Agenda packet — Orange City Council, November 12, 2025 (part 4 of 6)

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

423

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

All work shall be conducted on an as needed basis when requested in writing by the City Traffic Engineer or designated representative and according to the timeframe specified by the City. Work performed by the Consultant that has not be specifically identified and authorized by the City, will not be compensated.

The scope of work includes, but is not limited to:
• Traffic studies for capital projects
• Traffic and/or parking study review for private developments • Traffic signal design
• Traffic control plan preparations
• Plan check for capital/development projects and traffic control plans • Street light design and plan check
• Signing and striping plan preparation and plan check
• Traffic signal and street lighting construction inspection • Construction management and construction engineering
• Technical support for funding and grant application
• Grant funding oversight
• Intelligent transportation systems (ITS) design
• Traffic signal timing and coordination studies
• Traffic counts and data collection
• Neighborhood traffic calming studies, warrant studies, and traffic investigations • Special studies, civil design, and on-site support services may be requested • General municipal traffic engineering services

The City of Orange manages 160 traffic signals, over 8,000 streetlights, over 20 miles of fiber optic network, the Traffic Management Center (TMC), radar feedback signs, pedestrian crossing and overhead flashers, and other devices to facilitate the safety of the public and efficiency of traffic. The City of Orange expects consulting firms to have thorough knowledge in traffic signal, ITS systems, street light design to perform required services. Firms are also expected to understand federal/state/local fund ing and policies, as well as Orange County Transportation Authority (OCTA) Comprehensive Transportation Funding Program (CTFP) requirements. The ideal firm(s) will have expertise in the areas above or may specialize in one or more subareas and will be capable to provide technical services associated with the general traffic engineering needs of the City of Orange.

All design work and improvement plan check services shall be performed by or under the responsible charge of a California License Professional Engineer (Civil, Traffic, and/or California License Land Surveyor as applicable) eligible to prepare and sign suc h plans. Successful firms will be required to enter into the City’s standard professional services agreement (attached) and obtain an Orange business license. Any changes requested to the City’s standard agreement must be noted in the response to the RFP for the City’s consideration.

Each specific assignment under an on-call engineering services contract will be compensated on either lump sum or time -and-materials basis. The method of compensation will be specified in writing by the City at the time the assignment is given.

424

Page 17 of 42 ends

Generally, response times related to plan checks for the initial review shall be completed within ten (10) working days, unless otherwise directed by the City. Each subsequent plan check shall be completed within 5 working days unless otherwise directed by the City.

The scope of work will vary by project, and will be further defined in a project specific request by the City of Orange, but may generally include the following:
• Design Plans – Develop or assist with development of final design plans associated with traffic signals and street light systems. These plans include, but are not limited to: traffic signal plans, Intelligent Transportation Systems plans, traffic signal interconnect p lans, and street light plans.
• Program Management / Construction Management / Construction Inspection – Services related to the City’s Capital Improvement Program, which will typically include traffic signal and street light improvements, but may also include ancillary roadway rehabilitation, roadway widening, ADA access and handicap ramps, parkways, drai nage and drainage structures, storm drain utilities, signage and striping, parks, and other miscellaneous facilities. A thorough understanding of the NPDES regulations and grant regulations, including Federally funded program compliance is required. Project manager and inspector must be able to coordinate with outside agencies such as adjacent cities, Caltrans, and various utility companies.
• Transportation Analysis – Specialized traffic studies to assess proposed projects within a short time frame. Typical studies would include travel demand or traffic forecasting of proposed roadways, street widening or intersection improvement projects. Studies will analyze diversion of traffic due to substantial long term construction projects. Analysis will incorporate pedestrian and bicycles. Additional studies could be needed to provide technical support for grant and funding applications.
• Traffic Signal Corridor Coordination Studies – Conduct studies that analyze the performance of traffic signal timing on street corridors. These studies shall include before and after analysis to quantify the level of improvement to the expected as a result of the project.
• Simulation Modeling – Provide computer simulation of corridors or road networks as needed utilizing microsimulation software. Training may also be included with these projects.
• Traffic Counts – Perform data collection as needed within short time frames including ADT’s, 12 -hour counts, intersection turning movement counts, occupancy rates, speed/delay runs, pedestrian and bike counts, parking turnover, etc. • Statewide Planning Efforts – Specialized studies and analysis in support of various regional and statewide initiatives involving traffic signal improvements, timing, and coordination.
• Research and Outreach – Assist staff in producing reports and making presentations on transportation related topics.
• Neighborhood Traffic Calming – Assist staff in processing requests for traffic calming measures. This includes but is not limited to street and neighborhood evaluation, data collection, recommendations, design, and coordination/communication with residents. • Review for Private Developments – Assist staff in reviewing plans and reports for private development projects. This includes but is not limited to: traffic signal plans, striping plans, street light plans, and various traffic studies. Coordination with project owners or design teams on behalf of the City may be requested.

425

Page 18 of 42 ends

Deliverables

The specific scope of work for each task/project will be provided in a written transmittal from a City of Orange representative along with, in most cases, a follow-up phone call and, if necessary, a meeting to discuss the specific needs of the assignment. Within five business days of receipt of transmittal, the Consultant will be expected to provide the City with a proposed level of support along with a NOT TO EXCEED cost. A fully-executed amendment to the on-call contract may be required along with an authorization to proceed prior to commencement of work.

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

426
12 THOUGHTFUL SOLUTIONS. THRIVING COMMUNITIES.

City of Orange | On-Call Traffic Engineering Services
H. Work Plan
Our team possesses years of experience providing traffic engineering, transportation planning, traffic studies, and traffic and development plan review to numerous California municipalities. Our staff includes registered traffic and civil engineers who are familiar with representing municipalities at council meetings and preparing and leading community engagement meetings to promote stakeholder involvement and satisfaction. Furthermore, our team has expertise serving cities with similar needs and concerns, including those with regionally significant bikeways, high population densities, and projects under Caltrans’ jurisdiction.

Interwest can provide transportation services for projects including, but not limited to, the following:

Traffic Engineering
Transportation Demand
Management
Bicycle &
Pedestrian Planning
Signal Warrants Speed Surveys
Traffic Design
Long-range
Operations & ITS
Traffic Demand
Forecasting
Peer Reviews
Traffic Safety Analysis
• Local Street, Highway, Expressway, and
Freeway Design
• Geometric Design of Roadway &
Transportation Facilities
• Traffic Index
• Traffic Control Devices
• Pavement Markings/striping
• Pavement Design
• Roadway Signage
• Parking Lot Design
• Street/Roadway Lighting Studies and Design
• Transportation-related grants coordination (HSIP , etc) • Engineering and Traffic Surveys
• Traffic Crash Analysis
• Traffic Safety Systems
• Traffic Control Plans
• Operations/Maintenance Installation Orders
• Intelligent Transportation Systems
• Traffic Calming
• Access Management
• Surface Transit Accommodations and
Coordination
• Cost-Benefit Evaluation
• Pedestrian Facility Design (ADA)
• School Zone design
• AutoCAD/AutoDesk programs
• Traffic Signal Operations:
• Timing/Phasing Coordination
• Traffic Impact Studies
427
13 THOUGHTFUL SOLUTIONS. THRIVING COMMUNITIES.

City of Orange | On-Call Traffic Engineering Services
Interwest has the experience to perform the full range of on-call project management, traffic and engineering plan check required by the City. In addition, we possess the knowledge, skills, and experience to effectively integrate the necessary engineering services with the City’s staff to create a plan check process that is coordinated, consistent, and predictable.

Traffic plans, traffic signal plans, and traffic studies/reports will be reviewed/checked for compliance with the project’s conditions of approval, as well as with the following: Municipality Standards and Design Manual, Caltrans Highway Design Manual, Caltrans Traffic Manual, Caltrans Standard Plans and Specifications, county hydrology manuals, local drainage manuals, the Americans with Disabilities Act, and California Title 24 requirements.

Each plan review will be accompanied with a letter summarizing the redline comments. This letter will be addressed directly to the applicant’s engineer or landscape architect with a copy to City staff and the applicant. A complete redlined set of drawings and any reports will be returned to the design professional for use in corrections.

The Project Manager will meet with the design professional and City staff to review comments or to delineate the standards which are not being met to assist in the timely completion of the review and meeting the maximum goal of two plan reviews. If necessary, the third review will confirm that all previous comments have been addressed. This meeting can take place via a virtual platform or in the design engineer’s office, if desired so that minor comments/discrepancies can be immediately addressed and the improvement plans and reports can be deemed technically correct and submitted for signature approvals.

We will meet with other client staff and outside agencies as needed to review their progress and/or comments.

Our Transportation/Traffic Plan Check adheres to the following turnaround times:

First Submission 10 Working Days
Second Submission 5 Working Days
Third Submission 3 Working Days
Mylar Review 2 Working Days
Major change during design stage 7 Working Days
Major change in the field 3 Working Days
Final: Complete and Returned to the Town 5 Working Days Construction Revisions to grading or improvement plans 3 Working Days 428
14 THOUGHTFUL SOLUTIONS. THRIVING COMMUNITIES.

City of Orange | On-Call Traffic Engineering Services
Review of traffic impact studies prepared by others for private development, including the review of on-site circulation and project access, intersections, project trip generation and assignment, level of service methodology and assumptions, accuracy of analysis and conclusions, and appropriateness and feasibility of proposed mitigation measures. Assist client staff prepare the conditions of approval, and preparation of comment memo. If requested, Interwest staff will attend planning commission and town council meetings to make presentations and answer questions.

Signing and striping plans, traffic signal plans, traffic control plans and traffic calming plans.

These tasks include the collection of existing plans for the street segment or intersection, field review to compare the plans to existing conditions, traffic data collection, as-needed meetings with Town staff to ensure complete understanding of the desired design and to discuss/clarify any options, timely revisions in response to plan review comments, and signed and stamped final plans, specifications and cost estimate. The plans and specifications will be prepared in accordance with City standards, the CA MUTCD and other applicable standards.

Private and public development plan review for traffic-related plans, ensuring that the plans are in compliance with Town and other applicable standards. The reviews will include recommendations for approval (conditions of approval).

Review of traffic signal timing plans and collision data for intersections with recommended adjustments. We will provide technical advice to the client’s staff in connection with the maintenance and the operation of traffic signal facilities, hydrological and hydraulics engineering review, and inspection.

ADDITIONAL CAPABILITIES
Public involvement and community outreach for traffic and transportation projects that impact the public. Civic engagement is a key component to planning and implementing traffic solutions. Tasks may include public meetings, workshops, and one-on-one meetings with residents. Other tasks may include attendance and participation in public meetings, and creation of various education and outreach materials such as flyers, presentations, etc.

Engineering studies in response to citizen requests for traffic control device installations and modifications such as stop signs, traffic signals, crosswalks, traffic channelization and speed zones.

These studies typically include the following:
• Review of traffic collision, traffic count and/or speed survey data • Field review of existing traffic control devices and motorist/pedestrian/bicyclist behavior • Corner sight distance analysis
• Minimum stopping sight distance analysis
• Warrant studies based on the California Manual on Uniform Traffic Control Devices (CA MUTCD) • Town standards/guidelines
Discussions with client staff regarding study findings and recommendations, concept/final plans, and a summary report will be provided. If requested, the study will also be presented at community or town council meetings.

Address school-related traffic concerns including meeting with school staff, parents, and residents, field observations, data collection, analysis of the need for speed feedback signs, crossing guards, crosswalks, stop signs, flashing beacons, etc., and a summary of findings and recommendations.

Traffic impact analysis reports including discussions with client staff regarding study intersections, project schedule, approved projects and project concerns, a review of the site plan regarding internal circulation and external access, a field review of existing intersection geometrics and any unusual conditions, traffic count data collection, project trip generation and assignment, level of service analysis based on client guidelines/standards, identification of significant project impacts, proposed mitigation measures, and a report summarizing the analysis, findings and recommendations. 429
Fee
Hourly Rate Schedule
Effective January 1, 2025
Classification Hourly Billing Rate
Engineering
Principal in Charge $265
Project Manager $220
Senior Traffic Engineering $210
Traffic Engineering III $200
Traffic Engineering II $190
Traffic Engineering I $180
Traffic Engineering Associate II $165
Traffic Engineering Associate I $155
Transportation Engineer $220
Planning Services
Planning Manager $210
Principal Planner $190
Senior Planner $175
Associate Planner $140
Assistant Planner $115
Planning Technician $95
Beginning on the 1st anniversary of the Effective Date of the Agreement and annually thereafter, the hourly rates listed below shall be automatically increased based upon the annual increase in the Department of Labor, Bureau of Labor Statistics or successor thereof, Consumer Price Index (United States City Average, All Items (CPI-U), Not Seasonally adjusted, All Urban Consumers, referred to herein as the “CPI”). Such increase shall not exceed 4% per annum. The increase will become effective upon publication of the applicable CPI data. If the index decreases, the rates listed shall remain unchanged.

Page 1 of 2 ends

Classification Hourly Billing Rate
Construction Management
Construction Manager $190
Assistant Construction Manager $170
Supervising Public Works Observer $185
Senior Public Works Observer $180
Public Works Observer III $165
Public Works Observer II $150
Public Works Observer I $135
Miscellaneous
Work Outside Standard Hours – Services provided in excess of 8 hours per day, outside regular business hours, nights, weekends and holidays will be invoiced at 150% of the above standard rates.

Prevailing Wages – Where work is required under the CA Labor Code for prevailing wages per jurisdiction, there will be a supplemental charge per hour to the above rates per applicable job classification, established at the time of commencement of work and adjusted from time to time in accordance with future wage determinations pursuant to the labor rates as determined by the CA Department of Industrial Relations.

Mileage & Tolls – For inspection staff reporting to the job site from out of town, mileage will be reimbursed to and from the employee’s reporting location, including their home location if not reporting to a company office, at the effective standard federal rate established at time of service.

Tolls will be billed with no markup.

Page 2 of 2 ends

432
433
434
435
436
437
438
439
440
441
442

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

443

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

444

Page 17 of 42 ends

445

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

446
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 5

BRIAN AKERLEY, MELE | CONSTRUCTION SUPPORT LEAD
Mr. Akerley has over 23 years of comprehensive experience as a results-focused professional with extensive experience in electrical engineering, electrical contracting, telecommunications, and Intelligent Transportation Systems (ITS) installation and maintenance. His performance track record is characterized by successful planning, implementation, and execution skills, as well as an effective participatory management style that reflects strong coaching, delegation, and leadership skills, as well as an ability to establish clear and measurable goals. Brian has been responsible for the oversight and delivery of many high-level projects for Municipalities, County and State DOTs, and transit agencies. In addition to his leadership and project delivery skills, Brian is the licensing Qualifier for Iteris and is respo nsible for acquiring the state licensing necessary to lay the groundwork for business development nationally.

BRIAN HERTING, PE | STREET LIGHTING LEAD
Mr. Herting has over 17 years of experience on a variety of transportation projects with an emphasis on multimodal traffic engineering, ITS, and electrical/lighting design. Mr. Herting has successfully completed projects for several different local municipalities, transit agencies, and state DOTs in California, Nevada and Arizona. As a project manager, he has experience in all aspects of the design process including coordination with key project stakeholders, development of PS&E, and construction support services. His project experience includes signing and marking, traffic control and traffic handling, traffic signal design, active transportation solutions, ITS field equipment in stallation design, communication systems (copper and fiber), lighting and photometric analysis, and electrical design. His software experience includes Autodesk AutoCAD, Microsoft Excel, Microsoft Power Point, Microsoft Word, Microstation V8i, and AGi32 lighting software.

Subconsultant
SurveyCount has been providing traffic count services for agencies and engineering consultant companies in Southern California since 2018. The services they provide include intersection turning movement counts, roadway average daily counts, speed surveys, parking counts, and off - street trail bicycle and pedestrian counts.

Located in Orange County, SurveyCount are particularly familiar with roadway conditions in Orange County and have experience working with Iteris on OCTA’s Regional Traffic Signal Synchronization Program (RTSSP) projects.

SurveyCount are equipped with up-to-date technologies including state-of-the-art video cameras; and all their video and tubes counts have GIS capability that can be managed by a mobile application.

Instructions: The Proposer shall indicate an understanding of the scope of services requested in this RFP. The work plan should address and satisfy the objectives and specifications as listed in the Scope of Work in this RFP.

Iteris has extensive transportation engineering, planning and ITS on-call experience, having successfully managed and completed hundreds of on-call task orders for a wide variety of public agencies and municipalities. I teris’ team is fully capable to serve any technical needs and respond quickly to task orders with accelerated schedules without sacrificing quality of work. The blend of Iteris’ local knowledge and vast transportation management experience provides the resources needed to tackle any tec hnical requests that arise. Iteris recognizes the diverse responsibilities of the City of Orange’s Traffic Engineering Division in managing and maintaining the City's traffic signal systems, street lighting infrastructure, and communication networks. Our team brings extensive experience in traffic signal operations, Intelligent Transportation Systems (ITS), and street lighting design, enabling us to address a wide range of the City’s needs.

At Iteris, we understand the challenges that the City of Orange faces in balancing staff workloads and b udget constraints while continuing to deliver high-quality services to the community. Our team is committed to delivering high-quality, timely, and cost- effective solutions tailored to the City’s needs. Whether the City requires high-level, quick-turnaround planning support or more detailed and comprehensive design and engineering services, Iteris is prepared to respond with the appropriate level of expertise. 447
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 6

We prioritize clear and consistent communication and will work closely with City staff to stay aligned on project scope, schedule, budget, and expectations throughout each assignment. All design and plan check services will be performed by, or under the direct supervision of, a California Licensed Professional Engineer, ensuring full compliance with all applicable regulations. Compensation will be determined in coordination with the City, whether on a lump sum basis or another preferred method . Table 1 provides a selection of agencies to which Iteris has provided on-call services over the past five years.

Table 1 – Iteris’ On-Call Experience

CITY/AGENCY
Traffic
Engineering
Transportation
Planning
ITS/Communications
Support
Traffic
Signal
Operations
Modeling/
Forecasting
City of Orange   
City of Cypress   
Caltrans   
California State University, Long Beach  
City of Anaheim     
City of Beaumont  
City of Buena Park    
City of Beverly Hills   
City of Costa Mesa     
City of Diamond Bar    
City of Eastvale  
City of Fountain Valley    
City of Garden Grove  
City of Irvine     
City of Irwindale     
City of Laguna Woods   
City of Laguna Niguel    
City of Lake Forest   
City of Newport Beach   
City of Oxnard   
City of Pasadena   
City of Placencia     
City of Pomona     
City of Rancho Palos Verdes   
City of San Marcos   
City of Seal Beach  
City of Thousand Oaks   
City of Yorba Linda   
Los Angeles Parks and Recreation 
Los Angeles Unified School District 
Los Angeles County Metro   
Orange County Transportation Authority     
Port of Long Beach    
Port of Los Angeles   
Riverside County Transportation Commission   
Riverside County 

The following paragraphs describe Iteris’ experience and general approach to providing the various on-call services as specified in the RFP. The specific work plan approach will be refined based on the specifics of each project to ensure all deliverables are completed on schedule and to the City’s satisfaction without additional charges or delay to the City.

448
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 7

Design Plans
Iteris has extensive experience in the planning and design of traffic signal systems, ITS communication networks, and street lighting infrastructure. Our work enhances safety, improves operational efficiency, extends the life of capital investments, and supports multimodal operations including transit, emergency vehicles, pedestrians, and bicyclists. With a proven track record in the design of thousands of signalized intersections across the country, Iteris delivers practical, cost -effective solutions rooted in our strong understanding of traffic operations. In addition, our plan preparation services include signage plans, striping plans, and traffic control plans.

We support all phases of project development, from system analysis and master planning to the preparation of Plans, Specifica tions, and Estimates (PS&E), hardware selection, and field integration. Our familiarity with a wide range of signal controllers and central systems allows us to recommend and implement technologies that align with the City’s infrastructure, resources, and long -term goals. We also provide thorough documentation, training, and post -implementation support to ensure system sustainability.

Program Management / Construction Management / Construction Inspection Iteris provides program management, construction management, and inspection services to support agency staff for successful project delivery. We coordinate directly with local agencies and jurisdictions, Caltrans, utility providers, and contractors to ensure projects are delivered on time, within budget, and in accordance with approved plans and specifications. Our team’s expertise in ITS, traffic engineering, and planning allows us to proactively identify and resolve construction challenges, minimizing delays and ensuring ideal outcomes.

A recent example of our capabilities is the City of Cypress Citywide Traffic Signal Cabinet Upgrade project. Iteris currently manages the full scope of construction inspection, including development of inspection checklists, pre-construction equipment verification, stakeholder coordination, and post-construction inspection and recordkeeping. Upon project completion, the City will receive a fully operational system along with comprehensive documentation detailing all installed improvements, ensuring long- term maintainability and transparency.

Transportation Analysis
With over 25 years of experience, Iteris is a leader in travel demand modeling and multimodal forecasting. We have supported agencies such as Southern California Association of Governments (SCAG), Anaheim Transportation Analysis Model (ATAM), Ventura County Transportation Commission (VCTC), Los Angeles County Metropolitan Transportation Authority ( Metro), Orange County Transportation Authority (OCTA), Riverside County Transportation Commission (RCTC), Western Riverside Council of Governments (WRCOG), and San Bernardino County Transportation Authority (SBCTA) in developing and applying regional and local models. These models have been used to evaluate roadway widening, intersection improvements, traffic diversion, and multimodal planning tha t includes pedestrian and bicycle travel. Iteris has delivered citywide models for General Plan Circulation Elements and corridor studies for over 30 jurisdictions. We also developed and continue to maintain the ATAM model, which has supported numerous development and infrastructure projects.

