provide an essential framework of desired deliverables from the project. The General
Plan Update consultant is expected to collaborate with the Land Development Code update
project team across all three phases, but particularly in Phase 3, where the code will be
amended to reflect the goals and policies identified in the General Plan update project. The full
Land Development Code project scope is listed in Section 1 G. Procurement Library.

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D. DETAILED SCOPE OF WORK
PHASE 1
Approximately 12 months
Task l. Administrative Coordination:
The City is seeking the best approach, process and best practices todevelop the update,
communication protocol, and an internal meeting schedule in coordination with City staff as outlined
below.
1) Project Team Kick-Off and Pre,..planning Coordination, including:
a) Define and come to agreement on the General Plan Update development approach, process
outline and best practices.
b) Establish methods of communication and content sharing.
c) Develop agreed upon plan development groups, engagement partners and strategies,
committees, stakeholders that will be partof the development of the plan.
d) Conduct in-person introductions and tours as needed. Work with City staff andleadership to
evaluate current long-range planning practices anddevelop strategies to optimize internal
workflows and planning activity outcomes.
Task 2. Existing Conditions and Trends
The City is looking for a baseline of information on existing conditions, including identification of
key issues, problems and long-range goals. The City staff will provide all necessary existing
materials, data and documentation.The consultant's responsibility will be to analyze this data and
document the findings, and to conduct research, outreach, etc. andproduction of deliverables listed
below. All maps will be done within the ArcGIS Software family and will be made compatible with
existing City mapping systems.
The analysis should include but is not limited to mapping, surveys, studies, assessments and analysis
of the following:
1) Base Mapping
2) Regional Trends
a) Population and Growth Trends
b) Demographic trends
3) Land Capability Analysis
4) Existing Land Use and Development:
a) Identify developable land, including infill and redevelopment
5) Neighborhoods: Develop an official "Neighborhood and Districts" map for the City.
a) Downtown: Conduct a more granular survey and analysis of downtown Santa Fe.
6) Fiscal Sustainability:
a) Include a "value per acre"analysis or similar analysis.
7) Urban Design
8) Transportation
9) Public and Private Utilities
10) Historical and Cultural Facilities

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11) Public Safety
12) Schools
13) Parks and Recreation
14) Housing
15) Economic Development Assessment
16) Environmental Stewardship\Natural Resources
17) Institutional Structures:
a) Ongoing planning efforts and their sponsor departments/jurisdictions.
Assessment eport: The findings resulting from analysis of theabove items will be summarized in a
written(PDF fonnat) Assessment Report. The findings will identify relevant planning issues, a
summary of the:findings, andpolicy implications for the General Plan. The report will be reviewed by
the appropriate groups/committees as well as the public. It will be published on theproject website
where the public will be able to make comments and recommendations based on the report's findings.
Task 3. Digital User Platform (development and refinement to continue through all phases)
The City seeks a web-based dynamic interface tool that will enable stafC elected officials, the public,
developers and stakeholders to access a user-friendly on-line version of theGeneral Plan. The
platform will become the Planning and Development Hub for the City after the General Plan is
adopted, and therefore must be accessible and updatable by Citystaff.
1) The platform must include all maps, data andsrudies. The maps, data and studies should take
advantage of ESRI Storymaps or similar technology to be interactive andeasily understood.
2) The platform will integrate other adopted City plans, including the plan texts and map
components such as the Residential Pipeline Map, Bicycle Master Plan, the Pedestrian Master
Plan, theWater Plan, etc. The General Plan components should be included as map layers so they
can be overlaid with components from other plans.
3) The platform will include an engagement section that becomes the main hub for digital
engagement for the Planning and Land Use Department.
4) The platform will be built in such a way that other planning projects such as the Land
Development Code website and permit searches can easily be integrated.
5) The platform wm include a backend, dashboard-style user interface that enables City staff to run
reports and manage the General Plan project.
6) The platform will be built with translation and accessibility options that meet City engagement
standards.
PBASE2
Approximately 6 months (in tandem with LDC update Phase 2)
Task 4. Public Engagement Plan
The coordination andexecution of community outreach and engagement cannot be understated as
a crucial component to the success of this project. Based on Public Engagement Plans submitted
by the Consultant> a special coordination meeting shall occur to be determined in Task l for the
purpose of refining the General Plan so that each stakeholder consents to it and has a role in its
success.
1) The Public Engagement Plan should include the following elements:

a) Inclusive meeting provisions, such as
i) Food and refreshments
ii) Childcare
iii) Interpretationservices
iv) Youth-oriented activities and meetings
v) Larger events may have live entertainment to attract a wider audience
vi) Collaboration with community partners such as churches, schools and organizations
b) Plan to coordinate with City staff, leadership, local organizations,and project Consultants to
recruit equity representatives to drive engagement in their community, attend public meetings,
and participate in working groups/committees.
i) Representatives should be from anunderrepresentedcommunity, such as Spanish
speaking, indigenous, youth, low-income, etc.
ii) The planshould recommend payment structure for equity representatives.
c) Review and consider Culture, History, Art, Reconciliationand Truth(CHART) outcomes
d) Review and consider Midtown outreach outcomes.
2) The consultant should provide local engagement and Public Relations (PR) support. subcontracted
by the offerors.
a) The PR team will work directly with City of Santa Fe Communications and Public
Engagement teams to develop outreach materials that meet City standards.
b) The Public Engagement Plan will be developed using the forthcoming City of Santa Fe
Community Engagement Guide to craft all engagement materials. The City Clerk's office is
expected to adopt the Engagement Guide in the coming months and will be shared with the
project team at that time.
c) The PR team will provide all project engagement materials in both English and Spanish and
meet City accessibility standards for online andin-person engagement.
d) The PR team will partner with local community-based organizations to conduct targeted
engagement activities.
Task S. Assessment Report
• Create a report on the engagement findings and identify the City's short-term and long-term
needs anddesires.
• Thereport should include a summary of findings from Task 2, Existing Conditions and
Trends, a summary of findings from Task 4, Public Engagement, and a narrative description
of the steps that should be taken to address those findings.
PHASE3
Approximately 24 months (in tandem with LDC update phase 3)
Task 6. Growth Scenario Planning
Utilizing previous tasks analysis and engagement, the Consultant will develop several future growth
scenarios for future land use and development patterns. The Consultant will use dynamic visualization
and analysis techniques to communicate the outcomes of each scenario to the City and the public.
These scenarios will be used throughout the planning draft process to demonstrate theoutcomes of
proposed planning policies.
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Task 7. General Plan Draft
Theconsultant will prepare the first draft of the General Plan. Thedraft shall include analysis and
recommendations for each of the topics listed below. Other than certain requiredsections, the General
Plan tnay be organized in a manner that best suites the project's overall goals, the vision of the project
team and the consultant's worldlow as approved by City Staff.
1) Executive Summary (required)
2) Introduction, Vision & Themes
3) Existing Conditions and Trends
a) See "Task 2" above.
4) Assessment Report (required)
a) Report engagement findings and identify of the City's short-term andlong-tenn needs and
desires.
5) Land Use and Growth Scenarios (see''Task 6'' above)
a) Develop the Future Land Use Map based on collaboration with Land Development Code
Rewrite team and goals and objectives determined in this General Plan. Jntegrate Future Land
Use Map into Digital User Platform to demonstrate theconnection to other elements of the
General Plan.
6) Regional Planning
a) Priorities, major projects and organizational structures.
7) City Character
a) Provide updated analysis of existing City Character, emphasizing areas of theCity outside of
historic overlays (Historic-area character is already well established and documented, only
needs to be updated with current conditions.)
b) Identify desired urban form for all areas of the City, coinciding with existing neighborhood
boundaries, opportunity zones, redevelopment areas, master planned areas, and other
contextual information.
8) Sector and Special Area Planning
a) Identify areas for future Sector and Special Area scale planning.
b) Develop strategies for Special Areas places for locals in addition to tourists.
c) Assess Special Areas at granular level including economic activity, mobility, urban design and
housing.
d) Propose "catalyzing'' City-led redevelopment projects of city owned property and Right of
Way (R.O.W.) to be incorporated into sector plans.
9) Mobility and Accessibility
a) Integrate goals existing plans including Multimodal Transition Plan, Bicycle/Ped/Transit
Plans, SustainabilityPlan
b) Using recommendations from existing plans, identify quantifiable targets for transportation
mode-shift.
i) Identify quantifiable targets for infrastructure improvements to achieve mode-shift.
c) Develop a "Connectivity and Street Network" map that requires future development to adhere
to a street network that creates penneable, publicly accessible new development and improves
connectivity in existing neighborhoods.
10) Infrastructure and Facilities

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a) Integrate various infrastructure and facility plans to ensure various Capital projects are
optimized and not redundant.
b) Identify infrastructure needs and desires such as improved internet, areas to extend utilities,
etc.
c) Using ongoing facilities evaluation, identify top priorities for new facilities and facility
improvements.
d) Evaluate Green Infrastructure and recommend improvements.
11) Climate and Natural Resources
a) Integrate relevant plans (such as water and sustainability plans) and correlate with goals and
objectives of the General Plan.
12) Affordability and Human Services
a) Integrate various Human Service plans such as Senior Services, Youth and Family Services,
Recreation Plans
b) Make recommendations for additional affordable housing tools
c) Make "Affordable Living" recommendations that address other aspects of affordability
beyond housing.
13) Development Review Guidelines
a) Develop review processes to assess private and public development for compliance with the
General Plan.
14) Glossary
15) Appendices
Task 8. Implementation and Administration Plan
Develop an Implementation Planwith the following components:
a) Provide detailed ImplementationPlan that ties each recommendationto achlevable goals and
objectives.
i) Each goal/objective should include proposedcost, departmental responsibibty, and
timeline.
Administration Planshould include procedures for the following:
i) Annual progress and action reports
ii) C.l.P. Plan update process
iii) 5-year reviews
iv) 20-yearupdate timeline from planned adoption year
v) Identify 40-80+ year elements
Task 9. Plan Adoption and Publication
Theconsultants will work in tandem with City staff and City leadership throughout the duration of the
General Planadoption process. The General Plan adoption related responsibilities include but are not
limited to:
i) Attend and present to commissions, board and the governing body.
ii) Respond to questions from the public, City staff and leadership regarding all aspects of the
General Plan
iii) Make any amendments necessary that are identified during the adoption process.
iv) Assist with the transition to the new General Plan as necessary.
After adoption, the consultants will b responsible for the publication of General Plan, in.duding:

Pagel35
i) Providing hard copies to the City and stakeholders if desired
ii) Publishing the final adopted General Plan to the project website.
iii) Finalizing any other aspects of the project.
B.TECHNICALSPECIFICATIONS
1. Organizational Experience
Offeror must:
a) provide a detailed description of at least three (3) relevant projects with city, county or
state governments or the private sector. The experience of all proposed subcontractors
must be described. The narrative must thoroughly describe how the Offeror has
supplied expertise for similar contracts and must include the extent of their experience,
expertise and knowledge as a provider of comprehensive andcommunity planning
consultation. All comprehensive, land use and community planning consultation
provided to private sector will also be considered.
b) provide a brief resume for all key personnel Offeror proposes to use in performance of
theresulting contract, should Offeror be awarded. Key personnel is identified as the
Project Principal (or equivalent), project planners, graphic, technology and
administrative support staff. Offeror must include key personnel education, work
experience and relevant certifications/licenses.
2. Mandatory Specification
TheOfferor's proposal must:
a. Demonstrate a proven track record of General Plan rewrites (or Comprehensive
Plan, Master Plan, etc. of a similar scope to this project) for municipalities of
comparable size to Santa Fe. Offeror should give a detailed explanation of the
municipalities they have provided service for and the size of the municipality.
b. Describe their knowledge and philosophies related to comprehensive planning in a
contemporary municipal setting and how that knowledge and philosophy is aligned
with City of Santa Fe goals, objectives, assumptions and scope of work as stated in
this RFP.
c. Explain bow they have demonstrated the ability to successfully collaborate with
Citystaff, leadership, the public and other consulting firms working on concurrent
projects relevant to a General Plan Rewrite Project.
d. Provide a detailed description of how the offeror will complete the phases and tasks
listed in Section N.D. taking into account the City's Goals, Objectives and
Assumptions. In particular, the description must include:
1. Detailed description of Digital User Platform including platform, integration
with City ITT, and scope.

ii. Detailed description of scenario planning tools including platform, methods,
integration in the Digital User Platfo andrelation to the General Plan
Draft as identified in Task 7.
iii. Proposed outline of the General Plan Draft demonstrating inclusion of all
topics identified in Task 7.
e. The description for Phase 3 must detail how the Offeror will be integrating the
concurrent Land Development Code Rewrite project.
3. Desirable Specification
a. Offeror should demonstrate a proven track record of General Plan rewrites (or
Comprehensive Plan, Master Plan, etc. of a similar scope to this project) for
municipalities of comparable size to Santa Fe. Offeror should give a detailed
explanation of the mun.icipalities they have provided service for and the size of the
municipality.
b. Offeror should describe their knowledge and philosophies related to comprehensive
planning in a contemporary municipal setting and how that knowledge and
philosophy is aligned with City of Santa Fe goals and the General Plan as stated in
this RFP.
c. Offeror should explain how they have demonstrated the ability to successfully
collaborate with City staff, leadership, the public and other consulting firms
working on concurrent projects relevant to the General Plan Rewrite Project.
d. Offeror should explain their specific understanding of the City of Santa Fe's unique
history, geographic context and social climate. The offeror should include any
experience working with Spanish speaking and minority communities.
e. Offeror is encouraged to include alternatives based on the Offeror's expertise, past
successes and proven outcomes that support the City's vision, goals and objectives.
C. BUSINESS SPECIFICATIONS
1. Letter of Transmittal Form
The Offeror's proposal must be accompanied by the Letter of Transmittal Form located in
APPENDIX D. The form must be signed by the person authorized to obligate the
company.
2. Campaign Contribution Disclosure Form
The Offeror must complete an unaltered Campaign Contribution Disclosure Form and
submit a signed copy with the Offeror's proposal. This must be accomplished whether or
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not an applicable contribution has been made. (See APPENDIX B). Failure to complete
and return thesh:ned, unaltered form will result in Offeror's disqualification.
3. Oral Presentation
If selected as a finalist, Offerors agree to provide the Evaluation Committee the opportunity
to interview proposed staff members identified by the Evaluation Committee, at the option
of the Department. The Evaluation Committee may request a finalist to provide an oral
presentation of the proposal as an opportunity for the Evaluation Committee to ask
questions and seek clarifications.
4. Cost
Offerors must complete the Cost Response Form in APPENDIX C. Cost will be measured
by the total cost of all three phases as shown on the Cost Response Form.
5. Local Preference
To ensure adequate consideration and application ofNMSA 1978, § 13-1-21, Offerors
MUST include a copy, in this section, of its NM Resident preference certificate, as issued
by the New Mexico Taxation and Revenue Department.
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V. EVALUATION
A. EVALUATION POINT SUMMARY
The following is a summary of evaluation factors with point values assigned to each. These
weighted factors will be usedin the evaluation of individual potential Offeror proposals by
sub-category.
Evaluation Factors
(Collespond ro section IV.B and IV C)
Points
Available
B. Technical Specifications
B.L Or anizationalExperience 200
B. 2. Mandatory Specification 250
B. 3. Desirable Specification 200
C. Business Specifications
C.l. Letter Of Transmittal Pass/Fail
C.2. Campai!!Il Contribution Disclosure Form Pass/Fail
C.3. Oral Presentations 200
C.4. Cost 150
TOTAL POINTS AVAILABLE 1000
C.5. City of Santa Fe Local Preference per
Section NC. 2
60
C.5. City of Santa Fe Local Preference using
Local Subcontractors Section N C.2 30
Table 1: Evaluation Point Summary
B. EVALUATION FACTORS
1. B.1 Organizational Experience (See Table 1)
Points will be awarded based on the thoroughness and clarity of O:fferor's response inthis
Section. The Evaluation Committee will also weigh the relevancy and extent of Offeror's
experience, expertise and knowledge; and of personnel education, experience and
certifications/licenses.
2. B.2 Mandatory Specifications
Points will be awarded based on the thoroughness and clarity of Offeror's response in this
Section. The Evaluation Committee will also weigh the relevancy and extent of Offeror's
response to each mandatory specification and how well it was explained.
3. B.3 Desirable Specifications
Points will be awarded based on the thoroughness and clarity of Offeror's response in this
Section. The Evaluation Committee will also weigh the extent ofOfferor's knowledge of
Santa Fe and working with spanish speaking and minority communities.
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4. C.1 Letter of Transmittal (See Table 1)
Pass/Fail only. No points assigned.
5. C.2 Campaign Contribution Disclosure Form (See Table 1)
Pass/Fail only. No points assigned.
6. C.3 Oral Presentation (See Table 1)
Points will be awarded based on the quality, organization and effectiveness of
communication of the information presented, as well as the professionalism of the
presenters and technical knowledge of the proposed staff. Prior to Oral Presentation, the
Department will provide the Offeror a presentation agenda. (Ifno Oral Presentations are
held, all Offerors will receive the maximum total points available for this Evaluation
Factor).
7. C.4 Cost (See Table 1)
The evaluation of each 0:fferor's cost proposal will be conducted using the following
formula: The formula below will use the total cost of all three phase as shown in the Cost
Response Form in this RFP.
Lowest Responsive Offeror's Cost
Each Offeror's Cost
X Available Award Points
8. C.5. Local Preferences
Percentages will be determined basedupon the point-based system outlined below.
To qualify for a local preference, an offeror must attach a state of New Mexico Taxation and
Revenue Department-issued,Resident Business certification of eligibility to its bid or proposal,
showing that the business is located within the Santa Fe municipal limits. If an offer is received
without a copy of the appropriate State of New Mexico Taxation and Revenue Department
issued Business Registration Certificate, the preference will not be applied. A valid resident
business certificate.is issued by the Taxation and Revenue Department pursuant to NMSA
1978, § 13 1-22.
A. When the Cify makes a purchase using a formal request for proposals process, not
including contracts awarded on a point-based system, the City shall award
additional 6% of the total weight of all the factors used in evaluating the
proposal to a local resident business. The City shall award an additional 3% of
the total weight of all the factors used in evaluating the proposal to a non-local
resident business who has hired all local resident business subcontractors.
B. When the City makes a purchase using a formal request for proposals' process and
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the contract is awarded based on a point-based system, the City shall award
additional point's equivalent to 6% of the total possible points to a local resident
business. The City sha11 award an additional 3% of the total possible points to a
business who has hired all local resident business subcontractors..
The maximum available local preference shall be 6%.
A. Solicitations above One Million Dollars ($1,000,000)
l. The City shall deem a bid or proposal submitted by a resident business to be
6% lower than the bid submitted, if and only if at least 50% of the
subcontracted services go to subcontractors who are resident businesses.
2. The Cityshall deem the bid or proposal submitted by a non-local resident business
to be 3% lower than the bid submitted, if and only at least 50% of the sub-
contracted services go to subcontractors who are residentbusinesses.
C. EVALUATION PROCESS
I. All Offeror proposals will be reviewed for compliance with the requirements and
specifications stated within the RFP. Proposals deemed non-responsive will be eliminated
from further consideration.
2. The Central Purchasing Office or/and the Procurement Manager may contact the Offeror
for clarification of the response as specified in Section II. B.7.
3. Responsive proposals will be evaluated on the factors in Section IV, which have been
assigned a point value in Section V. The responsible Offerors with the highest scores will
be selected as finalist Offerors, based upon the proposals submitted. Inaccordance with
NMSA 1978, 13-1-117, the responsible Offerors whose proposals are most advantageous
to the City takinginto consideration the Evaluation Factors in Section V will be
recommended for award (as specified in Section II.B.11). Please note, however, that a
serious deficiency in the response to any one factor may be grounds for rejection regardless
of overall score.
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APPENDIXA
ACKNOWLEDGEMENT OF RECEIPT FORM
Pa.gel4I

Page j42
REQUEST FOR PROPOSALS
General Plan Update
24/20/P
ACKNOWLEDGEMENT OF RECEIPT FORM
This Acknowledgement of Receipt Form should be signed and submitted no later than 3.00pm
MDT on November 1, 2023. Only potential Offerors who elect toreturn this form will receive
copies of all submitted questions and the written responses to those questions, as well as any RFP
amendments, if any are issued.
In acknowledgement ofreceipt of this Request for Proposals, the undersigned agrees that he or she
has received a complete copy of the RFP, beginning with the title page, and ending with
APPENDIXG.
The name and address below will beused for all correspondence related to the Request for
Proposals.
ORGANIZATION:
CONTACT NAME:
TITLE: PHONE NO.:
EMAIL:
ADDRESS:
CITY: STATE: ZIP CODE:
Submit Acknowledgementof Receipt Form to:
To: Central Purchasing
Email: Purchasing_RFP@santafenm.gov
Subject Line: General Plan (Comprehensive/Master plan) Update RFP # 24/20/P

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APPENDIXB
CAMPAIGN CONTRIBUTION DISCLOSURE FORM

Page 144
CAMPAIGN CONTRIBUTION DISCLOSURE FORM
Pursuant to NMSA 1978, §§ 13-1-28) and 13-1-191.1, as amended by Laws of 2007, Chapter 234,
! prospective contractor subject to this section shall disclose all campaign contributions givenby
the prospective contractor or a family member or representativeof the prospective contractor to an
applicable public official of the state or a local public body during the two years prior to the date
on which a proposal is submitted or, in the case of a sole source or small purchase contract, the two
years prior to the date on which the contractor signs the contract, if the aggregate total of
contributions given by the prospective contractor or a family member or representative of the
prospective contractor to the public official exceeds two hundred fifty dollars ($250) over the two-
year period. A prospective contractor submitting a disclosure statement pursuant to this section
who has not contributed to an applicable public official, whose family members have not
contributed to an applicable public official or whose representatives have not contributed to an
applicable public official shall make a statement that nocontribution was made.
A prospective contractor or a family memb r or representative of the prospective contractor shall
not give a campaign contribution or other thing of value to an applicable public official or the
applicable public official's employees during the pendency of the procurement process or during
the pendency of negotiations for a sole source or small purchase contract.
Fwthermore, a solicitation or proposed award for a proposed contract may be canceled pursuant to
NMSA 1978, § 13-1-181 or a contract that is executed may be ratified or terminated pursuant to
NMSA 1978, § 13-1-182 if a prospective contractor fails to submit a fully completed disclosure
statement pursuant to this section; or a prospective contractor or family member or representative of
the prospective contractor gives a campaign contribution or other thing of value to an applicable
public official or the applicable public official's employees during the pendency of the procurement
process.
The state agency or local public body that procures the services or items of tangible personal
property shall indicate on the form the name or names of every applicable public official, if any,
for which disclosure is required by a prospective contractor.
THIS FORM MUST BE INCLUDED IN THE REQUEST FOR PROPOSALS AND MUST BE
FILED BY ANY PROSPECTIVE CONTRACTOR WHETHER OR NOT THEY, THEIR
FAMILY MEMBER, OR THEIR REPRESENTATIVE HAS MADE ANY CONTRIBUTIONS
SUBJECT TO DISCLOSURE.
The following definitions apply:
"Applicable public official" means a person elected to an office or a person appointed to complete
a term of an elected office, who bas the authority to award or influence the award of the contract
for which the prospective contractor is submitting a competitive sealed proposal or who has the
authority to negotiate a sole source or small purchase contract that may be awarded without
submission of a sealed competitive proposal.
"Campaign Contribution" means a gift, subscriptio loan, advance or deposit of money.

Page j 4S
or other tlring of value, including the estimated value of an in-kind contribution, that is made to or
received by an applicable public official, or any person authorized to raise, collect, or expend
contributions on that official's behalf for the purpose of electing the official to statewide or local
office. "Campaign Contribution" includes the payment of a debt incurred in an election campaign
but does not include the value of services provided without compensation or unreimbursed travel
or other personal expenses of individuals who volunteer a portion or all of their time on behalf of _a
candidate or political committee, nor does it include the administrative or solicitation expenses of a
political committee that are paid by an organization that sponsors the committee.
"Family member" means a spouse, father, mother, child, father-in-law, mother-in-law, daughter-
-in-law or son-in-law of{a) a prospective contractor, if the prospective contractor is a natural person;
or (b) an owner of a prospective contractor;
"Pendency of the procurement process" means the titne period commencing with the public
notice of the request for proposals and ending with the award of the contract or the cancellation of
the request for proposals.
"Prospective contractor" means a person or business that is subject to the competitive sealed
proposal process set forth in the Procurement Code [NMSA 1978, §§ 13-1-28 through 13-1-199)
or is not required to submit a competitive sealed proposal because that person or business qualifies
for a sole s()urce or small purchase contract.
"Representative of a prospective contractor" means an officer or director of a corporation, a
member or manager of a limited liability corporation, a partner of a partnership or a trustee of a
trust of the prospective contractor.
Name(s) of Applicable Public Offi.cial(s) if any:
Mayor Alan M Webber
Councilor Signe Lindell, Pro-tern
Councilor Renee Villarreal
Councilor Michael Garcia
Councilor Carol Romero-Wirth
Councilor Lee Garcia
Councilor Christopher Rivera
Councilor Amanda Chavez
Councilor Jaime Cassutt
DISCLOSURE OF CONTRIBUTIONS BY PROSPECTIVE CONTRACTOR:
Contribution Made By:
Relation to Prospective Contractor:
Date Contribution(s) Made:

Page 146
Amount(s) of Contribution(s)
Nature of Contribution(s)
Purpose of Contribution(s)
(Attach extra pages if necessary)
Signature Date
Title (position)
-OR:-
NO CONTRIBUTIONS IN THE AGGREGATE TOTAL OVER TWO HUNDRED FIFTY
DOLLARS ($250) WERE MADE to an applicable public official by me, a family member or
representative.
Signature Date
Title (Position)

Page 147
APPENDIXC
COST RESPONSE FORM

Pa_ge 148
APPENDIXC
COST RESPONSE FORM
Description Estimated Hours Cost
Task I: Administrative Coordination
Task 2: Existing Conditions and Trends
Task 3: Digital User Platform
Phase 1: Total Cost -
Task 4: Public Engagement
Task 5: Assessment Report:
Phase 2: Total Cost
Task 6: Scenario Planning
Task 7: General Plan Draft
Task 8: ImplementationPlan
Task 9: General Plan Adoption
Phase 3: Total Cost
ALL PHASES TOTAL COST
Additional Tasks (list any additional
tasks)
All amounts provided must include all labor, materials, equipment, transportatio configuration,
installation, traming afl.d profit to provide the goods and/or services described in Section IV.A, (as
amended by any current RFP amendments for the period specified).

Pagel49
APPENDIXD
LETTER OF TRANSMITTAL FORM

Page j 50
md1V1dual
APPENDIXD
Letter of Transmittal Form
ITEMS #1 to #4 EACH MUST BE COMPLETED IN FULL (pursuant to SectionII.C.29). DO NOT
LEAVE ANY ITEM BLANK! (NIA, None, Does not apply, etc. are acceptable responses.)
RFP#: 24/20/P
1. Identify the followin2 information for the submittin2 org-anization:
Offeror Name
Mailin2 Address
Telephone
FED ID#
NMCRS#
2. Identify the individual(s) authorized by the organization to (A} contractually obligate, (B)
negotiate, and/or (C) clarify/respond to queries on behalf of this Offeror:
..
•Ifthe identified m Column A also performs thefunchons 1dennfied m Columns B & C, then no response 1s required forthose Columns.
If separate individuals perform the functions in Columns B and/orC, they most be identified.
3. Use of subcontractors (Select one):
No subcontractors will be used in the performance of any resultant contract, OR
The following subcontractorswill be used in the performance of any resultant contract:
(Attach extra sheets, as needed)
4. Describe any relationship with any entity (such as the City of Santa Fe, State Agency, reseller, etc.
that is not a subcontractor(s) listed in #3 above), if any, which will be used in the performance of any
resultant contract. (NIA, None, Does not apply, etc. are acceptable responses to this item.)
(Attach extra sheets, as needed)
By signing the form below, the Authorized Signatory attests to the accuracy and veracity of the
information provided on this form, and explicitly acknowledges the foilowing:
• On behalf of the submitting-organization identified in item#], above, I accept the Conditions
Governing the Procurement, as required in Section Il.C.1. of this RFP;
• I concur that submission of our proposal constitutes acceptance of the Evaluation Factors contained
in Section V ofthls RFP; and
• I acknowledge receipt of any and all amendments to this RFP, if any.
,20 _
Authorized Signature and Date (Must be sign,ed by the individual identified in item #2.A, above.)
A
Contractually Oblie-ate B
Neeotiate* C
Clarit\'/Respond to Queries*
Name
Title
Email
Telephone

Page I51
APPENDIX,E
NON-COLLUSION AFFIDAVIT

Page I 51.
-----------------
NON-COLLUSION AFFIDAVIT
Co111pk1t, Sign ,utd Re1w·11with yout prnpo.fal.
I hereby affirm that: I am the (insert title) and the
duly authorized representative of (insert
organization's name) whose address is
And, that I
possess the legal authority to make this affidavit on behalf of myself and the firm for which I am
acting.
I affirm:
1. I am fully informed respecting the preparation and contents of the attached proposal and of
all pertinent circumstances respecting such proposal.
2. Such proposal is genuine and is not a collusive or sham proposal.
3. Neither the said Offeror nor any of its officers, partners, owners, agents, representatives,
employees or parties in interest, including this affiant, has in any way colluded, conspired,
connived or agreed, directly or indirectly with any Offeror, firm or person to submit a
collusive or sham proposal in connection with the Contract for which the attached proposal
has been submitted or to refrain.from offering a proposal in connection with the Contract,
or has in any manner, directly or indirectly, sought by agreement or collusion or
communication or conference with any other Offeror, firm or person to fix the price or
prices in the attached proposal or of any other Offeror, or to fix any overhead, profit or cost
element of the proposal or the offer price of any other Offeror, or to secure through any
collusion, conspiracy, connivance or unlawful agreement any advantage against the Mayor
and Council of City of Santa Fe, New Mexico or any person interested in the proposed
Contract; and
4. The price or prices quoted in the attached proposal are fair and proper and are not tainted
by any collusion, conspiracy1 connivance or unlawful agreement on the part of the Offeror
or any of its agents, representatives, owners, employees, or parties in interest, including this
affiant. I do solemnly declare and affirm under the penalties of perjury that the contents of
this affidavit are true and correct.
Signature _
Printed Name
Title
Date

P ge I53
APPENDIXF
CONFLICT OF INTEREST

Page 154
CONFLICT OF INTEREST STATEMENT FOR CONSULTING
FIRMS
Complete.. rig,, @d retm·11 with your propm:ul.
The City of Santa Fe policy is to prevent personal or organizational conflict of interest,
or the appearance of such conflict of interest, in the award and administration of City
contracts and Purchase Orders.
The Offeror shall comply with all applicable provisions of the Governmental Conduct Act,
Chapter 10, Article 16 NMSA 1978 and include a full disclosure of all potential organization
conflicts of interest in the Proposal.
In addition to the Principal Planning Consultant each key personnel shall also complete the
Conflict ofJnterest Form below certifying that the entity has read and understands the City's
policy regarding conflict of interest and the CFR. Each key personnel must alsocertify that
there is no conflict of interest with the Project. Ifthere is a conflict with the Project, then the
Planning Consultant andknown key personnel needs to descnbe the conflict.
The Planning Consultant agrees that, if after award, an organizational conflict of interest is
discovered, the Planning Consultant makes an immediate and full written disclosure to the
City that includes a description of the action that the Planning Consultant has taken or
proposes to take to avoid or mitigate such conflicts. If an organizational conflict of interest
is determined to exist the City may, at its discretion, cancel the contract for the Project. If
the Planning Consultant was aware of an organizationalconflict of interest prior to theaward
of the contract and did not disclose the conflict to the City, the City may terminate the
contract for default.
The City may disqualify an Offeror if any of its key personnel belong to more than one
Submitter organization/firm.
I, certify that f/We have no personal or financial
interests and no present employment or activity which would be incompatible with this
firm's participation in any activity related to the RFP or execution of the awarded General
Plan Update. For the duration of this firm's involvement in the General Plan Update
contract, this firm agrees not to accept any gift, benefit, gratuity or consideration, or begin
a personal or financial interest in a party who is bidding and/or proposing or associated with
a bidder and/or Offeror on the General Plan Update contract.
I certify that this firm will keep all General Plan Update contract information confidential
and secure. This organization will not copy, give, or otherwise disclose such information to
any other person unless the City of Santa Fe bas on file a confidentiality agreement signed

Pagel55
by the other person, and the disclosure is authorized and necessary to the General Plan
Update contract. I understand that if this firm leaves this General Plan Update contract
before it ends, this firm must keep all contract infonnation confidential. I agree to follow
any instructions provided by the City relating to the confidentiality of the General Plan
Update contract information. I fully understand that any unauthorized disclosure made by
this firm may be a basis for civil or criminal penalties. I agree to advise the City's
Procurement Officer, at 505-955-6432 immediately in the event that I or another person
within this organization either learn or have reason to believethat anyperson who has access
to the General Plan Update contract confidential information bas or intends to disclose that
information in violation of this agreement.
This statement must be fullycompleted and signed by anauthorized representative.
Company Name:
Authorized Representative/Title:
Phone Number:
Fax.Number:
Email Address:
Signature:
Date:
The abo e information is subject to verification by the City of Santa Fe. If the City finds a
misrepresentation, the bid may be automatically disqualified from the procurement process
or the contract may be canceled.

