San Luis Obispo City Council
February 18, 2025

Printed By: Nathan Lenski on 10/9/2024 5 of 16
from each client, with back up documentation. Files will be maintained and available for county inspection. HASLO currently performs income and compliance certifications for over 3,000 clients annually.

B.6. Describe your project staff’s experience with Section 3 (as outlined in 24 CFR Part 75).

Our team has worked with County staff closely over the years to satisfy Section 3 as outlined in 24 CFR Part 75. The Director of Construction ensures that Section 3 language is included in the relevant construction documents and requests for proposals for contractors. Our team also provides the annual reports per the County’s request.

B.6a. Section 3 Manager Name
Michael Burke
B.6.b. Section 3 Manager Title
Director of Construction and Development
B.7. If the County allocated funds to your organization in previous years, do any of those funds remain unspent? Yes
B.7.a. Please provide the following information:

Project Name Funding Source and Year Remaining Amount
Arroyo Terrace Title 29 2021 $88,928.00
Toscano CDBG 2021- Retainer $48,370.00
Shell Beach HOME ARP 2022 - Retainer $8,927.10
Shell Beach HOME 2022 - Retainer $17,818.00
Shell Beach T-29 2022 - Retainer $12,737.50
Arroyo Terrace 2024 Allocations Coming $0.00
Monterey Senior 2024 Allocations Coming $0.00
$176,780.60
B.8. Does your organization comply with the Generally Accepted Accounting Principles as outlined in 2 CFR § 200? Yes

Printed By: Nathan Lenski on 10/9/2024 6 of 16
C. Proposed Project & Project
Details
Completed by [email protected] on 10/4/2024 9:29 PM
Case Id: 30262
Name: San Luis Obispo Nonprofit Housing Corporation -
Address: 2025 1422 Monterey Street , San Luis Obispo, CA 93401
C. Proposed Project & Project Details
Please provide the following information.

C.1. Name of Proposed Project
Monterey Family Apartments
C.2. Project/Program Address(es)
1422 Monterey Street San Luis Obispo, CA 93401
C.3. Accessor's Parcel Number(s).
001-137-015, 013
C.4. Areas Served-Select all that apply
 City of Arroyo Grande
 City of Atascadero
 City of Morro Bay
 City of Paso Robles
 City of Pismo Beach
 City of San Luis Obispo
 City of Grover Beach
Not eligible for CDBG or HOME
 Unincorporated Community
C.5. Will the project require any acquisitions?
Yes
C.5.a. Please upload the following documentation:
 Attachment F – Appraisal of Property *Required
**No files uploaded
C.5.b. What is the proposed purchase amount?
$3,800,000.00

Printed By: Nathan Lenski on 10/9/2024 7 of 16
C.5.c. What is the anticipated escrow closing date?
11/12/2025
C.6. Will the current owner, residential occupants, and/or commercial occupants be displaced by the project? No
C.7. Provide a complete description of the proposed project and proposed outcomes:

See C8. and C9. below.

C.7.a. Number and Unit Type (size) of Proposed Units Created and/or Rehabilitated:

Unit Type (Size) Created Units Rehabbed Units
Studio 2
1 br 22
2 br 13
3 br 14
C.7.b. Of the total number of new units created, how many will be deed-restricted? 50 C.7.c. Please upload the following documentation:
 Attachment H – Timeline: Attach a timeline for key steps of project implementation. Include key steps or phases of project implementation such as, but not limited to, the following: predevelopment, financing, use permitting, construction permitting, demolition, grading, construction finance close, construction milestones, placed in service date, permanent loan conversion, etc. *Required **No files uploaded
 Attachment I – Maps, Photos, Drawings, Plans: Upload a complete set of drawings/plans here. Also include any maps or photos available. *Required
**No files uploaded
Required for HOME funding; not required but recommended for all other funding.  Attachment J – Most Recent Market Study
**No files uploaded
C.8. Describe site and neighborhood standards including proximity to services, transportation, and employment:

The project site is located in the northern portion of the City within a mixed-use neighborhood comprised of singlefamily homes and commercial properties. The project site is accessible from Monterey St. Residents will have access to transit options right along Monterey St. and the site is within walking distance of numerous amenities including Grocery, Pharmacy, Parks, Library, Medical and Senior Services. The site slopes uphill from Monterey St. with approximately 11’ of elevation difference. The project minimizes potential impacts to and from adjacent properties by locating commercial activities and open space areas towards Monterey Street and residential uses above the commercial towards the center of the property to provide adequate separation from the existing single-family residences in the adjacent R-2 zoning district. The vicinity is developed with a mix of commercial and residential uses that is conducive to a mixed-use project at this location. The project’s proposed common area is located along Monterey Street, which is oriented toward the commercial frontage, minimizing potential adverse impacts from nonPage 179 of 504 Printed By: Nathan Lenski on 10/9/2024 8 of 16
residential project noise to the adjacent residential neighborhood.

C.9. What is the current zoning designation of the project site? The site is zoned C-R & C-R-S (Commercial Retail with a Special Considerations Overlay) . The project has obtained all land use entitlements from the San Luis Obispo Planning Commission for a new 86,180 square foot mixed use project consisting of 55 senior affordable units and 51 family affordable units and 4,336 of commercial space and a threestory parking garage and associated various exceptions, concessions and development waivers.

C.10. Is the proposed project consistent with the site’s current land use and zoning designation? Yes
C.11. Have necessary Land Use Permits and/or Construction Building Permits been issued? Yes
C.11a. If yes, what is their current expiration date(s)? The existing land use entitlements expire November 16, 2025. However, they vest upon issuance of a building permit which is expected to occur in mid-October 2024 as the first phase: Monterey Senior is required to break ground by November 12, 2024.

C.12. Describe how the project will align with a Line of Effort (or multiple Lines of Effort) to support the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027).

The project aligns with LOE 1, LOE 4 - The project creates new affordable housing and proposes to use CDBG to support affordable housing, while also leveraging tax credits. (LOE 4(D)(3)) In addition, the City of San Luis Obispo can pool its CDBG with the County to speed up housing development, and thus in this scenario provide local support to address our funding gap.

C.13. Select all population(s) expected to be served through this project and include number of units expected for each chosen population:
 Low-/moderate-income households
 Multifamily
 Age Restricted (including seniors)
 Persons Experiencing Homelessness
 Persons with Disabilities
 Person Experiencing Chronic Homelessness
 Farmworkers
 Veterans
 Domestic Violence Survivors
 Unaccompanied Youth (under 25 years of age)
C.13a. Has your organization previously received a grant to serve any of the populations expected to be served??

Printed By: Nathan Lenski on 10/9/2024 9 of 16
Yes
If yes, provide a brief description of those grant activities and the outcomes you achieved:

San Luis Obispo Non-profit Housing Corporation have received multiple previous County Funding awards. SLONP have successfully received grants for several development projects. These projects have positively contributed to the lack of affordable housing in San Luis Obispo County.

C.14. Please name partner agencies as applicable and describe how they will participate in the delivery of the proposed project:

The proposed project will complement the county’s efforts by providing affordable housing to those that meet the definition of low to moderate income. In our project’s case, developing new affordable housing for seniors. The agencies that we collaborate with are a part of the Commission on Aging and include but are not limited to SLO Health Agency, AmeriCorps Seniors, and Adult Services.

C.15. Does the proposed project have support from the community? Yes
C.15a. Please upload the following documentation:
 Attachment K – Letters of Support
**No files uploaded
C.16. Has an environmental review been completed, CEQA and/or NEPA?  Yes - CEQA Review Complete
 No - CEQA Review Not Complete
 Yes - NEPA Review Complete
 No - NEPA Review Not Complete
 Yes - Both Have Been Completed
 No - Neither Have Been Completed
C.17. Has a Phase I or Phase II environmental assessment been conducted for the property? Yes
C.17a. Please upload the following documentation:
 Attachment L – Environmental Assessment, Phase I or II *Required **No files uploaded
C.18. Has a Phase I or Phase II archeological/historical survey been conducted at the project site? Yes
C.18a. Please upload the following documentation:
 Attachment M - Archeological/Historical Survey, Phase I or II *Required

Printed By: Nathan Lenski on 10/9/2024 10 of 16
**No files uploaded
C.19. List and describe any known hazards-e.g., asbestos, radon, lead-based paint, storage tanks – aboveground, underground. Please enter “N/A” if not applicable.

Minor asbestos and lead based paint onsite. However, such materials will be removed during the course of abatement and demolition in association with the Senior project which is scheduled to break ground on construction in November 2024.

C.20. Is the project on a property designated or been determined to be potentially eligible for designation as a local, state, or national historical site?
No
C.21. Are the building(s)/structure(s) located on a historic site or within a local historic district? No
C.22. Is the project located within a 100-year and/or 500-year flood zone? Yes
C.22a. If yes, how will the project mitigate potential flooding on the site? Not in a 100 year but is in a 500 Year. Project will be built utilizing current construction and stormwater measures.

C.22b. If yes, does your organization have flood insurance for the project site? No
C.23. Will demolition be required?
No
C.24. Are there any existing buildings on the project property that were constructed prior to 1978? Yes
C.24a. Has an asbestos risk assessment report(s) been prepared for the building(s)? Yes
C.24b. Has the building(s) been abated for asbestos?
No
C.24c. Has a lead hazard risk assessment report(s) been prepared for the building(s)? Yes
C.24d. Has the building(s) been abated for lead paint?
No
C.24e. Will children occupy the building(s)?
No

Printed By: Nathan Lenski on 10/9/2024 11 of 16
D. Funding & Eligible Activities
Completed by [email protected] on 10/4/2024 9:57 PM
Case Id: 30262
Name: San Luis Obispo Nonprofit Housing Corporation -
Address: 2025 1422 Monterey Street , San Luis Obispo, CA 93401
D. Funding & Eligible Activities
Please provide the following information.

D.1. Total Project Funding (include all Sources and Uses of funding) $43,315,610.00
D.1.a. Please upload the following documentation:
 Attachment N - Sources and Uses, including construction sources and permanent sources.: This should include a summary of where the capital used to fund a development will come from (the sources) and what this capital will be used for (the uses). *Required
**No files uploaded
 Attachment O – Commitment Letters for Funds: Required to demonstrate the 25% HOME matching funds; not required but recommended for all other funding requests. **No files uploaded
D.1.b. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? The project will size debt reflective of at least a 1.15 debt service coverage ratio for the permanent mortgage.

Additionally, we maintain an operating reserve budget for additional contingency. The project will also feature a replacement reserve with regular contributions to ensure long term building operating is maintained.

D.1.c. Please upload the following documentation:
 Attachment P – Pro Forma (20-year): Required for Rental Housing-Upload 20-Year Pro Forma here to demonstrate continued viability and affordability of the project for at least 20 years. *Required **No files uploaded
D.2. Are you requesting HOME funds?
Yes
D.2.a. Amount of HOME funds requested:
$769,779.00
D.2.b. Proposed number of HOME-assisted (deed-restricted) units:
3 D.2.c. HOME Matching Funds:

Sources Amount

Printed By: Nathan Lenski on 10/9/2024 12 of 16
State CA Infill Infrastructure Grant State CA Infill Infrastructure Grant $4,072,232.00 $4,072,232.00
D.2.d. Identify all eligible activities that apply to the proposed project:
 Acquisition
 Rehabilitation
 Relocation
 Demolition
 Site Preparation
 New Construction
 Multi-Family
 Single Family
D.2.e. Please indicate the number and type of units CREATED Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted Resident
Manager
81% and higher
AMI
Studio 1 1
1-Bedroom 6 9 7
2-Bedroom 5 4 4
3-Bedroom 6 4 3 1
Total 18 18 14 1 0
D.2.f. Is your project for REHABILITATION of existing units only? No
D.3. Are you requesting CDBG funds?
Yes
D.3.a. Amount of CDBG funds requested:
$321,866.00
D.3.b. Are at least 51% of the units in the project designated as low-/moderate-income units? Yes
D.3.c. How many new deed-restricted units will be constructed with CDBG funds? 0 D.3.d. Estimated number of unduplicated households to benefit from CDBG funds:

Beneficiary Type Estimated Number

Printed By: Nathan Lenski on 10/9/2024 13 of 16
D.3.e. Please select the national objective that best applies to the proposed project.

Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more information regarding CDBG national objectives.

Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the Low/Moderate Income objective.

Housing
D.3.f. Identify all eligible activities that apply to the proposed project:
 Acquisitions
 Rehabilitation
 Demolition or Clearance
 Site Preparation - In anticipation of a HOME funded project D.3.g. Explain how the proposed project meets the selected National Objective:

The project meets the National Objective by benefiting low/moderate income households and persons through supporting the creation of affordable housing.

D.3.h. Required Acknowledgement for Federal Grants or Contracts. Does your organization certify that, if awarded funds, it will comply with the requirements as shown as “Example D-General Conditions” and “Example Exhibit ESpecial Conditions”.

Yes
D.4. Are you requesting PLHA funds?
Yes
D.4.a. Amount of PLHA funds requested:
$76,559.00
D.4.b. How many units will be constructed with PLHA funds? 51 D.4.c. Estimated number of unduplicated households to benefit from PLHA funds:

Beneficiary Type Estimated Number
D.4.d. Identify all eligible activities that apply to the proposed project:
 Predevelopment
 Development
 Acquisition
 Rehabilitation

Printed By: Nathan Lenski on 10/9/2024 14 of 16
 Preservation
D.4.e. If awarded, how will the funds be used to produce affordable housing? These funds will be used to assist with the construction of 51 new affordable family housing units in the City of San Luis Obispo.

D.5. Are you requesting Title 29 funds?
Yes
D.5.a. Amount of Title 29 funds requested by Housing Market Area:

Housing Market Area Amount
Area 1 - North County $0.00
Area 2 - South County $0.00
Area 3 - Central County $17,296.00
Area 4 - North Coast $0.00
Open to All $52,152.00
Total $69,448.00
D.5.b. How many new deed-restricted units will be created with Title 29 funds? 0 D.5.c. Estimated number of unduplicated households to benefit from Title 29 funds:

Beneficiary Type Estimated Number
D.5.d. Identify all eligible activities that apply to the proposed project:
 Homebuyer Assistance
 Rental Housing
D.5.e. If awarded, how will the funds be used to produce affordable housing? These funds will be used to assist with the construction of 51 new affordable family housing units in the City of San Luis Obispo. The funds will be used to cover the new construction hard costs and acquisition. However, because of the large size of the project, additional public funds are needed to make the project competitive for a tax credit award.

Printed By: Nathan Lenski on 10/9/2024 15 of 16
E. Additional Documents
Completed by [email protected] on 10/4/2024 9:58 PM
Case Id: 30262
Name: San Luis Obispo Nonprofit Housing Corporation -
Address: 2025 1422 Monterey Street , San Luis Obispo, CA 93401
E. Additional Documents
Please provide the following information.

Documentation
 Attachment R – Supplemental Information
**No files uploaded

Printed By: Nathan Lenski on 10/9/2024 16 of 16
Submit
Completed by [email protected] on 10/4/2024 9:58 PM
Case Id: 30262
Name: San Luis Obispo Nonprofit Housing Corporation -
Address: 2025 1422 Monterey Street , San Luis Obispo, CA 93401
Submit
Please provide the following information.
 The applicant certifies that all information contained in this application, and supporting documentation, given for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.  I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the application and is an eligible applicant for the requested funding. The organization proposes to provide the program services or complete the project identified in this application. If this application is approved and this organization receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations and other assurances as required by the Commission.
 I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated herein.
 I further certify that the information provided in this Funding Application is correct, accurate, and complete.

In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be used to monitor performance. Activities, commitments, and representations described in the written agreement that are not subsequently made a part of the program/project as funded shall be considered a material contract failure and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.

Authorized Representative Signature
Matt Leal
Electronically signed by [email protected] on 10/4/2024 9:58 PM Authorized Representative Title
Project Manager

Printed By: David Amini on 10/25/2024 1 of 7
Overview
Completed by [email protected] on 10/1/2024 9:32 AM
Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
Overview
Please provide the following information.

Neighborly
Administration and
Capacity Building
Application
Urban County of San
Luis Obispo
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
[email protected]
Please review the Notice of Funding Availability (NOFA) and Application Guidelines before submitting your application. All applications must meet the eligibility criteria and requirements set forth in the NOFA. The Urban County of San Luis Obispo receives funding from local, state, and federal sources including Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG). Please be aware that the CDBG, HOME, and ESG fund sources are not permitted to support activities or projects located in the City of Grover Beach.

Cities participating in the Urban County of San Luis Obispo are eligible to apply for funding from the CDBG grant for Administration and/or Capacity Building projects.

Printed By: David Amini on 10/25/2024 2 of 7
A. Applicant Information
Completed by [email protected] on 10/1/2024 9:33 AM
Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
A. Applicant Information
Please provide the following information.

PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
City of San Luis Obispo
A.2. Type of Organization
Government Or Public Entity
A.3. UEI Number: For more information, visit SAM.GOV
VCUGK243NQ71
A.3.a. Please upload the following documentation:
 Attachment A - Proof of Active SAM.gov Registration *Required **No files uploaded
A.4. Address
990 Palm St
San Luis Obispo, CA 93401

CONTACT INFORMATION
A.5. Contact Person Name
David Amini
A.6. Contact Person Title
Housing Coordinator
A.7. Phone Number
(805) 781-7524
A.8. Email
[email protected]

Printed By: David Amini on 10/25/2024 3 of 7
B. Proposed Project & Project
Details
Completed by [email protected] on 10/1/2024 9:34 AM
Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
B. Proposed Project & Project Details
Please provide the following information.

B.1. Name of Proposed Project
City of San Luis Obispo - Administration
B.2. Project/Program Address
990 Palm St
San Luis Obispo, CA 93401
B.3. Areas Served-Select all that apply
 City of Arroyo Grande
 City of Atascadero
 City of Morro Bay
 City of Paso Robles
 City of Pismo Beach
 City of San Luis Obispo
B.4. Proposed Project Type-A separate application must be submitted for each project type.

Administration (24 CFR 570.206)
B.5. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and capacity building.

Staff will use CDBG funds for Program Administrative Costs as allowed under § 570.206 of Title 24. Staff will use the method of monitoring the pro rata share of the salary, wages, and related costs of each person whose job includes any program administration assignments. Assignments included in this application include but may not be limited to the following: Providing local officials and citizens with information about the program; Preparing program budgets and schedules, and amendments thereto; Developing systems for assuring compliance with program requirements; Developing interagency agreements and agreements with subrecipients and contractors to carry out program activities; Monitoring program activities for progress and compliance with program requirements; Preparing reports and other documents related to the program for submission to HUD; Coordinating the resolution of audit and monitoring findings; Evaluating program results against stated objectives; and Managing or supervising persons whose primary responsibilities with regard to the program include such assignments.

B.6. Required Acknowledgement for Federal Grants or Contracts. Does your organization certify that, if awarded

Printed By: David Amini on 10/25/2024 4 of 7
funds, it will comply with the requirements as shown as “Example Exhibit D-General Conditions ” and “Example Exhibit E-Special Conditions ”?
Yes

Printed By: David Amini on 10/25/2024 5 of 7
C. Funding & Eligible Activities
Completed by [email protected] on 10/4/2024 8:55 AM Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
C. Funding & Eligible Activities
Please provide the following information.

C.2.a. Please upload the following documentation:
 Attachment B - Most Recent Audit *Required
**No files uploaded

Printed By: David Amini on 10/25/2024 6 of 7
D. Required Documents
Completed by [email protected] on 10/1/2024 9:34 AM
Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
D. Required Documents
Please provide the following information.

Documentation
 Attachment C - Supplemental Documentation
**No files uploaded

Printed By: David Amini on 10/25/2024 7 of 7
Submit
Completed by [email protected] on 10/1/2024 9:34 AM
Case Id: 30251
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
Submit
Please provide the following information.
 The applicant certifies that all information contained in this application, and supporting documentation, given for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.  I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the application and is an eligible applicant for the requested funding.The organization proposes to provide the program services or complete the project identified in this application. If this application is approved and this organization receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations and other assurances as required by the Commission.
 I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated herein.
 I further certify that the information provided in this Funding Application is correct, accurate, and complete.

Authorized Representative Signature
David Amini
Electronically signed by [email protected] on 10/1/2024 9:34 AM Authorized Representative Title
Housing Coordinator

Printed By: David Amini on 10/25/2024 1 of 7
Overview
Completed by [email protected] on 10/1/2024 9:12 AM
Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
Overview
Please provide the following information.

Neighborly
Administration and
Capacity Building
Application
Urban County of San
Luis Obispo
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
[email protected]
Please review the Notice of Funding Availability (NOFA) and Application Guidelines before submitting your application. All applications must meet the eligibility criteria and requirements set forth in the NOFA. The Urban County of San Luis Obispo receives funding from local, state, and federal sources including Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG). Please be aware that the CDBG, HOME, and ESG fund sources are not permitted to support activities or projects located in the City of Grover Beach.

Cities participating in the Urban County of San Luis Obispo are eligible to apply for funding from the CDBG grant for Administration and/or Capacity Building projects.

Printed By: David Amini on 10/25/2024 2 of 7
A. Applicant Information
Completed by [email protected] on 10/1/2024 9:24 AM
Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
A. Applicant Information
Please provide the following information.

PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
City of San Luis Obispo
A.2. Type of Organization
Government Or Public Entity
A.3. UEI Number: For more information, visit SAM.GOV
VCUGK243NQ71
A.3.a. Please upload the following documentation:
 Attachment A - Proof of Active SAM.gov Registration *Required **No files uploaded
A.4. Address
990 Palm St
San Luis Obispo, CA 93401

CONTACT INFORMATION
A.5. Contact Person Name
David Amini
A.6. Contact Person Title
Housing Coordinator
A.7. Phone Number
(805) 781-7524
A.8. Email
[email protected]

Printed By: David Amini on 10/25/2024 3 of 7
B. Proposed Project & Project
Details
Completed by [email protected] on 10/1/2024 9:27 AM
Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
B. Proposed Project & Project Details
Please provide the following information.

B.1. Name of Proposed Project
City of San Luis Obispo Capacity Building
B.2. Project/Program Address
990 Palm St
San Luis Obispo, CA 93401
B.3. Areas Served-Select all that apply
 City of Arroyo Grande
 City of Atascadero
 City of Morro Bay
 City of Paso Robles
 City of Pismo Beach
 City of San Luis Obispo
B.4. Proposed Project Type-A separate application must be submitted for each project type.

Planning and Capacity Building (24 CFR 570.205)
B.5. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and capacity building.

Under this application, staff will continue to implement Program 1.7 from the 6th Cycle Housing Element which directly benefits homeless and low-income individuals by continuing to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutions. Staff will also continue to implement Program 8.11 from the Housing Element which requires the City's Housing Policies and Programs team to continue to provide resources that support local and regional solutions to meet the needs of homeless. Staff will also continue to support, jointly with other agencies, shelters and programs, for the homeless and displaced individuals. These policies are specifically implemented through the City's Homelessness Response Strategic Plan adopted by City Council in 2023.

B.6. Required Acknowledgement for Federal Grants or Contracts. Does your organization certify that, if awarded funds, it will comply with the requirements as shown as “Example Exhibit D-General Conditions ” and “Example Exhibit E-Special Conditions ”?
Yes

Printed By: David Amini on 10/25/2024 4 of 7

Printed By: David Amini on 10/25/2024 5 of 7
C. Funding & Eligible Activities
Completed by [email protected] on 10/4/2024 8:54 AM Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
C. Funding & Eligible Activities
Please provide the following information.

C.2.a. Please upload the following documentation:
 Attachment B - Most Recent Audit *Required
**No files uploaded

Printed By: David Amini on 10/25/2024 6 of 7
D. Required Documents
Completed by [email protected] on 10/1/2024 9:30 AM
Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
D. Required Documents
Please provide the following information.

Documentation
 Attachment C - Supplemental Documentation
**No files uploaded

Printed By: David Amini on 10/25/2024 7 of 7
Submit
Completed by [email protected] on 10/1/2024 9:31 AM
Case Id: 30250
Name: City of San Luis Obispo - 2025
Address: 990 Palm St, San Luis Obispo, CA 93401
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Please provide the following information.
 The applicant certifies that all information contained in this application, and supporting documentation, given for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.  I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the application and is an eligible applicant for the requested funding.The organization proposes to provide the program services or complete the project identified in this application. If this application is approved and this organization receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations and other assurances as required by the Commission.
 I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated herein.
 I further certify that the information provided in this Funding Application is correct, accurate, and complete.

Authorized Representative Signature
David Amini
Electronically signed by [email protected] on 10/1/2024 9:30 AM Authorized Representative Title
Housing Coordinator

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: February 18, 2025
TO: Mayor and Council
FROM: Emily Jackson, Finance Director
VIA: Whitney McDonald, City Manager
SUBJECT: ITEM 7A – REVIEW OF FISCAL YEAR 2024-25 2ND QUARTER BUDGET REPORT
Staff received the following questions, regarding the FY 2024-25 Second Quarter Budget Report. The questions are below with staff’s response shown in italics:
1) What was the methodology used to determine the recommended amounts for the additional payments to CalPERS?
The recommended amounts for the CalPERS Additional Discretionary Payments (ADPs) from the General Fund and enterprise funds are based upon staffing cost growth in each fund from FY 2018-19 to FY 2023-24. The inflators in each fund factor in both the positions that have been added since FY 2018-19, as well as negotiated changes to total compensation. More information about the increased ADPs can be found in Attachment G to the January 14, 2025 Budget Foundation Item.
2) Does staff have a recommendation for the $2 million currently assigned in the General Fund Balance for the 115 Trust?
Staff shared additional detail on the amounts included in fund balance as part of the report for clarity only. Council could direct staff to return with a recommendation to appropriate those funds for a contribution to a 115 trust, make a payment directly to CalPERS, or unassign the funds to support budgets in the 2025-27 Financial Plan.
3) What are the pros and cons of putting funds in the 115 Trust? The 115 Trust enables the City to set aside funding to contribute to the City’s pension plan. The primary feature of the 115 Trust is that once deposited, funds cannot be used for anything other than contributions to the pension. The benefit of this is that the funds are available for unfunded liability payments when the budget cannot otherwise support them—this helps to insulate the funding from potential diversion to other budgetary uses. The downside of depositing funds into the Trust is that they are not accessible for other purposes in times of financial difficulty, which means that the City has less flexibility in determining how to balance the budget to address other needs.

Item 7a. Review of Fiscal Year 2024-25 2nd Quarter Budget Report Page 2 4) What was the original intent of the funding dedicated to “tenant improvements” in the downtown area that was reallocated to other economic development initiatives, including the Buy Local Bonus? The Tenant Improvement assigned balance within the General Fund Balance was initially created in December, 2020 with Resolution 11203 (2020 Series) to appropriate $3,425,000 in unbudgeted Local Revenue Measure Funds for immediate investment in economic development efforts and homeless services largely in response the COVID-19 related impacts the City was experiencing at the time.

Additional detail can be found in the Staff Report from that agenda item. The $1,400,000 identified in the General Fund was part of the recommendation to “Create Grant Funding Opportunities for Tenant Improvements”. The goal was to be able to invest those funds to create interest income that could be used to reduce or eliminate the costs of commercial tenant improvement permits to encourage retenanting of vacant spaces. That approach did not prove feasible so the funds were set aside for economic development purposes and used in subsequent budgets to continue programs like Buy Local Bonus that do not have ongoing funding identified. The remaining balance as of June 30, 2025 is $608,000 and is expected to be fully expended in the 2025-27 Financial Plan to continue those programs (at a reduced level) and support other economic development initiatives (e.g.

HotHouse grant funding) subject to Council approval.
5) The report indicates that the Insurance Fund reserves are well below policy levels and less than a 55% confidence level based on actuarial reports. Does staff intend to address this with the 2025-27 Financial Plan? Increasing the reserve level of the Insurance Fund is one of many priorities for the 2025-27 Financial Plan and a recommendation will be contingent upon available funding. If staff prioritize funding for ongoing operations, use of one-time funding at year-end is another appropriate funding source. Staff is discussing the status of the Insurance Fund reserve as a part of 2025-27 Financial Plan development and plans to make recommendations to address the reserve level at a future date. 6) What transit grants did we budget for that we no longer expect to receive? In April 2024, staff applied for a discretionary grant application for the purchase of additional battery electric vehicles. The funding request was not awarded, and the revenue and expenditure budgets will be reduced accordingly. 7) Can you please explain how certain budget lines might show negative actual results?
Negative results for a revenue line are typically the result of an accounting adjustment. Attachment B, Federal Funding Summary, indicated negative year-todate actual receipts for Transit grant funding in “Other Federal Grants”. The

Item 7a. Review of Fiscal Year 2024-25 2nd Quarter Budget Report Page 3 Federal Transit Authority overpaid the City in FY 2023-24 and reclaimed those funds in FY 2024-25, resulting in negative revenue for the current fiscal year to date. There is no impact to operations or fund balance based on this accounting adjustment.

Item 7a
Department: Finance
Cost Center: 2002
For Agenda of: 2/18/2025
Placement: Business
Estimated Time: 45 minutes
FROM: Emily Jackson, Finance Director
Prepared By: Riley Kuhn, Principal Budget Analyst
SUBJECT: REVIEW OF FISCAL YEAR 2024-25 2ND QUARTER BUDGET REPORT

RECOMMENDATION

1. Receive and file the 2
nd Quarter Budget Report; and

2. Appropriate $9,167,831 in unassigned FY 2023-24 General Fund Balance as detailed in the report; and

3. Appropriate $2,000,000 in assigned FY 2023-24 assigned fund balance and authorize an Additional Discretionary Payment to CalPERS of $3,308,870; and

4. Authorize a transfer of $274,700 in funding from the “Other Federal Grants” revenue account (101-1005-45305) to the “Other Contract Services” expenditure account (101- 1005-61013) to administer of the Department of Energy Buildings UP Prize Phase 2 Award (supporting mobile and manufactured home energy efficiency retrofits).

POLICY CONTEXT
The City’s budget policies require that the City Council review the City’s budget and financial condition at least every six months. City Charter Code Section 804 states that at any meeting after the adoption of the budget, the Council may amend or supplement the budget by motion adopted by a majority vote of the Council.

The Second Quarter (Q2) Budget Review is part of the ongoing quarterly reporting process and fulfills these requirements. The review allows the Council to adjust revenue and expenditure assumptions should the need arise. The accompanying Q2 Budget Report for FY 2024-25 provides a detailed review of the City’s financial results as compared to the budget half-way through the fiscal year.

DISCUSSION
Budget Report Organization
The second quarter budget report is intended to provide a high-level overview of the City’s performance against budget during the fiscal year. Additional emphasis is placed on those areas where performance is expected to differ from budget for the full year. The report also includes an update on the Capital Improvement Projects and Major City Goal Tasks active during the quarter. The report (Attachment A) includes the following sections:

Item 7a
General Fund Summary: Halfway through the year, two areas of risk to revenue budget attainment have emerged. Sales tax has not grown as expected and development review fees are in decline. Expenditures are trending broadly in line with expectations and at this point, staff does not see risk to fund balance at year end.

Use of FY 2023-24 Fund Balance: The City’s Annual Comprehensive Financial Report, including audited financial statements, was presented to Council on January 21, 2025.

The ACFR indicated General Fund unassigned fund balance of $9,167,831 as of June 30, 2024. In addition to funding for CVRA legal fees approved by Council on November 19, 2024, and an increased contribution to the San Luis Obispo Repertory Theater, staff recommend prioritizing pension debt and infrastructure investments with the balance.

Storm Update: Consistent with prior quarterly reports, the report includes a summary of costs incurred to date to address damage caused by the Winter 2023 storms. The report also includes an update on the status of reimbursements expected from the Federal Emergency Management Agency and California Office of Emergency Services.

Water Fund Summary: Year to date results are generally in line with budget and staff do not expect significant variances to budget for the full year.

Sewer Fund Summary: Year to date results are generally in line with budget and staff do not expect significant variances to budget for the full year.

Parking Fund Summary: Parking Fund revenue is trending below budget in the first half of the year. This revenue shortfall is attributable to enforcement issues at certain parking structures as a result of ongoing technology implementation efforts. Staff expect a revenue shortfall for the full year, but do not expect any ongoing impact once the technology issues are addressed.

Transit Fund Summary: Year to date results reflect lower than planned revenue for federal grants. Certain grants included in the budget were not awarded, and staff will reduce funding for the relevant projects accordingly.

Special Revenue Fund Summaries: All special revenue funds are expected to finish the year in line with their budgets.

CIP Update: The report provides an update on the tasks ongoing or completed during the second quarter of the year. Completed projects include North Broad St. Park and the 2023 Arterials project. Ongoing projects include the Laguna Lake Dog Park, Mission Plaza Enhancements, and several water and sewer line replacements.

Major City Goal Update: The report provides an update on the Major City Goals tasks originally scheduled to be completed during the second quarter of the year. One task was originally scheduled to be completed last quarter, task 4.1c under Climate Action, Open Space, & Sustainable Transportation to install solar panels at several City facilities. A Power Purchase Agreement was signed during the quarter, and the panels are expected to be operational by March of 2026.

Item 7a
Federal Funding Summary
On January 27, 2025 the Federal Office of Management and Budget issued Memorandum M-25-13, “Temporary Pause of Agency Grant, Loan, and Other Financial Assistance Programs”. That memorandum effectively halted a broad variety of federal payments, but temporary restraining orders were issued to two separate U.S. District Judges to prohibit the Executive Order from taking effect until future review and action by the courts. A summary of the federal funding the City receives is included in Attachment B in order to better understand the impact of any future federal action.

Department of Energy Green Buildings Upgrade (Buildings Up) Phase 1 Prize In 2023, staff identified the Department of Energy (DOE) Buildings Upgrade (Buildings UP) Phase 1 Prize as a funding source to implement the Climate Action Plan’s work supporting voluntary energy efficiency and electrification retrofits in low-income households. Staff submitted an application with the Diversity Coalition of San Luis Obispo County (Diversity Coalition) and the Community Action Partnership of San Luis Obispo (CAPSLO) (together, “the team”) to the prize and was selected as an award recipient.

The Buildings UP Prize is structured so that successful completion of Phase 1 makes the Team eligible for Phase 2. In Fall of 2024, staff submitted an application for Phase 2 funding and after extensive review, DOE staff notified City staff on January 7, 2025, that the City team has been awarded an addition $400,000 to complete Phase 2, which will transition from initial research and analysis to a pilot phase that includes CAPSLO receiving $125,300 to electrify space heating and water heating in up to ten additional mobile homes and the City receiving $274,700 to extend the Green Building Analyst for an additional year to oversee the Green and Healthy Homes program, continue and expand helpline services for the community, provide matching funds for additional home retrofits, extend technical consulting services for ongoing data monitoring and tracking, and provide direct support to Diversity Coalition for ongoing outreach and stakeholder meeting facilitation to ensure the program continues to meet local objectives. Staff’s recommendation is to move the $274,700 of prize money currently in a revenue account to an expense account so that staff my implement the prize and continue the work.

Previous Council or Advisory Body Action
Council adopted the FY 2024-25 Supplemental Budget on June 4, 2024. The First Quarter Budget Review was presented to Council on December 10, 2024. On January 14, 2025, Council directed staff to include an increased Additional Discretionary Payment to CalPERS with the Second Quarter Budget Report.

Public Engagement
Public Engagement on the item can be provided to the City Council through written correspondence prior to the meeting on through public testimony at the meeting. The report will also be posted on the City’s website for public review.

Item 7a

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2024-25
Funding Identified: Yes
Fiscal Analysis:

Staff recommend appropriation of FY 2023-24 General Fund unassigned fund balance of $9,167,831 according to the audited financial statements as follows:

The amounts above are in addition to the $2,000,000 in General Fund Assigned Fund Balance. Staff recommend total Additional Discretionary Payments as follows:

Additional information on each of the recommended uses can be found in Attachment A.

Item 7a

ALTERNATIVES
Council could direct staff to use fund balance for another purpose. This action is not recommended by staff because the recommendation is in line with policy and prioritizes funding for upcoming infrastructure projects”

ATTACHMENTS
A - FY 2024-25 Second Quarter Budget Report
B - Federal Funding Summary

Q2 Budget Report Page 1
Second Quarter Financial Report
Fiscal Year 2024-25
Introduction
This financial report provides an overview of the City’s revenues and expenditures through the first quarter of the fiscal year (July 1, 2024 – December 31, 2024). It also provides an update on the status of the City’s Capital Improvement Plan (CIP) projects and progress on Major City Goal tasks.

Throughout the document, reference will be made to the data available as of the time the report was drafted. Revenues are often not available for up to two months after month-end and in some cases, revenues are not received evenly throughout the year. Expenditures are often recorded in advance for annual costs or for purchase orders opened at the beginning of the year. The net impact is that actual results booked halfway into the year should not always be expected to equal one half of budgeted amounts. Commentary will be provided only when analysis suggests that full-year results may differ significantly from budget.

Table of Contents
General Fund Summary………………………………………………………………… 2
Use of FY 2023-24 Unassigned Fund Balance………………………………………. 5 Storm Update………………………………………………………………………. …… 9
Water Fund Summary…………………………………………………………………… 11
Sewer Fund Summary…………………………………………………………………... 13
Parking Fund Summary…………………………………………………………………. 15
Transit Fund Summary…………………………………………………………………...17
Special Revenue Summaries……………………………………………………………19
CIP Update………………………………………………………………………….……. 25
Major City Goal Update…………………………………………………………………. 26

Q2 Budget Report Page 2
General Fund Summary
Halfway through the year, two areas of risk to revenue budget attainment have emerged. Sales tax has not grown as expected and development review fees are in decline. Expenditures are trending broadly in line with expectations and, at this point, staff does not see risk to fund balance at year end. The tables below detail year-to-date results as compared to budget and prior year actuals. Commentary is provided where results are not in line with expectations.

Revenue:

Tax Revenue:

Sales Tax (including Local Revenue Measure & Prop 172 Safety Tax): Year-to-date results include July through October only as the California Department of Tax and Fee Administration reports with an up to two-month delay. The budget assumed a return to typical growth rates in sales tax revenue driven by reductions in interest rates that are no longer expected to materialize.

Recent statewide forecasts from the City’s consultants have been revised downwards based on macroeconomic conditions and, as a result, staff expects risk to budget attainment.

Property Tax: The City participates in the Teeter Plan, which means that the City is not exposed to delinquent payments and can reasonably expect to collect 100% of budgeted amounts. Staff expects to exceed budget by year-end.

Business Tax: This tax is due at the beginning of the year and should be largely collected. Staff note that collections are up more than 5% from prior year due to a combination of improved compliance efforts and collection of past-due prior year receipts. On January 31st, staff issued the FY 2023-24 FY 2024-25
General Fund Actual Budget YTD Actuals % Received
Tax and Franchise Revenue $ 102,258,726 $ 104,967,371 $ 35,095,851 33% Local Revenue Measure G 30,597,288 31,855,000 9,938,456 31% Sales Tax (Bradley Burns) 22,285,972 23,962,099 7,297,111 30% Property Tax 23,723,431 23,446,385 4,971,853 21%
Transient Occupancy Tax 11,063,012 10,586,256 4,873,981 46% Utility User Tax 6,301,505 6,622,639 2,732,613 41%
Business Tax 2,941,928 3,317,338 3,078,556 93%
Cannabis Tax 1,116,495 1,100,000 457,970 42%
Franchise Fees 2,366,286 2,091,800 660,694 32%
Gas Tax 1,341,857 1,419,353 864,854 61%
Safety Prop 172 520,952 566,500 219,762 39%
Fees and Other Revenue 18,829,578 22,233,056 8,431,109 38% Development Review 6,168,815 6,585,331 2,240,330 34%
Parks & Recreation 2,413,314 2,068,787 1,069,348 52%
Fire 1,731,537 1,577,836 703,325 45%
Police 1,022,488 468,217 335,640 72%
General Government 7,493,423 2,800,598 4,082,467 146%
Storm Reimbursement - 8,732,287 - 0%
Total $ 121,088,304 $ 127,200,427 $ 43,526,960 34%

Q2 Budget Report Page 3
first of three rounds of citations for past due business tax and expect collections to increase before year end.

While other tax revenue categories show year to date results lower than 50%, staff does not expect significant variances for the full year.

Fee & Other Revenue:

Development Review Fees: This revenue stream finished 2% below budget last fiscal year and below target every month this fiscal year through the second quarter. Halfway through the year, the Community Development Department has realized only 34% of the anticipated annual revenue (approximately $1M below expectations). If Development Review Fees continue at this rate, staff expect a $2M shortfall for the full-year. This downward trend in development and related fees aligns with nationwide trends due to external factors such as high interest rates, political uncertainty, and elevated construction, labor, land, and energy costs. This trend could also suggest a leveling out of development in the City, after several years of development occurring at a high pace due to several large-scale projects and the build-out of several subdivisions.

As a result of applications being down, Community Development is completing the vast majority of plan checks in-house. This preserves the consultant budget, which would typically be expended if there were more projects. The Director has directed program managers to pay close attention to discretionary budgets for the remainder of the fiscal year. In addition, Community Development will re-forecast the anticipated development revenue in the next financial plan, taking into consideration the trends that have emerged this year.

General Government: This line includes earnings on cash and investment balances which have benefited greatly from elevated interest rates. Staff expect cash interest payments to outperform budget once again, although to a lesser degree due to recent policy actions by the Federal Reserve. Staff also caution that if interest rates do not decrease throughout the year as expected, this may result in negative fair market value adjustments1.

Storm Reimbursement: Staff’s original assumption was that the City would receive reimbursement for Winter 2023 Storm expenditures from the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (CalOES) within 12 months.

That timeframe passed in October 2024 and the City has yet to receive reimbursement, despite the fact that FEMA has obligated some of the City’s projects. Tremendous uncertainty remains as to the timing and amount of reimbursement to be received and staff will revisit this assumption for the 2025-27 Financial Plan. More information is included in the ‘Storm Update’ section of this report.

Though other fee categories show year to date results other than 50% of budget, staff does not expect significant variances for the full year.

Operating Expenditures:

1 Fair Market Value adjustments are non-cash adjustments to investment income that reflect changes in the current market price of our bond holdings. Bond values are inversely correlated with interest rates, so if interest rates do not fall as expected the adjustment will reduce revenue. If rates fall more quickly than expected, the adjustment will increase revenue. Because the City generally holds investments until maturity, we do not expect any cash impact from these changes in fair value.

Q2 Budget Report Page 4
Staffing: Salaries and benefits are as expected at this point in the year at 46% expended. If vacancies and overtime utilization continue at this rate, this indicates year end staffing savings of roughly 5%. Staff will utilize these savings to ensure the work performed by vacant positions is still completed wherever possible.

Unfunded Pension Liability: This annual cost is prepaid upfront. Savings are realized as a result of this prepayment.

Contract Services: Actuals for this budget line include obligations on open purchase orders.

While 68% of budget has been obligated or expended, just 36% has been paid to vendors. Staff do not expect a variance to budget at year-end.

Other Operating Expenditures: Similar to Contract Services, actuals for this line include obligations on open purchase orders and just 17% of budget has been expended. Staff do not expect a variance to budget at year-end.

While the year to date results for the General Fund as a whole are largely as expected, one area of risk to operating budgets stands out:

Fire Department: Several vacant positions are driving higher than expected overtime expenditures. Four firefighter positions are currently vacant, meaning at least one shift will be filled at overtime rates daily. The department anticipates the positions will be filled by Spring, allowing for a reduction in overtime. The department will utilize all means to reduce impacts to the budget including the offset of unused regular salaries from the vacancies. Staff expects this FY 2023-24 FY 2024-25
General Fund Expenditures Actual Budget YTD Actuals % Expended Staffing $55,754,042 $61,713,904 $28,551,116 46%
Unfunded Pension Liability 12,994,935 12,886,419 12,682,728 98% Contract Services 10,721,258 13,264,780 9,062,301 68%
Other Operating Expenditures 7,674,086 8,615,177 4,863,791 56% Total $87,144,321 $96,480,280 $55,159,936 57%
FY 2023-24 FY 2024-25
Operating Expenditures by Department Actual Budget YTD Actuals % Expended Admin/IT $ 10,767,778 $ 12,200,996 $ 6,708,995 55%
City Attorney 1,472,411 1,898,569 1,037,437 55%
Community Development 7,157,271 9,772,915 5,551,212 57% CSG Admin 829,900 669,322 286,100 43%
Finance 2,275,677 2,661,555 1,489,151 56%
Fire 15,960,639 17,044,586 10,762,405 63%
Human Resources 2,179,463 2,043,612 1,154,727 57%
Non-Dept/Support Services 403,850 1,090,390 166,914 15% Parks & Recreation 5,414,249 6,023,370 3,074,244 51%
Police 23,233,179 23,855,517 14,426,102 60%
Public Works 17,038,967 18,807,172 10,278,390 55%
Utilities 411,052 412,275 224,257 54%
Total $ 87,144,436 $ 96,480,280 $ 55,159,936 57%

Q2 Budget Report Page 5
year’s increased mutual aid revenue resulting from the high fire activity around the state and other reimbursements will provide budget capacity to cover staffing costs for the remainder of the year.

Recommended Use of FY 2023-24 Unassigned Fund Balance
The City’s Annual Comprehensive Financial Report, including audited financial statements, was presented to Council on January 21, 2025. The report included the following table detailing General Fund unassigned fund balance of $9,167,831 as of June 30, 2024:

In addition to the unassigned fund balance, the assigned balance includes General Fund balance for purposes including:
115 Trust Fund: As part of the 2019-21 Financial Plan, the City Council identified establishment of a 115 Trust Fund as a work task under the Fiscal Sustainability Major City Goal. Establishment of the Trust was to be completed by February 2020 but was delayed due to uncertainty about the budgetary impacts of COVID-19. The Trust was established in early 2023 and prior to its establishment, $2 million was assigned in the General Fund (shown above) to be deposited to the Trust upon establishment. In addition to the $2 million assigned for this purpose, staff had planned to recommend allocation of $2.4 million of FY 2022-23 unassigned fund balance to make an initial contribution to the Trust, but instead recommended allocation of that funding to the Infrastructure Investment Fund to address increased infrastructure costs due to inflationary factors. Despite $2 million being assigned for the 115 Trust, the City has not made an initial contribution to the Trust. The $2 million could be deposited into the Trust, paid directly to CalPERS, or unassigned and moved into the General Fund budget to support capital or operating costs.

Q2 Budget Report Page 6
Tenant Improvement: Funding for tenant improvements was assigned via Resolution No. 11203, using funding that arose from passage of Local Revenue Measure in November, 2020. Originally intended to be used for tenant improvements in the downtown area, this money has since been used to fund Economic Development initiatives like the Buy Local Bonus program. The expected balance of $608,000 at June 30, 2025 is expected to be drawn down entirely in the 2025-27 Financial Plan.

Financial Plan Fiscal Policies Section 8. sets the following prioritization for use of unassigned General Fund balance:
a. Additional Discretionary Payments (ADP) to CalPERS
b. Infrastructure investments
c. Emerging Health and Safety needs of the community
In line with this policy, staff make the following recommendations for one-time use of FY 2023-24 unassigned fund balance:

California Voting Rights Act legal fees: Previously appropriated by Council on November 19, 2024.

Increased CalPERS Additional Discretionary Payment (ADP) amount: As previewed to Council on January 14, 2025, staff recommend increasing the annual ADP amount based on increases in salaries and wages since the City began making ADPs to CalPERS. This funding is the amount above and beyond the $2,000,000 already assigned within Fund Balance, and the total General Fund payment would be $2,660,859. Each fund’s ADP increase is calculated based on its increases in salaries and wages since FY 2018-19 when the City began making these payments, and if approved by Council, payments for the General Fund and Enterprise Funds will be made in April with the City’s unfunded liability payments.

FY 2023-24 Unassigned Fund Balance* $ 9,167,831
Recommended uses:

CVRA legal fees 75,000
Increased CalPERS ADP amount 660,859
Additional SLO Rep funding 2,760,000
Final 1166 Higuera payment 845,000
Infrastructure Fund investments 4,826,972
Remaining Balance $ -
*After $2M CalPERS ADP

Q2 Budget Report Page 7
Additional SLO Rep funding: Based on Council direction during the hearing for adoption of the FY 2024-25 budget, staff recommends assigning $2,760,000 in the General Fund balance to a future contribution to the San Luis Obispo Repertory Theatre to support construction of the new theater in the Cultural Arts District. This amount supplements $3,940,000 previously assigned in the General Fund for this purpose.

Infrastructure Fund Investments: As called for by policy, staff recommend that the remainder of the unassigned fund balance be transferred to the Infrastructure Investment Fund (IIF) for the following purposes:
 Final repayment of 1166 Higuera: As detailed in R-11459, $4,845,000 of the Infrastructure Investment Fund (IIF) was appropriated to purchase 1166 Higuera Street.

Council approved reimbursement of $4,000,000 from the General Fund to the IIF with the FY 2023-24 Second Quarter Budget Report, and staff are recommending that the remaining $845,000 be transferred to the IIF with FY 2023-24 unassigned fund balance.

The General Fund will be reimbursed through a 30-year interfund loan between the General Fund and the Parking Fund.
 Additional Infrastructure Investments: Staff recommends that the remainder of unassigned fund balance be transferred to the Infrastructure Investment Fund to supplement existing funding in the IIF planned to be used for the Prado Bridge Widening project or other projects.

Total CalPERS Additional Discretionary Payments: Staff recommend the following ADPs to CalPERs, which have been increased on a one-time basis to reflect increased staffing costs since the City began making these payments.

CalPERS ADP
General Fund $ 2,660,859
Water Fund 245,418
Sewer Fund 250,875
Parking Fund 97,543
Transit Fund 15,973
Whale Rock 27,324
TBID 10,879
Total $ 3,308,870

Q2 Budget Report Page 8
Local Revenue Measure Fund Balance: In addition to the General Fund unassigned balance, the Local Revenue Measure had a fund balance of $1,776,828 at the end of FY 2023-24. Staff do not recommend appropriation of Local Revenue Measure Fund Balance since the balance is expected to be necessary to offset revenue shortfalls in the current year. Appropriation of Local Revenue Measure funds requires review and approval of recommendations by the Revenue Enhancement Oversight Commission. The table below summarizes the Local Revenue Measure revenue, uses, and fund balance in FY 2023-24:

CalPERS ADP
General Fund $ 2,660,859
Water Fund 245,418
Sewer Fund 250,875
Parking Fund 97,543
Transit Fund 15,973
Whale Rock 27,324
TBID 10,879
Total $ 3,308,870

Q2 Budget Report Page 9
Storm Update
As noted in prior budget reports, the winter storms in January and March 2023 caused significant damage to City infrastructure and resulted in emergency declarations at the Federal and State level, in addition to the Emergency Services Director’s local emergency proclamation. The City Council authorized use of up to $9 million from the City’s operating reserve in FY 2022‐23 and FY 2023‐24 to address unbudgeted storm costs, and with adoption of the 2023‐25 Financial Plan, the City Council also allocated $2.75 million in the CIP to fund projects to repair storm damages and mitigate against future damage. An additional $2.1 million was allocated to storm damage repair with adoption of the FY 2024‐25 Supplemental Budget. The Federal and State declarations enable the City to seek reimbursement for certain storm related costs. The maximum reimbursement for eligible costs is 93.75% (75% from the Federal Emergency Management Agency (FEMA) and 18.75% from the California Office of Emergency Services (CalOES)), meaning that the City will pay a minimum of 6.25% for certain storm related costs.

The FEMA reimbursement process continues to move slowly due to turnover in the FEMA Program Delivery Managers assigned to assist local agencies in submitting projects for reimbursement and a lack of clarity about the information required in order to submit projects.

FEMA continues to be in a holding pattern for new obligations as the federal Disaster Relief Fund, which funds public assistance to impacted agencies, has been expended due to a record number of costly disasters. As of the writing of this report, Congress has still not taken action to replenish the fund. As previously reported, the current lack of Federal funding is causing delays in projects being obligated for funding, which is has impacted the timing of reimbursement. In the last several weeks, the new Federal administration has signaled the possibility of disaster response shifting to states. Given that, and discussion about a pause to Federal aid, staff continues to closely monitor actions at the Federal level, as the ability to pay back the operating reserve and fund future storm‐related projects is dependent on receiving reimbursement for incurred storm costs.

The City has expended approximately $15.7 million on storm response to date, including debris removal, emergency protective measures, and projects to make permanent repairs to damaged facilities. As noted in the prior quarter, total expenditures have not changed significantly from the prior quarter because many projects are in the design phase. Storm related cost estimates continue to shift as projects are scoped, designed and completed. Currently, the estimated total cost to repair all storm related damage is $48.4 million, consistent with what was reported in the FY 2024-25 Year-End Budget Report. As previously noted, all storm‐related expenditures have been submitted to FEMA for reimbursement and are in various stages of FEMA’s review and evaluation process.

Based upon staff delivery capacity, FEMA reimbursement timeframes, and the upcoming 2025‐ 27 Financial Plan process, staff continues to work on the highest priority storm damage projects in order to advance them for funding consideration with the 2025‐27 Financial Plan and will continue the process to obtain FEMA reimbursement during the delivery process.

The two tables below provide an overview of the status of storm projects. The first table details all storm projects that staff believes should advance, including their respective current phases and the percentage of work completed to date. The second table outlines work that is not deemed urgent at this time and will be assessed as part of the 2025-2027 Financial Plan to determine priority and appropriate funding sources.

Q2 Budget Report Page 10

Q2 Budget Report Page 11
Water Fund Summary
The Water Fund’s year-to-date results are generally in line with expectations, showing expected trends across revenue and expenditure categories.

Revenue:

Revenues are 45% received as of report drafting, which is in line with anticipated revenue collection at this point in the fiscal year. Staff do not expect a significant variance in budget by year end.

Investment and Property Revenue: This line includes earnings on cash and investment balances. The fund has benefited from the current interest rate environment and exceeds its revenue budget as budgets are set conservatively in case earnings on investments are low. The higher interest earnings can help offset other revenue shortfalls, should they occur, and strengthen the Water Fund’s financial position.

Other Revenue: The Other Revenue line item is primarily funded through revenues in the Other City Licenses and Permits (recycled water construction water permits), Miscellaneous Penalties (customer late fees), Sales of Surplus Property, Development Review Fees, and Utilities Setup Fees. This line reflects an greater than expected revenues partially due to the timing of allocation of a portion of Setup Fees and Miscellaneous Penalties (customer late fees) to the Sewer Fund, as well as unbudgeted revenue from Sales of Surplus Property and Construction Water Permits.

Service Charges and Base Fees: Service Charges and Base Fees are currently showing an under-collection, primarily due to a timing gap between the receipt of revenue and their allocation in the accounting system. Specifically, sales to Cal Poly and Water Sales are impacted by this timing delay, leading to a temporary misalignment in reported revenues. However, staff closely monitor these collections and do not expect large variances to arise at the end of the fiscal year after accounting for such delays.

State Grants: Funds received are attributable to a Proposition 1B Grant, which aligns with the funding levels projected. These funds were received this fiscal year as a result of modified project schedules. Staff are actively coordinating with the grant administrators to ensure compliance with reporting and administrative requirements for disbursements.

Expenditures:

FY 2023-24 FY 2024-25
Water Revenue Actual Budget YTD Actuals % Received
Cal Poly Capacity & Resilience 233,025 263,433 271,026 103% Investment and Property Revenue 1,759,115 50,000 818,233 1636% Other Revenue 525,148 139,000 217,881 157%
Service Charges and Base Fees 26,088,324 28,102,022 11,450,519 41% State Grants 613,814 - 22,946
Total $ 29,219,426 $ 28,554,454 $ 12,780,605 45%

Q2 Budget Report Page 12
Staffing: As of the current reporting period, 42% of the staffing budget has been expended.

Budget savings are driven by multiple vacancies throughout the department, as unfilled positions have temporarily reduced personnel costs. Some staffing savings are being spent on approved staffing increases to address these vacancies, including outsourcing specific functions and increasing one ¾ time employee to full time during an approved leave. The Fund remains on track and within budget with these approved costs.

Unfunded Pension Liability: This annual cost is fully prepaid at the beginning of the fiscal year.

This prepayment strategy results in savings over the course of the year, as it reduces accruals and maximizes the impact of the payment.

Contract Services: The Contract Services budget line reflects a significant portion of obligations tied to open purchase orders, many of which are created at the start of the fiscal year for larger, ongoing contracts. While 56% of the budget has been obligated or expended, just 32% has been paid to vendors. Many contracts are structured around milestone-based payments or periodic billing cycles, meaning payments lag behind the recorded obligations. Staff anticipates no variance from the budget by year-end, as these expenditures align with the scope and timelines of contracted services.