Traffic Signal Corridor Coordination Studies
Iteris has conducted numerous Before-and-After corridor coordination studies to evaluate Measures of Effectiveness (MOEs) for RTSSP projects. These studies include travel time runs during peak periods to assess traffic flow, travel time, average speed , stops per mile, and signal progression. Iteris has been conducting ongoing travel time runs for several RTSSP projects , including for the Tustin-Rose RTSSP with the City of Orange. Additionally, Iteris developed side-by-side video comparisons of corridor performance before and after signal timing adjustments for the City of Orange as part of the Tustin-Rose RTSSP project. These videos were presented to the City Council to illustrate the impact of the improvements. Figures 2 and 3 on the following page show images from the video prepared by Iteris. Figure 2 displays the side-by-side video comparison along with an aerial view to track overall corridor progress. Figure 3 displays the difference in travel time, stops, and delay between the Before and After conditions. These visual tools effectively demonstrated the benefits of the signal timing improvements and supported public communication efforts .

449
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 8

Figure 2 - Still Image from Before and After Study Comparison Video (During Travel Time Runs)

Figure 3 - Still Image from Before and After Study Comparison Video (Final Summary Screen)

Simulation Modeling
Iteris possesses the technical expertise and experience necessary to deliver high -quality computer simulations of roadway corridors and networks using advanced microsimulation software such as VISSIM and SimTraffic. We have a proven track record developing detailed, calibrated models that accurately reflect real-world traffic conditions and support data-driven decision-making for a wide 450
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 9

range of transportation projects. Our team is skilled in analyzing traffic operations, evaluating alternative scenarios, and presenting simulation results in a clear and actionable format. Staff is also available to assist in training efforts as needed, en suring clients are supported in understanding and applying the simulation tools effectively. Figure 4 (below) displays an active SimTraffic model that illustrates lane geometry, signal timing, and traffic volumes, and features two signalized intersections. This model is used to forecast traffic signal operations and estimate delays through microsimulation.

Figure 4 – Example SimTraffic Network Model

Traffic Counts
Iteris will be utilizing the services of SurveyCount to provide traffic count services to the City of Orange. SurveyCount has been providing traffic count services for agencies and engineering consultant companies in Southern California since 2018. The ser vices provided include intersection turning movement counts, roadway average daily counts (ADT), speed surveys, parking counts, and off-street trail bicycle and pedestrian counts. Additionally, Iteris is prepared to supplement these services as needed to perform speed/delay runs and occupancy rate studies.

Statewide Planning Efforts
Iteris partners with agencies to identify, prepare, and submit competitive grant applications for federal, state, and local funding opportunities. We also provide ongoing support for the administration and compliance of grant-funded projects to ensure successful delivery. Our team conducts specialized studies and analyses—such as traffic signal improvements, timing optimization, and coordination strategies—that strengthen funding applications and support regional and statewide transportation initiatives.

Research and Outreach
Iteris recognizes the importance of aligning technical analysis with the values and priorities of the community. When appropr iate, we incorporate stakeholder input to ensure that recommendations are not only technically sound but also practical, equitable, and responsive to local concerns. Our team is well-equipped to support City staff in preparing clear and compelling reports, graphics, and presentations. We are also available to participate in community meetings and public events to help communicate proj ect goals, findings, and benefits. Iteris understands that building community support is essential to the successful implementation of transportation improvements and to advancing safety and mobility throughout the City.

Neighborhood Traffic Calming
Iteris brings a proven track record of delivering neighborhood traffic calming and multimodal safety projects that reflect bo th community priorities and technical rigor. We have planned and designed a wide array of traffic calming improvements as part o f pedestrian and bicycle enhancement efforts, all grounded in Complete Streets and Vision Zero principles. These initiatives typically respond to community concerns about excessive speeding, cut-through traffic, and inadequate facilities for people walking an d biking.

Our team uses a data-driven and context-sensitive approach to evaluate and implement effective traffic calming strategies. This includes collecting and analyzing speed, volume, and collision data; reviewing existing pedestrian and bicycle infrastructure ; and 451
ON-CALL TRAFFIC ENGINEERING SERVICES |PROPOSAL

City of Orange Iteris, Inc. | 10

engaging the community through surveys, workshops, and pop-up outreach. We work to ensure that solutions—such as chokers, mini-roundabouts, speed cushions, curb extensions, and signage —are applied equitably and consistently across neighborhoods.

Notable traffic calming efforts include:

• City of Los Angeles Bicycle Plan – First Five-Year Implementation Strategy: Provided traffic studies and community outreach to prioritize and implement bike-friendly infrastructure and calming measures on key corridors.

• North Santa Monica Boulevard Reconstruction (City of Beverly Hills) : Delivered design and planning support for a major corridor upgrade with pedestrian safety, traffic calming, and Complete Street upgrades.

• City of Pasadena Bicycle Corridors Signal Coordination Project: Designed and implemented multimodal signal timing plans that supported bicyclist movement and reduced vehicular speeding on shared- use corridors.

Review for Private Developments
In addition to our expertise in design and construction, Iteris applies this knowledge to the review of private development plans and technical documents. Our team is experienced in evaluating traffic signal plans, signage and striping plans, street lighting plans , traffic control plans, and a variety of traffic studies to ensure compliance with applicable standards and alignment with the City’s requirements. We work closely with City staff to review and discuss comments prior to formal submittal, ensuring consistency and clarity throughout the process. By maintaining open and ongoing communication, Iteris ensures that all reviews are conducted in a thorough, timely, and efficient manner, supporting both City objectives and development timelines.

Further Professional Services
In addition to the core services outlined above, Iteris offers a broad range of complementary services that may be valuable to the City of Orange. As new opportunities or challenges arise, we are committed to supporting the City's evolving needs. We encourage you to contact us with any questions or to explore how our expertise can further support the City's goals.

TRAFFIC ENGINEERING
• Traffic Signal Timing
• Bicycle Lane Design
• Parking Design
• Pedestrian Crosswalk Enhancement
• Traffic Circles Planning/Design
• Bulb-outs Design

TRANSPORTATION PLANNING
• Area-Wide Circulation Plans
• Non-Motorized Planning
• Policy Analysis
• Graphic Information Systems (GIS)
• Land-Use Planning
• Master Plan Development
• Strategic Transportation Plans
• Transportation Finance

ITS PLANNING, DESIGN AND INTEGRATION

PLANNING
• Communications Master Plan
Development
• ITS Master Plan Development
• Traffic Signal System Planning and
Design
DESIGN
• Communication Systems
• Detection and Surveillance Systems
• Traffic Management Centers
• Information Delivery Systems

INTEGRATION
• Systems Design, Engineering,
Management, Installation,
Integration, Implementation
• Hardware and Software
Development
452
ON-CALL TRAFFIC ENGINEERING SERVICES |FEE
K. FEE
Iteris Fee Schedule Effective Through 3/31/2026
STAFF CLASSIFICATION Loaded Billing Rates
Support Staff I $128
Support Staff II $209
Assistant Engineer/Planner $131
Associate Engineer/Planner $172
Engineer/Planner $157
Senior Engineer/Planner I $185
Senior Engineer/Planner II $227
Lead Engineer/Senior Manager $267
Associate Vice President/Principal/Director $296
Vice President/Chief Scientist $343
• Other direct expenses to be billed at cost, unless otherwise negotiated. • Mileage rates will be based upon current IRS standard rates.

Iteris, Inc.
• Billing Rates shown are effective through March 31, 2026 and are subject to annual escalation up to 5%. • Subconsultant, Subcontractor and Equipment expenses to be billed at negotiated cost plus markup.

Standard Terms and Conditions:

City of Orange

Iteris, Inc. 453
ON-CALL TRAFFIC ENGINEERING SERVICES |FEE
SurveyCount Price Sheet
Turning Movement Counts 4 hours (AM/PM peak hour including ped&bike and 2 classifications
$250.00 per intersection per day (one
camera)
Turning Movement Counts 6 hours (AM/MD/PM peak hour including ped&bike and 2 classifications
$300.00 per intersection per day (one
camera)
Turning Movement Counts 12 hours (AM/MD/PM peak hour including ped&bike and 2 classifications)
$400.00 per intersection per day (one
camera)
Turning Movement Counts 24 hours (AM/MD/PM peak hour including ped&bike and 2 classifications)
$500.00 per intersection per day (one
camera)
ADT&Speed Arterial Road Bi-Directional tube Counts (15 min or hourly interval and 2 Classifications, only one day) $250.00 per day(two counters) ADT&Speed Arterial Road Bi-Directional tube Counts (15 min or hourly interval and 2 Classifications, 2 days or more) $200.00 per day(two counters) ADT&Speed Bi-Directional Neighborhood tube Counts (15 min or hourly interval and 2 Classifications, only one day) $120.00 per day(one counter) ADT&Speed Bi-Directional Neighborhood tube Counts (15 min or hourly interval and 2 Classifications, 2 days or more) $100.00 per day(one counter) • For a particular task order, SurveyCount will be able to provide detailed fee schedule. • The fee may be adjusted or revised per your particular requirements.

SurveyCount
Notes:

City of Orange

Iteris, Inc. 454
455
456
457
458
459
460
461
462
463
464
465

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

466

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

467

Page 17 of 42 ends

468

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

469

Page | 5
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
Table 1 – JMD Key Personnel Workload and Availability

KEY PERSONNEL &

CERTIFICATIONS

CURRENT WORKLOAD

AVAILABILITY

Deepak Solanki
Drainage/Utilities
 On-Call City Engineering Services, City of Brea (25%)  On-Call Staff Augmentation Services, City of Glendora (25%) 50%

Figure 1 – Organization Chart

470
P age | Section H
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
Section H
W ork Plan
471
P age | 6
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
H. Work Plan
Project Understanding
The City of Orange is soliciting proposals from qualified traffic engineering consultants for professional traffic engineering services on an as -needed basis for a
minimum of three (3) years, with the possibility of two (2) ad
ditional annual renewals. The City plans to
contract with multiple firms in order to augment the
City’s own Traffic Engineering capabilities and provide high quality expertise where needed.

All work will be conducted on an as needed basis when
requested in writing by the City Traffic Engineer or
designated representative and according to the
timeframe specified by the City. Work performed by the
Consultant that has not been identified and authorized
by the City, will not be compensated.

Approach
Our approach to this traffic engineering services on-
call project is to be Service-Oriented and keep the City informed throughout the project. We will meet early
with City staff and other impacted agencies, if
applicable, in order to discuss scope, schedul e and
process. Once we have prepared the final scoping
documents and are issued a Notice to Proceed, we will
begin the preliminary phase of the project, which
typically consists of research and data collection, utility identification, coordination and investigation; field
surveying and topographic mapping; identification of
facilities to be modified or replaced; and preparation of any required design reports and conceptual or
preliminary plans for the proposed improvements. If
right-of-way or easements are required, a preliminary
right-of-way map will be prepared showing parcels to
be acquired and conceptual modifications to existing
properties.

JMD will utilize existing information available from
previous studies, reports, investigations, and analyses as a basis to begin any study and/or design work. This
information will be augmented and updated, where
required. Because they are typically on a project
schedule’s critical path and may require substantial
lead time, the following tasks will begin immediately
upon receipt of Notice to Proceed:
• Research and Data Collection
• Secure Permits Required for Access to the Project
• Utility Identification and Coordination
• Identification of Right-of-Way Requirements
• Determination of Environmental Requirements
Communication and Coordination
JMD will meet with the
City’s functional unit staff
responsible for review of
specific elements of the
conceptual a nd
p
reliminary plans as we are working on them. Draft
copies of this work will be submitted for significant work items before the milestone submittal date with follow-
up meetings to solicit input. This early coordination
gives us a clear understanding of what the functional
unit reviewers expect while giving the reviewers a
preview of what will be submitted before actual
submittals are made.

Design of transportation improvements on existing
facilities in typically urban settings presents some
unique issues and requires experience and proven, yet
innovative, design techniques. Based on our past
experience, we understand the complexity of
retrofitting existing transportation facilities while
maintaining basic services, traffic flow and minimizing impacts to the roadway user. Specific items related to
transportation improvement projects can include:
• Utility location and relocation
• Existing conditions and compliance with current
standards (knowing when to upgrade existing
facilities to current design standards that may
impact the project schedule and costs)
• Construction staging
• Construction traffic control
• Permits and approvals
F
urthermore, many City transportation improvement
projects may involve multi-agency approvals. This
requires planning, communication and follow through
to successfully secure consensus and process
approvals through impacted agencies
472
P age | 7
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
Scope of Work
JMD’s scope of work includes and is not limited to the
following services:

These services typically involve the four primary areas of project and construction management, technical
oversight, and coordination with multiple parties, as
illustrated below.

JMD will r
ely on the City’s background, requirements,
general tasks, and deliverables discussed below.

A
. Background
The City of Orange manages 160 traffic signals, over
8,000 streetlights, over 20 miles of fiber optic network, the Traffic Management Center (TMC), radar feedback
signs, pedestrian crossing and overhead flashers, and
other devices to facilitate the safety of the public and efficiency of traffic. The City of Orange expects
consulting firms to have thorough knowledge in traffic
signal, ITS systems, street light design to perform
required services. Firms are also expected to
understand federal/state/local funding and policies, as well as Orange County Transportation Authority
(OCTA) Comprehensive Transportation Funding
Program (CTFP) requirements. The ideal firm(s) will
have expertise in the areas above or may specialize in
one or more subareas and will be capable to provide
technical services associated with the general traffic
engineering needs of the City of Orange.

Req
uirements
All design work and improvement plan check services
will be performed by or under the responsible charge
of a California License Professional Engineer (Civil,
Traffic, and/or California License Land Surveyor as
applicable) eligible to prepare and sign such plans.

Successful firms will be required to enter into the City’s standard professional services agreement (attached)
and obtain an Orange business license. Any changes
requested to the City’s standard agreement must be
noted in the response to the RFP for the City’s
consideration.

C. General Tasks
JMD understands the scope of work will vary by
project, and will be further defined in a project specific request by the City of Orange, but may generally
include the following:
• Design Plans – Develop or assist with
development of final design plans associated with
traffic signals and street light ing systems. These
plans include, but are not limited to: traffic signal
plans, Intelligent Transportation Systems plans,
traffic signal interconnect plans, and lighting plans
.
• P rogram Management / Construction
Management / Construction Inspection –
Services related to the City’s Capital Improvement
• Traffic studies for capital projects
• Traffic and/or parking study review for private
dev
elopments
• Traffic signal design
• Traffic control plan preparation
• Plan check for capital/development projects and traffic control plans
• Street light design and plan check
• Signing and striping plan preparation and plan check
• Traffic signal & street lighting construction inspection • Construction management and engineering
• Technical support for funding and grant application
• Grant funding oversight
• Intelligent transportation systems (ITS) design
• Traffic signal timing and coordination studies
• Traffic counts and data collection
• Neighborhood traffic calming studies, warrant studies, and traffic investigations
• Special studies, civil design, and on-site suppor
t
s
ervices may be requested
• General municipal traffic engineering services
473
P age | 8
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
• Program, which will typically include traffic signa l an
d street light improvements, but may also
include ancillary roadway rehabilitation, roadway
widening, ADA access and handicap ramps,
parkways, drainage and drainage structures,
storm drain utilities, signage and striping, parks,
and other miscellaneous facilities. A thorough
understanding of the NPDES regulations and
grant regulations, including Federally funded
program compliance is required. Project manager
and inspector must be able to coordinate wit
h
o
utside agencies such as adjacent cities,
Caltrans, and various utility companies.
• Transportation Analysis – Specialized traffic
studies to assess proposed projects within a short
time frame. Typical studies would include trave l
d
emand or traffic forecasting of proposed
roadways, street widening or intersection
improvement projects. Studies will analyze
diversion of traffic due to substantial long -term
construction projects. Analysis will incorporate
pedestrian and bicycles. Additional studies could
be needed to provide technical support for grant
and funding applications.
• Traffic Signal Corridor Coordination Studies –
Conduct studies that analyze the performance of
traffic signal timing on street corridors. These
studies will include before and after analysis to
quantify the level of improvement to the expected
as a result of the project.
• Simulation Modeling – Provide computer
simulation of corridors or road networks as
needed utilizing microsimulation software.

Training may also be included with these projects.
• Traffic Counts – Perform data collection as
needed within short time frames including ADT’s,
12-hour counts, intersection turning movement
counts, occupancy rates, speed/delay runs,
pedestrian and bike counts, parking turnover, etc.
• Statewide Planning Efforts – Specialized
studies and analysis in support of various regional
and statewide initiatives involving traffic signa
l
im
provements, timing, and coordination.
• Research and Outreach – Assist staff in
producing reports and making presentations on
transportation related topics.
• Neighborhood Traffic Calming – Assist staff in
processing requests for traffic calming measures.

This includes but is not limited to street and
neighborhood evaluation, data collection,
recommendations, design, and
coordination/communication with residents.
• Review for Private Developments – Assist staff
in reviewing plans and reports for private
development projects. This includes but is not
limited to: traffic signal plans, striping plans, street light plans, and various traffic studies.

Coordination with project owners or design teams
on behalf of the City may be requested.

As an experienced on -call traffic engineering
consultant to many other neighboring agencies, JMD
understands the City’s needs and offers a Project
Manager and team that know the City’s objectives and
procedures to meet them. Furthermore, we offer a
comprehensive understanding of traffic en gineering
including related disciplines such as highways,
roadways, railroad and rail transit engineering.

D
. Del
iverables
The specific scope of work for each task/project will be provided in a written transmittal from a City of Orange representative along with, in most cases, a follow- up
phone call and, if necessary, a meeting to discuss the
specific needs of the assignment. Within five business
days of receipt of transmittal, JMD will be expected to provide the City with a proposed level of support along with a NOT TO EXCEED cost. A fully -executed
amendment to the on -call contract may be required
along with an authorization to proceed prior to
commencement of work.

JMD will rely on its close working relationships with City staff and be accessible throughout the contract
duration. JMD will act as an extension of City staff
under City supervision.

JMD will attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

Management Plan
474
P age | 9
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
JMD’s Management Plan, applicable to on-site and off-
site tasks, consists of three primary components,
namely, People Management, Project Management,
and Quality Management. The first focuses on leading
the team to achieve the desired project objectives. The latter two consist of using appropriate project controls to effectively manage the project deliverables,
schedule, and budget.

A typical project would be managed in accordance with
each component to meet the City’s objectives in a
timely manner. Each of these components are
discussed in the following pages.

People Management
People management consists of JMD team leadership
and consultant oversight through effective planning,
staffing, and communication as discussed below.

Planning
After our kickoff meeting with the City, we will hold an internal team meeting to discuss the project’s
objectives, milestones, staffing needs, schedule, and
task responsibilities. Our goal will be to establish a
realistic plan to meet all program requirements.

Staffing
The JMD Team is committed to delivering quality and
timely services within the City’s time and budget goals.

We have added multiple groups of professionals to
work as squads and manage multiple projects
conveniently. In addition, we have provided sufficient
resource capacity to perform the projects or tasks in a timely manner and confirm that the key personnel
proposed for the program and the individual projects
will be available for the duration of the program .

Currently, our work level is estimated at approximately 60 percent of capacity and declines to 50 percent over
the anticipated life of this project. Mr. Itagaki, our
proposed Project Manager, is available over 60
percent of his time during the next 12 months as shown
below. During our internal team meeting, we will
prepare a team staffing plan to ensure the right people are available at the right time for each project task.

Communication
The Project Manager will work closely with the
consultants and the JMD in accordance with the
project requirements. Under the current Covid -19
conditions, communication will be through the use of
video conferencing, phone calls, and e -mails. The
project team will continually discuss project issues,
progress, and reviews on a periodic basis to meet each
project milestone. The ultimate objective is to lead our team and the various project consultants to the desired objectives through effective and timely communication.

Our Project Manager’s experience with the City
confirms that the best way to minimize delays and
address unforeseen problems is to proactively
communicate with the City’s Public Works Director to
alert him of potential issues. Our Agency
Advisor/Liaison will ensure that City staff is not
overburdened with project task requests. Our project
manager will ensure proper communication and
documentation through meetings, email, and
telephone conversation minutes for project record.

Project Management
For the project development work, we propose to use
a Project Management and Control System that we
have used successfully on similar transportation
infrastructure projects. The monitoring and controlling of schedules and budgets will provide a means to
ensure that the proposed work plan is implemented
effectively in an efficient and timely manner. JMD
understands the requirements of Federally funded
projects and is prepared to assist City staff with any
documentation necessary for project reporting.

The core of JMD’s system is a monthly Project
Management Report comprised of two sections:
• Status Report - Arranged by task, this report
discusses budget and schedule; issues which
need to be resolved; coordination required
between the project team, client staff and other
agencies; and actual versus planned progress.
• Project Control Report - This is a computerized
report which tracks budget and schedule and is
refined and customized to meet the specific
project needs. This report is issued monthly an
d
c
an easily be produced more often, if required,
for more frequent project control.

It is critical that the project management system be
flexible and able to accommodate scheduling
adjustments that may occur. Our management system
is tailored towards this program’s specific needs and
can be adjusted if needed. In the event of a schedule
shift, a recovery plan will be developed and
implemented to either meet the original milestone
dates or other dates mutually agreed to by the City and JMD. The schedule will provide a tool with which the
Project Director can closely monitor the scheduled
475
P age | 10
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
timing of each task and permit overall management
control of the project.

Project Scope, Schedule, and Cost Control
The monitoring and controlling of project scope,
schedule and cost will provide a means to ensure that
the proposed work plan is implemented in an efficient
and timely manner.

Initially, the scope of work will be carefully negotiated with the City to ensure that we understand your intent
and expectations for the project. The negotiated scope
will be translated into a written format with identified budgets, milestones, and deliverables. Anticipated
exclusions and items to be provided by the City,
Caltrans and other public agencies will be defined,
reviewed, and discussed. A detailed project schedule
will be developed and outline the significant project
milestones and their estimated completion date based
on our experience with similar projects with local
agency oversight and approval. Control of scope,
schedule and cost will be achieved using the following
Project Management Control System that JMD
managers are using successfully on similar projects.