Pagel56
APPENDIXG
DRAFT CONTRACT
The Agreement included in this Appendix G represents the contract the City intends to use
to make an award. The City of Santa Fe reserves the right to modify the Agreement prior to,
or during, the award process, as necessary.

-----
CITY OF SANTA FE
Item#
Munis Contract#
RFP # 24/20/P
PROFESSIONAL SERVICES AGREEMENT
General Plan Update
TlilS Contract is made and entered into by and between the City of Santa Fe, New Mexico,
hereinafter referred to as the "City," and NAME OF CONTRACTOR_,hereinafter referred to as
the "Contractor," and is effective as of the date set forth below upon which it is executed by the
Parties.
RECITALS
WHEREAS, the Chief Procurement Officer of the City has made tbe determination that this
Contract is in accordance with the provisions of the New Mexico Procurement Code (NMSA 1978,
13-1-28 et seq.) pursuant to NMSA 1978, § 13-1-95.2.E; and NMSA 1978, § 13-1-111.
WHEREAS, the Contractor is one of such requisite and qualific tions and is willing to engage with
the City for professional services, in accordance with the terms and conditions hereinafter set out,
and the Contractor understanding and consenting to the foregoing is willing to render such
professional services as outlined in the Contract; and
WHEREAS, the Contractor does hereby accept its designation as [professional service], rendering
services related to [insert services] for the City, as set forth in this Contract; and
WHEREAS, it is agreed by the parties that the performance of tbe professional services is for a
period of [insert term], as directed by the City.
NOW, THEREFORE, the parties hereby agree as follows:
1. Scope of Work.
The Contractor shall provide the following services-for the City:
The General Plan Update is intended to capture the desired vision and choices related to Santa Fe's
future that will identify opportunities for beneficial use of the community's resources and guide
the advancement of the community. This will be accomplished through the implementation of
dynamic growth guidance strategies and actionable implementationsteps in the interest of enswing
a vibrant sense of place and belonging. These will reflect and promote overarching community
values, trends and themes, and correlate concepts such as sustainability, preservation of and access
to resources, community and cultural engagement, connectivity, affordability, economic
opportunity and prosperity, equity, inclusion, and regional partnerships.
Page I57

Page j 58
See Exhibit A for the full Scope of Work.
2. Standard of Performance; Licenses.
A The Contractor represents that Contractor possesses the personnel, experience
and knowledge necessary to perform the services described under this Contract.
B. The Contractor agrees to obtain and maintain throughout the term of this
Contract, all applicable professional and business licenses required by law, for itself, its employees,
agents, representatives and subcontractors.
Z. Compensation.
A. The City shall pay to the Contractor in full payment for services satisfactorily
performed at the rate of dollars ($ per hour (OR BASED UPON
DELIVERABLES, MILESTONES, BUDGET, ETC.), such compensation not to exceed
(AMOUNT), excluding/including gross receipts tax. The New Mexico gross receipts tax levied on
the amounts payable under this Contract totaling (AMOUNT) shall be paid by the City to the
Contractor. The total amount payable to the Contractor under this Contract, including
gross receipts tax and expenses, shall not exceed (AMOUNT). This amount is a maximum and
not a guarantee that the work assigned to be performed by Contractor under this Contract
shall equal the amount stated herein. The parties do not intend for the Contractor to continue
to provide services without compensation when the total compensation amount is reached.
Contractor is responsible for notifying the City when the services provided under this Contract
reach the total compensation amount. In no event will the Contractor be paid for services
provided in excess of the total compensation amount without this Contract being amended in
writing prior to those services in excess of the total compensation amount being provided.
B. Payment is subject to availability of funds pursuant to the Appropriations Paragraph
set forth below and to any negotiations between the parties from year to year pursuant to Paragraph
1, Scope of Work, and to approval by the City. All invoices MUST BE received by the City no later
than thirty 30) days after the termination of the Fiscal Year in which the services were delivered.
Invoices received after such date WILL NOT BE PAID.
C. Contractor must submit a detailed statement accounting for all services performed
and expenses incurred. If the City finds that the services are not acceptable, within thirty days after
the date of receipt of written notice from the Contractor that payment is requested, it shall provide
the Contractor a letter of exception explaining the defect or objection to the services, and outlining
steps the Contractor may take to provide remedial action. Upon certification by the City that the
services have been received and accepted, payment shall be tendered to the Contractor within thirty
days after the date of acceptance. If payment is made by mail, the payment shall be deemed tendered
on the date it is postmarked. However, the City shall not incur late charges, interest, or penalties for
failure to make payment within the time specified herein.

Pagel59
3. Term.
THIS CONTRACT SHALL NOT BECOME EFFECTIVE UNTIL APPROVED BY THE
CITY. This Contract shall terminate on DATID unless terminated pursuant to paragraph 4
(Termination), or paragraph 5 (Appropriations). This Contract will not excee"d a total of four (4)
years in accordance with NMSA 1978, §§ 13-1-150 through 152.
4. Termination.
A. Termination. This Contract may be terminated by either of the parties hereto upon
written notice delivered to the other party at least thirty (30) days prior to the intended date of
termination. Except as otherwise allowed or provided under this Contract, the City's sole liability
upon such termination shall be to pay for acceptable work performed prior to the Contractor's
receipt of the notice of termination, if the City is the terminating party, or the Contractor's sending
of the notice of termination, if the Contractor is the terminating party; provided, however, that a
notice of termination shall not nullify or otherwise affect either party's liability for pre-termination
defaults under or breaches of this Contract. The Contractor shall submit an invoice for such work
within thirty (30) days of receiving or sending the notice of termination. Notwithstanding the
foregoing, this Contract may be terminated immediately upon written notice to the Contractor if
the Contractor becomes unable to perform the services contracted for, as determined by the City or
if, during the term of this Contract, the Contractor or any of its officers, employees or agents is
indicted for fraud, embezzlement or other crime due to misuse of City funds or due to the
Appropriations paragraph herein. THIS PROVISION IS NOT EXCLUSIVE AND DOES NOT
WAIVE THE CITY'S OTHER LEGAL RIGHTS AND REMEDIES CAUSED BY THE
CONTRACTOR'S DEFAULT/BREACHOF THIS CONTRACT.
B. Termination Manaeement. Immediately upon receipt by either the City or the
Contractor of notice of termination of this Contract the Contractor shall: l) not incur any further
obligations for salaries, services or any other expenditure of funds under this Contract without
written approval of the City; 2) comply with all directives issued by the City in the notice of
termination as to the performance of work under this Contract; and 3) take suchaction as the City
shall direct for the protection, preservation, retention or transfer of all property titled to the City and
records generated under this Contract Any non-expendable personal property or equipment
provided to or purchased by the Contractor with contract funds shall become property of the City
upon termination and shall be submitted to the City as soon as practicable.
5. Appropriations.
The terms of this Contract are contingent upon sufficient appropriations and authorization
being made by the City Council for the performance of this Contract ITsufficient appropriations and
authorization are not made by the City Council, this Contract shall terminate immediately upon
written notice being given by the City to the Contractor. The City's decision as to whether sufficient
appropriations are available shall be accepted by the Contractor and shall be final. If the City
proposes an amendment to the Contract to unilaterally reduce funding, the Contractor shall have the
option to terminate the Contract or to agree to the reduced funding, within thirty (30) days of receipt
of the proposed amendment.

Page I60
6. Status of Contractor.
The Contractor and its agents and employees are independent contractors performing
professional services for the City and are not employees of the City. The Contractor and its agents
and employees shall not accme leave, retirement, insurance, bonding, use of City vehicles, or any
other benefits afforded to employees of the City as a result of this Contract. The Contractor
acknowledges that all sums received hereunder are reportable by the Contractor for tax purposes,
including without limitation, self-employment and business income tax. The Contractor agrees not
to purport to bind the City unless the Contractor has express written authority to doso, and then only
within the strict limits of that authority.
7. Assignment.
The Contractor shall not assign or transfer any interest in this Contract or assign any
claims for money dueor to become due under this Contract without the prior written approval of the
City.
8. Subcontracting.
The Contractor shall not subcontract any portion of the services to be performed under this
Contract without the prior written approval of the City. No such subcontract shall relieve the
primary Contractor from its obligations and liabilities under this Contract, nor shall any
subcontract obligate direct payment from the City.
9. Release.
Final payment of the amounts due under this Contract shall operate as a release of the City
its officers and employees from all liabilities, claims and obligations whatsoever arising from or
under this Contract.
10. Confidentiality.
Any confidential infonnation provided to or developed by theContractor in the performance
of this Contract shall be kept confidential and shall not be made available to any individual or
organization by the Contractor without the prior written approval of the City.
11. Product of Service - Copyri2,ht.
All materials developed or acquired by the Contractor under this Contract shall become the
property of the City and shall be delivered to the C1ty no later than the termination date of this
Contract Nothing developed or produced, in whole or in part, by theContractor under this Contract
shall be the subject of an application for copyright or other claim of ownership by or on behalf of
the Contractor.
12. Conflict of Interest: Governmental Conduct Act.
A. The Contractor represents and warrants that it presently has no interest and, during
the term of this Contract, shall not acquire any interest, direct or indirect, which would conflict in
any manner or degree with the performance or services required under the Contract,

Page I61
B. The Contractor further represents and warrants that it has complied with, and, during
the term of this Contract will continue to comply with, and that this Contract complies with all
applicable provisions of the Governmental Conduct Act, Chapter l 0, Article I6 NMSA 1978.
C. Contractor's representations and warranties in Paragraphs A and B of this Article 12
are material representations of fact upon which the City relied when this Contract was entered into
by the parties. Contractor shall provide immediate written notice to the City if, at any time during
the term of this Contract, Contractor learns that Contractor's representations and warranties in
Paragraphs A and B of this Article 12 were erroneous on the effective date of this Contract or have
become erroneous by reason of new or changed circumstances. If it is later determined that
Contractor's representations and warranties in Paragraphs A and B of this Article 12 were erroneous
on the effective date of this Contract or have become erroneous by reason of new or changed
circumstances, in addition to other remedies available to the City and notwithstanding anything in
the Contract to the contrary, the City may immediately terminate the Contract.
D. AH terms defined in the Governmental Conduct Act have the same meaning in this
section.
13. Amendment.
A. This Agreement shall not be altered, changed or amended except by instrument in
writing executed by the parties hereto and all other required signatories.
B. If the City proposes an amendment to the Agreement to unilaterally reduce ftmding
due to budget or other considerations, the Contractor shall, within thirty (30) days of receipt of the
proposed Amendment, have the option to terminate the Agreement, pursuant to the termination
provisions as set forth in Article 4 herein, or to agree to the reduced funding.
14. Entire Contract.
This Contract, together with any other documents incorporated herein by reference and all
related Exhibits and Schedules constitutes the sole and eotire Contract of the Parties with respect to
the subject matter of this Contract, and supersedes all prior and contemporaneous understandings,
agreements, representations, and warranties, both writtenand oral, with respect to the subject matter.
In the event of any inconsistency between the statements in the body of this Contract, and the related
Exhibits and Schedules, the statemenJs in the body of this Contract shall control.
15. Penalties for violation oflaw.
The Procurement Code, Sections 13-1-28 through 13-1-199, NMSA 1978, imposes civil
and criminal penalties for its violation. In addition, theNew Mexico criminal statutes impose felony
penalties for illegal bribes, gratuities and kickbacks.
16. Equal Opportunity Compliance.
The Contractor agrees to abide by all federal and state laws and rules and regulations, and
Santa Fe City Code, pertaining to equal employment opportunity. In accordance with all such laws
oftbe State ofNew Mexico, the Contractor assures that no person in the United States shall, on the
grounds of race, religion, color, national origin, ancestry, sex, age, physical or mental handicap, or
seriousmedical condition, spousal affiliation, sexual orientation or gender identity, be excluded from

Page j 62
employment with or participation in, be denied the benefits of, or be otherwise subjected to
discrimination under any program or activity performed under this Contract. If Contractor is found
not to bein compliance with these requirements during the life of this Contract Contractor agrees to
take appropriate steps to correct these deficiencies.
17. Applicable Law.
The laws of the State of New Mexico shall govern this Contract, without giving effect to its
choice of law provisions. Venue shall be proper only in a New Mexico court of competent
jurisdiction in accordance with NMSA 1978, sec. 38-3-2 . By execution of this Contract, Contractor
acknowledges and agrees to the jurisdiction of the courts of the State of New Mexico over any and
all lawsuits arising under or out of any term of this Contract.
18. Workers Compensation.
The Contractor agrees to comply with state laws and rules applicable to workers
compensation benefits for its employees. If the Contractor fails to comply with the Workers
Compensation Act and applicable rules when required to do so, this Contract may be terminated by
the City.
19. Professional Liabilitv Insurance.
Contractor shall maintain professional liability insurance throughout the term of this Contract
providing a minimum coverage in theamount required w1der the New Mexico Tort Claims Act. The
Contractor shall furnish the City with proof of insurance of Contractor's compliance with the
provisions of this section as a condition prior to performing services under this Contract
20. Other Insurance
If the services contemplated under this Contract will be performed on or in City facilities or
property, Contractor shalJ maintain in force during the entire term of this Contract, the following
insurance coverage(s), naming the City as additional insured.
A. Commercial General Liability insurance shall be written onan occurrence basis
and be a broad as ISO Form CG 00 01 with limits not less than $2,000,000 per occurrence and
$2,000,000 in the aggregate for claims against bodily injury, persona] and advertising injury, and
property damage. Said policy shall include broad form Contractual Liability coverage and be
endorsed to name the City of Santa Fe their officials, officers, employees, and agents as additional
insureds.
B. Broader Coverage and Limits. The insurance requirements under this Contract
shall be the greater of (I) the minimum coverage and limits specified in this Agreement, or (2) the
broader coverage and maximum limits of coverage of any insurance policy or proceeds available
to the Named Insured. It is agreed that these insurance requirements shall not in any way act to
reduce coverage that is broader or that includes higher limits thanthe minimums required herein.
No representation is made that the minimum insurance requirements of this Contract are sufficient
to cover the obligations of Contractor hereunder.

Page j 63
C. Contractor shall maintain the above insurance for the term of this Contract and
name the City as an additional insured and provide for 30 days cancellation notice on any
Certificate of Insurance form furnished by Contractor. Such certificate shall also specifically state
the coverage provided under the policy is primary over any other valid and collectible insurance
and provide a waiver of subrogation.
21. Records and Financial Audit.
The Contractor shall maintain detailed time and expenditure records that indicate the date;
time, nature and cost of services rendered during the Contract's term and effect and retain them for
a period of three (3) years from thedate of final payment under this Contract. The records shall be
subject to inspection by the City. The City shall have the right to audit billings both before and after
payment. Payment under this Contract shall not foreclose the right of the City to recover excessive
or illegal payments
22. Indemnification.
The Contractor shall defend, indemnify and hold harmless the City from all actions,
proceeding, claims, demands, costs, damages, attorneys' fees and all other liabihties and expenses
of any kind from any source which may arise out of the performance of this Contract, caused by the
negligent act or failure to act of the Contractor, its officers, employees, servants, subcontractors or
agents, or if caused by the actions of any client of the Contractor resulting in injury or damage to
persons or property during the time when the Contractor or any officer, agent, employee, servant or
subcontractor thereof has or is performing services pursuant to this Contract. In the event that any
action, s11it or proceeding related to the services performed by the Contractor or any officer, agent,
employee, servant or subcontractor under this Contract is brought against the Contractor, the
Contractor shall, as soon as practicable but no later than two (2) days after it receives notice thereof,
notify the legal counsel of the City.
23. New Mexico Tort Claims Act
Any liability incurred by the City of Santa Fe in connection with this Contract is subject to
the immunities and limitations of the New Mexico Tort Claims Act, Section 41-4-1, et. seq.
NMSA 1978, as amended. The City and its "public employees" as defined in the New Mexico Tort
Claims Act, do not waive sovereign immunity, do not waive any defense and do not waive any
limitation ofliability pursuant to law. No provision in this Contract modifies or waives any
provision of the New Mexico Tort Claims Act.
24. Invalid Term or Condition.
If any term or condition of this Contract shall be held invalid or unenforceable, the remainder
of this Contract shall not be affected and shall be valid and enforceable.
25. Enforcement of Contract.
A party's failure to require strict performance of any provision of this Contract shallnot waive
or diminish that party's right thereafter to demand strict compliance with that or any other
provision. No waiver by a party of any of its rights under this Contract shall be effective unless
express and in writing, and no effective waiver by a party of any of its rights shall be effective to
waive any other rights.

26. Notices.
Any notice required to be given to either party by this Contract shall be in writing and shall
be delivered in person, by courier service or by U.S. mail, either first class or certified, return
receipt requested, postage prepaid, a,s follows:
To the City: (insert name, address and email].
To the Contractor: [insert name, address and email].
27. Authority.
If Contractor is other than a natural person, the individual(s) signing this Contract on behalf
of Contractor represents and warrants that he or she has the power and authority to bind Contractor,
and thatno further action, resolution, or approval from Contractor is necessary to enter intoa binding
contract.
28. Merger.
This Contract incorporates all the Contracts, covenants and understandings between the
parties hereto concerning the subject matter hereof, and all such covenants, Contracts and
understandings have been merged into this written Contact. No prior Contract or understanding, oral
or otherwise, of the parties or their agents shall be valid or enforceable unless embodied in this
Contract.
29. Non-Collusion.
In signing this Contract, the Contractor certifies the Contractor bas not, either directly or
indirectly, entered into action in restraint of free competitive bidding in connection with this offer
submitted to the City's Chief Procurement Officer.
30. Default/Breach.
In case of Default and/or Breach by the Contractor, for any reason whatsoever, the City may
procure the goods or services from another source and hold the Contractor responsible for any
resulting excess. costs and/or damages, including but not limited to, direct damages, indirect
damages, consequential damages>special damages and the City may also seek all other remedies
under the terms of this Contract and under law or equity.
31. Equitable Remedies.
The Contractor acknowledges that its failure to comply with any provision of tbis Contract
will cause the City -irrevocable harm and that a remedy at law for such a failure would be an
Page I64

Pagel65
inadequate remedy for theCity, and the Contractor consents to the City's obtaining from a court of
competent jurisdiction, specific performance, or injunction, or any other equitable relief in order to
enforce such compliance. The City's rights to obtain equitable relief pursuant to this Contract shall
be in addition to, and not in lieu of, any other remedy that the City may have under applicable law,
including, but not limited to, monetary damages.
32. Default and Force Maieure.
The City reserves the right to cancel all or any part of any orders placed under this Contract
without cost to the City, if the Contractor fails to meet the provisions of this Contract and, except as
otherwise provided herein, to hold the Contractor liable for any excess cost occasioned by the City
due to the Contractor's default. The Contractor shall not be liable for any excess costs if failure to
perform the order arises out of causes beyond the control and without the fault or negligence of the
Contractor; such causes include, but are not restricted to, acts of God or the public enemy, acts of
the State or Federal Government, fires, floods, epidemics, quarantine restrictions, strikes, freight
embargoes, unusually severe weather and defaults of subcontractors due to any of the above, unless
the City shall determine that the supplies or services to be furnished by the subcontractor were
obtainable fromother sources in sufficient timeto permit theContractor to meet the required delivery
scheduled. The rights and remedies of the Cityprovided in this Clause shall not be exclusive and are
in addition to any other rights now being provided by law or under this Contract.

Page 166
IN WITNESS WHEREOF, the Parties have executed this Contract as of the date of the signature
by the required approval authorities below.
CITY OF SANTA FE: CONTRACTOR:
ALAN WEBBER, MAYOR NAME
DATE:
TITLE
DATE:
CRS#
Registration# _
ATTEST:
KRISTINE BUSTOS MIHELCIC, CITY CLERK
CITY ATTORNEY'S OFFICE:
SENIOR ASSISTANT CITY ATTORNEY
APPROVED FOR FINANCES:
EMILY OSTER, FINANCE DIRECTOR
Org. Name/Org#.

Page 167
Exhibit A
Scope of Work
The Consultant Services may incJude, but are not limited to, administrative coordination and
support, public engagement, land use planning analysis and recommendations delivered in a
variety of formats including reports, maps, digital and paper publications. The Consultant Team
may include subcontractors, community organizations and other relevant members needed to
perform the required tasks.
Tasks and Phases are meant to provide guidance on structure and schedule of deliverables but may
change due to circumstances including but not limited to Land Development Code Rewrite
progression, Consultant recommendations or other circumstances.
The Tasks and Phases listed below are intended to include the entire General Plan Update project,
however only Phase 1 is currently funded. The subsequent Phases 2 and 3 will be undertaken as
funding becomes available in subsequent fiscal years.
A. GOALS
The revised General Plan is intended to capture the desired vision and choices related to Santa Fe's
future with a 20-year plan that will identify opportunities for beneficial use of the community's
resources and guide the advancement of the community. This will be accomplished through the
implementation of dynamic growth guidance strategies and actionable implementationsteps in the
interest of ensuring a vibrant sense of place and belonging. These will reflect and promote
overarching community values, trends and themes, and correlate concepts such as sustainability,
preservation of and access to resources, communjty and cultural engagement, connectivity,
affordability, economic opportunity and prosperity, equity, inclusion, and regional partnerships.
The General Plan Update will identify desired and attainable goals, each with a set of quantifiable
objectives which are correlated with the implementation plan.
To achieve this vision, theCity aspires to the following goals:
1) Enhance the City's quality oflife by ensuring that development is sustainable, and that social
equity, physical growth, redevelopment, and natural resource conservation and protection are
balanced, guided and dynamic.
2) Foster the Santa Fe tradition which enriches everyday life by designing urban spaces conducive
to exceptional community character, public safety, and establishing an ecological conservation
basis for urban design, while continuing to honor beneficial existing growth patterns.
3) Promote a compact urban form that enables the development of affordable housing, provides a
mix of housing types and land uses in all areas of the city.
4) Promotes the stabilization of neighborhoods by implementing policies and programs that
prevent residentiaJ and small business displacement.
5) Develop a sector planning process that promotes community cohesion, shared ownership and
sense of place.

Pagel AA
6) Reduce automobile dependence by becoming a city where essential goods, services,
employment and amenities are available to residents within their neighborhood Improve
transportationnetwork connectivity and provide equitable access to affordable and multimodal
transportation that connects underserved communities to services and employment.
7) Diversify the economy while enhancing the city's unique character and sense of place.
8) Develop a regional growth management policy framework in collaboration with regional
partners.
9) Promote engagement with regional partners to ensure coordinated growth and development,
and annexation and expansion at the City's periphery.
10) Develop a comprehensive and enforceable review process that balances the goals of the
General Plan when determining planning and development decisions.
11) Develop an implementation plan that creates a consistency of purpose across City departments.
12) Promote reconciliation of detrimental inconsistencies,disparities and inequities within the city
and among its residents.
B. OBJECTIVES
In order to accomplish these goals, the City intends to engage in the General Plan Update,
including an extensive communjty outreach program, that will identify quantifiable and achievable
objectives that help answer the following questions:
1) "What's missing and where?" - Identify perceived challenges and shared objectives.
2) "Who is it for andhow will it help them?" -Identify connections and sources of mutual
benefit to the community that promote cohesion and take advantage of opportunities to
enhance shared sense of place.
3) "What are we trying to deliver and how will it be provided?" - Identify the balance of
measures for implementation that best promote, benefit and incentivize livability, equity,
health and wellness across the spectrum of the demographic and economic landscape.
C. ASSUMPTIONS
City Staff and Consultant Support:
Citystaff from the Planning and Land Use Department will actively manage and participate in
the revision. The staff will provide all existing data, plans and reports, Geographic lnformation
System (GIS) mapping, and will assist in the reproduction and distribution of materials
including mailings, meeting set-up, and other logistical and administrative functions.
City staff will coordinate meeting logistics with any working group, stakeholder group, or
committee that may be agreed upon during Task 1. Consultant and City staff will conduct bi-
weekly (or as needed) project management meetings (via video conference call) to address
project management issues. Duringespecially intense periods, these meetings may take place
weekJy. Consultant will produce monthly written (PDF format) status reports including a
summary of all project activity andcorelated invoicing prior to monthly meetings that will be
attached to meeting agendas and monthly invoices,

Statutory Requirements:
The General Plan Revision will exceed the minimum State of New Mexico Statute
requirements outlined in Chapter 3 - Municipalities, Article 19- Planning and Platting and
Section 3-19-11 - Legal status of master plan and 3-19-1 - Creation of a Planning Commission
and all related "Annotations."
Scope of Service Tasks:
It is the intent of the Scope of Service Tasks to provide an essential framework of desired
deliverables from the project. The General Plan Update consultant is expected to collaborate
with the Land Development Code update project team across all threephases, hut particularly
in Phase 3, where the code will be amended to reflect the goals and policies identified in the
General Plan update project. The full Land Development Code project scope is listed in
Section I. G. Procurement Library.
D. DETAILED SCOPE OF WORK
PHASEl
Approximately 12 months
Task 1. Administrative Coordination:
The City is seeking the best approach, process and best practices to develop the update,
communication protocol, and an intern.al meeting schedule in coordination with City staff as
outlined below.
1) Project Team Kick-Off and Pre-planning Coordination, including:
a) Define and come to agreement on plan update development approach, process outline and
best practices.
b) Establish methods of communication and content sharing.
c) Develop agreed upon plan development groups, engagement partners and strategies,
committees, stakeholders that will be part of the development of the General Plan.
d) Conduct in-person introductions and tours as needed. Work with City staff and leadership
to evaluate current long-range planning practices and develop strategies to optimize
-internal workflows and planning activity outcomes.
Task 2. Existing Conditions and Trends
The City is looking for a baseline of information on existing conditions, including
identification of keyissues, problems and long.range goals. The City staff will provide all
necessary existing materials, data and documentation. The consultant's responsibility will be
to analyze this data and document the findings, and to conduct research, outreach, etc. and
production of deliverables listed below. All maps will be done within the ArcGIS Software
family and will be made compatible with existing City mapping systems.
The analysis should include but is not limited to mapping, surveys, studies, assessments and
analysis of the following;
Page I 69

1) Base Mapping
2) Regional Trends
a) Population and Growth Trends.
b) Demographic trends.
3) Land Capability Analysis
4) Existing Land Use and Development:
a) Identify developable land, including infill and redevelopment.
5) Neighborhoods: Develop an official ''Neighborhood and Districts" map for the City."
a) Downtown: Conduct a more granular survey and analysis of downtown Santa Fe.
6) Fiscal Sustainability:
a) Include a "value per acre1' analysis or similar analysis.
7) Urban Design
8) Transportation
9) Public and Private Utilities
10) ffistorical and Cultural Facilities
11) Public Safety
12) Schools
13) Parks and
Recreation 14)Housing
15) Economic Development Assessment
16) Environmental Stewardship\Natural Resources
17) Institutional Structures:
a) Ongoing planning efforts and their sponsor departments/jurisdictions.
Assessment Report: The findings of the above items will be summarized in a written (PDF
format) Assessment Report. The findings will identify relevant planning issues, a summary of the
findings, andpolicy implications for the General Plan. The report will be reviewed by the
appropriate groups/committees as well as the public. It will be published on the project website
where the public will be able to make comments and recommendations based on the report's
findings.
Task 3. Digital User Platform (development and refinement to continue through all phases)
The City seeks a web-based dynamic interface tool that will enable staff, elected officials, the
public, developers and stakeholders to access a user-friendly on-line version of the General Plan.
Theplatform will become the Planning and Development Hub for the City after the General Plan
is adopted, and therefore must be accessible and updatable by City staff.
1) The platform must include all maps, data and studies. The maps, data and studies should take
advantage ofESRI Storymaps or similar technology to be interactive and easily understood.
2) Theplatform will integrate other adopted City plans, including the plan texts and map
components such as the Residential Pipeline Map, Bicycle Master Pl the Pedestrian Master
Plan, the Water Plan>etc. The General Plan components should be included as map layers so
they can be overlaid with components from other plans.
3) The platform wi1l include an engagement section that becomes the main hub for digital
engagement for the Planning and Land Use Department.
Pagel70

Page I 7!
4) The platform will be built in such a way tha!other planning projects such as the Land
Development Code website and permit searches can easily be integrated.
5) The platform will include a backend, dashboard-style user interface that enables City staff to
run reports and manage the General Plan project.
6) The platform will be built with translation and accessibility options that meet City engagement
standards.
PHASE2
Approximately 6 months (in tandem with LDC update Phase 2)
Task 4. Public Engagement Plan
The coordination and execution of community outreach and engagement cannot be understated
as a crucial component to the success of this project. Based on Public Engagement Plans
submitted by the Consultant, a special coordination meeting shall occur to be determined in
Task 1 for the purpose of refining the General Plan so that each stakeholder consents to it and
bas a role in its success.
J) The Public Engagement Plan should include the following elements:
a) Inclusive meeting provisions, such as:
i) Foodand refreshments.
ii) Childcare.
iii) Interpretationservices.
iv) Youth-oriented activities and meetings.
v) Larger events may have live entertainment to attract a wider audience.
vi) Collaboration with community partners such as churches, schools and organizations.
b) Plan to recruit equity representatives to drive engagement in their commuruty, attend public
meetings, and participate in working groups/committees.
i) Representatives should be from an underrepresented community, such as Spanish
speaking, indigenous, youth, low-income, etc.
ii) The Plan should recomm(!nd payment structure for equity representatives.
c) Review and consider Culture, History, Art, Reconciliation and Truth (CHART) outcomes.
d) Review and consider Midtown outreach outcomes.
2) The consultant should provide local engagement and Public Relations (PR) support
subcontracted by the offerors.
a) The PR team will work directly with City of Santa Fe Communications and Public
Engagement teams to develop outreach materials that meet City standards.
b) The Public Engagement Plan will be developed using the forthcoming City of Santa Fe
Community Engagement Guide to craft all engagement materials. The City Clerk's office
is expected to adopt the Engagement Guide in the coming months and will be shared with
the project team at that time.
c) The PR team will provide all project engagement materials in both English andSpanish
and meet City accessibility standards for online and in-person engagement.
d) The PR team will partner with local community-based organizations to conduct targeted
engagement activities.
Task 5. Assessment Report

Page I 72
Create a report on the engagement findings and identify the City's short-term and long-term needs
anddesires. The report should include a summary of findings from Task 2, Existing Conditions
and Trends, a summary of findings from Task 4, Public Engagement, and a narrative description of
the steps that should be taken to address those findings.
PHASE3
Approximately 24 months (in tandem with LDC update phase 3)
Task 6. Growth Scenario Planning
Utilizing previous tasks' analysis andengagement, the consultant will develop several future
growth scenarios for future land use and development patterns. The consultant will use dynamic
visualization and analysis techniques to communicate the outcomes of each scenario to the City
and the public. These scenarios will be used throughout the planning draft process to demonstrate
the outcomes of proposed planning policies.
Task 7. General Plan Draft
The consultant will prepare the first draft of the General Plan Update. The draft shall include
analysis and recommendations for each of the topics listed below. Other than certain required
sections, the General Plan may be organized in a manner that best suits the project's overall goals,
the vision of the project team and the consultant's workflow as approved by City Staff.
1) Executive Summary (required)
2) Introduction, Vision & Themes
3) Existing Conditions and Trends
a) See "Task 2" above.
4) Assessment Report (required)
a) Report engagement findings and identify of the City's short-term and long-term needs and
desires.
5) Land Use and Growth Scenarios (see "Task 6" above)
a) Develop the Future Land Use Map based on collaboration with Land Development Code
Rewrite team and goals and objectives determined in this General Plan Update. Integrate
Future Land Use Map into Digital User Platform to demonstrate theconnection to other
elements of the General Plan.
6) Regional Planning
a) Priorities, major projects and organizational structures.
7) City Character
a) Provide updated analysis of existing City Character, emphasizing areas of the City outside
of historic overlays (Historic-area character is aheady well established and documented,
only needs to be updated with current conditions.)
b) Identify desired urban form for all areas of the City, coinciding with existing neighborl1ood
boundaries, opportunity zones, redevelopment areas, master planned areas, and other
contextual information.
8) Sector and Special Area Planning
a) Identify areas for future Sector and Special Area scale planning.
b) Develop strategies for Special Areas places for locals in addition to tourists.