Other Operating Expenditures: Similar to the Contract Services category, the Other Operating Expenditures line includes obligations tied to open purchase orders. This line also accounts for significant annual prepayments for key water sources of supply, including Nacimiento, Salinas, and Whale Rock. These prepayments ensure a stable and predictable supply of water, supporting operational needs and reducing the risk of funding shortfalls. By making these payments upfront, the organization safeguards against future cost increases or potential disruptions.

FY 2023-24 FY 2024-25
Water Expenditures Actual Budget YTD Actuals % Expended Staffing $ 4,594,003 $ 5,082,715 $ 2,114,115 42%
Unfunded Pension Liability 833,466 789,926 779,802 99%
Contract Services 810,950 1,212,318 682,883 56%
Other Operating Expenditures 11,882,398 15,566,981 12,324,263 79% Total $18,120,818 $22,651,940 $15,901,063 70%

Q2 Budget Report Page 13
Sewer Fund Summary
The Sewer Fund’s year-to-date results are generally in line with expectations.

Revenue:

Investment and Property Revenue: This line includes earnings on cash and investment balances. Budgets for investment income are set conservatively because changes in fair market value could lead the City to recognize negative investment income.. The fund has benefited from the current interest rate environment and now exceeds its revenue budget for this account line.

The higher interest earnings can offset other revenue shortfalls, should they occur, and strengthen the Sewer Fund’s financial position.

State Grants: Funds received are attributable to a CalOES Grant at the Water Resource Recovery Facility (WRRF) and aligns with the grant funding levels projected. These funds were received this fiscal year as a result of modified project schedules. Staff are actively coordinating with the grant administrators to ensure compliance with reporting and administrative requirements for disbursements.

Other Revenue: Consistent with the first quarter, second quarter revenue is primarily attributed to Industrial User Permits, where revenues are received as user permits expire, Miscellaneous Penalties (customer late fees), and Utilities Set-up Fees. A small amount was also made up by Administrative Citations, Credit Collections, Sales of Surplus Property, Development Review Fees, and Sewer Wye Abandonment and Installations. Together, these sources provide supplemental financial support to the budget, reflecting a diverse revenue base. Setup Fees and Miscellaneous Penalties (customer late fees) are also impacted by the timing of Journal Entries allocating a portion of these revenues from the Water Fund to the Sewer Fund Long-Term Debt Proceeds: Borrowings associated with the long-term debt proceeds are intended to fund the construction of the WRRF and were initially budgeted for FY 2023-24. The timing of these borrowings is contingent upon the progress of construction activities, which may not always align with the original budgetary projections. As a result, fluctuations in the timing of debt issuance are being carefully monitored to ensure that financing remains available.

Service Charges and Base Fees: Similar to the Water Fund, Service Charges and Base Fees show as under-collected in the second quarter due to a timing lag between revenue collection and revenue allocation. Despite this temporary discrepancy, staff do not anticipate significant variances in this revenue category by the end of the fiscal year.

FY 2023-24 FY 2024-25
Sewer Revenue Actual Budget YTD Actuals % Received
Cal Poly Capacity & Resilience - 472,534 472,534 100%
Investment and Property Revenue 2,592,653 50,000 1,331,463 2663% Other Revenue 488,678 224,000 355,777 159%
Service Charges and Base Fees 19,893,378 20,052,366 7,239,897 36% State Grants 887,167 - 210,683
Long Term Debt Proceeds 15,353,992 - 12,231,459
Total $ 39,215,868 $ 20,798,900 $ 21,841,812 105%

Q2 Budget Report Page 14
Expenditures:

Staffing: At 40% expended, the primary driver of budget savings for the Sewer Fund is also unfilled positions. These vacancies led to reduced personnel costs during the first and second quarters of the fiscal year. Recognizing the importance of maintaining operational capacity and service delivery, some staffing savings are being spent on approved staffing increases, including outsourcing specific functions and internal promotions. Efforts to address the staffing gaps include proactive recruitment campaigns, streamlining the hiring process to reduce time-to-hire, and leveraging all available resources to attract and secure qualified candidates.

Unfunded Pension Liability: This annual cost is fully prepaid at the beginning of the fiscal year.

This prepayment strategy results in savings over the course of the year, as it reduces accruals and maximizes the impact of the payment.

Contract Services: Actuals for this budget line include obligations on open purchase orders.

While 82% of the budget has been obligated or expended, just 39% has been paid to vendors.

Staff do not expect a variance to budget at year-end. The discrepancy is due to the timing of payments, as many of the services are invoiced and paid after work is completed or milestones are achieved.

Other Operating Expenditures: Like Contract Services, actuals for this line include obligations on open purchase orders. As of the reporting date, 31% of the budget has been paid to vendors.

This approach safeguards budget stability and ensures that key expenditures can be met as obligations are fulfilled.

FY 2023-24 FY 2024-25
Sewer Expenditures Actual Budget YTD Actuals % Expended Staffing $ 4,558,064 $ 5,113,385 $ 2,045,712 40%
Unfunded Pension Liability 851,453 782,976 772,941 99%
Contract Services 1,256,919 1,345,978 1,101,160 82%
Other Operating Expenditures 2,647,401 2,874,769 1,481,230 52% Total $ 9,313,836 $10,117,108 $ 5,401,042 53%

Q2 Budget Report Page 15
Parking Fund Summary
The Parking Fund’s year-to-date results indicate that the fund will underperform its revenue targets for the year. Additional analysis and commentary can be found below:

Revenue:

The revenue budget is based on the Rate Study report projections, with reduced rates effective July 1, 2024. There were some unexpected failures in the technology systems associated with parking revenue which resulted in less overall revenue in the first half of the fiscal year. It is expected that the use of new technology recommended in the Technology Roadmap report will help to address the current revenue shortfall when it is implemented at the end of the third quarter.

Long Term Parking: Revenue from long term parking includes sales of on-street permits, residential district permits, and garage parking permits. The price of garage parking permits was reduced from $85/month to $45/month effective July 1, 2024. The reduction in permit costs was not forecasted in the Rate Study but was adopted by Council based on staff’s recommendations.

Permit sales have increased due to the price reduction but not to the extent anticipated when the Rate Study was presented to Council. Permit sales are expected to continue to increase with the launch of a new digital permit platform in Spring 2025, but it will likely not meet the revenue projections presented in the Rate Study. Staff expects to miss budget by $402,000, based on actuals through the first half of this year.

Parking Fines: Revenue from parking fines includes all revenue collected from paid parking citations. Citation revenue has decreased due to collection issues caused by the existing citation management vendor and staff turnover. Based on the Technology Roadmap recommendations, the City is implementing a new citation management vendor starting in Spring 2025. With the vendor change and updated noticing to those with unpaid citations, revenue is expected to increase but not enough to meet budget.

Parking Meters: Revenue from parking meters includes hourly parking sessions from on-street and surface parking lot areas as well as mobile app payments. Even with the reduced parking rates, parking meter revenue is tracking slightly higher than budget. This provides a strong indication that on-street parking activity is increasing with the reduced parking rates now in effect.

Staff does not expect significant variances to budget by year-end.

Parking Structures: Parking structures revenue has been negatively impacted by the operation of a gateless parking system at the 842 Palm Street facility. In November 2024, Council approved appropriation of $1.2 million in fund balance for the purchase of new garage payment and gating equipment. New gating equipment will provide better access and revenue controls that staff FY 2023-24 FY 2024-25
Parking Revenue Actual Budget YTD Actuals % Received
Long Term Parking 702,797 901,906 276,444 31%
Other Revenue 3,733,272 664,884 526,046 79%
Parking Fines 1,190,030 1,252,200 468,118 37%
Parking Meters 5,927,488 4,312,367 2,331,617 54%
Parking Structures 1,757,776 2,860,504 753,313 26%
Total $ 13,311,364 $ 9,991,861 $ 4,355,539 44%

Q2 Budget Report Page 16
anticipates will increase revenue collections. The equipment at 842 Palm Street is scheduled to be replaced in Spring 2025, but will not be in operation long enough to make up for revenue losses in the current fiscal year. Staff expects to miss budget by $1,160,000, based on actuals through the first half of this year.

Operating Expenditures:

Staffing: The staffing budget is 42% expended through the first half of the fiscal year due to vacancies in multiple administrative and enforcement positions. These positions have since been filled.

Unfunded Pension Liability: This annual cost is prepaid upfront. A slight savings is realized as a result of this prepayment.

Contract Services: Actuals for this budget line include obligations from open purchase orders.

While 73% of the budget has been obligated or expended, just 36% has been paid to vendors.

Staff does not expect a variance to budget at year-end.

Other Operating Expenditures: This line includes utility services, credit card merchant fees, and operational materials and supplies. So far, 46% of the budget has been expended. Due to lower than budgeted revenues, staff expect savings of $99,000 in credit card merchant fees.

FY 2023-24 FY 2024-25
Parking Expenditures Actual Budget YTD Actuals % Expended Staffing $ 1,735,699 $ 1,849,702 $ 782,391 42%
Unfunded Pension Liability 238,826 244,373 241,241 99%
Contract Services 862,591 782,601 573,733 73%
Other Operating Expenditures 967,528 965,304 465,947 48% Total $ 3,804,644 $ 3,841,980 $ 2,063,311 54%

Q2 Budget Report Page 17
Transit Fund Summary
The Transit Fund’s year-to-date results are generally in line with expectations. Staff note that the Transit fund is heavily subsidized by Federal grants and it is unclear at this point how the new administration’s actions will affect the availability of future discretionary funds.

Revenue:

Federal: This line includes capital and operating revenue from discretionary and formula grants.

Discretionary grants are competitive in nature and are included in the budget to offset related capital and/or operating costs but are not guaranteed. Formula grant revenue is dependent on the timing of capital expenditures and drawdowns needed to fund operations. In April 2024, staff applied for a discretionary grant application for the purchase of additional battery electric vehicles.

The funding request was not awarded, so this revenue will not be received, and the project budget will be reduced accordingly. The City continues to draw down on the American Rescue Plan Act (ARPA) operating funds awarded to the City in 2022. Drawdowns occur quarterly to align with federal reporting requirements. So far, only one drawdown is reflected in the table above.

Local (Bus Fare): This line includes fares paid on the bus, pass sales, and revenue from Cal Poly’s Transit Service Agreement. Staff expects minimal variance at year-end.

Other / Interest Revenue: This line includes earnings on cash and investment balances.

Revenue from interest and investments are difficult to accurately estimate, so the Transit Fund budgets conservatively for this line.

State: This line includes revenue from state and regional discretionary and formula funding sources. The City received funding for multiple capital projects through the state’s Senate Bill (SB) 125 program. Staff expects to exceed the budget by $238,000 as a result of the SB 125 funding.

Expenditures
Staffing: This line is tracking below budget due to limited use of part-time staff. As a result, staff anticipates a slight favorable variance at year-end.

FY 2023-24 FY 2024-25
Transit Revenue Actual Budget YTD Actuals % Received
Federal $ 3,486,773 $ 12,469,861 $ 334,279 3%
Local (Bus Fare) 1,000,790 976,000 498,202 51%
Other / Interest Revenue 379,651 - 212,338
State 1,607,897 3,613,325 1,288,198 36%
Total $ 6,475,111 $ 17,059,186 $ 2,333,017 14%
FY 2023-24 FY 2024-25
Transit Expenditures Actual Budget YTD Actuals % Expended Staffing $ 328,784 $ 344,223 $ 133,105 39%
Unfunded Pension Liability 57,283 45,725 45,139 99%
Contract Services 3,592,192 4,630,217 4,496,420 97%
Other Operating Expenditures 431,255 424,715 386,216 91% Total $ 4,409,514 $ 5,444,879 $ 5,060,880 93%

Q2 Budget Report Page 18
Unfunded Pension Liability: This annual cost is prepaid upfront. Savings are realized as a result of this prepayment.

Contract Services: This line primarily consists of costs paid to a third-party contract for the operations and maintenance of SLO Transit’s services. Actuals for this budget line include obligations on open purchase orders. While 97% of budget has been obligated or expended, just 42% has been paid to vendors. Staff does not expect a variance to budget at year-end.

Other Operating Expenditures: Similar to Contract Services, actuals for this line include obligations on open purchase orders. 47% of budget has been paid to vendors.

Q2 Budget Report Page 19
Special Revenue Fund Summaries
Tourism Business Improvement District
The Tourism Business Improvement District (TBID) assessment is set at 2% of the lodging industry’s gross receipts. The program annually aligns its operating budget with its anticipated revenues.

Revenue:

While less than half of the budget has been recorded to date, revenue is recorded on a more than one month delay and staff expect to collect the budgeted amount for the full year.

Expenditures:

The TBID procures many of its services in advance, leading to a high percent of budget expended early in the year. The fund is expected to finish on budget for the full year.

Boysen Ranch Conservation Fund
Boysen Ranch consists of approximately 116 acres bounded by Los Osos Valley Road, Foothill Boulevard, and O’Connor Way. The City holds a series of conservation easements that protect approximately 25 acres of the Ranch to mitigate impacts to wetlands and waters caused by the nearby commercial development projects on Los Osos Valley Road. As part of the original easement agreement, Boysen Ranch’s owners provided the City with an endowment to fund required monitoring activities.

Revenue:

The Boysen Ranch Conservation Fund is an endowment fund and its budgeted revenue is provided by investment income. The fund is expected to benefit from the current interest rate FY 2023-24 FY 2024-25
TBID Revenue Actual Budget YTD Actuals % Received
Tourism Assessment $ 2,267,304 $ 2,117,251 $ 974,610 46% Other Revenue 56,643 - 24,242
Total $ 2,323,947 $ 2,117,251 $ 998,852 47%
FY 2023-24 FY 2024-25
TBID Expenditures Actual Budget YTD Actuals % Expended
Staffing $ 213,472 $ 234,328 $ 96,322 41%
Unfunded Pension Liability 43,573 32,234 31,821 99%
Contract Services 1,869,690 1,871,237 1,683,044 90%
Other Operating Expenditures 20,130 34,100 5,159 15%
Total $ 2,146,866 $ 2,171,900 $ 1,816,346 84%
FY 2023-24 FY 2024-25
Boysen Ranch Revenue Actual Budget YTD Actuals % Received Investment Income $ 18,353 $ 2,000 $ 9,186 459%
Total $ 18,353 $ 2,000 $ 9,186 459%

Q2 Budget Report Page 20
environment and meet or exceed its revenue budget, but this could change if fair market value adjustments offset interest income received.

Expenditures
The fund has made its budgeted payment for authorized conservation activities. Staff expect no further payments and the fund will finish on budget.

Insurance Fund
The Insurance Fund serves to pay the City’s annual premiums for liability, workers’ compensation, special events, volunteer, and property insurance needed to protect the City and to manage fluctuations in claims‐related expenses. It is also intended to maintain adequate reserves for future claims and unpredictable increases in insurance costs.

Revenue:

Insurance Fund revenues are transfers in from the General Fund and will finish on budget.

Expenditures:

While recent actions to reduce premiums for Workers’ Compensation have delivered savings, additional contributions from the General Fund may be necessary to build and maintain adequate reserves according to City policy and actuarial estimates. The City’s Fund Balance and Reserve Policy establishes that the Insurance Fund will maintain funding to cover 150% of the average claim costs for the past five years. The policy also states that actuarial information will be taken into consideration. Based on the most recent actuarial study dated November 18, 2024, the City should maintain a reserve of $3,392,000 for liability claims and $1,578,000 for workers’ compensation claims, totaling $4,970,000, if funding at a 75% probability level. The insurance fund reserve is anticipated to be $2,891,767 at the end of FY 2024-25. This is below the lowest probability level provided by the actuary, which is 55%, or a reserve of $4,553,000.

FY 2023-24 FY 2024-25
Boysen Ranch Expenditures Actual Budget YTD Actuals % Expended Contract Services 9,135 10,136 10,136 100%
Total $ 9,135 $ 10,136 $ 10,136 100%
FY 2023-24 FY 2024-25
Insurance Fund Revenue Actual Budget YTD Actuals % Received Transfers In $ 6,333,317 $ 6,000,000 $ 3,000,000 50%
Total $ 6,333,317 $ 6,000,000 $ 3,000,000 50%
FY 2023-24 FY 2024-25
Insurance Fund Expenditures Actual Budget YTD Actuals % Expended Contract Services $ 1,605,230 $ 2,610,281 $ 785,744 30% Other Operating Expenditures 3,149,326 3,114,838 2,262,197 73% Total $ 4,754,556 $ 5,725,119 $ 3,047,941 53%

Q2 Budget Report Page 21
Public Safety Equipment Replacement Fund
The Public Safety Equipment Fund (PSEF) was created with the 2019‐21 Financial Plan to help budget and forecast the replacement of Public Safety equipment that has expired or become damaged. The Fund had received an original seed amount with the FY 2019‐20 budget and, going forward, an annual allocation is made from the Local Revenue Measure.

Revenue:

The fund receives revenue in the form of transfers in from the General Fund and will finish on budget.

Expenditures:

The fund budgets for replacement of public safety equipment currently in service and is expected to finish the year on budget.

San Luis Ranch CFD
A Mello‐Roos Community Facilities District (CFD) was established and approved by City Council on April 16, 2019 (Ordinance No 1661) pursuant to section 5.02 of the San Luis Ranch Development Agreement. The boundaries of the CFD are identical to the San Luis Ranch Specific Plan and includes 131.4 acres approved for up to 580 dwelling units and commercial development, a 200‐room hotel, 100,000 square feet of office space, 150,000 square feet of retail space, 7.8 acres of parks/ open space, and 52.3 acres of farmed agriculture land. The purpose of the CFD is to fund major road improvements, potable and non‐potable water system improvements, drainage system improvements, wastewater system improvements, solid waste improvements, park and paseo improvements, open space improvements, and utilities.

Revenue:

FY 2023-24 FY 2024-25
Public Safety Fund Revenue Actual Budget YTD Actuals % Received Transfers In $ 171,322 $ 167,334 $ 83,667 50%
Total $ 171,322 $ 167,334 $ 83,667 50%
FY 2023-24 FY 2024-25
Public Safety Fund Expenditures Actual Budget YTD Actuals % Expended Other Operating Expenditures 601,116 404,020 277,667 69% Total $ 601,116 $ 404,020 $ 277,667 69%
FY 2023-24 FY 2024-25
San Luis Ranch CFD Revenue Actual Budget YTD Actuals % Received Property Tax $ 1,274,999 $ 1,000,250 $ 338,379 34%
Interest on Investment 592,271 - 16,399
Total $ 1,867,271 $ 1,000,250 $ 354,778 35%

Q2 Budget Report Page 22
The fund collects property tax from residents under the Teeter Plan with the County and is expected to finish the year on budget or better.

Expenditures:

The fund budgets for authorized expenditures, largely debt service, and is expected to finish the year on budget.

Avila Ranch CFD
A Mello‐Roos Community Facilities District was established and approved by City Council on October 24, 2017 (Resolution No 10844) pursuant to section 5.02.1 of the Avila Ranch Development Agreement. The CFD boundaries are identical to that of the Avila Ranch Development project and located at the northeast corner of Buckley Road and Vachell Lane. The Avila Ranch Project will include up to 720 dwelling units, 15,000 square feet of office and retail, 18 acres of parks, 53 acres of open space, riparian corridors and farmed agricultural land. The CFD was formed with purpose of funding services as well as facilities of the CFD. Services to be funded can include the maintenance and lighting of parks, parkways, streets, roads, and open space; flood and storm protection services; police & fire protection services; maintenance and operation of real property. Facilities to be funded can include park, recreation, parkway, and open space facilities; construction and undergrounding of utilities (water, natural gas, telephone lines, electric, cable television); for the acquisition, improvement, or rehabilitation of real property.

Revenue:

The fund collects property tax from residents under the Teeter Plan with the County and is expected to finish the year on budget or better. Year to date results include accruals for tax payments to be made in April and are subject to change.

Expenditures:

FY 2023-24 FY 2024-25
San Luis Ranch CFD Expenditures Actual Budget YTD Actuals % Expended Contract Services $ 9,145 $ 22,043 $ 16,061 73%
Debt Service 911,650 949,450 539,850 57%
Staffing - 26,530 - 0%
Total $ 920,795 $ 998,023 $ 555,911 56%
FY 2023-24 FY 2024-25
Avila Ranch CFD Revenue Actual Budget YTD Actuals % Received Services Special Tax $ 232,761 $ 477,025 $ 492,030 103% Facilities Special Tax $ 23,738 46,623 $ 49,214 106%
Total $ 256,499 $ 523,648 $ 541,244 103%
FY 2023-24 FY 2024-25
Avila Ranch CFD Expenditures Actual Budget YTD Actuals % Expended Authorized Services 58,758 363,416 132,357 36%
Total $ 58,758 $ 363,416 $ 132,357 36%

Q2 Budget Report Page 23
The fund budgets for authorized services expenditures including maintenance, utilities, and supplies, and is expected to finish the year on or under budget. Prior year actuals were lower than budget due to the timing of services performed. Because the development is new, maintenance costs are currently lower than revenues. At full buildout it is expected that costs to serve this neighborhood will exceed revenue and the General Fund will provide services above and beyond what the CFD pays for. All unexpended funds fall to fund balance and are available for expenditure in future years

Q2 Budget Report Page 24
CIP Update
During the second quarter of the fiscal year, the City continued to make significant progress in delivering its Capital Improvement Program (CIP) projects. The capital summary table below provides detail on completed and ongoing projects through the first two quarters, showcasing efforts to enhance infrastructure, maintain critical systems, and improve community spaces.

Key projects completed during this period include the North Broad Park, Mitchell Park Revitalization, and the Reservoir 2 Cover Replacement. These accomplishments underscore the City's commitment to providing high-quality public facilities and ensuring long-term reliability of essential infrastructure.

In addition to completed projects, construction resources are being put toward projects such as the Mission Plaza Enhancements and the Cultural Arts District Parking Structure. Both projects are in the City’s downtown core and are legacy projects which have been highly anticipated. Staff continues to push projects towards construction, including the California Waterline Replacement and 1106 Walnut tenant improvement projects, which are expected to go into construction in the third quarter of this fiscal year.

Q2 Budget Report Page 25
Oracle Account
Number Project Total Budget Estimated Construction Completion Date Additional Comments 2001010-01 Cheng Park Revitalization $807,786.00 Completed 2000049 842 & 919 Palm Parking Structure
Repairs $2,538,989.00 Completed
2001050 Tank Farm Lift Station Discharge Pipe
Replacement Phase 2 $223,678.00 Completed
2000075-9.01 Corporation Yard Fuel Island and Wash
Station Rehabilitation $827,556.00 Completed
2000188 Mitchell Park Revitalization $471,253.00 Completed 2001001-14 Higuera St Crack Sealing $109,072.00 Completed 2091368 Reservoir 2 Cover Replacement $2,617,247.00 Completed 2091683 North Broad Park $1,533,939.00 Completed
2001065 2023 Arterials $9,823,766.00 Completed
2001069 Righetti Hillside Emergency Repair $1,540,000.00 Q3 FY 24-25 Project Closeout 2090742-10 Smith Augusta CMP Emergency Repair $850,000.00 Q3 FY 24-25 Project Closeout 2000034-03 Wash Water Tank #1 $753,807.00 Q3 FY 24-25 Final Punchlist 2000578 Johnson Waterline $5,204,444.00 Q3 FY 24-25 Final Punchlist 2091219 Wastewater Resource Recovery Facility $143,376,754.12 Q3 FY 24-25 Construction Ongoing 2000126 Water Treatment Plant Generator
Improvement Project at Facility 98 $3,527,523.00 Q3 FY 24-25 Construction Ongoing 2000075-06 Fire Station 4 Exterior Painting $55,000.00 Q3 FY 24-25 Construction Ongoing 2000168 Laguna Lake Dog Park $1,600,000.00 Q3 FY 24-25 Construction Ongoing 2000036-04 North Chorro Greenway Underbelly
Lighting $50,000.00 Q3 FY 24-25 Construction Ongoing
2000036-05 North Chorro Greenway Underbelly
Painting $60,000.00 Q3 FY 24-25 Construction Ongoing
2000075-07 Parking HVAC Replacement $260,000.00 Q3 FY 24-25 Construction Ongoing 2000615 2024 Sealing Project $3,000,000.00 Q4 FY 24-25 Construction Ongoing 2090649 Mid-Higuera Bypass $11,550,000 Q4 FY 24-25 Construction Ongoing 2000539-02 Sierra Way Waterline Replacement $2,766,449.00 Q1 FY 25-26 Construction Ongoing 2000545 California Waterline Replacement $1,550,505.00 Q1 FY 25-26 Construction Starting End of
January 2025
2091439 Mission Plaza Enhancements $3,729,574.00 Q1 FY 25-26 Construction Ongoing 2000561 Morro and Mill Sewer Replacement $2,800,000.00 Q1 FY 25-26 Construction Ongoing 2000577-04 1106 Walnut TI $2,000,000.00 Q1 FY 25-26 Project Advertising for Bids. 2000117 Cultural Arts District Parking Structure $ 47,000,000.00 Q3 FY 25-26 Construction Underway -
pouring structure decks
Completed & Ongoing Construction Capital Projects (July 2024-December 2024)

Q2 Budget Report Page 26
Major City Goals Update
One Major City Goal task had an original completion date in the current quarter:

Climate Action, Open Space, & Sustainable Transportation | Implement the Climate Action Plan and Lead by Example 2023-25 Work Plans | Strategic Approach 4.1c Responsible Departments: Public Works & Administration
Original Completion Date: FY 2024-25 Q2 | Updated Completion Date: FY 2025-26 Q3 Complete installation of solar panels at the City’s Bus Yard, Fire Station 1, and Sinsheimer Pool as called for by CAP Lead by Example task 1.1.A
Status Update: On September 4, 2018, Council authorized a solar Power Purchase Agreement (PPA) to install solar panels at the above listed facilities. Under this agreement, the vendor would install and own the solar panels and the City would only pay for energy consumed. The rates contemplated by the initial agreement required installation at all sites simultaneously for efficiency.

The project was delayed prior to installation in 2019 in order to allow the City’s Bus Yard to complete construction of its electric vehicle charging infrastructure project. That project was completed in 2024. On October 17, 2024, the City Manager approved revised PPA’s for each of the three facilities to account for the changing conditions from when the agreements were originally authorized. In addition, a new PPA was approved for solar generation at the Cultural Arts District Parking Structure.

Final diligence, design, and permitting efforts are currently underway. Construction is expected to begin in October 2025 and the City expects to begin commercial operation in March 2026.

Oracle Account
Number Project

TOTAL ESTIMATED

PROJECT COST
(Construction Phase)
Estimated Construction
Start Date Additional Comments
2091252 Prado Road Bridge and Road Widening $28,210,000 Q2 FY 27-28 Working on regulatory permits
and 90% constuction
documents.
2091503 California and Taft Roundabout $4,000,000 Q2 FY 25-26 Right of way acquisition in
progress and finalizing design
documents.
2091613 Prado Road Interchange $124,000,000 Q2 FY 29-30 Starting final design phase of
project, awarding contract to
design firm.
2000522 Public Safety Center (1106 Walnut TI) $1,940,000 Q3 FY 24-25 (for 1106 Walnut work) Consultant to analyze two site
option for public safety center
project and present
conceptual design for review.

Currently working on 1106
Tenant Improvement and Site
Security Fencing project.

Status of Major and Legacy Projects in Design

Federal Funding Summary
Fiscal Year 2024-25
Office of Management and Budget (OMB) M-25-13
On January 27, 2025 the Federal Office of Management and Budget issued Memorandum M-25- 13, “Temporary Pause of Agency Grant, Loan, and Other Financial Assistance Programs”. That memorandum required each federal agency to “Temporarily pause all activities related to obligation or disbursement of all Federal financial assistance, and other relevant agency activities that may be implicated by the executive orders, including, but not limited to, financial assistance for foreign aid, nongovernmental organizations, DEI, woke gender ideology, and the green new deal.”
This action would have become effective on January 28, 2025 at 5:00 PM, but temporary restraining orders were issued by two separate U.S. District Judges to prohibit the Executive Order from taking effect until future review and action by the courts.

The memorandum would have been available on the Whitehouse’s website at https://www.whitehouse.gov/omb/information-for-agencies/memoranda/ but, like many federal webpages, it is no longer available.

Impact on City Funding
Based on the language and legality of the memorandum, it is unclear what the impact to the City would have been or will be. Staff still found it prudent to conduct an analysis of funding from federal sources in order to better understand the City’s exposure to future federal action.

The table below shows the City’s direct exposure to federal funding:

Federal Revenue FY 2023-24 Actual FY 2024-25 Budget FY 2024-25 Actual US DOJ Federal Grants $ 16,271 $ 13,000 $ -
206-Law Enforce Grant Fund $ 16,271 $ 13,000 $ -
FTA 5307 (Capital) $ 684,498 $ 3,575,985 $ 269,119
621-Transit Fund $ 684,498 $ 3,575,985 $ 269,119
Other Federal Grants $ 3,244,755 $ 9,151,879 $ (159,514) 101-General Fund $ 56,997 $ 258,003 $ 258,003
205-CDBG Fund $ 385,483 $ - $ -
621-Transit Fund $ 2,802,275 $ 8,893,876 $ -
FEMA Reimbursements (COVID) $ 41,303 $ - $ -
101-General Fund $ 41,303 $ - $ 108,532
Federal Stimulus Grants $ 10,359,361 $ - $ -
505-Affordable Housing Fund $ 1,264,467 $ - $ -
405-Infrastructure Invest CIP Fund $ 9,094,894 $ - $ -
Total $ 14,346,188 $ 12,740,864 $ 218,137

As shown above, in the current year federal funding is primarily relied upon by the Transit Fund.

In prior years the City also received significant funding from the American Rescue Plan Act. This funding is critical for important projects, including the following federally funded projects:

In addition to the direct exposure, the City partners with other agencies and organizations to fulfill its service mission. These agencies, including the Community Action Partnership of San Luis Obispo (CAPSLO), Transitions-Mental Health Association (TMHA), the County of San Luis Obispo, the State of California, and many more, depend on federal funding to fulfill their missions.

Project Name Project Budget Remaining Budget Anticipated funding 2 Battery Electric Buses and
Associated Infrastructure 370,800 370,800
3 Battery Electric Buses and 1
Cutaway Bus
6,314,035 6,314,035
Broadband Plan 600,000 - 6,794,215
California & Foothill Railroad
Crossing Upgrade 384,799 52,117 800,000
Higuera Widening at 50 Higuera 297,316 67,500
ATP-South Broad Street Corridor 400,000
Transit Fleet Replacement: 2 Bus
Replacements 2,709,371 534,835
Transit Fleet Replacement: New
Protera/Flyer Buses 785,373 135,909
Building Electrification 75,000 75,000
Prado Road Bridge Widening 8,065,000 8,065,000
Grand Total 19,601,694 15,615,196 7,994,215

City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: February 18, 2025
TO: Mayor and Council
FROM: Matt Horn, Public Works Director
Prepared by: Wyatt Banker Hix, Supervising Civil Engineer VIA: Whitney McDonald, City Manager
SUBJECT: ITEM 7B. – PRADO INTERCHANGE PROJECT UPDATE AND AWARD

PLANS, SPECIFICATIONS AND ESTIMATES (PS&E) DESIGN

CONTRACT
Staff received the following questions regarding Item 7b:
1) Page 563 of the Council Agenda Report of 9/5/23 shows Table 5.1 – Alternative A3 Design Year (2050) Peak Hour Mainline, Ramps and Weaving Section Operation. This table shows that most analyzed segments fall below LOS C with the A3 project. Am I interpreting this correctly? What is Caltrans position on A3 given this? I could not find any comparison to the "No Build" alternative. Were comparable LOS estimates made?
Yes, analysis of traffic conditions both on and off the US 101 mainline were evaluated for a No-Build scenario and for each interchange design alternative considered, including the final preferred alternative design for a tight diamond interchange (A3). While some design alternatives provided benefits of additional on/off-ramp length for deceleration/acceleration on and off the US 101 mainline, the traffic operations results on the US 101 mainline and ramp merge/diverge/weave were generally similar for all the alternatives. There are segments of US 101 in the vicinity that will fall below Caltrans’ level of service (LOS) targets with or without the Prado Interchange Project. Ultimately, the addition of the northbound auxiliary lane along US 101 between Prado Road and Madonna Road, which was assumed in all interchange design alternatives, improves the merge/diverge/weave operations in the northbound direction compared to a No-Build scenario. The final preferred alternative supported by Caltrans and previously adopted by the City Council on 9/5/23 were determined based on a variety of metrics and considerations, including traffic operations on and off the US 101, safety/collision potential, cost, right-of-way and environmental impacts. Alternative A3 ultimately represented the design option that best balanced these priorities.

7b. Prado Interchange Project Update and Award PS&E Page 2 2) According to the staff report there is $5.2M for the PS&E allocated from the Local Revenue Measure fund. Is this already allocated from the current or a previous budget? Or would this be allocated in the 25-27 financial plan? These funds have already been allocated to the project from current and previous budgets. No additional funding requests from the Local Revenue Measure will be requested as part of the 2025-27 Financial Plan.
3) The section discussing construction debt financing shows $6M to $12M in potential commitments for debt payments. Where would this funding come from? Once the City debt financed would it still be possible to obtain state or federal funding to cover the payments or pay off the balance? This funding would be allocated from the City’s Capital Improvement Plan (CIP) budget. Once the City issues debt, the payments would come from the CIP budget.

It is highly unlikely State or Federal grants could be used to cover those debt payments.

That being said, staff does intend to seek State and Federal grants to help reduce the impact of the project on the City finances.
4) Is there a report from the Central Coast Transportation Consulting (CCTC) sensitivity analysis or just what is in the agenda report? The updated traffic modeling forecasts were completed just in time to present updated findings to the Council for this agenda item, but the data has not yet been compiled into a formal report. Based on direction from the Council during this hearing, including interest in modeling additional analysis scenarios (i.e. results with increased non-auto mode share), staff will have a formal summary report prepared, which will be shared with the Council and can be published on the project website.
5) Why don't we model traffic impacts considering the City adopted mode share goals? Why only consider the worst case analysis? My understanding is that CEQA does not require worst case analysis.

While the City’s Travel Demand Forecasting Model does have components that capture expected increases in non-auto mode share with improvements to transit service, pedestrian and bicycle infrastructure, and increases in infill and mixed-use development within the city, the model is generally calibrated to existing traffic patterns which reflect existing mode share distribution. The reason that the model is not calibrated to reflect the City’s adopted future mode share targets is that the model is predominantly used for the purposes of forecasting traffic volumes and VMT for development review and California Environmental Quality Act (CEQA) analysis, and the City needs to be able to defend the model analysis and related findings as reasonable, if not slightly conservative, to defend development

7b. Prado Interchange Project Update and Award PS&E Page 3 approvals from legal challenge. This intent is not to represent a worse-case scenario, but analysis that is reasonable and defensible.

The mode share goals adopted in the General Plan Circulation Element are inherently ambitious and while the City is aggressively implementing projects and programs to support these goals, there is a reasonable likelihood that these goals are not achieved within the current planning horizon. The table below compares the City’s mode share goals against current mode share per a 2024 Household Travel Survey.

Staff is happy to have additional traffic analysis scenarios prepared for the Prado Interchange Project to test the sensitivity of the current modeling results to further increases in non-auto mode share. However, it should be noted that the majority (apx. 55%) of citywide auto trips have at least one trip end outside of the city limits, and it is unlikely that the city can achieve the targeted mode share goals for regional trips that are traveling to/from the city from elsewhere in the region. Even when assuming higher non-auto mode share percentages in the traffic modeling for local trips, the ultimate reduction in citywide auto trips may improve projected traffic operations slightly but is unlikely to completely resolve the projected traffic operations impacts identified in current projections.
6) Why did the City pursue CEQA IS-MND’s instead of a single EIR for the Prado Interchange, Bridge and Extension projects?
Each of the three Prado projects are being developed along a different timeline, with the Prado Bridge anticipating construction in 2027, the Prado Interchange in 2029, and no timeline for the Prado Extension. The Prado Extension lacks any concept level plans or anticipated impacts, and this will not be known until the property develops, making an environmental analysis not possible at this time.

Before embarking on either the Prado Bridge or Interchange projects, City and Caltrans staff met to discuss each project and their environmental impact. Since each project has different funding mechanisms, timelines and project needs, City and Caltrans staff determined each project should proceed under separate environmental documents, with each pursuing CEQA IS-MND’s. However, all projects have been subject to comprehensive environmental review as part of the Land Use and Circulation Element Update and relevant area and/or specific plans, as well as detailed analyses included as part of major development plan EIRs.

Item 7b
Department: Public Works
Cost Center: 5010
For Agenda of: 2/18/2025
Placement: Business
Estimated Time: 90 minutes
FROM: Matt Horn, Public Works Director
Prepared By: Wyatt Banker-Hix, Supervising Civil Engineer SUBJECT: US 101/PRADO ROAD INTERCHANGE PROJECT UPDATE AND

AWARD OF THE PLANS, SPECIFICATIONS, AND ESTIMATES (PS&E)

DESIGN CONTRACT

RECOMMENDATION

1. Receive an update on the US 101/Prado Road Interchange Capital Improvement Project; and,

2. Award the Plans, Specifications, and Estimates (PS&E) Design Contract to Consor for the scope and fee within available budget; and,

3. Authorize the City Manager to amend the design contract with additional budget appropriated by Council as part of future Financial Plan updates; and,

4. Appropriate $9,897,681 from the San Luis Ranch Bond Proceeds to the project account for use in design and construction; and,

5. Authorize Staff to issue a Request for Proposals for Lobbying Services, in a form approved by the City Attorney, to assist with obtaining additional funding to support the Prado Interchange Project.

REPORT IN BRIEF
The US 101/Prado Road Interchange is a Capital Improvement Plan (CIP) project that will construct a bridge over US 101 connecting Prado Road to Dalidio Drive, establishing a continuous transportation link between S. Higuera Street and Madonna Road. The scope and scale of this project is large and considered a legacy project that supports several Major City Goals, General Plan policies, and is needed to mitigate cumulative transportation impacts identified within the Environmental Impact Reports for several approved development projects. This project is following the required California Department of Transportation (Caltrans) project delivery process and has reached the end of the Project Approval and Environmental Document (PA/ED) phase of this delivery process. Staff have selected a design consultant for the Plans, Specification and Estimate (PS&E) phase based on a competitive qualifications-based proposal process1 and are

1 Qualifications-Based Selection (QBS) is required by California Law (Government Code Section 4526).

QBS is a competitive procurement process that requires a project owner to hire design professionals (engineers, land surveyors, architects, etc.) based on their qualifications and demonstrated competence.

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ready to proceed with award of the PS&E contract to advance the project to final design.

At the Council’s request, staff are presenting several options for Council review, including stopping work on the project or proceeding with an alternative design.

POLICY CONTEXT
The US 101/Prado Road Interchange Project supports the Major City Goals of: Housing and Homelessness, Climate Action, Open Space and Sustainable Transportation. The Land Use and Circulation Element (LUCE) of the General Plan identifies a lack of multimodal east-west connections across town, which this project proposes to construct. The 2021 Active Transportation Plan identifies the need for physically protected bike lanes and sidewalks along Prado Road to create a multi-modal link across town and these elements are included in the scope of the interchange project.

The General Plan also identifies the Prado Interchange as essential in facilitating growth in the southern portion of the City. Many of the trips generated from existing uses, as well as proposed and previously approved development projects will use the Prado Interchange as a primary east-west link. Approved environmental documents for numerous private housing development projects in this area of the City including San Luis Ranch, Avila Ranch, Froom Ranch Specific Plan, and the Margarita Area Specific Plan identify construction of the Prado Interchange as essential infrastructure necessary to address current and future traffic congestion and circulation deficiencies.

With the final signature of the Project Report, the PA/ED phase is complete and staff are ready to proceed into the PS&E phase. This project is subject to the Caltrans standard project delivery process, as the project includes modifications to a state highway and Caltrans will retain ownership and maintenance responsibilities for portions of the completed interchange.

DISCUSSION
Background
The Prado Interchange Project proposes to complete three major roadway improvements which include the installation of a partial interchange installing a bridge over US 101, Elks Lane realignment, and widening of Prado Road. A vicinity map of the project can be found below:

QBS prohibits the use of cost as a factor in the initial evaluation and selection of design professionals.

Instead, firms are ranked based on their qualifications and experience.

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Figure 1 – Prado Interchange Vicinity Map
Interchange
The first component of the project will connect Prado Road to Dalidio Drive by installing a bridge over US 101. Currently, Prado Road terminates just east of US 101 at an existing unsignalized intersection with Elks Lane and the US 101 northbound on/off-ramps. The project will elevate the northbound ramps to connect with the new bridge at a signalized intersection. The bridge includes two traffic lanes in each direction, a center median/turn lane, and raised sidewalks and bike lanes on each side of the street.

Elks Lane Re-Alignment
The second component of the project is the realignment of Elks Lane behind the new Regional Transit Authority (RTA) facility and 40 Prado Road Homeless Services Center to reconnect with Prado Road approximately 500 feet to the east of the existing intersection. The realigned Prado Road/Elks Lane intersection will be controlled by a new traffic signal and will serve as the primary entrance for the City’s Corporation Yard and Water Resource Recovery Facility.

Scale: Not to Scale

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Prado Widening
Finally, Prado Road will be widened and reconstructed between Elks Lane and South Higuera Street to provide a continuous multi-modal corridor from Madonna Road to South Higuera Street along Dalidio Road and onto Prado Road. This widening would provide for two traffic lanes in each direction, a center median/left turn lane, and elevated sidewalks and bike lanes. The proposed widening accommodates projected auto/bicycle/pedestrian traffic needs and will be completed with both the Prado Road Interchange project as well as the Prado Creek Bridge Replacement Project, which is currently in the design phase and is scheduled to start construction prior to the Prado Interchange Project.

Prado Road must be elevated in order to connect to the proposed bridge over the US 101 and typically this would be done using compacted soil ramps as this is the most efficient and cost-effective way to elevate roadways. However, the floodplain analysis prepared for the project confirmed that this is not a feasible design approach along Prado Road due to floodplain impacts, as construction of raised embankments would impede floodwaters during the 50, 100, and 500 year rain events. Impeding floodwater would increase the water surface elevation during flood events and cause flooding on other properties in the vicinity of the interchange including Highway 101. Flooding others’ property is not consistent with City, State and Federal flood protection standards.

For this reason, portions of the reconstructed Prado Road need to be elevated using structural columns and not compacted soil ramps as this will minimize impacts on the floodplain. This has a significant impact on the complexity of the required engineering work and the construction cost of the project, as discussed later in the Fiscal Impact section of this report. Concept level plans can be viewed as Attachment A.

Project Need and Benefits
When Highway 101 was constructed through the city in the 1950’s, it split the community in two, and Caltrans initially constructed several overcrossings and interchanges to improve connectivity. As the City developed and traffic increased, these predominantly east-west connections continued to pose a bottleneck to travelers. As early as the 1970’s, both the City and State recognized the need for additional east-west connections and proposed the Prado Interchange.

With the approved and already-developed housing and commerce, the lack of connectivity in the southern part of the City has forced travelers to make circuitous routes and use the Los Osos Valley Road (LOVR) Interchange and the Madonna Interchange.

Traffic modeling of an interchange at Prado Road shows potential to reduce the length and travel time of these trips, resulting in a City-wide reduction of Vehicle Miles Traveled (VMT) by 0.5% Citywide, which equates to 2,700 fewer miles traveled each year. The design of the interchange also includes separated pedestrian and cyclist features to create a multi-modal link across town, consistent with the City’s Active Transportation Plan.

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Construction of the Prado overcrossing will also relieve congestion on local streets like Madonna Road and LOVR, as well as their associated intersections. Congestion relief is also anticipated at the existing Madonna Road and LOVR interchanges with US 101, and along US 101 mainline itself.

A more efficient cross-town link will also benefit nearby regional facilities like the 40 Prado Homeless Shelter and Regional Transit Authority (RTA) campus. City facilities like the Corporation Yard and WRRF will also benefit from this new east-west connection. Staff considered the traffic implications should the Prado Interchange not be constructed. That discussion can be found in the “Alternatives” section at the end of the report, and summarized in Attachment D.

Figure 2 – Interchange Renderings (Northbound and Southbound Approaches) Relationship to Prado Road Bridge Replacement Project
While the subject of this report is the Prado Road Interchange, the City is also pursuing the removal and replacement of the existing bridge at Prado Road over San Luis Obispo Creek, located just west of S. Higuera Street. Caltrans inspections of the bridge have noted structural deficiencies and narrow deck width, recommending replacement. Due to the existing traffic operations deficiencies at the adjacent Prado Road/South Higuera intersection, as well as the projected growth in the southern portion of the city, the intersection will be widened and constructed as a protected style intersection with improved bicycle and pedestrian crossings. This project will also involve creek work and undergrounding utilities. Staff presented on this topic to Council in October 2022. That report can be found here.

Item 7b
The Prado Bridge Replacement Project delivery is ahead of the Prado Interchange Project and is required regardless of whether the Interchange construction proceeds. This is due to the bridge condition and projected traffic growth. If the City does not move forward with the construction of the Prado Road Interchange, the Prado Road Bridge replacement could be narrowed by approximately 15 feet than what is currently proposed which will reduce but not eliminate Right of Way acquisition needs. It was the Council’s consideration of those Right of Way needs that has prompted this current evaluation of alternatives to come forward.

Staff do not anticipate any concerns regarding timing between the Prado Bridge and Prado Interchange projects. This project was further summarized in the September 2023 presentation to Council, which can be found here.

Future Plans to Extend Prado Road to Broad Street
The General Plan Circulation Element and multiple specific plans include the future extension of Prado Road east to Broad Street. This improvement would provide a continuous arterial route with separated bikeways and sidewalks between Broad Street (Highway 227) and Madonna Road via the Prado Interchange. While the City is collecting development impact fees to help fund this future infrastructure project, the ultimate timing of the Prado Road Extension is difficult to project. Construction of this project requires private right-of-way and significant direct contributions from future private development.

Further information was provided to Council in the September 2023 report, which can be found here.

Caltrans Oversight and Project Development Process
The Prado Interchange Project is a partnership between the City and Caltrans. Caltrans is assisting the City with project delivery and will eventually assume maintenance of portions of this facility. Throughout the process (from planning to construction), Caltrans staff review and approve major deliverables to ensure compliance with Caltrans standards. Once the interchange is constructed, Caltrans will assume maintenance for the bridge structure, ramps, and operation of the Prado Road/US 101 Northbound Ramps traffic signal.

The Caltrans interchange delivery process2is divided into four phases which are as follows: 1) Project Study Report (PSR), 2) Project Approval and Environmental Document (PA/ED), 3) Plans, Specifications and Estimate (PS&E), then 4) Construction of the project. A flowchart of the process can be found below:

2 A more thorough description of the Caltrans delivery process can be found here: https://dot.ca.gov/- /media/dot-media/programs/esta/documents/2011-how-caltrans-builds-projects-a11y.pdf

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Figure 3 – Caltrans Delivery Flowchart
Each phase and their key deliverables are summarized below:

Phase Key Deliverables Status
1) Project Study Report Project Study Report – Interchange Feasibility Complete 2) Project Alternatives
and Environmental
Document (PA/ED)
Project Report + CEQA Document Complete
3) Project Plans,
Specifications, and
Estimates (PS&E)

1. Council authorized advertisement of a request for
proposals for Prado PS&E phase services3-
Complete

2. Award design contract – In Progress (Council
Consideration 2/18/2025)

3. Phase I - Implement Value Analysis
Recommendations – Not Started

4. Phase II - 65% Project Plans and Estimates – Not
Started

5. Phase II – 3
rd Party Review – Not Started

6. Phase II - 90% Project Plans, Specifications, and
Estimates – Not Started

7. Phase II - 100% Project Plans, Specifications, and
Estimates – Not Started

8. Phase II - Final Bid Package for Advertisement –
Not Started
In Progress
4) Construction 1. Advertisement of Project

2. Award of Project to Contractor

3. Pre-construction Conference

4. Completion of Underground Work

5. Completion of Roadway Work

6. Completion of Structures Work

7. Project Closeout and Ribbon Cutting
Not Started
(2029)
To date, the Project Study Report Phase has been completed and the PA/ED phase is complete. Staff is ready to start work on the PS&E Phase.

3 Approved by Council at 8/16/2022 Meeting

Item 7b
Project Approval/Environmental Document (PA/ED) Phase
Environmental Document
Both California Environmental Quality Act (CEQA) and National Environmental Protection Act (NEPA) Documents have been completed and filed.

Value Analysis (VA)
The Value Analysis (VA), completed during the PA/ED phase, involved bringing in a thirdparty consultant to perform a five-day workshop with City and Caltrans staff, as well as an independent civil engineering firm to evaluate project designs to identify potential opportunities to reduce costs, highlight unanticipated challenges with project delivery, construction, and maintenance, and otherwise identify areas to improve the quality and/or value of the final project design. The project scope, schedule, and budget were discussed with a primary focus on identifying cost and time savings.

The VA workshop was completed in March 2023 and recommended that the City consider the following recommendations to guide final project design work:

1. Use cast-in-drilled-hole concrete columns instead of driven piles.

2. Use longer span pre-cast girders in lieu of cast-in-place girders.

3. Reduce the vehicle design speed on the bridge over Hwy 101 to 35 mph to tighten vertical and horizontal curves, reducing the structure’s overall length and height.

4. Reduce the design width of travel lanes and roadway shoulders.

5. Use recycled materials where possible in order to reduce generation of greenhouse gases and reduce material cost.

The focus of the above recommendations was to find potential construction methods that could result in overall cost and construction schedule savings to the project. City and Caltrans staff agree that these considerations require further investigation, which will be completed during the first phase of the PS&E design contract.

Project Report
The Project Report summarized the environmental and design decisions made throughout the PA/ED process and evaluated each of the project alternatives. That report is complete, with the City and Caltrans agreeing on the preferred alternative. Project Report was signed 10/8/2024 by Caltrans marking completion of the PA/ED phase. See linked for the complete report, and Attachment A for the Concept Plans.

The preferred alternative selected by both the City and Caltrans is included in the Project Report as Alternative A3 which is a Tight Diamond interchange with signalized intersection control. This alternative was recommended by staff and approved by Council due to its superior operations and as well as being the lowest cost alternative.

An image of the concept below is shown.

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Figure 4 – Alternative A3 Plan
Plans, Specifications and Estimate (PS&E) Phase
Each of the primary tasks/components of the PS&E phase are described briefly below.

Design Contract Scope and Award
The size and complexity of this project, as well as the Caltrans delivery process, necessitated that staff issue a Request for Proposal (RFP) for design services to select the most qualified engineering firm to lead the project design. The RFP advertised on 5/2/2024, and proposals were due on 7/25/2024. A total of six (6) firms submitted proposals.

In order to follow City and Caltrans best practices, the Qualifications Based Selection (QBS) process was followed by staff. This process evaluates consultants based on their qualifications, relevant experience, approach to deliver the project, and their overall schedule for each deliverable. These categories were independently ranked by the City’s Project Manager, Transportation Manager, and City Engineer, as well as Caltrans District 5 Project Manager. The review team then gathered to confirm and finalize the rankings.

The top four (4) firms were then invited to present their proposal to the project team and respond to a series of pre-prepared interview questions. The presentation and question response were then graded and added to each consultants ranking. Overall rankings are summarized below:

Item 7b
Consultant Ranking Summary
Firm Ranking
Consor 1
Jacobs 2
BKF 3
Mark Thomas 4
Consor was selected as the preferred firm, with their proposal included as Attachment B.

The City was fortunate to receive proposals from several qualified firms, with Consor ranking highest largely due to their extensive project knowledge and prior experience with similar projects. Once the review team selected a consultant, a separate, sealed proposal from Consor (Attachment C) containing the design fees was unsealed, revealing the overall design costs. All other unsuccessful applicants had their sealed cost proposals mailed back to them. Using the QBS process, staff was able to select the most qualified firm for this project, and then unseal the design fee.

After Consor was selected, they met with City staff to further refine project scope and fee.

With these modifications complete, Staff recommends award of the PS&E design contract to Consor.

The design contract is broken into three (3) phases to allow Council input at several critical deliverables:

PS&E Phase I – VA Implementation
The first phase of design focuses on the Value Analysis recommendations as well as additional recommendations design consultants made during the proposal process. In an effort to reduce project costs, design and construction schedule, and simplify the overall design process, Staff and Consor will review these recommendations, present them to Caltrans to better understand their implications, and chose a conceptual design to proceed with.

Major deliverables of this phase include:
 Soils, Hydraulic and Floodplain reports
 Detailed topographic survey
 Feasibility Memorandum of each VA recommendation
 Sustainability Memorandum detailing environmental impacts of proposed recommendations
 Public Meeting to present updated project scope, schedule and budget PS&E Phase II – Plan Development
After the VA recommendations have been considered, Staff will proceed to important design deliverables defined by the Caltrans process:

Item 7b
65% Plans, Specifications and Estimate – This package will be produced by the design consultant Consor, and then reviewed by City and Caltrans staff. Any needed trips to advisory bodies like the Planning Commission, Active Transportation Committee or Architectural Review Committee will be scheduled during this time. Assistance with seeking grants and additional funding will begin in earnest. 3 rd Party Consultant Review – During Phase II, Staff plans to release an RFP for a design consultant to help review the plans produced by Consor. The successful consultant will have similar experience with roadway and interchange design. This step is optional, as Caltrans staff will also review the plans, but should help reduce errors and minimize construction risk.
90% Plans, Specifications and Estimate – After review and comments, Consor will proceed to the 90% level design. The plans will be at a sufficient point to fully develop Right of Way (ROW) acquisition, Utility Relocation and Aesthetic Development. 100% Plans, Specifications and Estimate – After further review and comment, Consor will proceed to the 100% level design. Staff will return to Council for Authorization to Advertise at the time of this deliverable.

Final Package to Advertise – Also called “Ready To List” as this deliverable will be stamped and ready to advertise for construction. ROW will be acquired and Utilities ready to relocate.

PS&E Phase III – Bid Advertisement, Award and Construction Administration Once the Final Package is ready to advertise for construction, Consor will assist the City through the advertisement, award and construction process. This phase will be contingent upon the final design chosen by the City and Caltrans, and will not be fully considered until the 100% PS&E deliverable. Staff anticipates Construction Management and Environmental services to be required as well.

Schedule and Next Steps
The project delivery schedule is shown in the figure below.

Table 1 – Prado Interchange Timeline
Note: Q1 equates to July 1st of the Fiscal Year
This schedule provided by Consor assumes one (1) year for Phase I of the PS&E effort and three (3) years for Phase II. Time for City and Caltrans review, Utility Coordination and ROW Acquisition have been accounted for. The change in schedule from the last update to Council is a result of the delay in completing the PA/ED phase of work, as well as a realistic, detailed schedule presented by the design consultant.

Table 1: Prado Interchange - Project Timeline to Construction Project Phase Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 PA/ED
PS&E
Advertise and Award
Construction
FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY 29/30

Item 7b
Once City and Caltrans staff agree that design work is complete, the PS&E phase will close out and the project will be advertised for construction bids. Staff anticipate construction to begin as early as Fall of 2029.

Previous Council or Advisory Body Action
On July 17, 2018, City Council approved the Supplemental Environmental Impact Report (SEIR) for the San Luis Ranch Development (Staff Report, Minutes). The SEIR detailed the impacts of the development and need for the Prado Interchange Project, but did not cover the project itself, necessitating separate CEQA and NEPA documents.

On August 16, 2022, Council Authorized Staff to seek VA services and PS&E services (Minutes).

On September 5, 2023 Council recommended approval of the Initial Study – Mitigated Negative Declaration (IS-MND) to Caltrans, declared Alt 3 as the City’s preferred interchange type, and recommended that Caltrans Administration approve the Project Report. (Minutes)
Public Engagement
There were extensive opportunities for public engagement on the project through previous planning efforts, including the 2014 General Plan Land Use and Circulation Element (LUCE) update, during review of the San Luis Ranch development proposal and Environmental Impact Report, approved in 2018, and through public input on the City’s capital project prioritization during the past several budget cycles.

Staff and project consultants also organized and held a public meeting on February 15, 2023, which consisted of a focused workshop to solicit input on the latest Prado Interchange project details and draft environmental document. This meeting included a presentation on project background, overview of design alternatives considered, discussion of traffic impacts, summary of environmental analysis and mitigation recommendations, latest project cost estimates and schedule. The meeting was advertised via legal ads, via City email and social media notifications, and via direct mailers sent to businesses and residents located within one half mile of the project limits.