The core of this system is a monthly Project
Management Information System comprised of the
following three elements:

Critical Path Method (CPM) Schedule
JMD has in- house staff with expertise in Microsoft
Project Planner. A comprehensive project schedule will
be initiated by our Project Manager and will serve as
the controlling document for tracking progress of the
work. This schedule will form the framework for
measuring our actual performance to planned
performance and can be used for periodic updating of
the City's work plan and financial planning. The project team will meet prior to beginning work on the project to collectively determine the smaller work tasks required
to complete the major work activities as established in the scope of work. A sequencing plan of these smaller
work tasks, using precedence format, will be
developed which, in turn, will determine the overall
schedule. The series of work tasks and resulting
schedule will be diagrammatically exhibited as a
Critical Path Method (CPM) flow chart. This flow chart, which highlights the critical path, will be used to
determine the intermediate project milestones.

Project Control Report
Prior to beginning a project, the Project Manager will
prepare a Project Control Document which defines
major tasks, subtasks, milestone submittals and task
budgets. This information is entered into our
centralized accounting system that provide s the
Project Manager with a weekly report on project budget
status based on weekly timecards and direct expense
information. The Project Manager estimate s project
completion weekly and compares estimated with
actual project expenditures to date. This comparison
gives the Project Manager a weekly "snapshot" project
cost evaluation. The Project Manager, with assistance
from Project Engineers and subconsultants, will
prepare a monthly cost -to-complete estimate that is a
valuable tool in keeping a project on budget and
validating the Project Manager's estimate of project
progress.

Project Status Report
Arranged by task, this bi-weekly internal report
discusses budget and schedule; project issues which
need to be resolved; coordination required between
the project team, City staff and other agencies; and
actual versus planned progress.

Quality Management
Quality Management or Quality Control/Quality
Assurance is a process that begins with the
preparation of the proposal and signing of the contract.

Understanding the City's requirements and
expectations is the first step in providing a quality
project. JMD will follow the City’s QA/QC procedures
but, if necessary, may also rely on its own QA/QC
procedures to supplement those by the City.

JMD has developed an office environment and
philosophy which encourage quality. Our quality
assurance program includes preparation of a Quality
Control (QC) Plan for each individual project which
specifies the responsibilities, requirements, and
procedures for quality control. The plan is modeled
after the ASCE publication, "Quality in the Constructed Product," is flexible, and can be modified to respond to specific client requirements.

JMD’s quality assurance program provides:
• A quality review team for the project. The quality
review team is responsible for monitoring
adherence to procedures and practices by:
• Surveillance of project activities along with
document reviews proving their performance,
• Verification of calculations and other analytical
work, and
476
P age | 11
JMD’s Response to Request for Proposal to Provide the
City of Orange On-Call Traffic Engineering Services
(RFP No. 24-25.24)
• Independent auditing to check that quality control and technical procedures are being properly implemented and followed.
• Duties and responsibilities of those personnel in the organization having significant quality assurance responsibilities (i.e., Principals, Project Managers and QA/QC Managers). • Value engineering on projects of significant value to avoid unnecessary project costs.

Controlling quality is achieved differently
for each service category but the end
result is the same – producing quality
service, deliverables, and results.

Traffic and Transportation
In the case of traffic and transportation
projects, the ultimate goal is producing
quality contract documents that ensure
timely construction, minimal to no change
orders and result in scope adherence. A
Traffic Project Process Flow Chart is
illustrated in Figure 2 below.

Plan Checking
Controlling quality for plan checking
services is best achieved by assigning
highly experienced staff who a have a
solid technical background, knowledge of
the City’s requirements and preferences
as well as a clear understanding of the
process, shown in Figure 2, to guide the
applicant in a clear and direct manner.

Construction Management
Controlling quality during construction
requires a team focused on meeting the
following quality indicators:

Visual – achieving quality workmanship
through past experience.

Measure – measuring the Contractor’s
progress and anticipate the Contractor’s
efforts to catch potential deviations or
mistakes.

Enforcement – providing the perfect
balance of contract document adherence
with the right level of inspection to meet
the project’s intent.

Results – relying on daily tracking to keep
the project within budget (i.e., no change
orders), on schedule and aesthetically
pleasing to the City.

Figure 2 – Traffic Project Process Flow Chart
477
RFP No. 24-25.24 - City of Orange On-Call Traffic Engineering Services

HOURLY RATE SCHEDULE
JMD Personnel Position/Title in Company FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Off-Site Off-Site
Juan M. Diaz Principal/Rail/Transit $266.00 $274.00 $282.00 $290.00 $299.00 Peter Kim Sr. QA/QC Manager $248.00 $255.00 $263.00 $271.00 $279.00 Jack Shah QA/QC Manager $244.00 $220.00 $227.00 $234.00 $241.00 Lan Saadatnejadi Project Engineer - Highways $237.00 $219.00 $226.00 $233.00 $240.00 Algis Marciuska Sr. Project Manager/Technical Adv. $234.00 $231.00 $238.00 $245.00 $252.00 Steven Itagaki Sr. Project Manager - Traffic $195.00 $223.00 $232.00 $241.00 $251.00 Ivan Salvatierra Sr. Project Manager - Civil $195.00 $223.00 $232.00 $241.00 $251.00 Sherri Terrell Marketing Manager $112.00 $128.00 $133.00 $138.00 $144.00 Gilbert Figueroa Project Engineer $141.00 $145.00 $151.00 $157.00 $163.00 Luis Castañeda Assistant Project Manager $132.00 $151.00 $157.00 $163.00 $170.00 Deepak Solanki Project Manager $168.00 $142.00 $148.00 $154.00 $160.00 Greg Andrade Sr. Designer $141.00 $111.00 $115.00 $120.00 $125.00 Dana Dardoon Engineer III $92.00 $105.00 $109.00 $113.00 $118.00 Chapman Lee Engineer II $89.00 $101.00 $105.00 $109.00 $113.00 Rafael Rincon Engineer II $75.00 $86.00 $89.00 $93.00 $97.00 Albert Cisneros Engineer I $81.00 $93.00 $97.00 $101.00 $105.00 Gabriel Macias Engineer I $76.00 $87.00 $90.00 $94.00 $98.00 Jasmine Felix Administrative/Clerical $73.00 $83.00 $86.00 $89.00 $93.00 On-Site On-Site
Mike Paieri Sr. Construction Inspector $184.00 $132.00 $137.00 $142.00 $148.00 Deepak Solanki PM/Plan Checker $134.00 $142.00 $148.00 $154.00 $160.00 Henry Completo Development Reviewer $119.00 $142.00 $148.00 $154.00 $160.00 Frank Sanchez Project/Construction Manager $144.00 $147.00 $153.00 $159.00 $165.00 Tom Geary Sr. Construction Inspector $120.00 $132.00 $137.00 $142.00 $148.00 Rick Barajas Sr. Construction Inspector $148.00 $137.00 $142.00 $148.00 $154.00 Arjan Idnani Construction Inspector II $139.00 $123.00 $128.00 $133.00 $138.00 John Moon Construction Inspector I $89.00 $123.00 $128.00 $133.00 $138.00 Reimbursable Costs
Photo Copies (B&W) $0.24/Each
Photo Copies (Color) $0.39/Each
Bond Prings (24"x36") $5.00/Each
Mileage* $0.70/Mile
*Assumptions:

1. Rates are effective January 1,
2025 through December 31, 2029 as 2. Mileage rate per IRS. 478

PROFESSIONAL SERVICES AGREEMENT
[On-Call Traffic Engineering Services]

THIS PROFESSIONAL SERVICES AGREEMENT (the “Agreement”) is made at Orange, California, on thi s _____ day of ____________, 20 25 (the “Effective Date”) by and between the CITY OF ORANGE, a municipal corporation (“City”), and KIMLEY-HORN AND ASSOCIATES, INC., a North Carolina corporation (“Contractor”), who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide general on-call traffic engineering services to the reasonable satisfaction of City the services set forth in Exhibit “A ,” which is attached hereto and incorporated herein by reference. As a material inducement to City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated and considered the scope of services and fully understands the difficulties and restrictions in pe rforming the work. The services which are the subject of this Agreement are not in the usual course of City’s business and City relies on Contractor’s representation that it is independently engaged in the busi ness of providing such services and is experienced in performing the work. Contractor shall perform all services in a manner reasonably satisfactory to City and in a manner in conformance with the standards of quality normally observed by an entity providing such services to a municipal agency. All services provided shall conform to all federal, state and local laws, rules and regulations and to the best professional standards and practices. The terms and conditions set forth in this Agreement shall control over any terms and conditions in Exhibit "A" to the contrary.

Larry Tay, City Traffic Engineer (“City’s Project Manager”), shall be the person to whom Contractor will report for the performance of services hereunder. It is understood that Contractor’s performance hereunder shall be under the supervision of City’s Project Manager (or his/her designee), that Contractor shall coordinate its services hereunder with City’s Project Manager to the extent required by City’s Project Manager, and that all performances required hereunder by Contractor shall be performed to the satisfaction of City’s Project Manager and the City Manager.

2. Compensation and Fees.

a. Contractor's total compensation for all services performed under this Agreement, shall not exceed ONE HUNDRED THOUSAND DOLLARS and 00/100 ($100,00000) without the prior written authorization of City.

b. The above compensation shall include all costs, including, but not limited to, all clerical, administrative, overhead, insurance, reproduction, telephone, travel, auto rental, subsistence and all related expenses.

3. Payment.

a. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.
479

2 b. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed.

c. City will pay Contractor the amount invoiced within thirty (30) days of receipt of all deliverables.

d. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

4. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefor have been previously authorized in writing and approved by City as an amendment to this Agreement. City’s Project Manager is authorized to approve a reduction in the services to be performed and compensation therefor. All amendments shall set forth the changes of work, extension of time, and/or adjustment of the compensation to be paid by City to Contractor and shall be signed by the City’s Project Manager, City Manager or City Council, as applicable.

5. Licenses. Contractor represents that it and any subcontractors it may engage, possess any and all licenses which are required under state or federal law to perform the work contemplated by this Agreement and that Contractor and its subcontractors shall maintain all appropriate licenses, including a City of Orange business license, at its cost, during the performance of this Agreement.

6. Independent Contractor . At all times during the term of this Agreement, Contractor shall be an independent contractor and not an employee of City. City shall have the right to control Contractor only insofar as the result of Contractor's services rendered pursuant to this Agreement. City shall not have the right to control the means by which Contractor accomplishes services rendered pursuant to this Agreement. Contractor shall, at its sole cost and expense, furnish all facilities, materials and equi pment which may be required for furnishing services pursuant to this Agreement. Contractor shall be solely responsible for, and shall indemnify, defend and save City harmless from all matters relating to the payment of its subcontractors, agents and employees, including compliance with social security withholding and all other wages, salaries, benefits, taxes, exactions, and regulations of any nature whatsoever.

Contractor acknowledges that it and any subcontractors, agents or employees employed by Contractor shall not, under any circumstances, be considered employees of City, and that they shall not be entitled to any of the benefits or rights afforded employees of City, including, but not limited to, sick leave, vacation leave, holiday pay, Public Employees Retirement System benefits, or health, life, dental, long-term disability or workers' compensation insurance benefits.

7. Contractor Not Agent. Except as City may specify in writing, Contractor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Contractor shall have no authority, express or implied, to bind City to any obligation whatsoever.

480

3 8. Designated Persons. Only those qualified persons authorized by City’s Project Manager, or as designated in Exhibit “A,” shall perform work provided for under this Agreement.

It is understood by the parties that clerical and other nonprofessional work may be performed by persons other than those designated.

9. Assignment or Subcontracting. No assignment or subcontracting by Contractor of any part of this Agreement or of funds to be received under this Agreement shall be of any force or effect unless the assignment has the prior written approval of City. City may terminate this Agreement rather than accept any proposed assignment or subcontracting. Such assignment or subcontracting may be approved by the City Manager or his/her designee.

10. Time of Completion . Except as otherwise specified in Exhibit “A,” Contractor shall commence the work provided for in this Agreement within five (5) days of the Effective Date of this Agreement and diligently prosecute completion of the work in accordance with the time period set forth in Exhibit “A” hereto or as otherwise agreed to by and between the representatives of the parties. Notwithstanding any other provision of this Agreement, Consultant shall not have liability for or be deemed in breach because of delays caused by any factor outside of its reasonable control, including but not limited to natural disasters, epidemics, adverse weather, or acts of the Client, third parties, or governmental agencies.

11. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall do all things necessary and incidental to the prosecution of Contractor's work.

12. Reserved.

13. Delays and Extensions of Time . Contractor's sole remedy for delays outside its control, other than those delays caused by City, shall be an extension of time. No matter what the cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor’s control. If Contractor believes that delays caused by City will cause it to incur ad ditional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost at the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount stated in Section 2.a, above, absent a written amendment to this Agreement.

14. Products of Contractor. The documents, studies, evaluations, asses sments, reports, plans, citations, materials, manuals, technical data, logs, files, designs and other products produced or provided by Contractor for this Agreement shall become the property of City upon receipt. Contractor shall deliver all such products to City prior to payment for same. City may use, reuse or otherwise utilize such products without restriction. Any modifications made by City to any of the Consultant’s documents, or any use, partial use or reuse of the documents, for purposes other than identified in this Agreement, without written authorization or adaptation by the Consultant will be at the City’s sole risk and without liability to the Consultant, and the City shall indemnify, defend and hold th e Consultant harmless from all claims, damages, losses and expenses, including but not limited to attorney’s fees, resulting therefrom.

481

4 15. Equal Employment Opportunity . During the performance of this Agreement, Contractor agrees as follows:

a. Contractor shall not discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law. Contractor shall ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law.

Such actions shall include, but not be limited to the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation and selection for training, including apprenticeship. Contractor agrees to post in conspicuous places, available to employees and applicants for employment, a notice setting forth provisions of this non-discrimination clause.

b. Contractor shall, in all solicitations and advertisements for employees placed by, or on behalf of Contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law.

c. Contractor shall cause the foregoing paragraphs (a) and (b) to be inserted in all subcontracts for any work covered by this Agreement, provided that the foregoing provisions shall not apply to subcontracts for standard commercial supplies or raw materials.

16. Conflicts of Interest. Contractor agrees that it shall not make, participate in the making, or in any way attempt to use its position as a consultant to influence any decision of City in which Contractor knows or has reason to know that Contractor, its officers, partners, or employees have a financial interest as defined in Section 8710 3 of the Government Code.

Contractor further agrees that it shall not be eligible to work as the design/build firm for the project that is the subject of this Agreement.

17. Indemnity.

a. To the fullest extent permitted by law , Contractor agrees to indemnify, defend and hold City, its City Council and each member thereof, and the officers, officials, agents and employees of City (collectively the “Indemnitees”) entirely harmless from all liability arising out of:

(1) Any and all claims under workers’ compensation acts and other employee benefit acts with respect to Contractor’s employees or Contractor’s subcontractor’s employees arising out of Contractor’s work under this Agreement, including any and all claims under any law pertaining to Contractor or its employees’ status as an independent contractor and any and all claims under Labor Code section 1720 related to the payment of prevailing wages for public works projects; and

(2) Any claim, loss, injury to or death of persons or damage to property caused by any act, neglect, default, or omission of Contractor, or person, firm or corporation 482

5 employed by Contractor, either directly or by independent contract, including all damages due to loss or theft sustained by any person, firm or corporation including the Indemnitees, or any of them, arising out of, or in any way connected with the work or services which are the subject of this Agreement, including injury or damage either on or off City’s property; but not for any loss, injury, death or damage caused by the active negligence or willful misconduct of City. Contractor, at its own expense, cos t and risk, shall indemnify any and all claims, actions, suits or other proceedings that may be brought or instituted against the Indemnitees on any such claim or liability covered by this subparagraph, and shall pay or satisfy any judgment that may be rendered against the Indemnitees, or any of them, in any action, suit or other proceedings as a result of coverage under this subparagraph.

b. To the fullest extent permitted by law, and as limited by California Civil Code 2782.8, Contractor agrees to indemnify and hold Indemnitees harmless from all liability arising out of any claim, loss, injury to or death of persons or damage to property to the extent caused by its negligent professional act or omission in the performance of professional services pursuant to this Agreement.

c. Except for the Indemnitees, the indemnifications provided in this Agreement shall not be construed to extend any third party indemnification rights of any kind to any person or entity which is not a signatory to this Agreement.

d. The indemniti es set forth in this section shall survive any closing, rescission, or termination of this Agreement, and shall continue to be binding and in full force and effect in perpetuity with respect to Contractor and its successors.

18. Insurance.

a. Contractor shall carry workers ’ compensation insurance as required by law for the protection of its employees during the progress of the work. Contractor understands that it is an independent contractor and not entitled to any worker s’ compensation benefits under any City program.

b. Contractor shall maintain during the life of this Agreement the following minimum amount of comprehensive general liability insurance or commercial general liability insurance: the greater of (1) One Million Dollars ( $1,000,000) per occurrence ; or (2) all the insurance coverage and/or limits carried by or available to Contractor. Said insurance shall cover bodily injury, death and property damage and be written on an occurrence basis.

c. Contractor shall maintain during the life of this Agreement, the following minimum amount of automotive liability insurance: the greater of (1) a combined single limit of One Million Dollars ($ 1,000,000); or (2) all the insurance coverage and/or limits carried by or available to Contractor. Said insurance shall cover bodily injury, death and property damage for all owned, non-owned and hired vehicles and be written on an occurrence basis.

d. Any insurance proceeds in excess of or broader than the minimum required coverage and/or minimum required limits which are applicable to a given loss shall be available 483

6 to City. No representation is made that the minimum insurance requirements of this Agreement are sufficient to cover the obligations of Contractor under this Agreement.

e. Each policy of general liability and automotive liability shall provide that City, its officers, officials, agents, and employees are declared to be additional insureds under the terms of the policy, but only with respect to the work performed by Contractor under this Agreement. A policy endorsement to that effect shall be provided to City along with the certificate of insurance. In lieu of an endorsement, City will accept a copy of the policy(ies) which evidences that City is an additional insured as a contracting party. The minimum coverage required by Subsection 18.b and c, above, shall apply to City as an additional insured. Any umbrella liability insurance that is provided as part of the general or automobile liability minimums set forth herein shall be maintained for the duration of the Agreement.

f. Contractor shall maintain during the life of this Agreement professional liability insurance covering errors and omissions arising out of the performance of this Agreement with a minimum limit of One Million Dollars ($1,000,000) per claim. Contractor agrees to keep such policy in force and effect for at least five (5) years from the date of completion of this Agreement.

g. The insurance policies maintained by Contractor shall be primary insurance and no insurance held or owned by City shall be called upon to cover any loss under the policy.

Contractor will determine its own needs in procurement of insurance to cover liabilities other than as stated above.

h. Before Contractor performs any work or prepares or delivers any materials, Contractor shall furnish certificates of insurance and endorsements, as required by City, evidencing the aforementioned minimum insurance coverages on forms acceptable to City, which shall provide that the insurance in force will not be canceled or allowed to lapse without at least ten (10) days’ prior written notice to City.

i. Except for professional liability insurance coverage that may be required by this Agreement, all insurance maintained by Contractor shall be issued by companies admitted to conduct the pertinent line of insurance business in California and having a rating of Grade A or better and Class VII or better by the latest edition of Best Key Rating Guide. In the case of professional liability insurance coverage, such coverage shall be issued by companies either licensed or admitted to conduct business in California so long as such insurer pos sesses the aforementioned Best rating.

j Contractor shall immediately notify City if any required insurance lapses or is otherwise modified and cease performance of this Agreement unless otherwise directed by City.

In such a case, City may procure insurance or self-insure the risk and charge Contractor for such costs and any and all damages resulting therefrom, by way of set -off from any sums owed Contractor.

k. Contractor agrees that in the event of loss due to any of the perils for which it has agreed to provide insurance, Contractor shall look solely to its insurance for recovery. 484

7 Contractor hereby grants to City, on behalf of any insurer providing insurance to either Contractor or City with respect to the services of Contractor herein, a waiver of any right to subrogation which any such insurer may acquire against City by virtue of the payment of any loss under such insurance.

19. Termination. City may for any reason terminate this Agreement by giving Contractor not less than five (5) days’ written notice of intent to terminate. Upon receipt of such notice, Contractor shall immediately cease work, unless the notice from City provides otherwise.

Upon the termination of this Agreement, City shall pay Contractor for services satisfactorily provided and all allowable reimbursements incurred to the date of termination in compliance with this Agreement, unless termination by City shall be for cause, in which event City may withhold any disputed compensation. City shall not be liable for any claim of lost profits.

20. Maintenance and Inspection of Records. In accordance with generally accepted accounting principles, Contractor and its subcontractors shall maintain reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the “records”) pertaining to the costs of and completion of services performed under this Agreement.

City and its authorized representatives shall have access to and the right to audit and reproduce any of Contractor's records regarding the services provided under this Agreement. Contractor shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Contractor agrees to make available all such records for inspection or audit at its offices during normal business hours and upon three (3) days’ notice from City, and copies thereof shall be furnished if requested.