Page I 73
c) Assess Special Areas. at granular level including economic activity, mobility, urban design
and housing.
d) Propose "catalyzing" City-led redevelopment projects of city owned property and Right of
Way (R.O.W.) to be incorporated into sector plans.
9) Mobility and Accessibility
a) Integrate goals existing plans including Multimodal Transition Plan, Bicycle/Ped/Transit
Plans, Sustainability Plan.
b) Using recommendations from existing plans, identify quantifiable targets for transportation
mode-shift.
i) Identify quantifiable targets for infrastructure improvements to achieve mode-sbii:\.
c) Develop a "Connectivity and Street Network" map that requires future development to
adhere to a street network that creates permeable, publicly accessible new development and
improves connectivity in existing neighborhoods.
10) Infrastructure and Facilities
a) Integrate various infrastructure and facility plans to ensure various Capital projects are
optimized and not redundant.
b) Identify infrastructure nee-ds and desires such as improved internet, areas to extend utilities,
etc.
c) Using ongoing facilities evaluation, identify top priorities for new facilities and facility
improvements.
d) Evaluate Green Infrastructure and recommend improvements.
11) Climate and Natural Resources
a) Integrate relevant plans (such as water and sustainability plans) and correlate with goals
and objectives of the General Plan.
12) Affordability and Human Services
a) Integrate various Human Service plans such as Senior Services, Youth and Family
Services, Recreation Plans.
b) Make recommendations for additional affordable housing tools.
c) Make "Affordable Living" recommendations that address other aspects of affordability
beyond housing.
13) Development Review Guidelines
a) Develop review processes to assess private and public development for compliance with
the General Plan.
14) Glossary
15) Appendices
Task 8. Implementation and Administration Plan
Develop an Implementation Plan with the following components:
a) Provide detailed Implementation Plan that ties each recommendation to achievable goals
and objectives.
j) Each goal/objective should include proposed cost, departmental responsibility, and
timeline.
Administration Plan should include procedures for the following:
i) Annual progress and action reports.
ii) C.l.P. Plan update process.
iii) 5-year reviews.

PageI7•l
iv) 20-year update timeline from planned adoption year.
v) Identify 40-80+ year elements.
Task 9. General Plan Adoption and Publication
The consultants will work in tandem with City staff and City leadership throughout the duration of
the General Plan adoption process. General Plan adoption related responsibilities include but are
not limited to:
i) Attend and present to commissions, board and the governing body.
ii) Respond to questions from the public, City staff and leadership regarding all aspects of
the General Plan Update.
iii) Make any amendments necessary that are identified during the adoption process.
iv) Assist with the transition to the new General Plan as necessary.
After adoption, the consultants will be responsible for the publication of the General Plan,
including:
i) Providing hard copies to the City and stakeholders if desired.
ii) Publishing the final adopted General Planto the project website.
iii) Finalizing any other aspects of the project.

Contract Exhibit 2 EXHIBIT A
CITY OF SANTA FE
PLANNING & LAND USE DEPARTMENT
GENERAL PLAN UPDATE
TECHNICAL PROPOSAL
RFP #24/20/P
Revised April 22, 2024
The City Different

City of Santa Fe General Plan Update
Letter ofTransmittal I A
APPENDIXD
Letter of Transmittal Form
ITEMS #1 to #4 EACH MUST BE COMPLETED IN FULL (pursuant to Section Il.C.29). DO NOT
LEAVE ANY ITEM BLANK! (N/A, None, Does not apply, etc. are acceptable responses.)
RFP#: 24/20/P
1. ldentifv the following information forthe submitting organization:
Offeror Name WSPUSAinc.
Mailina Address 2440 Louisiana Blvd NE, Suite 400, Albuquerque NM 87110
Teleobone 505-881-5357
FEDID# 11-1531569
NMCRS# 01-195458-002
2. Identify the individual(s) authorized by the organization to (A) contractually obligate,
(B) negotiate, and/or (C) clarify/respond to queries on behalf of this Offeror:
A
Contractually Oblieate B
Ne2otiate*
C
Clarifv/Respond to Queries*
Name ManieetRanu
Title Senior Vice President
Email Manjeet.Ranu®wsp.com
Telephone 858-869-7190
* If the individual identified in Colwnn A also perfoJ'Illll the functions identified in Columns B & C, then no Tcsponse is required for those Columns.
If separate individuals perfonn the functions in Columns B and/or C, they must be identified.
3. Use of subcontractors (Select one):
No subcontractors will be usedin the performance of any resultant contract, OR
. ... :{_ The following subcontractors will be used in the performance of any resultant contract:
Leland Consulting Group; Design Workshop
(Attach extra sheets, as needed)
4. Describe any relationship with any entity (such as the City of Santa Fe, State Agency, reseller,
etc. that is not a subcontracto.r(s) listed in #3 above), if any, which will be used in the performance of
any resultant contract. (N/A, None, Does not apply, etc. are acceptable responses to this itetn.)
NIA
(Attach extra sheets, as needed)
By signing t.he form below, the Authorized Signatory attests to the accuracy and veracity of the
information provided on this form, and explicitly acknowledges the following:
• On behalf of the submitting-organization identified in item #1, above, I accept the Conditions
Governing the Procurement, as required in Section11.C.l. of this RFP;
• I concur that submission of our pro_posa1 constitutes acceptance of the Evaluation Factors contained
in Section V of this RFP; and
• I acknowledge receipt of any and all amendments to this RFP, if any.
November 28 , 20-2-3-
Authorized Signature and Date (Must be signed by the individual identified in item #2.A, above.)
\ \ I ) nul¥ Comprehensive I Inclusive Engagemel'\t I lmpactful fhnovations r Future Ready I Immediately implementable j11

City or Santa Fe Genera, 1::i1an Update
Letter ofTransmittal I A
November 28, 2023
Ms. Heather L Lamboy, AICP, Assistant Director of Planning and Land Use & Procurement Manager
c/ o Central Purchasing Division
City of Santa Fe
PO Box909
Santa Fe, New Mexico 87504-0909
Re: City of Santa Fe General Plan Update (RFP 24/20/P)
Dear Ms. Lamboy and Selection Committee:
WSP with our team members, Design Workshop and Leland Consulting Group, are very excited to
submit this proposal to support the City's update of the 1999 General Plan. We have beeneagerly
aw.titing this opportunity, as Santa Fe is special place, home to many cultures that have influenced
what it is today.
Our approach to support updating the General Plan includes these five key themes:
• Truly Comprcher1sive
Inclusive Engagement
rmpactful Innovations
• Tutu.re Ready
• Immediately Intplementable
WSP is a multidisciplinary professional services firm that understands the full spectrum of moving
from notional ideas about how to organize around and respond to opportunities and issues toward
successful, tangible implementation.WSP knows how to keep plans from sitting on a shelf
because WSP delivers projects-from rapidly replacing the West Alameda culvert in Santa Fe,
advising on the Santa Fe Midtown plan to delivering multi-billion-dollar infrastructureprojects
across the globe-our experience and approach ensures that this willbe an actionable
General Plan.
Our team oflocal, regional, and national experts are pleased to have this opportunity to support the
City's present, do right for its future, and both respect and atone for its history.
Sincerely,
!Daniel (Dan) Baer, AICP
Principal-in-Charge (PIC)
National Planning Marketing Lead
Manjeet Ranu., AICP
Project Manager
National Planning Lead
Senior Vice President
\ \ ' I ) Truly Comprehensive 11ncluslve Engagement I lmpactful Innovations I Future"Ready) Immediately Implementable (21

City of Sama Fe Genera, Plan update
Campaign Contribution Disclosure Form I 8
CAMPAIGN CONTRIBUTION DISCLOSURE FORM
Pursuant to NMSA 1978, §§ 13-1-28, and13-1-191.1, as amended by Laws of 2007, Chapter 2341
prospective contractor subject to this section shall disclose all campaign contributions given by
the prospective contractor or a family member or representative of the prospective contractor to an
applicable public official of the state or a local public body during the two years prior to the date
on which a proposal is submitted or, in the case of a sole source or small purchase contract, the two
years prior to the date on which the contractor signs the contract, if the aggregate total of
contributions given by the prospective contractor or a family member or representative of the
prospective contractor to the public official exceeds two hundred fifty dollars ($250) over the two-
year period. A prospective contractor submitting a disclosure statement pursuant to this section
who has not contributed to an applicable public official, whose family members have not
contributed to an applicable public official or whose representatives have not contributed to an
applicable public official shall make a statement that no contribution was made.
A prospective contractor or a family member or representative of the prospective contractor shall
not give a campaign contribution or other thing of value to an applicable public official or the
applicable public official's employees during the pendency of the procurement process or during
the pendency of negotiations for a sole source or small purchase contract.
Fwthermore, a solicitation or proposed award for a proposed contract may be canceled pursuant to
NMSA 1978, § 13-1-181 or a contract that is executed may be ratified or terminated pursuant to
NMSA 1978, § 13-1-182 if a prospective contractor fails to submit a fully completed disclosure
statement pursuant to this section; or a prospective contractor or family member or representative of
the prospective contractor gives a campaign contribution or other thing of value to an applicable
public official or the applicable publicofficial's employees during the pendency of the procurement
process.
The state agency or local public body that procures the services or items of tangible personal
property shall indicate on the form the name or names of every applicable public official, if any,
for which disclosure is required by a prospective contractor.
THIS FORM MUST BE INCLUDED IN THE REQUEST FOR PROPOSALS AND MUST BE
FILED BY ANY PROSPECTIVE CONTRACTOR WHETHER OR NOT THEY,THEIR
FAMILY MEMBER, OR THEIR REPRESENTATIVE HAS MADE ANY CONTRIBUTIONS
SUBJECT TO DISCLOSURE.
The following definitions apply:
"Applicable public official" means a person elected to an office or a person appointed to complete
a term of an elected office, who bas the authority to award or influence the award of the contract
for which the prospective contractor is submitting a competitive sealed proposal or who has the
authority to negotiate a sole source or small purchase contract that may be awarded without
submission of a sealed competitive proposal.
"Campaign Contribution" means a gift, subscription, loan, advance or deposit of money.
\ I ) Truly Compret,ens1ve I InclusiveEngagement f lmpactful Innovations IF<uture ReadyJ lmmediateiy lmpfemenrabre j!J

City of Santa Fe Genera, Plc:in update
Campaign Contribution Disclosure Form I B
or other thing of value, including the estimated value of an in-kind contribution, that is made to or
received by an applicable public official, or any person authorized to raise, collect, or expend
contributions on that official's behalf for the purpose of electing the official to statewide or local
office. "Campaign Contribution" includes the payment of a debt incurred in an election campaign
but does notinclude the value of services provided without compensation or unreimbursed travel
or other personal expenses of individuals who volunteer aportion or all of their ti.me on behalf of a
candidate or political committee, nor does it include the administrative or solicitation expenses of a
political committee that are paid by an organization that sponsors the committee.
''Family member" means a spouse, father, mother, child, father-in-law, mother-in-law, daughter-
in-law or son-in-law of (a) a prospective contractor, if the prospective contractor is a natural person;
or (b) an owner of a prospective contractor;
''Pendency of the procurement process" means the time period commencing with the public
notice of the request for proposals and ending with the award of the contract or the cancellation of
the request for proposals.
"Prospective contractor" means a person or business that is subject to the competitive sealed
proposal process set forth in the Procurement Code [NMSA 1978, §§ 13-1-28 through 13-1-1991
or is not required to submit a competitive sealed proposal because that person or business qualifies
for a sole source or small purchase contract.
"Representative of a prospective contractor" means an officer or director of a corporation, a
member or manager of a limited liability corporation, a partner of a partnership or a trustee of a
trust of the prospective contractor.
Name(s) of Applicable Public Official(s) if any:
Mayor Alan M Webber
Councilor Signe Lindell, Pro-tern
Councilor Renee Villarreal
Councilor Michael Garcia
Councilor Carol Romero-Wirth
Councilor lee Garcia
Councilor Christopher Rivera
Councilor Amanda Chavez
Councilor Jaime Cassutt
DISCLOSURE OF CONTRIBUTIONS BY PROSPECTIVE CONTRACTOR:
Contribution Made By; NIA
Relation to Prospective Contractor:
Date Contribution(s) Made:
\ \ I } Truly Comprehensive I Inclusive Engagement I lmpactful lnnovat1ons I Future Ready I Immediately Implementable (._j

\ \ I ) Truly Comprehensive IInclusive Engagement 11mpactfu11nnovat1ons I Future Ready I 1mmediatefy Implementable ts)
City of Santa Fe Genera1 Plan Update
Campaign Contribution Disclosure Form I B
Amount(s) of Contribution(s)
Nature of Contribution(s)
Pwpose of Contribution(s)
(Attach extra pages if necessary)
Signature Date
Title (position)
-OR-
NO CONTRIBUTIONS IN THE AGGREGATE TOTAL OVER TWO HUNDRED FIFTY
DOLLARS ($250) WERE MADE to an applicable public official by me, a family member or
representative.
v{ , November 28, 2023
Signature Date
Principal-in-Charge
Title (Position)

\ \,, I ) Truly Comprehensive I Inclusive Engagement j lmpactfulInnovationsI Future Ready I Immediately Implementable [6}
City of Santa Fe Genera, Plan Update
Table of Contents I C
0 Signed Letter of Transmittal 1
0 Signed Campaign Contribution Form 3
e Table of Contents 6
G Proposal Summary 7
0 Response to Contract Terms & Conditions 8
0 Offerer's Additional Terms & Conditions 9
e Response to Specifications 10
l. Organizational Experience 10
2. Oral Presentation 50
3. Mandatory Specification 51
4. Desirable Specification 79
5. Local Preference 80
0 Other Supporting Material 82
* Our Non-Collusion Affidavit and Conflict of Interest forms can be found in the
Other Supporting Material section
Addressing Challenges with Innovative
Design & Delivery

City of Santa Fe Genera, Plan update
Proposal Summary I 0
D. PROPOSAL SUMMARY
BE GUIDED
Our approach to updating the General Plan:
• Truly comprehensive. A living and relevant document that is
calibrated periodically.
• Inclusive engagement. Broad and targeted, traditional and modern
approaches.
• Impactful innovations. A culturally and technologicallysmart City.
• Future ready. Environmentally, economically, and socially resilient.
• Immediately implementable. Designed to be achievable and
accountable.
BE FOCUSED
Keeping the General Plan Update on track.
• Process focused project management
• Identify key themes to develop an actionable plan
• Use milestones as stage gates to drive project progress
BE COORDINATED
Staying coordinated with current, major Cityinitiatives, including:
• Land development code update
• Regional partner governance
• Midtown implementation
BE ENGAGED
Public, stakeholder, and partner engagement to add inclusive value and
build consensus.
• Public engagement plan
• Online civic engagement tool
• Community partners
BE READY
Understanding the tools necessary to achieve successful implementation.
• Position for funding opportunities
• Understand trends
• Develop organizational capacity
We are local. Our Santa Fe office is located on 150 Washington Ave.
Suite 201, Santa Fe, NM 87501 less than two blocks away from the
Santa Fe Plaza.
We live here. Members of our WSP teamlive and work in Santa Fe and
we take pride in our community.
We work here. We have completed numerous projects in and around
Santa Fe including Acequia Trail Pedestrian and Bicycle Underpass for
City of Santa Feand the NM 14 Cerrillos Road Study for the NMDOT.
Our Experienced Team
Our proposed team, led by
project manager, Manjeet
Ranu,has experience and
expertise in the General Plan
tasks outlined in the RFP
including, but not limited to:
AdministrativeCoordination
Existing Conditions
BaseMapping
Regional Trends
Land Capability Analysis
/ Existing LandUse and
Development
Neighborhoods
Fiscal Sustainability
Urban Design
Transportation
Public& Private Utilities
Historical &Cultural Facilities
Public Safety
·"Schools
Parks & Recreation
Housing Economic
Development Assessment
Environmental Stewardship/
Natural Resources
/ Institutional Structures
Digital User Platform
Public Engagement Plan
Assessment Reports
Growth Scenario Planning
,1 General Plan Drafting
• Implementation &
Administration Plan
Plan Adoption & Publication
Equity &Inclusion
Smart Cities
Municipal Infrastructure
• Water
\ \ ',Ii ) TrulyComprehensive I Inclusive Engagement J lmpactful Innovationsl Future Ready I Immediately Implementable{7]

City of Santa Fe Generai Plan update
Response to Contract Terms& Conditions f E
E. RESPONSE TO CONTRACT TERMS & CONDITIONS
WSP USA Inc. has reviewed the sample contract provided with the RFQ and would like to submit the
following changes for consideration set forth in Section II.C.15.
WSP LEGAL EXCEPTIONS
ARTICLE/ PARAGRAPH
OR EXHIBIT
REFERENCE PROPOSED CHANGES/ALTERNATE LANGUAGE FOR CONSIDERATION
9. Release
Page 60 Proposed Change:Add, "payment" to thisArticle asshown forclarification.
9. Release
Final payment.of the amounts due under this Contractshall operate as a releaseof the City,
itsofficers andemployees from all payment liabilities, claims andobligations whatsoever
arising from or under this Contract.
22. Indemnification
Page 63 Proposed Change: Delete, "defend" in this Article asshown for clarification.
22, Indemnification
I TheContractor shalld-cfmd, indemnify and hold harmless the City from all actions,
proceeding, claims, demands, costs, damages, attorneys' fees andallother liabilities
and expenses of any kind from any source which may arise out of the performance of
this Contract, caused by the negligent actor failure toact of the Contractor, its officers,
employees, servants, subcontractorsor agents, or if caused by the actions ofanyclient
of the Contractor resulting in injury or damage to persons or property during the time
when the Contractor or anyofficer, agent, employee, servant or subcontractor thereof
has oris performing services pursuant to this Contract. In the event that anyaction, suit
or proceeding related to theservices performed by the Contractor or any officer, agent,
employee, servant or subcontractor under this Contract is brought against theContractor,
the Contractor shall, as soon as practicable but no later than two (2) days after it receives
notice thereof, notify the legal counsel of the City.
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City of Santa Fe Genera, Plan update
Offerer's Additional Terms & Conditions I F
F. OFFEROR'S ADDITIONAL
TERMS & CONDITIONS
WSP USA Inc. requests no additional contract terms
andconditions.
'''I Truly Comprehensive J Inclusive Engagement J lmpactful Innovations I Future Ready I Immediately Implementable[9J

City of Santa Fe Genera1 Plan update
Response to Specifications I 0
G. RESPONSE TO SPECIFICATIONS
1. ORGANIZATIONAL
EXPERIENCE
..------ WSP AT A OLANCE -----
Team with
Our team has the combined General
Plan project experience and·
qualifications to deliver the desired
Qv 2 ft.s. (.O
"";\ li0'il
the Expertise
to Deliver
Collabo.rative
vision and choices for Santa Fe's future.
We have provided some relevant
projects and showcased our qualified
team on the following pages.
ff]'] 15,500+
WlliW Employees
300+
Offices
o "- & Experienced
n Team
Local
Santa Fe
Presence
WSP is a multidisciplinarystrategy, planning,
design, delivery and management consultancy
that develops creative, comprehensive and
sustainable solutions for a future in which
society and our planet can thrive. Equipped with
an intimate understanding of local intricacies,
world-class talent and proactive leadership, we
enable long-lasting and impactful solutions to
uniquely complex opportunities and problems.
WSP has offices throughout the United States
and globally, including major collaborations
throughout the southwest. Lead WSP staff
serving Santa Fe all have substantial experience
practicing in the southwest undertaking
similar multidimensional work. WSP regularly
undertakes similarly complex efforts with
outstanding, unifying outcomes.
WSP understands the importance of the planning
process, which supports navigating toward
successful outcomes, with the technical and
engagement work embeddedin the process
to inform decision-making. Investing in these
processes properly and being willing to re-
evaluate initial assumptions provides much
better predictabilityfor projects, stabilizing the
subsequent design and delivery phases. With
WSP, we bring the deep local knowledge closest
to the client backed by expertise from across
the company to identify potential risks early
and creative solutions that allow the planning
process to culminate in a decision of what should
be delivered and how.
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City of Santa Fe Gene1-a1 Plan update
Response to Specifications I Ci
KEY TEAMING PARTNERS
LELANDCONSULTING GROUP
In more than 250 communities across the
country, Leland Consulting Group's (LCG)
strategies have resulted in built projects that
immediately improve residents' quality of life:
thrivingdowntowns, bustling shopping districts,
inviting neighborhoods, and productive
employment centers.As urban strategists,
LCG's role is to keep the big picture in
sight, while simultaneously providing deep
expertise in the strategic, market, financial,
and economic elements that make projects
possible and successful. LCG recognizes that
special and economically viable places result not
just from one factor, but from the combination
of quality design, supportive markets, developer
capacity, andfinancial strength. During every
assignment, LCG engages the public and private
champions essential to rallying support and
overcoming obstacles. LCG was established
in 1989 and has over 34years of experience
providing real estate and urban planning
services to public and private sector clients
across the United States.
DESIGNW'ORKSI-IOP
As an international design studio, Design
Workshop learned the value of building
community across cultures, geographies,
and economies. Whether designing a
restorative private garden, reimagining
an underperformingdowntown center or
developing the vision for a contemporary park
within a fragile ecosystem, they are committed
to more than design in the conventional sense.
Design Workshop tackles challenges beyond
the project site and its mapped boundaries to
create places of timeless beauty and meaningful
connections. Their work provides an armature
for building communities by considering
how people live, economies operate and
environments function at a regional scale.
Optimizing these systems requires large-scale
thinking. Using open space as the primary
organizational component, Design Workshop
examines economic and transportation
networks to restore urban centers, conserve
the natural environment and provide equitable
access to parks and openspace.
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City of Santa Fe Genera, Plan Update
Response to Specifications I 0
PROJECTS
KANSAS CITY SPIRIT PLAYBOOK COMPREHENSIVE PLAN
C/7Y OF KANSAS CITY f KANSAS CITY, MO
Similar to the Santa Fe General Plan Update, the Kansas City
Spirit Playbook was the first update to the Comprehensive
Plan for a mid-size city since the 1990s. WSP focused on
recommendationsfor key issues relevant to Santa Fe such as
public transportation,affordable housing,jobs access, and multi-
modal mobility, much like we did for Kansas City. Incorporating
objectives, action steps, and performance measures in an
interactive web-based format ensures the Kansas City Spirit
Playbook is immediately implementable and that the plancan be
used as a tool in daily decision-makingat City Hall.
This plan represents a departure from traditional
comprehensive planning and will be organized not by siloed
topic areas, but instead by broad inter-connected strategy
areas dubbed visibility, mobility, livability, and serviceability.
WSP is leading the development of the mobility, livability, and
serviceability elements of the plan. The plan's objectives include recommendations on 28 issues, like
public transportation.jobs access, freight and goods movement, multimodal mobility, vision zero,
infrastructure,sustainability,jobs access, parks and openspace, public health, affordable housing,
business development, and other topics. Each of the objectives include analysis and narrative
describing the purpose of the objective, detailed actionsteps, and performance measures to track
implementation of the plan.
The WSP team coordinated public and stakeholder involvement, conducting strategy sessions
that cover a wide range of topic areas of interest to neighborhood and community leaders.
These conversations have been informed by the technical, data-driven analysis of the WSP team
as well as a review of plans and policies in Kansas City's peer cities. Deep stakeholder engagement
took place primarily over Zoom, taking advantage of breakout discussion groups and live polling
features to get informed feedback. The WSP team worked with the City to draft final plan objectives
and recommendations, which were organized by strategy area, plan goal area, and traditional topics
(e.g. transportation, housing, land use, etc.). These objectives will live online in an interactive web-
based format to ensure that the plan can be used as a tool in daily decision-making at City Hall and
for coordinating with other stakeholders. The plan recommendationswill also be organized into a
structured database, with references to applicable geographies, key performance indicators, and other
relevant city plans and policies.
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VOUfl CITY

City of Santa Fe General Plan update
Response to Spec;fications I C
KAY BAILEY HUTCHISON CONVENTION CENTER DALLAS
(KBHCCD) MASTER PLAN
CITY OF DALLAS / DALLAS, TX
Like ongoing initiatives in Santa Fe, such as Midtown
Campus redevelopment, the KBHCCD Master Plan
provides a comprehensive vision for an important
city district, making this much broader and inclusive
than a convention center. This Master Plan focuses
elements relevant to Santa Fe such as leveraging transit
access for future development, multimodal transportation
enhancement, and the creation of a walkable and dynamic
multi-use public space.
The KBHCCD Master Plan provides a comprehensive vision
for the future of the convention center and surrounding
district. The Master Plan lays out a strategy to
transform the facility into one of the nation's premier
Convention Centers that is both compelling and
competitive in the market in terms of the amount
and quality of available space (exhibit, ballroom, and
meeting rooms), on-site amenities, a leader in design and
surrounded by a walkable, transit accessible district.The
master plan considers the many investments required to
achieve the plan's goals in a holistic and integrated plan.
Four critical elements of the master plan that support the transformation of the convention center are:
• Area Plan Leverages improved transit access to create a dynamic 30 plus acre mixed-use district
around the convention center, extending the vitality and excitement from inside the convention
center to the surrounding area.
• Multimodal Station Plan Brings together transit routes in the area to increase accessibility
for the new, expanded Convention Center and serve the substantial new development in the
Convention Center District.
• TransportationPlan Proposes enhancements to the multimodal transportationand street
networks to improve access to the Convention Center and surrounding district, and to better
connect the region.
• Funding and Financing Plan Identifies plan for implementation,funding, and financing identifies
strategies that capture the value created by these investments to pay for the new Convention
Center without financially impacting Dallas residents.
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{I

City of Santa Fe C.e11era1 Plan update
Response to Specifications I Cl
BURNHAM YARD
STATE OF COLORADO P3 UNIT/ DENVER, CO
Burnham Yard is a key historic asset located
in a strategic location in Denver, similar
to the varied historic and cultural assets
located throughout Santa Fe. As owner's
representative and master planner, WSP
helped foster the Burnham Yard plan, which
focuses on creating value to stitch together
neighborhoods,achieve beneficial mobility
improvements, and redevelopment while
promoting responsible preservation of historic
assets. All these key objectives are relevant to
future development considerations in Santa Fe.
Burnham Yard was an important railyard and employment center for the Denver region. with its
establishment prior to Colorado statehood. Because of its role in the development of the region and
its age, potentially significant historic resources exist. In 2016, Union Pacific Railroad ended railyard
operations on the property, opening the opportunity for the State to acquire the site.Since its
decommissioning, it has sat underutilized despite its strategic location in central Denver.
While its location is strategic, there are many obstacles to overcome at the site. Given the history
and use as a rail yard, there are significant costs for transportationand infrastructure improvements,
complex environmental remediation, and costs to advance the laudable social initiatives mandated
of the P3 Unit. The redevelopment plan will help guide the potential value opportunities that can
becreated from the site based on informed market and social equity findings to achieve beneficial
mobility improvements and redevelopment.The site is long, yet narrow and constrained by freight
and transit raillines.An existing RTD light rail station presents an opportunity for equitable transit-
oriented development. Proximity to the Auraria Higher Education Center is another opportunity to
explore relative to the campus master plan and advancing key initiatives of the P3 Unit. Stitching
together neighborhoods surrounding Burnham Yard would mitigate the decades-long impact of
Interstate 25- the Valley Highway- has had and presents an opportunity to linkwith natural resources
and trails in the area including the South Platte River, Cherry Creek, and Lakewood Gulch.
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'-. I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations J Future Ready I Immediately Implementable (15)\ \
NJ
City of Santa Fe Genera, Plan update
Response to Specifications I Ci
NEW JERSEY TRANSIT 5-YEAR CAPITAL PLAN
NEW JERSEY TRANSIT f NEWARK, NJ
Similar to Santa Fe's goal to develop General Plan Update
that is immediately implementable and guides decision
making, WSP developed the NJ Transit 5-year Capital Plan
to guide strategic investments. The Capital Plan reflects a
comprehensive vision through an ambitious set of projects
and programs that focus on key impacts relevant to Santa Fe
such as comprehensive transit investments and the support
of economic development and equity.
Currently, WSP is supporting NJ Transit in developing and regularly updating its 5-Year Capital
Plan to guide critical strategic investments across the agency. Released in June 2020, the Capital
Plan presents an unconstrained vision and ambitious set of projects and programs to provide a vastly
improved experience for customers and leverage transit to build healthy, inclusive, and sustainable
communities. The projects and programs included in the Capital Plan are estimated at $5.78 billion over
the next five years. Major areas of work included providing strategic support to identify comprehensive
transit investments; determining how those investments could support economic development and
equity; evaluating socioeconomic, planning, environmental, and operational impacts; and advising
on project prioritization methods. rn partnership with WSP, the content of the Capital Plan will
be renewed and reprioritized regularly to reflect the emerging needs of the state and NJTransit's
customers.
RESILIENT NJ REGIONAL RESILIENCE ADAPTATION ACTION PLAN
NJ DEPARTMENT OF ENVIRONMENTAL PROTECTION/ ATLANTIC CITY REGION, NJ
WSP is currently leading a consultant team in the
development of a Regional Resilience and Adaptation Action
Plan for the Atlantic County Coastal Region under the
Department of Environmental Protection (NJ DEP) Resilient
NJ program. The U.S. Department of Housing and Urban
Development (HUD)-funded regional planning project is one
of four pilot regions in the Resilient NJ program, which seeks
to set the precedent for how to reduce flood damages and
increase physical and social resilience to climate impacts
through community-based resiliency planning. This is an example where WSP and consulting
partners are tapping into a broad range of expertise to address multi-dimensional resilience
challenges at the regional scale. Developing innovative solutions over a long-term horizon is a
key focus for the project and the Atlantic County Coastal Region won the Resilient NJ Innovation
Competition for incorporating innovative ideas and practices into the proposed solutions to address
dimate vulnerabilities.
ITLDTIC CITY

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..,.,.
City of Santa Fe Genera1 Plan Update
Response to Specifications I G
NATIONAL CITY MUNICIPAL CODE, ZONINCi CODE, AND
SPECIFIC PLAN UPDATES
CITY OF NATIONAL CITY/ NATIONAL CITY, CA
Demonstrating WSP's deep understanding
of the link between updating a General
Plan in coordination with a land use
code, another WSP work effort in National
l(WII)
City is more technical, requiring a working
dialogue between land use and development
regulations, and the General Plan to
encourage the development of diverse
housing in a community that sorely needs it.
The WSP team is revising the policies,
regulations, and development standards
in National City's various specific plans
and zoning code, such as floor-area ratios
(FARs), maximum allowable heights,
and parking requirements, to accelerate
housing production in all income
categories.
,,. \
p.1..................................................................w.1\
\
• lr,:o Acto•\
' •4' • , l•\
.............
N,Uon,I Cil)
,Soll1h•'" Sci,nda,y
Included in this effort are the development of an ADU ordinance, updated density bonus regulations,
streamlined development approval procedures, and other incentives to increase housing production.
Another key component of this endeavor is the development of Objective Design Standards to
streamline the development process for multi-family residential projects. The end result will be a
comprehensive suite of regulatory tools and incentives to accelerate housing production in a manner
consistent with the goals of National City's Housing Element and recent state legislation.
Qll..,;o<d
I