Caltrans representatives were in attendance to help field questions from the public.

The IS/MND was circulated for public review February 2 through March 6, 2023. The Notice of Availability/Notice of Intent to Adopt the IS/MND was advertised in the local newspaper and included information about and invitation to the February 15, 2023 public meeting. Following the public review period, Caltrans and City staff recorded and jointly responded to 10 comment letters from members of the public and 1 from a local agency.

These responses have been reviewed by staff and approved by Caltrans and are included at the end of the IS-MND.

Item 7b

CONCURRENCE
Public Works, Community Development, City Attorney and Utilities Departments concur with the recommendations of this report. Caltrans concurs with the recommendation to proceed to the PS&E Phase and award a design contract.

ENVIRONMENTAL REVIEW
The IS-MND CEQA document and the NEPA Categorical Exemption document were completed during the Project Approval/Environmental Document Phase.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2021-2022, 2022-2023,
Funding Identified: Yes 2023-2024, 2024-2025
Fiscal Analysis:

As the Prado Interchange is a multi-phased legacy project, funding for the PS&E Phase and Construction Phase will be discussed separately.

PS&E Phase Budget and Cost:

The PS&E contract is proposed to be separated into multiple phases to allow funding to be programmed in future financial plans. A summary of PS&E design costs, broken by phase can be seen below:

Prado Interchange - PS&E Costs
Task Costs
PS&E Phase I $ 3,049,853
PS&E Phase II $ 5,901,488
PS&E Phase III $ 94,439
Subtotal: $ 9,045,780
Design Contingency1: $ 1,000,000
3rd Party Review2: $ 1,500,000
ROW Acquisition3: $ 2,000,000
Utilities Relocation4: $ 2,000,000
Total5: $ 15,600,000

1. Assumed 10% contingency of total design fee

2. Assumption based on 15% work effort compared to PS&E estimate

3. ROW Acquisition in PS&E. $1.5mil estimate, increased to $2mil to for negotiating contingency

4. Costs with PG&E for undergrounding. Recent undergrounding cost $1.5mil. Escalate to $2mil

5. Rounded to the nearest $100,000

Item 7b
Note that additional pre-construction costs beyond the design have been considered, including Right of Way Acquisition, Undergrounding Fees for Utilities and a 3rd party consultant to assist City staff in plan review.

PS&E Phase Delivery Timeline
As part of the RFP, each firm was required to submit their schedule for the entirety of the PS&E phase. Consor’s schedule was the most realistic, allocating 12 months for Phase I work and 36 months for Phase II. Many of the major drivers of the schedule are beyond the City’s control:
 Right of Way negotiations with private property owners  Caltrans District 5 (local) review of deliverables
 Caltrans Headquarters (Sacramento) review of deliverables  Utility underground coordination
Some items are under City control:
 Staff review of deliverables
 Consor timeframe of work effort
Staff reached out to Consor and discussed options and potential funding needs in order to expedite their work effort. Consor would be able to expedite the schedule by assigning additional resources to their bridge design, which would result in additional costs but could reduce the design schedule by up to 6 months.

Staff could also skip the Value Analysis phase of this effort, and move to expedite delivery of the project. The Value Analysis suggests these efforts could result in savings of approximately $18 million if implemented, and for that reason staff does not recommend this option. After consulting with Consor, the schedule savings would be approximately 6 months.

Funding for the PS&E Phase will be provided from the bond proceeds that San Luis Ranch was required to provide the City for this project. Additional funding from the PA/ED phase are also proposed to be utilized. Due to the length of time required to complete this phase of work, a multi-year funding plan for the PS&E phase is shown below:

Item 7b
Existing
FY24/25
Year 1
FY25/26
Year 2
FY25/26
Year 3
FY26/27
Year 4
FY27/28
Year 5
FY28/29
$ 6,862,192 $ 13,710,020 $ 7,808,532 $ 6,808,532 $ 3,308,532 $ 1,214,093 $ - $ - $ - $ - $ -
$ 9,897,681 $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ 14,121,073
$ 10,000,000
$ 106,664,834
$ 16,759,873 $ 13,710,020 $ 7,808,532 $ 6,808,532 $ 3,308,532 $ 132,000,000 Task Cost
Fiscal
Year
Needed
PS&E Phase I $ 3,049,853.00 2024 $ 3,049,853.00
PS&E Phase II $ 5,901,488.00 2025 $ 5,901,488
PS&E Phase III $ 94,439.00 2028 $ 94,439
Design Contingency1: $ 1,000,000.00 2026 $ 1,000,000
3rd Party Review2: $ 1,500,000.00 2027 $ 1,500,000
ROW Acquisition3: $ 2,000,000.00 2027 $ 2,000,000
Utilities Relocation4: $ 2,000,000.00 2028 $ 2,000,000
Total Design Phase $ 15,545,780.00
Construction $ 119,000,000.00 2029 $ 119,000,000
Cons Design Support5: $ 2,000,000.00 2029 $ 2,000,000
Cons Management6: $ 11,000,000.00 2029 $ 11,000,000
Total Construction Phase $ 132,000,000.00
$ 13,710,020 $ 7,808,532 $ 6,808,532 $ 3,308,532 $ 1,214,093 $ -

1. Assume contigency needed at midpoint of design

2. Funding required prior to 90% submittal

3. Offer packages sent 6/2027

4. Required 1 year prior to construction for Utilities to schedule relocations

5. Assume 2% of construction costs. Supports review of submittals, change orders, etc. from the design team during construction.

6. Assume 10% of construction costs. Supports 3 years of full-time construction management on the project.

Prado Road Interchange Funding Plan
SLOCOG
Account Total:

End of Year Account Balance:

San Luis Ranch Bond Proceeds:

San Luis Ranch Contribution:

Financial Plan Funding (General Fund):

Project Expenditures over Time
Financial Plan Funding
Funding Gap
Prado Interchange Account Balance (2091613):

Construction Phase (Cons)
Design Phase (PS&E)

Item 7b
The San Luis Ranch bond proceeds are sufficient to cover the entire PS&E Phase. The current available funding is shown, along with the Phase I funding request:

Funding Sources Total Budget
Available
Current Funding
Request
(PS&E Phase)
Remaining
Balance
Annual
Ongoing
Cost
Local Revenue
Measure
$5,160,000 $4,257,677 $902,323 N/A
Fees: Transportation
Impact
$359,103 $359,103 $0 N/A
State $0 $0 $0 N/A
Federal $0 $0 $0 N/A
Other: Airport Area
Impact Fee
$50,279 $50,279 $0 N/A
Other: County $1,435,260 $1,435,260 $0 N/A
Other: San Luis
Ranch Bond
Proceeds
$9,897,681 $9,897,681
Total $16,759,873 $15,545,780 $1,356,543 N/A
It is important to note that currently staff are only seeking authorization on the PS&E Phase. As the PS&E phase is nearing completion, the best available information will be used to estimate construction costs. The total project cost will be further refined during design.

Staff are working to determine the best path forward to fund the construction phases of the project, including aggressive pursuit of state and federal grant funding, leveraging developer fees, use of the City’s Infrastructure Investment Fund, and potential debt financing to support construction of the project. Should Council approve award of the design contract, staff will provide additional updates once the project design is sufficiently advanced, which will allow for a more accurate and realistic construction cost updates.

Construction Phase Fiscal Information
Cost Breakdown
The cost breakdowns presented in the September 5th 2023 report are unchanged, with updates expected after a review of the Value Analysis recommendations. Below is a table which itemizes construction costs based upon what is known today. Please note that inflation has not been addressed; however, a 20% contingency is included and totals are rounded to the nearest $100,000:

Item 7b
Construction Costs (2023
Dollars)
Roadway: $ 10,647,300
Structure: $ 63,829,895
ROW/Utility: $ 4,531,747
Elks Lane: $ 3,180,000
Corp Yard Impr: $ 1,060,000
Prado Widening: $ 1,590,000
Total: $ 84,900,000
Currently, construction funding is anticipated to be received from both the City and the City’s regional partners including: San Luis Obispo County, San Luis Obispo Council of Governments (SLOCOG), as well as the San Luis Ranch development. Costs were split based on percentage split of local traffic, regional traffic, and new development traffic once the facility is built. Staff have met with SLOCOG to advocate for additional regional funding towards this project, and will continue to do so throughout the duration of PS&E.

Since construction is not proposed to start until 2029, and there remains significant uncertainty regarding economic factors such as inflation, staff has calculated a future range of costs based on several rates of inflation:

Alt A3 Construction Costs
Base Year (2023): $ 84,900,000
3% Inflation (2031): $ 106,000,000
5% Inflation (2031): $ 119,000,000
8% Inflation (2031): $ 140,000,000
Notes: 1. Figures rounded to nearest $1,000,000

2. Costs escalated to 2031, mid point of construction
Staff anticipates total construction costs to vary between these numbers above based upon inflationary costs. Additionally, as the VA work is implemented in the final design and the construction techniques, quantities, and means and methods are further developed during the PS&E phase of the project, costs will fluctuate as well.

Total costs, including the PS&E Phase and Construction (Cons) Phase are summarized below. Please note that Construction Administration and Construction Management services are anticipated to be consultant led, accounting for those costs:

Item 7b
Project Total Cost
Phase Task Cost
PS&E
Consor Design Contract $ 9,045,780.00
Design Contingency $ 1,000,000.00
3rd Party Quality Assurance
Review $ 1,500,000.00
Right of Way Acquisition $ 2,000,000.00
Utilities Relocation $ 2,000,000.00
Subtotal: $ 16,000,000.00
CONS
Cons Design Support1 $ 2,000,000.00
Cons Management and
Inspection2 $ 11,000,000.00
Construction3 $ 119,000,000.00
Subtotal: $ 132,000,000.00
Grand Total4: $ 148,000,000.00

1. Construction Administration assumed 2% construction costs - Assist City with review of construction deliverables

2. Construction Management assumed 10% construction costs

3. 20% Contingency, 2031 dollars

4. Rounded to the nearest $1,000,000
Construction Debt Financing
The City does not have sufficient cash on hand to fully fund the construction of the Prado Interchange Project. As a result, debt financing will need to be explored as a means of providing the necessary capital to construct this project. This approach has long-term financial implications, particularly in terms of how it will affect the City's Capital Improvement Program (CIP) and overall fiscal strategy.

The table below outlines preliminary estimates of annual debt service payments based on various financing amounts and potential interest rates. These estimates assume a 30- year repayment term, which is typical for large-scale infrastructure projects. Staff has also accounted for additional amounts beyond the forecasted construction project needs of approximately $106 million to address several cost scenarios. Any project which uses debt financing, would reduce the City’s capital allocation in that funding resource, yearly, for the repayment term. For reference, the City currently has approximately $25 million in General Fund allocated to the Capital Improvement Program (CIP) each year.

Item 7b
These estimates provide a range of potential annual commitments depending on the total amount financed and prevailing interest rates at the time of issuance.

Considerations for Debt Financing
 Debt Capacity and Fiscal Sustainability: The City must ensure that any debt issued for this project aligns with its debt capacity and does not jeopardize overall fiscal stability. Maintaining a strong credit rating will also be crucial to securing the most favorable interest rates.
 Market Conditions and Interest Rates: The cost of borrowing will depend on market conditions at the time of issuance. Even small fluctuations in interest rates can significantly affect the City's annual debt obligations, as illustrated in the table.  Collateral: Staff would need to identify sufficient collateral in the form of City facilities in order secure debt financing. As the principal amount of debt increases, this may become more difficult.

As the project progresses, staff will return to Council with more detailed financing options, including updated cost estimates and funding scenarios. For now, this overview provides a framework to begin discussions on how best to finance the Prado Interchange Project while maintaining fiscal sustainability.

Construction Phase Grant Opportunities
Since the start of the PA/ED phase, staff have been tracking applicable grant opportunities to help minimize the burden of City costs. With a completed CEQA document and chosen alternative, staff should now be eligible to apply for these grants.

Eligibility will continue to increase as the project progresses through the PS&E phase, and Consor has a team member who specializes in grant assistance. Below is a table of grant opportunities that staff and the PS&E team will continue to monitor as possible future sources of funding for construction related costs.

Program Type Typical Grant Amounts
RAISE Federal Can exceed $25 million
INFRA Federal Can exceed $25 million
SB1 Local Partnership State $5 million to $10 million
Active Transportation Program State $5 million to $10 million Both the RAISE and INFRA programs are nationwide Federal grants that help state and local entities accomplish large transportation infrastructure projects. These grant applications require significant staff and consultant effort for a competitive application.

Collaboration with other entities or bundling other City projects may be needed for a compelling region-wide package.

The SB1 Local Partnership Program Competitive Grant Program is a State program and funding can be used for transportation projects. The Active Transportation Program (ATP) State grant program is geared towards improving pedestrian and bicycle transportation infrastructure.

Item 7b
Staff continues to search for application grant opportunities and plans to continue engagement with regional entities and grant consultants. This report also recommends Council authorize Staff to seek Lobbying services for State and Federal funding. The Lobbyist would help represent the City at the State and Federal level, advocating for grants and programmatic funding to be considered for the Prado Interchange Project.

ALTERNATIVES
Due to the complexity and anticipated cost of the current project proposal, staff has prepared several alternatives for Council’s consideration:

1. Deny award of PS&E Contract. Direct Staff to investigate reduced scale overpass Concept.

Instead of proceeding with PS&E for the current interchange design, Council could instead direct staff not to award the PS&E contract at this time, and to instead explore lower-cost design alternatives that differ significantly from the current scope. Examples of this could include:
 Bicycle and Pedestrian Only Overcrossing – propose an overcrossing over Highway 101 without any vehicle lanes
 Bicycle, Pedestrian, Transit, and Emergency Vehicle Only Overcrossing – propose an overcrossing with a single vehicle lane for buses and emergency vehicles only, with dedicated lanes for pedestrians and bicycles
Process Implications
Under the above design alternative scenarios, all existing PS&E proposals for the project as currently scoped would be rejected, and a new request for qualifications for consultant planning and design support for an alternative project would be sought with Council support.

Caltrans would likely maintain this structure, so the City would be obligated to follow the Caltrans Project Development Process and re-start the process. Staff would have to reinitiate the Project Study Report (PSR) phase and confirm that this modified project would be supported by Caltrans. A new Request for Proposals (RFP) would be drafted and sent to design consultants (with Council authorization). If the PSR is approved, staff would then proceed to the PA/ED phase of alternative analysis and draft a new environmental document, in addition to updating the environmental and technical studies.

This alternative would remove a key link within the City’s transportation network, requiring amendments to the City’s General Plan. The Interchange has been a foundational element to the Land Use and Circulation Element for decades and has been assumed and integrated into the environmental analyses, project approvals, and infrastructure fee obligation calculations and collections, for numerous projects throughout the City like the San Luis Ranch and Avila Ranch residential developments. Consequently, any substantial project modification, or the elimination of the link entirely, would require a comprehensive amendment to the City’s the General Plan, potentially including every

Item 7b
General Plan Element. Staff anticipates such an update would require significant internal resources from numerous city departments, with the most significant impact to Utilities, Police, Fire, Community Development, Administration and City Attorney. Significant consultant resources would be required to assist each department to fully evaluate the operational and legal impacts of this decision, and, depending on prioritization of this effort, it could be the primary resource demand of several departments for the next 5 or more years, requiring further discussion of impacts and trade-offs with other City operational and capital goals and priorities.

This alternative would require a new CEQA document to re-assess Vehicle Miles Travelled (VMT), air quality, Green House Gas emissions and emergency response times across the city. The environmental documents for several entitled, in progress, or completed developments identified and assumed the interchange as a mitigation measure; equivalent mitigation measures would have to be identified, engineered at a high level, estimated in terms of cost and schedule, and then presented as part of this revised CEQA document. These new mitigation projects would be the responsibility of the City and future development projects, as the City generally cannot retroactively impose new mitigation measures onto the developments that are already entitled or under construction.

Similar updates would be required for in-progress Specific Plans that assume completion of the Prado Interchange as part of their circulation plans, including the Airport Area and Margarita Area Specific Plans. The environmental documents would have to be reassessed, and the ability to add additional housing units in further phases of development of those areas could be compromised due to anticipated safety or circulation impacts, or new measures to mitigate impacts previously covered by the Prado Interchange would need to be developed, analyzed and adopted to achieve the same or similar levels of mitigation.

As part of the General Plan update, the Traffic Impact Fee (TIF) program would require a significant update as well to re-assess mitigation projects and development contribution towards them. Significant and specialized legal support would be needed to assess the disposition, or re-allocation to alternative mitigation projects, of development impact fees already collected should the Prado Interchange be significantly deferred or cancelled, most clearly and immediately including fees collected from San Luis Ranch specific to the Prado Interchange totaling $24 million.

In addition to amending local plans and policy documents, there would also be a need to update project assumptions in relevant regional and state planning documents (i.e.

SLOCOG Regional Transportation Plan, State Transportation Improvement Plan, Caltrans US 101 Corridor Plans, etc.) to support the development of an alternative project description and the newly proposed mitigation projects.

Item 7b
Traffic Circulation Implications
Traffic circulation studies prepared for several recent land use projects, including the San Luis Ranch Development, Avila Ranch Development, and Froom Ranch Specific Plan Development, concluded that multiple traffic operations deficiencies would arise in the near-term (5-10 year horizon) if the Prado Interchange is not yet in place. Findings of overriding consideration were adopted by Council for transportation impacts of each development in order to begin construction prior to completion of the Prado Interchange.

Construction of the Interchange is a specific mitigation measure for each development.

To help inform Council’s review of this project, staff recently commissioned Central Coast Transportation Consulting (CCTC) to conduct a sensitivity analysis to identify what traffic operations impacts may arise if the interchange is delayed significantly or never constructed at all.

CCTC modeled future (Year 2045) traffic conditions with and without the interchange, assuming build-out of the General Plan land use plans and completion of other planned circulation improvements, such as the Prado Creek Bridge and Prado Extension from Higuera to Broad Street. This analysis, which is summarized in Attachment D, shows that without the vehicle bridge over US 101, traffic volumes increase substantially on other east-west routes (South Street, Tank Farm) and streets connecting to the existing US 101 interchanges north and south of Prado (Higuera, Madonna, LOVR). Per CCTC’s sensitivity analysis, intersection levels of service (LOS) and queueing would exceed the City’s adopted performance thresholds at numerous locations if the interchange were not constructed in the current 20-year horizon. The most notable impacts would occur at the following locations, and likely other locations not analyzed in detail at this time:
 Higuera & Madonna – Deficient LOS & queuing
o Eastbound queues likely to spill back to Madonna/US 101 ramps  Higuera & LOVR – Deficient LOS & queueing
o Southbound queues likely to spill back north of Tank Farm  Higuera & Tank Farm – Deficient LOS & queues
o Westbound queues likely to spill back past Long Street o Northbound queues likely to spill back past Suburban
 LOVR & Calle Joaquin – Deficient LOS & queues
o Northbound queues likely to spill back onto US 101 overcrossing, potentially blocking traffic exiting US 101 southbound off-ramp.
 Madonna & US 101 NB Ramps – Deficient queuing
o Westbound queues likely to spill back to Higuera
It is also important to note that without the Prado Interchange, major modifications may be required at adjacent US 101 interchanges at Madonna Road and LOVR to prevent queues from spilling back onto the US 101 mainline.

Item 7b
While some traffic congestion may be lessened through investment in alternative transportation modes, it is unlikely that this could be accomplished at a sufficient level to fully mitigate these projected impacts. Roughly 50% of vehicle trips that occur in the city have at least one trip end outside of the city limits—it will be challenging to shift a meaningful portion of these trips to regional transit and many are outside of a reasonable walking or bicycling distance. Based on current 20-year projections, the Prado Interchange will carry approximately 20,000 vehicles per day that would otherwise use other parallel route such as Higuera Street, Madonna Road, or LOVR.

As noted above, the current interchange proposal is projected to reduce citywide vehicle miles traveled (VMT) by providing a more direct east-west connection. Removal of the vehicle overcrossing of US 101 from the project would eliminate this VMT reduction and increase traffic volumes on other parallel routes, which could negatively impact not only passenger vehicle congestion, but slow delivery trucks, transit services, and (if a pedestrian-only alternative is constructed) delay emergency response times, and potentially increase conflicts between vehicles and people walking and bicycling along these routes compared to conditions with the overcrossing.

Schedule Implications
Given the similar complexity of this alternative as the Interchange itself, staff investigated the time needed to complete each phase of the project to estimate the schedule below:

Bike/Ped/Transit/Emergency Vehicle Overpass Only: Anticipated Schedule Phase Duration Description
RFP 12 months Authorize, Advertise, and Award new design Contract PSR 24 months Draft the Project Study Report - Confirm need for overcrossing PA/ED 72 months Draft the Project Report and CEQA/NEPA Documents PS&E 36 months Final Plans - Ready to Advertise
Total: 150 months 12 years
Staff anticipates this would lead to a delay of 9 years before reaching the PS&E Phase (current milestone of project), and 12.5 years before the project is ready for construction, 2037.

Cost Implications
Staff met with Caltrans to seek their assistance on cost estimating the PSR, PA/ED and PS&E phases for a reduced scale overpass project. The estimates are shown below with same soft costs (ROW, Utilities, Design Contingency) as detailed in the body of the report:

Item 7b
Overpass Only Design Costs
Phase Cost Description
PSR $ 1,000,000 Generate Project Study Report
PA/ED $ 3,500,000 Project Alternatives + Environmental Report PS&E $ 12,500,000 Final Plans - Ready to Advertise
Total: $ 17,000,000
With this alternative being entirely conceptual, construction costs are difficult to estimate.

Therefore, staff made assumptions on general changes such as reduction in overcrossing structure width that would have accommodated vehicle lanes and removed structural costs of the northbound on and off ramps. This resulted in construction costs approximately two thirds the cost of the current design. Base year costs of 2023 are approximated below:

Construction Cost Comparison
(2023 Costs)
Overpass Interchange
Roadway: $ 5,600,000 $ 10,647,300
Structure: $ 33,600,000 $ 63,829,895
ROW/Utility: $ 6,048,000 $ 4,531,747
Elks Lane: $ 3,360,000 $ 3,180,000
Corp Yard Impr: $ 1,120,000 $ 1,060,000
Prado Widening: $ 1,680,000 $ 1,590,000
Total: $ 51,500,000 $ 84,900,000
However, the approximate construction costs should be accelerated an additional 9 years, resulting in significantly less cost savings as summarized below than initially expected:

Construction + Inflation Comparison
Overpass Interchange
Scenario Year Cost Year Cost
Base Year: 2023 $ 51,500,000 2023 $ 84,800,000
3% Inflation: 2039 $ 77,000,000 2031 $ 106,000,000
5% Inflation: 2039 $ 93,000,000 2031 $ 119,000,000
8% Inflation: 2039 $ 118,000,000 2031 $ 140,000,000
Please note that the costs were accelerated to 2039 – the approximate halfway mark of construction.

Other costs not specific to the project, like the General Plan update, new CEQA document and TIF analysis are further described above. A summary of design and construction costs, for a project grand total can be seen below:

Item 7b
Grand Total Comparison
Overpass Interchange
Scenario Year Cost Year Cost
PSR 2026 $ 1,000,000 2018 $ -
PA/ED 2028 $ 3,500,000 2024 $ -
PS&E 2034 $ 12,500,000 2025 $ 16,000,000
Cons 2039 $ 103,000,000 2031 $ 132,000,000
Grand Total $ 120,000,000
$
148,000,000
Summary
Due to the large deviations from the current schedule and budget, staff does not believe there will be significant cost savings proceeding with this alternative. There will also be significant traffic impacts City-wide by removing the vehicular lanes from the project scope. This effort would be a multi-year collaboration between the City and Caltrans, drawing significant resources from both teams.

In addition to project specific costs, Staff will be required to update the General Plan, City wide EIR and TIF, resulting in the delay of other major City goals for 5-10 years and additional costs related to these planning efforts. For these reasons, staff does not recommend this option.

2. Deny award of PS&E Contract. Direct Staff to investigate “No Build” Option.

Instead of proceeding with PS&E for the current interchange design, the Council could instead direct staff not to award the PS&E contract at this time, and to instead explore a “No Build” alternative where the Prado Interchange is removed from the General Plan, EIR and TIF.

Process Implications
Under this scenario, all existing PS&E proposals for the project as currently scoped would be rejected, and a new request for qualifications for consultant planning and design support for the General Plan update would be sought with Council support.

Other process implications are described in Alternative 1 “Reduced Scale Overpass”.

Traffic Circulation Implications
Traffic impacts for the “No Build” scenario are similar to the “Reduced Scale Overpass” alternative in terms of vehicular impacts. Compared to the “Overpass Only” alternative, the “No Build” scenario would include additional disadvantages by not improving eastwest connectivity for people walking, bicycling, transit services, or emergency response vehicles.

Item 7b
Schedule Implications
Given the similar complexity of a “No Build” option, staff would seek consultant services to help better understand the impacts to the General Plan, Specific Plans, TIF program, and previous development approvals. Staff anticipates this effort to be a significant internal work effort in addition to the consultant assistance, likely requiring 5-10 years to update these relevant plans and programs.

Cost Implications
In addition to Staff time, consultant and expert services would be required to assist several departments within the City. The cost of these services are unknown over the 5-10 year period.

Summary
The “No Build” option will require an update to the General Plan, TIF program, and evaluation of previous development approvals and impact fees, resulting in significant City-wide staff and consultant effort. This effort would delay other major City goals for the 5-10 year work period. For these reasons, staff does not recommend this option.

ATTACHMENTS
A - A3 Concept Plans
B - Consor Proposal
C - Consor Cost Proposal
D - Traffic Impact Map

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CITY OF SAN LUIS OBISPO
Plans, Specifications and Estimate
(PS&E) Services for US 101 and
Prado Road Interchange Project
City Specification No. 2091613-02
Caltrans Project No. 113-0000-0405
July 25, 2024
Projects in Caltrans District 5
•On-Call Storm Damage Projects
•Sixteen Task Orders for 108 Sites
•2017 Storm Damage Projects: PS&E for 12 Retaining Wall Sites •San Lorenzo Bridge Replacement
•Paulsen-Whiting Road Bridge
•Retaining Walls for Schulties, Trout Gulch & Bear Creek Roads •Harkins Slough Bridge
•Cabrillo College Pedestrian Overcrossing Retrofit
•Watsonville Slough Bridge (CM)
•Murray Secondary Force Main (W/WW)
Santa Cruz County
•Laguna Seca Bridge Inspections, Load Ratings, and Repairs •Laguna Seca Tower Inspection and Evaluation
•Cachagua Road Storm Damage Project
•E. Boronda Road Bridge Widening
•Bradley Road Scour Repair
•Johnson Road Bridge Replacement
•Big Sur Sidehill Viaduct
•Retaining Wall on State Route 1 (Mon-1-KP58.6)
•Caltrans District 5 Seismic Retrofits/Monterey County (CM) •Various City of Salinas Seismic Retrofit Projects (CM) •Various City of Seaside Seismic Retrofit Projects (CM) •Retaining Wall on State Route 1 (Mon-1-KP93.7)
•Monte Road Bridge Seismic Retrofit (CM)
•Davis Road Bridge Replacement (CM)
•Toro Road Storm Damage Repair
•Viejo Road Storm Damage Repair
•Palo Colorado Storm Damage
•San Miguel Canyon Road/Castroville Boulevard Roundabout Monterey County
•Tepusquet Road Bridge
•San Marcos Sidehill Viaduct
•Deck Rehabilitation - 10 Bridges
•El Encanto Debris Basin
•Franciscan Culvert Extension
•North H Street Bridge Widening
•University Drive Bridge
•Bell Street Bridge
•San Jose Creek Improvements
•Alamo Pintado Pedestrian Bridge
•Garey Bridge over the Sisquoc River
•Old Coast Highway Bridge Replacement
•Goleta Beach Park Bridge (Repair & Replacement)
•Three Flood Control Projects - Check & Drop Structures •Montecito Creek Debris Basin
•Mission Canyon Bridge Safety Enhancements
•US 101/E SR46 Auxiliary Lane & Ramp Reconstruction
•US 101/Fair Oaks Interchange Evaluation
•Traffic Way Bridge Replacement
•Swinging Bridge Inspection & Evaluation
•Bridge Street Bridge Rehabilitation
•Traffic Way Bridge Scour POA
•Via Avenue Bridge Replacement
•Santa Lucia Bridge Replacement
•River Road Bridge
•Las Pilitas Road Bridge
•San Simeon Road with Two Bridges
•Price Canyon Road Widening with Two Bridges
•Storm Damage Evaluation - Various Structures
•Joqui Road Bridge Seismic Retrofit (CM)
•Feasibility Study Route 41, Slipout Repair
•Old Creek Road Slipout Repair
•San Miguel Road Slipout Repair
San Luis Obispo County
•Historical Park Bridge
•Lone Tree Road Bridge
•Cienega Road Bridge
•Panoche Road Bridge
•Limekiln Road Bridge
•Highway 25/Hollister Bypass (CM)
San Benito County
•Santa Rosa Street Bridge Replacement
•Santa Ynez River Bridge Seismic Retrofit (CM)
•Branch Mill Road Bridge Replacement
•River Grove Drive Bridge Replacement
•El Camino Real Bridge Replacement
•Bello Street Bridge Replacement
•Lopez Drive Bridge Seismic Retrofit
•Bob Jones Bike Trail
•Prado Road Bridge Replacement
•Bianchi Lane Bridge Replacement
•Del Rio Road Interchange Phase 2
•Jack Creek Bridge Replacement
•Huasna Road over Arroyo Grande Creek Bridge
•Huasna Townsite Road Bridge Emergency Repair
•Huasna Townsite Road Bridge Replacement
•Monte Road at Squire Creek Bridge Replacement
•Huer Huero Bridge Replacement
Santa Barbara County
Submittal Forms 1
Introductory Letter 6
Qualifications & Experience 8
Organization & Approach 31
Scope of Services to be Provided 65
Schedule of Work 101
Conflict of Interest Statement 108
Local Presence 109
References 110
Exceptions to Standard Agreement 111
Appendix of Resumes 112
Table of Contents
Submittal Forms
Submittal Forms
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 1 CONSOR’S INSURANCE CARRIERS’ A.M. BEST RATINGS
The Continental Casualty Company: A XV
Great American Insurance Company: A+ XV
National Fire Insurance Co of Hartford: A XV
AXIS Surplus Insurance Company: A XV
Travelers Property Casualty Company of America: A++ XV
Prado Interchange PS&E Services Page 25 of 28
Section E

PROPOSAL SUBMITTAL FORMS

ACKNOWLEDGEMENT
The undersigned declares that she or he:
▪ Has carefully examined Specification No. 2091613-02
▪ Is thoroughly familiar with its content.
▪ Is authorized to represent the proposing firm; and
▪ Agrees to perform the work as set forth in the specification and this proposal.

Firm Name and Address:

Contact Name:

Email: Fax: Phone:

Signature of Authorized Representative: Date:

INSURANCE CERTIFICATE
Insurance Company’s A.M. Best Rating
Certificate of insurance attached
Submittal Forms
Consor North America, Inc.

See below
916.368.9181
364 Pacific Street, 1st Floor
[email protected]
Prado Interchange PS&E Services Page 25 of 28
Section E

PROPOSAL SUBMITTAL FORMS

ACKNOWLEDGEMENT
The undersigned declares that she or he:
▪ Has carefully examined Specification No. 2091613-02
▪ Is thoroughly familiar with its content.
▪ Is authorized to represent the proposing firm; and
▪ Agrees to perform the work as set forth in the specification and this proposal.

Firm Name and Address:

Contact Name:

Email: Fax: Phone:

Signature of Authorized Representative: Date:

INSURANCE CERTIFICATE
Insurance Company’s A.M. Best Rating
Certificate of insurance attached
Brent Lemon
N/A
San Luis Obispo, CA 95670
July 25, 2024
X
Wet signature on hardcopy submittal
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 2 US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 3 US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 4

STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The Consultant shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances.

Do you have any disqualification as described in the above paragraph to declare? If yes, explain the circumstances.

Executed on July 25, 2024 at Rancho Cordova, California under penalty of perjury of the laws of the State of California, that the foregoing is true and correct.

Signature of Authorized Consultant Representative

REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: 8
Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Prado Interchange PS&E Services Page 26 of 28

STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The Consultant shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances.

Do you have any disqualification as described in the above paragraph to declare? Yes No If yes, explain the circumstances.

Executed on ______________________at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Consultant Representative

REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: _________
Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Reference No. 1
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
X
Customer Name County of El Dorado
Contact Individual Matt Smeltzer, Deputy Director of Engineering Telephone & Email 530.621.5912, [email protected] Street Address 2850 Fairlane Court
City, State, Zip Code Placerville, CA 95667
Date of Services 1/2007 - Ongoing
Contract Amount $7M
Description of Services
US 50 HOV/Latrobe Road/El Dorado Hills Boulevard Interchange Improvements Phased Projects US 50 Mainline Widening and HOV Lane (2007 - 2012) — The scope of work included rehabilitation of the existing pavement, adding an HOV lane in each direction, auxiliary lanes, truck climbing lane, reconstruction of four existing structures, construction of retaining structures, drainage improvements, reconstruction of the El Dorado Hills interchange, signals, lighting, ITS elements, and improvements to the existing El Dorado Hills Boulevard.

US 50 El Dorado Hills Interchange Pedestrian Overcrossing (2007-2010) — Our team was responsible for developing a Project Report and Environmental Document for this pedestrian OC. The project included public outreach, developing preliminary alternatives, alternative screening, environmental technical studies supporting the final selected alternative.

Coordination with Caltrans to achieve NEPA approval, developing the project report, preliminary design, and environmental approval of a new pedestrian overcrossing.

WB Loop Off- and On-Ramp Improvements (2012-2016) — Delivered 100% PS&E for review by Caltrans within 2 ½ months from the notice to proceed. This unprecedented, accelerated delivery was in response to the El Dorado Transportation Commission and County DOT’s desire to capture Corridor Mobility Improvement Account (Prop 1B) fund savings and further the completion of ultimate interchange improvements. The work included a new two-lane westbound loop offramp that included an overcrossing structure and a new three-lane westbound on-ramp at the El Dorado Hills Interchange.

EB Loop Off- and On-Ramp Improvements (2023-ongoing) — The County has received funding to build out the southeast quadrant of the interchange with a new eastbound loop offramp and a new two-lane eastbound onramp.

Proposed improvements include drainage, signals, lighting, ramp metering, roadway rehabilitation, widening pavement, and addition of a new Class 1 mixed use path along Latrobe Road/El Dorado Hill Boulevard. Significant retaining walls are required to limit the right of way impacts. The project is expected to go to construction in Summer 2026.

Project Outcome
Converted two-lane freeway into four-lane freeway, implemented HOV lanes, replaced the El Dorado Hills Interchange, with final interchange phase now underway.

Prado Interchange PS&E Services Page 26 of 28
Do you have any disqualification as described in the above paragraph to declare? Yes No If yes, explain the circumstances.

Executed on ______________________at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Consultant Representative

REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: _________
Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Reference No. 1
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Prado Interchange PS&E Services Page 26 of 28

STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The Consultant shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances.

Do you have any disqualification as described in the above paragraph to declare? Yes No If yes, explain the circumstances.

Executed on ______________________at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Consultant Representative

REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: _________
Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Reference No. 1
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Wet signature on hardcopy submittal
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 5 Prado Interchange PS&E Services Page 27 of 28
Reference No. 2
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Reference No. 3
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Reference No. 2
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Reference No. 3
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Customer Name Merced County Department of Public Works
Contact Individual Nathan Bray, Public Works Director
Telephone & Email 209.385.7601, [email protected] Street Address 345 W. 7th Street
City, State, Zip Code Merced, CA 95341
Date of Services 7/2019 - Ongoing
Contract Amount $8.5M
Description of Services
Atwater-Merced Expressway Phase 1B
Consor is currently under contract to develop the Environmental Document, Report Project, and PS&E package for the construction of approximately one mile of new expressway near State Route 99 south of the City of Atwater in Merced County. The project evaluates several alternative alignments for a two-mile segment of four-lane divided expressway.

The Consor team performed an alternatives validation assessment which resulted in an alignment alternative that saved more than $13 million over the previously scoped alternative. The team also demonstrated how application of AASHTO standards and contextual design would produce cost savings relating to sight distance and establishing the appropriate horizontal and vertical geometrics.

Project Outcome
This new facility expressway will provide connectivity to Merced County’s Inland Port. This is a STIP funded project with an environmental clearance target date of March 2025 and begin construction in summer of 2028.

Customer Name Contra Costa Transportation Authority
Contact Individual Ivan Ramirez
Telephone & Email 925.256.4737, [email protected]
Street Address 2999 Oak Road, Suite 100
City, State, Zip Code Walnut Creek, CA 94597
Date of Services 2012 - Ongoing
Contract Amount $6.5M
Description of Services
SR-4/Balfour Road Interchange: Consor developed the supplemental Project Report, three CEQA addendums, and PS&E package as well as provided construction support for the construction of over two miles of new freeway and a grade-separated interchange at State Route 4 and Balfour Road in the City of Brentwood. This interchange replaced a two-lane expressway/at-grade intersection with a 4-lane divided freeway/interchange and includes the construction of several bridge and retaining wall structures, utility relocations, right-of-way acquisitions, environmental permits, drainage facilities, and traffic signals. Consor also led the effort in coordination with Caltrans, Contra Costa Transportation Authority, City of Brentwood, SR4 Bypass Authority, Contra Costa County, the local regional water quality control board, East Contra Costa Habitat Conservancy, and various utility agencies. The project included significant utility relocations involving PG&E transmission towers, PG&E underground joint trench construction with AT&T, Comcast and the City participating, relocation of a 10-inch Kinder Morgan high pressure oil line and booster station, and Contra Costa Water District 90-inch Los Vaqueros Pipeline. Consor lead the utility effort and developed Caltrans utility reports of investigation, utility agreements, and staging plans to accomplish the work without disruption to service. The interchange area provides access to a high school, middle school, and regional medical center which necessitated access to these facilities throughout construction. The John Muir Regional Medical facility included a Helipad adjacent to the freeway and required the proposed improvements meet FAA clearance requirements. Consor led the efforts with the East Contra Costa Habitat Conservancy by coordinating permitting agreements and monitoring requirements during construction. Provided direction for the completion of the environmental revalidation which required three separate addendums through the life of the design phase of the project. Led the project team in concert with working with Caltrans functional units to obtain project approvals, the City of Brentwood, the SR4 Bypass Authority, Contra Costa County (performing right-of-way acquisitions), and the Contra Costa Transportation Authority.

Project Outcome
Construction completed/Open to traffic December 2019, continuing work to transfer right of way to Caltrans.

Prado Interchange PS&E Services Page 27 of 28
Reference No. 2
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Reference No. 3
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Introductory Letter
Introductory Letter
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 6 364 Pacific Street, 1st Floor
San Luis Obispo, CA 93401
P: 916.368.9181 | F: 415.543.6570
July 25, 2024
Wyatt Banker-Hix
Supervising Civil Engineer
919 Palm Street
San Luis Obispo, CA 93401
Re: Proposal for PS&E Services US 101 and Prado Road Interchange Project City Specification No. 2091613-02 | Caltrans Project No. 113-0000-0405 Dear Mr. Banker-Hix:

Since the 1990s, the City of San Luis Obispo has been working to improve the US 101/Prado Road Interchange and needs a consultant that can help accelerate the delivery and bring innovative, cost-saving ideas to the table. Due to congestion on adjacent interchanges and roadways created by the recent and future development on the west side of US 101, it is critical for the City to push this project forward through construction, so the community can have a safer, more efficient traveling experience.

Having delivered transportation infrastructure projects for local agencies throughout California since 1992, Consor (formerly Quincy Engineering) offers a proactive approach, collaborative and innovative mindset, and the right experience to bring this project to fruition. We believe our team’s following key attributes will provide the best value to the City:

Experience with the City, Caltrans District 5, and the Surrounding Region. Drawing on our experience working with the City over the past 17 years on projects that include the Prado Road Creek Bridge and the Mid-Higuera Bypass and Bridge Replacement, we understand the City’s needs and community’s concerns. In addition to our project work, we have met with you and Caltrans on several occasions to discuss the Prado Road Interchange project. Our strong history delivering projects includes work throughout the Central Coast over the past 20 years, helping us build fruitful relationships with many of the key stakeholders, utilities, and other resource agencies that will be vital to this project. We have fostered long-standing relationships with Caltrans District 5 staff as we have worked hand-in-hand as a prime consultant and team member on several on-system designs through various project development phases.

Strong Management Approach to Push the Project Forward. Brent Lemon, Consor’s project manager, has a 38+ year history of success completing interchange projects, often on extremely accelerated schedules, including the El Dorado Hills Interchange which was completed in a record five months. His hands-on management approach has enabled Brent to step in where others have left off and drive projects to completion.

Creative Cost Saving Designs and Additional Funding Sources. The cost of the interchange has increased dramatically and Consor is committed to exploring all reasonable cost saving alternatives. The City has identified several funding sources but the construction phase is still in need of additional funding. We have included AECOM and their infrastructure economics practice experts on our team to help identify and secure potential grants and other funding sources. Our team, including HDR, has begun exploring design modifications to reduce the overall project costs. We have reviewed the Hybrid Value Analysis Study that was prepared and implemented precast girders with longer spans and large diameter shafts to potentially reduce foundation costs. Our proposal includes these and other potential cost-saving measures.

Our Teaming Partners. We have carefully selected a set of teaming partners who bring an unparalleled volume of proven, local experience that the City can trust to get the job done right. HDR and Yeh and Associates are exclusive members of the Consor team that are critical to delivering an excellent product with a shared goal to reduce overall project costs. HDR prepared the Location Hydraulics Study for the PA&ED phase and has already begun reviewing the hydraulics model with the Consor team to optimize project solutions. Yeh and Associates is the premier geotechnical firm on the Central Coast with strong ties to Caltrans District 5. They have been the Caltrans go-to geotechnical consultant for mitigation along Highway 1 and have a long-standing relationship with Consor.

DKS, specifically Jim Damkowitch, has spent the majority of his career working with SLOCOG’s traffic model and will lead the optional effort to provide validation of the previous traffic work. Lastly, Brian Ray with Sunrise Transportation will lead activities associated with Introductory Letter
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 7 network analysis and intersection refinements. Brian is a nationally recognized expert in roundabout design, systemic safety analysis, and geometric design. He has worked directly with Caltrans developing training for Roundabouts and implementing the Highway Safety Manual. Coupled with Consor’s fresh perspective and innovative solutions, our teaming partners bring proven, local, successful experience that we want to continue with the City. The table below illustrates our full team of qualified subconsultants.

Team Member Firm Name Primary service to be provided City of San Luis Obispo Experience
Exclusive to the
Consor Team
AECOM Grant Writing Assistance
Apexx Architecture Bridge Architecture
Bennett Engineering Services + Y&C
Transportation Consultants Signals & Lighting
DKS Associates Traffic
Hamner, Jewell & Associates Right-of-Way Acquisitions
HDR Water Resources, Floodplain, Drainage Design,
Drainage Report, SWDR, Erosion Control
Rincon Consultants, Inc. Environmental Permitting
Sunrise Transportation Strategies, LLC Geometric Design QA/QC, Traffic Peer Review Lead
Verdin Public Outreach
Wallace Group Surveying, Right-of-Way Services,
Landscape Architecture
Yeh and Associates Geotechnical Engineering
Superior Design Resources. As we have proven while serving as an extension of the City’s staff on other projects, we take a highly proactive approach to driving projects to completion. The team we have assembled, filled with many familiar faces to the City, brings a high caliber of design talent, quality, and level of service you have come to expect from Consor. We are ready to work collaboratively with you to deliver the US 101/Prado Road Interchange project in a smooth, quick, and efficient manner.

Professional Service Contract. Consor respectfully requests that the City consider the edits to the City’s Professional Service Contract included in the section titled "Exceptions to the Standard Agreement" of this proposal.

We acknowledge receipt of the RFP dated May 2, 2024, Addendum #1 dated May 29, 2024, and Addendum #2 dated June 20, 2024.

We look forward to the opportunity to work alongside you and the entire City team on this project. If you have any questions related to our proposal, please do not hesitate to reach out to me via my cell at 916.799.4910, office at 916.368.9181, or email at [email protected].

Sincerely,
Consor North America, Inc.

R. Brent Lemon, PE, PMP
Executive Vice President/Project Manager
Wet signature on hardcopy submittal
Qualifications & Experience
Qualifications & Experience
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 8 Qualifications & Experience
Who is Consor?
Consor is a North American transportation infrastructure and water consulting firm offering planning, engineering design, structural assessment, and construction services. Our diverse team of experts live and work alongside clients, providing thoughtful solutions to create inspiring communities together. People choose Consor because they know they will get a better experience—and be better for the experience—whether they are a teammate, a client, or a partner.

Our team has worked on nearly 1,000 transportation projects, many funded through regional State Highway Account (SHA), State Transportation Improvement Program (STIP), and local funds. The public agencies in the regions we serve depend on Consor to provide cost-effective solutions to their complex engineering projects. We have a proven track record of dependability, client loyalty, consistent professionalism, and commitment to excellent responsiveness. Our clients rely on our expertise, knowing that their communities will benefit from our focus on delivery and longterm performance.

Formerly Quincy Engineering, the firm was founded in 1992 with the key mission to provide high-quality municipal engineering services to public agencies. Staying true to this mission, 99 percent of our current business is for public sector clients. In 2021, we merged with Consor and as of October 2022, we have adopted the Consor brand.

United by a shared name, vision, and core values, our collective Consor team can provide you with more capacity and capabilities while staying dedicated to serving you. We currently serve dozens of local public agencies through 600 staff in 33 offices throughout the West with a full range of civil engineering, public engagement, planning services, and construction management. This includes actively delivering transportation projects on the Central Coast since 2001. We are big enough to provide the breadth of technical experience and capabilities to expertly deliver your most important projects, yet small enough to understand and adapt to your needs.

Consor staff have extensive highway
design experience throughout
California, including work on the
State Route 4/Balfour Interchange
Improvement Project. This has
resulted in innovative solutions
that meet local agencies’ needs
while working within the project
constraints, such as a complete
streets approach and/or designing
with construction staging and
reducing traffic impacts in mind.

WHO WE ARE
In 2021, Quincy Engineering merged with
Consor Engineers and, as of October 2022,
we have adopted the Consor brand.

N EA R ES T O F F I C E LO C AT I O N
364 Pacific Street, 1st Floor
San Luis Obispo, CA 93401
1,700+
600+

FIRM SIZE
total staff
West Region staff
33 West Region
Offices
SR4/Balfour Road - April 2017
SR4/Balfour Road - Present
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 9 REFERENCE: Nathan Bray, Public Works Director, Merced County P: 209.385.7601 | E: [email protected]
Consor is developing the Environmental Document, Project Report, and PS&E package for the construction of approximately one mile of new expressway near State Route 99 south of the City of Atwater in Merced County. The project evaluates several alternative alignments for a two-mile segment of four-lane divided expressway. Improvements will be phased with Phase 1B constructing approximately one mile of the new expressway consisting of a two-lane interim facility, which is expected to facilitate ongoing economic development through improved freight mobility (including accessibility to the Mid-California International Trade District), and benefit surrounding communities with increased safety, air quality, and mobility to nearby schools, residences, and businesses. Coordination with Caltrans is required to achieve NEPA approval for the project.

Sponsoring agencies include Merced County and Merced County Association of Governments. The project is funded through local transportation tax Measure V, State Transportation Improvement Program, and local funds.

The Consor team was brought on board 10 years after the initial environmental document was approved. Our team performed value engineering that resulted in an alignment alternative that saves more than $13 million over the previously scoped alternative. The team also showed the County how application of AASHTO standards and contextual design would produce cost savings relating to sight distance and establishing the appropriate horizontal and vertical geometrics.

The new alignment alternative resulted in fewer environmental impacts, reduced the number of residential homes impacted, and avoided realigning an environmental sensitive creek channel.

By avoiding the realignment of the creek, we were able to save 12-18 months on the schedule by avoiding the individual 404 permit process administered by the U.S. Army Corps of Engineers.

The project involves construction of a two-lane facility within the ultimate four-lane right-ofway, including a two-span precast grade-separated crossing (approximately 240 feet in length) of the Burlington Northern – Santa Fe (BNSF) railroad and Santa Fe Avenue. It also includes retaining wall structures, utility relocations, irrigation facility relocations, right-of-way acquisition, drainage facilities, implementation of permanent water quality treatment devices, modifications to existing public roads connecting to the new expressway, signals, and lighting.

Relevant Experience
We have selected the following representative projects from our firm’s history to highlight our experience with projects similar to the US 101/Prado Interchange Project. In some cases, our proposed team member firms and proposed key team members worked on these projects together, building a strong rapport that comes from successfully delivering challenging projects side-by-side.

COST-SAVING FEATURES:
• Through value engineering, Consor
developed an alternative alignment that
saves over $13M over the previously
scoped alternative.

PROJECT SIMILARITIES:
• Value Engineering
• Schedule
• Multiple Funding Sources
• Phased Project Approach
• Interchange
• Utility Relocation
• Advancing Work from Prior
Consultant
• Bridge Design
• Overhead Signs
• Drainage Design
• Water Quality
• Right-of-Way Acquisition
• Stage Construction
• Signals & Lighting
• Roadway Design
• Surveying
PROJECT STAFF:
• Brent Lemon/Project Manager
• Mark Reno/Principal-in-Charge
• Scott McCauley/Bridge Project
Engineer
• Mike Sanchez/Utility
Coordination
• HDR/Hydraulics & Hydrology
• AECOM/Funding Assistance &
Design
Atwater-Merced Expressway - Phase 1B, Merced County, CA US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 10 REFERENCE: Tim Haile, Executive Director, Contra Costa Transportation Authority P: 925.256.4700 | E: [email protected]
Consor led the development of the supplemental Project Report, three CEQA addenda, and PS&E package, as well as provided construction support for the construction of over 1.5 miles of new freeway and a grade-separated interchange at State Route 4 and Balfour Road in the City of Brentwood. Consor led the effort in coordination with Caltrans, Contra Costa Transportation Authority, City of Brentwood, SR4 Bypass Authority, Contra Costa County, the San Francisco Bay Regional Water Quality Control Board, East Contra Costa Habitat Conservancy, and various utility agencies.

This interchange replaced a two-lane expressway/at-grade intersection with a four-lane divided freeway/ interchange and includes the construction of several bridge and retaining wall structures, utility relocations, right-of-way acquisitions, environmental permits, drainage facilities, and traffic signals. The project included significant utility relocations involving PG&E transmission towers, PG&E underground joint trench construction (with AT&T, Comcast, and the City participating), and relocation of a 10-inch Kinder Morgan high pressure oil line and booster station, and Contra Costa Water District 90-inch Los Vaqueros Pipeline. Consor led the utility effort and developed Caltrans utility reports of investigation, utility agreements, and staging plans to accomplish the work without disruption to service.

The interchange area provides access to a high school, middle school, and regional medical center, which necessitated access to these facilities throughout construction. The John Muir Regional Medical facility included a Helipad adjacent to the freeway and required the proposed improvements meet FAA clearance requirements. Consor led the efforts with the East Contra Costa Habitat Conservancy by coordinating permitting agreements and monitoring requirements during construction. Consor also provided direction for the completion of the environmental revalidation, which required three addenda through the life of the design phase of the project. The project team worked in concert with Caltrans functional units to obtain project approvals, the City of Brentwood, the SR4 Bypass Authority, Contra Costa County (performing right-of-way acquisitions), and the Contra Costa Transportation Authority.

The project received a 2019 APWA Northern California Project of the Year award.

PROJECT SIMILARITIES:
• Cost-Effective Solutions
• Sensitive Utility Protection in
Place
• Drainage Design
• Water Quality BMPs
• Bridge Design
• Right-of-Way Acquisition
• Advancing Work from Prior
Consultant
• Caltrans ROIs
• Stage Construction
• Signals & Lighting
• Overhead Signs
• Permitting
• Surveying
• Caltrans Oversight
• Phased Project Approach
PROJECT STAFF:
• Brent Lemon/Project Manager
• Mark Reno/Principal-in-Charge
• Scott McCauley/Bridge Design
• Mike Sanchez/Roadway Design
• Linda Scroggs/Wet Utilities
Design
• HDR/Hydraulics & Hydrology,
Drainage Report, Stormwater
Data Report
SR-4/Balfour Road Interchange, Contra Costa Transportation Authority, CA COST-SAVING FEATURES:
• For water quality treatment, the lanes were tipped 2% toward the median instead of away from the median,
allowing 100% WQT volume.
• Precast structures on mainline allowed us to reduce the amount of earthwork by 3 feet.
• The CCWD 90-inch diameter Los Vaqueros Pipeline
avoided a $20M+ relocation by being protected in place
with a protective outer reinforced concrete structure.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 11 REFERENCE: Matt Smeltzer, Deputy Director of Engineering, County of El Dorado P: 530.621.5912 | E: [email protected]
Consor, in cooperation with the County of El Dorado, Caltrans, and the El Dorado County Transportation Commission, provided engineering services for the development of the supplemental environmental clearance documents, geometric approval drawings, and final design for phased improvements within a 3-mile segment of US 50. This 3-mile segment included coordinating the geometrics of three interchanges. Geometric approval drawings were developed for the 3-mile-long corridor and approved by Caltrans. The implementation of improvements consisted of four separate projects as funding became available.

Mainline HOV Lane Addition (3-miles), Climbing Lane, and El Dorado Hills Interchange Reconstruction (2007-2012) – The scope of work included rehabilitation of the existing pavement, adding an HOV lane in each direction, auxiliary lanes, truck climbing lane, reconstruction of four existing structures, construction of retaining structures, drainage improvements, reconstruction of the El Dorado Hills interchange, signals, lighting, ITS elements and improvements to the existing El Dorado Hills Boulevard.

US 50 El Dorado Hills Interchange Pedestrian Overcrossing (2007-2010) – Our team was responsible for developing a Project Report and Environmental Document for this pedestrian OC. The project included public outreach, developing preliminary alternatives, alternative screening, environmental technical studies supporting the final selected alternative. Coordination with Caltrans to achieve NEPA approval, developing the project report, preliminary design and environmental approval of a new pedestrian overcrossing.

WB Loop Off- and On-Ramp Improvements (2012-2016) – Delivered 100% PS&E for review by Caltrans within 2 ½ months from the notice to proceed. This unprecedented, accelerated delivery was in response to the El Dorado Transportation Commission and County DOT’s desire to capture Corridor Mobility Improvement Account (Prop 1B) fund savings and further the completion of ultimate interchange improvements. The work included a new two-lane westbound loop offramp that included an overcrossing structure and a new three-lane westbound onramp at the El Dorado Hills Interchange. The project required coordination of future interchange improvements to the east (US 50/Silva Valley Parkway) and west (Empire Ranch Road) of El Dorado Hills Blvd. The project required coordinating both CEQA re-certification and NEPA re-evaluation in record time. This area is within a highly congested corridor and traffic operational analysis needed to be performed modeling the new configuration of the ramp intersections with the adjacent local street intersections, a total of 5 intersection modifications were implemented as a result. The project also included drainage design, permanent water quality treatment BMPs, retaining walls, ramp metering, a new off-ramp UC bridge structure and complex staging of both the main line and El Dorado Hills Blvd. As a result, Consor was able to capture over $16 million in new construction funding for the County and implement project improvements in record time.

EB Loop Off- and On-Ramp Improvements (2023-ongoing) – The County has received funding to build out the southeast quadrant of the interchange with a new eastbound loop offramp and a new two-lane eastbound onramp. Proposed improvements include drainage, signals, lighting, ramp metering, roadway rehabilitation, widening pavement, addition of a new Class 1 mixed use path along Latrobe Rd/El Dorado Hill Blvd. Significant retaining walls are required to limit the right of way impacts. The project is expected to go to construction in Summer 2026.

