University Issues RFP for Conceptual Land Use Plan/Utility Assessment – Cal Poly Pomona

Lanterman Site Redevelopment Progress Report: Aligning with Sustainable Development Goals

Project Overview and Strategic Objectives

Pre-development activities for the former Lanterman Developmental Center site are advancing, with Cal Poly Pomona (CPP) issuing a Request for Proposals (RFP) on October 31 for a Conceptual Land Use Plan and Utility Assessment. This phase is critical for establishing a development framework that is financially viable, market-responsive, and aligned with key United Nations Sustainable Development Goals (SDGs). The project concerns the redevelopment of a 300-acre site transferred from the State of California to the California State University (CSU) system in 2015. The redevelopment is managed as a strategic partnership between CPP and the CSU Chancellor’s Office to advance the mission of the CSU system.

Alignment with UN Sustainable Development Goals (SDGs)

The Lanterman project is being intentionally structured to contribute to several global sustainability targets. The planning and projected outcomes demonstrate a strong commitment to the following SDGs:

• SDG 11: Sustainable Cities and Communities: The project directly addresses Target 11.1 by planning for the creation of affordable and market-rate housing for university employees and the local workforce. Furthermore, the emphasis on stakeholder consultation through upcoming surveys embodies Target 11.3, which promotes inclusive and participatory urban planning.
• SDG 8: Decent Work and Economic Growth: The redevelopment is positioned to provide significant long-term economic benefits and foster employment opportunities, contributing to sustainable economic growth for both the campus and the surrounding region.
• SDG 9: Industry, Innovation, and Infrastructure: The current RFP’s focus on assessing existing utility infrastructure and planning for necessary improvements is a direct action toward Target 9.1, which calls for the development of quality, reliable, and resilient infrastructure to support economic development and human well-being.
• SDG 4: Quality Education: A primary objective of the project is to generate a financial return that will be reinvested to support the academic mission of Cal Poly Pomona, thereby enhancing educational resources and opportunities.
• SDG 17: Partnerships for the Goals: The collaborative management structure between Cal Poly Pomona and the CSU Chancellor’s Office serves as a model of an effective public-public partnership (Target 17.17), leveraging shared responsibility and financial stewardship to achieve common goals.

Pre-Development Milestones and Current Status

After initial efforts with master developers stalled in February 2025 due to financial uncertainties and unknown infrastructure costs, the university has taken decisive steps to de-risk the project and ensure its viability. The following milestones outline recent progress:

1. Financial Strategy Formulation (Fall 2024): Kosmont Financial Services was engaged to investigate public financing options, concluding that committed financial resources for pre-development and infrastructure were essential for project success.
2. Securing Foundational Investment (April 2025): The CSU system, through the Chancellor’s Office, invested $750,000 to fund critical pre-development work, demonstrating a system-wide commitment to the project’s sustainable vision.
3. Engagement of Technical Experts: CPP retained Keyser Marston Associates (KMA) to conduct a market assessment and financial feasibility study. Concurrently, Michael Baker International (MBI) was hired to complete a pre-environmental impact report (EIR), including an analysis of the historical significance of existing structures.
4. Initiation of Land Use Planning (October 2025): An RFP was issued for a firm to develop the Conceptual Land Use Plan and Utility Assessment. Submissions are due by December 3.

Next Steps and Future Outlook

The project is moving into a phase of detailed planning and stakeholder engagement, with a clear timeline for future actions.

• Stakeholder Consultation: KMA is developing a survey to capture input from the CPP campus and local communities on development preferences. This inclusive process is scheduled for completion by late spring 2026.
• Integration of Studies: The final Conceptual Land Use Plan will incorporate data and analysis from the KMA market assessment and the MBI pre-EIR report.
• Master Developer Selection: Upon completion of the three core pre-development studies, a new RFP for a master developer will be issued, projected for summer 2026. This will align with the university’s launch of the formal Project EIR process in compliance with the California Environmental Quality Act (CEQA).
• Long-Term Vision: By undertaking these pre-development responsibilities, the university aims to attract a master developer who is aligned with its programmatic goals and commitment to creating a sustainable, multi-generational asset that serves the campus and the broader community.