City of Sama Fe Genera, Plan update
Response to Specifications I C
COMPREHENSIVE PLAN UPDATE AND
DEVELOPMENT CODE REWRITE
CITY OF ALBUQUERQUE/ ALBUQUERQUE, NM
LCG led the economic development component of Albuquerque's
comprehensive plan and development code rewrite project.
This illustrates the importance of a methodological,
evidence-basedapproach to the planning process that will
be taken for Santa Fe. The project focused on improvingboth
the comprehensive plan and the development code to remove
barriers to development and better implement their centers and
corridors policies. Developer outreach, market research, and pro
LELANDCONSULTINGGROUP
forma testing of development concepts were used to ensure that the policies and goals envisioned by
the community are in fact feasible and that the development code properly enables them. More specific
research was focused on understanding barriers to economic development on the city's west side,
where a jobs-housing imbalance has exacerbated regional transportation problems.
LOS ALAMOS TOURISM STRATEGIC PLAN
LOS ALAMOS COUNTY f LOS ALAMOS, NM
Los Alamos, New Mexico is richwith history, natural beauty,
and scientific discovery, and is the gateway to three National
Parks. While tourists have always visited Los Alamos, the County
engaged Design Workshop to create the Los Alamos Tourism
Strategic Plan to help unify ongoing tourism efforts and position
the County to optimize tourism economic development for the
benefit of the Los Alamos and White Rock communities.
DESIGNWORKSHOP
The final plan provides direction for decisions relating to tourism, community investment, cultural
opportunities,and physical development. The County and its partners use the detailed action plan
to direct funding and resources. Implementing the recommendations of this plan, along with other
County and community initiatives, resulting in an improved visitor experience and enriched quality of
life for the local community. This project gives us firsthand knowledge of regional coordination
opportunities to support the Santa Fe General Plan Update.
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Subconsultants
City of Santa Fe General Plan update
Response to Specifications I Ci
City of Santa Fe
Deputy Project Manager, Nick Fazio
. is local to thegreater Albuquerque/
Santa Fe area, and eager to be a part of
the City of Santa Fe's vision.
' PIC
Daniel (Dan) Baer, Ater
Senior Advisors
Alastair MacGregor, ci:ng, Mc1sBE, LEED AP
Sofia Berger Michael Case, n. LEED AP
Task Leads
Base Mapping &
Digital User Platform
LandCapability & Existing
Land Use Development Urban Design
Allyson Powers
Patrick Kresl
Jay Puckett, GISP
David Schumacher
Chris Geddes - DW
Jessica Garrow-OW
John Loughran, AIA,A1cP,PP.LEED
Chris Geddes - DW
Jessica Garrow - DW
Public Engagement Historical & Cultural
Nick Fazio Ted Roberts, M.A.,RPA
Jennifer Hyre
Environmental Stewardship
& Natural Resources
Joanna Franks
Regional Trends, Fiscal
Sustainability,Housing, &
Economical Development
Chris Zahas, ACIP - LCG
Ted Kamp - LCG
Public & Private Utilities,
Public Safety, Schools, &
Parks &Recreation
Amy DiCarlantonio,AICP,
ENV SP, LEED, APBD+C
Implementation&Capital
Programming
Alfonso Hernandez
PeterWaldt
Institutional Structures
Eryca Dinsdale, PE,PMP
Robert (Rob) DiAdamo
Transportation
Matthew Long
Water
Rebecca Borker, MPA
Municipal Infrastructure
LarissaJames
Scott Cogan, PE, CQM
Crowth Scenario Planning
Sara Khoeini, Ph.D.
Smart Cities
Jaco Cronje
Equity & Inclusion
Gabrielle (Gabi) Brazzil
Sean Scott
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I
City of Santa Fe Generai Plan update
Response to Specifications I C
RESUMES
MANJEET RANU
PROJECT DIRECTOR & MANAGER,
PROJECT MANAGER
EDUCATION
MURP, Urban and
Regional Planning,
University of
Colorado-Denver
MPA, Public
Administration,
University of
Colorado-Denver
BA, Biology &Political
Science, University of
Colorado-Boulder
CERT/FICATTONS/
LICENSES/
MEMBERSHIPS
American Institute of
Certified Planners
American Planning
Association
Urban Land Institute:
Full Member
\\ I
SENIOR VICE PRESIDENT - NATIONAL PLANNING LEAD
27 Years of Experience
Manjeet understands Santa Fe, having visited more than a dozen times,
beginning in childhood and now providing support to the City as the
Public Works Owner's Representative for Midtown. He has significant
experience managing highly complex, multi-billion dollar planning projects.
Interdisciplinary projects--just like the Santa Fe General Plan Update--are the
heart of his passion for planning. Manjeet will be the project manager for the
WSP and City team, supported by Nick Fazio, a local deputy project manager.
Manjeet Ranu is a comprehensive planning practitioner, having practiced in
six high-growth, economically sigruficant states as a land use, transportation,
and environmental planner, with urban designexpertise. He was an executive
for three large urban transportation agencies in the Los Angeles, SaltLake,
and Atlanta regions. He also ledcommunity development for cities in the
SanDiego and Dallas regions. His transit experience involved leading and
administering transportationplanning, capital programs, Federal Transit
Administration Capital Investment Grants program projects, National
Environmental Policy Act and the California Environmental Quality Act.Areas
of practice in land use include policy planning, master planning, development
review, buildingsafety, housing programs, preparing land use regulations,
California Environmental Quality Act, and code enforcement. Manjeet's 20
years of experience in the public sector and six years in the private sector
across different regions of the United States, along with years of community
leadership, has given him keen strategic insights and creativity to advance
highly complex irutiatives to successful outcomes with broad support and
equitable impact.
■ Project Manager, Midtown Redevelopment Professional Services1 City of
Santa Fe (NM)
■ Chief of Capital Programs, Expansion and Innovation, Metropolitan
Atlanta Rapid Transit Authority (MARTA)
■ Director of Capital Development, Utah Transit Authority
• Senior Executive Officer, Long Range Transportation Planning and
Mobility, Los Angeles Metro (CA)
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\ \ ' I ) Truly Comprehensive I InclusiveEngagement J lmpactful Innovations ( Future Ready I Immediately Implementable (20)
City of Santa Fe Genera, Plan update
Response to Specifications I C
NICK FAZIO
LOCAL DEPUTY PROJECT MAf\JAGER
AND PUBLIC ENG/\GEMENT PI_AN LEAD
EDUCATION
MUD, Urban Design,
University of
Colorado-Denver
BAEPD, Environmental
Planning and Design,
University of New
Mexico
CERTIFICATIONS/
LICENSES/
MEMBl=RSHIPS
American Planning
Association
OTHER
LANGUAGES
Spanish
(conversational)
DEPU7Y PROJECT MANAGER - SENIOR CONSULTANT,
URBAN PLANNER & Pl SPECIALIST
13 Years of Experience
Nick's experience as a multidisciplinaryconsultant in the fields of
public involvement, long-range community planning, transportation
planning, and policy research and analysis gives him the background
needed to support the City of Santa Fe in creating a General Plan
update that if future ready. Starting his career as tribal planning
intern here in New Mexico, he has led municipal long-range planning
departments, served as a local Historic and Cultural Resources
Preservation Officer, and served as project manager for megaproject
health impact assessments. Nick's project management experience
has continued to expand, both for sophisticated public involvement
and communications programs, as well as inland port plans and
transportation projects. His skills as a facilitator, strategic planner,
and designer enable him to effectively solve problems and advance
complex communication challenges with diverse audiences. Nick
has worked in both urban and rural settings across the American
West, with both public and private stakeholders, and always strives
to create place-based solutions that meet client needs and serve the
local community.
• Public Involvement Planner, Cerrillos Road Alignment Study,
NMDOT (Santa Fe, NM)
• Public Involvement Planner, NM 500 Rio Bravo Bridge
Replacement, NMDOT (Albuquerque, NM)
• Public Involvement Lead, Inland Port Planning Study,
Albuquerque International Sunport (NM)
• Public Involvement Specialist, Buildable Lands and Housing
Needs Analysis, Klickitat County (WA)
• Public Involvement Planner, Rail Safety Study - Port of Columbia
County, Columbia County (OR)

\ \ ' I ) Truly Comprehensive) Inclusive Engagement I lmpactful Innovations I Future Ready I Immediately Implementableflll
City of Santa Fe Generai Plan update
Response to Specifications I Q
DAN BAER, AICP
PRINCIPAL-I N-Cf-lARGE
Ar-JD ADVISORY SUPPORT
PIC, NATIONAL PLANNING MARKETING LEAD
41 Years of Experience
EDUCATION
MUP, Planning, New
York University
BA, Public Policy,
Pomona College
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Certified Planner: US
American Planning
Association
Urban Land Institute:
Full Member
Dan Baer is experienced in managing large, multidisciplinary teams
for transportation and land development initiatives, including
environmental impact statements, major investment studies,
alternatives analyses, and master plans for major transportation
and site development projects. Dan has managed the preparation
of hundreds of major transportation projects and environmental
assessment programs, including the analysis of zoning,
socioeconomic trends, traffic and transit-relatedissues, air quality,
and noise effects for projects across the country. He has led and
organized a variety of waterfront development initiatives, including
the development of design guidelines and master plans. Dan has also
directed various program management efforts across the country
which involved the oversight of planning, environmental, and design
functions for major transportationand development initiatives.
• Project Manager, Burnham Yard Redevelopment,City of
Denver (CO)
Project Manager, Hudson Yards-Eastern and Western Rail
Yards Master Plan and Design Guidelines, Hudson Yards
Development Corporation (New York, NY)
• Deputy Project Manager, Master Plan, Design, and
Environmental Assessment, Port Authority Bus Terminal
Replacement Program (New York, NY)
• Project Manager, Multi-Modal Master Plan, Kay Bailey
Hutchinson Convention Center (Dallas, TX)

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City of Santa Fe Genera, Plan update
Response to Specifications I G
ADViSORY SUPPORT
ALASTAIR MACCiRECiOR, CEng, MCISBE, LEED AP
SENIOR VICE PRESIDENT, NATIONAL BUSINESS LINF
EXECUTIVE: PROPERTY+ BUILDINGS
24 Years of Experience
EDUCATION
MSc, Building Services
Engineering &
Management, Heriot-
Watt University,
Edinburgh, UK
BEng, Mechanical
Engineering,
Newcastle University,
Newcastle, UK
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
CIBSE Chartered
Engineer
LEED AP BD+C
FitWel Ambassador
Chartered Institution
of Building Services
Engineers
United States Green
Building Council
With over 25 years in high performance design, Alastair's expertise
spans all scales, from individual net zero buildings through to
strategy portfolio analysis. His portfolio includes Net Zero Carbon
workfor global portfolio analysis. His portfolio includes Net Zero
Carbon workfor global portfolios; NASA's Net'Zero , LEED Platinum
"Sustainability Base"; Beijing's LEED Platinum World Finance
Center; Los Angeles' LEED Platinum Federal Courts; the world's first
commercial Spaceport at Spaceport America; eco-city strategies
forJurong Lake eco-city, Tianjin eco-city, Marina Bay and Tanggu;
and many of the world's most sustainable sports venues including
GoldenlCenter, Intuit Dome, Al Wakraj Stadium, and the Los Angles
2028 Olympic bid.
Alastair's specialist expertise includes sustainable, low carbon design
and program development; LEED certification;value engineering;
advanced MEP design; high performance buildings; commissioning;
passive design; renewables; energy, decarbonization,and operational
resiliency strategy planning; smart building and citystrategies; and
the development of digital solutions to drive low carbon design and
strategic planning.
• Project Management, Facilities Modernization & Renovation
Program, Los Angeles Community College District (CA)
High-performance Buildings Team Leader and LEED
Sustainability Consultant, Campus Renovation, Children's
Institute (Los Angeles, CA)
• Mechanical, Electrical, and Plumbing Project Manager and Lead
Mechanical Design Engineer, Theatre Expansion, His Majesty's
Theatre (Aberdeen, Scotland)
• Mechanical, Electrical, and Plumbing Project Manager and Lead
Mechanical Design Engineer, New Museum Design, Shetland
Museum & Archive (Lerwick, Scotland)

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City of Santa Fe Genera, Plan update
Response to Specifications I C
SOFIA BERGER
SENIOR ADVISOR, NATIONAL
TRANSPORTATION EXECUTIVE
20 Years of Experience
ADVISORY SUPPORT
EDUCATION
MUP, Planning, New
York University
BA, Public Policy,
Pomona College
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Women's
Transportation
Seminar
OTHER
LANGUAGES
Spanish (fluent)
Sophia Berger is a senior vice president serving as a leader in the
United States transportation practice, particularly focused on rail
and transit and public-private-partnerships. She specializes in
strategic planning, project management, and project turnaround.
Prior to this role, she was the division manager in Latin American
and the Caribbean division for three years. In this role, she was
responsible for the strategic direction of the regional operations
as well as all client management, project delivery, and business
development activities. In her prior role, Sophia managed the
development of the company's private sector activities in Africa,
where she focused on bringing the company's extensive regional
infrastructure experience to new rail, road, port, mining, and energy
projects under development by private sector users or funders.
She has more than 15years of infrastructureexperience spanning
from project management of construction projects in the field to
management consulting for governmental transportation agencies
around the world.
• Strategic Partner, Penn Station Master Plan, MTA, Amtrak, and
NJTransit (NJ}
• Strategic Partner, Pilot Consultancy #2, Digital and Systems
Architecture,Jacksonville Transportation Authority (FL)
• Senior Engineer, Interstate 75 Design-Build-Finance-Maintain
Segment 3 Project, Oakland Corridor Partners (CA)
• Strategic Partner, Resort Corridor Feasibility Study, Regional
Transportation Commission of Southern Nevada (NV)

City of Santa Fe Generai Plan update
Response to Specifications I G
ADVISORY SUPPORT I
MICHAEL CASE, PE, LEED AP
SENIOR ADVISOR, ENERGY NATIONAL BUSINESS
LINE EXECUTIVE
20 Years of Experience
EDUCATION
BS, Electrical
Engineering, Michigan
State University
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
LEED AP: UN, 2023
Professional Engineer:
FL, 2012 (74849); FL,
2023; NY, 2023; NY,
2010 (087729)
Institute of Electrical
& Electronic Engineers
Michael Case is the central plant and district e ergy leadwithin
the U.S. energy national business line. He has more than 19 years of
experience overseeing operations for the electrical and mechanical
group within the U.S. energy division, including power and thermal
generation, distributed generation, and energy management
services for a wide range of facilities such as hospitals, university
campuses, utilities, manufacturing centers, commercial and public
buildings, and airports. Michael has worked on project management,
scoping, planning, design, and construction management for
energy infrastructure projects. He has supervised multi-million
dollar contracts and delivered projects across various engineering
disciplines.
• Design Lead, LaGuardia Airport Redevelopment,LaGuardia
Gateway Partners (Queens, NY)
■ PIC, New York City School MEP Services, New York City School
Construction Authority (New York, NY)
• Electrical Engineer, Empire State Plaza Chiller·Steam Turbine
Replacement/Steam Compressor, New York State Office of
General Services (Albany, NY)
• Lead Electrical Engineer, Mount Sinai Medical Center Boiler
Assessment Project, Mount Sinai Medical Center
(Statewide, NY)
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\ \ '-\ I ) TrulyComprehensive Inclusive Engagement) lmpactful Innovations IFuture Ready) Immediately Implementable [ 25)
City of Santa Fe Genera1 Plan update
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BASE MAPPING
Ar,JD DIGITAL USER PLATFORM LEAD
EDUCATION
BA, University of
Colorado
AWARDS
W3 Wehby Award-
TIMED to Learn. 2008
PB Infrastructure
Company Quality
Team - Third Place, PB
CommentSense, 2005
Parsons Brinckerhoff
Project of the Year
- Lower Manhattan
Communications Plan,
Parsons Brinckerhoff,
2002
ALLYSON POWERS
ASSISTANT VICE PRESIDENT, APPLICATION DEVELOPER
31Years of Experience
Allyson Powers, a project manager for the WSP Project Visualization
Technical Resource Center and a senior computer graphics
specialist, is responsible for the production of interactive media
and management/implementationof custom websites. She also has
expertise in consulting on the implementation of CommentSense
public comment management systems, including consultation and
training, Allyson's responsibilities include overseeing production
design and development, needs analysis, budget development,
implementation,training, deployment, quality control, programming
customization, and client satisfaction. She has applied her skills
to a variety of projects, including transportation, land use, urban
planning, environmental management, lobbying, and education.
Allyson is knowledgeable with the Americans with Disabilities Act
(ADA) guidelines and Section 508 for both state and federal programs
and implements those guidelines on all projects requiring ADA
compliance as it applies to online print documents and website
development. She is experienced in using today's most advanced
Web tools and techniques and has a unique ability to mesh both
design and simple functionality into all projects.
• Task Lead, NorthCarolina 2050 Statewide Transportation Plan-
Interactive Tool Development, NCDOT (Statewide, NC)
• Web Project Manager, Lake Sumter Metropolitan Planning
Organization 2019 On-Call, Lake County (FL)
• Web Project Manager, City of Seattle Central Waterfront
Engineering Project, Waterfront Seattle (WA)
• Web Project Manager, Northeast Corridor Passenger Rail
Corridor Investment Plan, New York Metropolitan,
(New York, NY)

\ \ " I } Truly Comprehensive) Inclusive Engagement Ilmpactful Innovations IFuture Ready I Immediately Implementable 126)
City of Santa Fe General Plan update
Response to Specifications I Ci
PATRICK KRESL
BASE IV1APPII\JG
ANI) DIGITAL USER PL!-\TFORrvl SLJPPORT
SENIOR GRAPHIC DESIGNER, VIDEO & USER
EXPERIENCE DESIGNER
28 Years of Experience
EDUCATION
2B2BBFA, Graphic
Design, Colorado State
University
3B3BBA, Speech
Communications,
Colorado State
University
Patrick is a senior graphic designer and user interface/user
experience web designer with WSP. He has designed, art directed and
produced a broad spectrum of web, video, print, interactive projects,
and web-based guides within the WSP's Project Visualization team by
engaging the creative process to implement innovative and impactful
communication.The websites he developed have implemented
advanced web technologies, such as database-drivencontent, web-
based applications that allow clients to update sites themselves,
interactive maps, client-administeredsurveys for public feedback,
and responsive design to provide an optimal user experience across a
wide range of online tools and smart devices.
■ Creative Director, Zero Emission Bus (ZEB) Program Introduction
and All-Staff Training, Maryland Transit Administration (MD)
• Creative Director, Microsoft Environmental Sustainability
Resources Training, Microsoft (Global)
• Lead Designer and Course Developer, Regional Employee Waste
and Recycling Training - Online Interactive Training Course,
Washington Metropolitan Area Transit Authority (WMATA),
Washington D.C.
■ Design Lead, Federal Highway Administration (FHWA) Planning
and Environment Linkages - Interactive Guide, FHWA

\ \ ' I } Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future Ready I Immediately Implementable [27]
City of Santa Fe Genera, Plan update
Response to Specifications I C
BASE rvlAPPIr\JG
/\ND DIGITAi USER PLATFORM SUPPORT
JAY PUCKETT, GISP
ASSOCIATE VICE PRESIDENT, CEOSPATIAL TECHNOLOGY
16 Years of Experience
EDUCATION
MPA, Public
Administration,
Syracuse University,
Syracuse,NY
MA, Geography,
Syracuse University,
Syracuse,NY
BA, Geography,
University of North
Carolina, Chapel Hill,
NC
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Geographic
Information Systems
Professional
Certification
Jay Puckett is the manager of WSP's Geospatial Analysis and
Visualization practice. He specializes in applying Geographic
Information Systems (GIS) and geospatial tec ology toa variety of
project types and markets across the company's portfolio. He has
recent experience supporting electric transmission siting studies,
infrastructure planning efforts, web application development,
and information management efforts for major infrastructure
development projects.Jay has experience with GIS, public
involvement, web mapping development, Global Positioning Systems
(GPS) data collection, IT instruction and training, and SharePoint
development. Jay also has advanced trainingin organizational
leadership and management.
• GIS Lead, Northern New York Priority Transmission Project,
New York Power Authority (NY)
• GIS Lead and Siting Specialist, SMART Path Transmission Project,
New York Power Authority (NY)
GIS Technical Advisior, Baltimore County Sewer Consent Decree
Program Management, Baltimore County (MD)

\ \ I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future ReadyI Immediately Implementable[28]
City of Santa Fe Gene1·a1Plan update
Response to Specifications I O
l.8.MDCONSUL11NGGROJP
EDUCATION
MA of Urban and
Regional Planning,
Portland State
University
BA, International
Affairs, Lewis and
Clark College
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
AICP #019464
REGIONAL TRENDS,
FISC/\L SUSTAINABIUTY, HOUSING,
AND ECONOMIC DEVELOPMENT /\SSESSMENT LEAD
CHRIS ZAHAS, AICP
LELAND CONSUL/TING GROUP MANAGING PRINCIPAL
25 Years of Experience
Chris Zahas is a real estate strategist and project manager with an
emphasis on urban corridors, downtown revitalization, employment
districts, transit-oriented development, and public-private
partnerships. His project approach is to assist public and private
sector clients in turning broad visions into prioritized and achievable
action plans by combining market and economic research with
strategic advice that is tied to the fundamental principles of real
estate development. In all cases, Chris keeps the focus of projects on
implementation,always anticipating next steps and never hesitating
to advise a client to change directions when that is the best course.
In over 22 years at Leland Consulting Group, he has managed more
than 35 downtown and corridor implementation strategies and
played a strategic advisor role in dozens more. In the economic
development realm, he brings a deep understanding of economic
and demographic trends, ensuring that long-term strategies reflect
the evolving drivers of how businesses choose to locate and where
people choose to live. Prior to joining Leland Consulting Group,
Chris coordinated economic development projects for the Portland
Development Commission, Portland's redevelopment agency.
• Real Estate and Economic Development Advisor, Comprehensive
Plan Update and Development Code Rewrite, Albuquerque, NM,
City of Albuquerque & Bernalillo County (NM)
• Lead Market and Real Estate Advisor, Health District Master
Plan, Coeur d'Alene, ID,City of Coeur d'Alene (ID)
• Senior Economic Advisor, Comprehensive Plan Update,
Meridian, ID, City of Meridian (ID)

\ \ I } Ttuly Comprehensive I Inclusive Engagement f lmpactful l,inovations I FutureReadyI Immediately Implementable[29)
City of Santa Fe Generai Plan update
Response to Specifications I 0
LELANDOONSULTINGGROOP
EDUCATION
MA of Urban and
Regional Planning,
PhD coursework,
University of Colorado
MS, Marketing
(Consumer Behavior),
University of Arizona
BA in Business
Administration (with
honors), University of
Oklahoma
REGIOI\JAL TRENDS,
FISCAL SUSTAINABll 11Y, HOUSING,
AI-..JD FCONOMIC DEVELOPMENT ASSESSMENT SUPPORT
TED KAMP
LELAND CONSULTING GROUP SENIOR ASSOCIATE
22 Years of Experience
Ted Kamp provides market analysis in support of strategic land use
decisions for public planners and private developers. Drawing on
expertise in GIS, market economics, and demographic analysis, he
incorporates user-friendly information designed to convey critical
market intelligence to stakeholders. His work spans a variety of
development and planning contexts including urban infill, economic
development, suburban revitalization, impact analysis, and transit-
oriented development. Recent client work has covered locales across
the western and central US. In addition, he taught the Urban Market
Analysis course for planning graduate students at the University of
Colorado-Denver for five years. After receiving a BBA (with honors)
from the University of Oklahoma and an MS in Marketing/Consumer
Behavior from the University of Arizona, Ted provided research and
strategic planning services for the Leo Burnett advertising agency in
Chicago. He subsequently earned a Masters in Urban and Regional
Planning (and completed PhD coursework) at the University of
Colorado-Denver.
• Market Analyst, Demographic and Employment Dynamics,
Comprehensive Plan Update and Development Code Rewrite,
Albuquerque, NM, City of Albuquerque & Bernalillo County
(NM)
• Demographic and Land Use Analysis, Small Area Forecasting,
Comprehensive Plan Update, Auburn, WA, City of Auburn (WA)
• Lead Market Analyst, International Air Center Economic
Feasibility Study, Roswell, NM, City of Roswell (NM)

\ \ ' I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future ReadyI Immediately Implementable (30)
City of Santa Fe Genera, Plan update
Response to Specifications I C
LAND CAPABILITY
AND EXISTING L/\ND USE DEVELOPMENT LEAD I
DAVID SCHUMACHER
DIGITAL SOLUTION ARCHITECT
8 Years of Experience
EDUCATION
BA, Colby College,
International Studies
MA, Planning,
University of Southern
California
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
American Institute
of Certified Planners
(AICP) #305064
David Schumacher is a lead planner with WSP USA having more than
eight years of experience. He is adept at providing planning services
for multimillion-dollar initiatives, preparing feasibility studies,
and alternatives analyses, and coordinating projects through the
environmental review phase, with a focus on corridor studies.
• Lead Planner, Burbank Airport Station Area Plan, City of
Burbank, (CA)
• Lead Planner, Los Angeles County Rail Network Integration
Study, LA Metro (CA)
• Lead Planner, Westside Mobility Study and Measure M Multi-
Year Subregional Program, Southern California Association of
Governments (SCAG)
• Planner, Bristol Street Transit Corridor Study, Orange County
Transportation Authority (CA)

\ \ ' I ) Tr!lly Compreheens[veI InclusiveEngagement I lmpactful Innovations I Future ReadyIImmediately Implementable(!1)
City of Santa Fe Gene1,a1Plan update
Response to Spec1ficat1ons I Ci
URBAN DESIGN LEAD 1
JOHN LOUGHRAN, AJA, AICP, PP, LEED
SENIOR VICE PRESIDENT, LAND/URBAN PLANNER
NATIONAL URBAN DESIGN
30 Years of Experience
EDUCATION
MBA,BaruchCollege
MS, Architecture,
Catholic University of
America
CERTIFICAT10NS/
LICENSES/
MEMBERSHIPS
Registered Architect:
Washington DC, NJ,NY
AICP
LEED Accredited
American Institute of
Architects
American Institute of
Certified Planners
Urban Land Institute
Mpact (formerly
Rail~Volution),
National Steering
Committee
John leads WSP's Urban Design and Placemaking Practice. He brings
an expertise in urban development and master planning honed
from his experience as an architect, urban designer and through
his work for both public agencies and private developers.John
utilizes an integrated approach to leverage transportationand other
infrastructure investments to catalyze development to meet agency,
developer, and community goals.
John understands the complexities of integrating mixed-use
development with transportation while meeting community needs
and market demands.John brings lessons learned from delivering
equitable and sustainable projects across the US, withan approach
that delivers a vision unique to each locality. His experience includes
transformative projects such as developer's guidelines for the
overbuild above Manhattan's Hudson Yard, a comprehensive master
plan for the Dallas Convention Center and district that includes
recommendations for transportation investments and a new TOD
entertainment district, and Guidelines for Equitable Transit Oriented
Development for the City of Raleigh.
• Urban Design Lead, Guidelines for Equitable Development
Around Transit - Raleigh, NC, North Carolina Department of
Transportation (NCDOT)
Project Manager and Area Plan Task Lead, Kay Bailey Hutchinson
Convention Center Dallas (KBHCCD) Master Plan and Transit
Oriented Development Area Plan, City of Dallas (TX)
11 Land Use Planning Lead, Feasibility Study for Land Use Master
Plan at Sakonnet River Bridge Landings, Portsmouth and
Tiverton, RI, Rhode Island Turnpike and Bridge
Authority (RI)
Project Manager, Capital Gateway Concept Plan - Hartford, CT,
City of Hartford (CT)

\ \ ' I ) Truly Comprehensive ( Inclusive Engagement I lmpactful Innovations I Future ReadyI Immediately Implementable L32)
City of Santa Fe Genera, 1:)lan updJte
Response to Specifications I Ci
DESIGNWORKSHOP
CHRIS GEDDES
LAI\JD CAPABIL11Y,
EXISTING LAND USE DEVELOPMENT,
AND URBAN DESIGr'--J SUPPORT
EDUCATION
MA, Urban & Regional
Planning, Highest
Honors, University of
Colorado, Denver
BS, Civil Engineering,
University of
Colorado, Boulder
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
AICP #019464
DESIGN WORKSHOP PRINCIPAL
20 Years of Experience
Chris, a planner and urban designer, is driven by the desire to
provide clients and community members a meaningful voice in the
planning and design of pub)ic spaces. With over 20 years' experience,
he believes that it is the responsibilityof designers to draw out the
desires of those who use public space, illustrate those desires in ways
that all can comprehend, and engage stakeholders in a way that
builds trust. Chris works on projects of all scales, from community
planning to the detailed design of public spaces, and is particularly
fond of projects that tackle social and physical challenges.
• Principal, Downtown Ogden Master Plan, City of Ogden (UT)
• Project Manager, Downtown Denver Parks &Public Spaces
Master Plan, Denver Parks and Recreation and the Downtown
Denver Partnership (CO)
• Principal, WestJordan and Midvale Station Area Plans, West
Jordan and Midvale (UT)

\ \ ' I ) Truly Comprehensive I Inclusive Engagement Ilmpactful Innovations IFutureReady I Immediately Implementable (35)
City of Santa Fe Genera, Plan update
Response to Specifications I G
DESIGNWORKSHOP
JESSICA GARROW
U\.ND CAPABILITY,
EXISTlr\JG LAND USE DEVELOPMENT.
ANP URBAN DESIGN SUPPORT
DESIGN WORKSHOP LAND USE PRINCIPAL
15 Years of Experience
EDUCATION
Master of City and
Regional Planning,
Ohio State University
Bachelor of Political
Science, University of
Colorado
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
AICP
Lean Six Sigma Green
Belt
Jessica is a community development professional with over
fifteen years of experience and a proven track record of successful
planning implementation and community engagement. she has
effectively managed significant and complex projects and budgets,
worked to craft innovative planning policies, and promoted
sustainable comprehensive planning. Prior to Design Workshop,
Jessica worked as a land use planner and Community Development
Director for the City of Aspen. During that time, she worked on
economic development plans, award-winning and broad community
engagement strategies, the Comprehensive Planand a number of
overhauls to the Land Use Code.
• Principal, SLC Building Height and Pedestrian Code Revisions,
Salt Lake City (UT)
■ Principal, Ogden Downtown Land Use Code Update, City of
Ogden(UT)
■ Principal, San Miguel County East End Plan, San Miguel
County (CO)

\ \ ' I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations l Future Ready I Immediately Implementable (34)
City of Santa Fe Genera1 t-=Jlan update
Response to Specifications I C
TRANSPORTATION LEAD
MATTHEW LONG
VICE PRESIDENT, DIRECTOR OF PUBLIC TRANSIT &
PASSENGER RAIL
17 Years of Experience
EDUCATION
MA, Urban Planning
University of Kansas
BA, U.S. History
University of Kansas
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Tennessee Public
Transportation
Association
Colorado Association
of Transit Agencies
Colorado Electric
Vehicle Coalition -
Transit
Denver South
Organization
Middle Tennessee
Transit Alliance
AASHTO Technical
Assistance Program
(MTAP) Committee
American Public
Transportation
Association
WSP Global Academy
for Rail & Transit
Matthew is a public transit lead expert, project manager, and urban
planner with more than 17 years in the transit industry. He brings
national experience working with agencies and DOTs across the
United States and is a passionate transit advocate and user who has
dedicated his career to transit planning, funding, and operations.
Prior to joining WSP, Matthew spent many years working as a
strategic planner assisting transit agencies efficiently operate fixed
route, demand response, and streetcar systems. He also led the State
of Tennessee public transit office responsible for administering FTA
grant program funds and providing compliance oversight of urban
and rural transit operators. Matthew continues to expand his transit
skills and expertise at WSP with consultative leadership and focus on
transit communities and development, BRT corridor and alternative
analysis, and capital grant programming.
• Transportation Lead, Utah Transit Authority (UTA)
Headquarters Programming & Design, UTA (Salt Lake City, UT)
• Lead Planner, Federal Transit Administration{FTA) Grant
Reconciliation, Rock Region METR (Little Rock, AR)
■ Deputy Project Manager, Summerhill BRT Alternative Analysis,
Metropolitan Atlanta Rapid Transit (MARTA)
• Transit Service Expert, Knoxville Broadway BRT-lite Alternative
Analysis, City of Knoxville (TN)

Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future Ready I Immediately Implementable [35J
City of Santa Fe Genera, Plan update
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PUBLIC & PRIVATE UTILITIES,
PUBLIC SAFETY, SCHOOLS,
PARt<S 8-.RECREATION,
Al D ASSESSMENT REPORT LE/\D
AMY DICARLANTONIO, AICP, ENV SP, LEED AP BD+C
VICE PRESIDENT, URBAN AND ENVIRONMENTAL
PLANNING
23 Years of Experience
EDUCATION
MSc, City Design
& Social Science,
The London School
of Economics and
Political Science
Professional
development program
in architecture/urban
planning, Harvard
University. Graduate
School of Design
BA, Art History,
Rutgers University
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Certified Planner,
American Institute of
Certified Planners
LEED Accredited
Professional
(Building Design and
Construction),Green
Building Certification
Envision Sustainability
Professional, Institute
for Sustainable
Infrastructure
American Public
Transportation
Association
WSP Global Academy
for Rail &Transit
With more than 20years of national and international experience,
Amy DiCarlantonio has helda variety of roles including national
practice leadfor planning, regional manager, and program and
project manager. She has a diverse portfolio of project experience
spanning master planning and urban design, community resiliency,
environmental planning, and federal planning for the Department
of Defense. Acertified planner, Amy specializes in sustainable
development and incorporates forward looking strategies to enhance
community resiliency in a variety of planning efforts. Much of her
work has focused on the intersection of science and planning which
promotes a holistic approach to planning with a specific emphasis on
smart growth and community resiliency.
Amy is skilled at integrating various technical disciplines
for unique planning and design projects. She has managed
sustainability plans, master plans focusing on smart growth, site
analyses, green infrastructure, transit-oriented development, and
formulation of sustainable design guidelines and land use plans.
Asa LEED Accredited Professional, she also has created sustainable
development frameworks that provide benchmark considerations for
future environmentally responsible planning and site design work.
Her background in sustainable design principles has informed her
approach to resiliency planning and the crossover with emergency
management. Throughout her planning career, Amy has led and
supported various public participation and community outreach
programs including developing programs for city and state clients.
Projed Manager, Resilient New Jersey Atlantic County Coastal
Region (ACCR) - Regional Resilience and Adaptation Action Plan,
NewJersey Department of Environmental Protection (NJ}
Project Manager, Colorado Resiliency Framework, Colorado
Resiliency and Recovery Office (CRRO}
■ Planner, Colorado Resiliency Framework, El Paso Local Plan,
State of Colorado (CO)