PROJECT SIMILARITIES:
• Longitudinal Utility
• Expedited Schedule
• Phased Project Approach
• Caltrans Oversight
• Permitting
• Bridge Design
• Interchange Design
• Stage Construction
• Drainage Design
• Utility Relocations
• Protecting Utilities in Place
• Overhead Signs
• Storm Water Quality
• Surveying
PROJECT STAFF:
• Brent Lemon/Project Manager
• Mike Sanchez/Signing, Striping,
Stage Construction
• Bennett + Y&C/Signals &
Lighting
• HDR/Hydraulics - Drainage
US 50/El Dorado Hills Boulevard Interchange Phase 2B, County of El Dorado, CA This project received an ASCE Sacramento
Transportation Project of the Year award.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 12 REFERENCE: Rick Carter, Former City of Elk Grove Capital Program Manager (now Deputy Executive Director, Placer County Transportation Agency) P: 530.823.4033 | E: [email protected]
Consor completed the PS&E to improve the intersection of Sheldon Road and Waterman Road with the construction of a single-lane roundabout. Throughout the design process, Consor’s goal was for this to be a Good Neighbor Project and see that the design and construction process kept the local community involved and at the forefront. The intersection, located in the east part of the City of Elk Grove within the designated Rural Sheldon/Rural Residential Area, experienced heavy traffic delays especially during peak commute hours. Average daily traffic was over 17,500 in 2014. To improve traffic flow and safety, the four-way stop was converted to a roundabout.

The improved intersection includes pervious colored concrete pedestrian paths around the perimeter of the roundabout and public art themed to match the rural character of the area.

The roadway approach legs include accommodations for shoulders/bike lanes. Storm drainage facilities with detention ponds will maintain pre-construction run-off conditions and historical drainage patterns. The intersection is adjacent to an overhead power transmission corridor with Sacramento Municipal Utility District (SMUD), Pacific Gas & Electric (PG&E), and Western Area Power Administration (WAPA). Considerable coordination occurred throughout the project with the various utility companies, including relocation of two underground utilities (Frontier and Comcast).

In addition, Consor worked closely with SMUD and WAPA to obtain approval and support to place safety lighting, landscaping and other improvements in their easements under power lines.

One of the key factors was roadway realignment north-south on Waterman Road. Because of the utility relocation and improvements within utility easements, the realignment minimized impacts to private residences with only driveway conforms needed and no permanent takes required. The design also anticipated for expansion to accommodate a future two-lane roundabout, along with potential connections to planned multi-use trails, planned pedestrian infrastructure, and potential connections to other mobility improvements in the area.

Construction was completed in less than two months under a full intersection closure. Had the construction occurred in phases with only a partial intersection closure, the project would have cost significantly more money, and the construction would have taken over a half year to complete. Instead, the cost savings was over $400,000 and traffic was flowing in just over one month with the intersection opening in August 2016 before the local school year began.

This project won the 2017 Public Works Project of the Year Award in Transportation from the APWA Sacramento Chapter.

PROJECT SIMILARITIES:
• Locally Funded
• Roundabout Design
• Local Community Involvement
• Road Design
• Drainage Design
• Water Quality
• Stage Construction
• Landscaping
• Surveying
• Right-of-Way Acquisition
PROJECT STAFF:
• Brent Lemon/Project Manager
• Mike Sanchez/Project Engineer
• Bennett + Y&C/Signals &
Lighting
• HDR/Hydraulics - Drainage
• Brian Ray/Roundabout Design
Sheldon Road/Waterman Road Roundabout, City of Elk Grove, CA COST-SAVING FEATURES:
• By doing a full intersection
closure during construction,
the City saved over $400,000
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 13 REFERENCE: Maryanne Ranasinghe, Project Manager, UC Davis Design & CM P: 530.754.1062 | E: [email protected]
Consor was selected to deliver an expedited project for the University of California at Davis (UCD).

As part of the university’s long-range plan, a need was identified to improve the Old Davis Road intersection with California Avenue. This intersection is the main campus entrance for Interstate 80 traffic accessing the campus. The existing intersection was a stop controlled “T” intersection, which was operating at an unacceptable level of service. The campus has significant pedestrian and bicycle traffic which needed to be considered in the design.

This project required direct coordination with several of the university’s departments, including close coordination with the university’s staff landscape architect. The Consor team was able to work seamlessly with the university and provided the landscape architect with AutoCAD files for use in developing the landscaping plans for the project. The proposed improvements needed to be compatible with future facility expansion plans adjacent to the project area. This required the Consor team to utilize AutoCAD files from the University’s GIS system for base mapping preparation.

The project had an expedited delivery time—Consor met the accelerated schedule by delivering the final PS&E package within a four-month time frame.

PROJECT SIMILARITIES:
• Roundabout Design
• Expedited Delivery
• Road Design
• Drainage Design
• Water Quality
• Stage Construction
• Landscaping
• Surveying
• Utility Relocation
PROJECT STAFF:
• Brent Lemon/Project Manager/
Engineer
• Brian Ray/Roundabout Design
• Bennett + Y&C/Lighting
Old Davis Road Roundabout, University of California, Davis US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 14 REFERENCE: Ron Ranada, Senior Civil Engineer, City of American Canyon P: 707.647.4559 | E: [email protected]
Green Island Road, a two-lane collector, serves as the only access to the Green Island Industrial District, the major economic industrial service center located along the City’s northern border.

Truck traffic is significant, and the roadway experienced severe cracking and failed pavement sections in the 28 years since the last major pavement improvement effort. The City of American Canyon submitted a grant application to the Economic Development Agency (EDA) for the widening and rehabilitation of the roadway network within the Green Island Industrial District. Key to the grant application was the inclusion of Cold Central Plant Recycled (CCPR), an environmentally friendly and sustainable method for pavement rehabilitation. The City was successful in receiving $2.4 million of grant funds. Recognizing overhead utilities along Green Island Road would conflict with the widening, Consor began the utility relocation process early pursuing the Rule 20A/B undergrounding district process. Consor led the utility undergrounding process and delivered a completed Joint Trench Composite and Estimate. Consor also performed right-of-way engineering on approximately 12 parcels and worked with the appraisal and acquisition agents to secure rightof-way. The project also includes complete streets elements, such as a pedestrian/bike trail and drainage/storm water treatment with a biofiltration planter. The project team has delivered 100% PS&E, and Rule 20A/20B construction was completed in December 2023. The roadway widening construction is expected to begin in Fall 2024.

PROJECT SIMILARITIES:
• Caltrans Coordination
• Drainage Design
• Water Quality BMPs
• Right-of-Way Acquisition
• Utility Relocations
• Undergrounding District
Formation
• Rule 20A/20B Process
• Utility Design
• Stage Construction
• Lighting
• Permitting
• Surveying
• Developer Coordination
PROJECT STAFF:
• Jason Jurrens- Project
Manager
• Andrew Mitchell- Roadway
Project Engineer
Green Island Road Rehabilitation, City of American Canyon, CA COST-SAVING FEATURES:
• Full-Depth Reclamation for
Structural Section
• Coordination with Utility
owners for Undergrounding
• Coordination with Developers
for planned improvements
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 15 REFERENCE: Rick Carter, Former City of Elk Grove Capital Program Manager (now Deputy Executive Director, Placer County Transportation Agency) P: 530.823.4033 | E: [email protected]
Consor, in cooperation with the City of Elk Grove, Caltrans, and the City of Sacramento, provided preliminary engineering for the development of a project report and support of the environmental document preparation, right-of-way engineering, and final design services. The scope of work included the replacement and realignment of the Sheldon Road/State Route (SR) 99 Overcrossing and associated ramps, realignment of frontage roads, widening of Sheldon Road from two lanes to six lanes, and the upgrade of ramp intersections, including replacing signals and lighting. Stage construction was a key issue as construction had to minimize impacts to traffic on both SR 99 and Sheldon Road, as well as to pedestrians and bicyclists. Utility relocation, signal interconnection, drainage, retaining walls, and the replacement of a pumping plant were additional design challenges on this expedited design project. The Sheldon Road Interchange Bridge is a two-span, cast-in-place, prestressed concrete box girder overcrossing approximately 145 feet wide and 272 feet long. It was built in stages so that traffic on Sheldon Road could be maintained throughout construction. A free-standing soldier pile wall with a free height of up to 16 feet was placed along the edge of the SR 99 shoulder in the vicinity of the historic San Joaquin Cemetery.

PROJECT SIMILARITIES:
• Expedited Schedule
• Caltrans Oversight
• Hydraulics/Drainage Design
• Water Quality BMPs
• Bridge Design
• Right-of-Way Acquisition
• Utility Relocations
• Utility Agreements
• Utility Design
• Stage Construction
• Signals & Lighting
• Overhead Signs
• Permitting
• Surveying
• Developer Coordination
SR 99/Sheldon Road Interchange, City of Elk Grove, CA
PROJECT STAFF:
• Brent Lemon/Project ManagerEngineer
• Mark Reno/Bridge Project
Engineer
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 16

AECOM - GRANT WRITING ASSISTANCE (EXCLUSIVE TO THE CONSOR TEAM) National Infrastructure Economics Practice Profile
AECOM’s National Infrastructure Economics Practice specializes in the development of funding strategies, grant applications, and economic justification for transportation focused discretionary grant programs. AECOM has supported a successful application in every round of the USDOT’s marquee discretionary programs (TIGER/BUILD/RAISE, FASTLANE/INFRA, MEGA, Rural, PROTECT) grant programs since their inception and has also helped clients secure funding under various USDOT, MARAD, FRA, EDA, and EPA grant programs.

The AECOM team has deep experience in the delivery of full turnkey applications for clients in which AECOM acts as project coordinator, authors the application, and undertakes the required analytics and economic evaluation. The output delivered to the client is a designed application tailored to the aligned with the sought-after outcomes of the specific discretionary grant program.

Successful federal and state discretionary grant applications written and/or supported by the AECOM team have been awarded over $3.5 billion, including nearly $1 billion in discretionary awards in 2024 to date.

Funding Strategies
AECOM has carried out the delivery of funding strategies for several clients over the past two years, though the scope of each funding strategy has been quite different. Some funding strategies have been carried out for a single project while others have looked at a client’s entire portfolio of projects identified in their capital improvement plan. Certain funding strategies have focused solely on transportation infrastructure; others have addressed energy, water, and sustainability planning. Clients AECOM has successfully developed funding strategies for include:
• New Mexico Department of Transportation • Hawaii Department of Transportation • Port of Los Angeles • Colorado Department of Transportation • LA Metro • Port of Corpus Christi • Maricopa County Department of Transportation • City of Long Beach • Private sector port operators • Orange County Department of Public Works • Port of Houston Authority • Class I Railroads AECOM and Consor are currently working together on the Atwater-Merced Expressway Phase 1B and the US 101/E SR46 Auxiliary Lane & Ramp Reconstruction projects.

US 64 Corridor Improvements, Improving Tribal Highway Mobility and Safety, NMDOT, RAISE Grant (2021) | New Mexico Department of Transportation (NMDOT) AECOM developed a turnkey application for NMDOT and partner Navajo Nation DOT for their submission for the 2021 Rebuilding American Infrastructure with Sustainability and Equity discretionary grant program. The candidate project involved multifaceted improvements including bridge replacements, drainage improvements, and the pavement rehabilitation of an approximately 21 mile stretch of rural highway in northwest New Mexico. The project had been shelved for some time due to lacking of funding and the client advised that they had difficulty with attracting discretionary funding due to relatively low traffic levels along the corridor.

AECOM worked with the client to add relatively inexpensive components to the project which would significantly increase its benefit generation, and which would reposition the project from reconstructing a highway corridor to a project which would deliver digital, increased opportunity, and enhance cultural sovereignty to one of the most historically disadvantaged populations in the country.

The delivery of the $80 million ITHMAS Corridor project will enhance the mobility for the local Navajo communities through which it passes and for which it serves as the central conduit of accessibility. Several bridges along the corridor past their useful life will be replaced, and safety improvements (turn lanes, lighting) around tribal activity centers will be installed. Furthermore, the installation of fiber optic conduit along the US 64 corridor will enable future ITS infrastructure addressing traffic management and enabling connected/automated vehicle applications which will contribute to safer, more efficient travel along the corridor. This fiber installation will also bring high speed telecommunications in the Navajo Nation’s land, providing digital equity and greater accessibility to employment, education, health care, and other essential services. AECOM coordinated the development of the application, wrote the application narrative, undertook various streams of modeling (safety, BCA) and deliver a designed product to the client for submission to the USDOT. The ITHMAS Project grant application was noted by the USDOT as best practice example of a transportation project addressing the provision of equity and was awarded $25 million in November 2021. AECOM supported NMDOT in seeking further funding for the Project under the USDOT’s MPDG (Rural Transportation Category) Program. It was awarded an additional $59 million in MPDG funding in January 2024.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 17 Apexx Architecture - BRIDGE ARCHITECTURE
Apexx Architecture is a full-service architectural firm specializing in bridges all over North America since 2016.

With offices in Arizona and Florida, it is one of only a few firms that is dedicated to this specialty and is uniquely qualified to work on bridges of this type. Although the firm is a small sole proprietor, it has managed projects all across the USA from Ohio to California with municipalities ranging in size and complexity. With a specialization in bridge architecture, design excellence is integrated from the start into all projects. Whether it is full scale bridge design project, a lighting enhancement, or a new railing design, Apexx understands the unique challenges that bridges have within our urban fabric. Having worked on a number of recognized bridges and design competitions, as well as the Prado Bridge, Apexx is uniquely qualified for this project.

PROVIDING BRIDGE ARCHITECTURE & AESTHETICS, VISUALIZATIONS, AND AESTHETIC LIGHTING DESIGN Apexx will be available to assist with the various projects from the City that incorporate bridge architecture/aesthetics, visualizations, and aesthetic lighting. They will use their expertise to develop the best solutions whether they involve lighting, railings, or even full bridge designs. Apexx offers a range of services that can be implemented from the smallest of crossings to major projects. Their attention to detail and high quality is consistent no matter the size or scope. There is no greater success to a project than collaboration.

They will work diligently to create a collaborative environment with all stakeholders and consultants. Since Apexx is a bridge architecture specialty firm, the team is familiar with the bridge engineering and construction industry. It has its unique qualities that require familiarity and experience. Their Lead Bridge Architect has extensive experience working with various engineering firms and cities to deliver unique and beautiful projects.

Apexx and Consor are currently working together on the Prado Creek Bridge aesthetics for the City of San Luis Obispo.

Prado Bridge & Interchange Aesthetics | City of San Luis Obispo, CA The City of San Luis Obispo is growing and in order to accommodate growth, the City and their consultants are working on the widening of an existing bridge leading to the future interchange. The new interchange includes a overcrossing over US 101 and the widening of Prado Road up to the new Prado Bridge. Staff and the public were concerned about the aesthetics of this project, and desired structural, aesthetics, and lighting details to help make the project feel more inviting and integrated with the rest of the City.

The first phase of the project includes a Prado Bridge which spans San Luis Obispo Creek, and will be visible to cyclists on the Bob Jones Trail multi-use path.

Apexx is currently the bridge architect working with the City’s engineer, including Consor, to develop aesthetic solutions. During this phase, Apexx developed multiple options for the City varying in cost, style, and material.

This method of showcasing the project has led to immense success. Apexx continues to work with the city to ensure the best and most appropriate design is completed based on budget and schedule.

Great Northern Bridge Overpass | City of North Olmsted, OH The City of North Olmsted was in need of repairing an aging overpass, crossing I-480. The city wanted to take this opportunity to create a signature gateway. Since the existing bridge could not be modified, the City sought to create a unique railing design to welcome visitors to the city. Apexx Architecture was selected to be the prime consultant for this new gateway project. Apexx created a unique railing design that avoids decoration while emphasizing direction through a dynamic form. Users are encouraged to exit towards the sloping railing directing them towards North Olmsted. This project is a testament of how design can change the appearance of what would normally be considered a basic interchange bridge. Now the bridge will become the gateway to the City using a simple but elegant design of angled louvers and asymmetry. Apexx team member Maxim Nasab is the lead bridge architect on this project responsible for the design and aesthetics of the railing.

Rendering of the new Prado Bridge
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 18 Bennett Engineering Services + Y&C Transportation
Consultants - SIGNALS & LIGHTING (EXCLUSIVE TO THE CONSOR TEAM) Bennett Engineering Services + Y&C Transportation Consultants (Bennett+Y&C) merged in 2023. The firm provides enduring and award-winning civil engineering services to cities, counties, special districts, universities, private companies, and other professionals. Bennett+Y&C takes pride in finding innovative and cost-effective engineering solutions for traffic/electrical engineering, transportation, water, wastewater, hydraulic and hydrologic, site development, parks and recreation, and other important infrastructure projects.

Bennett+Y&C’s traffic team specializes in traffic signals, lighting, and transportation electrical systems and has completed traffic/ electrical engineering plans, specifications, and cost estimates (PS&E) for more than 1,000 transportation projects in over 100 jurisdictions.

What sets Bennett+Y&C apart is their ability to partner with clients early in project development and retain that partnership through construction. The firm is led by talented and highly experienced, licensed professionals and provides services throughout California.

They believe offering dedicated staff and assuring a cohesive team from project inception to completion maximizes client confidence.

Firm culture includes a commitment to staff retention. This provides an experienced and highly technical team of 46, including 20 licensed professional engineers, a licensed traffic engineer, a professional land surveyor, and 11 engineers-in-training.

Bennett+Y&C is a California Disadvantaged Business Enterprise (DBE #43459) and certified Small Business Enterprise (SBE #52302).

Their office locations include Sacramento, Fremont, and Milpitas, with their headquarters in Roseville, California.

Relevant firm experience includes providing various combinations of traffic signal, lighting, ramp metering, and extinguishable sign design; utility coordination; draft and final utility reports; hydraulic analysis; and drainage design services and plans, specifications, and cost estimates for the following projects:
• US 50/El Dorado Hills Boulevard Interchange in the County of El Dorado (all previous phases) • US 50/Hazel Avenue Interchange, Sacramento County, CA • US 50/Watt Avenue Interchange, Sacramento County, CA
• SR 99/Elkhorn Boulevard Interchange, City of Sacramento, CA • SR 99/Elk Grove Boulevard Interchange, Elk Grove, CA
• SR 99/Whitelock Parkway/SR 99 Interchange, Elk Grove, CA Bennett + Y&C and Consor are currently working together on the US 101/SR 152/10th Street Interchange with the Santa Clara VTA. Past projects include US 50/Phase 1 HOV Lane, US 50/El Dorado Hills Boulevard Interchange Pedestrian/Bicycle Overcrossing, US 50/El Dorado Hills/Latrobe Road Interchange Phase 2B, Sheldon/Waterman Roundabout, Old Davis Road Roundabout for UC Davis, SR 20/Western Parkway Intersection, and SR 99/120 Interchange.

SR 217/Hollister Avenue Interchange Improvements | City of Goleta, CA This project is to convert the existing diamond interchange at SR 217/Hollister Avenue to a roundabout interchange. This project also included improvement on Hollister Avenue between SR 217 and Kellogg Avenue. Bennett Engineering Services (formerly Y&C) served as the electrical design subconsultant on the design team and prepared plans, specifications, and cost estimates (PS&E) for traffic signals and lighting.

US 50/Latrobe Road/ El Dorado Hills Blvd Interchange Improvements, Ph 2B | El Dorado County DOT As a subconsultant to Consor, the team provided a drainage report, stormwater data report, and prepared electrical systems plans, specifications, and estimate (PS&E) for traffic signals and lighting along the interchange. Hydrology and hydraulic calculations and simulations were conducted to determine peak design flows from the contributing watersheds. The firm oversaw the hydraulic analysis of the existing system and proposed improvements to mitigate the changed hydrologic and hydraulic conditions.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 19

DKS - TRAFFIC (EXCLUSIVE TO THE CONSOR TEAM)
Founded in 1979, DKS provides specialized transportation planning, design, and engineering services to public agencies nationwide. Their staff includes 155 professionals with offices in Sacramento, Oakland, Anaheim, and Pasadena, CA; Portland (Headquarters) and Salem, OR; Seattle, WA; and Austin, TX.

DKS specializes in performance-based transportation planning and engineering that blends traffic engineering, transportation planning, and traffic analysis at multiple scales of analysis. DKS' wide breadth of experience provides their clients with a unique blend of planning, operations, and design expertise. DKS staff members have worked with multi-jurisdictional agencies’ staff, traffic and planning commissions, city and county councils, and other groups to develop sound transportation solutions. The firm focuses on the continuous changes to the profession through its representation with professional societies and technical and academic committees.

DKS and Consor are currently working together on the City of South San Francisco On-Call (various projects) and I-80/West Texas Interchange Improvements. Past projects led by Jim Damkowitch include US 50/Phase 1 HOV Lane, US 50/El Dorado Hills Boulevard Interchange Pedestrian/Bicycle Overcrossing, US 50/El Dorado Hills/Latrobe Road Interchange Phase 2B, SR 99/Whitelock Parkway Interchange, and Sheldon/Waterman Roundabout.

US 101 Corridor Mobility Master Plan and 2020 Addendum | San Luis Obispo Council of Governments Under contract with SLOCOG, Jim Damkowitch managed and completed a comprehensive multimodal analysis of the US 101 corridor within San Luis Obispo County. The study initially analyzed both existing and future conditions along approximately 70 miles of the corridor (County line to County line) which identified four area Focus Segments for further analysis. This identification process was informed by technical analyses performed as part of the study, existing plans and studies and public and stakeholder input. Once the four Focus Segment areas were identified, more refined technical analyses and public outreach was performed to evaluate packages of multimodal improvement strategies specific to each Focus Segments. Performance metrics from the Smart Mobility Framework were used including travel time reliability (collected using BlueMAC readers to connect anonymously to BluetoothTM devices to calculate speeds, travel time and travel time reliability) to evaluate and prioritize the multimodal improvements within each Focus Segment.

Stakeholder consensus (local agencies, SLOCOG, Caltrans, air district) for the prioritization of improvements for inclusion in SLOCOG Regional Transportation Plan update was achieved. The final report and its findings and recommendations were adopted by SLOCOG in December 2014. With DKS, Jim managed the 2020 Addendum of US 101 Corridor Mobility Master Plan to update and refresh the performance analysis for Focus Area 2. This included new analysis and performance metrics consistent with new state guidance from the California Transportation Commission and Caltrans (e.g., Corridor Planning Guidebook (Caltrans, 2019), Comprehensive Multimodal Corridor Plan Guidelines (CTC, 2019), and SB-1 Accountability and Transparency Guidelines (CTC, 2019)). The Addendum was specifically developed to inform a Solutions for Congested Corridor grant application which was submitted by SLOCOG to the CTC.

The Addendum was adopted by the SLOCOG Board August 2020.

El Campo Road/South County Highway Access Modifications: Traffic Diversion Assessment | San Luis Obispo Council of Governments
Prior to joining DKS, Jim Damkowitch managed the El Campo Road/South Highway Access Modification: Traffic Diversion Assessment Project. Based on public safety concerns, the SLOCOG Governing Board commissioned a study to analyze the safety, emergency response time, operational, travel time, vehicle miles traveled (VMT) and air quality implications of implementing turn movement restrictions (right-in and right-out only) at four at-grade intersections with US 101 between the Traffic Way and Los Berros Road interchanges south of Arroyo Grande (El Campo Road, Un-named Road, Tower Grove Drive/Laetitia Winery, and Hemi Road). The traffic diversion study provided technical information pertinent to the understanding of potential detour routes, and operational and safety implications to off-system roadways that may be caused due to restrictions to US 101 access at the four at-grade intersections. The study was approved by the SLOCOG Board in April 2019 with resulted in a request by the SLOCOG Board to Caltrans to implement the access restrictions. Caltrans implemented the restrictions with concrete median barriers along the inside shoulders of US 101 in May 2019.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 20

HAMNER, JEWELL & ASSOCIATES - RIGHT-OF-WAY ACQUISITIONS Hamner, Jewell & Associates is a specialized real estate consulting firm that provides right of way and governmental real estate acquisition and relocation services. For over forty-five years, Hamner, Jewell & Associates has provided these services to public agencies throughout the state of California, specializing primarily in acquiring real property rights, including easements and other partial interests, and providing mandated relocation assistance to property occupants on behalf of public agencies with the authority to acquire property by eminent domain.

Hamner, Jewell & Associates’ services are designed with the specific intent of complying with all State and Federal funding requirements while successfully acquiring property by agreement, minimizing the instances in which eminent domain action might otherwise be required, but preserving the acquiring agency’s right to initiate such action should it become a viable necessity. Hamner, Jewell & Associates has acquired temporary and permanent easements or fee interests for freeway interchanges, overpasses, roadways, sewer lines, waterlines, well sites, tank sites, utilities, greenbelts, and construction areas. Specifically, they have acquired rights for interchanges on US 101 throughout San Luis Obispo, Santa Barbara and Ventura Counties, having provided services on nearly every single interchange in Ventura County.

Other rights that Hamner, Jewell & Associates have acquired include access rights, air rights, slope easements, drainage easements, and properties for redevelopment projects and capital improvement projects such as parks, public parking lots, and sewer expansion projects.

Hamner, Jewell & Associates and Consor have worked together on the US 101 & Fair Oaks project in San Luis Obispo County and on the relocation services for two businesses displaced by a road project in Merced County.

Prado Road Interchange Project | City of San Luis Obispo Multiple engineering and design firms that were initially working on this project in 2021 needed Right of Way data sheets for alternatives to design safety improvement changes for City’s Prado Road Interchange project. Hamner, Jewell & Associates was successful in obtaining the needed right of way data sheets and cost estimates. This project was completed on time and on budget.

US 101 & Fair Oaks Project | County of San Luis Obispo
This project sought to address commuting and traffic congestion issues at the US 101/Fair Oaks/Orchard Avenue Interchange by seeking alternatives from an engineering firm. The Hamner, Jewell & Associates team provided estimates for the parcels required for acquisition and the number of easements needed. Using the conceptual mapping of the Consor team, they provided a right-of-way summary and provided right-of-way data sheets for two alternatives in coordination with the engineering team.

Los Osos Valley Road Interchange Project | City of San Luis Obispo Prior to the Los Osos Valley Road (LOVR) Traffic Relief Project, the original LOVR interchange at US 101 was built at the southern end of San Luis Obispo in 1962 and then widened in 1987. As the city and population have grown, the interchange had become outdated and in need of additional capacity to provide more efficient driving conditions for its users. Hamner, Jewell & Associates worked on this interchange project for the City of San Luis Obispo. This project involved acquisitions from 2 ownerships under Caltrans and federal funding guidelines and regulations. The project improved pedestrian and bicycle access along both sides of LOVR, added drainage improvements, and reconstructed on and off ramps.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 21

HDR - WATER RESOURCES, FLOODPLAIN, DRAINAGE DESIGN, DRAINAGE REPORT,

SWDR, EROSION CONTROL (EXCLUSIVE TO THE CONSOR TEAM)
For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. HDR’s expertise spans more than 12,000 employees in over 200 locations around the world. Their engineering, architecture, environmental, and construction services bring an impressive breadth of knowledge to every project. HDR’s optimistic approach to finding innovative solutions defined their past and drives their future.

HDR has been a part of the California business community since 1973 and have seven Northern California offices in Santa Clara, Walnut Creek, Oakland, San Francisco, Berkeley, Sacramento, and Folsom. As a firm, they are organized into engineering and architecture divisions. Their engineering division includes business groups that focus on transportation, water, building engineering, construction management, and resources. From planning to design, permitting, funding, and construction – HDR provides wide-ranging expertise and services that span the entire life cycle of transportation projects for agency clients.

Furthermore, HDR has extensive experience working with the City of San Luis Obispo on projects including the Prado Road Overcrossing Project, Bob Jones Trail Bridge, Los Osos Valley Road Interchange, and Program Management for Water Reclamation Facility Upgrades. Their proposed staff members are available and committed to this project, providing their deliverables on time and within budget.

HDR and Consor are currently working together on Atwater-Merced Expressway, Cottonwood Road over Outside Canal, Atwater-Jordan over Atwater Canal, Merced Avenue over Lateral #6, Quinley Road over Black Rascal, and Arroya over West Delta Canal.Past projects include La Grange over Dry Creek, Dickenson Road over Bear Creek, Baxter Road over Deadman Creek, Santa Fe Road over Deadman Creek, Jorgensen Road over Outside Canal, Burchell Avenue over Duck Slough, Los Cerritos over Dry Creek, Hills Ferry Scour POA, and Turlock Road over Dry Creek.

US 101/SR 25 Interchange Improvement Project, Phase I | Santa Clara Valley Transportation Authority The proposed US 101/State Route (SR) 25 Interchange Improvement Project, Phase I, is located in Santa Clara County, California. The project consists of reconstructing the interchange at US 101 and SR 25 with a primary focus of improving the traffic operations from southbound US 101 to southbound SR 25. The project also consists of roadway improvements along SR 25 and US 101.

HDR prepared a Location Hydraulic Study (LHS) addendum in May 2022 that updates and augments previous findings summarized in the September 2010 location hydraulic study report that correspond to limits of the project. HDR conducted an Initial Site Assessment (ISA) in 2019, which included a site reconnaissance, research and historical review of the project area, and identification of potential recognized environmental conditions (REC) within and adjoining the project footprint. HDR prepared a Preliminary Site Investigation (PSI) – ADL Study in September 2022 for shallow soil along the areas of planned excavation and soil disturbance during construction.

The subsurface investigation included collecting shallow soil samples to verify the presence/absence of RECs and constituents of concern (COC) identified in the ISA, evaluate options for soil disposal and/or reuse, and provide guidance for waste management and worker safety during project construction. HDR prepared Well Replacement Report in May 2022 that documents the hydraulic characteristics of the existing well pump impacted by the project. The report studied the water quality of the groundwater drawn by the existing well, and provided a suitable envelope for the placement of a new well within the resulting Property parcel after right-ofway acquisition. HDR prepared a Hydromodification Report, a Drainage Report, and a Stormwater Data Report in February 2024 that documented the drainage and water quality design for the project.

Prado Road Overcrossing Project | City of San Luis Obispo As part of the design for the City of San Luis Obispo’s Water Resource Recovery Facility, HDR produced a 1D/2D coupled HEC-RAS model (2D Hydraulic Model Update Draft Report [2019]). The model consisted of 1D cross sections to define the channels connected with lateral structures to a 2D floodplain. The model was used to compare existing conditions to the project’s Alternative A3 with Fill Embankments and Alternative A3 with Piers.

HDR prepared the Floodplain Evaluation Report for the project. As part of this effort, the models were updated and transitioned to fully 2D. Development of the design of the project should consider improvements to mitigate any increase in water surface elevation (WSE) resulting from the project.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 22 Rincon Consultants, Inc. - ENVIRONMENTAL PERMITTING
Rincon Consultants, Inc. is a multi-disciplinary environmental science, planning, and engineering consulting firm that provides quality professional services to government and industry. Rincon's principal service is to provide environmental support and scientific research to create and sustain innovative solutions to natural resource, sustainability, and environmental impacts. Rincon prides itself on the considerable depth of its staff, which includes certified urban planners, environmental scientists and engineers, accredited LEED professionals, noise and air quality experts, geologists, biologists, and cultural and historical resource specialists. Their approach to every project is centered upon the design and development of innovative solutions that respond to their clients’ specific needs in a cost-effective manner.

Rincon’s corporate culture focuses on providing environmental consulting services in a manner that is beneficial to both the environment and the client’s needs. By managing each project with a focus on three primary objectives—economic efficiency, technical excellence, and sustainable approach—they provide superior service that efficiently and effectively meets their needs.

Rincon biologists have conducted biological impact assessments in support of CEQA for several projects for the City, such as the Water Resource Recovery Facility Project, the Mid-Higuera Bypass Project, and the San Luis Drive Emergency Project. In addition, they have supported projects throughout San Luis Obispo and Santa Barbra Counties, including the Arroyo Grande Bridge Street Bridge project, the Cypress Mountain Drive at Klau Creek Highway Bridge Replacement project, the Santa Maria Union Valley Parkway Extension project, and the Santa Barbara County State Route 166/Black Road Intersection Improvements projects.

Rincon and Consor recently worked together on the Bay Area Rapid Transit District (BART) CommunicationBased Train Control Project.

Prado Road-US 101 Interchange Project; Caltrans PEAR, CEQA/NEPA Environmental Technical Studies, and IS-MND/EA | City of San Luis Obispo
Rincon prepared the Preliminary Environmental Analysis Report (PEAR) for the for Prado Road-US 101 Interchange Project, and then worked with the City of San Luis Obispo and Caltrans staff to prepare environmental technical studies in conformance with Caltrans’ Standard Environmental Reference (SER), including a Natural Environment Study (NES), Archaeological Survey Report (ASR), Historic Resources Evaluation Reports (HRER), Historic Property Survey Reports (HPSR), Noise Study Report (NSR), Air Quality and GHG technical analyses, Community Impact Analyses (CIA), Visual Impact Analyses (VIA) and Water Quality Report. Following approval of the environmental technical studies in October 2021, Rincon prepared the necessary CEQA documentation for the project, which was adopted by Caltrans in September 2023. When complete, the improved interchange and overcrossing will provide better community connectivity between the existing and planned neighborhoods east and west of US 101 and resolve operational deficiencies on State and City facilities for all transportation modes.

San Luis Obispo Creek Bank Stabilization Project near Johnson Avenue | City of San Luis Obispo Rincon prepared technical environmental evaluation, CEQA compliance, and permitting assistance to the City of San Luis Obispo in coordination with Cannon Engineering Consultants for the for the San Luis Obispo Creek Bank Stabilization Project near Johnson Avenue. Rincon completed an Archaeological Survey Report and Biological Resource Assessment supporting the project’s Initial Study-Mitigated Negative Declaration. Following City approval of the project in February 2023, Rincon assisted the City with project implementation by conducting pre-construction surveys, aquatic species relocation, worker environmental awareness program (WEAP) trainings, archaeological monitoring, biological monitoring, resource agency notifications, and a project completion report for the emergency repair activities that were conducted for the project in November 2022. In 2023, Rincon repeated this scope of work for the second phase of this project, which was completed in November 2023.

Union Valley Parkway Extension/Interchange Project | City of Santa Maria Rincon prepared an EIR/EA to satisfy CEQA and NEPA requirements for the Union Valley Parkway Extension/Interchange Project in the City of Santa Maria. The City’s purpose for the Union Valley Parkway extension/interchange was to provide a 4-lane major arterial for the movement of people and goods through the Santa Maria-Orcutt area. Rincon supported the EIR/EA and project design and construction by providing environmental compliance services in the form of clearance surveys for sensitive species including the California tiger salamander, California red-legged frog, western spadefoot, legless lizard, and American badger. Throughout the environmental review process, Rincon acted as a facilitator to resolve the occasionally competing goals of the City of Santa Maria, County of Santa Barbara, Caltrans, FHWA, and other reviewing agencies.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 23 Sunrise Transportation Strategies, LLC -

GEOMETRIC DESIGN QA/QC, TRAFFIC PEER REVIEW LEAD
(EXCLUSIVE TO CONSOR)
Sunrise Transportation Strategies, LLC (Sunrise) was founded by Brian L. Ray in 2021 as a sole proprietorship. Sunrise provides transportation project development support to advance projects from systems planning to project implementation. This includes supporting transportation project initialization and development, project approval, and project documentation and environmental clearance and permitting. Sunrise supports transportation agencies of all sizes to develop performance-driven, multimodal solutions for all types of roadways, users, and contexts.

Sunrise brings clients practical solutions for long-range transportation and safety plans, corridor evaluations, complete streets, interchange assessments, roundabout design, and intersection control evaluations. Sunrise works with communities of all sizes and recognizes the intrinsic value of continuous and meaningful stakeholder engagement.

Brian, Sunrise’s manager, is a nationally recognized leader in interchange planning and design and has been:
• A roundabout and Highway Safety Manual trainer to Caltrans District and Headquarters staff • An advisor to Caltrans in developing Traffic Operations Policy Directive 13-02 Intersection Control Evaluation (ICE) • A reviewer/contributor to the roundabout elements of the Highway Design Manual (HDM) Sunrise and Consor are currently working together on several projects, including Merced County’s Campus Parkway Segment 4, Fair Oaks PID in Arroyo Grande, Bello Street Intersection Improvements for the City of Pismo Beach, and US 101/SR 152/10th Street Interchange with the Santa Clara VTA.

US 101 - Fair Oaks Avenue Low Build Analysis | San Luis Obispo Council of Governments Consor worked in collaboration with a client group made up of San Luis Obispo Council of Governments, City of Arroyo Grande, and Caltrans District 5 to assess US 101 from Grand Avenue to El Campo Road. The initial scope for a Feasibility Study was undertaken to determine if low-cost US 101 treatments could enhance the existing southbound weaving section between the Grand Ave on-ramp and the Fair Oaks Ave off-ramp. Consor led the effort to develop preliminary signalized and roundabout alternatives for the US 101 ramp terminal intersection at Fair Oaks Ave and Orchard St. Additionally, the Consor team reviewed design strategies relevant to the Grand Ave on-ramp and Fair Oaks off-ramp segment of the US 101 mainline. The team evaluated strategies that might mitigate or minimize weaving along this section.

Sunrise (Brian Ray), the team’s roundabout geometric and operational specialist, supported the efforts to prepare a low-build operational analysis of the existing Fair Oaks Avenue off-ramp and ramp terminal intersection. Preliminary alternatives were displayed in an aerial overlay format with layouts showing conceptual geometrics, cross sections, pavement delineation and conceptual roadside sign layout, and identify potential right-of-way impacts.

Campus Parkway Segment 4 | Merced County Public Works
This project requires a phased project delivery approach to maximize the available funding allocated through 2028 under an earmark (California Senate Bill 132). This project requires multi-jurisdictional coordination with the City of Merced (future annexation), UC Merced, developer interests, and County Community Development. Campus Parkway Segment 4 (CPS- 4) will complete another link in the planned Merced Loop System beginning at East Yosemite Avenue and continuing north to Bellevue Road. The project is located just outside the city limits of Merced; however, annexation plans are underway. Caltrans coordination is necessary since the project is funded through an earmark allocation within SB-132. The proposed facility is a four-lane arterial roadway on new alignment consisting of two traveled lanes, median, Class IV bikeways, Class I path, and utility PUEs. The facility will include safety lighting for the roadway, bikeway, and pedestrian facilities. The initial phase of construction is an interim two-lane facility that will connect back to the existing Lake Road alignment approximately 1,700 feet south of the UC Campus main entrance at Bellevue Road.

Sunrise’s role on the project was to develop preliminary geometrics for the ultimate roundabout intersections proposed at Yosemite, Cardella Road, Virgina Smith Parkway, Meyers Gate Road, and Bellevue Road. Sunrise worked in support of Consor to develop stakeholder presentations on roundabout design and presented fatal flaw analysis points for discussion with the County and City.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 24 Verdin - PUBLIC OUTREACH
Established in 2003 in San Luis Obispo, CA, Verdin is a full-service marketing agency that has grown to a national award-winning firm of 12 employees with clients throughout the state of California.

Verdin is 100% women-owned and certified by the DOT (DBE Firm No. 42625) and recognized as a preferred vendor by both the City of San Luis Obispo and SLOCOG. They take a transparent and proactive approach to public outreach and marketing to help build communities through strategy, consensus and storytelling. Their services include communications strategy, public outreach programs, branding, content creation, design and campaign implementation through owned, earned, and paid channels.

Over the past 21 years, Verdin has worked extensively with public agencies. On the Central Coast, they have worked with the City and County of San Luis Obispo as well as the Cities of Paso Robles, Atascadero, Pismo Beach and Arroyo Grande. Other public clients include the San Luis Obispo County Sheriff’s Office, the Solano County Sheriff’s Office, the City of Walnut Creek, the Greater Vallejo Recreation District and the City of Roseville.

These projects have included communications support on several construction projects, as well as awareness campaigns for government departments and programs (recreation, census, public safety).

Verdin and Consor will partner for the first time on the US 101 and Prado Interchange Project. Both firms bring their strong commitment to partnership and to serving the San Luis Obispo community.

Prado Bridge Replacement Project | City of San Luis Obispo, CA Working with Wallace Group, Verdin developed collateral materials, including visuals and messaging for the projects and organized the community meetings, including logistical arrangements, public noticing mailers, public and media relations and coordination, and also facilitated the meetings, and produced display materials.

Prado Interchange Environmental Phase Public Outreach | City of San Luis Obispo, CA Short-term project supporting the City in coordinating and facilitating a public meeting for public input on the Prado Interchange environmental review and to present design options. In addition to the public meeting, Verdin provided media relations services, direct mail, website updates, and ongoing website updates.

LOVR Interchange Project | City of San Luis Obispo, CA
This project included interfacing with the City, SLOCOG and Caltrans. This two-year effort included research, public relations activities and communications to adjacent residents and businesses, as well as cyclists, commuters and general cross-town traffic.

Orcutt-Tank Farm Roundabout | City of San Luis Obispo, CA Communications services to notify residents, businesses and commuters of the construction for the Orcutt Roundabout. Verdin utilized press releases, emails, direct mail and website updates to keep community apprised of detours and progress of the Roundabout construction, through to completion. Participated in the ribbon cutting ceremony and public art unveiling upon opening of the roundabout.

Marsh Street Bridge Project | City of San Luis Obispo, CA/Filippin Engineering Verdin provided communications support to announce the project and inconveniences to drivers, educating the community why the bridge needed to be replaced and documenting the process through City channels and through the media. We also coordinated with affected businesses as to the schedule for the project and created messaging and visuals to alert residents, employees of downtown businesses and property owners of coming construction, lane closures and detours throughout the project. Used the communications as an opportunity to educate residents about the need for the bridge replacement, and all of the moving parts to such a project, including safety, environmental concerns and traffic mitigation.

Cultural Arts District Parking Structure | City of San Luis Obispo, CA Communications support for the City of San Luis Obispo Cultural Arts District parking structure, as part of the Downtown Concept Plan.

The structure will support downtown residents and visitors and include the Downtown Residential Overnight Parking program. Verdin is providing public relations and media relations, direct mail, website updates, design and social media services.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 25 Wallace Group - SURVEYING, DOCUMENT, AND MAPPING SERVICES; RIGHT-OFWAY SERVICES, LANDSCAPE ARCHITECTURE Almost four decades ago, Wallace Group began as a one-person, home-based engineering business. Headquartered in San Luis Obispo, Wallace Group has steadily grown into a multi-disciplinary engineering and planning firm with additional Salinas and Santa Barbara offices. Today, the company is a dedicated team of 70 professionals specializing in civil and transportation engineering, water resources, surveying and GIS solutions, construction management, landscape architecture, mechanical engineering, and planning and public works administration. Wallace Group has extensive experience with San Luis Obispo County public agencies, specifically with the City of San Luis Obispo. Their involvement with the US 101 and Prado Road Interchange Project will utilize their brilliant minds and decades of experience.

Creating landscape environments that are aesthetically pleasing and contextually fitting is both an art and a science. This is where the Landscape Architecture team excels; providing effective and responsive solutions to align with client’s goals while keeping budgets and sustainability top of mind. The team has extensive knowledge of streetscapes; community planning; park and recreation master planning; and natural resource preservation, mitigation, restoration, and management. With experience across diverse projects, from transportation facilities like streets and roundabouts to large-scale planned residential communities and mixed-use developments, they seamlessly bridge the natural and built environments with site-sensitive designs and culturally enriching experiences.

Wallace Group’s Surveying professionals specialize in collecting essential topographic, right of way data to support the project needs.

The accuracy and integrity of the information generated by the team of surveyors is a critical component and supports a wide range of planning, engineering, construction management, GIS, and landscape architecture services. Wallace Group utilizes the latest surveying technology and software to provide decidedly accurate and valuable data, ensuring that projects are based on sound information.

At Wallace Group, client satisfaction is not just a goal, but a deeply ingrained value. Survey and Landscape Architecture teams, operating out of the same headquarters just miles from the project site, always ready to respond to clients’ needs. This proximity and solid working relationship enable Wallace Group to offer innovative solutions that only develop with close collaboration. Their dedication to service and client satisfaction has been a hallmark of the firm for decades, and it continues to be the primary focus today.

Wallace Group and Consor are currently working together on many notable Central Coast projects including the Prundeale Roundabout, Bello Street & Price Canyon Traffic Signal, Jack Creek at Paso Robles Creek Bridge, and Prado Road Bridge Widening. Past projects include Bradley Road at Sierra Madre Avenue and the Lower Eastside Pedestrian Bridge.

Prado Road Bridge Widening | City of San Luis Obispo
Wallace Group was selected by the City of San Luis Obispo to prepare the PS&E for the Prado Road Bridge Widening Project. The existing bridge is a constriction point for vehicles traveling along Prado Road between South Higuera and US 101 and needs widening for current and future traffic volumes. The project also includes non-motorized features, such as a bike path connection under the bridge and a cutting-edge protected intersection design.

During the first phase of the project, the Wallace Group team prepared a Feasibility Study/Technical Memo to determine the ultimate lane configuration for the Prado Road/South Higuera intersection, review of the hydraulics of San Luis Creek at the existing bridge including the effects of widening the existing three span bridge or replacing it with a single span structure, and the consideration of an existing 24-inch gravity sewer line suspended from the existing bridge structure that impinges on the creek’s hydraulic capacity.

Wallace Group recommended that the City replace the existing three span bridge structure with a single span bridge that will offer protection to the existing 24-inch diameter gravity sewer line in times of high flow. Based on the Phase 1 work and continuous coordination with Caltrans Local Assistance, the replacement of the existing bridge was approved. Wallace Group completed the PA&ED phase and has secured bridge type selection concurrence from Caltrans and is now in final design.

As part of final design, the team prepared the survey mapping, utility coordination and design, landscape architecture/streetscape design, and PS&E for the Project. Wallace Group provided large scale ground-survey mapping and roadway design for approximately 2,500 feet of City arterial with Right-of-Way research of adjacent frontages and approximately 1,000 feet of creek corridor. The mapping specific to the bridge structure included a detailed survey of the bridge columns and utilities attached to the bridge structure.

The design includes utilities, hardscape, bridge features, sewer and storm structure inverts, striping and found survey monuments. The mapping specific to the bridge structure included a detailed survey of the bridge columns and utilities attached to the bridge structure.

They also provided public outreach and multi-disciplinary project management for the large team.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 26 Yeh and Associates, Inc. - GEOTECHNICAL

SERVICES (EXCLUSIVE TO THE CONSOR TEAM)
Yeh and Associates, Inc. is a full-service geotechnical firm first established in Denver, Colorado in 1999. The building block of Yeh is providing specialized expertise in engineering geology and geotechnical services for transportation, infrastructure and public works projects. Yeh’s offices in Grover Beach and Ventura, California are led by a team of senior professionals with a strong background in public works projects for local, state, and federal agencies. These staff have been working on projects throughout California for up to 25 years. The firm employs a total of about 160 professionals with vast experience in the fields of geotechnical engineering, engineering geology, and construction management. Yeh has specialized expertise in providing geotechnical services for transportation projects in San Luis Obispo County, California, and throughout the western United States. Yeh is currently working on the US 101/SR 46E Ramp Improvements in Paso Robles with SLOCOG, US 101/Avila Beach Drive Interchange Improvements, and other major corridor projects. Yeh’s staff have also been working on the Prado Road Bride Project over San Luis Obispo Creek which is located at the western edge of the Prado Road Interchange Project. Yeh is familiar and well versed in design methods and requirements with AASHTO and Caltrans.

Yeh’s State of California Department of Industrial Relations contractor registration number is 1000030005. Yeh also carries insurance at the levels required in the RFP.

Yeh and Consor are currently working together on several projects, including SLOCOG’s US 101/46 East Interchange Improvement Project and City of Arroyo Grande’s Traffic Way Bridge Replacement Project.

US 101/46 East Interchange Improvement Project | San Luis Obispo County Association of Governments Yeh and Associates provided geotechnical services for the preliminary design phase of an improvement project to increase storage capacity and improve traffic flow at the existing US 101 northbound and 46 East interchange in Paso Robles, California. The project will likely include adding an auxiliary lane to the northbound portion of US 101 from 13th street to the 46 East ramp.

Retaining walls and bridge widening are likely to be incorporated into the project. Yeh’s scope included preparing a Preliminary Geotechnical Design Report in accordance with Caltrans guidelines. Yeh addressed preliminary foundation considerations for structures, embankments and pavements.

Future phases of design will likely include subsurface exploration, laboratory testing, and preparation of foundation reports and geotechnical design report for the project. All deliverables were prepared according to Caltrans and AASHTO standards.

Prado Road Bridge | City of San Luis Obispo, CA
Prado Road currently crosses San Luis creek on a two-lane, 123-foot long, 27-foot wide existing bridge. The bridge is insufficient for the traffic loading and a new bridge is being designed. Yeh’ scope for the project included gathering existing data and performing seismic refraction along the creek bottom as well as two exploratory borings to supplement existing data. A Preliminary Geotechnical Report and Geotechnical Report for the project was prepared in accordance with Caltrans Guidelines and using AASHTO Design methods. The project includes anew 130-feet long single-span bridge with CIDH pile supported abutments. The bridge will be approximately 105 feet wide. Soldier pile tieback walls will be designed at the abutments to support the creek bank and reduce the potential for scour and erosion. Rock slope protection is planned upstream and downstream of the abutments to reduce flanking and potential for erosion along the abutments and creek bank. New pavement along South Higuera Street including turn pockets and acceleration lanes.

US 101-46 East ramp alternatives
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 27 Redundancy in the Project Team
Brent, on all of his projects, has a designated deputy project manager who is in all of the communication loops associated with the project and project team. Sometimes there is an urgent need for communication and a backup for the PM provides valuable redundancy for the City. The deputy project manager for this project will be Dace Morgan. In addition to Dace, our Bridge Lead Engineer, Scott McCauley will be available to address concerns with the City on behalf of the Consor Team. While not listed on the organization chart, our bridge, roadway, utility design and coordination teams have multiple team members supporting the individuals listed. Each of our subconsultants have a task lead and at least one additional team member listed on the organizational chart and several others committed to the delivery of the US 101/Prado Road Interchange Project.

Consor is a nationwide company and can pull resources from other west coast offices and regions across the country as necessary to complete this project. However, Brent, Dace, and Scott will continue to provide the City with the excellent quality of services you are used to receiving from the Consor team..

Redundancy of Company Staff
To illustrate Consor’s regional depth of resources, a corporate organizational chart highlighting our California team is included below.

STRUCTURE GROUP
Jason Jurrens, PE

CA DISTRICT MANAGER

ROADWAY GROUP

WEST REGION

DIRECTOR
Ian Machan, PE

WESTERN US

TRANPORTATION PLANNING
& DESIGN DIRECTOR
R. Brent Lemon, PE
John Quincy, PE

CHIEF BRIDGE ENGINEER

CONSTRUCTION SERVICES
Mike Hagerty, PE
CA CS

DISTRICT MANAGER

GROUP MANAGER
Greg Young, PE
Team Leads: 3
Staff: 15

GROUP MANAGERS
Carolyn Davis, PE and
Russ Moore, PE
Team Leads: 3
Staff: 17

GROUP MANAGERS
Leland Mason, PE and
Russ Moore, PE
Staff: 18

WESTERN US STRUCTURES

DIRECTOR
Mark Reno, PE
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 28 Resumes
Resumes of individuals assigned to our project team are located in the Appendix.

Quality Control & Assurance Process
Quality Control (QC) is not just a review of the final work product prior to its delivery to a client. Rather, true quality control is a commitment to a process of ongoing “critical eye” review and oversight throughout the project.

The Consor team will be responsible for quality control including making sure our subconsultants meet our standards. Quality Assurance (QA) will be provided by Greg Young and Brian Ray, who will audit the project intermittently to confirm that QC procedures are being followed by the team. The goal of the QC plan will be to attempt to prevent errors, to quickly detect and correct those that do occur, and to eliminate their cause in the future.

Catching errors during design is key to minimizing construction contract change orders. At Consor, effective quality control is promoted through the use of our QA/QC plan. This plan documents procedures and provides checklists to be employed in the review of various work products throughout project delivery. This includes not only the review of products related to design and construction, but also includes processes for contracts, invoices, and correspondence.

Quality Control Review
(Owner=Subject Matter Expert)
• QC Reviewer performs review &
provides comments to Designer
• Designer resolves comments &
prepares updates
• QC Reviewer backchecks updates &
signs QCF
Independent Quality
Review
(Owner=Quality Manager (QM))
• Independent Reviewer performs IQC
review of entire design package
• QM confirms IQC is complete
& package meets contract
requirements, all QCFs are complete
& prepares QA Cert
Design Document
(Owner=Designer)
• Designer provides
Deliverable & Quality
Control Form (QCF) to QC
Reviewer for checking
Design Milestone
Submittal
(Owner=PM)
• PM prepares submittal package,
signs QA Cert & transmits
package to City and Caltrans
for review
Client Review
✓ City and Caltrans completes review, provides comments ✓ Comments are resolved & incorporated prior to next milestone US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 29 Detailed List of Services Available Directly from our Firms CONSOR
> Freeways and Interchanges
• Project Scoping
• Design Approval Documents
• Feasibility Studies
• Project Funding
• Public Outreach
• Utility Coordination
• Right-of-Way Needs Determination
• Design-Build and Alternative Delivery Methods
• Caltrans Coordination
> Highways and Local Roadways
• Project Study Reports and Project Reports/PAED
• Feasibility Studies/Final Design (PS&E)
• Erosion Control and Site Remediation
• Storm Water Management
• Utility conflict analysis and resolution
• Value analysis/engineering
• Quality assurance
• Constructability reviews
• Caltrans coordination
• Storm damage repair
> Structural Services
• Structural Engineering (bridges, retaining walls & culverts) • Bridge Inspections (NBI certified) and BPMP Programing • Bridge Capacity & Rating Analysis for Vehicle Loads
• Construction Plan/Specification Preparation & Review
• Retaining Walls and Landslide Repairs
> Traffic Engineering
• Operational Analysis
• Traffic Signal Design
• ITS Planning and Design
• Parking Studies
• Traffic Control Plans
• Multimodal Design
> Miscellaneous Services
• Federal, State, and Local funding Assistance
AECOM
> Assessment of Potential Grant Options
> Develop Grant Strategies
> Grant Writing Assitance

APEXX ARCHITECTURE
> Bridge Architecture
> Corridor Theme Development
> Renderings
BENNETT + Y&C
> Signals & Lighting
> Signal Design
> Illumination Analysis
> Lighting Design
> Fixture Aesthetics

DKS ASSOCIATES
> Traffic Validation
> Traffic Data Collection
> Traffic Analysis
> Safety Analysis
> Highway Safety Manual Integration
> Traffic Level of Stress Analysis

HAMNER, JEWELL & ASSOCIATES
> Right-of-Way Acquisitions and Appraisals
> Property Owner Meetings
> Rights of Entry Coordination
HDR
> Water Resources
> Floodplain
> Drainage Design
> Drainage Report
> SWDR
> Erosion Control
RINCON CONSULTANTS, INC.
> Environmental Permitting
> Hazardous Materials Analysis
> Habitat Mitigation and Monitoring Plans
> Cultural Resources and Biological Resources
> Construction Environmental Monitoring
> Environmental Document Preparation

SUNRISE TRANSPORTATION STRATEGIES
> Geometric Design QA/QC
> Traffic Peer Review Lead
VERDIN
> Public Involvement Strategy
> Public Communication Collateral
> Coordination of Public Engagement
> Documentation of Public Input

WALLACE GROUP
> Topographic Surveys
> Boundary Surveys
> Caltrans Appraisal Maps
> Plats and Legals
> Planting Palettes
> Irrigation Design
> Drought Tolerant Plantings
> Landscape Architecture

YEH & ASSOCIATES
> Geotechnical
> Soils Testing, Drilling, and Boring Logs
> Slope Stability Analysis
> Geologic Services
> Pavement Design
> Life Cycle Cost Analysis
> Retaining Wall Design
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 30 Public Agency Experience and Familiarity with Federal, State, and Local Procedures
Consor specializes in the delivery of transportation projects for local agencies, and we have a team of in-house experts recognized for their knowledge and capabilities in bridge, roadway, and transportation engineering design, construction management, and surveying.

For over 32 years, we have delivered on-system projects that are local agency funded with Caltrans oversight within 57 of the 58 counties in California and for over 40 cities.

Our staff’s knowledge and experience include projects utilizing Caltrans, local agency, and AASHTO design standards while conforming to a variety of funding sources, such as FHWA Grant Programs, STIP programs, HBP, FEMA, Cal OES, and other local funding programs.