21. Compliance with all Laws/Immigration Laws.

a. Contractor shall be knowledgeable of and comply with all local, state and federal laws which may apply to the performance of this Agreement.

b. If the work provided for in this Agreement constitutes a “public works,” as that term is defined in Section 1720 of the California Labor Code, for which prevailing wages must be paid, to the extent Contractor’s employees will perform any work that falls within any of the classifications for which the Department of Labor Relations of the State of California promulgates prevailing wage determinations, Contractor hereby agrees that it, and any subcontractor under it, shall pay not less than the specified p revailing rates of wages to all such workers . The general prevailing wage determinations for c rafts can be located on the web site of the Department of Industrial Relations (www.dir.ca.gov/DLSR). Additionally, to perform work under this Contract, Contractor must meet all State registration requirements and criteria, including project compliance monitoring.

c. Contractor represents and warrants that it:
485

8 (1) Has complied and shall at all times during the term of this Agreement comply, in all respects, with all immigration laws, regulations, statutes, rules, codes, and orders, including, without limitation, the Immigration Reform and Control Act of 1986 (IRCA); and

(2) Has not and will not knowingly employ any individual to perform services under this Agreement who is ineligible to work in the United States or under the terms of this Agreement; and

(3) Has properly maintained, and shall at all times during the term of this Agreement properly maintain, all related employment documentation records including, without limitation, the completion and maintenance of the Form I -9 for each of Contractor’s employees; and

(4) Has responded, and shall at all times during the term of this Agreement respond, in a timely fashion to any government inspection requests relating to immigration law compliance and/or Form I -9 compliance and/or worksite enforcement by the Department of Homeland Security, the Department of Labor, or the Social Security Administration.

d. Contractor shall require all subcontractors or subconsultants to make the same representations and warranties as set forth in Subsection 21.c.

e. Contractor shall, upon request of City, provide a list of all employees working under this Agreement and shall provide, to the reasonable satisfaction of City, verification that all such employees are eligible to work in the United States. All costs associated with such verification shall be borne by Contractor. Once such request has been made, Contractor may not change employees working under this Agreement without written notice to City, accompanied by the verification required herein for such employees.

f. Contractor shall require all subcontractors or sub-consultants to make the same verification as set forth in Subsection 21.e.

g. If Contractor or subcontractor knowingly employs an employee providing work under this Agreement who is not authorized to work in the United States, and/or fails to follow federal laws to determine the status of such employee, that shall constitute a material breach of this Agreement and may be cause for immediate termination of this Agreement by City.

h. Contractor agrees to indemnify and hold City, its officers, officials, agents and employees harmless for, of and from any loss, including but not limited to fines, penalties and corrective measures City may sustain by reason of Contractor's failure to comply with said laws, rules and regulations in connection with the performance of this Agreement.

22. Governing Law and Venue. This Agreement shall be construed in accordance with and governed by the laws of the State of California and Contractor agrees to submit to the 486

9 jurisdiction of California courts. Venue for any dispute arising under this Agreement shall be in Orange County, California.

23. Integration. This Agreement constitutes the entire agreement of the parties. No other agreement, oral or written, pertaining to the work to be performed under this Agreement shall be of any force or effect unless it is in writing and signed by both parties. Any wo rk performed which is inconsistent with or in violation of the provisions of this Agree ment shall not be compensated.

24. Notice. Except as otherwise provided herein, all notices required under this Agreement shall be in writing and delivered personally , by e -mail, or by first class U.S. mail, postage prepaid, to each party at the address listed below. Either party may change the notice address by notifying the other party in writing. Notices shall be deemed received upon receipt of same or within three (3) days of deposit in the U.S. Mail, whichever is earlier. Notices sent by e- mail shall be deemed received on the date of the e-mail transmission.

“CONTRACTOR” “CITY”

Kimley-Horn and Associates, Inc. City of Orange
1100 W Town & Country Road, Suite 700 300 E. Chapman Avenue Orange, CA 92868 Orange, CA 92866-1591
Attn.: Jason Melchor, PE Attn.: Larry Tay, City Traffic Engineer

Telephone: 714-705-1331 Telephone: 714-744-5525
E-Mail: [email protected] E-Mail: [email protected]

25. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. Signatures transmitted electronically shall have the same effect as original signatures.

[Remainder of page intentionally left blank; signatures on next page]

487
488

EXHIBIT “A”

SCOPE OF SERVICES

[Beneath this sheet.]
489

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

490

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

491

Page 17 of 42 ends

492

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

493

TRCAORNG008898.2025 4
Our team’s key personnel are very familiar with the services expected under this on-call contract. Below, we have provided a matrix illustrating the depth of their service familiarity.

Service Familiarity
Key Personnel
Jason Melchor, PE
Sri Chakravarthy, PE, TE
Jean Fares, PE
Carla Aboud, PE
Ryan Calad, PE, TE
Alyssa Phaneuf, PE
Darryl dePencier, AICP,
GISP, RSP2B
Jim Roldan, TE
Matt Stewart, PE, TE
Laura Forinash, PE, TE
Sarmad Farjo, PE
Olga Polunin
Traffic Studies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Traffic and/or Parking Study Review for Private
Developments ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Traffic Signal Design ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Traffic Control Plans (TCPs) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Plan Check for Capital/Development Projects and
TCPs ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Street Light Design and Plan Check ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Signing and Striping Plans ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Traffic Signal and Street Lighting Construction
Inspection ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Construction Management and Engineering ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Technical Support for Funding and Grant Application ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Grant Funding Oversight ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Intelligent Transportation Systems (ITS) Design ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Traffic Signal Timing and Coordination Studies ✓ ✓ ✓ ✓ ✓ Traffic Counts and Data Collection ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Neighborhood Traffic Calming Studies, Warrant
Studies, and Traffic Investigations ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Special Studies, Civil Design, and On-Site Support ✓ ✓ General Municipal Traffic Engineering ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Per the RFP’s instructions, we have provided resumes for our key personnel in the Appendices.

Subconsultants
To provide the City with the depth of resources necessary to deliver services under this contract, Kimley-Horn has teamed with one experienced and skilled subconsultant firm, Aim Traffic Data LLC (AimTD), to supplement our in-house team. Not only does this firm have a long history of providing their services to municipalities and public agencies, but they also understand the local environment and have strong working relationships with members of the Kimley-Horn team, as they have supported us on other on-call contracts and projects.

AimTD | Traffic Counts and Data Collection
Founded in 2012, AimTD—a certified Disadvantaged Business Enterprise (DBE)—has more than 13 years of experience providing accurate traffic data collection. Based on Anaheim, they conduct more than 10,000 traffic counts annually throughout California and have traffic data collection contracts with many municipalities and private engineering firms. Orange County public agencies they have served include the Cities of Orange, Santa Ana, Tustin, Yorba Linda, and Mission Viejo as well as the Orange County Transportation Authority (OCTA). 494

TRCAORNG008898.2025 5
H. Work Plan
Understanding of the Scope of Services
Kimley-Horn understands that under this contract, we would provide a variety of traffic engineering services to the City on an on-call basis.

These services include, but are not limited to:
 Traffic studies for capital projects
 Traffic and/or parking study review for private
developments
 Traffic signal design
 TCP preparations
 Plan check for capital/development projects and TCPs
 Streetlight design and plan check
 Signing and striping plan preparation and plan check
 Traffic signal and street lighting construction inspection  Construction management and construction engineering
 Technical support for funding and grant application
 Grant funding oversight
 ITS design
 Traffic signal timing and coordination studies
 Traffic counts and data collection
 Neighborhood traffic calming studies, warrant studies, and traffic investigations
 Special studies, civil design, and on-site support
services may be requested
 General municipal traffic engineering services
We have thorough knowledge in traffic signal, signing and striping, traffic control, traffic signal timing, ITS systems, and streetlight design, in addition to federal, state, and local funding and policies, including OCTA Comprehensive Transportation Funding Program (CTFP) requirements, many of which we have completed in the City and under our current on-call traffic engineering services contract.

We are familiar with and understand that design work and improvement plan check services will be performed by a California licensed professional engineer (PE). Our City business license is current, and we understand that it will need to be valid throughout this contract’s duration. We also understand that each task order issued under this contract will be compensated on either lump-sum or time-and- materials basis, with the method of payment specified by the City at the time the task order is issued.

We are familiar with the response times related to plan checks to be completed within 10 working days, unless otherwise directed by the City. Each subsequent plan check will be completed within 5 working days unless otherwise directed by the City. These are typical timeframes we have experienced with agency on-call contracts.

Finally, we understand that a City representative will provide the specific scope of work for each task order in a written transmittal along with a follow-up phone call or meeting. Within 5 business days of receipt of this transmittal, we will provide the City with a proposed level of support along with a not-to-exceed cost. Similar to what we have done on task orders with the City, and since our office is a few minutes away, we prefer to meet face-to-face to discuss the task order.

Over the course of the work, we understand that we are to act as an extension of City staff and may be required to attend meetings with other jurisdictions, City departments, or public outreach events if a task order requires this extra coordination.

Proven On-Call Contract Approach
Kimley-Horn has a strong history of providing on-call services to public agencies statewide and nationwide, and our staff is organized to address the needs of a wide range of task orders. Our experience completing on-calls has provided an in-depth understanding of typical considerations that help meet task order goals and promote success. Our approach to on-call contracts is based on developing a team- oriented approach to the task order review process. Key characteristics that distinguish Kimley-Horn include:
 Single point of contact for the City to contact to request task order proposals, get status updates, coordinate task orders, and provide additional information for dissemination to the task order team  Rapid mobilization of staff for each City request, including immediate identification of the key personnel needed for each task order. The availability of a wide range of in-house staff provides efficiency and consistent quality of the technical analyses.  Ongoing communication and consultation to address issues that arise during the execution of a task order. The collaborative process maintains task order progress and results in end products that align with City goals.  Commitment of senior level management to the task order to provide close coordination with the City, confirm technical accuracy, and carefully monitor budget and schedule compliance  Responsiveness to any significant issues of concern raised by responsible and regulatory agencies and the public  Flexibility to tailor our approach to meet the specific needs of each task order and the City 495

TRCAORNG008898.2025 6
We tailor each on-call task assignment’s scope of services specifically to the needs of the individual task order and the City. Our familiarity with local standards, agencies, and deep history and experience of delivering capital improvement projects for various local agencies will help us determine what will be necessary to assist the City with each task order. We will approach each task order in the same diligent and comprehensive manner.

Upon notice-to-proceed (NTP), the appropriate staff will be assigned by Kimley-Horn’s contract manager, Jason Melchor, PE, to accomplish the task order within the agreed upon timeframe. One of the advantages that our team provides is the ability to assign the right staff to each task. Our team can draw from a multitude of disciplines and resources to complete each assignment—whether the task is relatively minor, requiring only a few people in a single discipline, or a complicated task requiring numerous people and multiple disciplines. A task manager will be assigned to each task, and they will work closely with Jason to get the task order completed on time and within schedule.

Contract Management
Pursuant to an authorized task order, Kimley-Horn will provide the required services and necessary resources to satisfy appropriate agencies and required compliance with applicable federal, state, and local statutes, laws, codes, regulations, policies, procedures, ordinances, standards, specifications, and guidelines applicable to our services and deliverables.

From the beginning, we will cultivate a thorough understanding of the City’s objectives and review readily available information. For each task order, we will enhance our understanding of needs and constraints by visiting the task order site, as needed. This will also help reduce the potential for unneeded engineering and costly change orders. We will identify and refine the scope of services for each task order, and the cost will be based on the specific rates of compensation provided in the contract and the amount agreed upon by us and the City for each task order. The City’s contract administrator shall confer with our contract manager, Jason Melchor, PE, to establish the total negotiated fee, including expenses, for the specific task order and the corresponding completion date.

While every task order presents its own unique needs and challenges, we have provided a workflow chart below for a typical City task order to demonstrate our methodology. This approach applies to any design or management task order and will be adjusted as necessary to meet the specific task order needs based on the services required. Once a task order is identified, the applicable tasks can be tailored to meet specific needs for the City’s on-call work. We understand that these needs may be initially outlined by City staff and/or may be revised as work transpires with the City. Our experience completing on-call design task orders has afforded our team an in-depth understanding of typical design considerations that help meet task order goals and promote success.

Kimley-Horn utilizes these task order management strategies throughout the life of a task order:
 Pre-Design. A typical design process entails submittal of a pre-design report or memorandum that establishes and memorializes the basis of the impending work. We provide a feasibility level opinion of probable cost (OPC) at this stage to validate the City’s construction cost estimates and budget. The pre-design report is circulated to the City and the task order stakeholders before proceeding to the next phase of the task order.
 Conduct Field Work and Data Gathering. A crucial part of our design process is getting our technical experts in the field to observe operations and gather detailed field information essential to the design. Our objective is to be well informed on the issues associated with every task order and to identify potential improvements in a real-world setting. This stage also includes topographic survey, geotechnical investigations, and utility and record drawing gathering.  Meetings and Communication. Kimley-Horn will hold weekly internal milestone meetings with our staff to discuss task order schedules, deadlines, and impending staff workloads. Our weekly goal is to keep the task order schedule at the forefront, so deadlines are anticipated and met throughout the task order. If necessary, we will bring in additional staff resources from other offices. 496

TRCAORNG008898.2025 7
 Deliverables. Deliverables are submitted to the City according to the task order schedule. Depending on the task order’s complexity, these deliverables are typically associated with submittal stages, particularly for design task orders. A preliminary engineer’s estimate for construction would accompany each submittal to support the task order budget and address alternatives.  Specifications. Our team will develop task order technical specifications to accompany task orders prepared for contractor construction. We are intimately familiar with City’s Master Technical Specifications document as well as writing Caltrans specifications.  Permitting. During a task order’s final design phase, we will prepare the complete construction documents suitable for competitive bidding. Pre-permit application meetings will be updated as the task order details are developed. These pre-permit application meetings will be held with the appropriate regulatory/review agency, and we will prepare permit applications. At a task order’s permit applications phase, applications for necessary task order permits will be provided, and permit approvals will be pursued.  Construction Phase. If the task order is construction-related, our services will continue through the bid/construction phase. We can respond to bidder or contractor requests for information (RFIs) regarding plan interpretation or field condition issues, review material submittals, provide input on change orders, and prepare design revisions. Kimley-Horn can also provide regularly scheduled field visits to review the advancement of field work relative to the intent of the task order documents.  Cost and Schedule Control. Kimley-Horn has a Management Information System (MIS) that provides Jason and our task managers with a set of task order control tools to manage schedule, costs, and earned value and provide accurate billing. The MIS includes automated budget tracking to allow tighter fiscal control over all tasks and helps Jason and the task managers maintain control of schedule, budget, and expenses. Each task order’s work plan and specific details are entered into MIS, including expenses and labor—the system can then provide an up-to-date status report on each task order twice a month. This monitoring capability helps the on-call coordinator evaluate a task order’s workload requirements and develop accurate effort estimates.

At Kimley-Horn, the overall approach for a task order begins with an initial scoping meeting, development of the fee proposal, and a clear understanding of the task order expectations and deliverables. The scope of work in the next section demonstrates how these key components will be incorporated into our task order management approach for this contract. Tasks and timeframes may change somewhat depending on the final task order selection by the City. This typical sequence serves to illustrate our team’s understanding and plan for managing each task order assignment.

Note: While these task order milestones are the key steps in successful task order completion, we believe the best-run task orders are those with effective communication. We prepare monthly status reports and meet with City staff as often as necessary to make certain that your questions and concerns are being properly addressed. We will create and maintain a simplified critical path method schedule, updating it as needed to manage the task order and as requested by the City. When numerous task orders are running concurrently, we have also found that bi-weekly calls with client staff are helpful in maintaining communication and holding the design team accountable.

Contract and Task Order Controls
Contract and task order controls are essential to the successful delivery of task orders within the schedule and budget. Kimley-Horn recognizes the importance of having a robust project controls system in place and currently utilizes a project controls process that incorporates contract level and task order level elements required to manage and deliver task orders in an effective and efficient manner.

We are committed to continuing to refine our project control process as contract and task order needs evolve.

Contract Level
Our contract manager, Jason Melchor, PE, will provide oversight for the task managers and will be responsible and accountable for making sure adequate resources are available to complete task orders on time and within budget, in addition to planning for upcoming work. As such, Kimley-Horn has established a set of task order control tools that our contract and task managers utilize to manage schedule, costs, resource needs, earned value, identify risks, and provide accurate billing in a manner that meets the City’s requirements.

The key tools include the following:
 Resource Planning: Our weekly, monthly, and 6-month “castaheads” system is used on a firmwide basis to forecast workloads, availability of staff, and identifies key resources required for successful project and task order delivery. This system gives us the ability to manage workload peaks and valleys, and we take proactive steps to keep projects and task orders on track. With access to more than 8,500 employees across the firm, Jason is able to re-allocate staff in an as-needed situation to seamlessly meet the contract and task order’s needs.
 Document Control: We use a document control system in which electronic copies of task order deliverables and significant task order communications are filed and tracked by the task order number and key words. Our streamlined electronic filing system includes records of meetings and data shared; documentation of design decisions; and data collected and/or provided by others, allowing us to quickly locate task order records and respond to your requests in a timely fashion. In addition, Kimley-Horn offers our proprietary project management platform called SMARTS that, at the City’s discretion, can help our team and the City 497

TRCAORNG008898.2025 8
achieve seamless coordination on task orders of all types and sizes. Many of our clients and internal team use SMARTS to collaborate between status calls, track updates to keep projects/task orders on schedule, and run custom reports to inform meetings with stakeholders. SMARTS is flexible and scalable to meet client and team needs, and task order data can be stored, organized, and filtered across people and programs, giving all individuals involved a single source of up-to-date task order information.
 Schedule Monitoring: Our team utilizes a variety of tools to manage schedule adherence, as dictated by the requirements of each task order. The various scheduling tools used by our team include Primavera and Microsoft Project, and they provide our contract and task managers with effective tools for internally managing the task order, allowing up-to-date task order schedule information to be available to the City as requested.
 Cost Estimating: We understand that the cost estimates we provide will ultimately be used by the City and cooperating agencies to make important decisions regarding the expenditure of significant public tax dollars. We have extensive experience estimating costs for public works projects. To the extent possible, our estimates are based on unit prices taken from recent similar projects/task orders in the region, including costs contained in the Caltrans database. We will also work with City staff to identify other recent projects/task orders that may have helpful, recent bid prices. For projects/task orders with unique items of construction for which no local recent bid can be identified, we turn to our nationwide experience to obtain either comparable bid prices (if possible) or informed professional opinions as to probable cost. Our confidence in the reliability of our cost estimates is based on a track record of proven success. We have been highly successful in obtaining construction bids that are at or slightly below the engineer’s estimate.

Task Order Level
Our contract and task managers are held accountable for task order delivery, including quality, scope, budget, and schedule. As such, we have a set of task order-specific tools that they use to manage schedule, costs, resource needs, earned value, and identify risks.  Budget and Expenditure Monitoring: Kimley-Horn’s MIS provides our contract and project managers with a set of project control tools to manage schedule, costs, earned value, and provide accurate billing in a manner that meets City requirements. As we previously detailed, our contract and task managers use our MIS to monitor the progress of task orders on a bi-weekly basis. Additionally, Kimley- Horn uses daily electronic timesheets. This practice allows us to accurately track and bill our time; allows task managers the ability to check progress daily; and maintains compliance with federal auditing requirements set by Defense Contract Audit Agency (DCAA).  Earned Value: As part of the MIS system, Kimley-Horn has a “Cost to Complete” tool, which is updated monthly to allow contract and task managers the ability to monitor earned value against task order budget. Task managers are required to fill in their expected “cost to complete” on a mid-month basis, which provides an additional milestone for monitoring actual versus predicted expenditures.  Risk Management: At Kimley-Horn, we take steps to anticipate, understand, and have a plan to successfully manage task order risks, which has been a key to our team’s success. We employ a similar strategy to the Caltrans Project Risk Management Plan on our task orders.

Scope Control
We have a three-part, proactive approach to managing and controlling task order scopes.

1. Maintaining consistent communication and coordination with the City project manager and key stakeholders from task order initiation to closeout. Regular interfacing with the City project manager is the best way to control scope and budget creep, limit task order surprises and/or risks, and understand potential changes in the task order’s needs. Task order communication levels required for successful task order delivery will vary depending on the size and scope of the task order.

2. Establishing a clear definition of the scope. It is imperative that both the City project manager and Kimley-Horn contract and task managers have the same task order understanding and expectations at the start of a task order. Over the years, we have developed a solid understanding of the task order process and have tailored our approach to task order scopes and fees accordingly. A clearly defined scope and fee helps so that expectations of both the City project manager and Kimley-Horn contract and task managers can be met, and that task orders can be delivered more efficiently.

3. Regularly monitoring and updating the work plan created at the start of each task order. The task order work plan is tailored to the specific type and size of task order, and includes basic information such as task order scope, budget, and schedule as well as additional task order-specific items such as: document control, quality control/quality assurance (QC/QA), risk management, staffing, and communication plans.