Tl'uly Comprehensive 11nctusive Engagement 11mpactful Innovations I Future Ready t immediately Implementable l36J
City of Santa Fe Genera1Ian update
Response to Specifications I C
HISTORICAL & CULTURAL FP.CILITIES LEAD
TED ROBERTS, M.A., RPA
SENIOR ARCHAEOLOGIST
23 Years of Experience
EDUCATION
BA, Anthropology,
Wayne State
University
MA, Anthropology
(Archaeology),
Northern Arizona
University
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
Registered
Professional
Archaeologist
(67579909)
Secretary of the
Interior's Professional
Qualification
Standards
New Mexico
Archaeological
Council
ArchaeologicalSociety
of New Mexico
NM SHPO (CPRC)
Principal Investigator/
Project Director
Arizona Bureau of
Land Management
Cultural Resource
Use Permit (CRUP),
Principal Investigator
Ted Roberts has more than 23 years of archaeological consulting
experience across all regions of the U.S., including projects in 20
states. A Secretary of Interior qualified archaeologist and historian,
Ted has managed hundreds of projects ranging from smallsurveys
and monitoring projects to multi-year data recovery efforts- all
in support of clients' goals. Areas of expertise include program
and project management, technical writing, and cultural/heritage
resource regulatory compliance at the federal, state, and local levels.
Formerly a cultural resources practice lead in New York City and
southern California, and with specialties in the archaeological and
regulatory environments of the American Southwest, California
(CEQA), and Southeast U.S., Ted has abundant experience with
project organization, implementation, and successful completion.
Principal Investigator, North Tank Class III Cultural Resources
Survey,New Mexico State Land Office (Socorro County, NM)
• Principal Investigator, Cultural Resource Inventory for the
Bridge Replacement Over the Rio Grande/NM 500,NMDOT
(Bernalillo County, NM)
11 Principal Investigator, Cultural Resource Inventory for the NM
31/NM 128 Roadway Improvements Project, NMDOT (Eddy and
Lea Counties, NM)
11 Project Director, Lower Taos Canyon Cultural Resource Survey,
Camino Real Ranger District, Carson National Forest, (Taos
County,NM)

City of Santa Fe General Plan update
Response to Specifications I G
'HISTORICAL & CULTUR/\L'FACILITIES LEAD
EDUCATION
Masters Certificate
Program, NEPA, Utah
State University
BS Environmental
Science,Juniata
College
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
FAA Qualified Airport
Wildlife Biologist
U.S. Fishand Wildlife
Service Recovery
Permit for NM, AZ,
NV,andCA
Wetland Delineator
Certification: NM
OTHER
LANGUAGES
French (fluent)
JENNIFER HYRE
ENVIRONMENTAL & PUBLIC INVOLVEMENT (Pl) LEAD
22 Years of Experience
Jennifer has managed multiple on-call contracts throughout
New Mexico and specializes in multi-disciplinaryenvironmental
compliance, permitting, and mitigation needs for local government,
public works, andland development projects. She has extensive
experience with high-profile public involvement, environmental
clearances, and cultural resources management. Jennifer and her
local team developed NMDOT's first ever Public Involvement Guide
under the existing statewide engineering on-call contract. This
practical resource guide for agency and consultant staff promotes
consistent and thoughtful planning for public involvement during
project development.
• NM 599 and Via Veteranos Intersection, NMDOT (Santa Fe, NM)
■ Project Manager, Environmental On-Call - NEPA Public
Involvement Guide, NMDOT (Statewide, NM)
• Environmental & PI Lead, NM 500 Rio Bravo Bridge Replacement,
NMDOT (Albuquerque, NM)
■ Environmental Lead, Roswell Airport Wildlife Management Plan
Review, Roswell Airport (Roswell, NM)
\' I ) Truly Comprehensive I lncluslveEngagement f lmpactful Innovations I Future ReadyI Immediately Implementable1371

City of Santa Fe General Plan update
Response to Specifications I 0
ENVIRONlvlENTAL STE\fv1:i_ROSHIP / NATIJR; L RESOURCES LEAfJ
EDUCATION
S.S., Fish, Wildlife, and
Conservation Ecology;
New Mexico State
University
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Wetland Delineation
Certification,Wetland
Training Institute
Hazwopper Certified
u.s. Fish and Wildlife
Service Recovery
Permit for NM
Yellow Billed Cuckoo
trained and certified,
U.s Fish and Wildlife
Service
Southwestern Willow
Flycatcher trained and
certified, U.S. Fishand
Wildlife Service
Rio Grande Silvery
Minnow Permitted
(Eggs)
JOANNA FRANKS
SENIOR ENVIRONMENTAL PLANNER
13 Years of Experience
Joanna has a background in Fish, Wildlife, and Conservation Ecology.
She has extensive knowledge in New Mexico and the species within
the rivers throughout the state. She has completed various surveys
for wetland delineations of the Rio Grande and Santa Fe River.Joanna
has experience coordinating with the USFWS, Interstate Streams
Commission and US Corps of Engineers (USACE) in New Mexico, as
well as other state wildlife agencies, watershed, vegetation surveys,
wetlands, federal natural resources management plans, aquatic
resources, and endangered species. Her unique experience includes
BIA and Section 7 consultation, biological surveys, 401/404 CWA
permitting, and Section 106 and tribal consultation for the following:
• Project Manager, NM 4/BIA EA and Section 7 Consultation,
Biological Services, 401/404 CWA Permitting, Section 106 and
Tribal Consultation, NMDOT &Pueblo of Jemez (NM)
• Environmental Project Manager, Tsayatoh Road/BIA EA and
Section 7 Consultation, Biological Services, 401/404 CWA
Permitting, Section 106 and Tribal Consultation, Navajo
Department of Transportation(NM)
Environmental Project Manager, Manuelito Road/BIA EA
and Section 7 Consultation, Biological Services, 401/404 CWA
Permitting, Section 106 and Tribal Consultation, Navajo
Department of Transportation (NM)
• Environmental Planner, City of Santa Fe 2020 On-Call Design
Services, City of Santa Fe (NM)
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City of Santa Fe General Plan Update
Response to Specifications I C
ll STITUTIONALSTRUCTURES LEAD
ERYCA DINSDALE, PE, PMP
SENIOR VICE PRESIDENT, ADVISORY SERVICES
25 Years of Experience
EDUCATION
BS,Civil Engineering,
Carnegie Mellon
University
Certificate in Public
Management,
Willamette University
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
Professional Engineer,
Oregon (84332 PE)
Project Management
Professional (30863}
Certified Change
Practitioner (Prosci)
Lean Six-Sigma
Certified
Eryca Dinsdale leads U.S. Advisory Service's Business Transformation
national practice area. Shehas over 20 years of infrastructure
experience, specializing in business improvements that drive
organizational results with actionable options, recommendations,
and implementationsupport. She is adept at understanding and then
translating Agency goals and objectives with technical requirements
and solutions.
Throughout her career, Eryca led teams and organizations across
the asset lifecycle - leading successful programs and transforming
service delivery. Before joining the firm, Eryca held executive
positions in a state department of transportationand asset
management positions at a large consumer-product corporation.
• Project Manager, OrganizationalAssessrp.ent - San Mateo County
Express LaneJoint Powers Authority (SMCELJPA), SMCELJPA
(CA)
■ Organizational Assessment Task Lead, State-owned Express
Lanes -1-5 between Tustin and Buena Park ConOps Development,
Caltrans (Orange County)
• Project Manager, Agency-Wide Strategic Plan Update -Vision
2028, Los Angeles County Metropolitan Transportation
Authority (CA)
• Project Manager, Wyoming Department of Transportation
(WYDOT) Road Usage Charge Study - Organizational Structure
Design, WYDOT (WY)
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City of Santa Fe Genera, Plan L.Jpdate
Response to Specifications I G
INSTITUTIONAL STPUCTUPES SUPPORT
ROBDIADAMO
SENIOR DIRECTOR, ADVISORY SERVICES
26 Years of Experience
EDUCATION
MPA, Harvard
University, Kennedy
School of Government
JD, Boston University
School of Law
BA, University of
Virginia
CERTIFICATIONS/
UCENSES/
MEMBERSI-IIPS
BoardofBar
Overseers,
Massachusetts
Rob DiAdamo leads complex organizational and strategic planning
efforts for WSP's U.S. Advisory Service's Business Transformation
practice. As a former senior public sector executive and attorney,
he achieves results in complex environments and understands the
nuances of managing large, multifaceted organizations. Rob has over
twenty-three years of experience in the public and private sectors
focused on organizational improvements, transportationoperations,
and infrastructure projects, including over twelve years ofleadership
experience in senior policy, management, and legal positions in state
government.
Prior to WSP, Robserved as the Executive Director for Commuter
Rail at the Massachusetts Bay TransportationAuthority, overseeing
commuter rail and ferryoperations. He currently teaches Local
Government Law at Boston University School of Law.
• Task Lead, Hudson Bergen Light Rail Line - Procurement and
Technical Documents, NewJersey Transit (NJ)
• Team Member, Communication Based Train Control -
Interdepartmental Collaboration Plan, New York MTA (NY)
• Task Lead, Project Manager, Commuter RailService and
Maintenance Assessment: Assessment of New Regional
Commuter Rail Entity, Dallas Area Rapid Transit (TX)
Team Member, Agency Strategic Plan Update, Tampa
Hillsborough Expressway Authority (FL)
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City of Santa Fe General Plan update
Response to Speciflcanons I G
GKOWTH SCE AR!O PLANNING LEAD
EDUCATION
Ph.D., Georgia
Institute of
Technology
Transportation
Systems Engineering
MS,Clemson
University
Transportation and
Highway Engineering
BS, K.N.Toosi
University of
Technology Civil
Engineering
OTHER
LANGUAGES
Persian (fluent)
SARA KHOEINI, Ph.D.
LEAD DATA SCIENTIST
13 Years of Experience
Sara Khoeinispecializes in travel demand modeling and forecasting,
with expertise in planning-based model applications, equity analysis,
and systems dynamics. Before joining WSP, she served as an Assistant
Research Professor of Transportation Systems at Arizona State
University for five years. Sara obtained her Ph.D. from the Georgia
Institute of Technology in Transportation Systems Engineering.
Sara has applied her travel demand model application and data
analysis skills in planning projects including the SanDiego plan
update called Blueprint. She has also explored the application
of Systems Dynamics as a data-driven scenario planning tool
for Southern California. Her strong interest in equity led her to
develop the Access Equity Calculator for SCAG ABMto connect
accessibility-basedequity evaluation to ABM systems. Beyond her
professional roles, Sara is a committee member ofTRB's AED20
(UrbanTransportationData and Information Systems) and actively
participates in its equity group.
Deputy Project Manager and Data Analytics Tasks Lead, Arizona
Statewide Travel Demand Model (AZTDM), ADOT (AZ)
• Data Analytics Tasks Lead, Long Range Transportation Planning
and Mobility, Los Angeles Metro (CA)
• Scenario Planning Task Lead, l-405 Sepulveda Pass Express
Lane Feasibility Study, Los Angeles County Metropolitan
Transportation Authority (CA)
■ Main Analyst, Vehicle Miles Traveled (VMT) Generation
Visualization and Analysis Tool, Orange County (CA)

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City of Santa Fe Genera, Plan Update
Response to Specifications f C
-IMPLEMENT/-\IION & CAPITAL PP.OGRAMMlf\lG LE..t\D
EDUCATION
BS, PublicJustice
Administration,San
Diego State University
Grant Writing
and Management
Certification,
California State
University, San
Bernardino
Grants Management
Certificate Program,
Management Concepts
ALFONSO HERNANDEZ
ASSISTANT VICE PRESIDENT, ADVISORY SERVICES
18 Years of Experience
Alfonso Hernandez offers public sector grant experience, from
pre-award to post-award, which includes grant writing, grants
management and identify funding opportunities.Alfonso has worked
for various government organizations at the local and regional
levels. He is a subject matter expert in the field of government grant
development, which includes federal, state, and local grants, and
has a large portfolio of grant experience that addresses across each
department for government organizations. Collectively throughout
his career, Alfonso has secured more than 200 competitive grant
applications in excess of $800 million, while maintaining a high
success rate.
He is also a subject matter expert in grants management and
ensuring agency-wide compliance with funding requirements for
each respective funded project.He has led audit and sub-recipient
monitoring efforts on both sides of the audit as a reviewer and
recipient, including USDOT/FTA triennial reviews and ongoing
monitoring of sub-recipients.
■ Project Manager, Grant Writing and Administration Services,
Pinellas County {FL)
• National Advisory Lead, FY 2021- FY2022 US Department of
Transportation{USDOT) RAISE Grant Applications, USDOT
• Project Manager, Arizona Department of Transportation{ADOT)
Grant Writing On-Call, ADOT (AZ)
111 Project Manager, Grants Management and Professional Services,
Golden Gate Bridge, Highway, and Transportation District
(San Francisco, CA)

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City of Santa Fe Genera1 Pl,m Update
Response to Specifications I G
IMPLEMEf\lTATION & CAPITAi_ PROGRAMMING SUPPORT
PETERWALDT
DIRECTOR, COMMERCIAL PLANNING & DEVELOPMENT
41 Years of Experience
EDUCATION
MS, Public Policy
Analysis (Quantitative
Analysis and Economic
Development),
University of
Rochester
BA, American History
(Early American
Economic History)
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
Region Plan
Association: Member
NewJersey Council
Peter Waldt is Senior Vice President with WSP USA Advisory
Services. He leads WSP's efforts in Value Capture and Real Estate
Transactions. He has significant experience in asset monetization
and Transit Oriented Development transactions, particularly in
creating the financial architecture of a project and land value
capture. Further, he has lengthy experience in commercial lending
and real estate finance, notably over 30 stadiums and arenas.
• Senior Director of Commercial Planning and Developm nt,
Non-fare Revenue Generation and Major Station Redevelopment
Transactions, including Sunnyside Yard. Chicago, Baltimore,
Philadelphia, New York, and Washington, DC, Amtrak
(Philadelphia, PA)
• Director of Real Estate Development, NYJetsfor the West
Site Rail Yard/Stadium project and Forrest City Ratner/
Atlantic Yards project including Barclays Arena, New York
Metropolitan Transportation Authority (NY)
• Director of Real Estate Development, Broward Commuter Rail
South- Land Use and Economic Development Study, Florida
Department of Transportation (FDOT)
■ Director of Real Estate Development, Ft. Worth East Lancaster
East Corridor & Subregional Study, Texas Department of
Transportation (TxDOT)

City of Santa Fe Genera1Plan update
Response to Specifications I Ci
, EQUITY & INCLUSION LEAD
EDUCATION
BS Communications
and Sociology,
University of
California - Davis
GABI BRAZZIL
SENIOR EQUITY CONSULTANT
12 Years of Experience
Gabi Brazzil co-founded the national professional services group
Equity Center of Excellence at WSP, dedicated to supporting clients
in practicing and deliveringequity in community and infrastructure
projects. Gabi specializes in integrating equity into technical
decisions and policies, with a core competency in transportation
planning. Gabi's national experience guides clients in building public
trust, establishing measurable equity goals, making proportionate
public investments, and identifying and distributing equitable
project benefits in their locale. In addition to Gabi's technical
background, Gabi is also trained in DEi leadership, earning a
certification from the National Diversity Council Diversity First
Program.
• Equity Lead, Link 21 Planning and Engineering Services, Bay
Area Rapid Transit (Bay Area, CA)
• Equity Lead, Complete Streets Handbook, Bay Area Rapid
Transit (CityofMilwaukee1 WI)
• Contract Manager, Equity Consulting Services, Metropolitan
Transportation Commission (Bay Area, CA)
• Project Manager, District 121-5 Managed Lanes, Equity Study,
Caltrans (Orange County, CA)
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City of Santa FeGenera1 Plan L.Jpdc:ite
Response to Specifications I G
i::QUITY & INCLU ION SUPPO T
SEAN SCOTT
SENIOR EQUITY CONSULTANT, URBAN DESIGNER
8 Years of Experience
EDUCATION
MCP in City&
Regional Planning,
Urban Design
Concentration,
University of
Pennsylvania
BA in Urban Studies
& Music, Brown
University
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
American Planning
Association
Sean is a Senior Equity Consultant and Urban Designer for WSP's
Equity Center of Excellence and supports WSP's national Urban
Design and Placemaking practice. Sean comes from a background
in urban design, planning, and community development. He
understands the relationship between the built environment and
its effect on social integration, and the complexities of integrating
mixed-use development and public spaces with transportation
infrastructure, employing a sociologic approach for a more racially
just, equitable, contextual, and responsive urban landscape. Sean
specializes in developing equity approaches, with a focus in urban
design and planning processes that tackle underlying inequities for
more equitable planning frameworks and design visions. He has
national experience serving as an equity coordinator and task lead on
various projects crafting project approaches through an equity lens
and developing equitable urban design strategies and visions that
reflect community identity.
• Equity Coordinator, Transit-Oriented Development Roles,
Visioning, Viability & Tools Analysis Study, Connecticut
Regional Council of Governments (CT)
• Equity Lead, Near-term Public Realm Concepts, Newark Penn
Station (NJ)
• Urban Designer, Elevate Transit: Zoning for Accessibility,
Metropolitan Transportation Authority (New York, NY)
• Urban Designer, Equitable Development Around Transit (EDAT)
Study, City of Raleigh (NC)
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City of Santa Fe Genera, Plan update
Response to Specifications I C
SMART CITIES LEAD
EDUCATION
Smart City Technology
Design, MIT USA
BS and BE, Electrical
and Computer,
University of Cape
Town, South Africa
CERT/FICATIONS/
LICENSES/
MEMBERSHIPS
Professional Engineer
(RSA)
Certified Data Centre
Professional (EXIN)
PMP
IEEE, SAIEE
Engineering Council of
South Africa (ECSA)
OTHFR
LANGUAGES
Afrikaans (fluent)
JACOCRONJE
DIGITAL SOLUTION ARCHITECT
16 Years of Experience
Jaco Cronje is a digital solutions architect within WSP's Innovation
Advisory practice. Having joined WSP in 2008, he brings with him
a wealth of international experience in the fields of electrical,
renewable, and digital engineering. He has pioneered numerous
technologies across Africa in the Smart Cities space as well as
Residential, Retail, Commercial and Leisure environments. As a
registered electrical engineer with an extensive background in
business consulting,Jaco brings clients and technologies together for
unparalleled synergies.
Jaco works on the development of system architectures and
deployment of enterprise level digital platforms, data collection,
analysis techniques, facility cybersecurity and control strategies in
the built environment to find business intelligence and operational
efficiencies for our clients. He brings an attentive detail to every
project he touches playing an intricate role throughout the entire
lifespan of our projects from the advisory stage through design to
contract administration.
• Digital Solutions Architect, Smart Integrated Building
Management & Data Analytics System1 San Francisco
International Airport (CA)
11 Technology Lead, One Central (Landmark), City of Chicago (IL)
• Technology Lead, The River Mile, Smart District (by Revesco),
City of Denver (CO)
Smart City Lead, City of Cape Town Smart City Strategy, City of
Cape Town (South Africa)

Truly Comprehensive I Inclusive Engagement j lmpactful lnnovatfons I Future Ready f Immediately Implementable l-47}
I
City of Santa Fe Genera, Plan update
Response to Specifications I 0
.MUNICIPAL'INfRASTRUCTURE LEAD
LARISSA JAMES
SENIOR VICE PRESIDENT, ASSET MANAGEMENT
BUSINESS ADVISORY
35 Years of Experience
EDUCATION
BE,James Cook
University of North
Queensland, Australia
CERT/FICAT/ONS/
LICENSES/
MEMBERSHIPS
Certified Benefits
Realization
Practitioner
Member of the Asset
Management Council,
Australia
1SO55000 Gap
Assessment
LarissaJames has 25 years of experience in asset management
consulting within several sectors including rail and airport
transportation; water; electricity and gas utilities in the United States
and internationally. Larissa's experience spans the full range of asset
management assignments including gap assessments, improvement
plan development, and implementation withinoperations,
maintenance, capital planning and delivery.
Prior to joining WSP, Larissa was a member of the leadership team at
Aurizon Pty Ltd (AZJ). Larissa managed a team of over 30 professional
staff responsible for improving operational performance through
better asset management. She was responsible for implementation
of the Asset Management Improvement Program, an enterprise
asset management (EAM) system, asset data governance, decision
support tools, strategic planning, asset investment planning, and
risk management supporting both maintenance and capital delivery
organizations.
• Principal, Asset Management Assessment and Improvement
Plan, Amtrak (nationwide)
• Program Manager and Technical Director, Enterprise Asset
Management (EAM) Program Business Partner Governance,
Port Authority of New York and NewJersey Enterprise Asset
Management Division
• Program Manager and Technical Director, Enterprise Asset
Management (EAM) Program Business Partner Operations, Port
Authority of New York and NewJersey Enterprise Asset
Management Division
• Technical Director, Aviation Maintenance and Asset
Management Best Practices, New York/New Jersey

City of Santa Fe General 1=>ian Update
Response to Specifications I C
lvlUNICIPAL INFRASTRUCTURE LEAD
SCOTT COGAN, PE, CQM
SENIOR PROJECT MANAGER & DIRECTOR OF
TRANSPORTATION
24 Years of Experience
EDUCATION
BS, Civil Engineering,
University of Missouri
CERTIFICATIONS/
LICENSES/
MEMBERSHIPS
Certified Quality
Manager:US
Scott Cogan serves as a senior director of transportation in WSP's
Kansas City, Missouri office and the civil lead for WSP's Kansas City,
Lincoln, and Wichita offices. He also serves as the regional quality
manager for WSP's Central Region, consisting of 13 offices around
the Midwest. Scott has 20 years of design and project management
experience in the civil engineering industry. He has experience
in highways, bridges, municipal streets, design-build, and quality
management.
• Civil Lead, Kansas City 2018 On-Call Planning Services, Kansas
City (MO)
• Project Manager, KDOT On-call Engineering Services, Kansas
Department of Transportation(KDOT)
• Quality Control Manager, Dallas Southern Gateway Design-build
Project, TxDOT
• Project Manager, Interstate 49 Frontage Road Design Services,
City of Grandview (MO)
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City of Santa Fe Genera1 Plan update
Response to Specifications I C
REBECCA BORKER, MPA
VICE PRESIDENT, UTILITY MANAGEMENT
PRACTICE LEADER-WATER
27 Years of Experience
EDUCATION
Watershed Hydrology
BS, University of
Arizona,AZ
Master Public
Administration,
Seattle University, WA
Lean Six Sigma
Management Green
Belt, University of
Washington
Rebecca Borker is leading WSP's Water Utility Management
Consulting Practice in the Pacific Mountain West District. She is also
the Branch Lead for the Pacific Northwest Branch of Institute of Asset
Management - USA{IAM-USA). Rebecca is a strategic, collaborative
leader and brings a wealth of knowledge and experience from
working in the Public and Private Sectors. She is well-versed
enhancing collaboration and partnerships with stakeholders across
business lines to meet business needs. Rebecca is committed to
meeting the needs of clients and the communities they serve by
providing a future readyapproach tailored for the client. This
entails helping clients identify and address infrastructure and/or
organizationalissues by proposing realistic solutions that meet their
current and future business needs/objectives.
• Technical Expert, Thurston County Storm, and Surface Water
Utility Comprehensive Study, Thurston County Public
Works(WA)
■ Water Task Lead, Risk-Based Lifecycle Cost Alternatives Analysis,
City and County of Honolulu (HI)
-. Project Manager, Sewer Pipeline Condition Assessment Business
Process, Portland Bureau of Environmental Services (OR)
• Quality Assurance and Control, Colorado Department of Public
Health - Environment Lead and Copper Service LineTechnical
Assistance Program, Colorado Department of Public
Health (CO)

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City of Santa Fe Genera1 Plan update
Response to Specifications I G
2. ORAL PRESENTATION
WSP acknowledges and is prepared to conduct an oral presentation
of our qualifications and plans if the City of Santa Fe requires.

City of Santa Fe Generai Plan update
Response to Specifications I Ci
3. MANDATORY SPECIFICATION
UNDERSTANDING & APPROACH
Santa Fe-the City Different-is comparatively ancient
in America but its legacy goes back much further than
what is classically understood to be Santa Fe's founding
by the Spanish. Indigenous peoples have lived in Santa
Fe and well beyond for millennia, shaping what is today
and what it can be tomorrow. Other cultures have and
continue to shape the city.Santa Fe is known for its
historic downtown, the Plaza, arts community, natural
setting and more. During the 20th century, it also
developed muchlike cities across the United States, with
production-built suburban neighborhoods servedby
roads designed for the automobile and unfortunately,
exclusionary practices. It is the capital of New Mexico-
the oldest capital in the United States-yet its economy
SANTA FE'S FY2023-24 BUDGET GOALS
More and attainable housing
Parks and neighborhood amcnilies
• L:imily-friendly and neighborhood focused
protective of Santa Fe's way of life
• Sustaincibilil"y as a watchword of the City
growing opportunities for all
• A better future
• Sustaimng innovations
• A just Santa re
is predominately tourism and government. There are vast economic disparities, a lack of attainable
housing and limited mobility choices. Santa Fe is a wonderfol, magical place that experiences
challenges similar to many citiesbut its history, diversity and being Different gives it many
opportunities other cities lack. An updated General Plan can help focus the community in heading
toward a common vision to capitalize or create opportunities and innovatively solve challenges.
It Is Time for an Overall Update and Focusing on Strategic Areas
Much about the 1999 General Plan undoubtedly remains valid and useful, but its vintage is still 1999-
allagree it's time to comprehensively update the General Plan. Some changes will be applicable
citywide. Others will focus on strategic areas due to opportunities,challenges and identified
priorities. Both scales will be determined during the process-a process that WSP has designed to be
highly effective in updating the plan.
Increasing Cultural Awareness
Santa Fe's Culture, History, Art, Reconciliationand Truth(CHART) process was and continues to be a
pivotal epoch for Santa Fe that isstill playing out because there is much to do. Updating the General
Plan is part of that process of atonement and meaningful, tangible change to reflect Santa Fe's rich
cultural tapestry, regardless of power and wealth. Too often General Plans focus on growth and
development. Neither will be occurring across most of the developed city. A General Plan must be
broader to maintain, enhance, mitigate, change, improve, and accommodate for todayand tomorrow
in a manner that is guided by Santa Fe.
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• Growth that is consistent with and
• Invest in supporting the workforce,

City of Santa Fe Genera1 Plan update
Response to Specifications I C
Diversificationto Inclusively Serve Diversity, Increasing Access to Opportunity
Like most American cities, Santa Fe needs more diversity of housing types in the right places and
coordinated with more mobility choices. Both are critical, leading ingredients to increased economic
diversity. No city is "built-out." Cities are always changing and some areas are well-suited to change.
Some change is needed to seize opportunities and address challenges. How that change is sustainably
and equitably accomplished is a key indicator for the success of this General Plan Update. A
thoughtful process, backed by technical work and engagement with deep experience is what the WSP
team provides to support the City.
Regionalism for Collaboration
Santa Fe has far-reaching influence, from Albuquerque to Los Alamos; Taos and Espanola; many
pueblos; and the County and MPO. That represents a lot of potential resources warranting stronger
collaboration.The General Plan can suggest what is possible, with an implementation plan and
governance framework to facilitate regionalism. Transit and housing are two examples of how a
regional approach can improve quality of life and advance a more just Santa Fe.
Stewardship, Wellbeing, and Resiliency in Harmony with the Environment
Santa Fe sits within a dry climate that is warming and drying. This has stressed water resources in
particular today, with more stresses coming with a changing climate. WSP is a leader in resiliency,
sustainability, and equity because we envision, plan, design, and deliver transformational
infrastructure projects-actual projects, not theories that sitona shelf.
A FEW THEMES IN OUR TEAM'S SCOPE OF WORK
Clearly Defined Process and Governance
Scenario Planning to Promote Consensus Building
Implementation to Drive Outcomes and Capital Programming
Digestible and Streamlined Document to Ease Everyday Usage
Technological Innovations Begin Now
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City of Santa Fe Generai Plan update
Response to Specifications I Ci
INTRODUCTION TO PROPOSED ALTERNATIVE PROCESS
The RFP offered the opportunity for proposers to illustrate critical and strategic thinking by
suggesting an alternative process. WSP is proposing an alternative process, outlined in the
table below, with a crosswalk table showing the relationship between the process in the
RFP. This process is proposed to allow a progression of steps to create the building blocks that can
effectively result in consensus building. By aligning to a stepwise, building blocks approach, evident
stage gates are defined to establish a clear milestone with interim decision-making. Deliverables
and a readiness review are aligned to these stage gates at which the Planning Commission and
Governing Body will be asked to confirm readiness to advance into the next step.This process also
allows the project to potentially be completed much faster-2.5 years instead of four-because of its
progressive characteristics, project management rigor and alignment with the public review process.
This approach can and will still be coordinated with the Land Development Code (LDC) Update. It
is important that the General Plan Update be completed timely due to its vintage, urgent need for
updating and to support informing the details of the LDC Update, as the LDC is an implementationtool
guided by the General Plan. General Plans are higher level documents, with less detail than land use
codes, so it takes less time to complete. A four-year work program risks community fatigue, evolving
issues, and missed opportunities. Interim LDC regulations can be deployed, pending completion of the
LDC, to ensure linkage between the updated General Planand eventual LDC update.
.Table 1: i'1/\7/10S-·=-; CY2024 CV202S CY2026
•l.Vt'' k t IOI' :::, ,.,_, Q2 Q3 Q4 QI Q2 Q3 Q4 QT Q2 QJ Q4
Table2:
c,,:. •Aul.-. c., P.F·P Phase Phase Phase
I 'vo1k Plun 1 2 3
-- ---
STEPl STEPl Taskl Task4
Mobilization and Mobilization and Task2
Unders ding Understand g _____ Task3 Tasks
STEP2 STEP2
Vision and Goals Visionand Goals
STEP3 STEP3 Task6
Scenario !_'l ng
STEP4Development of
Scenario Planning
-- - - - - ··--r
STEP4Development of Task7
Preferred Plan --
STEPS . Preferred Plan -STEPS
Work Profaam and Work Proijram and Tasks{ I
Fund.in&P an FundingP an ... -;
STEP + FORWARD !
Governing Body Action+ STEP + FORWARD IGoverning Body I
ImP.lementation and I
Evaluation
STEP<, ONGOING
Action+ Task9 f
ImP.lementation and
Evaluation -STEP (> ONGOING
Administrative
Coordination +
Engagement and
Communication
Administrative Taskl Taskl
Coordination + Taskl + +
Engagement and Task4 Task4
Communication
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Task7