Additional specialized experience and knowledge that Consor staff possess includes:
> Project Management – Our team can take projects from inception through construction. Brent Lemon, Consor's project manager, has 38+ years of proven experience driving projects forward, many on an accelerated schedule. Many of our design staff have spent time in the field performing construction management and inspection services, so we design with constructability in mind. > Knowledge of Industry Standards & Processes – Many of Consor's team members used to work at Caltrans—including Brent Lemon, who served as a Design Office Chief and HQ Geometric Reviewer—and have an intimate understanding how to efficiently navigate approval processes, along with knowledge of Caltrans and local agency standards. > Funding Expertise – Consor has assisted over 13 different agencies in obtaining over $100 million in federal funding. We understand the various state and federal programs managed by Caltrans Local Assistance. > Over Two Decades Working in San Luis Obispo County – Not only does the Consor team work alongside City staff, but we have built strong relationships with staff from Caltrans District 5, Caltrans Local Assistance, County of San Luis Obispo, and other key stakeholders on the Central Coast.
> Vast Experience on Transportation Projects – The combined past transportation experience of Consor's staff consists of nearly 1,000 transportation projects that include local roads, roundabouts, interchanges, and bridges (preliminary design through construction); project study reports; project reports; feasibility studies; complete highway plans, specifications, and estimates (PS&E); and construction management services.

FINANCIAL RESPONSIBILITY
Federally, state, and locally funded design and construction projects typically require that the City meet a specific standard of care for project documentation. We understand that the PS&E phase of the project will move forward as locally funded only; however, due to the construction phase being federalized, Consor staff will see that the US 101/Prado Road Interchange project meets the funding processes and paperwork, including requests for authorization and allocation, cost/scope/schedule changes, project close-outs, finance letters, and detail estimates. Our financial management and accounting system fully satisfies 49 CFR Part 18, 48 CFR Part 31, and 2 CFR Part 200. Consor is also familiar with the federal requirements outlined in the LAPM manual. Consor already has an audited indirect cost rate, which has been approved by Audits and Investigations.

We have never been disqualified by any public entity from proposing on public contracts. The City can be assured that your project is being serviced by a financially strong, stable, and accountable professional engineering firm. The projects our team has worked on range from $50 million seismic retrofit and interchange design PS&E to feasibility studies and type selection to project programming documents and construction management for projects of all sizes.

Organization & Approach
Organization &
Approach
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 31 Project History and Background
The US 101/Prado Road Interchange is a project that has been discussed, studied, and developed since the early 1990’s. Over time, the project plan has progressed from an overcrossing to a full interchange and from a full interchange to the current overcrossing with northbound ramps. One of the reasons for the overcrossing/interchange was the potential development of the Dalidio property on the west side of US 101 between Madonna Road and Los Osos Valley Road (LOVR). Throughout the years, the Dalidio development took on many forms and land uses with many starts and stops as is common for development. The earliest planning document for the full interchange was a Project Study Report (PSR) prepared by Nolte and Associates for the City of San Luis Obispo and Caltrans in 1996.

The PSR studied three alternatives for a full interchange:
> Tight diamond
> Spread diamond
> Spread diamond with a cloverleaf southbound off ramp
Because of interchange spacing issues with Madonna, a southbound collector-distributor roadway on the west side of US 101 to link Madonna and Prado was proposed to address the limited weaving distance on southbound US 101. Unfortunately, at the time of the 1996 PSR, one of the primary drivers of the project, the Dalidio development to the west of the project, did not move forward and there was no support from Caltrans HQ to approve a design exception for the interchange spacing between Madonna and Prado.

Without developer funds to help offset construction costs and the Caltrans design exception hurdle, the Prado Interchange project lay dormant until the mid 2010’s.

In 2014, Coastal Community Builders (CCB) known as MI San Luis Ranch, LLC, initiated an application to develop the Dalidio property.

The San Luis Ranch development would include housing, affordable housing, recreation, retail, and commercial spaces with an emphasis on Farm to Table to honor the agricultural history of the property. With the development moving forward, the need for an overcrossing at Prado Road became necessary once again.

A 2018 Project Study Report/Project Development Support (PSR/PDS) noted that because of interchange spacing and forecast traffic needs, the 1996 solution of a full interchange with a collector-distributor was deemed invalid. Alternatives were advanced in the PSR/ PDS for the overcrossing and northbound ramps only. Subsequent traffic evaluations and the 2023 Traffic Operations Assessment Report (TOAR) amendment completed as part of the Project Approval and Environmental Document (PA&ED) supported designs for a refined overcrossing, northbound ramps, and a ramp terminal intersection. These recommendations are being advanced for final design and implementation.

Organization & Approach
Page from the 1996 Caltrans Project Study Report
Charlie Elbert,
Santa Barbara County
Map
Constraint: Floodplain
• Elevate roadway only where
necessary
• Utilize retaining walls with
culverts where possible
• Add vegetated detention
basins to capture flows
Consor Approach
Constraint: Connection with Existing
Dalidio Drive/Froom Ranch
Way Roundabout
• Our team includes Brian Ray, who
led the design effort for the existing
roundabout
• Obtain detailed topographic mapping
of the roundabout
• Consor has obtained the improvement
plans for the original design, which
differs from the PA&ED layout
Consor Approach
Map
Constraint: Historic Resources at
Sunset Drive-In
• Work closely with Rincon to
positively locate the historic
resources
• Wallace Group (Survey) will include
the resources in the topographic
mapping
• Design new Elks Lane connection
to avoid the resources
Consor Approach
Constraint: Clear Span US 101
• Maximize bridge span
lengths to 150 feet
• Utilize precast girders to
eliminate falsework
• Place supports on either side
of US 101
Consor Approach
Our Approach to Resolving Project Constraints & Challenges Map
Map
Below are several key constraints and challenges that we have taken into consideration in the project design and our approach to resolving them. Drawing on ou Exhibits 1 and 2 on the following pages highlight these on the project map.

Map
Challenge
Map
Challenge
Constraints
1 2
3 4
5 6
Connect to existing roundabout geometry
Do not preclude future
southbound connections
Span US 101 to minimize
Caltrans encroachments
Relocation of City utilities
Existing City WRRF and Corporation Yard
2 3 4
6 7
Historical resources
near Sunset Drive-in
Elks Lane
Prado Road
Froom Ranch Way
Dalidio Drive
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 34 Project Understanding

PROJECT METHODOLOGY & DELIVERY APPROACH
The US 101/Prado Road Interchange project has been split into two design phases that allows the project team to first validate the current project approach, make any goal-oriented changes, and then present a refined approach. With the refined project approach, the project team will deliver the right solution in Phase II.

Many decisions have been made with long-standing presumptions and the shared desire to progress the project through the PA&ED phase. With a fresh set of leaders, Consor brings the ability to reestablish the City’s project goals and understand what benefits project changes may bring.

Prior to the completion of the PA&ED phase, the City and Caltrans completed a hybrid Value Analysis (VA). Six project improvements and cost saving measures were proposed and five of them were recommended through this analysis. Our team has reviewed the VA and incorporated many of the elements discussed into our “Alternative 3A”. In our discussions with the City and Caltrans about this project, there is a desire for validation of the previously completed work, as there could be additional design refinements incorporated.

Through our development of this proposal, we worked with HDR to refine the hydraulics modeling to determine if the length of structures could be reduced by incorporating culverts in fill with retaining walls to minimize the project footprint. The concept has determined to be feasible with the possibility of additional flood water storage areas on the east side of US 101.

As part of the Alternative Validation phase (Phase I) Consor will review the recommendations previously given—coordinating with the City, Caltrans, and other project partners to gain a further understand the long-standing project history—on what can be adapted to account for current conditions, and what needs to stay the same due to external factors. To expedite this process, Consor will do a qualitative analysis for each project alternative to gain concurrence on what the City and Caltrans want to include as part of the interchange project.

Regardless of which project alternative is selected, there are several sub-components that will be considered (i.e. retaining wall or fill slope).

Once a project direction has been agreed upon, these sub alternatives will be identified and discussed to gain concurrence on project direction.

The Consor team will evaluate several items such as:
> Structure type and layout
> Floodplain/hydraulic impacts
> Intersection control
> Lane configuration
> Drainage needs/requirements
> Roadside treatments
> Network traffic impacts/considerations
With regards to intersection control and network traffic impacts, we recommend that the City consider updating traffic counts, since the original ones for this project were done prior to the pandemic. We have all seen traffic patterns change since that time. By using these updated traffic counts, the Consor team, supported by DKS and Sunrise Transportation Strategies (both exclusive to our team), we would validate the current project will provide the desire outcome for opening day and the design year.

Roundabouts are the preferred intersection control for the City. While the current traffic analysis of future traffic and turning movements may not support a roundabout at the northbound ramp termini, we The Consor team recently completed the Value Analysis
Study for the US 101/SR 46 E project being led by SLOCOG in partnership with Caltrans. Our team was able to
effectively engage Caltrans staff and create ownership of the recommendations proposed in the study as well as
gain concurrence on proposed implementation actions to
be incorporated into the project. This process effectively narrowed the number of alternatives and introduced over $7M in potential cost savings for the project, representing over a 20% cost reduction for the project.

Intersection of US 101 and SR 46 E
Validation of VA Recommendations
• From City staff interview
9 Confirm project goals
9 Explore ideas for alternative solutions
• Assess VA alternative recommendations
• Explore value add options
• Compare value of options to recommendations
• Present implementation recommendations to City &
Caltrans
• Obtain agreement on VA implementation actions
• Implement in 50% submittal
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 35 Project Understanding
recommend validating this conclusion with updated traffic counts and analysis. While the roundabout presents structural challenges, our team has discussed placing just the roundabout on fill with retaining walls to minimize the impact to the floodplain and simplify construction.

One component of the US 101/Prado Road Interchange that may be evaluated in this qualitative analysis is the need to not preclude southbound ramps. Initially identified in the 1996 Project Study Report, the southbound ramps were documented to provide benefits such as traffic congestion relief on the existing interchanges, local roadways, and intersections along S. Higuera Street, Madonna Road, and Los Osos Valley Road (LOVR). Though the alternative was not progressed due to interchange spacing and traffic demand, the City may consider not precluding it from a future project. Preserving the opportunity for and being sure the planned Prado overcrossing could support potential future southbound ramp system to Prado Road integrates forward compatible flexibility in the current design and implementation.

Considering and allowing a Prado overcrossing that does not preclude a potential future southbound ramp maximizes system connectivity benefits on Caltrans and City streets. A future southbound ramp system could relieve traffic demand on the LOVR and Madonna Road corridors.

In addition to providing increased network resiliency and redundancy maximizing the benefits of the proposed Prado interchange, reducing traffic volumes on critical City roadway segments and intersections reduces vulnerable user crash risk and improves multimodal quality of service.

1. STRUCTURE TYPE & LAYOUT
At its core, the US 101/Prado Road Interchange project is a bridge project. It is the primary component in the design and the largest cost. The Consor team will bring our more than 30 years of bridge design expertise to developing a creative solution for the structure that balances costs, hydraulics, constructability, and aesthetics. As just one example, in 2019, project team members Brent Lemon and Scott McCauley successfully completed the SR-4/Balfour Road Interchange project in the City of Brentwood. The award-winning project design implemented two significant cost saving measures: utilizing precast concrete superstructure to reduce the profile grade approximately 3 feet, saving a significant amount of earthwork on the project, and protecting an existing 90-inch water line with a protective reinforced concrete cover avoiding a costly utility relocation.

The selection of the type and length of the bridge for this project hinges upon several critical factors:
> Hydraulic Floodplain Impacts: Ensuring minimal disruption to the floodplain and its hydraulic dynamics is paramount to maintain environmental equilibrium.
> Constructability: The chosen bridge design must facilitate efficient construction methods while minimizing disruptions to ongoing traffic flow on US 101.

KEY PROJECT

CONSIDERATIONS

1. Structure Type &
Layout

2. Floodplain/
Hydraulic Impacts

3. Funding/
Cost Savings

4. Caltrans Process

5. Utilities

6. Project Aesthetics

8. Right-of-Way Impacts

9. Geotechnical

10. Landscaping

11. Environmental
Permits/Sustainability

12. Stakeholder
Engagement

7. Drainage/Stormwater
Treatment
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 36 Project Understanding
> Vertical Clearance Impacts: It’s imperative to maintain adequate vertical clearance over US 101 to accommodate vehicular traffic and ensure safety.
> Connectivity: The bridge design must facilitate seamless connectivity for both northbound on and off-ramp traffic from US 101 and Prado Road.
> Cost: Cost-effectiveness is a crucial consideration to ensure the project remains within budget constraints.

Current Recommended Alternative 3
The current recommended alternative (Alternative 3) consists of three separate bridges: the mainline Prado Road bridge, a northbound off-ramp bridge, and a northbound on-ramp bridge. As shown in the previously developed Advanced Planning Study (APS) drawings, the mainline Prado Road bridge is a 14-span 1,538-foot-long cast-in-place (CIP) post-tensioned (PT) concrete box girder bridge with varying width between 101’-9” and 114’-9”. Individual span lengths vary between 70-feet and 118-feet long and the structure depth is 5-feet.

The intermediate supports consist of three column bents founded on a pile cap supported by several driven piles. The on and off ramp structures are also shown as CIP PT box girder structures with similar structure depth, span lengths, and columns supports.

A CIP PT Concrete Box Girder Bridge is a practical structure type for all three structures at the span lengths proposed. This is a traditional construction type method which has elements cast in formwork built at the project site. The use of post-tensioning helps minimize the required structure depth and reduce overall impacts. This method is also beneficial with curved horizontal alignments or steeper profile grades, such as those required for the on and off ramps. The main disadvantage of this structure type is the need to include falsework for construction. Section 204.8 of the Caltrans Highway Design Manual requires a minimum vertical falsework clearance of 15-feet over freeways. The depth of falsework requires the ultimate profile grade to be raised in order to achieve minimum required vertical clearance of US 101. It is not clear if the depth of the falsework was accounted for in the previously prepared Advance Planning Studies.

Additionally, CIP construction takes longer to construct than a precast girder alternative.

Proposed Alternative 3A
The VA study recommended evaluating an alternative concept utilizing precast I-girders in lieu of cast-in-place (CIP) girders to allow for longer structural spans and, therefore, require fewer bents and columns to support the structures. Our team has developed a preliminary alternative that not only uses precast girders on the bridge, but also results in a much shorter bridge length.

CAST-IN-PLACE POST-TENSIONED

CONCRETE BOX GIRDER BRIDGE

PROS CONS
• Standardized
superstructure design
• Typically lower cost than
precast girder bridge
• Easily adapts to changes
in structure width or
curves
• Requires falsework over
US 101
• Raises profile
Bridge Alternative 3A
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 37 Project Understanding
Similar to Alternative 3, Alternative 3A consists of three separate bridges: the mainline Prado Road bridge, a northbound off-ramp bridge, and a northbound on-ramp bridge. Unlike Alternative 3, the proposed mainline Prado Road bridge is significantly shorter and consists of a 7-span, 1,050 foot-long Precast Prestressed Concrete (PC/PS) Wide Flange Girder bridge. Span lengths are equal for each span at 150-feet and the structure depth is 6’-3 ½”. In addition to the cost savings discussed in the VA study, the use of precast members for the mainline Prado Bridge in Alternative 3A presents benefits to the project with shorter construction duration and a more optimized profile grade. A PC/PS Wide Flange Girder bridge consists of the girder elements built off-site, trucked in, and assembled in place using cranes. This method reduces the overall construction timeline. There would be a final top slab of CIP Concrete poured over the concrete elements, but there is no need for falsework, which optimizes the ultimate profile grade required to achieve the proper vertical clearance over US 101.

In Alternative 3A, the northbound on- and off-ramp bridge structures would be CIP PT box girder bridges similar to Alternative 3. These structures are more complex than the mainline Prado bridge with varying widths, higher profile gradients, and complex connections to the mainline structure. Falsework clearance is not a concern because they are located in the existing shoulder area of US 101. For these reasons, the CIP construction method is more practical over using precast elements.

Retaining Walls
To minimize impact to the
floodplain, we propose using
retaining walls at the bridge
approaches to decrease
the footprint of fill slopes.

Additionally, we plan to use
culverts to extend through
the retaining walls to help
convey floodplain flows.

This will mitigate potential
localized water surface
elevation increases that
might trigger a Conditional
Letter of Map Revision
(CLOMR) and save costs
associated with longer
bridges.

The appropriate wall type
will be dictated by the
underlying soil conditions,
backfill requirements,
Prado Mainline
Westside Retaining
Wall Limits
NB US 101/Prado
Road On-Ramp
Retaining Wall Limits
NB US 101/Prado Road OffRamp Retaining Wall Limits
Prado Mainline
Eastside Retaining
Wall Limits

PRECAST PRESTRESSED CONCRETE

WIDE FLANGE GIRDER BRIDGE

PROS CONS
• No falsework over US 101
• Reduced construction
duration compared to CIP
methods
• Minimized profile
increase
• Requires large cranes for
erection
• Large sections can be
difficult to truck to site
• Typically more expensive
than CIP
• Difficult to adapt to
changing structure width
or curves
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 38 Project Understanding
proximity to adjacent properties, ease of construction and other right-of-way boundaries, live load surcharge, and collision protection considerations. In general, wall types are also dependent on whether they are placed in a fill condition or cut condition. Based on the preliminary layout of the bridges, the proposed walls will all likely be placed in a fill condition. Two of the most conventional wall types for fill type walls include the Caltrans Type 1 retaining wall and the Caltrans Mechanically Stabilized Embankment (MSE) wall. Both wall types have standardized details prepared by Caltrans that are available for use. Additionally, both wall types can be designed and detailed to accommodate multiple culverts. Our project team will evaluate appropriate retaining wall alternatives to compare all the advantages and disadvantages during Phase I of the project.

Caltrans Structure Type Selection
The new bridges and retaining walls will need to go through the Caltrans Structure Type Selection process, as this was not completed during the PA&ED phase of the project. Given this structure will be maintained by Caltrans, the Structure Type Selection process will receive scrutiny from Caltrans Structures HQ. The Consor team has prepared many Structure Type Selection Reports for structures maintained by Caltrans and facilitated multiple Structure Type Selection meetings with Caltrans Structures HQ. Our structures team will be based in the Sacramento area and will lead the Type Selection meetings in person at Caltrans HQ building in Sacramento.

2. FLOODPLAIN/HYDRAULIC IMPACTS
The project lies within the Federal Emergency Management Administration (FEMA) Flood Insurance Rate Map (FIRM) Number 06079C1068G, superseded by two Letters of Map Revision (LOMR) known as San Luis Ranch LOMR. Flooding sources within the project limits include San Luis Obispo Creek, Prefumo Creek, and Froom Creek. Figure 1 shows the project site is located in Special Flood Hazard Area (SFHA) Zone AE, which represents areas subject to flooding by the 100-year flood event. Portions of the project site are also within an a Zone X area, which represents areas that have a moderate to minimal flood hazard.

Floodplain Management Standards
The project will be designed to meet both the FEMA National Flood Insurance Program (NFIP) regulations and the San Luis Obispo Creek Waterway Management Plan Drainage Design Manual (DDM). To meet FEMA National Flood Insurance Program (NFIP) regulations, the project must not increase base flood water surface elevation by more than one foot. If exceeding this threshold, approval requires a Conditional Letter of Map Revision (CLOMR). To meet the San Luis Obispo Creek Waterway Management Plan DDM criteria, the project must not increase the floodwater elevations by more than 2.5 inches or increase floodwater velocities by more than 0.3 ft/s. Additionally, there shall be no significant net decrease in floodplain storage volume as a result of a new development or redevelopment projects, which can be achieved by a zero-net fill grading plan, balancing all cut and fill placed on the 100-year floodplain, or with cut exported off site.

The extents of the floodplain and the required floodplain design criteria play a crucial role in driving this project design. Effectively right-sizing the bridge length with the amount of approach fill hinges on a comprehensive understanding of how the chosen structure will affect the surrounding floodplain.

Figure 1 - The project site is located within Special
Flood Hazard Area Zone AE
Figure 3 - The blue areas indicate a net decrease
in WSE; the lightest red areas indicate that the
WSE increase is 2.5 inches or less per the DDM; the
medium red areas indicate that the WSE increase is

1.0 foot or less per FEMA guidelines; and the dark
red areas indicate a more than 1-foot increase.

Figure 2 - Water surface elevations across the
project area
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 39 Project Understanding
Consor has strategically partnered with HDR for their expertise, particularly showcased in their recent Local Hydraulic Study relevant to this project. This collaboration ensures an in-depth grasp of the floodplain dynamics and their implications. Leveraging our longstanding partnership with HDR’s hydraulic engineers, Consor has already initiated preliminary analyses for our proposed Alternative 3A solution. This proactive approach underscores our commitment to delivering a solution that optimally balances engineering requirements with environmental considerations.

Preliminary Analysis Results
Our team has conducted a preliminary analysis of the current proposed alternative (Alternative 3). The results indicate there would be generalized increases in the water surface elevation up to 2.5 inches including adjacent to existing structures in the floodplain. Results also showed localized increases in WSE up to 1 foot, most notably around the buildings on the north side of the east approach ramp for the overcrossings, the area surrounding the northbound off-ramp, and an in-ground loading dock on City property. See Figure 2 for water surface elevations across the project area.

In preparation for the proposal our team modeled our Alternative 3A in HEC-RAS. Our preliminary analysis of this alternative shows some localized increases at the approaches of the Prado overcrossing and northbound on and offramp bridges as well as buildings on the northeast corner of the intersection of Prado Road the new Elks Lane Road. Our approach will be to survey the finished floor elevations to more accurately model the impacts. See Figure 3 of the flood plain based on our team’s Alternative 3A.

Existing basins will be evaluated for storage capacity and further development of the project’s design alternatives will consider additional improvements to mitigate any increase in WSE resulting from the project. Such improvements may include adding detention basins between the on- and off-ramps and US 101 and adding culverts at the approach retaining walls on Prado Road.

3. FUNDING/COST SAVINGS
Due to the size and complexity of the US 101/Prado Road Interchange, it is known that the project has seen a significant increase in costs over the years. The 2024 Draft Project Report estimates that the project will cost the City approximately $72.8 Million in 2025.

At the September 2023 City Council Meeting, City representatives stated that costs could reach $119 Million by the 2028 construction year due to factors such as variable inflation and alternatives selected. To reduce the project costs, the City explored cost-savings project alternatives in the May 2023 Value Analysis Report which mentioned six separate strategies and found that five could reasonably be implemented.

The Consor team agrees with these recommendations and is committed to exploring cost-savings strategies beyond those mentioned in the 2023 Value Analysis report. While there may be many cost-saving measures, Consor believes that the current project costs may be understated. The APS studies prepared in July 2022 used square footage costs for the structures ranging from $184/sf to $280/sf. Our experience has shown that structures of these type at the planning phase currently range from $450/sf to $550/sf. In the January 2023 edition of Caltrans’ Comparative Bridge Costs, the cost per square foot for a CIP/PS Box Girder of $150/sf to $400/ sf. This range does not include mobilization, contingencies, retaining walls or aesthetic treatments. Given that the bulk of the project cost is for construction of the structures, it will be important to provide the City with a more realistic structures cost early in Phase I of the project. This will allow the team and the City to begin to look for additional funding sources and provide a consistent message to elected officials and stakeholders.

View of Possible Prado Interchange Off-Ramp Retaining Wall US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 40 Project Understanding
Bridge Length
Our alternative 3A is approximately 30% shorter and has approximately 30% fewer column supports compared to the original alternative 3. This change could ultimately lead to a significant cost savings to the project. The shorter bridge length is offset by additional fill and retaining walls required on the east and west approaches and will create an increased obstruction in the floodplain.

Reducing the bridge lengths for the Overcrossing and on/off ramp structures has potential cost savings of $23.9 Million.

Roundabout Corridor
Since the 1996 PSR, several alternatives have been explored for the Prado Road overcrossing with each alternative including a signalcontrolled intersections at the northbound ramp termini and Elks Lane and Prado Road. Due to the proximity of intersections along Prado Road, evaluating a roundabout at these locations may reduce the number of lanes along the corridor. Reducing the Prado Road overcrossing structure from four lanes to two lanes has potential cost savings of $4.9 Million. Reducing the structure to two lanes would likely not be feasible in a signal-controlled environment.

Prado Interchange Roundabout Alternative

ALTERNATIVES ASSOCIATED COST SAVINGS
ACCEPTABLE?
No. Name
Alternative A1R
(Roundabout)
Alternative A3
(Signal)

1.0 Reduce maximum speed on structure to 35 mph $1.1M $1.0M Yes

2.0 Reduce lane and shoulder widths where practical $0.6M $0.5M Yes

3.0 Use CIDH columns in lieu of driven piles and pile caps $5.0M $4.6M Yes

4.0 Use longer spans and fewer columns with precast I-girders in lieu of CIP girders
$16.0M $15.1M Yes

5.0 Leave existing sewer main on current Elks Lane alignment in lieu of relocation
$0.7M $0.7M No

6.0 Utilize recycled and/or reclaimed materials in project $0.3M $0.3M Yes C.7 Bridge length $23.9M $23.9M
C.8 Bob Jones Trail extension along Prado Road $5.4M $5.4M C.9 Reduce Prado Road to two-lane facility $4.9M -
The “C” demarcates a Consor, value added, potential alternative to the current design.

The associated cost savings values are based on an assumed bridge unit cost of $475 per square foot for Prado Road Bridge and $375 per square foot for the on and off ramp structures
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 41 Project Understanding
Funding Scan
& Monitoring Project Definition
Supplemental Services
BCA
NEPA/Safety
Market/Ridership
Grant Administration
Develop Grant Strategy Application Narrative
& Forms
Websites & Follow Up
Strategy
Bob Jones Trail
The Bob Jones Pathway has segments from Avila Beach to US 101 and from Los Osos Valley Road to Prado Road with plans to connect the two segments. A fully connected pathway would allow pedestrians and bicyclists to have a complete bidirectional trail network from Avila Beach to Prado Road. The current typical section for Prado Road corridor includes sidewalks and cycle tracks on both sides of the road. If the City and stakeholders were to consider extending the Bob Jones Pathway along the south side of the overcrossing to the west with minor pedestrian facilities along the northern edge of roadway has potential cost savings of $5.4 Million.

Even with the cost savings identified above, the City has a funding shortfull for the construction of the project. Lincoln James (AECOM) will take the lead on identifying grant funding opportunities for the project. Lincoln is exclusive to the Consor team and has been a partner on several large transportation projects throughout the State. Our team will work with the City to develop a grant funding strategy for seeking federal discretionary funding. The strategy would identify sequential steps for the project development process and would entail identifying opportunities for potentially accessing funding to address both the planning and construction phases of the project. In addition, this strategy would identify interim steps to improve the competitiveness of the candidate project, such as aligning project benefits to key scoring criteria, positioning these elements to directly align with funding program objectives, and necessary studies required in order to develop competitive grant applications.

The funding strategy begins with a funding program scan in which federal and state discretionary programs are evaluated against the project’s attributes to identify suitable opportunities for seeking federal funding. This would include utilization of AECOM’s propriety FundNavigator tool to run initial project information to begin to identify opportunities for federal funding for these projects.

FundNavigator is an AI-enabled tool which identifies and evaluates IIJA/IRA-related grant resources and consolidates available information of a funding program information in a searchable source on an interactive dashboard including Notice of Funding Opportunity (NOFO) information.

Against project’s attributes, FundNavigator compiles data from suitable discretionary programs which the City could potential access for funding. This data includes:
> Program name;
> Issuing agency;
> Summary of program objectives;
> Total pool of funding available;
> Likely average award size;
> Frequency of program offering;
> Eligibility requirements (project type, size, shovel readiness, etc.); > Assessment criteria (primary and secondary objectives, ancillary benefits or impacts); and > Application requirements (project size, required modeling, and/or economic justification).

The findings of the FundMatcher output is reviewed and further screened by funding advisory subject matter experts to narrow down the most applicable funding program(s) for the project. Upon the completion of the identification, documentation, and evaluation of suitable funding programs which the City may access for the project, our team would develop a high level capture strategy which would be comprised of an action plan which the City should follow which would address the following:
> Positioning of the project to directly align with the specific program’s sought-after outcomes, as well as the overarching objectives of the issuing agency;
> Partnership and sponsoring (co-applicants, contributing partners, and project sponsors); US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 42 Project Understanding
> Funding levels required (both in regard to the identified programs’ likely award size as well as local match levels required to be competitive); and
> Interim processes, studies, and materials required to show project readiness (including road map to achieving environmental regulatory clearance, other local/regional permitting and approvals, any additional modeling required).

Lincoln James and his internal team members have helped clients secure over $3.5 Billion in discretionary funding offered by multiple agencies within the US Department of Transportation (USDOT), Federal Emergency Management Agency (FEMA), Economic Development Administration (EDA), and several California state-sponsored programs.

The framework of successfully delivering grant funding is shown in the graphic on the preceding page.

Once suitable discretionary programs have been identified and the City decides on which grants to pursue our team will develop grant applications for the project. While the approach to the development of a turnkey grant application differs from one funding program to another, the following is the general approach that would be undertaken and is based on programs issues by the USDOT and Caltrans (INFRA, RAISE, TCEP, etc.). The main tasks for the delivery of a turn-key application are:

1. Grant application coordination;

2. Narrative and application development;

3. Benefit cost analysis;

4. Application design;

5. Quality assurance and quality control; and

6. Project controls.

4. CALTRANS PROCESS
Navigating the Caltrans Process can be daunting and overwhelming. Fortunately, the City and Caltrans staff who worked on the Project Report have a good working relationship. The Consor team will be an extension of the City staff working with Caltrans. The key personnel from the Consor team all have established relationships with the Caltrans District 5 Project Manager, Paul Valadao. Brent Lemon and Paul have many coworkers (past and present) in common and share a vision for doing what is best for the project. Dace Morgan and Paul have known and worked together for more than 15 years on various projects throughout the Central Coast. Scott McCauley, our bridge project engineer, has completed several bridge projects in Caltrans right of way. He is well known and respected among the Caltrans Headquarters Structures team.

One of the strongest benefits of this team is that we all will do what is right for the project. This team has the experience from past projects which Brent has led including SR4/Balfour Road Interchange, US 50 HOV Lanes, and El Dorado Hills Interchange, to work together as teammates to get a project that is acceptable to all parties.

In our past experience, we have found that it is best to have one point of contact with Caltrans, which will be Paul Valadao, but have the ability to meet with the Caltrans reviewers to discuss comments and concerns. We have had the most success in resolving comments and concerns by having a conversation with the person instead of exchanging written responses to comments. Written responses to each comment from Caltrans and the City will be provided, but if something is not clear or requires more discussion, our team will work with the individual reviewer to resolve the comment or address the question. One reason we enjoy working with Paul and the City is because they share our philosophy to produce the best project for the traveling public.

We understand the City and Caltrans entered into a Cooperative Agreement (April 2018) and a Project Charter (July 2018), which covered the PA&ED phase of the project. As we initiate the PS&E phase, we will want to continue to update the Cooperative Agreement and Project Charter for the PS&E and Construction stages of the project.

Caltrans will be designing a permanent changeable message sign structure near the Prado Road Interchange location. Our team can provide peer review to the Caltrans design team’s work. It is important that the design of the two projects be coordinated and resources could be shared depending on the timing and schedule of the two projects. With a local San Luis Obispo office, we can meet with Caltrans District 5 design staff as necessary. Consor often performs independent reviews for Department’s of Transportation across the country. We are also very familiar with Caltrans Plans Preparation Manual, Highway Design Manual and Sign Structure design.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 43 Project Understanding
There will be stormwater quality elements (including bioretention plantings), hardscape elements, and landscaping within Caltrans right-of-way. These elements will require a maintenance agreement as Caltrans will insist that the City be responsible for these items in perpetuity. Our team can assist the City in these negotiations with Caltrans and share our insights as we work with Paul to obtain approval. Our team recently assisted the Contra Costa Transportation Authority in crafting the Maintenance Agreement for the SR4/ Balfour Road Interchange project.

The Project Report noted that a superseding freeway agreement will be required for the project. Brent has experience with these agreements while in the private sector, including his time as a Caltrans employee when he was a Headquarters Design Reviewer assisting many districts with writing and processing agreements through California Transportation Commission (CTC) adoption. Brent will work closely with the City and Caltrans to identify the key elements, acceptable clauses and format for the agreement that will enable adoption by the CTC. Brent has worked with other Caltrans project managers statewide to assist with preparations for CTC agenda items and is very familiar with the long lead times associated with submitting material in accordance with the CTC schedule requirements.

5. UTILITIES
Several utility facilities lay throughout the project vicinity and their relocation may present a significant cost risk to this project. Our team has taken a proactive approach by discussing the project with several utility providers and obtaining facility mapping to evaluate potential impacts of the interchange. Throughout the project, the Consor team will work closely with the utility providers and owners to avoid or minimize service disruptions.

Our approach to utility coordination is to have one point person for all utility coordination – both wet and dry utilities. The City’s RFP lays out a robust utility coordination scope and, frankly, it will take several on site meetings with utility companies and follow up. That is why we have assigned Mike Sanchez to be the utility coordinator for this project. Mike has a tremendous amount of experience with utility relocation throughout the state on large projects with all types of utility owners and types of utilities.

The US 101/Prado Road Interchange project is a large project and will require numerous relocations and these will come with a significant cost to the utility owners, the City, and the project. That is why it is critical to stay in front of the utility owners (including the City), in order to provide them adequate time and opportunity to adjust their yearly budgets for design and relocation costs associated with the project. The scope provided in the RFP lays out a significant amount of in-person and virtual meetings with utility owners with our office in downtown San Luis Obispo, Mike can easily and seamlessly provide the level of personal interactions required for the utility coordination effort necessary to successfully complete this project.

The Consor team recently designed a bridge in the City of Newark located in the San Francisco Bay Area that had many underground utilities. We slightly adjusted the locations of the bridge supports to avoid utility conflicts, reduce service impacts, and reduce project costs.

Central Avenue Overpass

RELOCATION PHASE
Request Owner Relocation Plans, Liability Claim & Cost
Estimate
Execute Utility Agreements
Deliver Notice to Owner (NTO)
Prepare Utility Certification Package
Utility Owners Relocation Prior to Construction

LIABILITY DETERMINATION
Determination of Superior Rights
Calculate Owner Liability
Verify Liability in Report of Investigation (ROI)
Obtain Caltrans Approval of ROI

VERIFICATION MAPPING
Submit “A” Letters
Update Base Files
Attempt to Avoid Conflict
Obtain Positive Location
Prepare Conflict Map
Assess Encroachments & Policy Exceptions
PHASE 1 PHASE 2

ELKS LANE
US 101 SB
US 101 NB
Exhibit 2

EXISTIN

UTILITI
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 45 Project Understanding
Our team’s approach will be to underground all aerial lines in strategic locations accessible by utility maintenance crews and provide conduits and utility openings in the new structure for current and future utility needs. The undergrounding of utilities will require a functional underground structure to be in place before removing overhead facilities. Consor—and Mike in particular—has experience with developing undergrounding districts throughout the state. We have created them for Lake and Nevada Counties and American Canyon in northern California. We are familiar with PG&E’s guidance and can provide this service to the City, if requested. The formation of an undergrounding district will add time and cost to the project and will need to be discussed with PG&E and other utility providers.

Many utilities are already underground, including the City’s wet utilities—water, recycled water, and sewer. Our goal during Phase I of the project is to positively locate (horizontally and vertically) utilities. Understanding facility locations and providing an encompassing exhibit like the one illustrated on the preceding page will play a vital role in identifying if the utility will need to be relocated or if we can strategically place structure support locations to reduce utility relocation costs.

The City of San Luis Obispo has a 30-inch diameter sewer line running within the existing Elks Lane roadway and within Prado Road until it enters the City’s Water Resource Recovery Facility (WRRF) near the location of the new Elks Lane and Prado Road intersection.

During the VA Study, the team reviewed the option to leave the existing sewer line in its present location as a cost savings measure instead of relocating the sewer line to follow the new Elks Lane alignment. It was determined to proceed with relocating the sewer line. There were two reasons given for continuing with the relocation:

1. Potential conflict with the new bridge supports for the northbound on-ramp and overcrossing structure

2. Future maintenance of the sewer line would be difficult given the proximity of the new structure foundations to the existing sewer pipe.

The Consor team has in-house utility designers that are very familiar with designing new sewer lines for local agencies in California.

The team will work with City Water Resource and Recovery staff to ensure the existing sewer pipe size is adequate to meet the City’s future growth needs.

While not specifically mentioned in the VA study, there are water and recycled water lines laying within Prado Road that can be avoided through adjusting the foundation locations, however, the City Water Resources and Recovery staff may want to relocate them for ease of maintenance. Our in-house designers, along with Mike will be meeting with staff to discuss the pros and cons of relocation of these facilities.

On past projects with the City and throughout the County area, we have established long-standing working relationships with each of the utility providers within the project limits. As part of this proposal preparation, we have already begun to prepare our utility provider tracking sheet and have been communicating with the staff at each provider, as shown on the list provided:

Utility CONTACT NAME PHONE NUMBER EMAIL
SoCal Gas Scott Hale 805.503.2486 [email protected]
PG&E Electric Tim Pearson 805.546.3887 [email protected] AT&T
Neil Zakaria
Joseph Deguzman
805.704.3813
408.807.3662
[email protected]
[email protected]
Charter Communications Dustin Seib 805.534.3134 [email protected] Crown Castle Nick Belinsky 742.416.2449 [email protected] City Sewer/Water Aaron Floyd 805.781.7205 [email protected] Phillips 66 Chris Young 918.977.7816 [email protected] Verizon Daniel White 972.560.1520 [email protected] Astound TBD 866.928.3123 -
Lumen/CenturyLink TBD 877.453.8353 -
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 46 Project Understanding
The Utility Process
In general, the utility relocation process consists of the phases illustrated by Figure 1.

Specifically for this project, the Caltrans utility process must be followed for the project as outlined in Chapter 13 of the Right-of-Way Manual and Chapter 17 of the Project Development Procedures Manual.

The RFP discusses the utility coordination/relocation process starting in Phase II. The Consor team realizes that utility coordination and relocation can be a long process with many twists and turns. Therefore, we would recommend starting the Identification/Verification and Identification of Conflicts be done during Phase I of the project. By starting the process early, the 50% plans and estimates provided in Phase I can be that more accurate. Full utility design and relocation efforts could begin after the City’s and Caltrans’ approval of the 50% project plans.

This would enable the utility owners to begin design efforts in coordination with the development of the project PS&E package. And relocation efforts can be developed into separate but coordinated design packages to enable utility relocation (temporary or permanent) to occur in the first phase of construction. The utility relocation will most likely be completed by the utilities themselves or a different contractor from the prime interchange contractor.

Federal Funding Compliance for Right-of-Way and Utilities Of note is Caltrans Oversight Information Notice #19-01 “Project Delivery Requirements: Federal Funding vs. Non- Federal Funding by Project Phase.” For this project, the City has used local funding only through the development of PA&ED and PS&E; however, if any federal funds are used for any phase of the project, the project must comply with the following:
> NEPA document be prepared (this has been accomplished) > Full compliance with the Uniform Relocation, Assistance and Real Property Acquisition Policies Act of 1970 (i.e., the Uniform Act) for all right-of-way acquisition procedures, and preparation of a Right-of- Way Certification > FHWA Buy America compliance (for both construction and utility relocations) > Compliance with ADA (this will be incorporated into the final design) For federal funds used for the CON/CE phase, the following is required in addition to the above:
> FHWA Form 1273 included in the contract documents and the executed contract agreement > Mandatory Federal Language included (Exhibit 12-G of the Local Assistance Procedures Manual (LAPM)) > DBE Program compliance pursuant to Chapter 9 of the LAPM > PS&E pursuant to Chapter 12 of the LAPM
> Construction Engineering (CE) / Contract Administration in conformance with Chapter 16 of the LAPM Once we fully understand what utilities may be required to relocate, we will need to account for schedule impacts due to compliance with Buy America requirements and additional time needed for the utility to obtain long-lead items in the overall utility relocation schedule. We are not anticipating any schedule impacts to the right-of-way acquisition process. We will see that we embark on right-of-way appraisal and acquisition activities, as well as utility relocations and development of utility agreements, so that the City maintains compliance with all federal requirements as they relate to these two critical activities.

6. PROJECT AESTHETICS
This project will provide much needed connectivity and functions as an integral component of the urban city environment and community. We also recognize the importance of a balanced aesthetic design that integrates the US 101 corridor and Prado Road.

Our team will work closely with the City, Caltrans, and the public to collaborate in the development of an aesthetic solution that meets these goals. Approval on our recommended aesthetic features will be required from Caltrans and the City Architecture Review Committee (ARC).

Conflicts Identified
Liability
Determination
Relocation Plans &
Agreements
Physical Relocation
of Utilities
Identification/ 1 Verification
2 3
4 5
Figure 1. Utility
Relocation
Process

ELKS LANE

PRADO ROAD

ELKS LANE
US 101 SB
US 101 NB
From the US 101 driver’s perspective, the bridge
superstructure, railings and substructure will be the focal point. Our team will consider the importance of matching corridor aesthetics with adjacent bridges such as the nearby Los Osos Valley Road OC.

Raised medians with
stamped concrete &
landscaping can easily
replicate the existing
Prado Road corridor.

Faces of the retaining walls also create opportunity for aesthetics.

For this project form liner considerations can include silhouette of Seven Sisters mountain range or silhouette of the San Luis Obispo Creek alignment.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 48 Project Understanding
The interchange will complement the local environment & architecture with a unique and distinctive design. The bridges, ramps, and all the associated spaces will be considered as one design vision. It is essential that the bridge and ramps be designed in consideration of the varying perspectives and scale of the various users. Materials, railings, lighting, and proportions will play an important role for a successful solution.

Our team will evaluate the needs and wants from the area and all the various stakeholders on the project to create a successful and beautiful structure. We will also use our experience working on the Prado Bridge to continue that same philosophy into the interchange project.

Bridge Aesthetics
The interchange will be the main focus of the corridor and will guide the design language for the entire project. The main elements that will need to be developed and studied are the superstructure and substructure.

From the US 101 driver’s perspective, the bridge superstructure, railings, and substructure elements will be the focal point. On the superstructure, architectural features that will be considered include concrete pedestals on the barriers, sloped exterior girders for cast-in-place concrete, and shadow lines from the deck overhang or from the precast concrete girder shapes, all of which can help break up the look of otherwise deep and bulky concrete sections.

The concrete abutment and column substructure elements will also require consideration for architectural enhancement. Depending on the size and number of columns required, they can appear to resemble trees of a concrete jungle. Conversely, enhancement to these elements can accentuate the overall bridge aesthetics. For our project, limiting the number of columns will be a key consideration. This can be accomplished by increasing the span length of the superstructure. Other architectural features that can also be considered include adding architectural flares and using form liners to offer a patterned concrete versus a smooth finish.

Retaining Wall Aesthetics
The front faces of retaining walls can also create an opportunity to provide additional architectural features. Form liners can be used on both cast-in-place concrete and precast concrete wall surfaces, and can be customized to an individual project needs. The image below illustrates a conventional hexagonal pattern, often utilized with mechanically stabilized embankment (MSE) wall types. For this project, other form liner considerations can include a silhouette replica of the 7 Sisters mountain range; a pattern which is being utilized at the barrier face of the nearby Prado Creek bridge, and a silhouette of the San Luis Creek alignment.

Railings/Barriers
Railings and barrier architectural features should also be incorporated into the design as drivers on the US 101 corridor, pedestrians, bicyclists, and drivers on Prado. Our team will evaluate the needs and requirements of the City and Caltrans to select/develop the best iterations for the project. The design will consider the nearby Los Osos Valley Road Overcrossing which incorporates decorative pilasters and ornamental railings along the barrier. Consor and Apexx are also on the project team for the nearby Prado Road Bridge over San Luis Creek, and careful consideration will be made to tie in similar aesthetics on the sidewalk and barrier.

View of Prado Interchange from Northbound US 101
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 49 Project Understanding
Lighting
At night, lighting plays an integral part of the iconic look of any bridge but more importantly on the safety the users. We will consider pedestrian scale lighting to create a welcoming and secure environment for this critically important pedestrian and bicycle network connection. We will particularly focus at driveway and intersection conflict areas to reduce crash risk for these vulnerable users. We propose to keep fixture quantities to a minimum and locate lights in positions that are protected and easily accessible for maintenance.

7. DRAINAGE/STORMWATER TREATMENT
In addition to providing floodplain modeling, HDR is exclusive to our team and will be providing drainage and stormwater quality design.

HDR brings a wealth of knowledge to the team in this area and working within Caltrans right-of-way. Within the City’s right-of-way, the design of the storm drain system will comply with the City’s Engineering Standards as well as criteria and standards included in the City’s Waterway Management Design Manual. Within Caltrans’ right-of-way, the design of the storm drain system must also comply with the Caltrans standards stated in the Highway Design Manual. The roadway drainage along Prado Road will be the responsibility of the City and the roadway drainage along the northbound ramps will be the responsibility of Caltrans. The two drainage systems should be kept separate; however, more importantly, historic drainage patterns should be maintained. Currently, stormwater along Prado Road is not collected in a storm drain system. The roadway drainage is either collected in gutters that flow to natural areas or free flows across the road to natural areas. Eventually, the water along Prado Road makes its way to San Luis Creek. The stormwater along US 101 is collected in ditches or depressed areas along the east and west sides of the freeway. This water is generally draining to Prefumo Creek from the southbound lanes and to San Luis Creek from the northbound lanes. With the proposed project, a storm drainage system with curb, gutters, drainage inlets, including biofiltration areas will be necessary along Prado Road within the City right-of-way.

The Consor team will design the location of drainage inlets to prevent the water flow along the curb to not encroach into the edge of travel way during a 25-year storm event. Per City standards, gutters and drainage inlets should follow Section 7.2.9 of the Waterway Management Design Manual, which states that “inlets shall be spaced such that the gutter flow does not exceed a depth of 150 mm at the face of the curb for a 10-year storm and so that the 100-year storm will not cause any damage and can be contained within the right-of-way,” as well as Section 5.1.3B of the Engineering Standards, which states that the “design capacity and spacing of drainage inlets so the spread of water roadway design event does not inundate the traveled way.” The proposed drainage improvements will be documented in the Drainage Report prepared for the project.

While meeting Caltrans maintenance requirements, storm drain alignment and drainage structure placement outside Caltrans’ rightof-way will follow City standards outlined in Sections 5.1.2.D and 5.1.3, respectively.

Stormwater Treatment
The project drainage improvements within Caltrans’ right-of-way must comply with the post-construction treatment requirements of the National Pollutant Discharge Elimination System (NPDES) Statewide Stormwater Permit and Waste Discharge Requirements (WDRs) for State of California Department of Transportation, Order No. 2022-0033-DWQ, also known as the Caltrans NPDES Permit.

The Caltrans NPDES Permit requires projects that create 10,000 square feet or more of new impervious highway surface to implement stormwater treatment measures. Stormwater treatment best management practices (BMPs) within Caltrans’ right-of-way will be designed according to Caltrans’ Project Planning and Design Guide (2023).

Within the City of San Luis Obispo, the project drainage improvements will be subject to the National Pollutant Discharge Elimination System (NPDES) General Permit for Waste Discharge Requirements (WDRs) for Stormwater Water Discharges from Small Municipal Separate Storm Sewer Systems (MS4s), Order 2013-0001-DWQ, and Approving Post-Construction Stormwater Management Requirements for Development Projects in the Central Coast, Resolution R3-2013-0032. The Central Coast post-construction stormwater requirements requires projects that create 5,000 square feet or more of net impervious area implement water quality treatment measures. Water quality treatment BMPs will be designed in accordance with the criteria stated in the Central Coast resolution.

The stormwater and water quality permit requirements applicable to the project and the measures to be considered to comply with these permits, including permanent post-construction treatment BMPs, will be discussed in the Stormwater Data Report prepared for the project. The feasibility, selection, and design of the proposed treatment measures to be implemented within the City will be presented in the Stormwater Control Plan included as an attachment to the Stormwater Data Report prepared for the project. The permanent post construction treatments may also need to be separate systems, unless the City is willing to take the maintenance responsibility for these features.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 50 Project Understanding
Exhibit 4
The approximate net area DRAINAGE
required for treatment is 7.5
acres. Roughly 4% of this
area (0.3 acres) is needed for
biofiltration.

We have identified areas
between US 101 and the
northbound ramps for the
biofiltration and treatment that
would result in over an acre of
available biofiltration.

0.4 acres

0.4 acres

0.3 acres
Existing
Detention Basin
Available Biofiltration Area
Legend
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 51 Project Understanding
The project team will determine the extent and the location of the BMPs early in the design process. Often the drainage and stormwater quality elements are not incorporated early enough in the design process and become stumbling blocks later in the design process, especially with the potential for a maintenance agreement between Caltrans and the City.

HDR and Consor have taken a preliminary review of the Impervious Areas added, impacted, and removed based on Consor’s Alternative 3A. The approximate net area required for treatment is 7.5 acres and the estimated area needed is 0.3 acres for biofiltration and 0.6 acres for hydromodification. We have identified areas between US 101 and the northbound ramps for the biofiltration and treatment. It appears there is adequate space in this area.

Hydromodification
The Caltrans NPDES Permit requires that a rapid stability assessment (RSA) be conducted for projects that add 10,000 square feet or more of net new impervious area to the threshold drainage area of a stream crossing. While this project will add more than 10,000 square feet of impervious surface, San Luis Obispo Creek does not cross US 101 or a Caltrans facility within the project limits, so an RSA is not required for this project. Therefore, because an RSA is not required, the project will not be required to implement hydromodification management measures for the project within Caltrans’ right-of-way.

The Central Coast post-construction stormwater requirements require projects that create and/or replace 22,500 square feet or more of impervious surface to implement runoff retention and peak management measures. Runoff retention measures must retain the 95th percentile rainfall event, and peak management measures must be designed so that post-project peak flows do not exceed pre-project peak flows for the 2- through 10-year storm events. Our team is recommending that the impervious areas of the existing northbound ramps, Elks Lane, and Prado Road be utilized for permanent BMPs to help offset the increase in impervious area.

The applicable hydromodification requirements and the measures to meet these requirements will be documented in the Stormwater Data Report prepared for the project.

Construction General Permit
This project will disturb one or more acre(s) of soil and is thereby subject to the State Water Resources Control Board’s National Pollutant Discharge Elimination System (NPDES) General Permit for Stormwater Discharges Associated with Construction and Land Disturbance Activities (General Permit), Order No. 2022-0057-DWQ, or Construction General Permit (CGP). A Stormwater Pollution Prevention Plan (SWPPP) will be required for the project. The SWPPP will be developed prior to the start of construction, and it will detail the temporary BMPs to be utilized during construction and include the development of a Construction Site Monitoring Program detailing the monitoring and sampling to be completed during construction.

The Stormwater Data Report prepared for the project will document the design phase measures proposed to comply with the CGP, including a risk level determination and a description of the minimum BMPs that should be considered for the project.

8. RIGHT-OF-WAY IMPACTS
Hamner Jewell & Associates (HJA) will provide right-of-way appraisal and acquisition services for the Consor team. HJA is a local firm and has provided right-of-way services to the City on other projects. Consor enjoys working with HJA because they are local and therefore have good relationships with many business owners and City officials. The limits of the US 101/Prado Road interchange extend from a rural agriculture area under development to a developed commercial area. These developments provide a dynamic setting for right-of-way considerations as the region plans for this needed infrastructure connection. Based on the current project plans, eight properties (with six ownerships) are anticipated for road widening and structures:
> Duong Hong (APN 053-041-031)
> Prado PM LLC (APN 053-041-032)
> Community Action Partnership of San Luis Obispo (APN 053- 041-036)
> SLO Regional Transit Authority (APN 053-041-071)
> Community Action Partnership of San Luis Obispo (APN 053- 041-072)
> City of San Luis Obispo (APN 053-041-076)
> Erb Rody E (APN 053-041-077)
> Community Action Partnership of San Luis Obispo (APN 053- 041-078)
Some facilities such as the Homeless Services Center and RTA facilities have been developed with substantial setbacks to minimize the impacts of the interchange to their infrastructure. We have reviewed the proposed right-of-way take on the westerly side of US US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 52 Project Understanding
101, within the San Luis Ranch development (Tract Map 3096), specifically within Lots 9, 303, 307, 308 and Lot 309. Based on what is shown on the PA/ED Estimate of Right-of-Way and Slope Easements exhibit, the exhibit was created prior to the completion of the Tract 3096 map filing and property subdivision. What is shown as APN 067-121-022, is now several APNs, with many of these properties being encumbered blanket private open space and agricultural easements. These types easements can contain very restrictive language that will not allow for any improvements, let alone major roadway improvements, and modifications to these documents will likely need to occur before any property takes can benefit the project.

Along Prado Road to the east, we recognize that there may be significant frontage and possible building impacts to the City of SLO Corporation Yard. We assume that the City will handle any damages and coordination associated with the project impacts to this site internally, however our team is available to assist with any documentation needed to value or transfer any property rights that may need to be conveyed to the State as part of the US 101 corridor.

During Phase I of the project, the project team will develop a preliminary right-of-way exhibit showing the areas of proposed acquisition needed for the interchange geometry and underground of utilities. In Phase II of the project, we will progress the exhibit and develop a final ROW map showing proposed takes.

HJA will be available to provide property owner outreach during the preliminary design phases. We recommend having two introduction meetings with each property owner to discuss the project. Our team’s approach is to communicate the importance, benefits, need of the project. Appraisal work for each property impacted by the project will begin as soon as Preliminary Title Reports, legal descriptions and plat map exhibits have been reviewed and approved by the City and Caltrans. Due to the general value of commercial land in the area and the proposed impacts, the team will need to obtain appraisals and appraisal reviews for each property requiring purchase of right-of-way. If any of the required areas fall under the expected value of $10,000, then HJA can certainly conduct a waiver valuation to value those non-complex acquisitions to save on project time. Either valuation approach will include inperson introductory meetings with property owners.

Once the appraisal process is complete, appraisals are reviewed and pre-approved by the City, and review appraisals done per federal guidelines, HJA would then prepare offer packages for each owner that will include an offer letter, Appraisal Summary Statement, proposed Right of Way Agreement, and Deed. These documents would be reviewed by the Consor team and City staff prior to presenting them to City Council for pre-approval prior to presenting offers to property owners. Our team believes in personal communication with property owners and will present the offer to the property owner and meeting with them in person to discuss the offer. HJA would process all documents for necessary approvals and coordinate escrows, title insurance, and closings. It is always our goal to reach cooperative agreements in lieu of eminent domain litigation on the City’s behalf. HJA has a great track record of successfully reaching agreements on the agency’s behalf, minimizing or eliminating the need for eminent domain action.

All of our work is conducted in accordance with State and Federal Standards and in conformance with Caltrans requirements. HJA, Wallace Group (survey) and Consor have worked together on several projects on the Central Coast and are familiar with each other’s process and team members, so the City and Caltrans can expect the team to get it right the first time!

9. GEOTECHNICAL
The Consor team has engaged Yeh and Associates (Yeh) as an exclusive member of the team to conduct geotechnical explorations and provide recommendations for the new bridge and retaining wall foundations, pavement structural sections, and slope stability. Yeh’s extensive knowledge of Central Coast geological formations and experience managing landslide projects for Caltrans District 5 makes them a valuable asset recognized by the District 5 geotechnical unit, benefiting the Prado Interchange project.

Tract Map 3096 - Lots encumbered with blanket private
open space easements
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 53 Project Understanding
Yeh has already initiated research into the project’s geological conditions, reviewing available studies and existing boring information from the project site and nearby projects, including the Prado Creek Bridge Replacement, where they collaborate with Consor. Based on their review, key geotechnical considerations for the design include:
> Subsurface Soil Conditions: Published
geologic mapping suggests the project
site consists of alluvium overlying
Franciscan mélange bedrock. Detailed
subsurface conditions are provided in
Table 1 with groundwater encountered
between 7 to 19 feet during previous
borings
> Poor Soil Support Conditions: The
project area’s soil is unsuitable for
supporting structures, embankments,
or pavement due to its composition of clayey alluvium and low R-values. Effective support for proposed overcrossing structures may require deep foundations within the Franciscan mélange bedrock and consideration of subgrade improvement techniques including chemical additives or lean concrete bases.
> Potential for Static Settlement: The clay alluvium in the project area is prone to static settlement, as indicated by previous studies and adjacent projects like the Los Osos Valley Road overcrossing and construction of the nearby Target building. To support the proposed overcrossing structures, retaining walls, and embankments effectively, measures such as settlement waiting periods, ground improvement methods like wick drains, and possibly deep foundations designed to mitigate static settlement induced downdrag should be evaluated.
> Potential for Soil and Groundwater Contamination: Studies have identified soil and groundwater contamination near Elks Lane at San Luis Obispo Creek and Prado Road’s US 101 corridor, including a Tetrachloroethylene (PCE) plume near the project site with concentrations exceeding 1 part per million. Project design must address potential contamination risks. > Foundation Type:

Considering geotechnical
and constructability
factors, shallow
foundations may not
suffice for the anticipated
loading conditions of the
overcrossing structures.