498

TRCAORNG008898.2025 9
QC/QA
At Kimley-Horn, quality is essential to all phases of a task order life cycle, including inception, planning, design, construction, and operations. Kimley-Horn measures the success of our quality by the following metrics:
 Client satisfaction
 Limited construction change orders
 Construction costs near our engineers’ opinion of costs  Task order delivery within schedule and budget
To achieve the above metrics, we actively implement our firmwide QC/QA policies and procedures on all of our contracts and task orders.  Quality of Scope and Schedule: Quality starts with a mutual understanding of project/task order goals and deliverables. Our team includes technical specialists who provide senior-level review of the scope of work, budget, and schedule before they are presented to the City.
 Quality of Planning and Preliminary Engineering: We listen to our clients and tailor our task order to the requirements of the end user. Where applicable, we coordinate closely with the ultimate user throughout the life of the task order. Our teams emphasize consensus-building with the key task order stakeholders early to aid in the basis of design’s development. We use proven tools to help communicate and visually represent the end product, such as visual simulations, operational modeling software, material boards, and architectural renderings.  Design Quality: The true test of the quality of a design occurs during construction of the task order. Anything missing from the design or ambiguity on the plans or in the specifications is found by the Contractor. Our goal is to minimize construction changes through a thorough and complete QC/QA process prior to and during the design. Kimley-Horn’s QC starts with experienced, proficient professionals who know how to implement innovative, cost-saving ideas and employ task order management practices that have proven to be successful. Key parts of quality control during the design process are field visits and site knowledge, understanding of regulatory and funding requirements, and technical knowledge.  Project/Task Order Construction Bids: Kimley-Horn’s quality control measures focus closely on construction estimates. Our team has extensive resources and recent experience that we combine with unit prices taken from recent similar projects/task orders to create our engineer’s opinion of probable construction cost. The quality and accuracy of our estimates is the result of our early efforts to define the basis of design assumptions and identify technical methods. Reviews by senior technical staff help to provide the quality of the estimate. We are proud of our success rate—our recently bid projects/task orders have consistently come in at or slightly below the engineer’s estimate.
 QC/QA Implementation: The QC/QA plan that Kimley-Horn and our subconsultants will follow in the execution of services prepared under this contract is currently being utilized successfully on our other local public contracts and includes the following six key elements:
▪ Structure: Each QC/QA plan includes the contract manager (responsible for the overall quality of the task order), task managers (engineers responsible for discipline design development), and a QC/QA manager (responsible for verifying that the QC/QA plan is being implemented and followed).
▪ Procedures: As demonstrated by the sample design review checklist on the following page, intra-disciplinary checking of documents will be performed by a competent individual within each discipline other than the designer. We have established a color-coded comment process that involves the following steps: an initial check (performed by the checker); a review of comments so that suggested changes to the documents are given adequate consideration and the resolution is documented (performed by the designer); a review so that changes to the documents are completed in the original documents (performed by the designer); and finally, a review so that changes to the documents are completed accurately (performed by the checker). ▪ Inter-Disciplinary Reviews: Inter-disciplinary reviews and coordination are performed throughout the task order and prior to key submittals, when senior staff from the various discipline groups are brought together to discuss and comments on the interaction of the overall project/task order elements. ▪ Quality Assurance Audit: The QC/QA manager will be responsible for conducting a QC/QA audit after completion of the checking and review process and prior to the submittal of any document or deliverable. ▪ Deliverables and Document Control: The task manager will manage the submission of design documents after the QC/QA audit is complete and at milestone completion dates. ▪ Corrective Action Measures: Corrective action measures will be taken if incorrect or nonconforming work is discovered in deliverable items that have already completed the QC/QA process 499

TRCAORNG008898.2025 10
Plan Checking
Process
We have developed a design plan checklist for review to utilize alongside the City's plan check list. When notified by the City of a plan submittal, we will schedule a pick-up of the plans for delivery to our office, and then check for completeness of the plan submittal, log the plan set, and distribute for plan check. The first plan check will be completed within 2 weeks or less and will be returned to the City. The returned plans will contain “red line corrections” and written comments. We will follow the City’s templates for written comments to be consistent across the board with the other City Consultant’s. Task orders will be referenced by task order number and street address or per the City’s instruction. When the plans are returned and resubmitted for review, the second plan check will be completed within 2 weeks or less and will be returned to the City. If all corrections are made, we will provide a positive statement that the plans are ready for permits to be issued. If a third plan check is required, we will advise the City and, if appropriate, will schedule a meeting between the design engineers, project owners, City staff, and plan checker to resolve any outstanding issues. We will document and log task orders for tracking purposes. Upon completion and issuance of permits, the complete task order file will be returned to the City for record retention.

We intend to provide the City and its customers with quality plan checking services. Based on our previous experience with similar types of services, we understand the importance of the first round of the plan review. Our goal is to have a comprehensive review on the first plan checking. Below is a detailed time frame of a typical project/plan check task order:

1. Within 2 business days of receipt of the City’s transmittal, Kimley-Horn will provide the City with its proposal for the level of support along with its NOT TO EXCEED fee for the individual task order.

2. For an average size and complex task order, each plan check submittal will be completed in 10 working days from the date of notice to proceed. Larger and more complex task orders’ plan checking will be completed in 15 working days or as agreed with the City.

3. Expedited plan review submittal will be completed in a 5-working-day turnaround or as agreed with the City.

500

TRCAORNG008898.2025 11
Coordination
We understand the importance of efficient and timely progress of all plan check processes; therefore, our engineers and managers advocate a proactive approach and teamwork among all stakeholders, including City staff, private engineers, developer representatives, residents, various City offices, utility companies, and other involved entities. Kimley-Horn’s contract manager will be in constant communication with City staff to provide status updates as well as continuous monitoring of the progress of work.

Before initiation of work, if necessary, we will request a meeting with the City staff to coordinate the required level of effort leading to the task order's successful and timely delivery.

Kimley-Horn’s contract manager and engineers will also attend meetings with the City staff and other stakeholders as requested by the City during the task order. We will maintain complete, accurate, and updated task order files in electronic (PDF) files. Plan check hard copies will be turned over to the City after completion of the plan check process.

In addition to continuous communication with Staff, we will provide the City with written monthly reports, including plan check logs. After task order commencement, we will conduct an in-house coordination for all team members to fully understand the scope of services, expectations of City staff, turnaround time standards, applicable standards, and approval process by involved agencies. 501

Kimley-Horn and Associates, Inc.
____________________________________

Hourly Labor Rate Schedule

Classification Rate
Analyst I $145 - $175
Analyst II $185 - $220
Professional $215 - $250
Senior Professional I $265 - $345
Senior Professional II $360 - $430
Senior Technical Support $130 - $310
Technical Support $105 - $180
Support Staff $95 - $160
BR00PUSTD.A.001

Effective through June 30, 2026. Subject to annual adjustment thereafter

Other Direct Costs: Outside Printing/Reproduction, Delivery Services/USPS, Misc.

Field Equipment/Supplies, and Travel Expenses will be billed at actual cost. Mileage will be billed at the Federal Rate.

Sub-Consultants will be billed per the Contract

502
Name of Subconsultant: AimTD LLC
Subconsultant for: Kimley-Horn
Schedule of Rates Quote Date 7/3/2025
Personnel Name Staff Classification Experience Qualifications and Certifications Fully Loaded Hourly Rate Javier Correa Technician OCTA, LADOT, SCAG projects Traffic Data Collection: TMC and ADT Counts $65.00 Vitalii Yarmolenko Technician OCTA, LADOT, SCAG projects Traffic Data Collection: TMC and ADT Counts $65.00 Ed Polunin Project Manager/ Senior Technician OCTA, LADOT, SCAG projects Project Management and Traffic Data Collection $95.00 Olga Polunin Project Director/Data Collection Manager OCTA, LADOT, SCAG projects Project Management and Traffic Data Collection $100.00 503

PROFESSIONAL SERVICES AGREEMENT
[On-Call Traffic Engineering Services]

THIS PROFESSIONAL SERVICES AGREEMENT (the “Agreement”) is made at Orange, California, on thi s _____ day of ____________, 20 25 (the “Effective Date”) by and between the CITY OF ORANGE, a municipal corporation (“City”), and KITTELSON & ASSOCIATES, INC., an Oregon corporation (“Contractor”), who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide general on-call traffic engineering services to the reasonable satisfaction of City the services set forth in Exhibit “A ,” which is attached hereto and incorporated herein by reference. As a material inducement to City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated and considered the scope of services and fully understands the difficulties and restrictions in pe rforming the work. The services which are the subject of this Agreement are not in the usual course of City’s business and City relies on Contractor’s representation that it is independently engaged in the busi ness of providing such services and is experienced in performing the work. Contractor shall perform all services in a manner reasonably satisfactory to City and in a manner in conformance with the standards of quality normally observed by an entity providing such services to a municipal agency. All services provided shall conform to all federal, state and local laws, rules and regulations and to the professional standards and practices prevalent in Contractor’s profession . The terms and conditions set forth in this Agreement shall control over any terms and conditions in Exhibit "A" to the contrary.

2. Compensation and Fees.

a. Contractor's total compensation for all services performed under this Agreement, shall not exceed ONE HUNDRED THOUSAND DOLLARS and 00/100 ($100,000.00) without the prior written authorization of City.

3. Payment.

a. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.

504

2 b. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed.

c. City will pay Contractor the amount invoiced within thirty (30) days of receipt of all deliverables.

d. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

8. Designated Persons. Only those qualified persons authorized by City’s Project Manager, or as designated in Exhibit “A,” shall perform work provided for under this Agreement. 505

3 It is understood by the parties that clerical and other nonprofessional work may be performed by persons other than those designated.

11. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall do all things necessary and incidental to the prosecution of Contractor's work.

12. Reserved.

13. Delays and Extensions of Time . Contractor's sole remedy for delays outside its control, other than those delays caused by City, shall be an extension of time. No matter what the cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor’s control. If Contractor believes that delays caused by City will cause it to incur additio nal costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost at the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount stated in Section 2.a, above, absent a written amendment to this Agreement.

15. Equal Employment Opportunity . During the performance of this Agreement, Contractor agrees as follows:

4 of compensation and selection for training, including apprenticeship. Contractor agrees to post in conspicuous places, available to employees and applicants for employment, a notice setting forth provisions of this non-discrimination clause.

Contractor further agrees that it shall not be eligible to work as the design/build firm for the project that is the subject of this Agreement.

17. Indemnity.

(2) Any claim, loss, injury to or death of persons or damage to property caused by any act, neglect, default, or omission of Contractor, or person, firm or corporation employed by Contractor, either directly or by independent contract, including all damages due to loss or theft sustained by any person, firm or corporation including the Indemnitees, or any of them, arising out of, or in any way connected with the work or services which are the subject of this Agreement, including injury or damage either on o r off City’s property; but not for any loss, injury, death or damage caused by the active negligence or willful misconduct of City. Contractor, at its own expense, cost and risk, shall indemnify any and all claims, actions, suits or other proceedings that may be brought or instituted against the Indemnitees on any such claim or liability covered by this subparagraph, and shall pay or satisfy any judgment that may be rendered against the Indemnitees, or any of them, in any action, suit or other proceedings as a result of coverage under this subparagraph.
507

5 b. To the fullest extent permitted by law, and as limited by California Civil Code 2782.8, Contractor agrees to indemnify and hold Indemnitees harmless from all liability arising out of any claim, loss, injury to or death of persons or damage to property to the extent caused by its negligent professional act or omission in the performance of professional services pursuant to this Agreement.

18. Insurance.

d. Any insurance proceeds in excess of or broader than the minimum required coverage and/or minimum required limits which are applicable to a given loss shall be available to City. No representation is made that the minimum insurance requirements of this Agreement are sufficient to cover the obligations of Contractor under this Agreement.

e. Each policy of general liability and automotive liability shall provide that City, its officers, officials, agents, and employees are declared to be additional insureds under the terms of the policy, but only with respect to the work performed by Contractor under this Agreement. A policy endorsement to that effect shall be provided to City along with the certificate of insurance. In lieu of an endorsement, City will accept a copy of the policy(ies) which evidences that City is an additional insured as a c ontracting party. The minimum coverage required by Subsection 18.b and c, above, shall apply to City as an additional insured. Any umbrella liability 508

6 insurance that is provided as part of the general or automobile liability minimums set forth herein shall be maintained for the duration of the Agreement.

g. The insurance policies maintained by Contractor shall be primary insurance and no insurance held or owned by City shall be called upon to cover any loss under the policy.

Contractor will determine its own needs in procurement of insurance to cover liabilities other than as stated above.

i. Except for professional liability insurance coverage that may be required by this Agreement, all insurance maintained by Contractor shall be issued by companies admitted to conduct the pertinent line of insurance business in California and having a rating of Grade A or better and Class VII or better by the latest edition of Best Key Rating Guide. In the case of professional liability insurance coverage, such coverage shall be issued by companies either licensed or admitted to conduct business in Califo rnia so long as such insurer pos sesses the aforementioned Best rating.

j Contractor shall immediately notify City if any required insurance lapses or is otherwise modified and cease performance of this Agreement unless otherwise directed by City.

In such a case, City may procure insurance or self-insure the risk and charge Contractor for such costs and any and all damages resulting therefrom, by way of set -off from any sums owed Contractor.

k. Contractor agrees that in the event of loss due to any of the perils for which it has agreed to provide insurance, Contractor shall look solely to its insurance for recovery.

Contractor hereby grants to City, on behalf of any insurer providing insurance to either Contractor or City with respect to the services of Contractor herein, a waiver of any right to subrogation which any such insurer may acquire against City by virtue of the payment of any loss under such insurance.

509

7 19. Termination. City may for any reason terminate this Agreement by giving Contractor not less than five (5) days’ written notice of intent to terminate. Upon receipt of such notice, Contractor shall immediately cease work, unless the notice from City provides otherwise.

21. Compliance with all Laws/Immigration Laws.

a. Contractor shall be knowledgeable of and comply with all local, state and federal laws which may apply to the performance of this Agreement.

c. Contractor represents and warrants that it:

(2) Has not and will not knowingly employ any individual to perform services under this Agreement who is ineligible to work in the United States or under the terms of this Agreement; and

510

8 (3) Has properly maintained, and shall at all times during the term of this Agreement properly maintain, all related employment documentation records including, without limitation, the completion and maintenance of the Form I -9 for each of Contractor’s employees; and

d. Contractor shall require all subcontractors or subconsultants to make the same representations and warranties as set forth in Subsection 21.c.

f. Contractor shall require all subcontractors or sub-consultants to make the same verification as set forth in Subsection 21.e.

22. Governing Law and Venue. This Agreement shall be construed in accordance with and governed by the laws of the State of California and Contractor agrees to submit to the jurisdiction of California courts. Venue for any dispute arising under this Agreement shall be in Orange County, California.

511

9 24. Notice. Except as otherwise provided herein, all notices required under this Agreement shall be in writing and delivered personally , by e -mail, or by first class U.S. mail, postage prepaid, to each party at the address listed below. Either party may change the notice address by notifying the other party in writing. Notices shall be deemed received upon receipt of same or within three (3) days of deposit in the U.S. Mail, whichever is earlier. Notices sent by e- mail shall be deemed received on the date of the e-mail transmission.

“CONTRACTOR” “CITY”

Kittelson & Associates, Inc. City of Orange
750 The City Drive, Suite 410 300 E. Chapman Avenue
Orange, CA 92868 Orange, CA 92866-1591
Attn.: Timothy A. Erney Attn.: Larry Tay, City Traffic Engineer

Telephone: 714-468-1997 Telephone: 714-744-5525
E-Mail: [email protected] E-Mail: [email protected]

[Remainder of page intentionally left blank; signatures on next page]

512
513

EXHIBIT “A”

SCOPE OF SERVICES

[Beneath this sheet.]
514

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

515

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

516

Page 17 of 42 ends

517

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

518
6 On-Call Traffic Engineering Services
H. WORK PLAN
Kittelson specializes in traffic engineering and planning. We strive to continually advance our knowledge and capabilities to provide our clients with the highest quality work and service.

Areas of Expertise
Kittelson is able to offer full traffic and transportation engineering services to support the City of Orange through this on-call contract, including:
Traffic Operations. Level of service analyses, signal phasing and timing plans, intersection control evaluations (ICE), before/after analyses for transportation improvements, ramp metering feasibility plans/implementation, traffic impact studies, and traffic data collection. Development Services. Site assessments, site design and circulation studies, access control, parking layouts, transportation demand management plans, transportation management plans for construction, and public process and approvals support. Geometric Design. Planning, design and operations of intersections and interchanges; traffic signal design, signing & striping plans, and roundabout planning/design. Safety Analysis. Intersection safety evaluations, road safety audits, systemic safety analysis report (SSAR) projects, statewide safety programs and training courses, authorship of the Highway Safety Manual (HSM), and development of safety prioritization programs. Travel Demand Forecasting. Model updates for smart growth and multimodal evaluations, on- call travel demand modeling services, land use and roadway inputs, application of model output, development of growth rates, and regional model development. Transit Planning. Systems planning, transit operations assessments, transit corridor alternatives evaluations, transit station area planning, and transit funding and policy development. Multimodal Planning. Complete streets design, multimodal level of service, active transportation planning, first/last mile plans, alternative signing and striping plans, and performance standards. Bicycle and Pedestrian Planning. Bicycle/pedestrian master plans, bicycle/pedestrian safety analysis, bikeway design and engineering, alternatives analysis, before/after studies, universal/accessible design, and research.
Planning and VMT Guidelines. Transportation elements of specific plans and master plans, travel demand estimates, impact analysis for CEQA/NEPA documents, and CEQA reform (including SB 743). Grant Application Support. Assistance with preparation of applications for funding from federal, state, and local grant programs; identification of viable public and private funding options; site visits and other information gathering; cost-benefit analysis for project prioritization; evaluation of projects for funding competitiveness; development of conceptual designs and cost estimates to support applications; writing and assembling of applications.
519
7Kittelson & Associates, Inc.

Traffic Engineering Studies
We are highly skilled at conducting traffic engineering studies to assess traffic operations and safety, access and circulation, signal warrants, and develop traffic signal coordination. The keys to our successful traffic study performance is our ability to:
Apply the right technical analysis and tools at the right level of detail. Convey technical information objectively.
Develop and apply evaluation methods that directly measure desired outcomes. Communicate results and recommendations clearly to stakeholders and the public. Develop implementable recommendations that have been field verified to ensure they can proceed easily into final design and implementation.
Build consensus through the decision-making process that leads to implementation.

Traffic Engineering Capabilities
Our traffic engineering capabilities include:
Multimodal traffic studies to assess capacity, needs, operations, circulation, and access. Stop control, HAWK, and traffic signal warrant studies. Safety evaluations.
Conducting field studies and data collection to assess multimodal traffic conditions. Design of traffic control, including signals, HAWK, BikeHAWK crossings, and warning beacons for midblock pedestrian crossings.
Design of roadway signing and striping, as well as plans for maintenance of traffic during construction. Evaluation of traffic signal operations and coordination/development of signal coordination plans. Design of intersection and roadway improvements, such as:
» Adding turn lanes, medians, bus pullouts, and transit stops. » Reconstructing driveways.
» Fully reconstructing intersections and roadways.
» Improving pedestrian and bicycle facilities, including sidewalk, access ramps, signalized crossings, protected bike lanes, and bicycle boulevards.
» Implementing traffic calming features.
Preparing construction bid items and specifications per City requirements and practices. Reviewing traffic plans (signals, striping, signing) and traffic impact assessments per City requirements and standards.
Roundabout analysis and design.

Kittelson also offers:
Life-cycle cost analysis of intersection treatments.
Signal timing optimization for corridors and grid networks. Systemic safety analysis reports.
Transit signal priority evaluations and implementation assistance. VISSIM assessments of multimodal alternatives.
Intersection Control Evaluations (ICE)
520
8 On-Call Traffic Engineering Services
Traffic and Roadway Design, Signing, & Striping
We are highly skilled at designing improvements that range from striping plans as part of pavement preservation projects to the full reconstruction of roadways and intersections. We are very knowledgeable and experienced with current design practices and standards for signing, striping, traffic signals, lighting, and roadway improvements.

Signing and pavement marking/striping can be low-cost alternatives that convey information, ensure safety, and provide overall direction to travelers. Kittelson uses the MUTCD as a guide when applying signing and pavement markings.

Traffic Forecasting
Kittelson has developed travel demand models (TDM) for states, MPOs, COGs, counties, and small urban areas across the nation. We have travel demand modelers specializing in developing TDMs from the ground up and using existing models to produce defensible model analysis and results. We have in-house experts in macro, meso, and micro travel modeling software, including TransCAD, TransModeler, EMME, Cube, VISUM, VISSIM, Vistro, Synchro, Dynameq, DTALite, and DynusT.

Traffic Signal Design & Coordination Evaluations
Kittelson has knowledge of national, state and local standards and manuals on signal design, and we always account for vehicular, pedestrian, and bicycle users. Further, we emphasize meeting PROWAG requirements and avoiding utility conflicts. At the national level, Kittelson is a key author of both the first and ongoing second edition of FHWA’s Traffic Signal Timing Manual and has staff members (IMSA) certified in signal inspection.
521

KITTELSON & ASSOCIATES, INC.

BILLING RATE SCHEDULE

Effective July 1, 2025

The current billing rates for Kittelson & Associates, Inc., staff are as follows and are subject to change:

Staff Billing Rate
Senior Principal Engineer/Planner $315 - $360
Principal Engineer/Planner $285 - $310
Associate Engineer/Planner $240 - $280
Senior Engineer/Planner $210 - $235
Engineer/Planner $185 - $205
Transportation Analyst $165 - $180

Principal Data Scientist/ Developer $270 - $340
Senior Data Scientist/Developer $245 - $265
Data Scientist/Developer $195 - $240
Data Analyst/Software Developer $150 - $190
Software Technician $110 - $135

Associate Technician

$195 - $210
Senior Technician $170 - $190
Technician II $150 - $165
Technician I $130 - $145
Office Support $100 - $125
Service & Other Direct Costs Billing Rate
Mileage Current IRS mileage rate
Travel & Other Direct Costs Actual Costs
Subconsultants Actual Costs

522
523
524
525
526
527
528
529
530
531
532
533

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

534

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

535

Page 17 of 42 ends

536

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

537
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 5

A B C D E F G H I J K 1 2
H. WORK PLAN

PROJECT MANAGEMENT STRATEGY
Our general approach focuses on communication, insightful and accurate services, timely delivery of work products, and early anticipation of issues. We carefully reviewed the scope of work to be provided, as detailed in the RFP. We understand that specific tasks will demand sensitivity to issues, experience with project management, and the resources to provide timely and accurate deliverables. As a large transportation planning and traffic engineering firm, we have the staffing size that allows us to always be available and responsive.

As listed to the right, we would implement the following key approaches to ensure a successful and meaningful project outcome.