City of Santa Fe Genera1 Plan update
Response to Specifications I G
FOUNDATION: THE FlRST BUILDING
BLOCKS ARE LAID HERE
What's missing and where? Who is it for and how
willit help them? What are we trying to deliver
and how will it be provided?
These are excellent questions the RFP posits and
are critical building blocks, along with the basics
that demand attention in Step 1: Mobilization and
Understanding.
STEP 1: MOBILIZATION AND
UNDERSTANDING
Tms step is when the project is initiated,
concluding the procurement process with a notice
to proceed. Every step is important to advancing
the General Plan Update with consensus. This
step matters because it gets the project organized;
undertakes an assessment to establish its purpose,
need and potential with greater specificity; and
identifies early guiding themes from which to
support visioning and goal-setting. Foundational
building blocks resulting from this step include:
• Project Management Plan: the playbook
for undertaking the General Plan Update,
which includes the scope of work, schedule,
budget, organizational chart, decision-
making and more.
• Assessment Report: a compendium that
methodically studies existing conditions,
trends, and themes usingan evidence-based
approach and further informed by public
engagement.
• Public Engagement Plan: sets forth the
strategies and tactics for communicating,
educating and engaging myriad audiences.
• Digital User Interfaces: internal - and
external-facing digital tools to manage,
communkate and engage on the project.
• Templates: templates that provide a
common communications vernacular for
consistency and quality.
The revised General Plan must bring together
multiple and overlapping goals in one
comprehensive plan to capture the desired vision
and choices related to Santa Fe's future. The
plan will integrate transportation, housing and
developments to meet community, economic,
financial, and sustainabilitygoals.To achieve
the goals of the revised General Plan, we will
build on past studies and plans tested against an
understanding of existing conditions and analyze a
full rang of issues and challenges facing the City.
The existing conditions and trends documented as
part of this step will be the basis for an Assessment
Report that will establish a baseline analysis of
existing conditions. The WSP team will map and
characterize existing conditions.
The Assessment Report will include the topics
identified in the RFP and highlighted in detail
herein, including from initial public engagement
findings and the LDC Foundations body of work.
It is important to have a clear understanding of
what has already beenaccomplished in Santa Fe
since 1999, the underlying fundamentals of the
community, and how the General Plan Update can
best address critical issues and opportunities.The
Final Assessment Report willidentify the following:
• Summary of existing conditions, trends and
engagement findings,
• Identification of relevant planning issues in
each subject area including issues identified
through the public engagement process,
• Identification of short- and long-term
needs and desires as defined by Santa Fe
communities,
• Narrative description of steps that can
be taken to address findings within each
subject area, and
• Policy implications and recommendations
for the General Plan.
The comprehensive Assessment Report will
synthesize the analysis for eachsubject area, build
upon the goals, strategies, and programs already
defined, and incorporate the public engagement
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input that will serve as a community atlas. As a
community atlas the Assessment Report will serve
as a base line of understanding and a foundation to
inform Scenario Planning and the content of the
General Plan Update. The policy implications and
recommendations for the General Plan will be dearly
defined as a chapter within the Assessment Report
to ensure a clear transition between project steps
and all existingconditions, trends, and engagement
findings are incorporated into the General
Plan Update.
REVIEW OF PRIOR PLANS & STUDIES
& EXISTING POLICIES
As a starting point, the WSP team will review
prior plans and studies provided by the client to
understand the existing conditions and planning
goals for the City. We will also review and summarize
existing policies that will influence future
growth and the feasibility of development.
It will be important that the General Plan
Update reflect prior decisions and public
feedback rather than starting completely
anew-respectfulof the past and present.
Based on this review and summary, we will
identify opportunities,issues and summarize
key findings that will be incorporated into
or influence the recommendations in the
General Plan Update.
BASE MAPPING
A crucial first step of the effort to update
the Genera] Plan involves gathering base
mapping information to facilitate an
analysis of existing conditions and trends.
This foundational step is essential for
understanding the current state of the city's
infrastructure, land use,and demographic
patterns, providing a solid basis for
informed decision-makingin the planning
process.
To initiate this endeavor, our team will
integrate existing geographic information
systems (GIS), satellite imagery, and
ground-level surveys (where appropriate) to create
a comprehensive spatial database. GIS technology
will playa crucial role in mapping and analyzing the
spatial relationships among various elements, such
as land use, transportation networks, public facilities,
and environmental features. This comprehensive
mapping effort will not only capture the static
aspects of the city but will also incorporate dynamic
elements, allowing for the examination of trends
overtime.
We will coordinate with City GIS staff to ensure the
data and map templates are compatible with the
City's existing GIS resources. Our team will employ
ArcGIS Pro 3.x for data analysis and mapping,
along with ArcGIS Online and other Esri products
as needed. The robust base mapping willserve as a
foundation for the existing conditions studies review
and other remaining tasks.
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REGlONAL TRENDS
An endeavor of this importance must be based
on solid, factual market information so that
the recommended typologies, development,
preservation, and enhancement strategies are not
just grounded in reality but are also redible an
can be supported by a wide range of 1mplementmg
partners and private investors.
We will prepare a thorough and objective citywide
market analysis and forecast to ground the
community conversation and visioning process and
to form the basis of the resulting implementation
strategy. The goal is to present a readable and
engaging story of where Santa Fe has been, how
it is projected to grow and change, and which
external forces and trends are likely to shape its
future. Information will make significant use of
maps and infographics for use online, in print, and
at presentations. Elements of the market and trends
analysis will include:
Mapping of existing uses and conditions
Demographics (Census-based data) across all
relevant indicators, showing historical trends
and future forecasts where possible
• Real estate market conditions (rents, vacancy,
absorption, etc.) for office, retail, hospitality,
and residential uses
• Visitor behavior analysis (Placer.ai cell phone
data)
• Post-COVID office and retail trends
• Impacts of regional, state, and national
economic conditions on housing and
commercial markets
• Housing demand for both rental and
ownership (affordable and market rate)
• Opportunity site identification (vacant,
underutilized)
Planned/proposed projects
LAND CAPABILITY ANALYSIS
Using data available from the City and other public
sources, we will prepare a land capability analysis to
guide growth scenario planning and development
capacity. This analysis will inform the public
about areas within the city that are well suited to
accommodate growth and change, and areas that
should either be avoided or require significant
coordination. Data layers that we will consider
include:
• Topography
Utilities and Infrastructure
• Agricultural Lands
• Rivers and Arroyos
• Surface Hydrology
• Flood Plains
• RailRunner Stations and Transit Stops
• Santa Fe Trails Bus System
• Bikeways and Trails
• Parks and Open Space
• Annexation Areas
• Airport Clear Zones
• Historic Boundaries
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will detail the amount and type of development that
is possible under the existing adopted policies and
regulations. The LDC update work products will also
inform this section. We will couple this information
with an understanding of the fiscal sustainability
work our team is completing to provide a report
that details opportunities for new development,
including infill and redevelopment.This information
will enable the city and community to begin to
prioritize development types and locations in future
engagement stages.
NEIGHBORHOODS
Defined by character areas, land uses, key
transportationcorridors, and existing
neighborhood associations, we will developan
official Neighborhoods and Districts map for
the City. This map will consider the built form,
natural characteristics,development density, the
positioning ofland uses and their adjacencies,
and other character elements that define distinct
neighborhoods of the city.The Neighborhood and
District mapcan be a useful tool in overlaying
demographic and other data to determine defined
areas of need in future policy and fundingscenarios.
EXISTING LAND USE DEVELOPMENT
Santa Fe bas grownsignificantly since the 1999
General Plan, and an analysis of what exists
today is critical to determine how much land is
available for potential new development, infill,
and redevelopment. Our work will include an
analysis of existing land uses and development,
with a focus on understanding what exists today
and what opportunities might be available. We will
use available GIS data on zoning and land uses to
map the existing development and use patterns,
with a focus on identifying potential opportunity
areas. Using the mapping and an analysis of the
development code, we will identify infill and
redevelopment opportunities that might exist. The
Existing Land Use and Development section will be
a comprehensive review of all land use types and
FISCAL SUSTAINABILITY
Our work will incorporate a fiscal sustainability
strategy to ensure that the fiscal impacts of growth
are captured and that proposed projects and
initiatives are feasible. As with other aspects of the
General Plan Update, this work is intended to be
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educational and data-driven so that the visioning
process is provided with objective data to inform
growth alternatives.
Working closely with Santa Fe GIS and Planning staff,
we will develop a baseline model to analyze various
fiscal attributes of land and property throughout
the city. As different attributes may be more or less
useful to different parts of the planning process,
weanticipate developing a flexible model that can
beadjusted quickly to illustrate different fiscal
dynamics. Likely attributes to be analyzed and
mapped will include:
• Property value per acre (including both land
and improvements), expressed as a value per
acre;
• Improvement to land value ratio (to illustrate
potentially redevelopable or underutilized
land);
• Tax generation per parcel (incorporating tax.-
exempt properties) to illustrate fiscal impact
to the city and other taxingjurisdictions;
• GRT and other employment-baseddata to
understand the impact of business activity
(as available from the state and aggregated
to ensure confidential business activity is not
disclosed);
• GIS mapping to illustrate patterns throughout
the community, combined withland use,
zoning, transportation, and other data layers
to understand fiscal dynamics.
During Step 3, this data will further be used to enable
the scenario planning to output fiscal impacts with
each alternative.
URBAN DESIGN
This analysis will focus on elements that will
contribute to Santa Fe's image as a great place to
live, work and play. Public elements could include
street character, street lighting, viewcorridors,
and identity enhancement elements, including
landmarks and gateways. Private elements
could include parking treatments, development
patterns (site planning criteria), and development
character (building and landscape criteria). We will
summarize the findings in an urban design analysis
to understand the qualities that are unique to Santa
Fe and identify the potential for placemaking. As
part of this assessment our team will conduct a field
visit and a visual survey. Site survey findings will be
documented with maps, photographs and a short-
written description.
An urban design assessment will investigate the
existing built form, including the public realm,
of key sectors, special planning areas, gateways,
and other important districts to identify the
characteristics that either support or detract from
quality development, economic vitality, social
vibrancy, and civic identity. This analysis will be used
in public engagement to inform spatial qualities and
building form that are important to the successful
implementation of development types in different
land use and character zones - specifically related
to citycharacter, sector, and special area planning.
Items that wewill catalogue in this assessment
include:
• Urban forestry
• Streetscape composition (including
materiality)
• Public art, lighting, and amenities
• Landscape
• Building height and scale
• Building articulation
• lazas and civic spaces
• Utilities
• Street composition
• Natural areas and areas with potential for
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TRANSPORTATION
Since the development of Santa Fe's General Plan in
1999, the transportation networkand connectivity
has drastically changed. The range of mobility
options, how transportationis used, and the need
for more interconnectedand responsive options for
moving in and around Santa Fe have changed.It is
important that the city is prepared to adapt with
changing transportation needs and priorities and
to leverage new transportation technologies and
funding programs. This will help Santa Fe expand
its network of safer, more affordable, and reliable
mobility options that will also increase accessibility
and ensure equitable access to community services
and employment
A review of existing transportationstudies and
plans identified by the City of Santa Fe (multimodal
transition plan, bicycle/ped/transit plans,
sustainability plan), along with the MPO's recent
work on complete streets, will provide WSP with
a solid understanding of the community's ideas
and initiatives to expand mobility choices and
create a more accessible city. A matrix will be
created to ensure we integrate transportation
recommendations with the goals and objectives of
each existing plan and study.
Using available data and material from the City, an
inventory of the existing network characteristics
willbe compiled that caninclude streets and
roadways, transit routes and stops, rail lines
and stations, and bike and pedestrian pathways.
Demographic and household trends data impacting
transportation conditions will also be compiled
and assessed usinginnovative and interactive web-
based mapping applications. These tools assist us
to identify travel conditions and to verify current
transportationdeficiencies and opportunities. From
this analysis, our team will identify key performance
indicators and develop improvement targets for
the City to measure its mode-shift progress as it
implements mobility and accessibility planning
recommendations.
TheTransportation section will be a comprehensive
review and assessment of the city's multimodal
transportation network that will provide a baseline
of information on existing transportation conditions
and services. and detail the key issues, barriers
toward progress, and long-range transportation
goals. The report will also provide specific data
analysis and recommendations that are fiscally
responsible and immediately implementable.
PUBLIC & PRIVATE UTILITIES
The General Plan Update will closely examine the
intersection between growth policies and public
and private utilities and services such as water
wastewater, electricity, and gas.Consistent with
the 1999 General Plan themes, sustainable growth,
quality of life, and affordable housing remain key
considerationsfor the future of Santa Fe. Demand,
quality, and availability of public and private utilities
are primary considerations for new development and
recommended growth patterns within the city. The
existing conditions analysis will include a review of
baseline conditions and projections to understand
the availability and need for public and private
utilities in different growth scenarios. Payment
methods for future public and private utilities is
an additional guiding consideration that will be
examined. The utilities report will be comprehensive
and future-focused,specifically with City of Santa Fe
water, wastewater, and stormwater utilities.

City of Santa Fe Genera1 Plan update
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Climate change and resilience are key trends related
to the availability of water and energy sources in the
near and short-term future-. The city budget provides
evidence to Santa Fe's commitment to sustainability
and being at the forefront of renewable energy
and forward-lookingwater planningincluding
conservation and reuse. The transition to clean
energy sources within New Mexico includes solar,
wind, and geothermal. As detailed in the City of
Santa Fe Water Storymap, climate change is expected
to reduce stream.flow and mountain snowpacks
throughout the southwest. Since1995, Santa Fe
has had great success in reducing water demand
through conservation even witha 25-percent
increase in population served. Through a pro-active
water management approach, Santa Fe prioritizes
using surface water when available to preserve
groundwater for drought conditions.Combined with
the steady increase in demand through conservation,
groundwater aquifers continue to recover from past
practices of excessive pumping.
Today, water is provided to the city from four
different surface water and groundwater sources.
The existing conditions analysis will integrate
key ongoing efforts within the city including the
near-term 5-Year Water Conservation and Drought
Management Plan and the Santa Fe Water 2100
- a long-term Water Resource Plan to provide a
comprehensive view of Santa Fe's management
of water resources. The intersection with other
initiatives such as the Santa Fe Living River
ordinance that supports the Santa Fe riparian
corridor will also be documented. The Santa Fe
General Plan Update will build upon past successes
and develop a coordinated blueprint the reflects
sustainable growth balanced with resource
management.
WSP will identify all current utility providers
(public/private)in Santa Fe, withan emphasis on
City of Santa Fe water, wastewater, and stormwater
utilities. WSP will review and compile any Utility
system Plans and Public Works Capital Plans
and comprehensively display/map the existing
utility system area and proposed expansion and/
or improvements necessary to accommodate
growth and other updated policies. The Team will
identify any inconsistenciesin land use and growth
projections presented in the various utility plans.
In addition, the WSP team will identify proposed
improvements from existing utility and capita1 plans
to accommodate the growth and anticipated project
completion dates.
We want to ensure that utilities are planned for
expansion and improvements by identifying utility
service efficiencies and gaps between existing
conditions and proposed land use and growth
projects. Our team can assist Santa Fe to holistically
understand opportunities associated with utility
expansion/improvements for projected land use and
population growth by providing recommendations
for potential project improvement/expansion
opportunities between utilities to provide less public
disturbance and identity potential multi-benefit
projects.
Our team has experience in developing utility
policies that areconsistent with comprehensive plan
policies. We understand how to work with existing
water utilities to identify any conflicts or deficiencies
in comprehensive plan policies that mayaffect
successful utility planning and also identify utility
policies that caninform comprehensive plan policies.
HISTORICAL & CULTURAL FACILITIES
Arts, culture, and historic preservation are of
crucial importance to the City of Santa Fe. Santa Fe
is a community that is rich in history and cultural
diversity, with strong traditions and a distinctive
sense of place. These elements collectively form
the foundation of a unique identity.The local arts
scene is a vibrant platform for creative expression,
fostering a deep sense of community and driving
economic development.
Historic preservation plays a vital role in maintaining
the city's legacy, providing tangible connections
to Santa Fe's past while shaping its character for
future generations. The combined efforts in arts,
culture, and historic preservation make a significant
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contribution to Santa Fe's quality oflife, creatinga
city that is dynamic, diverse, and deeply rooted in its
history. As part of our scope of work, the WSP team
will undertake the following tasks:
• Collaborate with ongoing initiatives,
organizations,and City and State departments
to prepare a comprehensive catalogue of
existing and prospective arts, cultural, and
historic resources across the city;
• Participate in the process of identifying,
establishing, and assessing the viability of a
possible Arts & Cultural District;
• Undertake an examination and valuation
of historic resources, including a thorough
review of the city's five historic districts and
adjacent areas;
• Investigate and evaluate cultural, prehistoric,
and paleontological resources; and
Consider outcomes from the City's
CHART process in the development of
recommendations.
PUBLIC SAFETY
Public safety is a common thread that will inform
recommendations and implementation policies in
several of the General Plan Update elements. As
defined in the city budget, safety is an overarching
priority for Santa Fe. Multiple streams of revenue
are available, including funds from the Federal
government, to invest in safety initiatives alongside
social, economic development and job training, and
community health programs. Our team will take
a comprehensive view in developing the Public
Safety section by exploring the intersection of
several themes as they relates to public safetysuch
as social programs, the environment, community
health, and economic development. A desktop
review of plans such as the City of Santa Fe Office
of Emergency Management 2018-2022 Strategic
Plan and the Hazard Mitigation Plan will lay the
groundwork for an understanding of public safety
goals, strategies, and initiatives that will inform the
development of the Santa Fe General Plan Update.
The WSP team will document existing conditions and
trends by incorporating input from key community
health and safety stakeholders such as Santa Fe
Police Department and Fire Department, Office of
Emergency Management and Community Services.
Stakeholder and public input will help identify
critical safety needs and opportunities of the city
as a whole and needs of specific neighborhoods and
communities.
SCHOOLS
The Santa Fe Public Schools and overall education
vision and direction should align with city growth
strategies as they are outlined in the sustainable
Growth Management Planand the General Plan
Update. There are also several higher education
institutions within the citysuch as private colleges
and universities, public colleges and universities,
and community colleges. These higher education
offerings and campuses serve as important
community resources and bubs but also require
partnerships between the city and schools around
planning topics such as quality oflife, safety,
housing, community concerns, and collaboration
with community service organizations.Therefore,
developing a Schools section will be critical to
understanding the existing education conditions and
trends within the community. The WSP team will
complete a desktop review of the Santa Fe Public
Schools Facilities Master Plan Update 2021-2026 to
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understand recommended capital improvements
and findings. For example, the Facilities Master Plan
Update includes projections that indicate that excess
classrooms will continue to grow over the next ten
years.
Student population shifts from the north to the
southwest sectors create facility demands in the
south.Transfers into the older, northern schools
remain high, so the schools are utilized well in the
north. Traditional middle schools and high schools
are underutilized,while alternative schools continue
to show an increase in demand.
In addition to obtaining input from Santa Fe Public
Schools, our team will also engage with higher
education institutions and other alternative schools
such as charter schools. The Santa Fe Public Schools
(SFPS) is undertaking a Reirnagining SFPS initiative
that will also provide insight on important trends
to consider when developing recommendationsand
implementation policies. The initiative has already
highlighted several themes such as the need for
community schools, the importance of bilingual
programs, wellness, the intersection with outdoor
learning and cultural programs, and transportation
mobility.
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PARKS & RECREATION
A comprehensive Parks and Recreation section
will link to several General Plan themes and existing
conditions such as environmental stewardship and
habitat preservation, expansion of biodiversity, arts
and culture, equity, sustainable growth and provision
of services, community resilience, and the role of
open space within future land use and development
plans. The City has over 100 existing park facilities
and 170 miles of trails. The Parks and Recreation
evaluation will be informed by the final Planning
Area Boundary for the City's General Plan Update and
the recognition that Santa Feis home to significant
landscapes throughout the County that offer a range
of recreational opportunities. A desktop review of
plans such as the Santa Fe County Open Space, Trails,
and Parks Strategic Management Plan (2019), Open
Land and Trails Plan (2000), and the Open Space
Management Plans will lay the groundwork for an
understanding of the existing conditions of the parks
and open spaces within the broader Santa Fe region.
Understanding the future goals and initiatives within
the region will inform the development of the Santa
Fe General Plan Update.
Over the past 20 years the Santa Fe Open Space,
Trails and Parks Program (OSTP) has moved from
acquisition to resource management and providing
meaningful experiences for residents within the
region. Santa Fe strives to be a national leader in
conservation, innovative land management, and the
provision of exceptional recreation opportunities.
While open space conservation remains a key
priorityso is the importance of providing access
to openspaces, trail connections, educational
programming, and context-sensitive and sustainable
property management. There is also the recognition
that open space, parks, trails, and recreational
facilities should reflect the regional needs and user
patterns within Santa Fe as they are defined in
four management landscapes - El Norte, El Centro,
Galisteo, and Estancia.
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This understanding will be overlayed with relevant
themes from the Santa Fe SustainabilityPlan
such as enhancing the connectivity of greenbelt
and habitat corridors, watersheds and parks,
and stormwater management through green
infrastructure.Community Plans within Santa Fe
County also document goals for open space, trail
connections and environmental conservation at
the community scale. Several goals and strategies
within the Sustainable Growth Management Plan
are also linked to parks and recreation such as
community-based stewardship, education and
outreach related to natural and cultural resource
protection, and coordination and partnership with
other landowners. Collaboration is a key theme with
neighboring Pueblo of Tesuque, Hyde Memorial State
Park, and federal land agencies such as the Santa Fe
National Forest and the Bureau of Land Management
(BLM). Management ofshared borders, species,
habitats, and recreation impacts is emphasized in
the Santa Fe National Forest Plan. The BLMTaos
Resource Management Plan recognizes the need for
coordination withSanta Fe on a broader landscape-
scale management approach for recreational access
and biodiversity since BLM property borders several
Santa Fe County Open Space properties. Collectively,
these concepts and trends will be outlined in
the Parks and Recreation analysis to inform the
General Plan Update and provide a comprehensive
and balanced approach to recreational needs
and opportunities, future land development and
landscape conservation.
HOUSING
LCG prepares analyses to support community housing
elements as part of general and comprehensive plans
for communities across the U.S. More recently, in
response to the housing affordability crisis, this work
has expanded to include housing action plans, which
expand upon the assessment of existing conditions
and needs to include strategies to encourage housing
production, a broader diversity of housing types, and
affordability that better matches the incomes of area
residents and workers.
As part of this task, LCG will complete the following:
• Analyze population and employment trends,
with documentation of projections.
• Quantify existingand projected housing needs
for all income levels, including extremely
low-income households, withdocumentation
of housing and household characteristics, and
cost-burdened households.
Collect data on type, size, cost, and age of
housing in the city.Collect data on rental
properties (e.g., type, size, cost, and age) and
percentage of housing stock.
• Review and evaluate the current housing
element and other policies regarding
housing, including an evaluation ofsuccess
in attaining planned housing types and
units, achievement of goals and policies, and
implementation of the schedule of programs
and actions.
Review the effectiveness of current programs,
development regulations and permitting
processes related to housingdevelopment.
• Review land capacity analysis and ability of
existing zoning to provide for housing needs
and all income brackets.
• Identify areas that may be at higher risk of
displacement from market forces.
• Conduct research and assemble findings
following the most current New Mexico
legislative policies related to housing.

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ECONOMIC DEVELOPMENT ASSESSMENT
Our partner, LCG, understands development
economics and the market realities of economic
prosperity. Whether operating at the citywide level
or addressing downtown Santa Fe or a specific
neighborhood, we will ensure that goals and policies
pertaining to housingand economic development
are implementable and feasible. Our analysis will
specifically address issues that are relevant to
Santa Fe given its role as a state capital and tourist
destination.
These issues include:
• Preserving and enhancing Santa Fe's cultural
authenticity while capturing economic
opportunities to provide family wage jobs to
its residents;
• Enhancing and sustaining the downtown as a
community amenity and economic driver;
• Nimbly navigating rapidly changing
economic trends in ecommerce and industrial
development to maximize joband investment
opportunities;
Understanding the role that affordable
housing plays in maintaining an economically
competitive city; and
• Other issues and strategies that emerge from
the community visioning process.
As with the population and demographic trends
analysis completed earlier, we will prepare a
thorough baseline data set that tells the story of
Santa Fe's current economy, where it has been, and
where its future opportunities lie.This workwill
include a detailed assessment of:
• Employment trends;
• Major industries and employers;
• Key opportunities for job creation and
growth;
• Key indicators such as education, wages,
unemployment, industry clusters, and other
data points; and
• Emerging trends that impact economic
vitality such as the rise of ecommerce,
demand for warehousing and distribution,
work-from-home impacts on office demand,
and the role that housing unaffordability
plays on business recruitment and success.
ENVIRONMENT STEWARDSHIP/
NATURAL RESOURCES
Santa Fe's General Plan developed in 1999
supports the overall message of Natural Resource
Conservation of the time, however, in 2023 these
ideas have evolved and grown. The City of Santa Fe
is an environmentallyfriendly community, and it is
imperative that the city is prepared to adapt to the
protection and conservation of biological and natural
resources, visual resources, natural landscapes, and
landmarks. Doingso will aid the City of Santa Fe to be
more environmentally conservative andconscious.
Biological and habitat conversation has grown, with
our ever-evolving world, to include permitting,
management, and mitigation of natural resources,
clean waters, visual and sound responses, threatened
and endangered species, air quality, and how the
public is responding to these changing challenges.
A review of existing natural resource management,
conservation policies and plans identified by the
City of Santa Fe (quality of life and sustainable
growth) will provide WSP with a solid base of the
community's ideas and initiatives to expand the
growth of environmental stewardship and natural
resources management.

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This section of the Assessment Report will be a
comprehensive review and assessment of the city's
environmental community that will provide a
baseline of information on existing natural resources
habitats, communities, wetlands, land use and
use those concepts to create a centralized general
plan with the modern practices and policies. The
Report will also provide specific data analysis and
recommendations that are fiscally responsible and
immediately implementable.
The goal of these charrettes is to understand
current operations, dataflows, ownership of data,
identification of operational data, process pain
points, shortcomings of data management/
collection, and future goals for data sharing,
integrations, and information access.
For the Assessment Report, WSP's Smart CityTeam
aims to clearly outline, through charrette outcomes,
the opportunity data presents to the City. Outcomes
dependent, we expect to present the City's desired
improvements in data quality and the potential
information sharing practices have for the City in
terms of automation efficiencies.
This will begin with a distillation of charrette results
and a review of existing documentation,including
select City plans listed in the RFP. Further to the
workshops, the WSP Smart City Team will request
the following documents in its review of City
documentation as well: City Data Management
Policies, IT infrastructure documentation,
cybersecurity policies, smart city initiatives, and the
City network architecture, if these exist. Altogether,
the charrettes and documentation review will
provide a foundational understanding into
workflows, challenges, and needs.
Based on this understanding, our team will
summarize the data collection methods and
information sharing landscape to outline the
specific strengths and opportunities in the existing
City organization. By further delving into data
security measures required for compliance and
ongoing smart city initiatives, the assessment
will capture a holistic picture of the City's current
technological and operational state.
SMART CITY VALUE-ADD .This summary will become an assessment of current
WSP's Smart City technology team will participate gaps in data collection practices, information
in city planning charrettes and lead all technology sharing protocols, and the level of automation in
and data-dr·iven conversat·ionst oh e1p • WSP' department workflows. The gap analysis will identify
understanding of existing conditions. This helps us areas requiring improvement, setting the stage for
to develop future integration opportunities which strategic recommendations aligned with the City's
enhance resident experiences and operational
efficiencies for the City.
overarching goals in modernizing its General Plan
Update.