Analysis of Sustainable Development Goals in the Lanterman Project Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 11: Sustainable Cities and Communities: This is the most prominent SDG, as the article focuses on the large-scale redevelopment of a 300-acre site. The project involves land use planning, infrastructure assessment, providing housing, and considering the historical significance of buildings, all of which are central to creating sustainable communities.
• SDG 8: Decent Work and Economic Growth: The project is explicitly intended to generate “long-term economic benefits for both the campus and the surrounding region.” By planning for housing for the “local workforce,” it also supports the economic stability of the community.
• SDG 9: Industry, Innovation, and Infrastructure: A key part of the pre-development work is the “assessment of existing utility infrastructure and the cost of improvements needed” and addressing the “unknown costs to build-out new underground infrastructure.” This directly relates to building resilient and sustainable infrastructure.
• SDG 17: Partnerships for the Goals: The article highlights the collaborative nature of the project, describing it as a “unified partnership” between Cal Poly Pomona and the CSU Chancellor’s Office. It also details the process of engaging with private master developers and consulting with community stakeholders, which exemplifies the multi-stakeholder partnerships needed to achieve sustainable development.
• SDG 4: Quality Education: The project is managed by a university (Cal Poly Pomona) and is aligned with its mission. The article states the goal is to attract developers aligned with the “University’s programmatic goals” and to generate financial returns to “support the academic mission of Cal Poly Pomona.” It also mentions the potential for “academic opportunities.”

2. What specific targets under those SDGs can be identified based on the article’s content?

• Target 11.1: By 2030, ensure access for all to adequate, safe and affordable housing and basic services. The article directly mentions the project’s potential to “provide affordable and market rate housing for our employees and the local workforce.”
• Target 11.3: By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management. The entire pre-development process, including the “Conceptual Land Use Plan,” market assessments, and stakeholder consultation via surveys, is an exercise in sustainable settlement planning.
• Target 11.4: Strengthen efforts to protect and safeguard the world’s cultural and natural heritage. The pre-environmental impact report includes an “analysis of the historical significance of existing buildings,” which directly addresses this target.
• Target 9.1: Develop quality, reliable, sustainable and resilient infrastructure…to support economic development and human well-being. The project’s focus on a “Utility Assessment” and planning for “new underground infrastructure” is a direct effort to develop the necessary infrastructure for the new development.
• Target 8.2: Achieve higher levels of economic productivity through diversification, technological upgrading and innovation. The project aims to create “long-term economic benefits” and an “expected financial return,” contributing to the economic productivity of the region.
• Target 17.17: Encourage and promote effective public, public-private and civil society partnerships. The article describes the collaboration between public entities (CPP, CSU system), the planned engagement with private developers, and consultation with “CPP and community stakeholders,” which is a clear example of this target in action.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• For Target 11.1 (Housing): The “market assessment and a financial feasibility study” conducted by Keyser Marston Associates (KMA) serves as an indicator. The data from this study will inform the number and type of affordable and market-rate housing units that can be developed.
• For Target 11.3 (Planning): The primary indicator is the issuance of the Request for Proposals (RFP) and the subsequent development of the “Conceptual Land Use Plan/Utility Assessment.” The creation and deployment of the KMA survey to capture stakeholder input is another measurable indicator of participatory planning.
• For Target 11.4 (Heritage): The completion of the “analysis of the historical significance of existing buildings” by Michael Baker International (MBI) as part of the pre-environmental impact report is a specific, measurable indicator.
• For Target 9.1 (Infrastructure): The completion of the “Utility Assessment” that details the “cost of improvements needed” is a direct indicator of progress in planning for resilient infrastructure.
• For Target 17.17 (Partnerships): The $750,000 investment from the CSU system is a concrete financial indicator of the public-public partnership. The future issuance of a “new RFP for a master developer” will be an indicator of progress toward establishing a public-private partnership.

4. SDGs, Targets, and Indicators Table

Source: cpp.edu