Deep foundations,
particularly Cast-inDrilled-Hole (CIDH) piles,
are recommended based
on initial data (see Table
2).

10. LANDSCAPING
Caltrans District 5 Landscape Architects will be involved in the aesthetics for this corridor. A Visual Impacts Assessment was conducted during the PA&ED phase. However, as the project moves into the detailed design phase of the project, it will be important to establish a theme for the Prado Road corridor. Consor, along with Apexx and Wallace Group will work closely with the City and Caltrans to develop an aesthetics plan that includes both landscaping and hardscaping. This same team has established the theme for the Prado Road Creek bridge and therefore, has an idea of what statement the City is wanting to create.

Depth below ground
surface (feet) Material Description Geologic Unit
0 to 42 Stiff CLAY Alluvium
42 to 59
Loose to dense SAND with
varying amounts of fines Alluvium
59 and below
Franciscan mélange:
claystone and graywacke
Franciscan mélange
*Data limited to depth of previous study explorations
Table 1
Pile Type Pros Cons
Driven piles with pile
cap (steel H-pile, pipe
pile, or concrete
• Less equipment needed
for installation
• Standard plan pile types
available
• Noise impacts from driving piles
• Group efficiency of pile groups
• Excavation of pile caps below groundwater
Cast-in-Drilled Hole
(CIDH)
• Potential for higher load
capacity per pile
• Less noise impact
• Impacts to group efficiency as pile size
increases
• Additional equipment needed for
construction (cranes, drill rig, oscillator,
mud tanks, inspection tubes, etc.
• Disposal of drill cuttings and potential for
contaminated soil and water (PCE)
Table 2
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 54 Project Understanding
Designing to Caltrans Requirements
The primary landscaping and hardscaping concerns for the City and Caltrans will be related to water conservation, sustainability, and suitability to the regional context, with safety for motorists, bicyclists and pedestrians being the priority. The landscape will be designed to meet longstanding, standard requirements including maintenance of sight lines, tree setbacks, and the like. Caltrans has voiced consideration for the reduction in greenhouse gases, creation of urban forest, and introduction of plants that serve as habitat and forage for pollinators can be achieved through careful and deliberate selection of plant material, particularly trees. Caltrans does not require planting a quantity of trees derived from a mitigation formula as their emphasis is on site suitability rather than a formula driven design.

The replacement areas for the trees will be determined based on the Tree Protection and Replacement Plan, however, we believe a portion of these trees could be placed around the supporting columns for the bridge and allow for screening of the columns. We assume that irrigation for these replacement trees would be temporary and devices such as Gator Bags or other temporary irrigation strategies (i.e., watering trucks with cam couplers, temporary irrigation tanks, etc.) could be explored in lieu of permanent irrigation.

Maintenance Considerations
For public agencies such as the City and Caltrans, a landscape design is only considered truly successful if it is sustainable over the long run. Maintenance staff are a limited resource, and the planting design must be able to meet high aesthetic standards with little to no maintenance inputs. Our team will do this by selecting plant palettes with species that are native to the region and well suited to the local climate to ensure the establishment and longevity of plant material. Using colorful plantings with denser spacing at limited, key locations like intersections or pedestrian crossings combined with non-irrigated hydroseed and/or informal planting elsewhere maximizes the aesthetic benefits where it can be most impactful, while minimizing maintenance. Plant material that requires minimal pruning can be installed in medians where access can be difficult, or replaced altogether with decorative pavement. The team will design a robust irrigation system that avoids constant maintenance while still meeting MWELO requirements.

11. ENVIRONMENTAL PERMITS/SUSTAINABILITY
The City as the lead agency for CEQA and Caltrans as the lead agency for NEPA approved an Initial Study with Mitigated Negative Declaration (IS-MND) for the proposed project. The preferred alternative was determined to be Alternative 3. The IS-MND described several mitigation measures to reduce the project impacts to less than significant. The Consor team has reviewed the mitigation measures and discussed them in detail with our teaming partner, Rincon. We understand the importance of avoiding the historically significant features surrounding the Sunset Drive-In, including the size of the radius of the curves on Elks Lane realignment. The IS-MND indicates that there could be impacts to important farmland that may require mitigation with respect to the Elks Lane realignment. It is our understanding that this mitigation measure was included because the IS-MND included the Elks Lane realignment alternative around the northside of the Sunset Drive-In, which since then has been eliminated from the preferred project. The Consor team’s proposed Alternative 3A does not increase the previously studied Area of Potential Impacts. Therefore, it would not require an update or recirculation of the IS-MND.

We have been made aware of the existence of a PCE Plume within our project limits. There is also a high likelihood of Aerial Deposit Lead is present within the project limits. Yeh and Rincon will be working closely and utilizing the same driller to gather samples related to the PCE Plume and conducting the Phase II Site Assessment. This is one of the many advantages of working with local firms that have intimate knowledge of the area and are comfortable working together. The IS-MND included mitigation measures HAZ-1 and HAZ3, as a result our team will be preparing a Soil and Groundwater Management Plan (SGMP) that will address how to properly handle and dispose of any impacted soil or groundwater that contains PCE. Another consideration will be to review if there are areas of dewatering that overlap with the PCE Plume, as this water will need to be treated prior to discharge or disposal if PCE is present.

Comparison of 2005 and 2022 PCE Plume Boundary
Delineations
Project Site
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 55 Project Understanding
The remaining mitigation measures are typical
for transportation improvement projects and
the Consor team is well versed in preparing
Tree Protection and Replacement Plans, Habitat
Mitigation and Monitoring Plans, and including
technical project specifications for dust control,
and minimizing the potential impacts to sensitive
species and their habitats, including southwest
pond turtles, steelhead, red-legged frogs, and coast
range newts.

The project will require a Waste Discharge
Requirement from the Regional Water Quality
Control Board (RWQCB) and notification for a Lake
and Streambed Alteration Agreement with the
California Department of Fish and Wildlife (CDFW).

Given that Rincon prepared the Natural
Environment Study (NES) and Initial Study –
Mitigated Negative Declaration (IS-MND) for the
project, they have a solid understanding of the
biological resources present within the project footprint and vicinity as well as the impacts to such resources. Therefore, our team will engage with the CDFW and RWQCB to secure the aforementioned permits and prepare a Habitat Mitigation and Monitoring Plan (HMMP) to address the minor impacts to riparian vegetation. Depending on the final project design, other possible permits necessary may include a Nationwide Permit (NWP) from the United States Army Corps of Engineers and filing notification of the project with the RWQCB or submittal of an application for Water Quality Certification if the applicable NWP is not pre-certified. This may also trigger the need for federal Endangered Species Act consultation(s) with the United States Fish and Wildlife Service and/or National Marine Fisheries Service. At this time, however, we assume that all work would occur outside federal jurisdiction.

The City prides itself on being at the forefront of sustainability including with their transportation projects. The Consor team is also dedicated to developing transportation projects that include sustainable elements. One item that we will be working with the City and Caltrans is the use of “green” concrete. Green concrete is a sustainable alternative to traditional concrete made by incorporating waste materials, such as fly ash or ground glass in the production process, reducing the need for raw materials and decreasing carbon emissions. Additionally, green concrete can trap and store carbon dioxide and break down pollutants from exhaust fumes. As part of the design, the team will look for appropriate areas of the project to incorporate green concrete. Consor has experts with LEED and Envision certifications. These experts will work closely with our designers to maximize the project’s sustainable rating. LEED certification is well established in the building industry, Envision is the more typical standard for transportation projects.

See the two Verification Pathways shown below for the Envision verification.

Award Complete
Complete
PostConstruction
Review
Award Design
Review
Start
Verification Register
Verification Pathways
There are two verification pathways: Pathway A allows you to pursue Envision verification during a project’s design phase. Pathway B allows you to pursue verification after construction is complete.

Create File
Self Assess
Pathway A: Design + Post-Construction
Pathway B: Post-Construction
PostConstruction
Review
Start
Verification Register Create FileSelf Assess
The US 101 Prado Interchange Project will be constructed within the habitats of multiple sensitive species, including those pictured here.

Southwestern Pond Turtle Steelhead Trout
California Red-Legged Frog Coast Range Newt
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 56 Project Understanding

12. STAKEHOLDER ENGAGEMENT
The Consor team’s approach for the Prado Interchange Project communications emphasizes comprehensive communication strategies to ensure public awareness and engagement throughout its various phases. We are pleased to have Mary Verdin and her company Verdin Marketing on our team to provide local communication expertise to the project. During the PID and PA&ED phases of the project, public meetings and hearings were held. They were well attended, but the focus was on the scope, schedule and cost of the proposed project. The public is generally in favor of the project with little to no controversy. Verdin Marketing provided the City with public outreach services during the previous phases of the project and the Consor team feels it is important to continue the good work the City and Verdin accomplished in previous phases.

Community outreach materials prepared by the Verdin team for the Prado Interchange Project Prado Interchange Communications Goals
> Keep affected businesses, organizations, residents and commuters informed, especially RTA, San Luis Ranch residents, Bike SLO County
> Minimize complaints and prepare community for construction > Give those affected the ability to be able to give input to diffuse negative emotions The key to minimizing the impact of the Prado Interchange Project lies in transparent, proactive and responsive communication.

A communications plan will be developed to engage all affected businesses, organizations and residents, establishing regular communications channels to address their concerns and welcome feedback and questions.

Based on Verdin’s experience with construction projects, success will be achieved by gathering inclusive input, designing targeted messaging for key audiences to communicate benefits and address concerns, and educating the general community about the upcoming improvements.

Phase I focuses on value analysis, surveys, and studies, with activities including updating existing project materials, developing media talking points, and ongoing Prado Road webpage updates. A public meeting will be coordinated with outreach efforts to invite the community to attend, including press releases; city-branded emails; and mailers to nearby businesses, organizations, and residents.

Additional support involves media training, collaboration with local organizations, and regular updates to keep the general public informed and involved.

Phase II continues these efforts with ongoing community updates, media outreach, and a second public meeting. A future scope for Phase III would focus on ensuring the continuity of information the actual construction.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 57 COMPLETE DESIGN REPORTS:

Hydraulics, geotechnical,
structures type selection
DEVELOP BRIDGE/CORRIDOR AESTHETICS:

Conduct public outreach and present concepts to
Advisory Boards for input and concurrence
DEVELOP PS&E:

Working in partnership with the City to facilitate
Caltrans functional units input with meetings
to drive project delivery leading to a PS&E
package that has support prior to submission
for review and comment.

ALTERNATIVE VALIDATION: 1 Are we building the right project? 2 3
4 Approach to Working with City Staff
The success of any project is dependent on the team leader. Brent’s experience is diverse; he brings with him a vast knowledge of Caltrans policies, practices, and procedures, having been a Caltrans employee for over 18 years. He recently delivered the SR 4/Balfour Interchange project in the City of Brentwood for Contra Costa Transportation Authority and is currently wrapping up right-of-way transfers to Caltrans. Brent has the added unique experience of being a former Headquarters Geometric Design Reviewer for District

4. In short, he can lead his technical team efficiently, navigate the Caltrans District 5 functional unit reviews/approvals, and accomplish this through team building and consensus. Our team understands the complexities associated with the project location and context, our approach is simple and distilled down into:
50 % Submittal
PHASE 1 WORK FLOW
Project Vision & Hand-off
• Horizontal alignment set
• Vertical alignment set
• Typical sections confirmed
• DIB-78 checklist (geometric compliance)
• Draft list of design standard decision documentation
• Cost estimate
• Plan sheet development to 50% level
• Interview City staff
• City, Caltrans
• Grant Assessment
9 Identify grants
9 Prepare grant collateral
9 Grant applications
Scope Validation
• Draft VA Recommendation Report
9 Concerns not addressed
9 Plan/Sections confirmed
9 Renderings
9 Specifications
9 Cost estimates for recommendations
9 Design charrettes
• Final VA recommendation report
• LEED - Feasibility
• Sustainability - Feasibility
• Aesthetics development
• Topo surveys
• Draft/Final GDMR
• Update LHS
• Draft SWDR
• Bridge type selection
Project Investigation
Grant Assistance
Advisory Body Assistance
1 2 3
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 58 Roles and Organization of Proposed Team
The required services anticipated under this contract require individuals with an experienced background that align with the project goals, a commitment to the City’s desire for responsive service and quality products, and a mutual goal of putting the project first and serving City of San Luis Obispo residents efficiently. Our familiarity with the City staff and preferences will help to expedite the project.

Key Team Member

CONSOR ENGINEERING TEAM

BRIDGE LEAD ENGINEER
Scott McCauley, PE
R. Brent Lemon, PE, PMP
Project Manager
Mark Reno, PE
Principal-in-Charge

SUBCONSULTANTS
Water Resources, Floodplain, Drainage
Design, Drainage Report
HDR
Chris Sewell, PE, QSD/P
Jeanette Newmiller
Geotechnical
Yeh and Associates
Judd King, PE, GE
Jamie Ross, PE
Michael Finegan, PE
Bridge Design
Greg Young, PE
QA/QC

BRIDGE DESIGN ENGINEER
Ashley Hanson, PE
Survey & Right-of-Way Engineering
Wallace Group
Clayton Bradshaw, PE, PLS
Luz Garcia, PLS
Environmental Permitting
Rincon Consultants, Inc.

Chris Bersbach
Colby J. Boggs
Michael Tom

ROADWAY DESIGN ENGINEER
Brent Harrison, PE

ROADWAY PROJECT ENGINEER
Dace Morgan, PE
Right-of-Way Acquisitions
Hamner, Jewell & Associates
Lillian D. Jewell
J.T. Katavich
Stephen Myrick
Signals & Lighting
Bennett + Y&C
DBE Firm
Daniel Yau, PE, TE, PTOE
Kin Chan, PE
Stormwater Treatment, SWDR,
Erosion Control
HDR
Analette Ochoa, PE
Andrew P. Chin, EIT
Public Outreach
Verdin
DBE Firm
Mary Verdin
Ashlee Akers
Traffic
DKS Associates
Jim Damkowitch
Daniel Block, TE
Sean Carney, EIT
Bridge Architect
Apexx Architecture
Maxim D. Nasab, AIA, NCARB
Grant Writing Assistance
AECOM
Lincoln James
Nathan Brierley
Kendall Myers
Dace Morgan, PE
Deputy Project Manager

UTILITY COORDINATION
Michael Sanchez, PE

UTILITIES DESIGN - WET
John Thayer, PE
Linda Scroggs, PE
Landscape Architecture
Wallace Group
Matt Wilkins, PLA
Geometric Design
Sunrise Transportation Strategies
Brian Ray
QA/QC
Traffic Peer Review Lead
Sunrise Transportation
Strategies
Brian Ray

LEED/ENVISION
Nick McMurtrey, LEED, ENV SP
Erin Krug, LEED, ENV SP
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 59 The key individuals shown in the Organization Chart bring over 300 collective years of engineering experience in California to this important interchange project. The Consor team’s approach to a successful project is to ensure an environment that fosters open communication and promotes a team atmosphere of mutual respect and participation between the design team members, City staff, consultants, and the reviewing agencies.

This team also includes AECOM; Apexx Architecture; Bennett + Y&C; DKS Associates; Hamner, Jewell & Associates; HDR; Rincon; Sunrise Transportation Strategies, LLC; Verdin; Wallace Group; and Yeh & Associates. Through our recent work together, we have developed a collaborative, successful work approach. We understand your process and expectations. We are currently working with each of the team members on current projects. It is from this experience that we can provide you with the most efficient team delivery capabilities for the US 101/Prado Road Interchange Project. There is no learning curve involved with our understanding and expectations of each other or of the City.

The City will receive the most current engineering technology from some of the best engineers and specialists in the state, and a team with a history of working on exactly this type of project with a true understanding of your expectations for project delivery.

P ROJ EC T

I N T EG R AT I O N

MANAGEMENT
Monitor & Control
Project Work
Perform Integrated
Change Control
Project
Schedule
Management
Project
Cost
Management
Project
Quality
Management
Project
Scope
Management
Project
Resources
Management
Project Communications
Management
Project
Risk
Management
Project
Stakeholder
Management
Project Management Approach
How the Team & Scope of Work Will Be
Managed
Brent Lemon has a proven history of performance with Caltrans District 5 and surrounding local agencies. As the single point of contact for the City, Brent will be directly responsible for project management and coordination of all technical work to make sure that project issues and action items do not slip through the cracks. To do so, Brent will use the tools listed below.

Tools Used by Our Project Manager to Meet the City’s Objectives Project Initiation Checklist
To see that critical success factors are identified, needed expertise and resources are available, key milestones have been set, and scope and fees have undergone peer/senior review.

Project Management Plan
Clearly define communication lines, scope, schedule, budget, Earned/Planned Value analysis, and general expectations of the team. The Project Management Plan (PMP) provides definitive directions to the project team and includes specific instructions regarding means, methods, and assumptions included in the scope of work.

Risk Management Plan
All projects involve some degree of risk and a management plan based on experience and careful planning is essential to mitigating this risk. A thorough risk register document can maximize rewards and minimize potential consequences.

Communication Plan
Defined steps to document and proactively communicate
internally and with the City. Facilitate communication between the City and Consor, including face-to-face meetings, phone calls, emails, and web meetings to meet project needs.

Team Meetings & Workshops
Conduct project team meetings to facilitate
informed discussions and decisions, and obtain
team consensus on solutions. Develop meeting summaries
with action items defined. Schedule, including milestones and deliverables, is discussed at every team meeting.

PM Software
Consor’s Deltek Vision software is used to track project progress and report budget status in real-time, allowing project managers to confirm work progress relative to budgets and make adjustments as necessary.

Earned Value Management (EVM)
The EVM process blends the project schedule with the planned project budget to forecast the anticipated financial path of the project, and track deliverables and remaining budget per task.

QA/QC Plan
Define roles, identify milestones, and utilize tracking forms to cross-check plans prior to any deliverables. Schedule QC activities in the project schedule, including both internal design team and external QC reviews so it is clear when designs need to be completed.
$
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 60 Added Value to Services Provided
The team will utilize procedural techniques to maximize the project development efficiency, minimize delays and re-do work, which will result in cost savings.
• Project Development Process – The Consor project team has had extensive experience developing projects conforming to the Local Assistance Procedures Manual (LAPM) and know this process very well. Additionally, the Consor Team understands the Caltrans Project Development Procedures Manual (PDPM) and internal Caltrans processes. For large complex projects, some elements of the PDPM can assist in the efficiency of project development. An example of this is to develop a Draft Project Report summarizing the Preliminary Engineering Phase decisions, report findings, and defining the project for Environmental Approval. Once the environmental documents are approved a Final Project Report is developed that reflects additional terms and conditions placed on the project per the Environmental Approval Process. The Final Project Report then clearly defines the project for the final design phase. The Caltrans PDPM contains the outline and content requirements for the Draft and Final Project reports and is well suited for high profile large projects like this. It also meets the standards the State uses when developing their projects. Meeting this standard will ultimately save time and money due to the comprehensive nature of the Project Report. • Local Knowledge – The Consor Team knows the area having developed and delivered several projects for the City of San Luis Obispo and other projects within Caltrans District 5. Consor is currently under contract with SLOCOG to develop the PA&ED for the US 101/E 46 project and recently completed the Value Analysis Study.

The Consor Team is comprised of subconsultants that have extensive experience in District 5 including AECOM, Apexx Architecture, Bennett+Y&C, AECOM, DKS Associates, Hamner, Jewell & Associates, HDR, Rincon, Sunrise Transportation Strategies, LLC, Wallace Group, and Yeh & Associates. Consor and Sunrise Transportation Strategies delivered the SLOCOG US 101/Fair Oaks Interchange “low build” study in 2023 and understand the Caltrans process and how to deliver projects in District 5. The core team of Consor, AECOM, Sunrise Transportation Strategies, Wallace Group, Bennett+Y&C, and HDR are currently working together on a half-dozen projects in District 5 and understand how to deliver projects together. • Public Meetings – Consor’s state of the art visual graphics capabilities provide tremendous value during public meetings. Project alternative renderings will be developed for display at the public meeting. Additionally, the presentation will include 3D flyover and drive through videos. This has proven very effective at providing the public a vision of the project within the actual topography and landscape which facilitates project acceptance. Below are screen shots of two of the alignments. • Quality Assurance/Quality Control – Consor instills QA/QC processes during all stages of the project development process. During the preliminary phase, all project alternatives, quantity calculations, cost estimates, and reports are developed and checked by a design engineer and the project engineer. The products are reviewed by the project manager before they are delivered to the City Team. During the final phase, all designs and pay item quantity calculations are checked with independent calculations. Additionally, checklists for independent checks of designs and plans are utilized. During the independent check and PS&E QA/QC review process, comments are listed in a comment summary review form. Once the comments have been resolved, the Project Manager certifies comment resolution and the task and product milestone is considered complete. During construction phase submittal review, the design engineer/project engineer develop the submittal review and response and the project manager checks the response before returning it to the City/RE. All these processes will be followed concurrently with both projects and many elements of the QA/QC process will overlap between the projects. This will result in efficiencies of the review staff, save time, and thus result in cost savings.

Management Experience
Brent Lemon, Consor’s Project Manager has successfully completed numerous roadway and bridge projects over his 38-year career.

The scope of projects has included simple storm damage projects, local and urban roadway rehabilitations, HBP bridge replacement projects, and complex urban interchanges. He understands how to develop and deliver both simple and complex projects on both the roadway and bridge sides. Brent’s experience includes 18 years at Caltrans, where he served as a Design Chief and Geometric Reviewer, among other roles. Brent is known for his proactive approach to advancing projects from concept through construction, which can be attributed to his strong connections at Caltrans, utilities, and other stakeholders and his ability to gain buy-in on projects.

Brent’s management technique is tailored to the Local Agency depending on the Local Agency needs. Some want turnkey with little involvement (just tell me when it is done), while some are highly collaborative and want to be involved in the process. Brent prefers the collaborative style of delivery and believes that ownership of project by the entire team is key to project success. Bi-monthly coordination meetings with the PDT to remain on task and drive delivery are key to project success.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 61 Communication Channels
Communication is the single most contributing factor to a project’s success or failure. The importance of effective communication between the Consor team and the City cannot be overstated. Currently, many methods of communication are available:
• Teams/Telephone – First and foremost is Microsoft Teams and the telephone. There will be no hesitancy in getting on Teams to discuss any topic that arises on the project.
• E-mail – E-mail is also a very effective communication tool. Many times, writing an e-mail requires clear descriptions of the topic and serves and a reference source for tracking and follow-up. It is a great way of communicating to the team and keeping everyone in the loop.
• In-Person Meetings – The most effective form of communication is in-person meetings. Many in-person meetings at the site and in the City offices will be held. Brent, Dace, and Scott will be in our San Luis Obispo office and other District 5 locations on a regular basis, this will yield an excellent exchange of information, understanding of needs and expectations, and assure satisfaction. • Problem Resolution – Our team structure lists a Principal-in-Charge, Mark Reno. This individual can be contacted at any time by the City to express concerns or describe issues needing resolution. The City can contact him via phone, e-mail or request an in-person meeting. If a meeting is appropriate, reviewing the issue in person with Wyatt Banker-Hix and Brian Nelson from the City and Mark and Brent if desired is recommended.
• Mistakes – Mistakes happen. Although we all strive to not make mistakes, we are all human and they happen. If mistakes happen, the most important part is to reflect, understand, learn from them, and don’t let them happen again. Then the next step is to define the best course of action needed to get back on track.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 62 Roles of Key Individuals on the Team
Years of Experience: 38 | Education: MS, Civil Engineering, California State University, Fresno; BS, Civil Engineering, California State University, Fresno | Registrations: Professional Engineer - CA #46715 and three other states; Project Management Professional #2022265 QUALIFICATIONS: Brent has extensive experience on both the public agency and consultant side. His career includes 18 years at Caltrans where he served in many roles while delivering projects statewide. He provides a valuable perspective on transportation projects that span major interchanges, bridges, corridor studies, roundabouts, roadways, and trails. He has led numerous design teams in the development of Project Study Reports, Project Reports, and PS&Es.

SELECT PROJECT EXPERIENCE
• Atwater-Merced Expressway Phase 1B, Merced County, CA • SR 4/Balfour Road Interchange, Brentwood, CA, Contra Costa County, CA • Campus Parkway Segment 4, Merced County Department of Public Works • US 101/SR 152 Interchange Improvement at 10th Street, Santa Clara VTA • US 50 HOV/Latrobe Road/El Dorado Hills Boulevard Interchange Improvements Phased Projects, El Dorado County, CA
• Bridge Street Bridge (HBP), City of Arroyo Grande, CA • Bello Street Bridge (HBP), Pismo Beach, CA
• Bello Street/Price Canyon Road Intersection Improvements, Pismo Beach, CA Brent Lemon, PE, PMP | Project Manager
Brent’s Role
Brent is the City’s point
of contact and will be
responsible for the
project management
(scope, schedule, and
budget control), team
coordination, and
technical oversight.

MEET YOUR PROJECT TEAM
Consor has structured our team to best align our expertise with the City’s need to deliver transportation projects. Brent Lemon, PE is an excellent project manager and team lead and will be responsible and accountable for the delivery of this project from start to finish. Brent will be complemented by our Principal-In-Charge, Mark Reno, PE, who brings over 36 years of project delivery expertise.

The qualifications of our key personnel are summarized here.

Years of Experience: 36 | Education: BS, Civil Engineering, University of California, Davis | Registrations: Professional Engineer - CA #47756 and seven other states QUALIFICATIONS: With 36 years of experience, Mark has been responsible for the PS&E and construction support of over 170 projects involving more than 280 bridges primarily throughout California and other western states. These projects have included new structures, widenings, upgrades, emergency repairs and retrofits. Mark is a nationally recognized bridge engineer and project manager and serves on several national committees and boards. He has been involved in delivering projects in Caltrans District 5 for nearly 30 years and has strong relationships with City, Utility, Regulatory Agencies and Caltrans District 5 personnel. He also brings a keen understanding of local, state, and federal funding programs.

SELECT PROJECT EXPERIENCE
• Atwater-Merced Expressway Phase 1B, Merced County, CA • SR 4/Balfour Road Interchange, Brentwood, CA, Contra Costa County, CA • SR 99/Sheldon Road Interchange, City of Elk Grove, CA • Traffic Way Bridge Replacement, City of Arroyo Grande • I-680/SR4 Interchange Phase 1, 2, & 4 Independent Review, Concord, CA • I-5 West End Viaduct, Sacramento, CA
Mark Reno, PE | Principal-in-Charge
Mark’s Role
Mark will commit the
resources of the team and
serve as Brent’s backup
point of contact.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 63 Years of Experience: 30 | Education: MS, Structural Engineering, University of California, Berkeley; BS, Civil Engineering, University of California, Davis | Registrations: Professional Engineer - CA #54408 and OR #100441
QUALIFICATIONS: As a former Deputy Director of Transportation for the County of Santa Barbara, Dace has experience working with citizen groups, regulatory agencies, boards and commissions, and special interest groups. She has 30 years of experience on transportation projects in both design and construction. She has over nine years with the Public Works Department of the County of Santa Barbara where she spent four years as the Deputy Director responsible for the Transportation Division. She brings a strong project management background as well as a wealth of experience in civil, transportation, and bridge design. She also has a wealth of knowledge of Federal, State, and Local Transportation Funding.

SELECT PROJECT EXPERIENCE
• US 101/Betteravia Interchange Improvements, City of Santa Maria, CA • Del Rio Road/US 101 Interchange Improvements, City of Atascadero, CA • Prado Road Bridge Widening, City of San Luis Obispo, CA • Pismo Preserve Parking Lot and ADA Trail Improvements, Pismo Beach, CA • Buckley Road Extension, San Luis Obispo, CA
• Mission Canyon Bridge Studies, City of Santa Barbara, CA Dace Morgan, PE |
Deputy Project Manager - Roadway Project Engineer
Dace’s Role
Dace will serve as a
backup point of contact
when Brent is unavailable
and collaborate with the
City and stakeholders to
reach concurrence on
roadway design decisions.

She will oversee the
roadway design team
to implement those
decisions.

Years of Experience: 21 | Education: MS, Civil Engineering, University of California, Davis; BS, Civil Engineering, University of California, Davis | Registrations: Professional Engineer - CA #71495 and OR #88532
QUALIFICATIONS: With over 20 years of experience, Scott has worked on a variety of transportation projects on the West Coast. Starting out in his career in bridge construction, Scott served as a Project Engineer for a heavy civil contractor on several bridge projects. After obtaining his Master’s degree, Scott focused on design and successfully completed projects, including bridges, retaining walls, masonry buildings, as well as various miscellaneous structures.

Now, as a Project Manager and Project Engineer, Scott is able to draw from his distinct design and construction experience to find economical and practical solutions for each new project. He has been involved in several Caltrans, local agency, and private developer projects, and his expertise extends throughout the entire project process, including planning, funding, design, environmental, utility, right of way, and construction.

SELECT PROJECT EXPERIENCE
• Prado Road Creek Bridge, City of San Luis Obispo, CA
• Mid Higuera Bypass Bianchi Lane Bridge Replacement, City of San Luis Obispo, CA • SR99/Whitelock Parkway Interchange PSR, City of Elk Grove, CA • SR4/Balfour Road Interchange, Brentwood, CA, Contra Costa County, CA • Bridge Street Bridge (HBP), City of Arroyo Grande, CA • Lopez Drive Bridge Seismic Retrofit (HBP), County of San Luis Obispo, CA • Ventura River Bridge at Santa Ana Boulevard, Ventura Watershed Protection District, Ventura County, CA
• Cathedral Oaks Bridge Replacement, County of Santa Barbara, CA Scott McCauley, PE | Bridge Lead Engineer
Scott’s Role
Scott will collaborate with
the City and stakeholders
to reach concurrence on
bridge design decisions.

He will then oversee
the bridge design team
to implement those
decisions.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 64 Working Relationship

EXPERIENCE WITH PUBLIC SECTOR WORK
Established in 1992 as Quincy Engineering, our firm was founded with the key mission to provide high-quality municipal engineering services to public agencies. Staying true to this mission, 99 percent of our current business is for public sector clients like the City of San Luis Obispo. In 2021, we merged with Consor Engineers and as of October 2022, we have adopted the Consor brand. The firm is a corporation, incorporated in the state of Oregon. The California transportation group has provided services for 97 government agencies within the state of California, including counties, cities, and Caltrans/Regional Transportation agencies.

EXPERIENCE WITH STATE AND FEDERAL PROCEDURES
Consor specializes in the delivery of transportation projects that meet local agency, Caltrans, and FHWA standards, practices, and guidelines. We have a team of in-house experts recognized for their knowledge and capabilities in bridge, roadway, and transportation engineering design, water/wastewater design, construction management, and surveying. Our staff’s knowledge and experience include projects utilizing Caltrans, local agency, and AASHTO design standards while conforming to a variety of funding sources, such as HBP, FEMA, Cal OES, FHWA Grant Programs, STIP programs, and other local funding programs. Consor and our subconsultants have adequate financial management and accounting systems as required by 48 CFR Part 16.301-3, 49 CFR Part 18, and 48 CFR Part 31.

Scope of Services
Scope of Services
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 65 Scope of Services to be Provided

PHASE I VALUE ANALYSIS, SURVEY, HYDRAULIC

STUDY AND GEOTECHNICAL INVESTIGATION
Task 1 - Project Management and Meetings
TASK 1.1 - PROJECT MANAGEMENT
Consor North America, Inc. (Consor) will perform the activities necessary to plan, direct, and coordinate the work on this phase of the project. Consor will provide project management for each task for the entire duration of the agreed upon schedule. Consor assumes the duration of work for Phase I will not exceed 12 months.

Consor will submit monthly progress reports outlining all activities for which expenses are submitted. All activities will be itemized by task and will be consistent with the agreed upon Scope of Services. Progress reports will include the following:
> Status of work completed to date
> Expense allocation by task
> Work anticipated to be completed in the next reporting period > Identification of project issues, actions to resolve those issues, and the responsible party to drive resolution.

Project Correspondence and Project Files: All correspondence by and between Consor, the City, other agencies and parties will be recorded and filed for complete record keeping. Meeting notes, telephone record logs, incoming/outgoing correspondence, and all deliverables will be logged and filed. Outside correspondence will be coordinated with and approved by the City’s project manager. Project files will comply with the Caltrans uniform filing system as outlined in the Project Development Procedures Manual. This will facilitate transmitting the Project History File to the City during the future close out phase of the project.

Consor will provide weekly updates on progress to the City Project Manager. These updates will take the form of either e-mails or virtual meetings depending on the need for
information.

Design Decision Log: Consor will disseminate up-to-date information to the project team at the PDT meetings. A Design Decision log will be prepared for items such as requests for information, documentation of decisions made as the project progresses in development, and deliverable status.

Caltrans Quantitative Risk Register: Throughout the project development process the Consor team will maintain a risk register that complies with Caltrans latest guidance.

TASK 1.2 - KICK OFF MEETING
A kick-off meeting will be held at the City offices and on site after the notice to proceed and will introduce the project team, establish communication channels, set the project schedule, clarify the scope of work, and define the roles and responsibilities of the various team members. Consor will coordinate the kick-off meeting with the consultant team and other project stakeholders that may be appropriate to thoroughly discuss the project background, scope, concepts, schedule, and management. This meeting will result in an understanding amongst the project stakeholders as to the project scope and schedule, and major project issues that have already been identified by project stakeholders will be shared at this meeting.

TASK 1.3 - CLIENT FOCUS MEETINGS
Consultant assumes up to twelve (12) technical coordination meetings will be needed with the City and other outside agencies.

These meetings will be identified as needed to obtain resolution of issues and consensus on strategies.

TASK 1.4 - PDT/COORDINATION MEETINGS (CALTRANS)
PDT meetings will be scheduled every month and held via telephone or video conference with the goal of keeping the project on track and to keep the City and Caltrans informed of the status of the project. One of these meetings would focus on the coordination and review of the Caltrans permanent changeable message sign project. Consor assumes that monthly conference call meetings will be one-hour in duration. This scope assumes a total of twelve (12) PDT meetings.

TASK 1.5 - PROJECT SCHEDULE UPDATES
Consor will update a project schedule on a monthly basis. The schedule will be developed using MS Project. The schedule will indicate critical path activities and major milestone deliverables.

TASK 1.6 - PUBLIC MEETING
The Consor team will attend one public meeting to present the results of the Value Analysis. The Project Manager, Deputy Project A detailed scope of services has been prepared for the City to review. The scope of work is based on our understanding of the scope of services provided in the Request for Proposals. Meetings are assumed to be virtual unless otherwise noted in the below scope.

We look forward to discussing the scope of work with the City. The City has laid out what appears to be concurrent reviews involving Caltrans and the City for each submittal. However, Caltrans per their quality management plan guidance will require that the City review submittals prior to delivery to Caltrans and for our team to document the review and response to comments. Our approach in the schedule shows a City review prior to submitting for Caltrans reviews, all submittals show concurrent Caltrans/City reviews after the initial submittal to the City.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 66 Detailed Scope
Manager, Bridge Project Engineer, Roadway Project Engineer, Landscape Architect, and Bridge Architect will attend and present the findings at the public meeting. We anticipate that the meeting will focus on the corridor aesthetics, hardscape, landscape, overall look and feel of the improvements. In addition, we will provide an update to the project timeline. We will be available to answer the public’s questions and listen to their concerns about the improvements.

It is assumed that the Consor team with the City will provide a short presentation to the public and then we will break into subgroups to address specific questions and gather feedback on the improvements.

The coordination, public outreach, and documenting public feedback for this public meeting is covered in Task 9.0 Public Outreach.

ASSUMPTIONS:
> All hard costs related to room, equipment, refreshments, and insurance are not included
> Printing, postage, and production costs are not included > Meeting will be up to two hours long
> The technical team will provide content for the PowerPoint and exhibit boards, including photographs, illustrations, and renderings.

TASK 1.7 - QUALITY MANAGEMENT PLAN
As required by the COOP Agreement between the City and
Caltrans, a Quality Management Plan (QMP) must be prepared for each component phase. Consor will develop, establish, and keep updated a project specific QMP that will include procedures and timetables for conducting independent quality reviews for all reports, plans, estimates, and design documents. A big part of our team’s QMP will be supplemented by Brian Ray of Sunrise Transportation Strategies. Brian will be providing his expertise to the roadway geometrics of the interchange. This will:
> Permit adherence to the QMP by both Consor and our
subconsultant team throughout the course of this phase of work
> Initiate and document quality reviews and address corrective actions
> Conduct quality audits to ensure quality control procedures are strictly followed and properly documented.
> Perform a thorough review and verification of corrections by an independent reviewer
TASK 1.8 - ENCROACHMENT PERMITS — CALTRANS AND
CITY
A Caltrans Encroachment Permit will be required to conduct topographic surveys, geotechnical borings, and soil sampling. Our team will prepare the permit application, including attachments depicting traffic control, boring and sampling locations for the City’s signature. Consor will submit the application to Caltrans District 5 on behalf of the City. We expect two rounds of comments from Caltrans Encroachment staff before issuing the permit. Our scope assumes that a no cost permit from the City will be prepared and issued by the City.

TASK 1 DELIVERABLES
> Meeting attendance, agendas, and notes
> Design Decision Logs
> Updated Risk Register
> Monthly Progress Reports and invoices
> Project Schedule (including monthly updates) in Microsoft Project and PDF Format
> Attendance and presentation materials for one (1) public meeting
> Project correspondence
> Compliance assistance as needed
> Caltrans Encroachment Permit application and attachments Task 2.0 - Grant Assistance
AECOM will lead this effort for the Consor team with support from Consor. The focus during Phase I will be the development of a funding scan and strategy to identify and evaluate suitable federal, state, and regional discretionary grant programs which the Project could potentially access to offset capital costs associated with its construction.

TASK 2.1 - APPLICABLE GRANT OPPORTUNITY MEMO
From the funding scan, the team will prepare both a word document with information on each suitable funding program as well how to position the Project so as to align with sought after program outcomes, as well as an excel base matrix with all the pertinent information about the funding program. These will be living documents and spreadsheets which will be updated annually as program information and objectives change, new funding programs are introduced, and others sunsetted.

As part of this task, AECOM task lead will attend one virtual meeting with the City, Caltrans, and SLOCOG to discuss funding programs and strategies.

During Phase I, we will identify and evaluate strategies to increase the Project’s overall competitiveness for specific grant programs identified.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 67 Detailed Scope
TASK 2.2 - GRANT APPLICATION ASSISTANCE
The AECOM team will develop one grant application and
supporting materials during Phase I. Based on our experience, the grant application development will be comprised of:
> Application coordination
> Narrative development
> Economic justification/Benefit Cost Analysis
> QA/QC
> Graphic design
TASK 2 DELIVERABLES
> Grant Opportunity Memo (Word and Excel)
> Attendance at one virtual meeting
> One Grant Application (PDF)
Task 3.0 - Project Vision and Handoff
The City and the PA&ED design team have been working on this project for several years. It will be important that the Consor team has access to the design files and personnel from the previous phases of work. This is imperative to allow our team to hit the ground running and deliver the PS&E phase in a timely manner.

TASK 3.1 - PREVIOUS WORK INVENTORY
Consor will develop a tracking spreadsheet to serve as an inventory of the previous work completed. The tracking
spreadsheet will include a description of the material received, the date received, the format of the material, and a brief description of the usefulness of the materials.

TASK 3.2 - HANDOFF MEETINGS
The Consor Project Manager, Deputy PM, and Project Engineers will attend three meetings with the City and PA&ED Design team.

The purpose of these meetings will be to discuss and better understand the How and Why’s of the preliminary design and layout. Our team does include HDR, who performed the hydraulic analysis for the previous phase and Rincon, who completed the IS-MND for the project. We will prepare meeting agendas and meeting notes as part of this task.

TASK 3.3 - HANDOFF MEMORANDUM
Consor will prepare a memorandum of our understanding of the previous design work done to date. The memorandum will include recommendations for process improvements, a list of challenges and how our team will overcome them, a list of the previous work inventory, tracking spreadsheet, and an updated scope of work.

TASK 3 DELIVERABLES
> Previous work tracking spreadsheet (Excel)
> Attendance, agenda, and meeting notes for three (2 in person and 1 virtual) meetings
> Project Handoff Memorandum and Updated Scope of Work
(PDF)
Task 4.0 - Surveying/Topographic Mapping
To support the planning, design, and engineering effort for the proposed Prado Road Interchange Project, current and accurate survey information will be required to provide the design team with existing conditions and right of way alignment. This task includes providing a topographic, boundary, right of way, easement mapping, with specific additional mapping related to Flood Study Mapping, compiled in a survey base map to support of the design of the project. Figure 1 shows the approximate area to be surveyed.

TASK 4.1 - FIELD WORK/ TOPOGRAPHIC DATA

COLLECTION
The survey mapping will be constrained horizontally to the California Coordinate System of 1983 (CCS83), Zone 5 projection and vertically to the North American Vertical Datum of 1988 (NAVD88) as established locally by constraining to the City of San Luis Obispo’s horizontal and vertical control networks. Our surveyors will set semi-permanent survey control points near the expected project limits for future use as control for construction staking by others.

The aerial mapping will cover approximately 80 acres of land, including a variable width strip of approximately 4,700 feet of US 101 and 1,800 feet of Prado Road, along with 1,600 feet of Elks Lane. The limits of the aerial mapping is outlined in blue in Figure 1. The aerial mapping will be compiled from data collection techniques, including high altitude aerial photogrammetry and aerial LiDAR to enhance the digital elevation model in areas of dense brush. Photography will be captured at an elevation appropriate for a mapping scale of 1” = 20’, with a one foot contour interval digital terrain model surface.

The aerial mapping will serve as the base mapping layer and be supplemented by field survey densification and augmentation.

Just as the ultimate aerial mapping limits have and will be closely coordinated together with the design team, the extent and focus of the field survey augmentation will also be.

Working closely with the Consor team the aerial mapping will be augmented with field survey. This is depicted by the green line in Figure 1. We also anticipate providing field densification of US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 68 Detailed Scope
the digital elevation model and in support of conform design at approximately six (6) locations, covering approximately 9.3 acres, including almost 4,000 feet of the easterly pavement of the north bound lanes of US 101. Shown in pink in Figure 1.

In support of the drainage analysis we have coordinated our efforts with the design and analysis team. Our scope of work includes providing up to 10 cross sections of the San Luis Obispo Creek upstream and downstream of the Prado Road Bridge. As part of our work for the City of San Luis Obispo’s Prado Road Bridge Widening Project, we collected detailed topographic information of San Luis Obispo Creek around the existing bridge.

We will review this data and incorporate survey measurements and topographic survey that remains sufficiently accurate at the time of the survey mapping for this project, including mapping of the Prado Road bridge and the Bob Jones Bike Trail Bridge and creek cross sections. For budgeting purposes, we have assumed that the topography related to the fixed works, i.e. pavement, footings, railings, etc. will be able to be used, and that measurements of the ground surface will need to be updated. We do not anticipate surveying tree locations. We will also measure the finished floor elevations of buildings located within the drainage analysis area of interest.

For budgeting purposes, we have included three field survey days to complete this work and associated office time and have assumed that the outreach to building owners will be completed by the City of San Luis Obispo, or others. The limits of the area that building finished floors will be measured is shown in cyan.

These techniques and approaches will result in mapping showing such visible features as edges of pavements, curb, gutter, sidewalk, driveways, walls, fences, street signs, road striping, utility poles and structures, overhead utility lines, manholes, inlets, subsurface drainage system flow lines, culvert diameters, utility markings, fire hydrants, buildings, trees four inches in diameter and larger measured at breast height, brush and vegetation lines, and other items typical to standard practice.

Our scope includes two (2) days of traffic control for mapping and locating monuments within the vehicular traveled way and if needed for topographic measurements. We assume no additional traffic control will be needed.

To reduce the overall need for traffic control safety and to more safely collect survey measurements in and around vehicular traffic, we will use various remote sensing technologies. Wallace Group survey crews are equipped with Trimble’s SX10 scanning total station and Trimble X7 terrestrial scanner. Surveying with these devices results in information rich, high density, colorized point clouds of the areas of interest they are deployed within.

This results in conform pavement level survey measurements of areas of US 101 and other busy roads without placing survey crew field staff near, around or within high speed traffic. At the same time, resulting in the needed survey measurements that are typical to pavement surveys within the proposed project areas, while also collecting additional dense geometric information of the surrounding areas. As the project develops, and possible conform locations shift, it is possible that sufficient measurements have already been collected and stored in the point cloud model. Instead of having a change in design result in a new unexpected survey field crew site visit, using these tools results in an efficient extraction of critical measurements from the already collected dense point clouds. Further, these point Figure 1 Limits of surveying and topographic mapping
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 69 Detailed Scope
cloud models can be utilized graphically in support of project rendering that clearly convey project intent to the lay public.

Deploying these tools in this manner mitigates Caltrans’ Survey Manual instructions and concerns regarding weighing the value and need of pavement level accuracy measurement against the safety concerns of the public.

Topographic measurements and information collected as part of this task will be compiled into a single Civil 3d, 2024 or newer, drawing file and will be referenced into and be part of our survey base map and deliverable.

TASK 4.2 - RIGHT-OF-WAY, BOUNDARY, AND EASEMENT

SURVEYS
Our survey team anticipates locating sufficient monuments to establish portions record right of ways a several City of San Luis Obispo public streets, US 101 and the property sidelines of properties adjacent to these stretches within the proposed survey densification and augmentation project area. This includes reestablishment of the record location of the following right of way:

1. Prado Road: Approximately 1,600 feet of Prado Road easterly of the US 101 right of way.

2. Prado Road: That portion of the paper Prado Road right of way located easterly of US 101 being Lot 303 as shown on map of Tract 3096.

3. Dalidio Drive and Froom Ranch Way: That portion of Dalidio Drive and Froom Ranch Way located easterly of Lot 303 and within the project area.

4. US 101: Approximately 2,500 feet of US 101 right of way northerly of Prado Road and approximately 1,500 feet of US 101 right of way located southerly of Prado Road, for approximately 4,000 feet total.

We will also re-establish the approximate locations of the property sidelines that are adjacent to these right of ways.

Wallace Group has surveyed several of these properties in the past, or portion thereof, or properties that are very near or adjacent to the properties that are within the survey limits for this projects. More importantly, Wallace Group has a greater level of experience surveying several of the properties that the project may impact.

Our team has included scope and budget to assist and support the City in researching and if necessary, processing revisions to the several APN’s that were created as private open space and agricultural easements as a result of Tract 3096 which have encumbered the western side of US 101. This also includes the potential impact to the private “Billboard Easement”.

As part of the right of way effort, our team will also review preliminary title reports for the properties adjacent to the road right of ways within the project limits and near proposed project improvements in an effort to research, discover and plot easements that may impact the project. For budgeting purposes, we have included purchasing and reviewing up to 15 preliminary title reports with an average cost of $600, and plotting up to two easements per title report.

For budgeting purposes, we have assumed that no material discrepancies will be discovered as part of this task and that this task will not require a record of survey.

The information discovered and re-established as part of this task will be compiled in a single unique Civil 3d, 2024 or newer, drawing file and will be referenced into the survey base map and deliverable.

TASK 4.3 - ROAD ALIGNMENTS
Consor and Wallace Group will work closely to plot road construction alignments for US 101 mainlines, on and off ramps, and the City of San Luis Obispo Prado Road, Elks Lane and Dalidio Drive. For US 101, the Caltrans right of way maps will be used for the alignment control and for the City of San Luis Obispo roads, we will base the alignment off provided information, or the team will create best fit alignments.

The road alignment will be compiled in a single Civil 3d, 2024 or newer, drawing file, and be part of our survey base map and deliverables.

TASK 4 DELIVERABLES
> Civil 3d, 2024 or newer, drawing files:
• Topographic survey
• Right-of-way/property/easement survey
• Road alignments
> Signed and sealed 22 X 34 inch survey base map
Task 5.0 - Design Technical Reports
This task includes the preparation of geotechnical, bridge design hydraulics, stormwater data, drainage, environmental permitting and mitigation measures and right-of-way needs reports. The scope presented below is based on Consor’s Alternative 3A presented in our Project Understanding and Approach section.

TASK 5.1 - GEOTECHNICAL DESIGN AND MATERIALS
REPORT
Yeh will prepare a Preliminary Geotechnical Design Report (PGDR) for the design of the project. Deliverables will be prepared in accordance with the applicable Caltrans and AASHTO guidelines US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 70 Detailed Scope
and manuals. The RFP specifies a draft and final geotechnical report for the project. However, a single report will not fulfill Caltrans specific document requirements for approval. The geotechnical scope for Phases I and II is based on our knowledge of the required reports for structures, earth retaining structures and the overall project which are based on the Caltrans Geotechnical Manual. All reports will be submitted to the City of San Luis Obispo and Caltrans for review.

Assumptions for Geotechnical work:
> All work will be allowed and permitted to be performed during daylight hours between 0600 and 1800.
> City will allow staging of equipment and materials at their corporation yard located at 25 Prado Road. Materials such as drilling rod, cement, drilling fluid drums and other equipment will be allowed to be stored. An area of 20 feet wide by 40 feet long would be needed.

Draft Preliminary Geotechnical Design Report (PGDR)
Perform a preliminary geotechnical evaluation of the site using the existing information and prepare a Preliminary Geotechnical Report (PGDR) for the proposed project. The report will include:
> Project description
> Overview of existing geotechnical information including asbuilt data > Geotechnical conditions including:
• Site geology
• Topsoil – soil survey review
• Surface conditions
• Subsurface conditions based on previous studies
• Groundwater
• Seismic hazards including fault rupture, ground motion parameters developed from ARS-online, seismic parameters for slope stability analyses, liquefaction, and liquefaction induced lateral spreading
> Geotechnical design evaluation including options for earth retaining structures, slopes, or sound walls (if needed) > Geotechnical design considerations pertaining to project aspects including right-of-way, constructability, and
construction timeline
A draft report will be submitted for the City and Caltrans review and comment. Comments will be incorporated as appropriate. It is anticipated that project alternatives will not be added between the Draft and Final reports. Up to two rounds of reviews by the City and Caltrans are anticipated.

TASK 5.1 DELIVERABLES
> Draft Preliminary and Final Geotechnical Design Report (PGDR) TASK 5.2 - STRUCTURE PRELIMINARY GEOTECHNICAL

DESIGN REPORTS (SPGR)
Alternative 3A includes both earth retaining structures and bridge structures. Caltrans will require separate SPGRs be prepared for the earth retaining structures and the bridge structures.

Task 5.2.1 Draft Structure Preliminary Geotechnical Report (SPGR) for Earth Retaining Structures
Yeh will compile and review published reports, maps, historical photos, and drawings pertinent to the proposed retaining walls.

This review will specifically include reviewing Log of Test Borings prepared for the existing structures in the area of the project.

Yeh will perform a preliminary geotechnical evaluation of the site using the existing information and prepare a Structures Preliminary Geotechnical Report (SPGR) for the proposed earth retaining structures (ERS).

The report will include the following:
> Project description and proposed ERS structures;
> Overview of existing geotechnical information including asbuilt data; > Geotechnical conditions based on previous studies including site geology, surface conditions, subsurface conditions, groundwater; as well as corrosion and scour data;
> Seismic information including the ground motion parameters as well as the potential for the site and design of the project to be impacted geologic hazards such as seismic shaking, fault rupture, liquefaction or seismic settlement, lateral spreading, and slope instability;
> Preliminary recommendations for earth retaining structure types and associated foundation considerations as input to type selection; and
> Recommended field work and laboratory testing for design phase services.

A draft report will be submitted for the City and Caltrans review and comment. Comments will be incorporated as appropriate. Up to two rounds of reviews by the City and Caltrans are anticipated.

It is anticipated that project alternatives will not be added between the Draft and Final reports.

Task 5.2.2 Draft Structure Preliminary Geotechnical Report (SPGR) for US 101 OC/Ramps at Prado Road
Yeh will compile and review published reports, maps, historical photos, and drawings pertinent to the proposed overcrossing structure and ramps. This review will specifically include reviewing Log of Test Borings prepared for the existing structures in the area of the project.

Yeh will perform a preliminary geotechnical evaluation of the site using the existing information and prepare a Structures US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 71 Detailed Scope
Preliminary Geotechnical Report (SPGR) for the proposed overcrossing structure.

The report will include the following:
> Project description and proposed structures;
> Overview of existing geotechnical information including asbuilt data; > Geotechnical conditions based on previous studies including site geology, surface conditions, subsurface conditions, groundwater; as well as corrosion and scour data;
> Seismic information including the ground motion parameters as well as the potential for the site and design of the project to be impacted geologic hazards such as seismic shaking, fault rupture, liquefaction or seismic settlement, lateral spreading, and slope instability;
> Preliminary recommendations for foundation type selection for the structures; and
> Recommended field work and laboratory testing for design phase services.

A draft report will be submitted for the City and Caltrans review and comment. Comments will be incorporated as appropriate. Up to two rounds of reviews by the City and Caltrans are anticipated.

It is anticipated that project alternatives will not be added between the Draft and Final reports.

TASK 5.2 DELIVERABLES
> Draft and Final Preliminary Geotechnical Reports (SPGR)(ERS) and US 101 OC/Ramps
TASK 5.3 - UPDATED LOCATION HYDRAULIC STUDY
HDR will be supporting the Consor team in the development of the hydraulics for the project. They are very familiar with the Location Hydraulic Study (LHS) from the PA&ED phase.

Using the current version of the U.S. Army Corps of Engineers’ (USACE) Hydraulic Engineering Center River Analysis System (HEC-RAS) software, HDR will review, update, and implement proposed changes to the floodplain geometry identified in the value analysis recommendations, in the pseudo-steady-state 2D model previously developed for the Project. The results will be included in the updated Floodplain Evaluation Report, which will include the technical information for the Location Hydraulic Study and Floodplain Evaluation Report Summary forms, to document the investigation and determine the specific impacts on the floodplain and necessary avoidance, minimization, and/or mitigation measures.

Our scope assumes two rounds of comments from the City and Caltrans prior to finalizing the Floodplain Evaluation Report.

TASK 5.3 DELIVERABLES
> Draft and Final Updated Floodplain Evaluation Report (PDF) TASK 5.4 - DRAINAGE IMPACT STUDY REPORT
HDR will conduct a preliminary Drainage Impact Study to identify appropriate drainage design criteria and determine existing hydrology and drainage systems within the Project area. The impact of the Project improvements will be documented, and recommendations for conceptual drainage improvements will be included in a technical report. A planning-level cost estimate for drainage improvements will also be included in the report.

Our scope assumes two rounds of comments from the City
Caltrans prior to finalizing the Drainage Impact Study Report.

TASK 5.4 DELIVERABLES
> Draft and Final Drainage Impact Study Report (PDF)
TASK 5.5 - PRELIMINARY FLOODPLAIN AND BRIDGE

DESIGN HYDRAULIC STUDY
Using the hydraulic modeling developed for the Project’s Location Hydraulic Study, HDR will perform a hydraulic analysis to determine the design flow characteristics for the Project site, including limits and water surface profiles through the study area for the base flood and design flood. It is our understanding that as part of the Prado Creek Bridge project, San Luis Obispo Creek will likely be regraded. Our analysis will include the regrading of the creek based on the City provided grading surface. A bridge scour analysis will be completed to determine the scour potential according to the methodology specified in the Federal Highway Administration’s (FHWA) HEC-18 and HEC-20 manuals. The team will work to determine what, if any, scour countermeasures as necessary for the proposed improvements per the FHWA HEC-23 and Caltrans’ Highway Design Manual (HDM). HDR will model up to three (3) alternatives.

TASK 5.5 DELIVERABLES:
> Preliminary Floodplain and Bridge Design Hydraulic Study Report (PDF)
TASK 5.6 - PRELIMINARY STORMWATER DATA REPORT
A Preliminary Stormwater Data Report will be prepared
summarizing the Project impacts on water quality, general Project features, and recommended best management practices (BMPs).

We will utilize Caltrans’ standard checklists. Our team will propose conceptual Project features or BMPs that meet the criteria set by the Regional Water Quality Control Board (RWQCB) and Caltrans National Pollutant Discharge Elimination System (NPDES) Permit.

Additionally, the need for erosion-control measures will be addressed.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 72 Detailed Scope
HDR will prepare a Stormwater Control Plan in accordance with the City’s stormwater requirements, and will use the Stormwater Control Plan template available from the City’s website. The Stormwater Control Plan will be included as an attachment to the Preliminary Stormwater Data Report.