These key approaches are further explained below:

1. Innovative High Impact Solutions
LLG will provide innovative and comprehensive consulting services to enable the City to serve as a model in the practice of innovative transportation planning and traffic engineering.

2. Effective Project Management
Effective project management involves the management of resources, knowledge, and people. We will ensure the Project Team’s sound organization, in-depth understanding of the issues and goals, and development/execution of the project plan. Our staffing size allows us to handle multiple tasks simultaneously.

3. Adherence to the Procedures
LLG will adhere to the standards, policies, business methods, and project requirements. This includes understanding Federal, State, and Local regulations and best practices within our discipline.

4. Regular and Effective Client Communication
Daniel A. Kloos, as the Project Manager, would facilitate communication between the City, responsible parties, and the Project Team. LLG frequently uses teleconferencing and emails to expedite project management. LLG will provide written updates on the project’s progress since communication is paramount.

5. Availability and Responsiveness to Client
Many of our projects demand that we be responsive and work effectively with other team members. All phone calls and emails are returned within 24 hours.

6. Anticipation of Issues and Problem Solving
We understand that smooth progression is critical to achieving a successful outcome. We embrace a philosophy of anticipating issues or conflicts before they arise. In some instances, issues cannot be avoided but they will be addressed positively and affirmatively.

7. Graphics & Visual Simulations
It is critical to illustrate the issues, analysis, and results. LLG will prepare high-end informative figures, graphs, maps and illustrations for use in the reports and presentations.

8. Well-Documented Reports/Plans
LLG has prepared several thousand technical reports and design plans. We specialize in putting the study’s technical elements of the report into a format that our clients and the public can easily understand.

9. Schedule and Budget Adherence
We recognize the importance of the project adhering to a set schedule and budget. We will prepare a schedule and a cost breakdown of the tasks at the beginning of the project for approval. The schedule will be met, and the budget will not be exceeded.

10. Quality Assurance/Quality Control
LLG has a standard practice of quality control that involves both Senior and Principal -level staff members. Every deliverable to the City will be reviewed before leaving our office as part of our Standardized Quality Control Program.

METHODOLOGY

1. Innovative High Impact Solutions

2. Effective Project Management

3. Adherence to the Procedures

4. Regular & Effective Client Communication

5. Availability & Responsiveness to Client

6. Anticipation of Issues & Problem Solving

7. Graphics & Visual Simulations

8. Well-Documented Reports/Plans

9. Schedule & Budget Adherence

10. Quality Assurance/Quality Control
538
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 6

A B C D E F G H I J K 1 2

SCOPE OF WORK
It is noted that the RFP has identified a General Scope of Work. Based on our overall sense and understanding of the RFP, we propose the following detailed sample scopes of work to successfully complete the potential assignments that will be based on the letter proposals provided per requested task order. These letter proposals will be based on the fee schedule, included separately as an attachment, and will also include a work schedule.

Per the RFP, LLG intends to complete the following scope of work tasks, but is not limited to:
• Traffic studies for capital projects
• Traffic and/or parking study review for private
developments
• Traffic signal design
• Traffic control plan preparations
• Plan check (peer review) for capital/development
projects and traffic control plans
• Street light design and plan check
• Signing and stripping plan preparation and plan check • Technical support for funding and grant applications
• Intelligent Transportation Systems (ITS) design
• Traffic signal timing and coordination studies
• Traffic counts and data collection
• Neighborhood traffic calming studies, warrant studies, and traffic investigations
• Special studies and on-site support services
• General traffic-related municipal engineering services TASK 1 – PREPARATION OF TRAFFIC IMPACT

ANALYSIS REPORTS
The following is the general anticipated work program,
which focuses to the preparation of a traffic impact analysis report (i.e. for Project Level Transportation Analysis and/or Long Range Corridor Studies [General Plans and Specific Plans]), which includ es specific work tasks for Trip
Generation Analysis, On- Site Circulation Analysis, Access Studies and Data Collection.

1.1 – Contact City staff to discuss the project and analysis criteria, confirm the study approach, identify key traffic issues, and formalize the Scope of Work. In consultation with City staff, prepare a scope agreement detailing the study area, assumptions, traffic analysis scenarios, related projects for near -term cumulative assessment, need for long-term buildout analyses, and overall traffic impact report requirements. Submit the scope for City review and approval.

1.2 – Visit the project study area to confirm existing conditions. Confirm the existing roadway striping, traffic control measures, curbside parking restrictions,
adjacent intersection configurations, and other
pertinent roadway features within the project
study area. Identify the existing transit system
and bus stop locations within the project study area.

1.3 – Conduct manual turning movement counts during the morning (7:00 AM to 9:00 AM) and afternoon (4:00 PM to
6:00 PM) peak periods at the identified key study
intersections within the project vicinity. The traffic counts will also include pedestrian and bicycle counts if necessary.

If required, the turning movement traffic counts with be conducted with FHWA vehicle classifications.

1.4 – Conduct 24 -hour daily machine traffic counts at identified key roadway segments to support the roadway
segment capacity analyses. If required, the 24 -hour daily traffic counts with be conducted with FHWA vehicle
classifications.

1.5 – Research recent traffic impact studies and data on nearby developments that may contribute cumulative
impacts to adjacent streets and study areas. The compiled list of cumulative projects will be submitted to City staff for review and approval.

1.6 – Determine and present in tabular and/or graphic form a trip generation forecast for the proposed Project on a daily and peak-hour basis. The forecasts will be based on the trip generation rates found in Trip Generation, 11th Edition, published by the Institute of Transportation Engineers (ITE) [2021]. Appropriate adjustments to the trip generation potential of the Project to account for internal capture and/or pass -by traffic will be made, if applicable. In addition, if applicable, all truck trips will be converted into passenger car equivalents (PCE) for capacity analysis.

1.7 – Prepare select zone model runs for the proposed
Project using the Orange County Transportation Analysis Model (OCTAM) as provided by the Orange County
Transportation Authority (OCTA) , if needed . This will be done for the Daily, AM and/or PM peak periods to
determine the overall Project trip distribution pattern. The distribution patterns will be submitted for review and
approval by City Staff prior to finalization and will be used to formalize the study area.

1.8 – Assign the forecasted Daily, AM and PM peak hour
trips expected to be generated by the proposed Project to the study intersections and roadway segments based on
existing and anticipated traffic patterns to and from the Project site.

1.9 – Develop estimated trip generation projections for each of the cumulative projects within the Project vicinity.

Distribute and assign cumulative project traffic.

1.10 – Develop AM & PM peak hour & Daily traffic volume projections at key study intersections and key roadway
segments for existing plus project traffic conditions, near - term traffic conditions & long-term traffic conditions (if required, long-term traffic projections will be developed via the use of the most current OCTAM.

1.11 – Provide recommended mitigation measures which
may include intersection and/or signalization
improvements, striping modifications, the addition of
539
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 7

A B C D E F G H I J K 1 2
auxiliary turn lanes, traffic control/limitations at site access points, etc.

1.12 – Conduct traffic signal warrant analyses at impacted unsignalized intersections and project driveways using CA - MUTCD peak hour warrants. Calculate the Project’s net traffic increment (fair -share percentage) at these
intersections and estimate its contribution toward
mitigation costs.

1.13 – Conduct neighborhood traffic calming studies, traffic investigations, and additional warrant studies as needed.

These efforts will address safety concerns and support data- driven recommendations for mitigation and operational
improvements.

1.14 – Review the proposed access and internal circulation, commenting on parking layout, ingress/egress safety,
driveway sight distances and locations, striping, median modifications, and pedestrian and bicycle circulation.

1.15 – Prepare a traffic impact analysis report that details all of the above -mentioned items , including our analysis, findings and conclusions. The report will be submitted for review by City staff. If necessary, update the traffic impact analysis report based on City staff comments and submit a final traffic impact analysis report to the City.

TASK 2 – VEHICLE MILES TRAVELED (VMT)

ANALYSIS REPORTS
The following is the anticipated work program, which
focuses on the preparation of a Vehicle Miles Traveled (VMT) Analysis Technical Memorandum.

2.1 – Coordinate with City Staff to confirm the assumptions that can affect the analysis and confirm VMT requirements and thresholds as adopted by the City. Use the most current OCTAM, convert proposed Proj ect development totals into Socioeconomic Data (SED), and code the appropriate land uses and network assumptions into the baseline and
cumulative Traffic Analysis Zone(s) (TAZs) for the project.

2.2 – Determine Project impact based on the City’s adopted guidelines. Utilize up to three (3) efficiency metrics such as per capita, per employee, and/or per service population as the regional average threshold.

2.3 – Prepare and conduct full model runs for the applicable scenarios listed below via the use of the most current
OCTAM. The land uses in the TAZ or TAZs of which the
Project is contained will be changed to reflect the “with Project” conditions. The analysis scenarios associated with the model update and runs are listed below:
• Baseline Year Conditions
• Baseline Year With Project Conditions
• Buildout Year Conditions
• Buildout Year With Project Conditions

2.4 – Evaluate the “With Project” Scenarios noted above for Baseline and Buildout conditions and summarize the
VMT as outlined in the City’s guidelines.

2.5 - Calculate the Baseline and Buildout City and/or
regional average VMT thresholds and determine Project
and Buildout impacts based on the VMT guidelines adopted by the City.

2.6 – Recommend appropriate mitigation measures , if
necessary, to reduce the impact. LLG will consider the mitigation measures listed in the Handbook for Analyzing Greenhouse Gas Emission Reductions, Assessing Climate
Vulnerabilities, and Advancing Health and Equity (dated October 2024), prepared by the California Air Pollution Control Officers Association (CAPCOA).

2.7 – Quantify the effects of the mitigation improvement by utilizing the Handbook for Analyzing Greenhouse Gas
Emission Reductions, Assessing Climate Vulnerabilities, and Advancing Health and Equity.

2.8 – Prepare a VMT Analysis Technical Memorandum
detailing all the above -mentioned items, our findings , and conclusions. The technical memorandum will be suitably documented with appropriate text, tabular, graphic, and/or appendix materials. The technical memorandum will be
submitted and reviewed by City staff. Comments will be addressed in the final VMT Analysis Technical
Memorandum.

2.9 – Attend project coordination meetings with City staff as necessary during the preparation of the VMT Analysis Technical Memorandum.

2.10 – Additional services that LLG can also assist the City as follows:
• Project Screening
• Transit Priority Area (TPA) Mapping
• VMT Mitigation Analysis (TDM and Fee Programs)
• VMT Guidelines and Policy Support
• Climate Action Plan Support and Air Quality VMT
TASK 3 – PREPARATION OF PARKING DEMAND

ANALYSIS REPORTS
The following is the anticipated work program, which
focuses on the preparation of a parking study.

3.1 – Meet with City staff to identify pertinent parking issues and concerns and formalize a Scope of Work for the parking study.

3.2 – Conduct a visit to the site area and review existing on- site conditions.

3.3 – Prepare a parking analysis for the proposed Project.

The contents of the parking analysis will be based on the approved City Scope of Work and may include
the following analyses:
• City-code parking evaluation
• ULI Shared Parking evaluation
• Survey Shared Parking evaluation
• Parking analysis based on other parking resources (i.e., ITE Parking Generation 5th Edition, etc.)

3.4 – Prepare a Parking Letter Report that details all of the above-mentioned items , including our analysis, findings , 540
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 8

A B C D E F G H I J K 1 2
and conclusions. The report will be submitted for review by the appropriate members of City staff. If necessary, update the Parking Letter Report based on City staff comments and submit a Final Parking Letter Report to the City.

3.5 – Attend project coordination meetings with City staff as necessary during the preparation of the Parking Analysis.

3.6 – Additional Studies will be prepared and may include the following if required:
• Accumulation Surveys
• Utilization Surveys
• Neighborhood Parking Surveys
• Parking & Traffic Management Plans
• Parking Structure Review
• Parking Design/Layout
TASK 4 – PREPARATION OF TRAFFIC DESIGN PLANS
The following work program is proposed for the preparation of a “typical” PS&E (plans, specifications, and estimates) package, which consists of traffic signal, signing and striping, and work zone traffic control plans.

4.1 – Review existing & proposed improvement plans for the proposed project. Confirm that the proposed
improvements accurately reflect the requirements of the City. Meet with City staff to discuss any special
requirements involved in the project’s design before
commencing development of the plans.

4.2 – Coordinate with the City for pertinent street/signal design standards. The traffic signal and signing/striping design will be prepared according to City requirements and will be consistent with the State of California Department of Transportation Standard Plans and Specifications and the current California Manual on Uniform Traffic Control
Devices (MUTCD).

4.3 – Field Review & Data Collection: LLG will conduct site visits to document and verify existing surface conditions, including street geometry, signage, traffic signal
infrastructure, and utilities. Field notes, measurements, and photographs will support the development of accurate design plans. LLG will also review City records and existing plans to ensure all data is reflected in the final plan set.

Electronic (PDF) and hardcopy files will be provided as needed for City and utility coordination.

4.4 – Topographic Survey & Utility Coordination: LLG will obtain aerial and topographic surveys as needed, based on available base mapping & project requirements. We will research existing utility information from the City and utility companies to coordinate proposed improvements with field conditions. LLG will distribute plans to external utility providers, collect & document responses, & incorporate all comments from City departments and utilities into the final plan set in coordination with the City’s Project Manager.

4.5 – LLG will be responsible for preparing any permit
applications for outside agencies (Caltrans, County,
railroad, etc.) that may be necessary during the course of the project. LLG understands that administration of the permit through the permitting agencies' process may also be required on the City’s request.

4.6 – LLG will be responsible for the preparation of right - of-way/easement documents for processing by the City.

This will include any services (i.e., survey) necessary to complete the task.

4.7 – Prepare traffic signal installation or modification plans for the project intersections. The plans will be prepared at 1” = 20’ (20 scale) using AutoCAD or
MicroStation drafting software on 24” x 36” plan sheets.

The plans will incorporate all aspects of the traffic signal, including new and relocated signal standards, all signal heads, loop detectors, conduits, the controller assembly, and servic e point locations. We will show all related street/intersection improvements on our plans to be
prepared by the Civil Engineer. The plans will conform to the City’s Standard Plans, Special Provisions, and any staff special requirements, as well as the latest Caltrans Standard Plans and Specifications. The traffic signal plans will be prepared under the supervision of and signed by a
Registered Civil Engineer. Traffic plans will include existing overhead circuit elevations, conduit fill capacity, and electrical load requirements. LLG will provide City staff with the design support information and/or calcul ations for consideration during the City’s review of the plans.

4.8 – Prepare signing and striping plans for the project street segments. Our plans will be prepared at 1” = 40’ (40 scale) using AutoCAD or MicroStation drafting software on 24” x 36” plan sheets. Our plans will include all new striping, pavement markings, pavement legends, and stripe
removals. At the project limits, we will reference in existing striping based on topographic information and field review.

For those projects that require the preparation of roadway design plans, the plans prepared by the project civil
engineer will be used as a base. For those projects that do not have significant roadway work, LLG will prepare the base for our signing and striping plans using applicable as - built plans and field review surveys. Note that if the signing and striping work is fairly minor, signing and striping improvements could be shown on the signal plan itself to save the City time and money.

4.9 – Prepare work zone traffic control plans and detour plans for the implementation of the proposed
street/intersection improvements. Our plans will be
prepared at 1” = 40’ (40 scale) using AutoCAD or
MicroStation drafting software on 24” x 36” plan sheets.

Our plans will incorporate all aspects of traffic control devices, using the Work Area Traffic Control Handbook
(WATCH) and California MUTCD as references.

4.10 – Prepare the appropriate traffic signal timing plans that identify the proposed signal cycle length, minimum green times, green intervals, offsets and time of day
operation. Submit the traffic signal timing plans to the City for review and make any necessary revisions to the timing plans based on City comments. Produce a signed copy of 541
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 9

A B C D E F G H I J K 1 2
the signal timing plans and submit to the City for approval.

Provide field support for data collection, implementations, and troubleshooting.

4.11 – Prepare Special Provisions/Technical Specifications for traffic signal design projects per City requirements. A Word document will be submitted with the first plan set submittal, with updates provided in subsequent submittals as needed.

4.12 – Submit copies of the completed plan set to the City for initial review and comment. Copies to other agencies will be provided for their review, as necessary. The plan set package will be complete with all required sheets, including a title sheet, roadway plans, signing and striping plans, traffic control plans, and traffic signal plans.

4.13 – Revise design plans , Special Provisions, & cost estimates per City comments and submit second & third
plan sets for final check and approval. After plans are approved, we will submit one set of mylar plans for
signatures. All final plans and reports will be signed and stamped by a licensed professional engineer. Design plans will be submitted to the City at 60%, 90% and 100% levels.

Final drawings will be wet signed and stamped on 24” x 36” mylar.

4.14 – Review and comment on traffic -related standard drawings that the City is developing to assure compliance with California MUTCD and Caltrans requirements.

4.15 – Attend coordination meetings with City staff, the project Civil Engineer, and/or other public agencies to ensure projects are processed within established deadlines.

TASK 5 – PLAN CHECK OF TRAFFIC-RELATED

TECHNICAL REPORTS

5.1 – Meet with City Staff to identify key traffic issues and concerns. As part of the City’s plan check process, LLG will assist in preparing a Scope of Work and/or reviewing the applicant’s traffic engineer’s work program. LLG will also review the site area, circulation, and access conditions to familiarize ourselves with the project location.

5.2 – Evaluate and review the traffic impact analysis report for the proposed project prepared by the applicant’s traffic engineer. The report and its accompanying appendices will be reviewed to ensure consistency and compliance with City requirements and guidelines, the current Congestion
Management Program (CMP), and standard engineering
practices. Our evaluation will focus on, but is not limited to, the following:
• Traffic forecasting and methodology
• Intersection operations and mitigation
• Confirmation of findings and conclusions

5.3 - Review project site access and circulation, including driveway locations, sight distance, internal circulation, and truck or service access.

5.4 - Evaluate and review the parking demand analysis
report for the proposed project prepared by the applicant’s traffic engineer. The report and its accompanying
appendices will be reviewed to ensure
consistency/compliance with City parking requirements and ULI’s Shared Parking methodology (if applicable). Our
evaluation will focus on, but not limited to, the following:
• Parking forecasting methodology and accuracy of
parking forecasts
• Parking methodology and assumptions
• Parking demand/supply analysis
• Confirmation of findings and conclusions

5.5 - Evaluate and review the Vehicle Miles Traveled (VMT) analysis report for the proposed project prepared by the applicant’s traffic engineer. The report and its
accompanying appendices will be reviewed to ensure
consistency and compliance with City requirements and
guidelines such as Senate Bill 743 (SB 743) and standard engineering practices. Our evaluation will focus on, but not limited to, the following:
• VMT screening analysis
• VMT forecasting methodology and accuracy of traffic
forecasts
• Travel Demand Model Inputs and Land Use to SED
Conversion
• VMT and Travel Demand Model assumptions, including
the development of the Project VMT and the Regional
VMT (City VMT). The model input and output model
files will be required to complete this review task
• Mitigation strategies (e.g., TDM measures) and
CAPCOA-based effectiveness
• Reasonableness of findings and conclusions

5.6 - Products prepared as part of this Scope of Work
include a memorandum summarizing our review and
comments or report mark -ups. The memorandum will
present our evaluation of the traffic impact, parking
demand, and/or VMT analyses, with specific
recommendations addressing any identified accuracy or
methodological shortcomings.

TASK 6 – PLAN CHECK OF TRAFFIC-RELATED

DESIGN PLANS
The following is the anticipated work program, which
focuses on a plan check (including peer review elements) of traffic-related design plans.

6.1 – Meet with City Staff to identify pertinent traffic issues, concerns, and any special requirements involved in the
project’s design. Visit the site area and review existing conditions on the project area streets (i.e., limits of the design work).

6.2 – Evaluate and review the design plans (i.e., traffic signal plans, signing and striping plans, traffic control plans, signal timing plans, etc.) prepared by the applicant’s traffic engineer. The design plans will be reviewed to ensure
consistency with City requirements and consistency with the State of California Department of Transportation
542
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 10

A B C D E F G H I J K 1 2
Standard Plans and Specifications and the current California Manual on Uniform Traffic Control Devices (MUTCD).

6.3 - Products prepared as part of this Scope of Work
include the preparation of plan mark -ups and/or a
memorandum summarizing our review comments.

TASK 7 – INTELLIGENT TRANSPORTATION SYSTEMS
(ITS)
LLG staff has been providing Intelligent Transportation Services (ITS) for various agencies for over two decades and below is a list of anticipated tasks:

7.1 – Provide the City with traffic signal synchronization traffic controller technology and communication systems with International Municipal Signal Association (IMSA)
Transportation Center System Specialist Level I, IMSA Traffic Signal Senior Field Technician Level III certifications.

7.2 – Provide traffic engineering design plans for various infrastructure projects , including new and modified traffic signals, wired and wireless communications, street lighting, signing and striping, and construction detours.

7.3 - Provide the City with support for the complexities and implications of various traffic signals, communications, and ITS upgrades.

7.4 – Provide support to the City for Traffic Signal Systems projects that include installing and upgrading ITS elements such as signal control systems at the respective Traffic Management Centers, signal design and signal timing
preparation and implementation, signal controller and
assembly upgrades, and operating, maintaining, and
supporting/monitoring the traffic signal systems.

7.5–Implement, fine-tune, operate, monitor, and
troubleshoot various signal systems and ITS applications on a continual basis.