City of Santa Fe Genera, Plan update
Importantly, the Assessment Report will begin
to answer the pivotal question posed by the City:
"What's missing & where?"
Ultimately, the Assessment Report serves asa
valuable guide for targeted enhancements across
the City's data sharing and information access
landscape.
Response to Specifications I a
current asset management drivers, defininggoals
and objectives, and delineating long-term desired
outcomes.
The outcomes and benefits of our collaborations
are transformative.Theylead to a cohesive
understanding of asset management visions, goals,
and objectives across organizations, aligning
- ------------------------------------------------------------------ strategic goals with asset management activities. This
MUNICIPAL INFRASTRUCTURE & ASSETS
WSP showcases its proficiency in municipal
infrastructure through a comprehensive approach
to asset management programs.In response to
the evolving demands on urban infrastructure in
rapidly growing cities, we collaborate with municipal
agencies to conduct thorough asset management
maturity assessments and formulate strategic
directions for enhancing their asset management
programs.
WSP's capabilities extend to the development of
maturity assessment reports, synthesizing key
findings and proposing improvement actions based
on stakeholder consultations.The firm plays a pivotal
role in crafting asset management improvement
roadmaps, outlining high-priority initiatives for
implementation over the short and long term.These
roadmaps include detailed work plans for prioritized
initiatives and overarcmng schedules for their
phased implementation.
A significant aspect of our expertise lies in
establishing Strategic Asset Management Plans,
providing clear guidance for municipal agencies, and
steering the evolution of their asset management
programs. Additionally, our team facilitates strategy
and visioning sessions, fostering discussions on
approach enhances accountability and transparency
in decision-making,ensuring the responsible and
sustainable allocation of resources.
Our contributions lead to the establishment of clear
roles and responsibilities within asset management
programs, fostering engagement and ownership of
activities, and promoting a culture of collaboration
and consistency. The projects contribute to increased
consistency in how assets are managed, enabling
systematic evaluations of asset conditions and needs.
Our team's expertise in municipal infrastructure
shines through its collaborative efforts,
demonstrating a commitment to advancing asset
management practices, optimizing resource
allocation, and fostering a culture of accountability
and collaboration for the benefit of urban
communities facing rapid growth.
INSTITUTIONAL STRUCTURES
The new plan must foster regional collaboration,
represent a wide and diverse-cross section of
residents and be ready to be implemented to address
the challenges the Santa Fe region faces todayand
may face tomorrow. The updated plan needs to
foster collaboration among all of the parties who are
under its umbrella - both its regional partners and
internal agencies and departments. It should make
the region's goals and vision - and the corresponding
projects that would flow from those goals and visions
- so clear, understandable, and actionable that Santa
Fe will become a stronger candidate for many of
the discretionary federal funding programs that are
flowing from the recently passed infrastructure and
climate bi1ls.
However, a plan is really just paper on the shelf
unless the parties responsible for making it a
reality have agreed to the overarching goals; a clear
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delineation of roles and responsibilities; and there
is agreement about how decisions will be made.
We know that Santa Fe is looking for a plan that
can- in practical and real-world terms - address
the community's challenges. Therefore, we believe
that it is essential to develop buy-in and get the
processes right on the front-end - it is better to
take the time to define goals and objectives so
there is clear understanding of where the process
needs to go than to start searching for solutions
that do not necessarily meet the ultimate goals of
the city. We look forward to working with Santa Fe
and its partners and stakeholders on a process that
guides the development of the General Plan update
and improves collaboration and decision making
among the regional entities who are crucial to
the city's success and within the internal agencies
and departments who are responsible for the
development and delivery of the city's plans and
programs.
First, the key regional players and stakeholders
must be brought together to agree upona shared
vision and goals that will inform their collaborative
regional approach to problems. Solutions rarely end
at convenient political boundaries, and we need
to ensure that the region is working in a unified
manner to set goals and priorities. As part of the
process, we could also explore current decision-
making structures and recommend improvements
or enhancements as appropriate. We will workwith
the Santa Fe Project Manager to identify the key
stakeholders, but recognize that this should include
local, regional, state, and federal agencies who are
essential to deliveringfunding and projects.
Second, it is also essential that all relevant Santa Fe
agencies and departments are alsoworking from a
common understanding to ensurethat the vision
is at the forefront and remains implementable and
actionable. There are various keydepartments, such
as Public Utilities, Public Works, Community and
Economic Development, and Community Health and
Safety that have a role in determining which projects
can and should move forward in the city. We want to
work with the departments to make sure that from a
capital planning and programming perspective, there
is a common agreement with and appreciation of the
goals of the process, so that everyone understands
Response to Specificat1ons I C
the direction that the city wants to go in and
decisions are made through that lens.
Third, developing a governance model is not just an
end-product to be used, there needs to be a process
to manage the actual preparation of the update to
the General Plan.
• How will decisions be made?
• How will competing interests be prioritized?
How will voices be heard and decisions be
made?
As part of the process, we will partner with Santa
Fe to ensure an inclusive process that delivers an
updated General Plan that meets the goals of the
community and can then be actedupon.
DIGITAL USER PLATFORM
WSP proposes the development of a digital spatial
platform to be the main gateway for stakeholders
and the public to access mapping related information
from the General Plan Update. Additionally, the
platform will feature a dedicated engagement section
(sometimes referred to as online civic engagement),
strategically positioned as the hub for digital
interactions related to the Planning Department.
This section will facilitate public input, and surveys,
fostering a sense of community involvement in the
planning process. The integration of interactive
tools, such as mapping widgets and comment
features, will enable users to provide feedback
directly on the platform, ensuring a more inclusive
and participatory approach to city planning. The
primary objective is to streamline access to key
spatial information, enhance communication, and
promote transparency.
The heart of this solution liesin the development
of a user-friendly online portal that serves as the
digital gateway to the General Plan. Leveraging
Esri's cutting-edge GIS capabilitiest our platform will
provide an intuitive and visually engaging interface
for users to explore the General Plan in a spatial
context. Users, including city staff, stakeholders, and
the public, will have the ability to navigate through
different layers of information1 accessing key
details related to land use, infrastructure,and socio-
economic data.
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PLATFORM ARCHITECTURE
The platform will be built using an ArcGIS Hub Site
connected to the city's existing ArcGIS Online or
Portal instance. This setup will allow the city to share
web maps and applications highlighting key aspects
of the GPU and other planning related data along
with a mechanism to share spatial datasets with
stakeholders. Key aspects of the development of the
Hub site include the creation of the hub site itself,
a web mapping application to view the GPU and
other spatialdata layers, and a data portal for users
to access and download specific data layers from
the city.This innovative platform.aims to enhance
transparency, collaboration, and engagement among
staff, stakeholders, and the public, while providing
robust backend capabilities for efficient management
by the Planning Department. On the backend,
our proposed solution includes a robust, ArcGIS
Dashboard designed specifically for City staff. This
interface will empower staff members to run reports,
analyze engagement data, and manage the platform
efficiently. The backend system will be equipped
with advanced reporting tools, data visualization
capabilities, and user management features to
streamline administrative tasks and enhance the
overall effectiveness of the Planning Department's
operations. To achieve this, WSP will undertake key
tasks:
PRELIMINARY DATA AND SYSTEM ASSESSMENT
First, an in-depth assessment of the existing
system will be conducted to evaluate the current
infrastructure,spatial datasets, stakeholder
needs, and future goals of the site. Includedin this
assessment will be determining how eJdsting city
datasets will be migrated into the platform at the
parcel level. Collaborating closely with the planning
department, WSP will gather requirements and
define clear goals for the Hub site.The process will
involve interviews with planning department staff
and benchmarking against industry best practices.
Based on the assessment, WSP willgain insights into
the department's unique needs.
STRATEGIC ROADMAP
Following the needs assessment, WSP will create
a strategic, phased roadmap for the Hub site and
Response to Specificatiohs I Ci
spatial data management within the department.
This roadmap will guide the development of key data
layers and the Hubsite,ensuring that the GIS system
is developed in a way that provides lasting value to the
cityand supports its long-term visionfor developing
and sharing planningrelated spatial data, within the
budget available for the General Plan Update.
DEVELOPMENT OF THE HUB SITE
AND MAPPING APPLICATIONS
Next, the design and development process will
commence, ensuring that thesite is user-friendly,
secure, and efficient. Regular communication
with department staff will be key to ensuring
development is responsive to evolving needs. By
establishing this central portal, both city staff and
the public willbenefit from improved access to
essential information, fostering a more informed and
engaged community.
Several of the maps currently available on the city's
GIS Services and Products website could be combined
into a parcel and zoning application, which would
give members of the public a single-stop application
for viewing essential property details such as the situs
address, Assessor's Parcel Number (APN), assessed
value, zoning classification, land use information,
planning zone updates, and demographics based on
Esri Tapestry Segmentation data.Customized pop-
ups will contain links to the city's other information
systems, such as tax cards or assessor's databases as
appropriate. The aim of this application is to enhance
efficiency and improve public interactions with
parcel and zoning related data.
DATA UPDATE AND LINKING
The development of a Hub site andprimary mapping
application are only useful insofar as the underlying
data is of high quality and is kept current. To achieve
this, several key actions will be taken. First, WSP will
review existing workflows to make sure that the data
layers feeding the applications are maintained and
current.This will be done in a way that minimizes
disruptions to the city's existing work:flows by
automating data transfers or data enrichment as
much as possible.
Second, integrating data from different sources is
crucial for maintaining consistency. WSP will design
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mechanisms to synchronize parcel and zoning data
seamlessly. For example, when a property undergoes
rezoning, the app will reflect this change promptly
within the attributes of the parcel data and/or
web application popups relatedto a given parcel.
Similarly, any modifications to parcel boundaries or
land use classifications will be synchronized across
relevant systems to the e.rlent feasible,
Third, quality assurance measures will be
implemented to validate the accuracy of updated
data. This includes cross-referencinginformation
with official records, conducting spot checks, and
flagging discrepancies promptly. Thegoa] is to
provide reliable data to city staff, developers, and the
public, ensuring informed decision-making.
finally, WSP will explore opportunities to link
related datasets beyond parcel and zoning data.
For instance, integrating property tax records with
parcel information can enhance financial planning
and revenue forecasting. Similarly, connecting
zoning data with environmental factors (e.g., flood
zones, soil quality) can inform land use decisions.
Byprioritizing data accuracy, synchronization,and
integration, WS:P aims to create a robust foundation
for future applications and informed urban planning
within the City of Santa Fe.
EXPAND FOR ADDITIONAL APPS IN THE FUTURE
WSP recognizes the need for scalability and
adaptability in the City of Santa Fe's digital
infrastructure.To prepare for future applications,
WSP proposes that the Hub site be designed with
flexibility in mind. Its architecture will allow for
seamless integration of new mapping applications
and features. By utilizing an ArcGIS Hub site and the
city's existing ArcGIS Online and/or Portal instances
the site can accommodate diverse functionalities
without locking the cityinto the use of custom
applications. Additional applications or sections
of the Hub site can be introduced as needed to
expand functionality and address new audiences.
By adopting these principles, WSP aims to create a
future-ready digital ecosystem that supports the City
of Santa Fe's growth and enhances public services.
By combining Esri technology with a user-centric
design and comprehensive backend functionality,
Response to Specifications I Ci
our proposed digital platform is poised to elevate the
city's planning process, making it more accessible,
engaging, and efficient for all stakeholders involved.
PUBLICENGAGEMENTPLAN
From our staff's participation in community
organizations to our planning and design work, WSP
has built strong connections with small businesses
and community relationships over the many years
we have worked in and aroundSanta Fe.
Our team's approach seeks to incorporate community
voices throughout the planning process to develop
a vision that strives for equitable and sustainable
policy choices that result in a vibrant and vital
future for Santa re. As a local firm and with our
communications and public involvement lead living
and working in nearby Albuquerque, WSP is deeply
invested in New Mexico communities, including
Santa Fe and its diverse neighborhoods. Our team's
approach is Inclusive, imaginative, interactive, and
centered on building relationships with community
partners (CBOs). Our approach focuses on forming
neighborhood-specific engagement efforts to put
community first and elevate the voices of those
historically underserved or excluded from planning
processes. To truly co-create a general plan with the
community, we will complete the following steps,
which are further defined in the subtasks that follow:
• Prepare a Public Engagement Planand equity
strategy that outlines open, transparent, and
multi-path communication to engage equity-
priority communities, key interested parties,
and the broader community.
• Include equity throughout the process by
working with the community to develop an
equityanalysis. Establishing equity goals will
help guide the planning process and support
equitable outcomes.
• Form a network of compensated Community
Partners to lead neighborhood-specific
engagement approaches.
• Develop a project-specific brand identity and
communications materials, includingcreating
a Social Pinpoint Hub to advance the City's
engagement efforts.
• Engage the broader community through
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City of Santa Fe Genera1 Plan update
visioning workshops, events, and community
conversations.
• Prepare a community engagement and
involvement/lessonslearned summary
and accountability matrix that captures all
comments, evaluations, lessons learned,
and input throughout the process.This will
contribute to the City's future efforts and
support long-term capacity building.
COMMUNITY PARTNERS
A key aspect of our engagement approach is
developing relationships with Community Partners
to provide consistent and meaningful input
through all stages of the planning process. To
identify the Community Partners, we will focus
on the neighborhoods and districts identified
and outlined in Step 1. Community Partners will
be considered based on an examination of the
existing neighborhood associations and networks,
community-based organizations operatingon
the ground, potential growth areas, and the need
to include voices that have historically been
excluded from planning processes. We anticipate
approximately ten to fifteen Community Partners
being identified to help the project team better
pinpoint distinct community characteristics and
challenges from a grassroots level. Working with
Community Partners who understand the Santa
Fe tradition and historical and current challenges
of neighborhoods will aidin recruiting members,
including equity representatives, to participate.
Community Partners will be selected and
compensated (compensation to be determined
based on PEP and is funded separately of this project
budget) based on their relationships and ability to
represent and engage equity-priority communities
and elevate their voices. The Community Partner
selection process and compensation plan will be
defined with the City at Project Kickoff in Step 1.
esponse to Specifications I C.
With the support of the public engagement team
lead, the Community Partners will be responsible
for leading outreach meetings or events, framed
as "Community Conversations,"in each of the
neighborhoods.The Community Partners will
help ensure communication materials are written
in layperson's terms, use language and graphical
communication appropriate to the audience, and
meet the City's standards.
With the help of the Community Partners, we will
seek perspectives that represent diverse interests
and groups such as:
• Modes of transportation(pedestrian, ADA
interests, bicycle, public transit, freight,
automobile)
• BIPOC communities and businesses
• Social justice
Neighborhood associations
Economic development
• Arts and culture
• Urban design
• Environmental quality
• Housing groups and organizations
• Youth, LGBTQ+, and elder perspectives
• Accessibility and disability inclusivity
INTEGRATING EQUITY
To enhance our approach to existing conditions, the
equity team will identify equity focused communities
in Santa Fe and assess their baseline, the distance
between their baseline and vision, and the
priorities of their vision. We understand that equity
communities often experience underrepresentation,
underinvestment, being overburdened, and less
resiliency to neighborhood change, and the legacy
impacts of these experience maylead to a different
baseline, vision, and priorities than greater Santa
Fe. We also recognize the value of culture, economic
contributions,diversity of thought, and other
characteristics that define equity communities
beyond disparities or disadvantages. First, we will
review local resources provided by City Staff and
conduct our own research to produce an equity
analysis that identifies equitycommunities. This
includes a quantitative element like data indicators,
using tools like USDOT Transit Disadvantaged
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City of Santa Fe Genera, i-Jian LJpclate
Response to Specifications I 0
Communities and the Climate and Economic
Justice Screening, and a qualitative element that
summarizes local historical context that contributed
to existing conditions, and public input on their lived
experiences with current infrastructure,and related
programs, and policies.
The equity team will collaborate with the public
engagement team to leverage the equity analysis
and the requested Neighborhoods and Districts Map
to inform a neighborhood-level public engagement
plan. Neighborhood-level public engagement will
capture insight specifically from equity communities
to develop a Neighborhood Equitable Vision &
Needs Assessment. Inclusive public engagement
and meeting people where they are will allow us
to empower and amplify diverse voices, including
the Asian, Black, Hispanic, Spanish, and Native
communities, as well as Santa Fe's thriving arts
community. The assessment will address key areas
of quality of life including housing, economic
development, transportation, public safety, parks
and recreation, and other themes consistent with
the broader existing conditions work.The input will
be organized into near, mid, and long-term goals
so the City can plan for quick wins and long-term
commitments that will build public trust.
Based on community conversations and our own
research, the equity team will develop a community
assets map layer that can be overlayed on the
Neighborhoods and Districts Map. Community
assets can include places of worship, green spaces,
community centers, public art. libraries, health care
facilities, and more that offer sense of belonging,
livability, and comfort. Mapping community assets
can identify places and spaces to preserve and show
gaps in these offerings in some neighborhoods
compared to others. The City can use this data to
support development without displacement, create
connected infrastructure leveraging existing nodes,
and prioritize funding.
The equity team will play an advisory role in public
engagement. For example, the equity analysis will
allow us to set a goal for representative participation
in public engagement based on the diversity in the
Santa Fe. This will help set a success metric beyond
the volume of engagement efforts. The equity team
will make recommendations of community leaders
and organizations that represent equity communities
and guide the structure for their compensation. They
will also coordinate with the technical team on what
content to share with the community, a format for
that content that is equitably understood, and follow-
up post-event to ensure input is used in refinement
and decision-making.
Building an equitable, comprehensive planrequires.
more than just looking at maps and data. To truly
plan for an equitable future, we need to understand
the history and experiences of the people who live,
work, and playin each of Santa Fe's neighborhoods.
Effective coordination between technical team
members and inclusive communication strategies,
and frequent input and review from WSP's embedded
equity experts will coordinate timing of inputs,
balancing of opinions and development of equitable
policies that will inform our planning team's
work. This collaborative work will advise project
staff on community priorities and identify areas
of improvement such as inclusive playgrounds,
disadvantaged business opportunities, or affordable
housing.
Specific efforts that WSP will include to integrate
equity include:
• Advising on Community Partners to engage
from equitycommunities, ensuring inclusion
of populations of people of color (e.g.,
Asian, Black, Hispanic, Spanish1 and Native/
Indigenous communities)
• Provide content for community input (equity
goals, equity analysis map, equity community
asset map, etc.)
• Coordinate with the public engagement team
on deliberate outreach to develop the Equity
Community Needs Assessment.
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City of Santa Fe Genera1 Plan update
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ENGAGEMENT TOOLS
Duringpreparation of the Public Engagement
Plan, WSP will work with the City to identify
communications and engagement strategies
and tools that clearly communicate the project
goals, relay technical information, and provide
opportunities to meaningfully influence the process,
analysis, and recommendations.WSP will work
with the City to determine the specific outreach
activities that are needed at each project milestone in
coordination with the technical work. At a minimum,
we recommend the following:
• WSP will establish a multi-disciplinary,
interactive platform through Social Pinpoint
that will act as the public engagement hub
for the project. This Social Pinpoint Hub will
include opportunities for community members
to provide input,stay up to dateon the project,
and team members to communicate project
information in a graphically articulate way.
• Preparation of Community Conversation Kits
that Community Partners can use to facilitate
discussions, use at community events, or
distribute while traveling around town or
riding transit.These Kits may include project
factsheets, keyquestions and answers, and
instructions on how to facilitate the collection
of valuable feedback at places people already
frequent.
Understanding that not everyone canattend a
public meeting or receive a letter in the mail,
we will workwith our Community Partners
to account for the needs of various interested
parties and apply area appropriate methods
to obtain community input on aspects of the
planning process.
• Visioning workshops and openhouses, an
interactive idea boardthrough the Social
Pinpoint Hub,and project team tables at
existing Cityandcommunity events to inform
the overall community vision and vision
statements for each comprehensive plan
element.
• Surveys and polls to gather feedback about
specific topics as identified by the project team
and City staff.
PROJECT MATERIALS & BRAND IDENTITY
WSP will create a project brand and messaging that
will be used throughout the project to provide a
consistent graphic identityon all publicly distributed
materials including the Social Pinpoint Hub,
Community Conversation Kits, notices of events and
meetings, and other materials that will promote the
project, inform the community, and build consensus.
All outreach materials will meet Cityof Santa Fe
standards and will be developed in accordance with
the City's Public Engagement Guide. All outreach
materials will also be ADA-accessible, use better
practices for design and graphical communication,
and be made available in both English and Spanish.
Other language needs may be identified through the
Public Engagement Plan process.
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I g gate •
I • City staff engagement I I•Technical I
Implementationand Evaluation engagement tooI partners support Comm.l
City of Santa Fe Genera, Plan update
-
I obi 3:f',1111::: n9Mf,1{1ll I ;: General
Community
Response to Specifications I C
Decision-
Communities (EFC) Stakeholders Partners 'makers
STEP 1
Mobilization and Understanding
•Open house
on Assessment
guiding themes
and findings
I
• Citystaff engagement
• EFC led conversations
• Stipend community
partners support
• City staff engagement
• Citystaff
engagement
•Technical
Advisory
Committee
• Technical I
• Introduction to
the team and
work program
•Stage gate
readiness review
STEP2
Vision and Goals • Open houseon • EFC led conversations • City staff
visionand goals • Stipend community engagement
partners support
• City staff engagement
.Advisory • Stage gate
Committee readiness review
•Technical
STEP3
Scenario Planning •Open house on
scenarios
• EFC led conversations • City staff
• Stipend community engagement
partners support
1•EFC led conversations
I•City staff
Advisory • Stagegate
Committee readiness review
I Adi 1• Stage gate
Development of Preferred PIan draft General Plan ,• Stipend community
£_artners support
engagement v sory ·.• readiness review
Committee 1
STEP
k 5 • Open house on •City staff engagement
. work program and •EFC led conversations • City staff •Technical
Advisory • Stage gate
Wor Program and Funding Plan fundin >lan • Stipendcommunity engagement Committee readiness review
STEP FORWARD
Governing BodyAction +
g P partners support
i•Regular 1• Citystaff engagement
communication • EFCled conversations 1 • City staff • Technical
'·Online civic • Stipendcommunity engagement Advisor·yttee •1· sta 1•
readiness review
..I.i.._.::...:;_ _:. .:..:..!..!..:.:.:., _J'
LISTENING, LEARNING, & REPORTING BACK
The feedback received throughout the public
engagement process will be tracked by the project
team in an Accountability Matrix, which will be used
over the course of the project to record decisions
and actions taken to address feedback, if any. The
community feedback will be used in the reporting
and analysis of key project documents as identified
throughout the project lifecycle. All engagement
activities will also be tracked and at the end of the
project, an engagement summary, with insights and
lessons learned, will be finalized. The Accountability
Matrix will be included in the engagement summary
to ensure transparency and accountability of
the project team, and to help inform the City's
future engagement efforts. Engagement findings
will be incorporated intoTask 5 efforts to ensure
thorough and comprehensive communication of the
communitys vision and short- and long-term needs.
Deliverables:
• Kickoff meeting materials
• Project management plan
• Project SharePoint site
• Digital User Platform Strategic Roadmap:
Launch Phase
Social Pinpoint Hub or other online civic
engagement tool
Project communications brand, identity,
supporting materials, and templates
Public Engagement Plan, inclusive of CHART
and Midtown outreach considerations
Open house plans and materials, Community
Conversation Kits, and other supporting
public engagement materials in English and
Spanish, per Table 3
Governance model
Administrative draft, public review draft and
final assessment report completed in two
phases
• Phase 1 will document the analysis
of existing conditions and trends.The
draft report will be published on the
project website for public comments and
recommendations
• Phase 2 will incorporate the public
engagement findings and the City's short-
term and long-term needs and desires
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1
STEP 4 • Open house on

City of Santa Fe Generai Plan update
Response to Specifications I 0
STEP 2: VISION AND GOALS
COMPLETE STREETS OR COMPLETE
CORRIDORS?
Which is right for Santa Fe? Is the answer guided by
context or feasibility? Whatcan be accomplished in
the short, medium, and long term?These questions
make citywide planning fun, exciting, and
meaningful.
With the benefit of a common baseline of
understanding, the work begins to develop a
vision for Santa Fe and goals to attainin realizing
the vision. A vision is a high-level narrative and
graphic communication of a future desiredstate.
It should be brief, akin to a brochure. Goals are
aspirational statements that guide the development
of policies and implementation actions. The vision
and goals will also be used to compare and evaluate
the scenarios in Step 3. Conciseness is important
to ensure that the General Plan is digestible and
implementable.General Plans that represent lengthy
wish lists are unwieldy to administer and sit on
the shelf.
WSP will reference the General Plan Update Initiation
Governing Body Resolution, the Assessment Report
from Step 1 and the internal project team charrette
to identify initial guiding themes to prepare an
administrate draft vision and goals. Conceptual
placetype groups will also be prepared to support
creating an early1 structured framework to support
developing the vision and goals. A public review
draft of the vision and goals will then be deployed
pursuant to the Public Engagement Plan. Input from
public engagement will then be used to refine and
finalize the visionand goals. Planning Commission
and Governing Body review will conclude this step
as the stage gate prior to beginning Step 3, Scenario
Planning.
Deliverables:
• Public communications and engagement
materials per Table 3
• Internal project team charrette to develop
vision and goals
• Administrative draft, public review draft and
final vision statement
• Administrative draft, public review draft and
final goals
• Placetype initial groups cross referenced to
LDC
• Digital User Platform Strategic Roadmap:
Phase 2
STEP 3: SCENARIO PLANNINC
SANTA FE SCENARIOS
Di/ferent Potential Futures for Everyone Today and
Tomorrow That Pull Forward an Indigenous Past
1: Corridors of Mobility: key corridors
that could receive new housing and
economic diversificationto also support
complete corridors, increasing ridership and
competitivenessfor funding robust transit
2. Centers of Opportunity: with Midtown as
an initial guide, identifying additional centers
throughout the City and exploring refinements to
the historic downtown area
3: Restoration for Resiliency: emphasizing
existing and degraded or lost natural systems
to guide a resiliency framework, deepening the
City's connection to nature for a sustainable and
resilient future
Could these be the scenarios? Will the preferred plan
be one scenario or a mix of all three? The process of
technical study and engagement will ultimately guide
the appropriate scenarios to create, develop, study,
engage and select a preferred future.
Understanding different potential futures and the
tradeoffs between those means that each scenario
would emphasize different themes while maintaining
fidelity to the vision and goals. Each concept is
assessed against the project principles to provide a
basis for evaluation and comparison.
CHART was and remains a highly important moment
in the City's long history. The General Plan Update
will be informed by outcomes of CHART. The
University of New Mexico Indigenous Design and
Planning Institute is a potential academic resource
to tap for this project. While the Spanish Laws of
\ \ ' I } Truly Comprehensive f Inclusive Engagement I lmpactful Innovations I Future ReadyI Immediately Implementable (']ltj

City of Santa Fe Gehera1 Plan Update
theIndies is well known for influencing the design Deliverables:
Response to Specifications I Ci
of Santa Fe, what is less known is the influence of
local indigenous populations on Santa Fe before the
Spanish period Understanding and incorporating
indigenous cultural influence on urban design
represents a tremendous opportunity to uncover
repressed history and further Santa Feas the City
Different.
For the internal project team charrette, WSP
will identify six thematic scenarios described in
brief narrative form to facilitate discussion. As a
standalone document, WSP will develop the initial
higher order groups of placetypes. The WSP team will
thendevelop three conceptual, thematic scenarios
with placetypes applied to illustrate graphically and
narratively a description of each scenario. WSP will
also quantitativelyand qualitatively characterize
the scenarios again(vision, goals, and assessment
report) along with public input. Modeling is possible
as a separate, optional task, which can be developed,
should the process suggest a particular modeling
exercise be needed.
As transportationand land-use planning become
more and more complex, the need for better
planning tools grows. Communities, stakeholders
and decision-makersare demanding robust analysis
these days. System dynamics helps teams organize
complex trends and better understand their
interrelationships.Wesee manytransportation
agencies immediately jump to travel demand
modelling (TOM) for the right answers, and
unfortunately it rarely works out.TOM is great for
understanding car, truckand transit travel patterns
basedon a fixed set of assumptions, but the quality
of those assumptions is key; so, there must first be
greater understanding and consensus around the
assumptions that become input for the models.
The WSP Scenario Planning Toolbox enables
decision-makers to test how different assumptions
can impact cities and places around the world. The
interactive system dynamics analysis tool, which
can be adapted to local and regional conditions,
allows multidisciplinary teams to collaborate on
the interrelationships of trends for improved
understanding, consensus- building and decision-
making in the development scenarios.
• Public communications and engagement
materials per Table 3
• Scenario planning internal project team
charrette
• Placetype categories within each group
identifiedin Step Zcoordinated with LDC
• Six discussion draft scenario ideas for internal
project team charrette
• Three thematic, conceptual level scenarios
with one-page briefer for each with
characterization and comparative analysis:
administrative review, public draft review
and final
• Digital User Platform Strategic Roadmap:
Phase3
,s-
SMART CITY VALUE-ADD
The Smart City Team will aid the overall WSP
team in development of Growth Scenarios for
future land use and development patterns.
Primarily, the WSP Smart City team's effort will bein
development of telecommunications connectivity
plans and technology integration strategies which
accommodate each growth scenario. Benefits
of such smart city connectivity strategies and
technologies are, for example, easier district
management despite the complexity inherent
to growth.
TheSmart City team will first assess what cutting-
edge technologies and telecommunications
infrastructure will be necessary to support each
scenario. In terms of connectivity technologles, the
team will explore shared connectivity means to
ensure a reliable and high-speed data transmission
infrastructure with clear return on investment
or linked to enabling outcomes. This may involve
recommending the upgrade of existing connectivity
infrastructureto support the increased data loads
expected. The team may provide a recommendation
for SG supporting infrastructure as well to enable
faster data transfer rates, support emerging
technologies, enable mobility, and include loT.
Truly Comprehensive I Inclusive Engagement 11mpactful Innovations I FutureReady I Immediately lmplementab le ["niJ

City of Santa Fe General Plan update
I
Response to Specifications I C
The General Plan document willintentionally be
concise to facilitate ease of understanding and
regular reference.The background information that
went intoinforming its development will be placed
in separate appendices. The General Plan must be
a useful, usable document, not an encyclopedic
homework assignment. which is how these important
documents a.re all-too-often prepared.
An initial.outline will be developed with the internal
project team charrette as the basis for drafting
the document; the topics listed in the RFP will
be included, although the ordering and language
may vary due to the updated process outcomes.
Placetypes will also be fully developed, with specific
types under eachgroup, which were previously
prepared during scenario planning. The placetypes
will be closely coordinated with the LDC; it is
expected there will be iteration between each. The
framework for the natural, built, social, cultural and
economic structure of the City to preserve, enhance
and grow Santa Fe in a resilient, sustainable and
equitable manner willbe developed in narrative, map
and graphic form in this step.
Deliverables:
Administrative draft, public review draft and
final General Plan document with appendices
• Public communications and engagement
materials per Table 3
• General Plan document outlining internal
project team charrette
• Complete draft of placetypes categories
within eachgroup, coordinated with LDC
• Digital User Platform Strategic Roadmap:
Phase 4
STEP 4: DEVELOPMENT OF
PREFERRED PLAN
SIMPLICl1Y FOR POWERFUL
PRACTICALITY
A focused plan that is readily digestible by many
audiences, from the Governing Body to the
Planning Commission, to neighborhood leaders
and developers, to City staff, will be successful at
realizing its visionand achieving its goals.
,;;;:,.
SMART CITV VALUE-ADD
For the General Plan document, the Smart City
team will outline the requirements necessary to
transition the current development pliin to a smart
city model.
From a citizen experience perspective, the team will
evaluate how the integration of smart technologies
\ \ " I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future eady I Immediately Implementable {?6)
demands of future technology advancements and
data to enhance City services and improve overall

City of Santa Fe Genera1 Plan update
Response to Specifications I G
can enhance daily life to address aspects such as
improved public services, increased engagement,
safety, and access to information in real-time.
Depending on the desires of the City, the team
will identify and specify the necessary technology
components & systems-e.g., connected sensors,
data networks, and loT Devices-to support the
enhanced citizen experience.
The smart city team will strategically apply findings
from the Assessment Report to address the
identified areas of development in City operations
as well. We will identify keyinsights and pinpoint
areas of improvement to define how the City
can enhahce its information sharing landscape
between departments and to its citizens. The
team will develop a roadmap in support of these
improvements, outlining a step-by-step plan for the
phased adoption of related technology solutions.
In essence, the team provides guidance through
the General Plan for realizing citizen-centric and
operational efficiency through smart technologies
by defining the required infrastructure, technology
specifications,and commitments necessary to
transform the urban model of development.
STEP 5: WORK PROGRAM AND
FUNDING PLAN
IF EVERYTHING IS A PRIORITY
THEN NOTHING IS
Being strategic demands setting priorities. The work
program must be prioritized so it can be resourced
with reasonably foreseeable staff availability,
funding, and time. This also enables a programmatic
approach to pursuing the generational federal
funds available today to support accelerating
implementation of the General Plan.
WSP will prepare a prioritized work program and
identify potential local, regional, state, and federal
funding sources to promote its implementation.The
work program will also incorporate an administrative
governance policy framework for City staff to use
in its daily operations to ensure the General Plan
is considered in daily municipal operations and
decision-making,being mindful that New Mexico law
provides that the General Plan is an advisory plan.
Prioritizationis crucial, as the organizational
capacity to undertake the work to implement the
General Plan is significant. General Plans that have
endless pages of action items get ignored. Simplicity,
focus, and prioritization are key.
WSP will produce Equitable Project Development
and Delivery Guidelines to empower the City to pull
the thread of equity into the fruit the General Plan
bears. These project-agnostic guidelines can establish
a consistent city-wide approach to project equity,
regardless of what departments or champions may
lead a project effort. We will also produce a Funding
Program Equity Criteria Index, scanning the most
relevant federal funding programs and compiling
their equity criteria, so if the City is interested in
sourcing federal fundingdirectly, projects definitions
and approach can be proactively aligned for
competitive applications.
Deliverables:
• Internal project team charrette to outline the
General Plan document
• Public communicationsand engagement
materials per Table 3
• Administrativegovernance policy and
procedure
• Administrative draft, public review draft and
final implementation work program
• Equitable project development and delivery
guidelines
• Digital User Platform Strategic Roadmap:
Phase 5
STEP FORWARD: GOVERNING BODY
ACTION + IMPLEMENTATION ANO
EVALUATION
THE FINISH LINE ANO THE STARTING LINE
TOGETHER
All the process, technical work, and engagement,
guided by readiness reviews to pass through each
stage gate to the next step have led the project to
'''I Truly Comprehensive I Inclusive Engagement 1lmpactful lnnovattons I Future ReadyI Immediately Implementable (77]

City of Santa Fe Ge11era1 Plan update
Response to Specifications I C
final hearings for action. Bold yet achievable plans
can make it to this milestone withgeneral consensus.
But there will still be important fairly debatable
decisions for the Governing Body to ultimately
make. Once the finish line is crossed, there is no
waiting at the starting line to implement the plan
and continuously evaluate how it is working-a living
document because it was prepared to be used to
daily.
WSP will support City staff in preparing for final
hearings before the Planning Commission, Governing
Body and any other established City advisory body
with preparatory meetings and a PowerPoint
presentation. WSP will attend the one final hearing
each before the Planning Commission and Governing
Body. WSP will advise City staff on monitoring and
evaluating progress in implementing the updated
General Plan after the General Plan Update is adopted
to support City staff in building organizational
capacity, includingsupporting staff in standing up
a long-range planning division and integrating with
the CIP.
Deliverables:
• Public communications and engagement
materials per Table 3
• Internal charrette to prepare for final
action on General Plan and preparatory
implementationsteps
• One decision-maker briefing PowerPoint
presentation for City staff to use in briefing
decision-makers
• One Planning Commission hearing and
presentation
• One Governing Body hearing and presentation
Digital User Platform Strategic Roadmap:
Phase6
STEP C., ONGOING: ADMINISTRATIVE
COORDINATION + ENGAGEMENT AND
COMMUNICATION
Using the project management plan tools developed
in Step1, biweekly team meetings will be held.
Additionally, quarterly meetings will be held with the
LDC Update team to facilitate information sharing
and coordination. Engagement and communication
based on the public engagement plan will occur
throughout the life of the project.
Deliverables:
• Biweekly team agenda and notes
• Quarterly LDC update team agenda and notes
• Monthly e-newsletter
• Periodic social media posts
• PowerPoint presentations for periodic
Planning Commission and Governing body
updates conducted by Citystaff, including
Step stage gates
• Monthly progress reports and invoices
\ \ ' I ) Truly Comprehensive I InclusiveEngagement I lmpaetful Innovations I Future Ready IImmediately Implementable (78J

City of Santa Fe General Plan update
Response to Specifications I 0
4. DESIRABLE SPECIFICATION
OUR PROVEN TRACK RECORD
WSP and its teaming partners, Leland Consulting
Group and Design Workshop, have a proven track
record of preparing General Plans and similar plans.
Please refer to the Organizational Experience
section projects and resumes. Our team's
experience goes beyond, as we understand how
to support projects from conception to delivery,
demonstrating that our experience will make this
General Plan implementable and usable daily.
OUR KNOWLEDGE & PHILOSOPHIES
RELATE TO CITY OF SANTA FE'S GOALS
WSP and its teaming partners have substantial
experience working for municipal clients across
the country. Therefore, we understand how
municipal governments are structured, administered
and engaged by the public, allowing us to effectively
manage a complex project like the General Plan.
WSP's project manager served three quarters of his
career in the public sector across six states, including
leading municipal planning departments responsible
for General Plans.
OUR ABILITY TO WORK
COLLABORATIVELY
WSP is already working successfully with the City
of Santa Fe, from its support for infrastructure
projects to serving as the owner's representative
for the Public Works Department on the Midtown
project. WSP recentlysupported City staff before the
Governing Body on the Midtown project. WSP and
its team members regularly collaborate with other
firms. WSP's project manager has a relationship with
principals in bothfirms extending back over
25 years.
OUR UNDERSTANDING OF THE CITY
OF SANTA FE'S UNIQUE HISTORY &
EXPERIENCE WITH SPANISH SPEAKING &
MINORITY COMMUNITIES
Please refer to the Understanding and Approach
of the Response to Specifications section of the
proposal. Additionally, the deputy project manager
and public engagement lead has working knowledge
of Spanish. We regularly engage with Spanish
speaking and minority communities. Our approach
to engagement includes Spanish language materials,
identifying equity focused communities, anticipation
of a stipend for community partners so they may
effectively participate and a desire to engage with
the University of New Mexico Indigenous Design and
Planning Institute.
OUR ALTERNATIVE WORK PLAN THAT
SUPPORT CITY OF SANTA FE'S VfSION,
GOALS, & OBJECTIVES
WSP has proposed an alternate work plan
based on our experience in conducting General
Plan Updates and similar planning documents.
The result allows for better integration with the
LDC Update, a faster completion from a stepwise,
consensus-building approach. Additionally, WSP
has proposed a value-add focus on Smart Cities,
to support the City of Santa Fe in modernizing
and diversifying its economic base. We have also
proposed to support local and regional governance
for better decision-makingand collaboration across
these scales.
\ \ '-\ I ) Truly Comprehensive ( Inclusive Engagement I tmpactful Innovations I Future Ready I Immediately Implementable (79J

TAXATION AND REVENUE DEPARTI\.IBNT
RESIDENT BUSINESS CERTIFICATE
Issued to: WSP USA INC.
1 PENN PLZ 6TH FLOOR
NEW YORK, NY 10119-0002
Expires: 01-Sep-2025
Certificate Number:
L1318621296
THIS CERTIFICATE ISNOT TRANSFERABLE
City of Santa Fe Gehera1 Plan update
Response to Specifications I C
S. LOCAL PREFERENCE
\ \ I ) Truly Comprehensive IInclusive Engagement f lmpaclful Innovations f Future Ready IImmediately Implementable{BOJ

Il, J!
Treasury Department
505-955-6551
BUSINESS REGISTRATION
DBA: WSP USA INC.
Business Location: 150 WASHINGTON AVE
SANTA FE, NM 87501
CRS Number: 01195458002
License Type: Business License - Renewable
Classification: Business Registration - Standard
2019 W GALISTEO ST UNIT M-1
SANTA FE, NM 87505
THISISNOTA CONSTRUCTION PERMIT OR SIGN PERMIT.
OFSANTA FE BUILDING PERMIT DIVISION PRIOR TO
INSTALLATION OF ANY EXTERIOR SIGN.
OTHER BUSINESSES ORPREMISES.
City of Santa Fe Genera1Plan update
Response to Specifications I C
\ \ "-. I } Truly Comp,ehensive J Inclusive Engagement I lmpactful Innovations I Future Ready I Immediately Implementable {BIJ

City of Santa Fe Genera1 Plan update
Other Supporting Material I H
H. OTHER SUPPORTING MATERIAL
Please see the following pages for our signed Non-Collusion Affidavit
and Conflict of Interest forms.
\ \ ' I ) Truly Comprehensive I Inclusive Engagement I lmpactful Innovations I Future Ready IImmediately Implementable [82]