TASK 5.6 DELIVERABLES:
> Preliminary Stormwater Data Report (PDF)
TASK 5.7 - WATER QUALITY ASSESSMENT REPORT
To provide the existing physical and regulatory environment information for water quality, HDR will 1) identify and describe the current and upcoming laws that relate to water quality; 2) describe the beneficial uses as detailed by the RWQCB Basin Plan for potentially affected waters; 3) discuss water quality objectives for potentially affected waters; 4) list potential sources of pollutants, existing water quality of the receiving water bodies, i.e., Total Maximum Daily Loads (TMDLs) or 303(d) impaired water bodies listed; and 5) describe the watershed, existing drainage, and hydrologic conditions. We will evaluate the water quality impacts for each proposed alternative and recommend possible BMPs or Project features to address water quality issues. HDR will document our findings in a technical report.

Our scope assumes two rounds of comments from the City and Caltrans prior to finalizing the Water Quality Assessment Report.

TASK 5.7 DELIVERABLES:
> Draft and Final Water Quality Assessment Report (PDF) TASK 5.8 - RIGHT OF WAY NEEDS DETERMINATION
Based on the approved 50% plans for the preferred alternative, Consor will finalize the right-of-way needs determination. This document will include APNs, Ownership of Parcel, and Areas of temporary and permanent right-of- way needs for the project.

This information will be presented in a graphic format with the information clearly summarized in a table (excel format).

TASK 5.8 DELIVERABLES:
> Exhibit Strip Map showing areas to be acquired
> Excel spreadsheet listing APN, Owner, and area required TASK 5.9 - RIGHT OF WAY ESTIMATING
Hamner, Jewell & Associates (HJA) will be supporting the Consor team for right-of-way support. HJA prepared Right-of-Way Data sheets as part of the PA&ED phase for the project. During this phase HJA will update the Right-of-Way Data sheets with current property values and updated right-of-way take areas, including updated utility relocation costs for the preferred alternative.

TASK 5.9 DELIVERABLES:
> Updated Right-of-Way data sheets for preferred alternative (PDF)
TASK 5.10 - ENVIRONMENTAL PERMIT AND

MONITORING MEMORANDUM
The Consor team includes Rincon as our lead for environmental permitting and monitoring. An Environmental Permitting
Memorandum will be prepared that will identify the regulatory permits required for the project as well as list applicable measures to avoid and/or minimize environmental impacts, including how implementation of measures, best management practices (BMPs), and compensatory mitigation will be monitored before, during, and/or after construction. We assume that a Lake or Streambed Alteration Agreement (LSAA) from the California Department of Fish and Wildlife (CDFW) and a Waste Discharge Requirements (WDRs) Permit from the Regional Water Quality Control Board (RWQCB) will be required, based on our understanding of the project and its associated environmental documentation.

The administrative draft Environmental Permitting Memo will be submitted to the City for preliminary review and revised in response to up to two rounds of consolidated comments.

TASK 5.10 DELIVERABLES:
> Administrative Draft, Draft, and Final Environmental Permitting Memorandum (PDF)
Task 6.0 - Value Analysis
At the end of the PA&ED phase, the City conducted a hybrid Value Analysis that looked at six improvements to be considered in the next phase of work (five were determined to be viable). The focus of the previous work was to reduce the overall cost of the improvements. During this task, the Consor team will review the five viable improvements. Our team recommends we revalidate the design criteria and concepts considered in the previous phase. In addition, to the five improvements, our team suggests addressing the following elements that were not considered in the previous phase:
> Revalidate traffic analysis (Optional Task)
> Reducing the width of the overcrossing structure
> Fine tuning the limits and impacts to the floodplain by shortening the elevated portion of the project and the use of retaining walls with culvert openings
> Location of stormwater treatment facilities, including maintenance
> Roadway drainage – City drainage versus Caltrans drainage US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 73 Detailed Scope
> Relocation of wet utilities – water and recycled water lines > Use of sustainable materials, such as “Green” concrete > Determination of appropriate sustainable rating program to utilize
> Review best practices for area underneath the elevated structures
TASK 6.1 - DRAFT VALUE ANALYSIS REPORT
The Consor team will prepare a draft report that addresses the five design items previously discussed and the items listed above that the team, the City and Caltrans agrees should be addressed.

The aesthetics for the Prado Road corridor will be developed in Task 7.0. These elements will be summarized in the Draft Value Analysis Report. The Draft report will document the process and decisions made during our Design Charrette meetings. Cost estimates will be summarized in the report. The Draft report will be prepared after the preferred alternative is chosen.

Task 6.1.1 - Design Charrettes (City and Caltrans)
The Consor Project Manager, Deputy Project Manager, Bridge and Roadway Project Engineers, Landscape Architect and Brian Ray will lead three (3) design charrettes with the City and Caltrans.

The focus of the first design charrette will be to discuss and prioritize the potential improvements to be reviewed as part of the Value Analysis or revalidation process. The next two meetings will concentrate on the specific project improvements and the design team’s solutions to the concerns raised during the first meeting. In addition to the design charrette meetings, our Wet Utilities team will meet twice (2) with City utility staff to discuss the needs of the Wet Utilities within the project limits.

Task 6.1.2 - Conceptual Roll Map/Bridge Advance Plans
The Consor team will prepare a Conceptual Roll Map and Bridge Advance Plans of Alternative 3A to our first design charrette meeting as a starting point for the Validation Analysis. We will prepare two (2) conceptual plans and Bridge APS for the second meeting with the goal of gathering comments from the City and Caltrans. The goal for the third meeting would be to prepare two (2) conceptual plans and bridge APS and drill down in on the preferred concept.

Task 6.1.3 - Renderings of Preferred Alternative
After the third design charrette the design team will have a preferred alternative that incorporates those elements and revisions that the design team, City and Caltrans agree should be the basis for the preparation of the 50% Plans. The design team will create a 3-D model that will be rendered and colored.

The rendering will be provided to the City and Caltrans for comment. We can provide the rendering as a roll map and/or as an electronic file format.

Task 6.1.4 - Cost Estimates
Understanding the costs associated with the options being explored during this task will be vital to making informed decisions. The team will prepare planning level (11 page estimate) cost estimates for each alternative. The estimate will be broken down to provide the City and Caltrans the cost for each element.

We will prepare a total of six (6) estimates – one for Alternative 3A, two for each of the conceptual plans presented at the design charrettes and a final cost estimate for the preferred alternative.

TASK 6.1 DELIVERABLES:
> Draft Value Analysis Report (PDF)
> Attendance, agenda, and meeting notes for three (3) design charrettes (in person)
> Conceptual Roll Plans (4 Alternatives) (PDF)
> Bridge Advance Planning Studies (4 Alternatives) (PDF) > 3 dimensional model of preferred alternative (PDF or
Electronic)
> Planning level cost estimates (total 6) (PDF)
TASK 6.2 - FINAL VALUE ANALYSIS REPORT
We will address two rounds of consolidated comments from the City and Caltrans on the Draft Report and incorporate, as appropriate, into the Final Value Analysis Report.. A comment form will be prepared and submitted. The comment form will document the comment, response, and any further explanation as necessary.

TASK 6.2 DELIVERABLES:
> Draft Final and Final Value Analysis Report (PDF)
TASK 6.3 - VALIDATION OF TRAFFIC ANALYSIS
(OPTIONAL)
This task is optional. The Consor team would encourage the City to consider a revalidation of the traffic analysis that was completed as part of the PID and PA&ED phases. We are not proposing to reanalyze all the intersections the original traffic study included. With the age of the traffic counts and the fact that they were done pre-pandemic, our team is suggesting updated traffic counts, an updated forecast model, and a future project compatibility. It is critical that the entire team is assured that the preferred alternative geometrics are still valid. This work will be led by DKS with support from Consor.

Task 6.3.1 - Update Traffic Counts and TOAR Volume Set
Comparison
This task is meant to determine the effects travel demand changes related to the COVID-19 pandemic and subsequent increase in work from home activity as well as traffic generated from recent development in the vicinity of the project (San Luis US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 74 Detailed Scope
Ranch development) since the 2019 TOAR counts were collected.

As part of this task, DKS will review up to 15 intersections including locations along Prado Road, South Higuera Street, Madonna Road, Los Osos Valley Road, and Froom Ranch Way as appropriate based on recent developments and targeted local intersections of concern for the City. To the greatest extent possible, DKS will use counts from the City of San Luis Obispo’s count program, but our scope and fee includes the need for new counts at all study locations. Our team will also utilize available Caltrans PeMS stations to compare volume changes on US 101 between 2019 and 2024. This analysis is focused on operations and thus daily counts have not been included in this scope.

This analysis will be focused on direct volume comparisons during the AM and PM peak hours to help determine if there are any opportunities in the Value Analysis Investigation in Phase I.

A ground truth of current traffic numbers will help inform the team’s decision-making process and may be potentially useful in supporting grant applications.

Our team will meet virtually with the City and Caltrans to discuss count locations and another time to discuss and review our findings.

Task 6.3.2 - Revalidation Assessment
Depending on the results of the Updated Traffic Counts and TOAR Volume Set Comparison, there may be a need to reanalyze the traffic operations previously reviewed in the TOAR.

This can include intersection operations and freeway mergediverge analysis. This analysis is not intended to reopen the environmental analysis and it is strictly meant to determine if the new base year traffic volumes would result in different needs for the interchange. This analysis will make adjustments to the 2050 design year volume set developed for the TOAR amendment based on the newly collected counts. No new forecasting will be conducted as part of this task.

Our team will reanalyze existing conditions and design year traffic operations to determine if there have been any significant changes to the facility sizing needs based on five years of traffic growth since the previous analysis was initiated. This analysis may also include some limited analysis of additional intersections which were not included in the 2023 TOAR Addendum (e.g. intersections along Froom Ranch Road which did not previously exist) based on City input and the locations collected in the previous task. This task assumes that all Synchro, HCS, Sidra, and Travel Demand model output files produced by GHD for the TOAR will be made available for use for this analysis.

Our scope includes three virtual meetings; one to discuss the revalidation needs, one to coordinate with GHD on file transfer needs, and one to review our findings.

Task 6.3.3 - Future Compatibility Assessment
This task will take the work of the previous two tasks one step further and evaluate the traffic compatibility of the proposed interchange design with the previously considered options for providing ramps to and/or from US 101 southbound.

Prior planning documents identified a need for access to the southbound freeway at Prado Road to relieve traffic stress off Madonna Road and Los Osos Valley Road. This task will re-analyze the interchange with up to two southbound ramp configurations to determine if the currently proposed design is compatible with potential future needs. This analysis will be focused on ultimate roadway sizing needs, intersection spacing, traffic operations, and queueing which may result from the addition southbound US 101 access.

This work will inform the Value Analysis Investigation to ensure that the interchange as proposed does not preclude the ability to address potential future traffic needs. The southbound ramp options were not analyzed in the TOAR and this analysis is meant to determine if the additional southbound freeway access may be warranted before the project design year. This analysis assumes using the analysis files obtained as part of previous task as a starting point for analysis. New forecasts will be developed as part of this task to include the southbound ramp access as well as any additional land uses near the interchange which may not have been previously considered. This task is not meant to be used for final concept development or environmental clearance for the southbound freeway access. This analysis is specifically meant to determine if there are any modifications to the currently proposed design which would allow for this future option and how likely it is that this option will be needed by the design year. If the southbound ramps are found to not be needed, this report could also help inform which aspects of the design could be modified to save on cost for not needing to account for this additional infrastructure.

Our scope includes four virtual meetings; one to discuss alternatives for evaluation, one to discuss preliminary results, and two to discuss comments and review final results.

TASK 6.3 (OPTIONAL) DELIVERABLES:
> Updated 2024 traffic count sheets
> Draft and Final Memorandum of Findings – comparing
previous 2019 counts with the 2024 counts
> Draft and Final Memorandum summarizing the revised existing conditions and design year analysis
> Draft and Final Report summarizing the findings of the FCA US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 75 Detailed Scope
TASK 6.4 - LEED/ENVISION MEMORANDUM OF

FEASIBILITY
During the Public Meeting for Phase I, our team will discuss ways to incorporate sustainable elements into the project and reduce greenhouse gas emissions during construction. This collaborative effort with the City, Caltrans, and the public will help define and establish sustainability goals, priorities, preferred alternatives, and develop feasible designs for the project. A pre-assessment checklist will be used to quickly compare project alternatives before key project decisions have been finalized. Establishing goals and priorities will help determine which sustainability rating system(s) would be appropriate to select for this project, and that will be further developed in Phase II.

After the public meeting, and the development of the preassessment checklist, our team will prepare a Memorandum to discuss the feasibility of incorporating these elements, recommend the most applicable sustainability rating system, likelihood of obtaining certification from the program and our team’s recommendation for Phase II.

TASK 6.4 DELIVERABLES:
> Administrative Draft and Draft LEED/Envision Memorandum (PDF)
TASK 6.5 - SUSTAINABILITY MEMORANDUM
The Consor team will prepare a Sustainability Memorandum that describes material types, construction techniques, traffic control, and other methods to reduce greenhouse gas (GHG) emissions and limit environmental impact during construction.

The Sustainability Memo will incorporate required mitigation measures identified in the January 2023 Initial Study – Mitigated Negative Declaration (IS-MND) for the US 101/Prado Road Interchange Project, the project’s adopted Mitigation Monitoring and Reporting Program and Environmental Commitments Record, BMPs from Caltrans’ GHG Reduction Measures Toolbox (June 2021), and any applicable conditions of approval from the City of San Luis Obispo and Caltrans.

The Sustainability Memo will list applicable methods to limit environmental impacts, including how implementation of
mitigation, conditions, and BMPs will be monitored during construction. The administrative draft Sustainability Memo will be submitted to the City for preliminary review and revised in response to one round of comments as part of Phase I.

Subsequent revisions will be addressed in Phase II.

TASK 6.5 DELIVERABLES:
> Administrative Draft and Draft Sustainability Memorandum (PDF)
Task 7.0 - Schematic Aesthetic Development
Apexx will lead the development of the aesthetic features for the Prado Road corridor. Consor and Wallace Group’s landscaping team will be assisting Apexx in this effort.

TASK 7.1 - DEVELOP RENDERINGS (3 CONCEPTS):

BRIDGE, ROADWAY, SIGNAGE, LANDSCAPE
Prior to developing the conceptual renderings, our team will meet with the City and Caltrans (including Caltrans Landscape Architectural Functional Unit) to brainstorm ideas for possible themes and aesthetic treatments for the bridge and retaining structures and railings, roadway enhancements including bicycle, pedestrian, and median hardscape/landscape treatments, plant palettes and locations, and lighting. This meeting will help set the vision for the corridor. After meeting with the City and Caltrans, the team will create three (3) concept alternatives based on the City and Caltrans direction with input from the design team. One of the concepts will be Alternative 3A as discussed in the Project Understanding and Approach. The development of the renderings will include:
> Creating a digital 3D model of surrounding site for rendering purposes.
> Creating conceptual designs of railings, abutment, piers, lighting, superstructure type, texture, and color.
> Producing renderings showcasing each alternative for team discussion during progress meetings. Renderings will be provided in JPEG, PNG, or PDF format at a resolution equal to 24”x36” at 300 DPI. All renderings and 3D modeling will be developed in Revit.

These renderings will be presented to the public for review and comment during the Public Meeting identified in Task 1.0. The team will utilize diagrams, renderings, animations, and drawings to illustrate the concepts to the public and solicit comments and feedback for a preferred option or direction.

TASK 7.2 - MEETING - CITY AND CALTRANS
The team will meet with representatives from the City and Caltrans after the draft renderings have been developed to gather input and consensus. We assumed two virtual meetings will be required to achieve consensus.

TASK 7.3 - DRAFT AESTHETIC REPORT
The aesthetic theme for the corridor will be documented in an Aesthetic Report. The report will document the process the team followed, and the decisions made and agreed upon by the team, the City and Caltrans. Feedback received from the public will also be documented in the report. The draft renderings will be included, as well as an estimate of the construction costs associated with the aesthetic treatments.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 76 Detailed Scope
TASK 7 DELIVERABLES:
> Attendance, Agenda, and Meeting Notes at Pre-rendering virtual meeting with City and Caltrans
> Draft 3D renderings for three (3) concepts
> Attendance, Agenda, and Meeting Notes for two virtual (2) meetings with City and Caltrans
> Draft Aesthetics Report (PDF)
Task 8.0 – Bridge Type Selection
TASK 8.1 – PRE-TYPE SELECTION SUBMITTAL TO OSFP
Four weeks prior to submitting the draft Type Selection Report, Consor will prepare a Bridge Site Data Submittal Package (BSDS) and submit along with the Foundation Boring Plan and Draft Bridge Design Hydraulics Report to Caltrans according to the Office of Special Funded Project (OSFP) Guide.

TASK 8.2 – TYPE SELECTION REPORT
Consor will prepare a Type Selection Report for the bridge and retaining wall structures associated with the new Prado Road Interchange. It is assumed one comprehensive report will be developed to include all the structures.

The Type Selection Report will contain a General Plan, a General Plan Estimate, a draft Foundation Plan for each alternative for the structure, along with a memorandum addressing geotechnical, aesthetic, environmental and cost issues as outlined in the OSFP Memo 4-2 and Caltrans Memos to Designers 1-29. A structures type recommendation will be included in the report. It is assumed no more than two alternatives will be investigated. The bridge structure types assumed to be evaluated include cast-in-place post-tensioned concrete box girder and precast prestressed concrete wide flange girder. Retaining wall structure types assumed to be evaluated include Caltrans Standard Type 1 and Mechanically Stabilized Embankment.

For each bridge alternative evaluated, consideration shall be given to structure depths, clearance over US 101,
falsework requirements, slope stability (abutments), and constructability. The structure foundations shall be discussed with the geotechnical engineer to determine foundation type.

The evaluation shall identify traffic handling and falsework assumptions (as required). Any required construction staging and the dimension of any required falsework openings will be shown on the General Plan. The choice of structure type shall be based on criteria outlined in Caltrans Bridge Design Aids and Memo to Designers. Estimates will be prepared for all alternatives and will be included in the Report. The following shall be indicated on the General Plan:
> Structure length, width, depth, and type
> Railing, including temporary K-rail
> Stage construction information, as required
> Type of foundation assumed
> Falsework assumptions if required
> Aesthetic requirements which affect cost of structure > Roadway widths
> Estimated construction costs
TASK 8.3 – DRAFT TYPE SELECTION REPORT SUBMITTAL

TO CITY
Consor will submit the Draft Type Selection Report including attachments to the City for review and comment.

TASK 8.4 –TYPE SELECTION REPORT SUBMITTAL TO

CALTRANS & TYPE SELECTION MEETING
Upon receiving approval from the City on the Type Selection Report, Consor will submit the report to Caltrans in order to schedule a Type Selection Meeting as per the guidelines outlined in the OSFP Guidelines. Consor will present the structure at a Type selection Meeting. The Project Manager, Deputy Project Manager, Bridge Project Engineer will attend the Type Selection meeting in person. The Project Geotechnical and Hydraulics Engineers will attend virtually.

After receiving all comments from the meeting, Consor will revise the General Plans and General Plan Estimates for Structure and walls as well as the Type Selection Report.

TASK 8 DELIVERABLES:
> Pre-Type Selection Submittal to OSFP including BSDS, draft Foundation Boring Plan, & draft Hydraulics Report
> Draft Type Selection Report to City
> Final Draft Type Selection Report to City
> Draft Type Selection Report to Caltrans
> Schedule, prepare, attend Type Selection Meeting with Caltrans
> Finalize Type Selection Meeting Notes
> Finalize Type Selection Report and submit to City and Caltrans Task 9.0 - Public Outreach - Phase I
Verdin Marketing will be leading the Consor team’s Public Outreach efforts for the Prado Road Interchange project. The team will work with the City to tailor a Communications Plan to achieve the City’s goals for communicating with the Public.

As part of this task, the team will hold an immersion session with the City, SLOCOG, and Caltrans to discuss the needs and deliverables, determine metrics, and gather input to inform the Communications Plan .

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 77 Detailed Scope
A project-specific Communications Plan for Phase I and II will be prepared as part of this task. The Communication Plan will be submitted to the City for their review and approval before finalizing.

Verdin will update the City’s existing Prado Interchange illustration, Fact Sheet and FAQs based on the Consor design team’s proposed modifications, with City and Caltrans
concurrence.

Talking points for key staff to respond to questions from the media and the public will be developed as part of this task.

TASK 9.1 - PUBLIC MEETING - VA RECOMMENDATIONS
This task includes Verdin’s support of the design team’s Public Meeting. Attendance and preparation for the public meeting for the technical design team is included in Task 1.0 for Phase I. As part of this task, Verdin will complete the following:

Announcement, coordination and facilitation of one public meeting to present the recommendations of the Value Analysis task to the public. This effort includes:
> One press release and media outreach to get coverage before and after public meeting
> Utilizing the City’s email program, send a branded email to residents and businesses
> Creation of signage, comment cards, updates to fact sheet/ FAQs. Printing not included.
> Presentation and display coordination for the meeting > Coordination and facilitation of public meeting to present the findings of the Value Analysis. Our team recommends that the public meeting be held at the City Corp Yard on Prado Rd.

TASK 9.2 - MEETING MINUTES AND COMMENT MATRIX
After the Public Meeting, Verdin and the design team will follow up with a meeting report with a summary of public engagement and comments/questions, the creation of a database for future outreach, and suggestions for project refinements based on public input.

As an option, the team can videotape the public meeting for posting on the City’s Prado Interchange website to ensure information and ability to comment is inclusive of all audiences.

TASK 9.3 - LOCAL RESIDENCE OUTREACH - MASS
MAILERS (2)
Our team envisions that one mailer to all residents and businesses within the immediate area (anticipated to be a .5 mi radius from US 101/Prado interchange site, to include San Luis Ranch neighborhood and Madonna Plaza on west side of US 101, and businesses/residents at So. Higuera and Prado on east side of US 101) announcing the upcoming Public Meeting. Our scope assumes the City will print and mail the mailer.

A second mass mailer could either be specific to businesses in the area with a business focused Fact Sheet. Alternatively, the second mass mailer could be a recap and a link to view meeting (if the City authorizes the videotaping of the meeting). The mailer would be sent to the same audience that received the public meeting announcement. Our scope assumes the City would print and mail the mailer.

TASK 9.4 - PRESS RELEASES (3)
One press release would be prepared to get coverage for the Public Meeting to discuss the Value Analysis findings. A second press release would be prepared as a recap of the public meeting, and a third would be prepared to announce a planned event or as story generation, as appropriate.

TASK 9.5 - MEDIA MANAGEMENT
Our team recommends providing an outreach to the media at the start of the project to inform them of the project timeline, scope and plans to ensure channels of communication remain open.

It is recommended that the media be updated regularly; Verdin is also available to develop additional press releases and media relations for unplanned eventualities where media and public information is needed. Depending on the amount and level of effort additional scope may be required.

TASK 9.6 - CITY OF SLO WEBPAGE MONTHLY UPDATES
The team will provide monthly updates to the City’s Prado Road Interchange Project webpage. The existing webpage is housed on the City’s website with general information on the project.

We will start by updating the current illustration, Fact Sheet, and FAQ’s, and noting the updated project timeline and public meeting dates and information. It is assumed that 12 updates will be completed during Phase I.

TASK 9.7 - PROJECT BOARDS FOR OUTREACH MEETINGS
(3 EVENTS, 4 BOARDS EACH)
The Consor team will provide project boards showing renderings of the proposed project improvements, including aesthetic treatments, landscaping (planting palettes), and hardscape options. The boards can also include project timelines, extents of flooding, location of stormwater quality/treatment areas, and utility relocations. It is anticipated that the aesthetic content for these boards or other media will be similar to those created as part of Task 7.0.

These boards/graphics/renderings will be prepared to support the public meeting and two other events like Farmer’s Market or placement at City offices.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 78 Detailed Scope
Our scope includes the development, printing and mounting of four boards for three separate events. It also assumes that at least two of the boards will be reused at the three events for a total of eight boards.

TASK 9 DELIVERABLES:
> Final Phase I Communications Plan
> Draft Phase II Communications Plan
> Updated Prado Interchange Illustration, Fact Sheet, FAQs > Talking points for Key Staff
> Attendance at Public Meeting (Verdin only)
> Public Meeting Report (PDF), including comment matrix > Two mass mailers (PDF) - City to print and mail
> Three press releases
> Twelve (12) City of SLO Prado Road Interchange Project webpage updates
> Eight (8) project information boards/graphics/renderings Task 10.0 - Advisory Body Assistance
The Prado Road Interchange is a significant project for the San Luis Obispo community. Therefore, as the design progresses it is important to check in with City advisory bodies to inform them of the progress and provide them with the opportunity to provide input. During this Task, the Consor team will attend meetings, provide preparation sessions with staff, provide technical content for staff reports, and support City staff. Our scope assumes that the team will attend four (4) Advisory Body meetings. The renderings, conceptual exhibits, and technical content will be developed in various other Tasks in Phase I.

TASK 10.1 - ATTEND FOUR (4) MEETINGS IN PERSON
The Consor Project Manager, Deputy Project Manager, Bridge Project Engineer will be in attendance at four Advisory Body meetings throughout Phase I. The Advisory Bodies could be Planning Commission (PC), Architectural Review Committee (ARC), Chamber of Commerce, Downtown SLO, or the City Council.

TASK 10.2 - LEAD PREP MEETINGS WITH STAFF (8)
Team preparation is important for presentations at committee meetings. The Consor team will lead preparation meetings with City and Caltrans staff prior to committee or council meetings.

These meetings will be virtual. We will attend two preparation meetings for each of the four (4) meetings. The meetings will focus on walking through the presentation and discuss questions and issues that could be raised and our team’s responses.

TASK 10.3 - PREPARE TECHNICAL CONTENT FOR STAFF
REPORTS (4)
The Consor team will provide technical content for the City led staff reports for the Advisory Body meetings. The technical content will focus on project schedule, project costs, design decisions, aesthetic features, project layout, planting palettes, landscape and hardscape elements, bike and pedestrian features.

Our team will provide renderings and conceptual plans prepared in previous tasks.

TASK 10.4 - COMMENT RESPONSE TO EACH MEETING (4)
Our goal in attending the Advisory Body meetings will be to answer questions from the committee members. However, there could be some comments or questions that cannot be effectively answered without additional analysis. Our team will document comments, questions and requests made during the meetings.

We will prepare a memorandum documenting the comments and our team’s responses to those comments. In the memorandum, our team will identify requests that can be incorporated within the scope and fee and those elements that will necessitate a scope and fee revision.

TASK 10 DELIVERABLES:
> Attendance at four (4) Advisory Body Meetings (in person) > Preparation and Attendance at a total of eight (8) preparation meetings for Advisory Body meetings (virtual)
> Technical Content for four (4) staff reports (Word)
> Preparation of four (4) comment response memorandums
(PDF)
Task 11.0 - 50% Submittal
The 50% Submittal will be based on the preferred alternative determined from the Value Analysis. For scoping purposes, we have assumed that Alternative 3A is the preferred alternative. Our team will advance the conceptual drawings to a 50% level.

TASK 11.1 - 50% ROADWAY, SIGNAL, AND LIGHTING
PLANS
The 50% plans will include the following sheets:
> Horizontal Alignment
> Vertical Alignment
> Preliminary Right-of-Way
> Preliminary Drainage Design Concept
> Preliminary Storm Water Temporary/Permanent Treatment Concept
> Preliminary Traffic Handling/Stage Construction Plan
> Preliminary Landscape Concept Plan
> Preliminary Signal and Lighting
The 50% plans will be prepared in English units and will follow City and Caltrans standards. The design detailed on the plans will address horizontal and vertical alignment, ADA compliance, limits of cut and fill, right-of-way limits (existing and proposed), utilities, proposed drainage, traffic signals, and lighting, traffic handling/ stage construction.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 79 Detailed Scope
TASK 11.2 - 50% STRUCTURE PLANS
The General Plans for the three bridges (Prado Mainline Bridge, Northbound off-ramp, and Northbound on-ramp) will be updated to include comments received through the Type Selection process. General Plans will be updated and finalized for retaining walls for the preferred wall type based on the approved Type Selection Report. Preliminary foundation sizes, locations, and depths will be determined. We anticipate the following sheets will be prepared for the 50% submittal:

Prado Road Mainline Bridge Sheets
> General Plan (1)
> Structure Plan (2)
> Foundation Plan (2)
> Abutment Layouts (2)
> Abutment Details (2)
> Retaining Wall Layout (4)
> Bent Layouts (3)
> Bent Details (2)
> Typical Section (2)
> Girder Layout (3)
> Barrier Details (1)
Prado Road/US 101 Off-Ramp Bridge Sheets
> General Plan (1)
> Foundation Plan (1)
> Abutment Layouts (1)
> Abutment Details (1)
> Retaining Wall Layout (2)
> Retaining Wall Details (1)
> Bent Layouts (2)
> Bent Details (2)
> Typical Section (1)
> Girder Layout (1)
> Barrier Details (1)
Prado Road/US 101 On-Ramp Bridge Sheets
> General Plan (1)
> Foundation Plan (1)
> Abutment Layouts (1)
> Abutment Details (1)
> Retaining Wall Layout (2)
> Retaining Wall Details (1)
> Bent Layouts (2)
> Bent Details (2)
> Typical Section (1)
> Girder Layout (1)
> Barrier Details (1)
TASK 11.3 - 50% DRAINAGE AND STORMWATER PLANS
Preliminary Stormwater Treatment Design and Water Pollution Control Design will be included. Plan sheets showing the type, size and location of the Stormwater Treatment elements will be shown as part of the 50% plans. The preliminary layout of the roadway drainage system will be shown on the 50% plans. Initial pipe locations and pipes will be delineated on the plans.

TASK 11.4 - 50% LANDSCAPE PLANS
Based on the design criteria and concept approved in during the Value Analysis and Design Charrettes, we will prepare preliminary planting and irrigation plans in general conformance to City, and Caltrans standards. Planting Plans will provide plant schedule, planting types, sizes, quantities, and locations. A draft Tree Protection and Replacement Plan will be prepared for review and approval. Preliminary erosion control hydroseed mix designs and notes will be developed for use in the erosion control plans.

Irrigation plans will provide the irrigation mainline and equipment types but will not include valve layout and water demand calculations at this level of design.

TASK 11.5 - 50% WET UTILITY PLANS
The Consor team has assumed the Sewer Main will be relocated to follow the new Elks Lane and the Water Main will also be relocated. This scope may be revised depending on the outcome of the Value Analysis and Utility Meetings with City Staff. The 50% plans will include Plan and Profile sheets for the Sewer Main and Water Main relocations.

TASK 11.6 - ENGINEER’S ESTIMATE
A preliminary Engineer’s Opinion of Probable Construction Cost will be prepared based on the 50% plans. Preliminary quantities will be taken. A contingency of 25% and an escalation of 5% per year will be utilized. Relevant unit bid information will be acquired from Caltrans “As-Bid” databases and adjusted as deemed appropriate to better represent anticipated project costs.

TASK 11.7 - MEETINGS WITH 3RD PARTY REVIEWER
The City will be contracting separately with a 3rd party to review the 50% submittal. Our team will meet virtually with the 3rd party reviewers and the City to review the submittal and subsequent comments. We envision the first meeting will be a walk-through of the prepared plans, including discussing assumptions and design decisions agreed on. The second meeting will focus on a review of the comments provided and our team’s responses. The third meeting will be prior to our final 50% submittal to discuss the 3rd party’s final comments and how our team will address those comments. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 80 Detailed Scope
TASK 11.8 - RESPONSE TO COMMENTS (2)
A Draft 50% Submittal will be made to the City and Caltrans for their review. Our team has assumed we will receive consolidated comments. We will address these comments and submit a Draft Final 50% submittal, which will be reviewed. Upon receiving the second set of consolidated comments, the team will address the applicable comments and submit a Final 50% submittal. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 11 DELIVERABLES:
> Draft, Draft Final, and Final 50% Plans (PDF)
> Engineer’s Opinion of Probably Construction Cost (PDF, Excel) > Attendance at three (3) plan review meetings (virtual) > Two (2) Comment Tracking Matrices (PDF, Excel or Word) Task 12.0 - Phase I Finalization
TASK 12.1 - SCOPING DOCUMENT - PHASE I
At the conclusion of Phase I, the team will prepare a technical memorandum summarizing the design criteria for the project, a list of design exceptions, not already identified previously, findings and decisions made during the Value Analysis,
Geotechnical findings, Stormwater and Drainage design decisions, wet utility relocations, recap of Public Meeting and Advisory Body comments, and recommendations for LEED/Envision and Sustainability improvements to be incorporated into the project.

This document will serve as the basis for the Scope of Work for Phase II.

TASK 12.2 - PHASE II SCOPE, SCHEDULE, FEE
Upon completion of the Scoping Document Memorandum, the Consor team with the City and Caltrans input, will review the Scope, Schedule and Fee for Phase II. We will work with the team to revise to our original scope, including deliverables and provide it to the City for their review and approval. Once the revised scope has been approved, the fee will be modified to match the approved scope of work. A schedule will be prepared for Phase II during this task.

TASK 12 DELIVERABLES:
> Phase I Scoping Document Memorandum (PDF)
> Draft and Final Scope of Work, Schedule and Fee (Phase II)

PHASE II - PS&E DEVELOPMENT
The following scope for Phase II is based on Consor’s Alternative 3A being the preferred alternative. At the conclusion of Phase I, the scope for Phase II will be updated accordingly.

Task 13.0 - Project Management and Meetings
- Phase II
TASK 13.1 - PROJECT MANAGEMENT
Consor will perform the activities necessary to plan, direct, and coordinate the work on this phase of the project. Consor will provide project management for each task for the entire duration of the agreed upon schedule. Consor assumes the duration of work for Phase II will not exceed 36 months.

Consor will submit monthly progress reports outlining all activities for which expenses are submitted. All activities will be itemized by task and will be consistent with the agreed upon Scope of Services. Progress Reports will include the following:
> Status of work completed to date
> Expense allocation by task
> Work anticipated to be completed in the next reporting period > Identification of project issues, actions to resolve those issues, and the responsible party to drive resolution
Project Correspondence and Project Files: All correspondence by and between Consor, the City, other agencies and parties will be recorded and filed for complete record keeping. Meeting notes, telephone record logs, incoming/outgoing correspondence, and all deliverables will be logged and filed. Any outside correspondence will be coordinated with and approved by the City’s project manager. Project files will comply with the Caltrans uniform filing system as outlined in the Project Development Procedures Manual: This will facilitate transmitting the Project History File to the City during the future close out phase of the project. Consor will provide weekly updates on progress to the City Project Manager. These updates will take the form of either e-mails or virtual meetings depending on the need for information.

Design Decision Log: Consor will disseminate up-to-date information to the project team at the PDT meetings. A Design Decision log will be prepared for items such as requests for information, documentation of decisions made as the project progresses in development, and deliverable status.

Caltrans Quantitative Risk Register: Throughout the project development process the Consor team will maintain a risk register that complies with Caltrans latest guidance.

TASK 13.2 - CLIENT FOCUS MEETINGS
Consor assumes monthly technical coordination meetings will be needed with the City and other outside agencies for a total of thirty-six (36) meetings. These meetings will focus on project status updates, items requiring City input and direction. We have assumed that these meetings will be held virtually.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 81 Detailed Scope
TASK 13.3 - PDT/COORDINATION MEETINGS (CALTRANS)
(15)
PDT meetings will be scheduled every other month and held via telephone or video conference with the goal of keeping the project on track and to keep the City and Caltrans informed of the status of the project. Two of these meetings would focus on the coordination and review of the Caltrans permanent changeable message sign project. Consor assumes that PDT meetings will be one-hour in duration. This scope assumes a total of fifteen (15) PDT meetings.

TASK 13.4 - PROJECT SCHEDULE UPDATES
Consor will update a project schedule at major milestones and at least every six months. The schedule will be developed using MS Project. The schedule will indicate critical path activities and major milestone deliverables.

TASK 13.5 - CITY COUNCIL MEETING
The Consor team will attend one City Council meeting to present an update on the project. The Project Manager, Deputy Project Manager, Bridge Project Engineer, Roadway Project Engineer, and Bridge Architect will attend and present an update and project status to the Council. We anticipate that the meeting will focus on the corridor aesthetics, hardscape, landscape, overall look and feel of the improvements. In addition, we will provide an update to the project timeline and project costs. We will be available to answer the Council’s and public’s questions about the improvements.

It is assumed that the Consor team with the City will provide a short presentation to the City Council. Our team will take notes during the presentation and note action items and comments made.

TASK 13.6 - QA/QC
As required by the COOP Agreement between the City and
Caltrans a QMP must be prepared for each component phase, Consor will develop, establish, and keep updated a project specific Quality Management Plan (QMP) that will include procedures and timetables for conducting independent quality reviews for all reports, plans, estimates, and design documents.

A big part of our team’s QMP will be supplemented by Brian Ray of Sunrise Transportation Strategies. Brian will be providing his expertise to the roadway geometrics of the interchange. This will:
> Permit adherence to the QMP by both Consor and our
subconsultant team throughout the course of this phase of work
> Initiate and document quality reviews and address corrective actions
> Conduct quality audits to ensure quality control procedures are strictly followed and properly documented.
> Perform a thorough review and verification of corrections by an independent reviewer
TASK 13 DELIVERABLES:
> Attendance, Meeting Agendas and Notes for Client Focus Meetings (36)
> Attendance, Meeting Agendas and Notes for PDT Meetings (15)
> Design Decision Logs
> Updated Risk Register
> Monthly Progress Reports and Invoices
> Project Schedule (at milestone submittals and at least every 6 months) in Microsoft Project and PDF Format
> Attendance, presentation materials, and notes for one (1) City Council Meeting
> Project Correspondence
> Compliance Assistance as Needed
Task 14.0 - Grant Assistance (Phase II)
Grant support efforts during Phase II of the project development, assumed to be years 2 through 4, will comprise an annual update of the funding scan/funding strategy in which it will be amended to address changes to the mix of suitable programs as well as a reevaluation of the Project’s alignment with the funding program’s sought-after outcomes and merit criteria.

TASK 14.1 - YEARLY GRANT OPPORTUNITY/APPLICATION
MEMO
Each year AECOM will update the Grant Opportunity Memo and spreadsheet to include revisions to funding programs that are suitable for the project. The team will continue to meet with City, Caltrans and SLOCOG to review the latest funding scans and strategies. We have assumed three (3) virtual meetings as part of this task.

TASK 14.2 - GRANT APPLICATION ASSISTANCE
Additional grant application support during Phase II will be analogous to that performed in Phase I and it is assumed that one grant application will be developed each year for a total of three (3). Some core material from the first grant application can be repurposed across subsequent grant applications, though the application could vary significantly from previous if seeking funding for only specific components of the Project. Project positioning and supporting analytics will need to be updated for each application.

TASK 14 DELIVERABLES:
> Three (3) Grant Opportunity Memo (Word and Excel)
> Attendance at three (3) virtual meeting
> Three (3) Grant Applications (PDF)
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 82 Detailed Scope
Task 15.0 - Utility Coordination
Consor will provide utility coordination by working with the utility agencies identified in the survey mapping completed as part of Task 4 of Phase I of the project. Consor will coordinate potential utility relocations (underground, wet and dry utilities) needed to construct the project.

Consor will follow Caltrans Local Assistance Procedures Manual (LAPM) Chapter 14 guidelines to prepare a Utility Report of Investigation (Exhibit 14-E). The ROI package shall include:
> Color-coded plan showing existing and proposed right-of-way lines and existing and proposed utility facilities
> Utility Agreement per LAPM 14-B
> Reports of Investigation for each impacted utility requiring relocation submitted to the City and Caltrans prior to
requesting the utility to relocate
> A conflict map identifying impacted utilities
> Relocation plan prepared by the project engineer or Utility > Itemized estimate of City relocation costs
Per LAPM Chapter 14 requirements, the ROI will be submitted to Caltrans for approval prior to submitting the Right-of-Way certification.

TASK 15.1 - “A” LETTERS
Consor will prepare Utility Verification Letters (“A” Letters) for each of the identified utilities. The “A” Letters will notify the utility company of the project and project limits, schedule and expectations. A color-coded plan showing existing and proposed right-of-way lines and existing and proposed utility facilities with the project improvements shown will be attached to the “A” letters. We will also include a conflict map identifying impacted utilities. The “A” Letter will request as-built or Atlas maps for the impacted utilities and determination of prior rights.
“A” Letters can be provided to the City in MS Word format for placement on City Letterhead and signed by the City Project Manager and mailed, or Consor can place the letters on our letterhead and sign them. If the City chooses to sign the letters the contact information in the letter will be Consor’s Utility Task Lead.

TASK 15.2 - MEETINGS WITH AFFECTED UTILITIES (4
MEETINGS PER UTILITY, INCL CITY WET UTILITIES. 2 IN
PERSON, 2 VIRTUAL)
Following the preparation and the utilities receipt of the “A” letters, Consor’s Utility Task Lead will attend an in person informational meeting out on site with all of the affected utilities.

This meeting will be an opportunity to walk through the project impacts, timeline, goals, and verify utility alignments. The Utility Task Lead will schedule individual meetings with each affected utility to answer specific questions and discuss relocation options.

Consor’s wet utility task lead will meet in person twice and twice virtually with City staff to discuss the wet utility relocations specifically.

Our Utility Task Lead will meet with the dry utilities one more time on site and two additional times virtually to discuss the status of the relocation, answer questions regarding relocation costs and timing.

TASK 15.3 - POTHOLE EXHIBITS (2)
Consor will prepare exhibits depicting locations of potholing to be conducted by the City’s contractor. The pothole exhibits will be prepared once as-built and atlas plans have been received from those utilities that are underground. The maps will be the same color coded maps used for the “A” Letters and will show locations of the requested pot holing. We will submit a draft of the exhibits to the City for review and comment. We will address the City’s comments and submit a final exhibit. Our scope assumes that the City will be coordinating potholing, traffic control, and all permits necessary for the potholing activities. We recommend that the locations and depths of the utilities determined during the potholing be surveyed. Our team can provide that service if desired.

TASK 15.4 - UTILITY COORDINATION - DRY UTILITIES TO

UNDERGROUND
The City desires to underground the overhead utilities along Prado Road, Elks Lane, and along the west side of US 101 in the area of the new overcrossing. Our scope assumes that the distribution electric line to the north of the project crossing US 101 will not be underground. Consor’s Utility Task Lead will be coordinating with the affected utilities to discuss options for the undergrounding. Those utilities crossing US 101 (overhead along the southside of Prado Road) can be placed in conduits in either the barrier rail or deck of the new overcrossing structure. The overhead lines along the north side of Prado Road that terminate at the northbound ramp termini can be placed in a joint trench in the new roadway. The lines running overhead along the existing Elks Lane can also be placed in a joint trench. These alternatives will be discussed and coordinated with the affected utilities.

Our task lead will meet with the affected utilities three (3) times (two in person and one virtually) during this task to determine right-of-way needs. Our team will work with the utility companies to provide a sketch to Wallace Group for the preparation of legal descriptions and exhibits for the utility agreements and recordation.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 83 Detailed Scope
The utility company will complete the design of the utilities’ undergrounding for temporary and permanent relocation. Consor will provide input and review to these design plans so that they are coordinated with the overall project design and wet utility relocations.

TASK 15.5 - REVIEW MEETINGS (5 MEETINGS WITH

EACH AFFECTED UTILITY INCL CITY UTILITIES)
The Consor Utility Task Lead and Wet Utility Task Lead will lead five (5) virtual meetings with each affected utility. Agendas, meeting notes, including action items with due dates will be prepared for each meeting. The focus of these meetings will be to check in on the relocation plans’ progress, provide comments, and discuss resolution to comments with the utility companies.

TASK 15.6 - “B” LETTERS
The “B” Letters serve as a liability determination for each utility company. These letters can be prepared on City letterhead and City signature or on Consor letterhead and signature. We will include our Reports of Investigation for each impacted utility requiring relocation.

TASK 15.7 - UTILITY AGREEMENT PREPARATION
Consor will prepare draft utility agreements for each impacted utility and coordinate issues as necessary to obtain signed agreements from each utility. The agreements will be prepared per LAPM Chapter 14 Exhibit 14-F.

TASK 15.8 - “C” LETTERS
Consor will issue Notice to Owner (“C” Letters) to all impacted utilities that will clearly define the impacted facility and the required completion date for all relocation activities. Notice to Owners shall be prepared per LAPM Chapter 14 Exhibit 14-D.

TASK 15.9 - UTILITY AGREEMENT SIGNATURES
Consor will work with the utility companies and the City and Caltrans to obtain signatures on the Utility Agreements. This task includes one (1) meeting with each impacted utility to discuss comments and requested revisions to the utility agreements. This task assumes two revisions to each of the Utility Agreements.

TASK 15 DELIVERABLES:
> Preparation of ROI package
> Preparation of “A” Letters
> Attendance, Agendas, Meeting Notes and Action Items
for Three (3), two virtual and one in person meetings with Underground Utilities
> Review and Comments of Undergrounding Relocation Plans (Temporary and Permanent) – Three rounds of review
> Attendance, Agendas, Meeting Notes, and Action Items for Five (5) virtual meetings with each impacted utility, including City wet utilities.
> Preparation of “B” Letters
> Administrative Draft, Draft, Draft Final, and Final Signed Utility Agreements
> Preparation of “C” Letters
Task 16.0 - ROW Coordination
TASK 16.1 - FINAL ROW NEEDS MAP (INCL

UNDERGROUND UTILITIES)
Consor will develop a map showing the areas needed for
permanent and temporary rights-of-way. The map will identify visually the areas and include a table indicating property owner, APN, area of temporary and area of permanent. The map will include the needs for utility relocations including undergrounding We will prepare a draft, draft final, and final needs map for City and Caltrans review and comment.

Task 16.1.1 - Legal Descriptions and Exhibit Maps
Based on the Final ROW needs map, Wallace Group will provide legal descriptions and exhibit maps for needed the project’s right of way and easement acquisitions. For budgeting purposes, we have assumed that up to 15 legal descriptions and exhibit maps will be required. This includes one (1) draft submittal, responding to one (1) set of unified comments, and delivering one signed and sealed submittal.

TASK 16.2 - SURVEY STAKING OF POTENTIAL ROW TAKES
Our team will provide field staking for the proposed right of way takes. We will coordinate with the City prior to the field staking to determine which proposed takes require staking and how the staking should appear, if any particulars are required. As this effort will take place often on private property, we will closely coordinate and schedule these activities while communication with the City. Upon completion of the field work we will provide the City with a point plot showing the locations of the stakes. For budgeting purposes, we have included three field survey days and associated office support to complete this task. We have also assumed that this task will not require staking on existing property lines and will not therefore require a possible record of survey map and setting monuments.

TASK 16.3 - PROPERTY OWNER INTRODUCTION
MEETINGS (2 PER OWNER)
Hamner, Jewell & Associates (HJA) will support the Consor team with the right-of-way acquisition process. HJA will first contact property owners with an introductory letters and proactive outreach by telephone to schedule introductory meetings in person with each property owner. The first meeting will be held US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 84 Detailed Scope
early in the design process and a right of way agent will present the plans and discuss the project with the owners and gather any questions or concerns which can be communicated back to the design team. The second set of meetings with each property owner will be preceded by a Notice of Decision to Appraise letter.

These meetings will include the property owner, the appraiser and a right of way agent which will give the owner an opportunity to present background information about their property to the appraiser.

TASK 16.4 - APPRAISALS
Due to the general value of commercial land in the area and the proposed impacts, we believe we will need to obtain appraisals and appraisal reviews for each property requiring purchase of right-of-way. If any of the required areas fall under the expected value of $10,000 once we receive final project plans and area calculations, then we can certainly conduct a waiver valuation to value those non-complex acquisitions to save on project time and budget. Appraisal preparation process then includes the following steps:
> Appraiser will review title information pertaining to respective ownerships and will review project plans and other pertinent information relative to the parcel.
> Appraiser will review the proposed acquisition deed to evaluate the rights being acquired, including permanent and temporary easement rights.
> Appraiser will inspect each property personally with the owner and right of way agent and document the inspection with photographs for use in the report.
> Appraiser will inventory all improvements affected by the proposed acquisition, including notes on their manner of disposition (i.e., pay-for and remove vs. restoration by project contractor).
> Appraiser will analyze any severance damages, determine whether curable or incurable, and gather data to support the conclusion. This process may involve obtaining bids from specialists for cost to cure work or using industry standard references for establishing replacement and restoration costs. > Appraiser will perform market research to support the selected appraisal methodologies and will document and
confirm comparable sales information.
> Appraiser will prepare a narrative appraisal report that conforms to the Uniform Standards of Professional Appraisal Practice (USPAP). The appraisal study and report are intended to serve as an acquisition appraisal and will be prepared in a summary format consistent with the specifications for narrative appraisal reports.
> Upon completion of the appraisal report, HJA coordinates a formal appraisal review by an independent appraiser in accordance with federal regulations.
> HJA reviews and analyzes the completed appraisal reports carefully for accuracy and logic; forward the appraisals to the client for review after this internal quality control and assessment process is completed.

TASK 16.5 - DRAFT OFFER PACKAGES
Once the appraisal process is complete, appraisals are reviewed and pre-approved by the City, and review appraisals done per federal guidelines, we would then prepare offer packages for each owner that will include an offer letter, Appraisal Summary Statement, proposed Right of Way Agreement, and Deed. These documents would be presented to the City for your review and pre-approval prior to presenting offers to property owners.

TASK 16.6 - ATTEND TWO (2) CITY COUNCIL CLOSED

SESSION MEETINGS (OFFERS)
Consor’s project manager and HJA project management will attend two (2) City Council closed session meetings to assist the City in presenting the offer packages for preapproval by City Council. We will be prepared to answer any questions about the appraisal, the right of way acquisition process and how we plan to address owner or Council concerns about the project’s right-ofway impacts, if necessary.

TASK 16.7 - PROPERTY OWNER OFFER MEETINGS (2 PER
OWNER)
Once offers are City approved and the City sets just compensation by signing the appraisal summary statements, HJA Right of Way Agents will present purchase offers in person to each property owners. If owners do not sign at offer presentation, we will set a follow up meeting in person to follow up on the owner’s consideration of the offer. We will continue to coordinate with each owner in person, by phone, email or whatever method each owner prefers until we are able to reach amicable agreements and collect owner signatures on the Agreement, deed and any additional documentation that may be needed based on the specifics of the property. We will coordinate and work closely with the City and project team to ensure that all agreements and negotiations are preapproved before accommodating changes to the initial offers. For purchase efforts that do not culminate in mutually acceptable amicable agreements, we can amend our scope and fee to coordinate with the City Attorney’s office with any required Necessity Hearing scheduling.

TASK 16.8 - ATTEND TWO (2) CITY COUNCIL CLOSED

SESSION MEETINGS (AUTHORIZE PAYMENT)
Consor’s project manager and HJA project management will attend two (2) City Council closed session meetings to assist staff in presenting final settlements for approval by City Council. We will be prepared to answer any questions about negotiations and support any settlements with data and reason.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 85 Detailed Scope
TASK 16.9 - ROW AGREEMENTS AND CREATE ESCROW

ACCOUNTS
The Consor team will work with First American Title Company in San Luis Obispo on processing all escrows. For those owners who reach final agreements, we would process all documents for necessary approvals and coordinate escrows, title insurance, and closings. It is always our goal to reach cooperative agreements in lieu of eminent domain litigation on the City’s behalf. We have a great track record of successfully reaching agreements on the agency’s behalf, minimizing or eliminating the need for eminent domain action.

TASK 16 DELIVERABLES:
> Draft, Draft Final and Final Right-of-way needs map (PDF) > One draft submittal of legal descriptions and exhibit maps > One signed and sealed submittal of legal descriptions and exhibits map
> Field staking of right of way takes
> Point plot exhibits showing the right of way take stake locations.
> Attendance and meeting notes at two (2) meetings with impacted Property Owners
> Appraisals for each permanent take of right-of-way (estimate 15 parcels)
> Draft Offer Packages (estimate 15 packages)
> Attendance at two (2) City Council closed session meetings (offers)
> Attendance and meeting notes at two (2) meetings with impacted Property Owners to present offers
> Attendance at two (2) City Council closed session meetings (authorize payment)
> Creation of Escrow accounts (estimate 15 accounts)
Task 17.0 - 65% PS&E Package
TASK 17.1 – 65% ROADWAY DESIGN AND PLANS
Consor will prepare design plans based on the approved 50% Plans developed in Phase I. The Title Sheet will include the appropriate City project identification, as well as a sheet schedule, a vicinity map, the project legend, general notes, project control points, and appropriate signature approval blocks. The roadway Typical Section Sheet will include the roadway structural section as designed, and the recommendations of the Geotechnical Report indicating the R-value. Plan, Profile, and Superelevation sheets will be produced. The plan view will delineate the general roadway improvements and pavement dimensions. Geometric information, tied to the project control points, will be shown to sufficiently describe both the horizontal and vertical alignments.

Utility locations, re-grading and conforming details will be shown.

Roadway design will be performed in AutoCAD Civil 3D highway design package utilizing Caltrans drafting standards. Plan sheets will be prepared in AutoCAD (DWG) file format. Details necessary to construct the roadway, including grading, drainage, pavement structural sections, etc. will be developed.

The roadway design will be prepared in accordance with City Standards and the Caltrans Highway Design Manual. All plans will be signed by the civil engineer (registered in the state of California) in responsible charge of the design. Our team estimates the project plans to consist of the following Roadway, Drainage, Stormwater Treatment, Signal/Lighting, Wet Utility Plan Sheets
> Title Sheet - 1
> Typical Cross Sections - 5
> Project Control - 5
> Layout - 12
> Profile and Superelevation Diagram - 7
> Construction Details - 14
> Contour Grading - 12
> Erosion Control Plans and Quantities - 12
> Drainage Plans - 12
> Drainage Profiles - 16
> Drainage Details - 4
> Drainage Quantities - 2
> Utility Plans - 9
> Construction Area Signs - 1
> Stage Construction Plans - 5
> Traffic Handling Plans, Details and Quantities - 28
> Pavement Delineation Plans, Details and Quantities – 12 > Slurry Seal Limits Plans - 2
> Sign Plans, Details and Quantities - 10
> Summary of Roadway Item Quantities - 2
> Lighting, Signal Modification and Electrical Plans, Details and Quantities - 28
> Landscape and Irrigation Plans, Details and Quantities - 28 TASK 17.2 - 65% DRAINAGE AND STORMWATER PLANS
The 50% drainage and stormwater plans will be updated to incorporate comments and revisions from Phase I. HDR will lead the revisions to these plans. The team will coordinate the location of the existing and relocated utilities with HDR to avoid conflicts with the roadway drainage system and the location of the stormwater treatment areas.

TASK 17.3 - 65% WET UTILITY PLANS
Our scope assumes that the existing sewer line located within existing Elks Lane will be relocated along the new Elks Lane alignment. We have also assumed that the water line in Elks Lane will be relocated as well. Plan and Profile sheets will be advanced based on comments from the City water and wastewater staff US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 86 Detailed Scope
and detail sheets will be created. Both will be included in the 65% plans submittal.

TASK 17.4 - 65% BRIDGE AND RETAINING WALL PLANS
Consor will prepare structural design calculations on the preferred bridge and adjacent walls alternative identified in the approved Bridge Type Selection Report. The design will be prepared in accordance with the Caltrans Bridge Design Manuals and Load Resistance Factor Design following AASHTO LRFD Bridge Specifications, 8th Edition with the California Amendments. For seismic design, Caltrans Seismic Design Criteria (Version 2.0) will be followed. Other references that Consor will follow are Caltrans Division of Structures “Bridge Memo to Designers”, “Bridge Design Aids”, “Bridge Design Details” and the “Office of Specially Funded Projects Information and Procedure Guide”. Our partner Apexx will prepare detailed plans for the preferred aesthetic treatments on the bridge elements as part of this task. Our team estimates the project plans to consist of the following Structure Plan Sheets:

Prado Road Mainline Bridge Sheets
> General Plan (1)
> Deck Contour (1)
> Structure Plan (2)
> Foundation Plan (2)
> Abutment Layouts (2)
> Retaining Wall Layout (4)
> Retaining Wall Details (6)
> Abutment Details (3)
> Bent Layouts (3)
> Bent Details (3)
> Typical Section (2)
> Girder Layout (3)
> Girder Details (4)
> Barrier Details (1)
> Aesthetic Details (4)
> Log of Test Boring Details (1)
Prado Road/US 101 Off-Ramp Bridge Sheets
> General Plan (1)
> Deck Contour (1)
> Foundation Plan (1)
> Abutment Layouts (1)
> Retaining Wall Layout (2)
> Retaining Wall Details (2)
> Abutment Details (2)
> Bent Layouts (2)
> Bent Details (2)
> Typical Section (1)
> Girder Layout (1)
> Girder Details (1)
> Barrier Details (1)
> Aesthetic Details (2)
> Log of Test Boring Details (1)
Prado Road/US 101 On-Ramp Bridge Sheets
> General Plan (1)
> Deck Contour (1)
> Foundation Plan (1)
> Abutment Layouts (1)
> Retaining Wall Layout (2)
> Retaining Wall Details (2)
> Abutment Details (2)
> Bent Layouts (2)
> Bent Details (2)
> Typical Section (1)
> Girder Layout (1)
> Girder Details (1)
> Barrier Details (1)
> Aesthetic Details (2)
> Log of Test Boring Details (1)
TASK 17.5 - 65% LANDSCAPE PLANS
The 50% Landscape plans will be advanced to a 65% level based on the preferred alternative determined in Phase I. Planting and irrigation plans, details, and notes in general conformance to City, Caltrans, standards, and formatting, as applicable will be updated.