7.6 - Additional ITS service that LLG can also assist the City as follows:
• Traffic Signal Synchronization, implementation, fine - tuning and monitoring for individual Cities or
multijurisdictional between Cities, County and Caltrans • Network & communication development and support
• System integration, signal timing design, and
implementation
• Inventory of ITS Components and Subsystems
• Infrastructure Monitoring & Operational Maintenance
• Traffic Signal Hardware and Software installation,
operations, and maintenance
• Adaptive signal implementation and technical oversight • Implementation of Traffic Management Center (TMC)
• Troubleshooting Traffic Related Equipment (Network,
Controllers, and Timing)
TASK 8 – SPEED DATA ANALYSIS

8.1 – Conduct engineering studies (ENT Studies) as defined in the California Vehicle Code (CVC) for the review of all speed zones adopted by ordinance, analyze speed data and recommend speed limit changes and safety-related
improvements.

8.2 – Engineering and Traffic (E&T) Surveys or Speed Zone Surveys to determine appropriate speed limits for a
roadway. These surveys are required by the California
Vehicle Code (CVC) and other regulations to ensure speed limits are based on prevailing speeds, accident history, and road conditions. The surveys are typically conducted every five years or more frequently if changes occur in the
roadway or traffic conditions.

TASK 9 – INTERSECTION CONTROL STUDIES &

WARRANT ANALYSES
The following is a list of intersection control studies that LLG can provide to the City as needed.

9.1 – Multi-Way Stop: Conduct an engineering study for the consideration of a Multi -Way Stop installation that utilizes the methodology described in Section 2B.07 of the latest Edition of the California Manual on Uniform Traffic Control Devices (MUTCD) or conforms to City Policies and
Procedures for Residential Multi -Way Stop Signs. Traffic counts will be conducted for all approaches to the
intersection and will be performed for 24 hours during a typical workday (unless specified otherwise).

9.2 – Traffic Signal: Conduct traffic signal warrant analysis for the consideration of a traffic signal installation. The engineering study would utilize the methodology described in Chapter 4C of the latest Edition of the California MUTCD.

Unless specified otherwise, it should be assumed that
warrants 1 through 8 will be analyzed for each location requested. Machine traffic counts will be performed for all approaches to the intersection and will be performed for 24 hours during a typical workday (unless specified otherwise).

9.3 – Determine the most appropriate intersection control at a requested intersection for the control measures listed above. All alternatives shall be compared on the basis of safety, user delay & implementation cost. The results of the study, including recommendations, shall be summarized in memorandum format and submitted to the City for review.

TASK 10 – TRAVEL DEMAND MODELING
The following is the anticipated work program, which
focuses on the preparation of a City of Orange Specific OCTAM Version.

10.1 – Coordinate with City Staff to identify key traffic issues and develop or update a citywide traffic forecast model for Specific Plans, Master Plans, and/or General Plan Updates. This model will also support VMT analysis and ensure compliance with Senate Bill (SB) 743 for future
development.

10.2 – Development or Update of the City of Orange
Transportation Analysis Model that will tier-off OCTAM and will allow for micro -level detail, validation, and refinement within each Traffic Analysis Zone (TAZ) within the City’s jurisdiction.
543
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 11

A B C D E F G H I J K 1 2

10.3 – Verify in the field the existing roadway network for the base year model. All planned buildout network
improvements will be confirmed for inclusion within the future year scenario.

10.4 – Coordinate with the City and confirm all Existing and Buildout model inputs.

10.5 – Review every TAZ within the City in detail, inputting and validating the latest adopted socioeconomic data and land uses alongside network assumptions. The data,
consistent with the City’s General Plan, will include
households, demographics, and employment and will be
reviewed by the City.

10.6 – Calibrate the Orange Transportation Analysis Model to allow for more precise, detailed integration of City land uses to improve long -term induced travel modeling
capabilities.

10.7 – Conduct sensitivity modeling for the above analysis scenarios. Land use data will be organized by existing TAZs.

10.8 – Evaluate the scenarios noted above for the Baseline and Cumulative conditions, and summarize the following
types of VMT:
• Project generated VMT per Capita (VMT/Cap), VMT per
Employee (VMT/Emp) and/or VMT per Service
Population (VMT/SP) and compare it to the appropriate
benchmark noted in the City’s Guidelines.
• Project impact on VMT: comparing changes in Citywide
VMT due to the Project.

10.9 – Calculate the Baseline & Buildout City average VMT per Capita (VMT/Cap), VMT per Employee (VMT/Emp), VMT
per Service Population (VMT/SP) and/or Citywide VMT.

10.10 – Additional services that LLG can also assist the City as follows:
• Travel behavior survey & evaluation, data visualization • Future traffic volume forecasts
• Select zone and link analysis
• Average trip length (ATL) analyses
• Transit and highway corridor assessments
• Location-based analytics
• Assessment of transit and shared mobility systems
• Connected/Autonomous Vehicles planning and
modeling analyses
• Network development assignments
TASK 11 – BIG DATA ANALYTICS
Travel behavior is difficult to predict using traditional methods due to heavy assumptions. Big Data from GPS -
enabled devices offers real -world insights into commuter patterns, allowing LLG to enhance transportation planning with greater context and accuracy.

11.1 – Apply big data analytics for the following based on individual project needs:
• Origin/Destination Studies
• Select Link Analysis
• Travel Time/Speed Studies
• Trip Length Studies
• Performance Measurements
• Multi-Modal TDM Opportunities Review
• Internal/External Studies
• Commercial Trips
• Segment Congestion
• Parking Studies
TASK 12 – GEOGRAPHIC INFORMATION SYSTEMS
(GIS)

12.1 – Utilize state-of-the-art software to support
transportation-related planning and analysis. Our team can develop and manage spatial databases, integrate existing datasets, and generate customized maps and reports
tailored to specific project studies or action plans. GIS outputs can include land use, transportation networks,
elevation, and environmental features to inform decision - making and visualize data effectively.

TASK 13 – GRANT WRITING SERVICES

13.1 – Notify the City of all applicable Grant funding opportunities from all sources.

13.2 – Provide the City with technical and grant writing support in applying for regional, state, and federal grant opportunities. Prepare competitive grant applications for both Planning Action Plans and Implementation Projects.

13.3 – Provide the City with grant components including application narrative, project justification, grant -specific objectives, project scope of work, and project timeline.

TASK 14 – STAKEHOLDER AND PUBLIC OUTREACH

14.1 – Identify Stakeholders and City Needs : LLG will collaborate with City staff to identify key stakeholders, such as local agencies, emergency services, schools, public health organizations, and community groups , to ensure broad
representation. In parallel, we will develop an
understanding of community needs by identifying priority topics to guide engagement and generate meaningful public feedback.

14.2 – Stakeholder Engagement Committees : LLG will
coordinate with the City to establish and facilitate key stakeholder groups, including a Stakeholder Working Group (SWG) and other project-specific committees. These groups will guide plan development, ensure alignment with City priorities, and provide input from technical experts and community representatives.

14.3 – Community Engagement Plan (CEP) Development
and Implementation: LLG will prepare and implement a
detailed Community Engagement Plan (CEP) that will
actively involve the community in the planning process for 544
Proposal for On-Call Traffic Engineering Services
City of Orange | Linscott, Law & Greenspan, Engineers 12

A B C D E F G H I J K 1 2
the project. The outreach plan will leverage LLG’s
experience to maximize engagement and ensure input is
collected effectively.

14.4 – Public Workshops: LLG will coordinate a mix of in - person and virtual workshops, supported by digital
engagement tools, to gather broad community input on
transportation safety issues. We will lead presentations, engage technical staff, and manage Q&A sessions to ensure productive dialogue. The draft Community Engagement
Plan (CEP) will be reviewed by City staff and the Stakeholder Working Group (SWG), with LLG incorporating feedback
before finalizing it for implementation. The workshops will:
• Feature an interactive format to solicit feedback from residents.
• Focus on the needs of seniors, commuters, and
underserved populations within the City.

14.5 – Website Development, Social Media Content, Online Comment Maps, Feedback Forms and Community Surveys:

LLG’s outreach efforts will also include the following tools to facilitate broad engagement:
 Website: LLG will prepare timely, engaging news
releases to inform the public and encourage
participation. Content will be shared via a dedicated
website, City bulletins, and social media platforms.
 Social Media Content: LLG will provide the
City outreach content to share through
the City’s social media platforms.
 Online Comment Map : LLG will create an
interactive online comment map that will be posted on
the dedicated website, allowing community members
to provide geographic- specific feedback and
comments.
 Community Survey: LLG will prepare a community
survey to gather public input, with results analyzed to inform the planning process.

14.6 – Public Involvement and Feedback Collections : LLG will analyze stakeholder and public feedback to align
community priorities with data -driven findings. Recurring themes will help identify focus areas and guide the
development of targeted safety strategies.

14.7 – Feedback Collection for Project: LLG will develop and provide all necessary materials to collect and document public feedback, including:
• Presentation slides and handouts summarizing key
findings and proposed strategies.
• Comment forms and surveys to capture attendee input.
• Maps and infographics to illustrate the project visually.

TASK 15 – MISCELLANEOUS TRAFFIC ENGINEERING

TASKS & SERVICES

15.1 – LLG is also well qualified to provide the following consulting support services for the City:
• Preparation of Plans, Specifications , and estimates for Capital Improvement Program (CIP) projects
• Multi-Modal and Complete Streets traffic engineering
support and policies
• Prepare or review the conditions of approval
• School-related circulation
• Safe Routes to School (SRTS) Plans
• Respond to traffic-related residents’ requests
• Transit Studies and Corridor Studies
• Traffic Simulation utilizing Synchro or Vistro software • Traffic Calming Support, including design and review
• Evacuation Modeling
• Assist staff in producing reports and making
presentations on transportation -related topics (i.e.,
attend Neighborhood meetings, Traffic Commission
meetings, Planning Commission meetings and/or City
Council meetings)
• Training: provide and facilitate training of staff in specific transportation planning areas as requested by
the City
• Upon request, conduct investigations and prepare
reports regarding requests for traffic control device
installations and modifications, such as parking
regulations, speed zones, channelization, crosswalks,
pedestrian, and bicycle facilities
• Upon request, advise, support & assist City
departments, committees, commissions , and the City
Council. In addition, provide an interface with Regional and State transportation agencies. Assist in the
preparation of traffic -related portions of the City’s
operational and capital improvement budgets
• Upon request, assist in the modification of the Traffic Ordinance, development fees and assessment fees for
capital traffic improvements and maintenance
• Upon request, assist the City’s Director of Public Works & Engineering Services in the selection of other
consultants to perform the design of traffic safety
projects
• Provide oversight of design and other consultant
contracts for traffic safety projects
• Upon request, assist in the modification of the City’s Guidelines and Code
• Upon request, prepare warrant studies per latest
California MUTCD
• Upon request, provide traffic counts through
appropriate subconsultants
• Upon request, LLG will prepare or update an Active
Transportation Plan focused on pedestrian & bicycle
mobility by assessing existing conditions, engaging the public, identifying infrastructure needs, and
recommending prioritized improvements aligned with
local, state, and federal guidelines
• Upon request, LLG will prepare a Safety Plan/Report such as a Local Road Safety Plan (LRSP), SS4A Action
Plan, etc., by analyzing collision data, identifying high - risk areas, public engagement, and re commending
strategies to enhance safety across the City ’s
transportation network
545

FEE SCHEDULE
The most current Fee Schedule, including the rates of all applicable staff who may be assigned to the City, as well as any applicable overtime hourly rates, mileage costs, and pricing for additional billing requirements , is shown below . All hourly rates quoted at the commencement of any specified project shall remain valid for the duration of that project. Our services will be billed monthly on a time -and-materials basis, according to the Rate Schedule below . Additionally, the fee schedule for our traffic count subconsultant, Transportation Studies, Inc. (TSI), can be found on the following page.

RATE SCHEDULE

TITLE PER HOUR

Principals
Principal Engineer ............................................................................. $ 298.00 Associate Principal Engineer ............................................................. $ 268.00 Planning/Design Manager ................................................................. $ 249.00

Transportation Engineers
Senior Transportation Engineer ........................................................ $ 226.00 Transportation Engineer III ............................................................... $ 200.00 Transportation Engineer II ................................................................ $ 171.00 Transportation Engineer I ................................................................. $ 147.00

Transportation Planners
Senior Transportation Planner .......................................................... $ 200.00 Transportation Planner III ................................................................. $ 171.00 Transportation Planner II .................................................................. $ 146.00 Transportation Planner I ................................................................... $ 130.00

Signal System Specialist
Senior Signal System Specialist ......................................................... $ 226.00 Signal System Specialist III ................................................................. $ 200.00 Signal System Specialist II .................................................................. $ 171.00 Signal System Specialist I ................................................................... $ 147.00

Technical Support
Engineering Associate III ................................................................... $ 150.00 Engineering Associate II .................................................................... $ 145.00 Engineering Associate I ..................................................................... $ 140.00 Engineering Computer Analyst II ....................................................... $ 138.00 Engineering Computer Analyst I ........................................................ $ 109.00

Senior CADD Drafter.......................................................................... $ 140.00 CADD Drafter III ................................................................................. $ 130.00 CADD Drafter II .................................................................................. $ 115.00 CADD Drafter I ................................................................................... $ 98.00

Senior Engineering Technician .......................................................... $ 140.00 Engineering Technician II .................................................................. $ 130.00 Engineering Technician I ................................................................... $ 99.00

Word Processor/Secretary ................................................................ $ 92.00 Engineering Aide I ............................................................................. $ 70.00

- Litigation support may be charged at 125% of the base rate. Consultation in connection with litigation and Court appearances w ill be quoted separately. - Project-related mileage will be billed at the prevailing standard mileage rate as determined by the IRS. - Subcontractors and other project-related expenses will be billed at cost plus 15%. - The above schedule is for straight time. Overtime will be charged at 1.50 times the standard hourly rates. - Interim and/or monthly statements will be presented for completed work. These will be due and payable upon presentation unles s prior arrangements are made. 546
547
548
549
550
551
552
553
554
555
556
557
558

Page 15 of 42 ends

SECTION III

SCOPE OF WORK

RFP NO. 24-25.24

559

Page 16 of 42 ends

SECTION III: SCOPE OF WORK

560

Page 17 of 42 ends

561

Page 18 of 42 ends

Deliverables

Consultant is expected to have a close working relationship with City staff and remain very accessible throughout the contract duration. The Consultant shall act as an extension of City staff.

A member of the consulting firm will be required to attend meetings with other jurisdictions, City departments, or public outreach events if an individual project requires extra coordination.

562

City of Orange
Proposal for On-Call Traffic Engineering Services | RFP No. 24-25.24 6 Work Plan
Scope of Work
Traffic Studies for Capital Projects
The LCI team of planners and engineers are capable in analyzing the traffic impacts of proposed developments including office, residential, commercial, educational, medical, retail, and other land uses, as well as mixed-use development. Our engineers research existing conditions, conduct field investigations, and appl y the latest analytical tools, techniques and software to develop reliable assessments of traffic impacts. Based on the review of traffic impact analyses, we will provide recommendations for practical/executable solutions and innovative mitigation plans.

LCI has prepared hundreds of traffic impact analysis studies for numerous agencies and private developers throughout Southern California. Our staff utilizes tools such as Synchro software, which report results in both ICU and HCM methodologies. Our staff h as experience preparing studies with as many as 350 study intersections.

Traffic Impact and/or Parking Study Review for Private Developments Our area -wide parking studies determine the parking needs of major development, commercial/business centers and university/medical campuses. The LIN Consulting team performs demand and utilization surveys, projects future parking space needs, identifies po tential parking facility sites and recommends parking management programs. Our staff has assumed the leadership role in updating the ITE Parking Generation Report and served as consultants for the Urban Land Institute (ULI) parking resource documents. Our design services include external access, control gates/fee collection equipment, internal circulation, parking guidance systems, and parking layout. For existing facilities, we modify layouts to increase parking spaces and improve access and circulation.

Traffic Signal Design
Design work for traffic signal improvements is a critical aspect of modern traffic management. This process involves the upgrading of signal systems to enhance traffic flow, reduce congestion, and improve safety. It also includes the integration of advance d technologies such as adaptive signal control, pedestrian and bicycle detection systems, retroreflective tape on traffic signal backplates, and energy -efficient LED lighting - all designed with the intent for safety improvements. LCI’s comprehensive approach aims to improve the efficiency of traffic movement and to further enhances safety for all road users.

LCI prepares traffic signal installation/modification plans at a scale of 1"=20'. The traffic signal modification/ installation plans provide details necessary for the construction of a traffic signal modification/installation. At minimum, the plans include, but are n ot limited to, replacement and/or installation of traffic signal poles, conduits, wires, cables, interconnect, fiber optic cable, loops, pull boxes, service equipment, controller equipment, battery back-up system, enclosures, electrical feed, l uminaires, mast arm signs, and as well as the necessary construction notes, schedules, phasing diagram, and details.

Traffic Control Plan Preparations
LCI prepares traffic control plan s in accordance with the latest edition of the Caltrans Standard Plans and Specifications, Work Area Traffic Control Handbook Manual standards, California MUTCD; and the City of Orange’s standard plan requirements. A detailed and fully engineered traffic control plan can be prepared for proposed construction work. The traffic control plan will permit the contractor to safely work within the public right-of-way efficiently and effectively while maintaining a safe flow of traffic for the public, whether in vehicles, bicycles or as pedestrians, traveling through the wor k zone. The plan serves to depict the construction to be performed and the traveled way that will be utilized by all movements of traffic during each phase of construction.

Traffic Control plans are prepared at a scale of 1"=40'. At minimum, traffic control plans depict the existing and proposed temporary k -rail, striping, signing, pavement markings, pavement markers, pavement text, delineators, and as well as other pertinent construction notes, and details drafted per City Standard Plans and meet the latest California Manual of Uniform Traffic Control Devices. 563

City of Orange
Proposal for On-Call Traffic Engineering Services | RFP No. 24-25.24 7 Plan Check for Capital/Development Projects and Traffic Control Plans As part of providing contract traffic engineering services to several Cities adn Agencies, LCI staff have reviewed and prepared comments on plans, specifications and construction cost estimates (prepared by others) for proposed improvements and/or modifications to traffic engineering related projects. Typical projects included traffic control, traffic signals, street lighting and signing and striping designs. We customize our plan check lists based on each Agency’s requirements.

Street Light Design and Plan Check
Our team prepares Street lighting plans at a scale of 1"=40'. The street lighting plans include at minimum, the required street light poles, fixtures, luminaires, conduits, cables, pull boxes, service equipment, lighting control systems, foundations, enclosures, electrical feeds, as well as necessary construction notes and details. Lighting analysis and voltage drop calculations can be provided for proper light pole spacing and conductor size, respectively, on the design. As necessary, wiring diagrams, lighting control diagrams, and project notes will be developed to enhance the constructability of the design.

LIN Consulting, Inc. has provided plan check services for street lighting and can provide plan checks.

Signing and Striping Plan Preparation and Plan Check
LCI is experienced in preparing signing and striping plans. Signing and striping plans are prepared at a scale of 1"=40'. At minimum, the signing and striping plans depict the existing, removed and proposed striping, signing, pavement markings, pavement markers, pavement text, delineators, and as well as other pertinent construction notes, and details drafted per City Standard Plans and meet the latest California Manual of U niform Traffic Control Devices.

LIN Consulting, Inc. has provided plan check services for signing and striping plans and can provide plan checks.

Construction management and construction engineering
LIN Consulting has assisted Cities, Agencies, and Authorities in reviewing shop drawing submittal, material substitution, propose change orders and responding to construction RFI/RFC. LCI staff can attend construction job site meetings, if required.

Technical Support for Funding and Grant Application/Grant Funding Oversight The LCI team has successfully advised and co -authored funding applications with cities such as Ventura, Lancaster, Palmdale, Ridgecrest, and Victorville, leveraging Active Transportation Program (ATP) funding as well as local Call for Projects funding. Ove r the first three ATP cycles, LCI’s grant applications have resulted in over $12 million in Federal-aid funding awards for its clients.

Intelligent Transportation Systems (ITS) Design
LCI is experienced in preparing design documents for ITS project(s). ITS elements for projects may include tables, fiber optic cable, and CCTV camera installation plans, fiber assignments, travel time devices, connected and autonomous vehicle designs and system detection plans, and other special drawings. Our team prepares design documents that include signal interconnect sheets prepared at a scale of 1”=40’. Plans are prepared in accordance with Public Works policies, procedures, and standards (and Caltran s, if applicable). The design includes known existing underground utility information compiled during this task. The design plan set may include Interconnect layout sheets, Intersection detail sheets, Network block diagram, Central communications layout, Fiber splice diagrams, ITS element construction details, Controller cabinet modification details, and Hub detail.

Traffic Signal Timing and Coordination Studies
Traffic signal timing is a crucial component of traffic management, directly affecting the efficiency and safety of intersections and roadway networks. This includes the ability to read and interpret timing sheets, which detail the specific phases, cycle l engths, and timing intervals for signals. Proper coordination of signal timing across multiple intersections, often referred to as signal timing coordination, is essential for ensuring smooth traffic flow along corridors, reducing stops, and minimizing delays. 564

City of Orange
Proposal for On-Call Traffic Engineering Services | RFP No. 24-25.24 8 Our approach to traffic signal timing and optimization begins with a thorough review of existing timing sheets to assess current settings and identify inefficiencies. Drawing on our previous experience, we are able to transfer the information from these timing sheets into traffic simulation models to evaluate and test different timing strategies. This process ensures that signals across multiple intersections are effectively synchronized, promoting smooth and continuous traffic flow along key corridors. Using traffic modeling and simulation tools, we analyze various scenarios and optimize signal timings to address identified issues and improve overall traffic performance.

Traffic Counts and Data Collection
LCI understands the need for accurate traffic data. This information is essential in making decisions relating to traffic studies, street design, signal warrant study and/or travel demand analysis. Data collection utilizes video based solutions if and when possible. The data collection services can include, Intersection Turning Movement Counts, Pedestrian Traffic Counts, Average Daily Traffic Counts (ADTs), Parking Occupancy Studies, Radar Speed Surveys, Travel Time Surveys, and Data collection.