Truly Comprehensive I Inclusive Engagement I lmpactf\11Innovations I Future Ready I Immediately Implementable [8:iJ
City of Santa Fe Genera, Plan update
Other Supporting Material I H
NON-COLLUSION AFFIDAVIT
Co111plete, Sign m,d Return withyollr proposal.
I hereby affirm that: I am the Senior Vice President (insert title) and the
duly authorized representative of WSP USAInc. (insert.
organization's name) whose address is
2440 Louisiana Blvd NE, Suite 400, Albuquerque, NM 87110 And, that I
possess the legal authority to make this affidavit on behalf of myself and the firm for which I am
acting.
I affirm:
1. I am fullyinformed respecting the preparation and contents of the attached proposal and of
all pertinent circumstances respecting suchproposal.
2. Such proposal is genuine and is not a collusive or sham proposal.
3. Neither the said Offeror nor any of its officers, partners, owners, agents, representatives,
employees or parties in interest, including this affiant, has in any way colluded, conspired,
connived or agreed, directly or indirectly with any Offeror, firm or person to submit a
collusive or sham proposal in connection with the Contract for which the attached proposal
has been submitted or to refrain from offering a proposal in connectfon with the Contract,
or has in any manner, directly or indirectly, sought by agreement or collusion or
communication or conference with any other Offeror, firm or person to fix the price or
prices in the attached proposal or of any other Offeror, or to fix any overhead, profit or cost
element of the proposal or the offer price of any other Offerori or to secure through any
collusion, conspiracy, connivance or unlawful agreement any advantage against the Mayor
and Council of City of Santa Fe, New Mexico or any person interested in the proposed
Contract; and
4. The price or prices quoted in the attached proposal are fair and proper and are not tainted
by any collusion, conspiracy, connivance or unlawful agreement on the part of the Offeror
or any of its agents, representatives, owners, employees, or parties in interest, including this
affiant. I do solemnly declare and affirm under the penalties of perjury that the contents of
this affidavit are true and correct.
Signature L--.l._..
Printed Name Manjeet Ranu
Title Senior Vice President
Date 11/28/2023

) Trul)'Comprehenslve I Inclusive Engagement I lmpoctful Innovations I Future Read)'I Immediately Implementable{841\ '-.
City of Santa Fe Genera, Plan update
Other Supporting Material I Ii
CONFLICT OF INTEREST STATEMENT FOR CONSULTING
FIRMS
Complete, sigu and return wit/1 your proposal.
The City of Santa Fe policy is to prevent personal or organizational conflict of interest,
or the appearance of such conflict of interest, in the award and administration of City
contracts and Purchase Orders.
The Offeror shall comply with all applicable provisions of the Governmental Conduct Act,
Chapter I0, Article 16 NMSA J978 and include a full disclosure of all potential organization
conflicts of interest in the Proposal.
In addition to the Principal Planning Consultant each key personnel shall also complete the
Conflict of Interest Form below certifying that the entity has readand understands the City's
policy regarding conflict of interest and the CFR. Each key personnel must also certify that
there is no conflict of interest with the Project. If there is a conflict with the Project, then the
Planning Consultant and known key personnel needs to descnbe the conflict.
The Planning Consultant agrees that, if after award, an organizational conflict of interest is
discovered, the Planning Consultant makes an immediate and full written disclosure to the
City that includes a description of the action that the Planning Consultant has taken or
proposes to take to avoid or mitigate such conflicts. If an organizational conflict of interest
is determined to exist, the City may, at its discretion, cancel the contract for the Project If
the Planning Consultant wasawareof an organizationalconflict of interest prior to theaward
of the contract and did not disclose the conflict to the City, the City may terminate the
contract for default.
The City may disqualify an Offerer if any of its key personnel belong to more than one
Submitter organization/firm.
I, Manjeet Ranu certify that I/We have no personal or financial
interests and no present employment or activity which would be incompatible with this
firm's participation in any activity related to the RFP or execution of the awarded General
Plan Update. For the duration of this .firm's involvement in the General Plan Update
contract, this firm agrees not to accept any gift, benefit, gratuity or consideration, or begin
a personal or financial interest in a party who is bidding and/or proposing or associated with
a bidder and/or Offeror on the General Plan Update contract.
I certify that thjs finn will keep all General Plan Update contract information confidential
and secure. This organization will not copy, give, or otherwise disclose such information to
any other person unless the City of Santa Fe has on file a confidentiality agreement signed

Truly Comprehensive J lncluslve Engagement I lmpactful lnnovatfons I Futu,-e Ready I Immediately lmplementable(8f!J
City of Santa Fe Genera, Plan updc1te
Other Supporting Material I H
by the other person. and the disclosure is authorized and necessary to the General Plan
Update contract. I understand that if this firm leaves this General Plan Update contract
before it ends, this firm must keep all contract information confidential. I agree to follow
any instructions provided by the City relating to the confidentiality of the General Plan
Update contract information. 1 fully understand that any unauthorized disclosure made by
this firm may be a basis for civil or criminal penalties. I agree to advise the City's
Procurement Officer, at 505-955-6432 immediately in the event that I or another person
within this organization either learn or have reason to believe thatanyperson who has access
to the General Plan Update contract confidential information has or intends to disclose that
information in violation of this agreement.
Tbfa statement must be fully completed and signed by an authorized representative.
Company Name:
WSPUSAinc.
Authorized Representative/Title:
Senior Vice President
Phone Number:
505-881-5357
Fax.Number:
NA
Email Address:
Manjeet.Ranu@wsp.com
Signature: L,,..,_.,L
Date:
11/28/2023
Theabove information is subject to verification by the City of Santa Fe. If the City finds a
misrepresentation, the bid may be automatically disqualified from the procurement process
or the contract may be canceled.



Contract Exhibit 3
CITY OF SANTA FE
PLANNING & LAND USE DEPARTMENT
GENERAL PLAN UPDATE
COST PROPOSAL
RFP #24/20/P
Revised April 22, 2024
EXHIBIT B

I
'
City of Santa General 1:)lan update
Cost Proposal
APPENDIXC
COST RESPONSE FORM
Aligned to Alternative Scope of Work
Description Estimated Hours Cost
Step 1: Mobilization and Understanding 2,260 $440,000
Step 2: Vision and Goals 1,520 $280,000
Step 3: Scenario Planning 1,140 $285,000
Step 4: Development of Preferred Plan 1,180 $295,000
Step 5: Work Program and Funding 840 $185,000
Step Forward: Governing Body Action +
Implementation and Evaluation
260 $65,000
Step Ongoing: Administrative Coordination +
Engagement and Communication
780 $195,000
The City Different



EXHIBIT B

CITY OF SANTA FE PROCUREMENT CHECKLIST
Contractor Name: _W_;.;_;;S:;_;:P:.........:;;U.;;;;:Sc.;.;A,=In=c=.-------------------
Procurement/contract Title: ,,,G...,.e.n...e...,r..a.._I.P...Ia.,...n.._U...,..p,...d..,auate... _
Procurement Method/Vehicle: □Sole Source □State Price Agreement/Existing D
Cooperative f8lRequest For Proposals(RFP) □Invitation To Bid (1TB) □Exempt: 13-1-98
□Small Purchase (Contract Under $60,000) □Other:
Requesting Department: Community Devel9pment
Procurement Requirements:
Staff Name: Heather Lamboy
Procurement files shall be maintained for all purchases and contracts, regardless of the method of procurement. The
procurement files shall contain the basis on which the awards are made, all submitted bids/proposals, all evaluation materials
(bid tabs or Evaluation Committee Reports), scoresheets, quotations, and all other documentation related to or prepared in
conjunction with evaluations, negotiations, and the award processes. The procurements shall contain written determinations
from the Requesting Departments, signed by the Chief Procurement Officers (this document), setting forth the reasoning for
the contract award decisions before submitting them to the Committees.
REQUIRED DOCUMENTS FOR APPROVAL BY PURCHASING (CPD)
YES
IZI
f8l
□
□
NIA
□
□
□
□
Written Determination (srvs)
RFP • Confidential info to be provided to GB
by CPD Buyer
1TB (include bid tab)
Other:
YES NIA
1:81 □
□ □
181 □
f8l □
Quote(s) (3 Valid & Current for Over 20k)
BAR
FIR
Certificate oflnsurance (srvs)
□ □
f8l □
181 □
181 □
IZI □
□ □
f8l □
□ □
.. 1:81... □
Cooperative Agreements and GSAs and Statewide Price Agreements (include the cover page to show valid da1
page, and items to be purchased)
Horizon Declination or Screenshot of horizonsofnewmexico.orglservices.html (srvs)
Summary of Contract (only on contracts)
Current Santa Fe Business Registration (or Exemption if notax)
Executed Contract or Price Agreement (legal and contractor must sign before purchasing approves)
Chief Procurement Officer (or designee) Approval for Exempt from Procurement (use memo on our site)
Evaluation Committee Report (RFPs only)
Signed Sole Source Determination, Vendor Written Quote, SS Letter from Contractors, and 30 Days Email
>20k = Memo addressed to City Manager (Under 150K) Committees/City Council (Over 150K)
--- - --- - ------------ Assistant Director, Planning & Land Use 5-16-2024
Department Point of Contact Title Date
Department Director Date
Chief Procurement Officer Date
ITT Representative
CoSF
Title Date
Version 3 12.1.2023

vVl,}J: Y l...1->1Vll "'t .Lk,1,k.J
ITT Representative (attesting that all information is reviewed) Title Date
City of Santa Fe
Summary of Contract, Agreement, Amendment & Lease
All applicable fields to be completed by department (complete 1.b only if you are processing an amendment):
1.a Munis Contract:3250006 Procurement# (RFP/ITB# If any):-2-4/2-0/P-----
Contractor: WSP USA, I
□nc.
□ □ □ □ □ □Procurem&nl MethodNehlcle: Small Purchase RFP!t/'I /TB Sole Source GSA Cooperative Exempt SWPA/Existing
Description/Title: General Plan Update and Digital User Platform
Contract: Agreement:[g] Lease/Rent:[Q] Amendment:[g]
Term Start Date: When Signed Term End Date: 6/30/2028 Total Contract Amount: $1,887,871.87
I□IApproved by Council (If over theCity Manager's approval threshold, you must gothrough GB)
Contract I Lease: Contract (Initial Approval)
1.b Amendment #:_N_/_A to the Original Contract/Lease# _
lncrease/(Decrease)Amount$: _N_/A _
Extend Expiration Date to: _N_/A _
I□I Approved byCounc'1I (ff the originalwent through GB,allamendments must gothroughD t .
GB regardlessof the amendment reason) a e. _
Amendment is for: N/A
2. HISTORY of Contract, Amendments & Lease/ Rent• Please Elaborate (option: attachspreadsheet ifmultipleamendments)
This is an initial contract approval request for the update of the General Plan and creation of a digi
3. Proc r ment History:.
,:J May 21,2024
Purchasing Officer Review: Date:
Comment& Exceptions: 13-1-112. Competitive sealed proposals; request for proposals.
4. Funding Source: General Fund Org / Object: 1004501/510300
l1dj, llo1"'irq May 21, 2024
Budget Officer Approval: Date:
Comment & Exceptions_·
5. Grant History (if applicable): _N_IA _
Grants Administrator Approval: Date
Staff Contact who Completed This Form: Heather Lamboy Phone #: 505-470-5281
CTo blee rrecko#rded by City Clerk: Email:hllamboy@santafenm gov-=;..;...;.;;;...;;.._L..:_-...c;.;;....;;.;.;...;_;.;;..;..;..;; ..;.;;.•.., .;._;_
Date of Execution: ---------

rm ame
ta
l'llquem;v
EPHRATA, PA
TAXATION
REVENUE
NEW MEXICO
Audit & Compliance Division
Albuquerque District
Michelle Lujan Grisham
Governor
Stephanie Scbardin Clarke
Cabinet Secretary
WSPUSAINC.
I PENN PLZ 6TH FLOOR
NEW YORK.NY 10119-0002
June 29, 2023
NM Business Tax ID:
01-195458-00-2
LetterID:L0758727280
STATE OF NEW MEXICO TAXATION AND REVENUE DEPARTMENT
REGISTRATION CERTIFICATE
This Reglstnition Certificate is Issued pursuant to Section
7-1-12 NMSA 1978 for Gl"OSS Receipts, County Gross Receipts,
and Municipal Gross Rec;eipts Taxes. This copy must be
displayed consplcuously in the place of business. Any
purchaser of the registrants business Is subject to c:ertaln
requlrements under Section 7--1 1NMSA 1978.
cabinet Seaetary
Any Inquiries concemlng your ldentffli;etlon Number should be
addressed to the Audit & compliance Dhlislon, P.O. Box 630,
Santa Fe, New Mexia, 87504•0630
THIS CERTIFICATE 15 NOT TRANSFERABLE
STATE OF NEW MEXICO TAXATION AND REVENUE DEPARTMENT
REGISTRATION CERTIFICATE
This Registration Certificate Is Issued pursuant to Section
7•1•12 NMSA 1978 for Gr0$$ Receipts, County Grost: RecelptS,
and Municipal Gross Receipts Taxes. This copy must be
Cllsplayed 00nsplcuously In the P'ace of business, Any
purchaser Of the registrants busJness Is subject to certain
requirements under SectiOn 7-1·61NMSA 1978,
Cabinet Secretary
Arr; lnqulrtes concerning your IdentificationNumber should be
addressed to ttle Audit&. COmpllance Division, P.O. Box 630,
Santa Fe, New Mexico 87504-0630
Form Revised<12/2003 THIS CERTIFICATE IS NOT TRANSFERABLE
atl:.Mv-40
102 7$06816001

M/
,.,,/'"' fE06,\;t-) City of Santa Fe
.:: f i. Treasury Department
I 200 Lincoln Ave.
BUSINESS REGISTRATION
ll-,. M "' Santa Fe, New Mexico 87504-0909
505-955-6551
Business Name: WSP USA INC.
DBA: WSP USA INC.
Business Location: 150 WASHINGTON AVE
SANTA FE, NM 87501
Owner: WSP USA INC
License Number: 230545
Issued Date: August 03, 2023
Expiration Date: August 03, 2024
WSP USA INC.
2019 W GALISTEO ST UNIT M-1
SANTA FE, NM 87505 -
CRS Number: 01195458002
License Type: Business License - Renewable
Classification: Business Registration - Standard
Fees Paid: $35.00
THIS IS NOT A CONSTRUCTION PERMIT OR SIGN PERMIT.
APPROPRIATE PERMITS MUST BE OBTAINED FROM THE CITY
OF SANTA FE BUILDING PERMIT DIVISION PRIORTO
COMMENCEMENT OF ANY CONSTRUCTION OR THE
INSTALLATION OF ANY EXTERIOR SIGN.
THIS REGISTRATION/LICENSEIS NOT TRANSFERRABLE TO
OTHER BUSINESSES OR PREMISES.
TO BE POSTED IN A CONSPICUOUS PLACE

TAXATION
REVENUE
NEW MEXICO
Audit & Compliance Division
Albuquerque District
Mlchelle Lujan Grisham
Governor
Stephanie Schardin Clarke
Cabinet Secretary
WSPUSAINC.
lPENNPLZ6THFLO0R
NEW YORK,NY 10119-0002
June 29, 2023
NM Business Tax ID:
01-195458-00-2
Letter ID: L0758727280
STATE OF NEW MEXICO TAXATION AND REVENUE DEPARTMENT
REGISTRATION CERTIFICATE
This Reglstl'iltion Certific;.iireis i$sued pursuant to Section
7•1•12 NMSA 1978 for Gross Receipts, County Gross Receipts,
and Municipal Gross Receipts TalCes. This copy must be
displayed conspicuously in the place of business. Any
purchaser of the registrants business Is subled: to certain
requirements under Section 7·1-61NMSA 1978.
cabinet Secretary
.. _)
Any lnqulrle:$ concerning your ldenUflc11tlcm Number $hould be
addressed to the Audit &.compliance Division, P.O. Box 630,
Santa Fe, New MelCICO 87504•0630
THIS CERTIFICATE 15 NOT TRANSFERABLE
STATE OF NEW MEXICO-TAXATION AND REVENUE DEPARTMENT
REGISTRATION CERTIFICATE
This Re;lstratlon cert1f1cate Is Issued pursuant to Section
7•1•12NMSA-1978 fOI' Gr0$$ Receipts, County Gross Reulpts,
and Municipal Gross Receipts Taxes. This copy must be
dlspleyed conspJcuously In the pta,e of business. Any
purchaser of the registrants buslne:ss Is subject to certain
requirements under 5ec:ti0n 7•1-61NMSA 1978.
Cabinet Secretary
Arly Inquiries concerning Yollr Identification Number should be
addressed tG the Audit&. Compliance Division, P.O. Bo)( 630,
santa Fe, New MeXico 87504-0630
Form Revised 02/2003
THIS CERTIFICATE IS NOT TRANSFERABLE
IIIL04 v40
10297506816001
u:v an i.
ALBUQUERQUE, N
.. ..,.'IW -
WSPUSA INC,
1rm amc
WSP USA INC,
a _ng ress
4139 OREGON PIKE
---J•

I,i...... City of Santa Fe BUSINESS REGISTRATION
· • "t Treasury Department
200 Lincoln Ave.
"a.,. j, Santa Fe, New Mexico 87504-0909
11.::_¢ 505-955-6551
Business Name: WSP USA INC.
DBA: WSP USA INC.
Business Location: 150 WASHINGTON AVE
SANTA FE, NM 87501
Owner: WSP USA INC
License Number: 230545
Issued Date: August 03, 2023
Expiration Date: August 03, 2024
WSPUSAINC.
2019 W GALISTEO ST UNIT M-1
SANTA FE, NM 87505
CRS Number: 01195458002
License Type: Business License - Renewable
Classification: Business Registration - Standard
Fees Paid: $35.00
THIS IS NOT A CONSTRUCTION PERMIT OR SIGN PERMIT.
APPROPRIATE PERMITS MUST BE OBTAINED FROM THE CITY
OF SANTA FE BUILDING PERMIT DIVISION PRIOR TO
COMMENCEMENT OF ANY CONSTRUCTION OR THE
INSTALLATION OF ANY EXTERIOR SIGN.
THIS REGISTRATION/LICENSE IS NOT TRANSFERRABLE TO
OTHER BUSINESSES OR PREMISES.
TO BE POSTED IN A CONSPICUOUS PlACE

© 1988-2015 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORDACORD 25 (2016/03)
CERTIFICATE OF LIABILITY INSURANCE
...
I
'COVERAGES
I
INSURERE:
INSURERF:
REVISION NUMBER:
GGB.WSPUS.CertRem,iests®.aic.com
I
Nol:
FAX
.
NAME: AJG Service T!_am
1A£.C..Ji9. etl),112- 4-7020
' f:1 ,., n ( 11 1m
PREMISES /Ea o rrJ>n<,!11
r
--
GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE
WA?-620-095609-074 51112024 511/2025 STATUTE ER
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. N01WITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OFSUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BYPAIDCLAIMS.
AODLISUBR,
TYPE OFINSURANCE WVO POLICY NUMBER POLIC,YiYEFvvF"'- POLIC'i"EXP
ll!MIDD MM/DD/VY LIMITS
B X COMMERCIAL GEN!aRALLIABILITY y y GLO 9835819-11 5/1/2024 5/1/2025 EACHOCCURRENCE . $ 3_,500,000
1 CLAIMS-MADE0 OCCUR Emto
I$3,;00,000
- I MEDEXf'(Any ooeparson) $10,0.QO
- PERSONAL & ADVINJURY $3,500,000
,-....., □ □ I -X POLICY
OTHER:
PJRECOT LOC PRODUCTS- COMP/OP AGG $4,000,000
:S
A AUTOMOBILELIABILITY ASHi21-094060-034 5/1/2024 5/1/2025 ! Fe: l'!i t INGLELIMIT $5,000,000 --X ANY AUTO
OWNED ,-
SCHEDULED BODILYINJURY(Per pen;on) $
BODILY INJURY(Per
AUTOS ONLY ,_ AUTOS accident) $
HIRED
AUTOS ONLY
,_ UMBRELLA LIAB
NON-OWNED
AUTOSONLY
OCCUR
PROPERTY bAMAGE
IPer aceidenll
$
I EACHOCCURRENCE j $ -- -
EXCESS LIAS CLAIMS-MADE
I OED RETENTIONS AGGREGATE $
s-
A WORKERS COMPENSATION WA7-620-094060-014 511/2024 5/1/2025 X PER OTH-
.A ANYPROPRJETOR/PARTNERIEXECUTIVE
OFFICER/MEMBEREXCLUDED?
(Mandatory In NH) • •
N/A WC?-621-094060-914 5/112024 511/2025 E.L EACH ACCIDENT $2,000,000
E.L.DISEASE- EAEMPLOYEE $2, 000 -gilM o1gPERATIONs below I E.i..DISEASE·POLICY LIMIT S2,000,000
I I I I
DESCRIPTION Of'OPERATIONS/ LOCATIONS/ VEHICLES (ACORD 101, AddiUonal Remirlcs Schedule,may be attachedIf morespace is required)
THIRTY (30} DAYS NOTICE OF CANCELLATION.
Opportunity #US-WSP-202304667 IProject Description: General Plan Update for the City of Santa Fe, New Mexico.
The City of Sante Fe their officials, officers, employees, and agents are Included as Additional Insured with respect to the General Liability policyas required by
written agreement, pursuant to and subject to the policy's terms1 definitions, conditions and exclusions. The coverage prcv.ided by the.General Liabflity policy is
primary and any other coverage shall be excess only, not contributrng. Waiver of Subrogation applies to Additional Insured with respect to the General Liability
policy as required by written agreement, pursuant to and subject to the polfcy's terms, definitions, conditions and exclusions.
CERTIFICATE HOLDER CANCELLATION
$
1
$7,000,00Q
A ANOEMPLOYERS'LIABILITY YIN
-
0 I
City of Santa Fe
200 Lincoln Ave.
Santa Fe NM 87501
I
SHOULD ANY OFTHE ABOVE DESCRIBED POLICIES BECANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTJCE WILL BE DELIVERED IN
ACCORDANCE WITHTHEPOLICYPROVISIONS.
AUTHORIZEOREPRESENTAT E
-....._

© 1988-2015 ACORD CORPORATION. All rights reserved.
The ACORD name and logo are registered marks of ACORDACORD 25 (2016/03)
TYPEOFINSURANCE 1 !> 1 · LIMITS
EXCESS LIAB CLAIMS-MADE
I I I
□ NIA
CLAIMS-MADE
I
GEN'L AGGREGATE LIMIT APPLiES PER:
AUTOSONLY AUTOS ONLY
I rPeraccldenh
I ANYPROPRIETOR/PARTNER/EXECL/TIVE E,L.EACH ACCIDENT $
OFF!CEA/MEMBEREXCLUDED?
COVERAGES CERTIFICATE NUMBER: 1520264365 REVISION NUMBER:
THIS IS TO CE:RTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO All THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
iNSR POLICYEFF POLICY EXP
LTR POLICYNUMBER /UMlnD/YYYYl iMU/DDIYYYYlCOMMER.CIALGENERALLIABILITY EACHOCCURRENCE s -
CLAIM5-MADE □ OCCUR
I DAMAuc TO _l<cN,""
_ll S.l!;ru:>_2!lJJITe_nce $
MED EXP(Any om,pe<1,on) $
PERSONAL& ADVINJURY $
I □POLICY
OTHER:
'W-i OLoc PRODUCTS - COMP/OP AGG $
$
AUTOMOBILELIABILITY
>--
ANY AUTO
OWNED SCHEDULED
AUTOS ONLY AUTOS
HIRED NON-OWNEO
I
CO MBINED SINGLE LIMIT
a accldenll
BODILY INJURY (Perperson) I $
BODILYINJURY (Peraccident) s
PROPERlY DAMAGE s
----
l UMBRELLA LIAS , OCCUR I lDED RETENTIONS
EACHOCCURRENCE $
AGGREGATE 1$
-I$
WORKERSCOMPENSATION
AND EMPLOYERS'LIABILITY I
Y/N
PER OTH-
STATUTE ER
(Mandatory rnNH)
lf es. describe under
DSC RIP TION OFOPERATIONS below J
E.L DISEASE - EAEMPLOYEE $
r E.L DISEASE • POLICY LIMIT $ ----
A Professional Liability QPL0022630
l 11/112023 110/31/2024
PerClaim $2,000,000
Aggregate $2,000,000
I
OESORIPT10NOFOPERATIONSI LOCATIONS/ VEHICLES (ACORD101, AddltfonalRemarb Schedule, may beattachedIf more space Is required)
THIRTY (30) DAYS NOTICE OF CANCELLATION
Opportunity #US-WSP-202304667 IProject Description: General Plan Update for the City of Santa Fe, New Mexico.
CERTIFICATE HOLDER CANCELLATION
City of Santa Fe
200 Lincoln Ave.
Santa Fe NM 87501
I
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BECANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE Will. BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVISIONS.
CERTIFICATE OF LIABILITY INSURANCE I DATE(MM/00/YYYY)
!l)g o !;J,.fl; 212-994-7020
INSURER A: QBE Speciaj\y Insurance Comoanv
INSURERS:
INSURERC:
.INSURERF:
INSURERE:
0:
INSURED
11515
PRODUCER
New York NY 10017
--
$
GENERAL AGGREGATE $
s
I
I

2024-05-21
By: JIMMY TAPIA Qptapia@santafenm.gov)
Signed
Transaction ID: CBJCHBCAABAAHDe1AqnRPJ2vX8VjxxpCydrptVco68p2
3-Procurement_Checklist_V3_12.1_.23_GPU
5-20-24
Final Audit Report 2024-05-21
"3-Procurement_Checklist_V3_12.1_.23_GPU 5-20-24" History
Document created by JIMMY TAPIA Optapia@santafenm.gov)
2024-05-21 - 5:35:39 PM GMT-IP address: 63.232.20.2
8 Document emailed to ajhopkins@santafenm.gov ajhopkins@santafenm.gov(ajhopkins@santafenm.gov) for
signature
2024-05-21 - 5:44:59 PM GMT
□ Email viewed by ajhopkins@santafenm.gov ajhopkins@santafenm.gov (ajhopkins@santafenm.gov)
2024-05-21 -5:45:53 PM GMT- IP address: 104.47.64.254
Document e-signed by ajhopkins@santafenm.gov ajhopkins@santafenm.gov (ajhopkins@santafenm.gov)
Signature Date: 2024-05-21 - 5:46:26 PM GMT - Time Source: server- IP address: 63.232.20.2
C I Document sent to Travis Dutton-Leyda (tkduttonleyda@santafenm.gov) and jlovato@santafenm.gov for
signature. One of them to sign
2024-05-21 - 5:46:31 PM GMT
f:l Email viewed by Travis Dutton-Leyda (tkduttonleyda@santafenm.gov)
2024-05-21 - 5:51:20 PM GMT- IP address: 63.23.2.20.2
& Document e-signed by Travis Dutton-Leyda (tkduttonleyda@santafenm.gov)
Signature Date: 2024-05-21 - 9:35:12 PM GMT - Time Source: server- IP address: 63.232.20.2
Document emailed to EMILY OSTER (ekoster@santafenm.gov) for signature
2024-05-21 • 9:35:17 PM GMT
i.._, Email viewed by EMILY OSTER (ekoster@santafenm.gov)
2024-05-21 • 10:07:03 PM GMT- IP address: 104.47.65.254
.0o Document e-signed by EMILY OSTER (ekoster@santafenm.gov)
Signature Date: 2024-05-21 -10:14:57 PM GMT- Time Source: server- IP address: 216.207.130.218
Pow-«lby
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"-ered bv
Adobe
Acrobat SignI

Created: 2024-05-31
By:
Status:
Transaction ID:
XAVIER VIGIL (xivigil@santafenm.gov)
Signed
CBJCHBCAABAA4FZl9FNOuKMmxHi2txFBn0xVthfyAHae
24-0352 WSP USA, Inc
Final Audit Report 2024-05-31
"24-0352 WSP USA, Inc" History
Document created by XAVIER VIGIL (xivigil@santafenm.gov)
2024-05-31 - 8:26:25 PM GMT- IP address: 63.232.20.2
Document emailed to Alan Webber (amwebber@santafenm.gov) for signature
2024-05-31 - 8:31:05 PM GMT
Email viewed by Alan Webber (amwebber@santafenm.gov)
2024-05-31 - 9:45:52 PM GMT- IP address: 172.226.3.28
Document e-signed by Alan Webber (amwebber@santafenm.gov)
Signature Date: 2024-05-31 - 9:46:03 PM GMT - Time Source: server- IP address: 63.232.20.2
Document emailed to GERALYN CARDENAS (gfcardenas@santafenm.gov) for signature
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Document e-signed by GERALYN CARDENAS (gfcardenas@santafenm.gov)
Signature Date: 2024-05-31 - 9:48:23 PM GMT - Time Source: server- IP address: 63.232.20.2
Agreement completed.
2024-05-31 - 9:48:23 PM GMT

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVISIONS.
INSURER(S) AFFORDING COVERAGE
INSURER F :
INSURER E :
INSURER D :
INSURER C :
INSURER B :
INSURER A :
NAIC #
NAME:
CONTACT
(A/C, No):
FAX
E-MAIL
ADDRESS:
PRODUCER
(A/C, No, Ext):
PHONE
INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on
this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
$
$
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)
COMBINED SINGLE LIMIT
AUTOS ONLY
AUTOSAUTOS ONLY NON-OWNED
SCHEDULEDOWNED
ANY AUTO
AUTOMOBILE LIABILITY
Y / N
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under
ANYPROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH-
STATUTE
PER
LIMITS(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
POLICY EFF
POLICY NUMBERTYPE OF INSURANCELTR
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)
EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR
CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE
DAMAGE TO RENTED $PREMISES (Ea occurrence)
COMMERCIAL GENERAL LIABILITY
CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:
POLICY PRO-
JECT LOC
CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
CANCELLATION
AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.
CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED
AUTOS ONLY5/21/2026Arthur J. Gallagher Risk Management Services, LLC
300 Madison Avenue
28th Floor
New York NY 10017AJG Service Team212-994-7020GGB.WSPUS.CertRequests@ajg.comLiberty Insurance Corporation42404WSPGLOB-01Zurich American Insurance Company16535WSP USA Inc.
One Penn Plaza
New York, NY 10119501562521BX3,500,000X3,500,00010,0003,500,00014,000,000XYYGLO9835819-135/1/20265/1/20277,000,000A5,000,000XAS7-621-094060-0365/1/20265/1/2027A
AXNWA7-62D-094060-016
WC7-621-094060-9165/1/2026
5/1/20265/1/2027
5/1/20272,000,0002,000,0002,000,000THIRTY (30) DAYS NOTICE OF CANCELLATION.
Opportunity #US-WSP-202304667 | Project Description: General Plan Update for the City of Santa Fe, New Mexico.
The City of Sante Fe their officials, officers, employees, and agents are included as Additional Insured with respect to the General Liability policy as required by
written agreement, pursuant to and subject to the policy's terms, definitions, conditions and exclusions. The coverage provided by the General Liability policy is
primary and any other coverage shall be excess only, not contributing. Waiver of Subrogation applies to Additional Insured with respect to the General Liability
policy as required by written agreement, pursuant to and subject to the policy's terms, definitions, conditions and exclusions.City of Santa Fe
200 Lincoln Ave.
Santa Fe NM 87501.

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVISIONS.
INSURER(S) AFFORDING COVERAGE
INSURER F :
INSURER E :
INSURER D :
INSURER C :
INSURER B :
INSURER A :
NAIC #
NAME:
CONTACT
(A/C, No):
FAX
E-MAIL
ADDRESS:
PRODUCER
(A/C, No, Ext):
PHONE
INSURED
REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on
this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
$
$
$
$PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)
COMBINED SINGLE LIMIT
AUTOS ONLY
AUTOSAUTOS ONLY NON-OWNED
SCHEDULEDOWNED
ANY AUTO
AUTOMOBILE LIABILITY
Y / N
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under
ANYPROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH-
STATUTE
PER
LIMITS(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
POLICY EFF
POLICY NUMBERTYPE OF INSURANCELTR
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)
EXCESS LIAB
UMBRELLA LIAB $EACH OCCURRENCE
$AGGREGATE
$
OCCUR
CLAIMS-MADE
DED RETENTION $
$PRODUCTS - COMP/OP AGG
$GENERAL AGGREGATE
$PERSONAL & ADV INJURY
$MED EXP (Any one person)
$EACH OCCURRENCE
DAMAGE TO RENTED $PREMISES (Ea occurrence)
COMMERCIAL GENERAL LIABILITY
CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:
POLICY PRO-
JECT LOC
CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
CANCELLATION
AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.
CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED
AUTOS ONLY10/27/2025Arthur J. Gallagher Risk Management Services, LLC
300 Madison Ave 28th Floor
New York NY 10017AJG Service Team212-994-7020ggb.wspus.certrequests@ajg.comQBE Specialty Insurance Company11515WSPGLOB-01WSP USA Inc.
One Penn Plaza
New York, NY 101191715832721AProfessional Liability
CLAIMS-MADEQPL002263011/1/202510/31/2026Per Claim
Aggregate$2,000,000
$2,000,000THIRTY (30) DAYS NOTICE OF CANCELLATION.
Opportunity #US-WSP-202304667 | Project Description: General Plan Update for the City of Santa Fe, New Mexico.City of Santa Fe
200 Lincoln Ave.
Santa Fe NM 87501
USA