Neighborhood Traffic Calming Studies, Warrant Studies, and Traffic Investigations The LCI team of planners and engineers will analyze the traffic impacts of proposed developments including office, residential, commercial, educational, medical, retail, and other land uses, as well as mixed -use development. Our engineers research existing conditions, conduct field investigations, and apply the latest analytical tools, techniques and software to develop reliable assessments of traffic impacts. Based on the review of traffic impact analyses, we provide recommendations for practical/executabl e solutions and innovative mitigation plans. LCI has prepared hundreds of traffic impact analysis studies for numerous agencies and private developers throughout Southern California. Our staff utilizes tools such as Synchro software, which report results in both ICU and HCM methodologies. Our staff has experience preparing studies with as many as 350 study intersections.

General Municipal Traffic Engineering Services
The design work involved in traffic and transportation engineering requires a meticulous blend of technical expertise, innovative problem-solving, and an in -depth understanding of urban dynamics. It encompasses the planning and development of roadways, intersections, pedestrian facilities that meet ADA standards, and traffic signal systems that efficiently manage traffic flow while ensuring safety for all users. LCI is exceptionally well - suited to performing this work dervied from extensive experience in th e field and a strong track record of delivering tailored solutions. LCI’s multidisciplinary approach ensures that every aspect of transportation infrastructure—from the initial concept to the final implementation —is carefully considered and executed to meet the highest standards of functionality, sustainability, and safety.

Our Approach
The City of Orange seeks consultants to provide professional traffic engineering sevices with the scope of work to include, but not limited to the information provided in Section III of the RFP. LIN Consulting, Inc. has provided the following to serve as represet ation of our firm’s overall work plan for the City of Orange’s On-call Task orders.

Dr. Mohammad Qureshi, will serve as the prim ary point -of-contact and primary Project Manager . Our experienced Project Manager will delegate responsibilities to the staff for each individual task order. LCI encourages frequent meetings, confirmation of goals and expectations, documentation and maintenance of records, preparation of clearly defined task descriptions, and clear assignment of overall project team roles and responsibilities as a means of delivering quality project deliverables, on-time, and within budget.

After receiving a Notice to Proceed, LCI’s Project Manager will utilize our established procedures for control, cost, and schedule reporting. We will provide monthly written invoices on the time, staffing, cost, and schedule status of each task, as well as the progress made on the task. The monthly invoices will also make note of anticipated problems and potential solutions, should problems arise. Additionally, these monthly invoices serve to closely and effectively communicate with the City staff and officials, other jurisdictional stakeholders, and the public to facilitate successful delivery of all assigned tasks. 565

City of Orange
Proposal for On-Call Traffic Engineering Services | RFP No. 24-25.24 9 The contract staffing levels, budget, and schedule shall be regarded as the baseline against which status and progress are measured and reported. Should schedule challenges arise, we will perform a “cost to complete” budget analysis and work directly with the City of Orange to adjust schedule and staffing accordingly to bring the project to a satisfactory conclusion within the established scope of work and deliverables.

LCI’s three offices are integrated into one common server which allows staff in all the offices to work on projects concurrently and effectively. Communication between our offices is conducted via telephone, e-mail, and face- to-face meetings. Our managers also meet weekly to discuss and review overall company workload, schedules, and balance staff resources. We employ internal project schedule tracking procedures using Microsoft Excel spreadsheets to facilitate communication between staff engineers and the project manager.

No. General Work Plan

1. Receipt of a Project Task Order.

2. Provide Scope of Work and Fee Estimate to City of Orange Project Manager.

3. Commence work upon receiving Notice to Proceed (NTP).

4. Develop a Work Plan including project tasks, schedule, and deliverables.

5. Execute Work Plan.

6. Kick-off meeting to confirm the requirements and obtain pertinent as-built documents.

7. Prepare project deliverables, including all necessary coordination with City staff and stakeholders.

8. Provide deliverables to the City staff and project stakeholders (if required) for review.

9. Incorporate comments from the City staff and/or other project stakeholders.

10. Provide City with final deliverables.

To consistently guarantee high-quality products for projects on time and within budget, LIN Consulting, Inc. has developed a thoroughly tailored project management plan and quality control system. Our project team routinely uses detailed project scheduling procedures, project work orders, project team meetings, project cost reviews and projections, reviews of technical/administrative status, and progress reports for project management control purposes. Depending on the size of each On-call Task Order, the following controls are applied:

Project Scheduling Procedures –The Project Manager will prepare an internal detailed project schedule based upon contract requirements. This schedule will delineate the major tasks, personnel assignments, and the time schedule used to gauge their performance. The schedule will outline work tasks, assignments, and milestones, as well as the communication, coordination, and review process that will be followed throughout the project. The Project Manager will update the project schedule every month for intern al planning purposes. The updated schedule will show any revisions necessitated by the actual occurrence of events as the study proceeds.

Project Cost Control – A software application program is utilized to process hours worked and expenses charged to the project on a weekly basis. A sub -project number is assigned to every task in an effort to better categorize and track all time and expense spent on an individual task.

Project Progress Reports - A progress report will be submitted to the City every month. The items covered in the report will include activities completed, scheduled activities for the next period, meetings attended, problems and suggested mitigation steps, and budget status.

Project meetings with City staff will be held as often as desired by the City to exchange information, review progress, identify problems, and determine any necessary adjustments to the work plan. The LCI team recognizes meetings are an integral part of the work required to accomplish project tasks and meet pre - scheduled milestones. Types of meetings include, but are not limited to, the following:

566

City of Orange
Proposal for On-Call Traffic Engineering Services | RFP No. 24-25.24 10 Project Kick-off Meeting - During this meeting, LIN Consulting will request any information or data needed by its engineers from the City’s Project Manager. This information may include items such as as-built plans, traffic counts, and preliminary improvement identifications perf ormed by the City. We would also discuss the general scope and schedule of the project, redefining them as needed.

Pre-design Meetings – For task orders requiring pre-design meetings, we will present our recommendations on required improvements for each location to the affected agencies. We will provide base plans which indicate existing conditions of the project location(s) and explore design opportunities and constraints.

Comment Review Meetings - During these meetings, we will discuss and request clarifications on the City’s comments prior to implementing design plan corrections. Comment resolution with minutes will be prepared by LIN Consulting’s team and submitted to the City within one week after the meeting.

In addition to meeting with the City, LIN Consulting’s Project Manager will hold routine internal project meetings to ensure all team members are working towards the project goals in the most efficient and expeditious manner possible. The protocols outlined above serve to streamline the Task order completion process and to allocate work as efficiently as possible for the City of Orange.

Quality Checks and Assurances
LCI has a proven track record of providing quality engineering services to public agencies for 28 years and is committed to delivering error-free excellence to the City of Orange. We believe our firm engineers will be able to fulfill this directive by enforcing our Quality Assurance and Quality Control (QA/QC) program as early and as strenuously as possible during the project development phase.

Out-going Documents – All out-going documents are meticulously reviewed before formal submittal. All documents produced by LCI- whether it is a transmittal to a client, prospective client, another consulting firm or public distribution - be reviewed by company Authority to ensure that the documents are clear, concise, and free of ambiguity. As a second opinion is invaluable in identifying alternative approaches to the analysis, it is our company policy all documents be reviewed and checked by authorized senior staff prior to submittal.

Design Plans – For Task Orders requiring design plans, all plans produced by LIN Consulting are accurately reviewed and approved prior to the distribution to other designers or to the client. All plans include initials of the personnel who designed, reviewed, back -checked, and corrected the plan (s) as well as a QA/QC signature stamp.

Our team understands our provided services will greatly impact the seniors, youth , and families in the community; that is why our team shares a sense of responsibility to provide the City with quality and accurate design plans with safety at the forefront of our minds. It is the duty of all staff to assume this same sense of business morality reflected in the work we provide to our clients.

For the most efficient, streamlined project delivery, LIN Consulting, Inc. recognizes organization is a priceless asset. LCI places importance for all plans to be labeled with the specific date and revision numbers. The electronic file of design plans, estimates, specifications, and project correspondences are stored in the centralized server, which automatically mirrors and stores information on a secondary server located at our other branch offices. This back-up process enhances the safety and security of all electronic files generated by and for the project while serving as effectual, systemic document referencing for all parties involved.

567

HOURLY RATE
$300
$260
$230
$220
$180
$150
$125
$105
$75
Standard Fee Schedule

STAFF LEVEL
Principal
Senior Project Manager
Project Manager
Senior Engineer
Assistant Project Manager
Assistant Engineer
RFP No. 24-25.24, City of Orange On-Call Traffic Engineering Services Project Engineer
Technical Support
Administrative Support
The above rates are effective to December 31, 2028. After the date specified, the labor rates may be adjusted to compensate for labor adjustments and other increases in labor costs.

The cost of printing, mileage, mailing and other expenses incidental to the performance of the services are not included in the hourly rates of above listed hourly rate schedule.
568

PROFESSIONAL SERVICES AGREEMENT
[On-Call Traffic Engineering Services]

THIS PROFESSIONAL SERVICES AGREEMENT (the “Agreement”) is made at Orange, California, on thi s _____ day of ____________, 20 25 (the “Effective Date”) by and between the CITY OF ORANGE, a municipal corporation (“City”), and MICHAEL BAKER INTERNATIONAL, INC., a Pennsylvania corporation (“Contractor”), who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide general on -call traffic engineering services in accordance with the Standard of Care the services set forth in Exhibit “A ,” which is attached hereto and incorporated herein by reference. As a material inducement to City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated and considered the scope of services and fully understands the difficulties and restrictions in performing the work. The services which are the subject of this Agreement are not in the usual course of City’s business and City relies on Contractor’s representation that it is independently engaged in the busi ness of providing such services and is experienced in performing the work. Contractor shall perform all services with the care and skill used by members of Consultant’s profession practicing under similar circumstances at the same time and in the same locality (the “Standard of Care”) . All services provided shall conform to all federal, state and local laws, rules and regulations. The terms and conditions set forth in this Agreement shall control over any terms and conditions in Exhibit "A" to the contrary.

2. Compensation and Fees.

3. Payment.

a. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.

569
2 b. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed.

c. City will pay Contractor the amount invoiced within thirty (30) days of receipt of invoice.

d. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

4. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefor have been previously authorized in writing and approved by City and accepted in writing by Contractor as an amendment to this Agreement. City’s Project Manager is authorized to approve a reduction in the services to be performed and compensation therefor. All amendments shall set forth the changes of work, extension of time, and /or adjustment of the compensation to be paid by City to Contractor and shall be signed by the Contractor and the City’s Project Manager, City Manager or City Council, as applicable.

570
3 8. Designated Persons. Only those qualified persons authorized by City’s Project Manager, or as designated in Exhibit “A,” shall perform work provided for under this Agreement.

It is understood by the parties that clerical and other nonprofessional work may be performed by persons other than those designated.

11. Reserved.

12. Reserved.

13. Delays and Extensions of Time . Contractor's sole remedy for delays outside its control, other than those delays caused by City, shall be an extension of time. No matter what the cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the reasonable satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor’s control. If Contractor believes that delays caused by City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost at the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount stated in Section 2.a, above, absent a written amendment to this Agreement.

14. Products of Contractor. The documents, studies, evaluations, asses sments, reports, plans, citations, materials, manuals, technical data, logs, files, designs and other products produced or provided by Contractor exclusively for this Agreement shall become the property of City upon Contractor’s receipt of final payment. Contractor shall deliver all such products to City prior to payment for same. Any reuse of Contractor’s work product without written verification or adaptation by Contractor will be at the City’s own risk and without liability or legal exposure to Contractor. The City shall indemnify and hold harmless Contractor from all claims, dam ages, losses, and expenses, including reasonable attorneys’ fees, arising out of or resulting therefrom.

Notwithstanding anything to the contrary in this Agreement, Contractor retains all right, title and interest in and to any of Contractor’s pre -existing and/or background Intellectual Property and/or any information that was in Contractor’s possession prior to the execution of this Agreement.

15. Equal Employment Opportunity . During the performance of this Agreement, Contractor agrees as follows:

571
4 a. Contractor shall not discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law. Contractor shall ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law.

Contractor further agrees that it shall not be eligible to work as the design/build firm for the project that is the subject of this Agreement.

17. Indemnity.

a. To the fullest extent permitted by law, Contractor agrees to indemnify, City, its City Council and each member thereof, and the officers, officials, and employees of City (collectively the “Indemnitees”) from liability arising out of:

(2) Any claim, loss, injury to or death of persons or damage to property caused by any negligent act, error or omission of Contractor, or person, firm or corporation employed by Contractor, either directly or by independent contract, including all direct damages due to loss or theft sustained by any third party, to the extent arising directly out of, Contractor’s performance of the work or services which are the subject of this Agreement, including injury or damage either on or off City’s property; but not for any loss, injury, death or damage caused by 572
5 the active negligence or willful misconduct of City or for any other act, fault, or wrongdoing of City or the Indemnitees. Contractor, at its own expense, cost and risk, shall indemnify third party claims, actions, suits or other proceedings that may be brought or instituted against the Indemnitees on any such claim or liability covered by this subparagraph, and shall pay or satisfy any judgment that may be rendered against the Indemnitees, or any o f them, in any action, suit or other proceedings as a result of coverage under this subparagraph.

b. To the fullest extent permitted by law, and as limited by California Civil Code 2782.8, Contractor agrees to indemnify Indemnitees from third party liability arising directly out of any claim, loss, injury to or death of persons or damage to property to the extent caused by its negligent professional act or omission in the performance of professional services pursuant to this Agreement.

18. Insurance.

b. Contractor shall maintain during the life of this Agreement the following minimum amount of comprehensive general liability insurance or commercial general liability insurance in the amount of (1) One Million Dollars ($1,000,000) per occurrence. Said insurance shall cover bodily injury, death and property damage and be written on an occurrence basis.

c. Contractor shall maintain during the life of this Agreement, the following minimum amount of automotive liability insurance: of (1) a combined single limit of One Million Dollars ($1,000,000); Said insurance shall cover bodily injury, death and property damage for all owned, non-owned and hired vehicles and be written on an occurrence basis.

d. Reserved.

e. Each policy of general liability and automotive liability shall provide that City, its officers, officials, agents, and employees are declared to be additional insureds under the terms of the policy, but only with respect to the work performed by Contractor under this Agreement. A policy endorsement to that effect shall be provided to City along with the certificate of insurance. In lieu of an endorsement, City will accept a copy of the policy(ies) which evidences that City is an additional insured as a c ontracting party. The minimum coverage required by 573
6 Subsection 18.b and c, above, shall apply to City as an additional insured. Any umbrella liability insurance that is provided as part of the general or automobile liability minimums set forth herein shall be maintained for the duration of the Agreement.

g. The insurance policies maintained by Contractor shall be primary insurance and no insurance held or owned by City shall be called upon to cover any loss under the policy.

Contractor will determine its own needs in procurement of insurance to cover liabilities other than as stated above.

i. Except for professional liability insurance coverage that may be required by this Agreement, all insurance maintained by Contractor shall be issued by companies admitted to conduct the pertinent line of insurance business in California and having a rating of Grade A or better and Class VII or better by the latest edition of Best Key Rating Guide. In the case of professional liability insurance coverage, such coverage shall be issued by companies either licensed or admitted to conduct business in Califo rnia so long as such insurer pos sesses the aforementioned Best rating.

j Contractor shall immediately notify City if any required insurance lapses or is otherwise modified and cease performance of this Agreement unless otherwise directed by City.

In such a case, City may procure insurance or self-insure the risk and charge Contractor for such costs and any and all damages resulting therefrom, by way of set -off from any sums owed Contractor.

k. Contractor agrees that in the event of loss due to any of the perils for which it has agreed to provide insurance, Contractor shall look solely to its insurance for recovery.

l. Contractor shall include all subcontractors, if any, as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor to City for review and approval. All coverages for subcontractors shall be subject to all of the requirements stated herein.
574
7 19. Termination. City may for any reason without cause terminate this Agreement by giving Contractor not less than five (5) days’ written notice of intent to terminate. In the event that Contractor materially defaults on any of its obligations under this Agreement, City shall provide written notice of such default and Contractor shall have no less than ten (10) business days from receipt of notice to cure such default. Sh ould Contractor fail to cure within the time period, City may terminate this Agreement for cause upon written notice to Consultant. Upon receipt of such notice, Contractor shall immediately cease work, unless the notice from City provides otherwise.

Upon the termination of this Agreement, City shall pay Contractor for services provided in accordance with the Standard of Care and all allowable reimbursements incurred to the date of termination in compliance with this Agreement. City shall not be liable for any claim of lost profits.

21. Compliance with all Laws/Immigration Laws.

a. Contractor shall be knowledgeable of and comply with all local, state and federal laws which may apply to the performance of this Agreement.

b. If the work provided for in this Agreement constitutes a “public works,” as that term is defined in Section 1720 of the California Labor Code, for which prevailing wages must be paid, to the extent Contractor’s employees will perform any work that falls within any of the classifications for which the Department of Labor Relations of the State of California promulgates prevailing wage determinations, Contractor hereby agrees that it, and any subcontractor under it, shall pay not less than the specified preva iling rates of wages to all such workers . The general prevailing wage determinations for c rafts can be located on the web site of the Department of Industrial Relations (www.dir.ca.gov/DLSR). Additionally, to perform work under this Contract, Contractor must meet all State registration requirements and criteria, including project compliance monitoring.

c. Contractor represents and warrants that it:

(1) Has complied and shall at all times during the term of this Agreement comply, in all respects, with all immigration laws, regulations, statutes, rules, codes, and orders, including, without limitation, the Immigration Reform and Control Act of 1986 (IRCA); and
575
8 (2) Has not and will not knowingly employ any individual to perform services under this Agreement who is ineligible to work in the United States or under the terms of this Agreement; and

d. Contractor shall require all subcontractors or subconsultants to make the same representations and warranties as set forth in Subsection 21.c.

f. Contractor shall require all subcontractors or sub-consultants to make the same verification as set forth in Subsection 21.e.

23. Integration. This Agreement constitutes the entire agreement of the parties. No other agreement, oral or written, pertaining to the work to be performed under this Agreement shall 576
9 be of any force or effect unless it is in writing and signed by both parties. Any work performed which is inconsistent with or in violation of the provisions of this Agree ment shall not be compensated.

“CONTRACTOR” “CITY”

Michael Baker International, Inc. City of Orange
500 Hutton Centre Dr., Suite 500 300 E. Chapman Avenue Santa Ana, CA 92707 Orange, CA 92866-1591
Attn.: Kim Preap, Department Manager Attn.: Larry Tay, City Traffic Engineer

Telephone: 949-330-4152 Telephone: 714-744-5525
E-Mail: [email protected] E-Mail: [email protected]

26. Limitations/Qualifications. To the fullest extent permitted by law, the Parties expressly agree that: (i) Contractor shall not be liable to City for any special, incidental, indirect, exemplary or consequential loss, damage, expense or cost (including, without limitation, loss of use, revenue, income, profit, financing, business and/or reputation) arising out of or relating in any way to the Agreement, Services or Project; (ii) Contractor is entitled to rely on the accuracy of any information or documentation furnished to Contractor by City in connection with the Project, and shall not be liable for any site, legal or environmental condition or requirement relating to the Services that is not disclosed or is unknown to Contractor prior to the Effective Date; (iii) Contractor shall not be liable for any failure to perform to the extent such failure is caused by any event, occurrence, or circumstance beyond the reasonable control of Contractor; (iv) Contractor’s total aggregate liab ility (whether such liability is based in contract, warranty, tort, equity, strict liability, statute, common law, and/or any other claim or theory) for any loss, damage, expense or cost of whatsoever kind or nature arising out of or relating in any way to the Agreement, Services and/or Project shall not exceed the net sum paid to Contractor for the Services; and that (v) any cause of action asserted by City against Contractor arising out of or in any way relating to the Services, Agreement, or Project shall be deemed to have accrued no later than the date the Services were completed by Contractor. Each of the foregoing limitat ions are separate and independent of the other, and shall survive termination or completion of the Agreement, Services and/or Project.

27. Construction Means. Contractor shall not be responsible for construction means, methods, techniques, sequences or procedures of construction contractors, or the safety 577
10 precautions and programs incident thereto, and shall not be responsible for such contractors’ failure to perform work in accordance with the contract documents.

28. Estimates. City acknowledges that Contractor cannot control market conditions or construction costs, means, methods, techniques and/or processes. As such, notwithstanding anything to the contrary contained herein, City agrees that Contractor makes no representation, warranty or guarantee as to the accuracy of any estimate (e.g., cost, quantity) related to the Project that is furnished by Contractor in connection with the Services, and further agrees that Contractor shall bear no responsibility for any increase, inaccuracy or deviation in any such estimates.

29. No Third-Party Beneficiaries. Nothing contained herein is intended to nor shall be construed as giving any third -party (other than the Parties’ successors and permitted assigns) any interest in the Agreement, Services or Deliverables, and/or any right or claim against Contractor with regard to the Agreement, Services or Deliverables.

30. Force Majeure. Contractor shall not be liable for any failure to perform or any impairment to its performance to the extent such failure or impairment is caused by (i) any act of God, fire, flood, natural catastrophe, labor dispute or strike or shortage, national or stat e emergency, epidemic or pandemic, insurrection, riot, act of terrorism, war, act of government, (ii) any action or inaction of City or a third -party engaged by City, and/or (iii) any other event, occurrence or circumstance beyond the reasonable control of Contractor (each, a “Force Majeure Event”).

[Remainder of page intentionally left blank; signatures on next page]

578
579

EXHIBIT “A”

SCOPE OF SERVICES

[Beneath this sheet.]
580

Page 15 of 42 ends

Orange City CouncilNovember 12, 2025

Orange City Council
November 12, 2025