Planting Plans will provide plant schedule, planting types, sizes, quantities, and locations. We will include a Tree Protection and Replacement Plan to meet the project’s needs in this submittal as well. Updated erosion control hydroseed mix designs and notes for use in the erosion control plans will be provided. Irrigation plans will provide irrigation equipment types, layout, and water demand calculations as required for landscape water efficiency ordinances and Caltrans review. The irrigation plans development will assume that a point of connection is available for use.

TASK 17.6 - TECHNICAL SPECIFICATIONS LIST
Consor will use the most current version of the Standard Special Provisions available from Caltrans and will edit the Standard Special Provisions to meet the requirements for this specific project. The special provisions document will be developed using Microsoft Word and edited and complied according to Caltrans standards. Our assumption is the project would be advertised, awarded and administered by the City and as such the City would provide the front end boiler plate for the project prior to the 90% PS&E submittal.

TASK 17.7 - 65% ENGINEER’S ESTIMATE
An Engineer’s Opinion of Probable Construction Cost will be prepared as part of the 65% submittal. One set of quantities for US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 87 Detailed Scope
the roadway, structures, drainage, stormwater treatment, lighting and signals, landscaping, and wet utilities will be completed. Unit prices will be assigned utilizing Caltrans bid data, recent City bid data, and our judgement. Caltrans BEES items will be used.

TASK 17.8 - DRAFT FINAL BRIDGE DESIGN HYDRAULICS
REPORT
HDR will update the San Luis Obispo Creek hydraulic analysis developed for the Preliminary Floodplain and Bridge Design Hydraulic Study (BDHS) Report, using the 65% design information, including documenting Project impacts on the floodplain. HDR will update the bridge scour analysis to determine the scour potential according to the methodology specified in the FHWA HEC-18 and HEC-20 manuals. HDR will make recommendations on the need for scour countermeasures for the proposed
improvements per the FHWA HEC-23 and Caltrans’ HDM.

TASK 17.9 - DRAFT FINAL STORMWATER DATA REPORT
A Stormwater Data Report will be prepared and will summarize the Project impacts on water quality and recommended BMPs.

We will propose the permanent stormwater treatment BMPs for the Project. The report will be based on the Phase I report and will be updated with the development of the PS&E. HDR will perform detailed calculations to prepare the design and detail usage of the treatment BMPs.

TASK 17.10 - DRAFT DRAINAGE REPORT
The team will review and research available data on the existing and proposed drainage facilities and will prepare design calculations to assess the capacity of the proposed drainage systems. A Drainage Report will be prepared to evaluate the hydrologic and hydraulic conditions of the proposed drainage systems to accommodate the proposed Project improvements.

The report will document the hydrologic and hydraulic design criteria as well as the procedures used for the drainage design.

The results and design recommendations will be
summarized in the Drainage Report, which is expected to include the following:
> Evaluation of the existing conditions, including:
• Research into downstream controlling conditions for
locations where the Project connects directly to offsite storm drains, • Evaluation of inlet interception capacities for systems impacted by the Project, and
• Hydraulic analyses of proposed hydraulic conditions
for systems impacted by the Project;
> Identification of drainage deficiencies;
> Unusual and special conditions;
> Evaluation of spread widths at proposed inlets;
> Improvements to address drainage deficiencies; and
> Drainage mapping.

TASK 17.11 - DRAFT FINAL FOUNDATION AND

GEOTECHNICAL REPORT
The geotechnical services for Phase II will include a Geotechnical Design Report (GDR), Foundation Report (FR) for both the Earth Retaining Structures and the US 101 OC/Ramp structures. This is consistent with Caltrans project requirements.

Task 17.11.1 - Draft Geotechnical Design Report (GDR)
This work will include planning, field exploration, laboratory testing, and performing geotechnical analyses for preparation of the GDR. Field exploration will also be performed under this task for the proposed earth retaining structures and overcrossing structure and ramps. The scope of the field exploration and testing programs assumes that the work will be performed under a single mobilization and effort.
> Submit a Field Exploration Plan showing the locations and depth of borings and describing the field work to be performed. Prepare and submit a Caltrans Encroachment
Permit (Dual Permit) application for work within the Caltrans right-of-way that will address field work. An encroachment permit will also be submitted for work within the City of San Luis Obispo right-of-way. Prepare a health and safety plan (HASP) for the field work, visit the site to mark the locations of borings and contact Underground Services Alert (USA) to mark utilities prior to beginning the field exploration program.

Yeh will then coordinate field exploration with the drilling and traffic control subcontractors, update the encroachment permit from Caltrans or the City if needed, obtain well permits for applicable borings from San Luis Obispo County.
> Perform a field exploration program for the proposed
improvements. Traffic control will be provided by a
subcontractor (Avila Traffic Safety of Atascadero, California) Historical Data and Field Exploration Plan
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 88 Detailed Scope
and will follow the Caltrans and City approved traffic control plan(s). It is anticipated that lane closures on Prado Road and Elks Lane will be needed and shoulder closures along US 101 will be performed. Drilling will be subcontracted to Britton Exploration of Los Gatos, California. Britton will provide track-mounted drill rigs equipped with hollow-stem augers, mud rotary and rock coring equipment to perform the drilling depending on the location of the borings. Borings will be sampled with Standard Penetration Test, California Modified, and Shelby Tube samplers. Rock coring using HQ-size core barrels will be used once bedrock is encountered. Yeh will log the borings and recover soil and rock samples for laboratory testing. The field exploration is expected to occur over a period of 30 working days. The table below summarizes proposed borings for the project. Yeh will coordinate with Rincon for sampling of soil for ADL testing where practicable.
> The final depths and numbers of borings may be varied depending on the field conditions encountered and the
proposed design layout for Alternative 3A. Borings will be backfilled with cement bentonite grout and capped with rapid setting concrete colored black or as approved by the Caltrans Permit Engineer if they are within the pavement. Borings within the City right-of-way will be backfilled with either native cuttings or cement bentonite grout per County well permit standards. Excess cuttings will be drummed and temporarily stored near the site and then hauled off for disposal.
> Perform laboratory tests for soil classification, grain size, strength, compaction, corrosivity, consolidation, and R-values on selected samples recovered from the borings.
> Yeh will review the data obtained from the field exploration and laboratory testing, perform preliminary geotechnical analyses, and prepare a draft Geotechnical Design Report (GDR) for the design of the embankments, roadway
improvements, pavements, and storm water infiltration. The report will include the project understanding, work performed, and a description of the subsurface conditions encountered, boring logs, laboratory test results, and graphics showing the site and boring locations. The report will provide conclusions and recommendations regarding:
• Project description;
• Geotechnical exploration and laboratory testing;
• Geotechnical conditions including:
» Site geology;
» Surface conditions;
» Subsurface conditions encountered;
» Groundwater; and
» Seismic hazards evaluation including site seismic and ground motion parameters developed from ARS-online,
seismic parameters for slope stability analyses, as well as potential for fault rupture, liquefaction, and liquefaction induced lateral spreading.
• Geotechnical analyses and design recommendations for:
» Soil and rock engineering properties;
» Geotechnical model and analyses performed;
» Suitability of the native soil materials encountered for reuse on-site;
LOCATION NO. BORINGS/DEPTHS PURPOSE NOTES
Pavement borings — various
locations
Up to 6 borings @ 5 and one to
20 ft.

Measure existing pavement
sections, subgrade sampling
Traffic control = lane closure as
needed
Earth Retaining Structures:

NB Off-Ramp, West: 190 ft long
NB Off-Ramp, East: 190 ft long
NB On-Ramp, West: 230 ft long
NB On-Ramp/Auxiliary Lane:
1,600 ft long
6 borings @ 40 ft. Exploration for Earth Retaining
Structures
Traffic Control = Lane or Shoulder
Closure;
Monitoring wells will be installed
in two of the borings with
pressure transducers to record
groundwater levels during design
Overcrossing Structure/Ramps:
4 Abutments and 10 Bents 14 borings @ 150 ft. Exploration for Overcrossing Structure Traffic Control = Lane or
Shoulder Closure
Infiltration Test Borings 6 borings up to 10 ft. Exploration and Infiltration Testing for Storm Water Basins
No Traffic Control
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 89 Detailed Scope
» Subgrade conditions encountered in roadway areas,
suitability to support pavements, and for subexcavation and stabilization of the subgrade, if needed;
» Site preparation for embankment fill and pavement
areas;
» Allowable slope inclinations for cut slopes and
embankments;
» Erosion and drainage requirements for cut and fill
slopes;
» Earthwork factors for on-site materials used as
compacted fill;
» Overhead sign foundations (if needed);
» Corrosion considerations for culverts and other concrete substructures;
» Stormwater infiltration data;
» Structural section for asphalt pavements based on
R-value testing and provided traffic indices;
» Notes for Specifications or reference to standard
specifications for materials discussed in the report
(compacted fill, asphalt concrete, base and subbase
courses, bedding, pipe zone, and trench backfill); and
» Notes for Construction and special provisions regarding temporary slopes, reuse of excavated onsite soil or rock for retaining walls, and groundwater.

Task 17.11.2 - Draft Foundation Report (FR) for Earth Retaining Structures
Yeh will prepare a draft Foundation Report (FR) for the design of earth retaining structures (ERS) for the project. The scope is based on Consor’s Alternative 3A and may need to be
updated as needed at the end of Phase I. Field exploration and laboratory testing for the proposed ERS will be performed under task 17.11.1. The report will provide conclusions and recommendations regarding:
> Project description including location, wall heights and types; > Geotechnical exploration and laboratory testing;
> Geotechnical conditions including:
• Site geology;
• Surface conditions; and
• Subsurface conditions encountered;
> Groundwater;
> As-built data;
> Corrosion considerations for the proposed retaining walls; > Scour;
> Seismic hazards evaluation including ground motion
parameters developed from ARS-online, seismic parameters for slope stability analyses, as well as the potential for fault rupture, liquefaction, liquefaction induced lateral spreading, and seismic slope instability;
> Geotechnical recommendations including:
• Geotechnical design parameters;
• Subexcavation and foundation soil stabilization for retaining wall areas, if needed;
• Suitable foundation and design recommendations for the proposed retaining walls based on the preferred wall type.

Spread footing data tables (if needed) for the proposed walls including factored bearing resistance for the Strength and Extreme limit states as well as settlement due to net bearing pressure for the Service limit state. Net allowable bearing resistance versus footing width for service state limit;
• Notes for Specifications and Construction or reference to standard specifications for materials discussed in the report (compacted fill, foundation preparation).

Task 17.11.3 - Draft Foundation Report (FR) - US 101 OC/Ramps at Prado Road
Yeh will prepare a draft Foundation Report (FR) for the design of the US 101 overcrossing structure and ramps. Field exploration and laboratory testing for the proposed overcrossing and ramp structures will be performed under task B1. The report will provide conclusions and recommendations regarding:
> Project Description including location, bridge type, and foundation type(s);
> Geotechnical exploration and laboratory testing;
> Geotechnical conditions including:
• Site geology;
• Surface conditions; and
• Subsurface conditions encountered;
> Groundwater;
> As-built data;
> Scour data;
> Corrosion test results for the bridge designer use with Caltrans design methods to select cement type, minimum cement
contents, and cover, and the need for protective coatings on reinforcement bars;
> Seismic information including ground motion parameters developed from ARS-online, seismic parameters for slope stability analyses and abutment design, as well as the potential for fault rupture, liquefaction, liquefaction induced lateral spreading, and seismic slope instability;
> Design recommendations for the selected bridge foundation type such as spread footings, driven piles, rock-socketed and/ or cast-in-drilled hole piles, as needed;
• Shallow foundation design plots of bearing resistance versus footing width, and tabulated foundation data and bearing elevations (if needed;
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 90 Detailed Scope
• Deep foundation design plots of bearing resistance versus pile depth for requested pile diameters, pile data table, minimum pile embedment and diameter, pile spacing
and group effects, and specified pile tip elevation for load demands provided by others (if needed);
• Recommended input parameters and p-y curve models for use with deep foundation analyses by the bridge designer (if needed);
> Notes for Specifications and Construction including anticipated pile driving and/or CIDH drilling conditions as well as temporary shoring.

TASK 17.12 - SOIL AND GROUNDWATER MANAGEMENT
PLAN
This task includes developing a soil sampling plan, conducting sampling and analysis of the soil and preparing a soil and groundwater management plan. These scope items are necessary to comply with Hazard Mitigation Measures HAZ-1 and HAZ-2 of the approved IS-MND. This task will be led by Rincon with Yeh providing the drilling for the soil sampling.

A Soil Sampling Work Plan (Work Plan) for evaluating shallow soil (i.e., 3 feet below ground surface [bgs] or less) for aerially deposited lead, organochlorine pesticides (OCPs), herbicides, and arsenic in accordance with Hazard Mitigation Measures HAZ-1 and HAZ-2 in the IS-MND will be developed and submitted to the City and Caltrans for review and approval. The Work Plan will detail the proposed sampling locations, depths, and laboratory analytical testing. The Work Plan will also include a health and safety plan (HASP), which will outline the procedures that Ricon field personnel will follow to minimize the potential for health and safety hazards during the course of work to be performed. The need for this plan is mandated by federal law.

Soil sampling and analysis will be done in accordance with an approved Soil Sampling Work Plan. Rincon will provide qualified personnel to collect soil samples for environmental analysis from the 32 proposed geotechnical borings and to advance and collect soil samples from one additional hand auger boring to a depth of 3 feet bgs.

It is assumed that soil sampling and analysis required in the Work Plan will include the following:
> Advancing one boring to 3 feet bgs using a stainless-steel hand auger.
> Collection of soil samples at 0.5, 1.0, and 3.0 feet bgs from up to 32 soil borings that will be advanced at the project by others as part of a geotechnical investigation.
> Analysis of up to 66 soil samples for total lead by United States Environmental Protection Agency (USEPA) test method 6020; 33 soil samples for OCPs by USEPA test method 8081A and herbicides by USEPA test method 8151A; and eight soil samples for total arsenic by USEPA test method 6020 on a standard 10 business day turnaround time.
> Additional analysis of up to 15 soil samples for soluble lead by the Waste Extraction Text for the Soluble Threshold Limit Concentration or by the Toxicity Characteristic Leaching Procedure on a standard 10 business day turnaround time. > Environmental sampling activities will not exceed 13 field days. > Samples collected at 3.0 feet bgs will be held at the laboratory and analyzed, if needed based upon the results of the
shallower soil samples. Costs for analysis of these samples is not included in this estimate.

A Soil Sampling and Analysis Report summarizing the results of the field activities performed and including tabulated data, figures, and recommendations for additional assessment or remediation of impacted soil identified during the investigation, if applicable will be prepared. The Soil Sampling and Analysis Report will be submitted to the City and Caltrans for preliminary review and revised in response to up to two rounds of consolidated comments.

In accordance with Hazard Mitigation Measure HAZ-1 and
HAZ-2 and based on the location of the project within a known tetrachloroethylene (PCE) groundwater plume, the team will prepare a Soil and Groundwater Management Plan (SGMP) for the project that will include measures for the on-site handling and management of impacted soils, groundwater, or other impacted wastes, if encountered, and for reducing hazards to construction workers and off-site receptors during construction. The SGMP will establish remedial measures and/or soil and groundwater management practices to ensure construction worker safety, the health of future workers and visitors, and prevent the off-site migration of contaminants from the site. These measures and practices may include, but are not limited to:
> Stockpile management, including stormwater pollution
prevention and the installation of best management practices; > Collection of and analyzing groundwater samples during dewatering;
> Proper transportation and disposal procedures of impacted soil, groundwater, or other impacted materials in accordance with applicable regulations, including California Code of Regulations (CCR) Title 22;
> Monitoring and reporting; and
> A health and safety plan for contractors working at the site that addresses the safety and health hazards of each phase of site construction activities with the requirements and procedures for employee protection and outlines proper soil and groundwater handling procedures and health and safety requirements to minimize worker and public exposure to
hazardous materials during construction.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 91 Detailed Scope
The SGMP will also serve as a contingency plan to address potential impacts related to known petroleum pipelines present on the project in accordance with Hazard Mitigation Measure HAZ-3.

The SGMP will be submitted to the City and Caltrans for preliminary review and revised in response to up to two rounds of consolidated comments,. Subsequent to the approval of the City and Caltrans, the SGMP will be submitted to the California Department of Toxic Substances Control (DTSC) for their review and approval prior and revised in response to up to one round of comments from the DTSC.

TASK 17.13 - RESPONSE TO COMMENTS (2)
A Draft 65% Submittal will be made to the City and Caltrans for their review. Our team has assumed we will receive consolidated comments. We will address these comments and submit a Draft Final 65% submittal, which will be reviewed. Upon receiving the second set of consolidated comments, the team will address the applicable comments and submit a Final 65% submittal. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 17.14 – CALTRANS 65% CONSTRUCTABILITY
REVIEW
We will coordinate with Caltrans design oversight staff to schedule and conduct the Caltrans 65% Constructability Review.

This task includes meeting coordination, attendance, presenting the project at the meeting, producing meeting notes and developing a response to comments.

TASK 17.15 - 65% SUBMITTAL TO OSFP
Consor will assemble and submit the 65% plans to Caltrans OSFP for review. Submittals and review duration is expected to be in accordance with the OSFP Information and Procedures Guide.

TASK 17.16 - REGULATORY PERMITTING
Consor and Rincon will take the lead in assisting the City to obtain necessary permits for the project. We will prepare draft permit applications/notifications including supporting graphics and technical write-ups, attend agency meetings, as required, prepare meeting materials, and provide general regulatory and technical advice.

Based on our understanding of the project, we assume that the following permits will be required for this project: LSAA from CDFW and WDRs Permit from RWQCB. We also assume, based
on review of the Natural Environment Study and IS- MND, that a Habitat Mitigation and Monitoring Plan (HMMP) will be required to address minor impacts to riparian vegetation. Other possible permits necessary may include a Nationwide Permit (NWP) from the United States Army Corps of Engineers and filing notification of the project with the RWQCB or submittal of an application for Water Quality Certification if the applicable NWP is not precertified. This may also trigger the need for federal Endangered Species Act consultation(s) with the United States Fish and Wildlife Service and/or National Marine Fisheries Service. At this time, however, we assume that all work would occur outside federal jurisdiction.

TASK 17 DELIVERABLES
> Draft, Draft Final and Final 65% Plans (Roadway, Structures, Drainage, Stormwater treatment, Signals/Lighting, Landscape, Wet Utilities, Aesthetic Details) (PDF)
> Comment Response Matrix (2)
> Engineers Opinion of Probable Cost
> List of Caltrans Technical Special Provisions Draft Final Bridge Design Hydraulics Report (PDF)
> Draft Final Stormwater Data Report (PDF)
> Draft Drainage Report (PDF)
> Draft Geotechnical Design Report (GDR) (PDF)
> Draft Foundation Reports (FR) for ERS and US 101 OC/Ramps (PDF)
> Draft and Final Soil Sampling Work Plan (PDF)
> Draft and Final Soil Sampling Analysis Report (PDF)
> Draft and Final SGMP (PDF)
> 65% Caltrans Constructability Review Submittal
> 65% Submittal to Caltrans OSFP
> Completed permit application forms and exhibits as noted above (i.e., LSAA notification and WDRs Permit application). > Draft and final HMMP.
> Meeting(s) minutes with regulatory agencies and the City Task 18.0 - Final Aesthetic Development
This task includes finalizing the Aesthetic vision for the Prado Road corridor and gaining consensus for that vision from City staff, Caltrans, and the City Advisory Boards, such as the Architecture Review Committee, City Planning Commission, Downtown SLO, and the Chamber of Commerce.

TASK 18.1 - FINAL RENDERINGS OF AESTHETIC

TREATMENTS
During Phase I, the vision for the corridor will have been determined through input from City staff, Caltrans and the Public. Items such as Aesthetic Lighting, Decorative treatments for Bridge Supports and railings, Hardscape and Landscape for the roadway medians and buffer areas, and decorative and contrasting elements applied to the sidewalks and bicycle paths will have been incorporated into renderings. During this task, US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 92 Detailed Scope
the renderings will be finalized. We will produce a Draft Final Rendering of the preferred alternative to present to City Staff, Caltrans, and City Advisory Bodies. Our scope assumes that the preferred option determined in Phase I will not require significant revisions as part of this task. The construction plans and details for the treatments will be developed as part of the various PS&E packages as part of Phase II.

TASK 18.2 - CITY/CALTRANS REVIEW MEETING (1)
The team will meet with City and Caltrans staff to review the Draft Final renderings of the preferred alternative. It is assumed that Caltrans Landscape Architects will be in attendance at this meeting.

TASK 18.3 - ADVISORY BODY PRESENTATION AND

RENDERINGS
Our team will prepare a presentation to be shown to a maximum of four (4) Advisory Board Meetings. The presentation would be similar to the one given at the public meeting and Advisory Body meetings in Phase I. Although the graphics would be updated to the preferred alternative. It is anticipated that Apexx would present the Vision for the corridor and the technical team would be there as support. We have assumed that the aesthetic treatments would be presented at the Advisory Body meetings discussed in Task 22.

TASK 18.4 - FINAL AESTHETIC REPORT
Upon receiving comments from City and Caltrans staff and City Advisory Board members, we will address the feedback and update the Aesthetics Report prepared in Phase I. Renderings and cost estimates will be updated as well as documenting the feedback received. Our scope assumes two rounds of
consolidated comments on the Final Aesthetics Report.

TASK 18 DELIVERABLES
> Final Renderings for Preferred Alternative
> Attendance, Agenda and Meeting Notes for one meeting with City Staff and Caltrans Staff
> Presentation development for City Advisory Body meetings > Draft Final and Final Aesthetic Report (PDF)
Task 19.0 - 90% PS&E Submittal
TASK 19.1 - INDEPENDENT STRUCTURES CHECK
Consor will address comments from the 65% submittal and update the PS&E accordingly. Once comments have been
incorporated, Consor will perform an independent design check of the structure plans in conformance with usual Caltrans bridge design procedures. The check will involve a completely independent analysis of the project using the unchecked bridge detailed plans and 65% roadway plans by a licensed engineer that has not been intimately involved in the design.

The independent check engineer will prepare an independent set of calculations. A plan set will be marked up following Consor’s QA/QC Manual. Based upon the independent check and agreement to revisions by the checker and designer, the plans will be revised. Independent check comments are summarized, and resolutions are documented.

TASK 19.2 - 90% ROADWAY, SIGNAL/LIGHTING DESIGN &
PLANS
After the 65% review is completed and all comments have been compiled, Consor will make necessary revisions to the roadway plans in accordance with those comments and prepare a
response to all comments following the required format used in Caltrans review processes.

Once comments from the 65% submittal have been incorporated, Consor will perform an independent check of the roadway plans.

An engineer that has not been involved in the design will perform a completely independent analysis of the project details using the 65% plans. This is an important part of the team’s QA/QC Plan.

Based upon the independent check and agreement to revisions by the checker and designer, the plans will be revised. The Project Manager will ensure that all comments are adequately addressed and resolved.

TASK 19.3 - 90% DRAINAGE AND STORMWATER PLANS
Drainage and Stormwater treatment plans will be updated to incorporate comments from the 65% review. A review of the plan sheets will be completed to verify conflicts with underground utilities have been minimized or avoided.

TASK 19.4 - 90% WET UTILITY PLANS
The Consor Wet Utility Team will advance the plans forward to 90% completion. Modifications will be incorporated into the plans. A Senior level engineer will review the wet utility plans to look for conflicts with other project elements and perform an independent check of the design details.

TASK 19.5 - 90% STRUCTURES PLANS
After the 65% review is completed, comments from the City and Caltrans have been compiled and the independent structures check comments have been reconciled Consor will make
necessary revisions to the structure plans in accordance with those comments and prepare a response to all comments.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 93 Detailed Scope
TASK 19.6 - 90% LANDSCAPE PLANS
Following the conclusion of the 65% review meeting Wallace Group will work with the project team to produce a Comment Resolution form which will assemble the written/reconciled 65% PS&E comments received. Designers will record responses to comments as well as record final dispositions that verify final dispositions have been implemented.

The 65% plans will be updated to a 90% submittal level based on appropriate written comments received in the prior submittal.

Comments are expected to be refinements of prior work/
concepts and new or significant concept revisions are not expected or included in this scope of work.

An internal QA/QC review will be completed for the submittal and these records will be made available. Following the incorporation of applicable revisions and final design edits the bid documents will be stamped draft 90% and presented.

TASK 19.7 - 90% AESTHETIC FEATURE PLANS
The aesthetic features plans that were prepared during the 65% plan tasks will be updated based on comments received from the City and Caltrans. A review of the aesthetics plans will be completed as part of this phase to assess the constructability of the aesthetic features.

TASK 19.8 - DRAFT TECHNICAL SPECIFICATIONS
Consor will prepare edited Technical Special Provisions utilizing the 90% project plans. The special provisions will be prepared in accordance with the most current version of the Caltrans Standard Specifications..

TASK 19.9 - 90% ENGINEER’S ESTIMATE AND

JUSTIFICATION MEMORANDUM
Two independent sets of quantity calculations will be prepared by individuals experienced in this work. The quantity calculations will be organized and detailed for use by field inspectors during construction.

Standard Caltrans summary sheets will be used for quantity calculations, aiding in facilitating the review process and use by the construction personnel. Bridge quantity estimators must agree within tolerances prescribed in Chapter 11 of the Caltrans Bridge Design Aids Manual. Any deviations will be resolved and the Marginal Estimate sheet will be prepared. Unit prices will be applied to each contract item resulting in the Engineer’s Estimate of Probable Construction Cost (Estimate). Prices used will be based on the latest available data from the City and Caltrans, reflecting the location of the project and the quantity of each item. The estimate will be segregated into two categories:
roadway and bridge. Non-participating costs, if federal funds will be used, will also be segregated. Five percent of the total estimate will be added for contingencies, per current Caltrans guidelines, and an additional City contingency will be added to effectively administer the project.

Consor will prepare a brief memorandum describing fluctuations to the costs associated with the project between 65% and 90% submittals. We will document the process used for determining the quantity of items and include the back up information regarding the unit prices for each item. This information will be summarized in a Justification Memorandum and submitted with the 90% Engineer’s Opinion of Probable Construction Costs.

TASK 19.10 - FINAL BRIDGE HYDRAULICS, STORMWATER

DATA, DRAINAGE REPORTS
This task includes our team preparing responses and
incorporating revisions, as appropriate, to the Bridge Design Hydraulics, Stormwater Data, and Drainage Reports. Our scope includes two rounds of comments from the City and Caltrans.

TASK 19.11 - FINAL GEOTECHNICAL REPORT (GDR),

FOUNDATION REPORT (FR) AND LOG OF TEST BORINGS

19.11.1 Final Geotechnical Design Report (GDR)
The final Geotechnical Design Report (GDR) incorporating review comments, as appropriate from the City , and Caltrans. It is not anticipated that the final report would incorporate evaluating additional alternatives, information or recommendations for improvements that are not described in this proposal. Up to two rounds of review are anticipated for the deliverable.

19.11.2 Final Foundation Report (FR) for Earth Retaining Structures
The final Foundation Report incorporating review comments, as appropriate from the City, and Caltrans for the ERS on the project. It is not anticipated that the final report would incorporate evaluating additional alternatives, information or recommendations for improvements that are not described in this proposal. Up to two rounds of review are anticipated for the deliverable.

19.11.3 Final Foundation Report (FR) for US 101 Overcrossing at Prado Road
The final Foundation Report for the US 101 overcrossing structure at Prado Road incorporating review comments, as appropriate from the City, and Caltrans. It is not anticipated that the final report would incorporate evaluating additional alternatives, information or recommendations for improvements that are not described in this proposal. Up to two rounds of review are anticipated for the deliverable.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 94 Detailed Scope

19.11.4 Log of Test Borings (LOTB)
Yeh will prepare and submit a Log of Test Borings (LOTB) sheets including layout sheet(s) of the borings (using the project stationing and plans provided by the client) and boring profile sheets in accordance with Caltrans guidelines. Draft and final versions of the project LOTB’s will be submitted. The plan can be presented on the City’s project border if requested. LOTBs for the earth retaining structures and overcrossing structure and ramps will be provided.

TASK 19.12 - LEED/ENVISION SUBMISSION PACKAGE
Based on the determination of the Feasibility Memorandum and Public Input from Phase I, the Consor team will prepare a submission package for either LEED or Envision or Greenroads for evaluation of the sustainability of the project. We will submit a draft copy of the package for the City to provide comments.

Those comments will be incorporated as appropriate and a final submittal package will be provided to the City for submission.

Each program has a cost to submit, and these costs are not included in this scope of work.

TASK 19.13 - SUSTAINABILITY MEMORANDUM
The Sustainability Memorandum that was prepared during Phase I will be updated to reflect the approved project and discuss material types, construction techniques, and traffic control that have been incorporated into the project to reduce GHG emissions and limit environmental impact. A draft final report will be submitted to the City for comment. Comments will be incorporated as appropriate and a final report will be submitted.

TASK 19.14 - RESPONSE TO 3RD PARTY REVIEW
COMMENTS AND MEETINGS (3)
The City will be contracting separately with a 3rd party to review the 90% submittal. Our team will meet virtually with the 3rd party reviewers and the City to review the submittal and subsequent comments. We envision the first meeting will be a walk-through of the prepared plans, technical special provisions, and estimate, including discussing special details, specifications or items. The second meeting will focus on a review of the comments provided and our team’s responses. The third meeting will be prior to our final 90% submittal to discuss the 3rd party’s final comments and how our team will address those comments. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 19.15 - RESPONSE TO CITY/CALTRANS REVIEW
COMMENTS (2)
A Draft 90% Submittal will be made to the City and Caltrans for their review. Our team has assumed we will receive consolidated comments. We will address these comments and submit a Draft Final 90% submittal, which will be reviewed. Upon receiving the second set of consolidated comments, the team will address the applicable comments and submit a Final 90% submittal. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 19.16 – CALTRANS SAFETY REVIEW
We will coordinate with Caltrans design oversight staff to schedule and conduct the Caltrans Safety Review. This task includes meeting coordination, attendance, presenting the project at the meeting, producing meeting notes and developing a response to comments.

TASK 19.17 – CALTRANS 90% CONSTRUCTABILITY
REVIEW
Consor will utilize our in-house construction management staff to perform a comprehensive constructability review on the 90% plans. We will coordinate with Caltrans design oversight staff to schedule and conduct the Caltrans 90% Constructability Review.

This task includes meeting coordination, attendance, presenting the project at the meeting, producing meeting notes and developing a response to comments.

TASK 19.18 – PREPARE WORKING DAY CONSTRUCTION

SCHEDULE
Consor will prepare a construction schedule to estimate the number of working days to be included in the construction contract. The schedule will be done using Microsoft Project, unless the City prefers another format. The schedule will also be provided to the Resident Engineer for their use during construction.

TASK 19.19 - 90% SUBMITTAL TO OSFP
Consor will assemble and submit the 90% PS&E (Initial PS&E) to Caltrans OSFP for review. Submittals and review duration is expected to be in accordance with the OSFP Information and Procedures Guide.

TASK 19.20 PEER REVIEW CALTRANS SIGN STRUCTURE

PS&E PACKAGE
Caltrans will be preparing a PS&E package for the construction of a new permanent changeable message sign near the Prado Road Interchange project. As part of this task, Consor will conduct a peer review of Caltrans 90% PS&E package for the improvements.

We have anticipated two reviews of Caltrans’ package.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 95 Detailed Scope
TASK 19 DELIVERABLES
> Half Size (11x17) 90% Plans
> 90% Technical Special Provisions
> Design and Independent Check Calculations
> 90% Engineer’s Opinion of Probable Construction Cost and Justification Memorandum
> Final Bridge Design Hydraulics Report (PDF)
> Final Stormwater Data Report (PDF)
> Final Drainage Report (PDF)
> Final Geotechnical Design Report (GDR)
> Final Foundation Report (FR) for Earth Retaining Structures > Final Foundation Report (FR) for US 101 Overcrossing at Prado Road
> Draft and Final LEED/Envision submittal package (PDF) > Draft final and Final Sustainability Memorandum (PDF) > Attendance at three (3) virtual meetings with City 3rd Party Review consultant
> Response to Comment Forms – 3rd Party Review
> Response to Comment Forms – City and Caltrans Review
> Working Day Construction Schedule
> Quantity Calculations and Independent Quantity Calculations > Quantity Summary Sheets
> QA/QC Documentation including Independent Design Check > Caltrans Safety Review Documentation
> Caltrans Constructability Review Documentation
> Draft and Final 90% Submittal to OSFP
> Two reviews of Caltrans 90% Sign PS&E package
Task 20.0 - 100% PS&E Submittal
TASK 20.1 - 100% ROADWAY, SIGNALS/LIGHTING,

DRAINAGE, STORMWATER TREATMENT, LANDSCAPE,

WET UTILITIES, AESTHETIC DETAILS & STRUCTURE
PLANS
The 90% plans will be revised based on comments received from the 90% submittal and reviewed for compatibility between portions of work and design disciplines, including a Road Plan Review as described in the Caltrans Memo to Designers 2-25.

YEH will also review plans, specifications and provide general consultation within the proposed level of effort to check whether the recommendations of the geotechnical report were incorporated into the design and construction documents, and to assist with preparation/verification of the geotechnical aspects of the specifications. Consor will perform a QA/QC review prior to the submittals listed above being transmitted to the City, and Caltrans. The review of the Draft PS&E will be performed by a senior level engineer for uniformity, compatibility, and constructability. Separate QA/QC reviews will be done for the on the entire PS&E package. Consor will incorporate comments and submit 100% plans to the City and Caltrans.

TASK 20.2 - DRAFT FINAL TECHNICAL SPECIFICATIONS
Consor will update the 90% Technical Special Provisions as necessary based on comments received and changes made for the 100% project plans. It is assumed the City will perform a final review on Boilerplate language and provide any updated language that needs to be incorporated.

TASK 20.3 - ENGINEER’S ESTIMATE AND JUSTIFICATION

MEMORANDUM
Consor will update the 90% construction Cost Estimate as necessary based on comments received and changes made
for the 100% project plans. We do not anticipate there to be appreciable changes in the item costs at the 100% submittal.

However, if due to delays in the project or unforeseen
circumstances beyond the control of Consor, we will update the Justification Memorandum to provide reasons for the cost revisions.

TASK 20.4 – RESIDENT ENGINEER FILE
Consor will prepare the resident engineer (RE) file according to Chapter 15 of the Caltrans Project Development Procedures Manual (PDPM). Consor will also utilize PDPM Appendix GG to ensure all items are included in the RE file as appropriate for the project. The RE file will include any pertinent project data required to administer the construction contract. The information will be compiled in two separate binders, one for the City and one to be passed onto the resident engineer in the field administering the construction contract.

TASK 20.5 - RESPONSE TO CITY/CALTRANS REVIEW
COMMENTS (2)
A Draft 100% Submittal will be made to the City and Caltrans for their review. Our team has assumed we will receive consolidated comments. We will address these comments and submit a Draft Final 100% submittal, which will be reviewed. Upon receiving the second set of consolidated comments, the team will address the applicable comments and submit a Final 100% submittal. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 20 DELIVERABLES
> Response to Comments Forms – City and Caltrans review > 11”x17” project plans (PDF)
> Draft special provisions (PDF)
> Engineer’s estimate and (PDF)
> Cross-sections at 50-foot intervals
> QA/QC Documentation
> Roadway earthwork calculations
> Resident Engineer File (PDF)
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 96 Detailed Scope
Task 21.0 - Final PS&E Package
TASK 21.1 - STAMPED AND SIGNED PROJECT PLANS
The100% plans will be revised based on comments received from the 100% submittal. Each plan sheet will be electronically stamped and signed by the Engineer/Architect in Responsible Charge of the elements contained on the specific sheet.

TASK 21.2 - STAMPED AND SIGNED TECHNICAL

SPECIFICATIONS
The technical special provisions will be electronically stamped and signed by the Engineer/Architect in responsible charge for the development of the various specifications section. Stamped and signed specifications will be submitted to the City and Caltrans.

TASK 21.3 - ENGINEER’S ESTIMATE AND JUSTIFICATION
MEMO
Consor will update the 100% construction Cost Estimate as necessary based on comments received and changes made
for the 100% project plans. We do not anticipate there to be appreciable changes in the item costs at the Final submittal.

However, if due to delays in the project or unforeseen
circumstances beyond the control of Consor, we will update the Justification Memorandum to provide reasons for the cost revisions.

TASK 21.4 - RESPONSE TO CITY/CALTRANS REVIEW
COMMENTS (1)
A Draft Final Submittal will be made to the City and Caltrans for their review. Our team has assumed we will receive one set of consolidated comments. We will address these comments and submit a Final Stamped and Signed PS&E submittal. At each submittal, our team will prepare a comment response form. The form will include the location of the comment, a summary of the comment, who is responsible for the response, and the response to the comment.

TASK 21 DELIVERABLES
> Response to Comments Form – City and Caltrans review
> Stamped and Signed project plans (PDF)
> Stamped and Signed special provisions (PDF and MS Word) > Engineer’s Estimate and Justification Memorandum (PDF) Task 22.0 - Advisory Body Assistance - Phase II
As the design progresses it is important to check in with City advisory bodies to inform them of the progress and provide them with the opportunity to provide input. During this Task, the Consor team will attend meetings, provide preparation sessions with staff, provide technical content for staff reports, and support City staff. Our scope assumes that the team will attend four (4) Advisory Body meetings. The renderings, conceptual exhibits, and technical content will be developed in various other Tasks in Phase II.

TASK 22.1 - ATTEND FOUR (4) MEETINGS IN PERSON
The Consor Project Manager, Deputy Project Manager, Bridge Project Engineer will be in attendance at four Advisory Body meetings throughout Phase II. The Advisory Bodies could be Planning Commission (PC), Architectural Review Committee (ARC), Chamber of Commerce, Downtown SLO, or the City
Council.

TASK 22.2 - LEAD PREP MEETINGS WITH STAFF (8)
Team preparation is important for presentations at committee meetings. The Consor team will lead preparation meetings with City and Caltrans staff prior to committee or council meetings.

These meetings will be virtual. We will attend two preparation meetings for each of the four (4) meetings. The meetings will focus on walking through the presentation to be made and discuss questions and issues that could be raised and our team’s responses.

TASK 22.3 - PREPARE TECHNICAL CONTENT FOR STAFF
REPORTS (4)
The Consor team will provide technical content for the City led staff reports for the Advisory Body meetings. The technical content will focus on project schedule, project costs, design decisions, aesthetic features, project layout, planting palettes, landscape and hardscape elements, bike and pedestrian features.

Our team will provide renderings and plans prepared in previous tasks.

TASK 22.4 - COMMENT RESPONSE TO EACH MEETING (4)
Our goal in attending the Advisory Body meetings will be to answer questions from the committee members. However, there could be some comments or questions that cannot be effectively answered without additional analysis. Our team will document comments, questions and requests made during the meetings.

We will prepare a memorandum documenting the comments and our team’s responses to those comments. In the memorandum, our team will identify requests that can be incorporated within the scope and fee and those elements that will necessitate a scope and fee revision.

TASK 22 DELIVERABLES
> Attendance at four (4) Advisory Body Meetings (in person) > Preparation and Attendance at a total of eight (8) preparation meetings for Advisory Body meetings (virtual)
> Technical Content for four (4) staff reports (Word)
> Preparation of four (4) comment response memorandums
(PDF)
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 97 Detailed Scope
Task 23.0 - Public Outreach - Phase II
At the beginning of Phase II, Verdin and the Consor team will review the Draft Communications Plan (Phase II) and update to align with the goals of the City for communications for Phase II.

TASK 23.1 - PROJECT BRIEF AND FACT SHEET
The project Fact Sheet and FAQs that were developed in Phase I will be updated to reflect the input and direction of the Prado Interchange project as it moves forward.

TASK 23.2 - PUBLIC MEETING
A public meeting will be held during the development of the 90% PS&E package. The meeting will focus on updating the public on the project timeline, including when construction activities are likely to start, the impacts to traffic during construction, and the final design elements.

The public meeting will be attended by the Project Manager, Deputy Project Manager, Bridge Project Engineer, Utility Coordinator, Landscape Architect, Bridge Architect and Verdin Marketing staff.

As part of this task, the team will complete the following:
> Announcement, coordination and facilitation of one public meeting to present an update to the public. This effort includes:
• One press release and media outreach to get coverage
before and after public meeting
• Utilizing the City’s email program, send a branded email to residents and businesses
• Updated signage, comment cards, updates to fact sheet/ FAQs. Printing not included.
• Presentation and display coordination for the meeting • Coordination and facilitation of public meeting to present an update on the project. Our team recommends that the
public meeting be held at the City Corp Yard on Prado Rd.

After the Public Meeting, Verdin and the design team will follow up with a meeting report with a summary of public engagement and comments/questions, the creation of a database for future outreach, and suggestions for project refinements based on public input.

As an option, the team can videotape the public meeting for posting on the City’s Prado Interchange website to ensure information and ability to comment is inclusive of all audiences.

TASK 23.3 - LOCAL RESIDENT OUTREACH - MASS
MAILERS (2)
Our team envisions that one mailer to all residents and businesses within the same area as Phase I public meeting, plus any additional addresses gathered from public comment cards, website inquiries, etc. Our scope assumes the City will print and mail the mailer.

A second mass mailer could either be specific to businesses in the area with a business focused Fact Sheet. Alternatively, the second mass mailer could be a recap and a link to view meeting (if the City authorizes the videotaping of the meeting). The mailer would be sent to the same audience that received the public meeting announcement. Our scope assumes the City would print and mail the mailer.

TASK 23.4 - PRESS RELEASES (8)
One press release would be prepared to get coverage for the Public Meeting to provide an project update. Seven additional press releases are included to coincide with planned events, and to communicate project milestones or unplanned eventualities.

TASK 23.5 - MEDIA MANAGEMENT
Our team recommends providing a continuation of outreach to the media to inform them of the project timeline, scope and plans to ensure channels of communication remain open throughout the final design phase.

Verdin will update the talking points developed for key staff as part of Phase I.

It is recommended that the media be updated regularly; Verdin is also available to develop additional press releases and media relations for unplanned eventualities where media and public information is needed. Depending on the amount and level of effort additional scope may be required.

TASK 23.6 - CITY OF SLO WEBPAGE QUARTERLY UPDATES
As the plans are being developed in Phase II, there may not be enough content to warrant monthly updates to the City of SLO Prado Interchange webpage. Our team is recommending that the website is updated quarterly during Phase II.

TASK 23.7 - PROJECT BOARDS FOR OUTREACH
MEETINGS (8 EVENTS, 4 BOARDS)
The Consor team will provide project boards showing renderings of the final project improvements, including aesthetic treatments, landscaping (planting palettes), and hardscape options. The boards can also include project timelines, extents of construction, traffic patterns during construction and utility relocations. It is anticipated that the aesthetic content for these boards or other media will be similar to those created as part of Task 18.0.

These boards/graphics/renderings will be prepared to support the public meeting and seven other events like Farmer’s Market, groundbreaking, Advisory Body meetings or placement at City offices.

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 98 Detailed Scope
Our scope includes the development, printing and mounting of four boards for seven separate events. It also assumes that at least two of the boards will be reused at the seven events for a total of sixteen boards.

TASK 23 DELIVERABLES
> Final Communications Plan (Phase II)
> Updated Prado Interchange Illustration, Fact Sheet, FAQs > Talking points for Key Staff
> Attendance at Public Meeting (Consor and Verdin)
> Public Meeting Report (PDF), including comment matrix > Two (2) mass mailers (PDF) - City to print and mail
> Eight press releases
> Twelve (12) City of SLO Prado Road Interchange Project webpage - Quarterly
> Sixteen (16) project information boards/graphics/renderings Task 24.0 - Phase II Finalization
TASK 24.1 - SCOPING NARRATIVE - DESIGN CRITERIA/

DESIGN DECISION DOCUMENT
At the conclusion of Phase II, the team will update the Scoping Narrative prepared at the end of Phase I. The document will summarize the design criteria for the project, a list of design exceptions, not already identified previously, findings and decisions incorporated in the final PS&E package, Geotechnical recommendations, Stormwater and Drainage design decisions, wet utility relocations, recap of Public Meeting and Advisory Body comments. The RE Pending file developed in Phase II will be an attachment to the Scoping Narrative document. This document will serve as the basis for the Scope of Work for Phase III.

TASK 24.2 - PHASE III SCOPE, SCHEDULE, FEE
Upon completion of the Scoping Narrative Memorandum, the Consor team with the City and Caltrans input, will review the Scope, Schedule and Fee for Phase III. We will work with the team to revise to our original scope, including deliverables and provide it to the City for their review and approval. Once the revised scope has been approved, the fee will be modified to match the approved scope of work.

TASK 24 DELIVERABLES
> Phase II Scoping Narrative Memorandum (PDF)
> Draft and Final Scope of Work and Fee (Phase III)

PHASE III - BID ADVERTISEMENT AND AWARD

PHASE ADMINISTRATION
The following scope for Phase III is based on Consor’s estimate for a typical level of effort for a project of this size and complexity. It is assumed that the City will be responsible for the advertisement and award of the construction contract. At the conclusion of Phase II, the scope for Phase III will be updated accordingly.

Task 25.0 - Advertising Preparation
The City will be responsible for the advertisement and award of the construction contract for the Prado Road Interchange.

The Consor team will provide the City with a list of potential contractors that have the experience and capability to perform a similar type of work as the Prado Road Interchange project.

During Phase II, the Consor team will deliver an RE pending file, Quantity Calculations (both sets), roadway design cross sections.

In addition to these items, we will provide the City with bridge deck four scales as necessary for the completion of the bridge deck grades.

Survey notes and monumentation data will be provided. The data will be sufficient for a licensed surveyor to locate monuments to recreate the rights-of-way.

TASK 25 DELIVERABLES
> Bridge Deck 4-Scales (PDF)
> Survey notes and monumentation data
Task 26.0 - Bid and Award Phase Assistance
TASK 26.1 - REVIEW AND RESPOND TO RFI’S DURING

BIDDING
During bidding Consor has assumed up to ten (10) Request for Information (RFI) and one (5) Addendum may be required. If additional RFI’s or addendums are needed the scope and fee will need to be revisited. Consor will prepare responses within 5 business days.

Due to the indeterminate nature of this work, we has budgeted a total of 120 hours for this task.

TASK 26.2 - ANALYSIS OF BIDS, BID PROTEST SUPPORT,

AND AWARD SUPPORT
Consor will review the received bids. We will consolidate the bids into one spreadsheet to easily compare the bids side by side with the Engineer’s Estimate. We will review the bids for mathematical errors and unusual unit prices. Our review will focus on the bid items and costs. It is assumed that City Legal Staff will review the validity of bonds, DBE good faith efforts, and other associated bid forms.

If there is a bid protest, Consor will review the protest and provide our recommendation on the validity of the protest.

Our review will focus on the elements of the protest that are technical in nature and will not focus on the quality of the lowest responsible bidder’s submittal package (i.e. DBE good faith effort).

US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 99 Detailed Scope
The Consor project manager and deputy project manager
will attend one (1) City Council meeting for the award of the construction contract. We will prepare the technical portion of the presentation as it relates to the project’s construction.

For example, we will focus on items such as traffic control and handling, duration of construction, and anticipated impacts of the construction on the community. The recommendation for award and funding for the construction will be addressed by City staff. We will prepare meeting notes summarizing the questions, comments and action taken by City Council.

TASK 26.3 - PRECONSTRUCTION SUPPORT
Given the size of the Prado Road Interchange project, it is assumed that the City will be looking for a consultant that specializes in Construction Management (CM). Consor will be available to review and provide comments on the City prepared Request for Proposal for CM services, review proposals received and participate in interviews as requested by the City.

The Consor deputy project manager, bridge project engineer, roadway project engineer, wet utility task lead, and utility task lead, will attend the Pre-construction meeting in person.

Other team members can be available virtually as necessary.

This meeting will be led by the City’s CM consultant. We will be available to answer technical questions as they relate to the project. Consor staff will participate in four (4) preparatory meetings virtually before the Pre-construction meeting. During the preparatory meetings, we will provide input to the CM consultant on critical items during construction, including utility relocation.

TASK 26 DELIVERABLES:
> Response to ten (10) Requests for Information
> Preparation of five (5) Addenda
> Bid comparison spreadsheet and assessment
> Assistance with Bid Protect, if required
> Attendance and meeting notes at one (1) City Council Meeting > Review of City prepared RFP for CM services
> Review of CM consultant proposals and participation in CM interviews
> Attendance at four (4) Pre-construction preparation meetings (virtual)
> Attendance at Pre-construction meeting with CM consultant and contractor
US 101/Prado Road Interchange • City of San Luis Obispo • July 2024 • 100 Cost Control & Budgeting Methodology
We believe that effective communication and diligent project scoping are the keys to minimizing change orders with respect to design.

Unforeseen circumstances and significant changes to project scope may necessitate additional fees on occasion. Preparation is critical to fully understand your needs and reduce change orders during the project. Furthermore, our firm’s reputation and focus on quality lends itself to the development of appropriate project fees. We will be upfront with the City about potential risks and concerns—we prefer to potentially lose a price-competitive project than win with a low-price strategy and ask for more fee later. It is our goal to make sure we stay on budget throughout the life of the project.

Consor has a proven track record of completing projects on time, with excellent quality, and within budget. We accomplish this by continuously monitoring progress and budget expenditures of our project team. Consor incorporates a comprehensive project management plan that follows the guidelines provided in the Caltrans Project Management Handbook.

Our cost and schedule control starts with assigning staff who have expertise that aligns with the project needs to each task order.

We apply several different cost tracking methods to correctly maintaining the budget This includes tracking progress (i.e., percent complete) and comparing to costs incurred in order to assess the project’s budget status.

Our project managers will monitor the project’s progress on a weekly basis and use the following approaches to maintain the project’s schedule:
• Create a detailed project schedule that outlines all tasks, including QC efforts and tasks to be performed by client staff, with completion dates necessary to achieve the overall schedule goal. • Assign staff with the appropriate level of expertise that can develop and deliver submittals correctly the first time and avoid costly rework.
• Check in frequently with the team’s production staff to update on task progress and implement corrective measures to maintain schedule.
• Conduct project team meetings to discuss task progress related to schedule and tasks means and methods to confirm production staff remain on the path identified at the project onset. • Develop thorough meeting minutes and hold team members accountable with specifically identified deadlines and decisions.

Tools Used by our Project Managers to Meet Cost Objectives PM Software
Consor’s Deltek Vision software is used to track progress and report budget status in real-time, allowing project managers to confirm work progress relative to budgets and adjust as necessary.

Earned Value Budget Analysis
The Earned Value Budget Analysis blends the project schedule with the planned project budget to forecast the anticipated financial path of the project, tracks deliverables and remaining budget per task. This tool combines the scope, schedule, and budget into a single snapshot of the project’s overall health. This “Heads Up Display” allows the project manager to anticipate and proactively course correct if the project is spending too much or too little budget in a given invoicing period.

This graph shows an actual Consor project recently
completed using the Earned Value Budget Analysis. The
blue graph shows the planned project budget over the
life of the project and is initiated at the beginning of the project. This line establishes the baseline for budget and schedule success. The red line tracks the actual cost of the project based on monthly invoicing and the green line tracks task deliverables with an assigned budget value
per deliverable. As shown, Consor project managers have the tools for successful project budget management.

PLANNED VALUE
Over time (based on
schedule & budget)

EARNED VALUE
Over time (based
on deliverables)

ACTUAL COST
Over time (based on
invoices)
Schedule of Work
Schedule of Work
Schedule of Work
Task 3 Project Vision
and hand-off
PHASE I (24 Months)
Value Analysis, 50% Plans, Specifications and Estimate
Task 6 Value Analysis
Refinements
Task 4 Topographic
Base Mapping
Tasks 17, 19 Fin
Task 18 Fina
Task 15 Utility Identification/Verification,
Update Utility Base Mapping
PHA
Final Engineering Pl
Task 19 Third Party Rev
Begin
Design
210
Major Decision Point: Final
design concept developed
and approved
General
Plans
275
50% Constr.

Review
Completed
311
313
65% Constr.

Review
Completed
90%
Constructa
Review Me
315
Task 16 Final R/W
Needs (including
Underground Utilities)
Task 16 Appraisal Map,
Plats & Legals, R/W
Acquisition Coordination
Task 15 Potholing Utilities, Utility Conflict Maps,
Liability Determination, Draft Utility Agreements, Draft Notice to Owner, ROI Packages for CT approval
Task 1 Caltrans Encroachment
Permit (Design)
US 101/Prado Road Interchange - Project Duration - Nov
Task 11 50% Submittal
Task 17 Final Design
Engineering 65% Design
Task 19 Final Design
Engineering 90% Desi
Begin ROW
Appraisal/
Acquisition
Task 1 Project Management & Meetings
Task 5 Design Technical Reports
Task 7 Aesthetic Development
Task 8 Bridge Type Selection
Tasks 22 and
Advisor
Task 2 Grant Assistance Task 14
Tasks 9 and 10 Public Outreach and
Advisory Body Assistance
Consor has prepared a graphical schedule depicting the major tasks associated with the Prado Road Interchange Project and how they align with the Caltrans schedule based on our understanding of all of the tasks outlined in the Request for Proposals (RFP). Our team feels there are opportunities to condense this sc the City, and Caltrans. We also would like to recommend that the Bridge Type Selection process begin earlier in the process. This will require City and Caltrans alignments early in the Value Analysis task. The attached detailed schedule does show the Utility “A” letters being prepared and sent to utility companies in Ph better assess project impacts but is included in Phase II in our Scope of Services to match the City’s RFP. Our team has other thoughts to accelerate the schedu Task 11 Third Party
Review
ID Task Name Duration Start
1 PHASE I WORKPLAN NTP 534 days Fri 11/15/24
2 NTP 0 days Fri 11/15/24
3 Project Management 520 days Fri 11/15/24
4 General Project Management 26 mons Fri 11/15/24
5 Caltrans Encroachment Permit for PS&E Phase 4 wks Fri 11/15/24 6 Submit Information Requests to Caltrans 4 wks Fri 11/15/24 7 MEETINGS 424 days Wed 11/20/24
8 Kickoff Meeting 0 days Wed 11/20/24
9 PDT MEETINGS 410 days Wed 12/11/24
30 TECHNICAL FOCUS MEETINGS W/City & Caltrans (6),
Two meetings in Person
325 days Fri 12/20/24
37 ADVISORY BODY ASSISTANCE 20 mons Fri 11/15/24
38 PUBLIC MEETINGS 489 days Fri 11/15/24
39 1- In Person Public Meeting After VA Implementation
Recommendations are Agreed
0 days Wed 9/16/26
40 Meeting Minutes, Comment Matrix, Proposed
Changes Listing
2 wks Thu 9/17/26
41 Outreach 459 days Fri 11/15/24
42 Outreach to Residences/Businesses in Project Area 2 wks Fri 11/15/24 43 Mass Mailer #1 2 wks Thu 9/4/25
44 Mass Mailer #2 2 wks Thu 8/6/26
45 Press Releases (3), Interview Preparation,
Response to Questions
260 days Wed 7/16/25
49 City of SLO Webpage Monthly Update 455 days Wed 11/20/24 72 Collateral Materials for 3 Events 2 wks Fri 11/15/24 73 Quality Management Plan 35 days Thu 11/21/24
74 Develop QMP 2 wks Thu 11/21/24
75 Submit to City for Review & Comment 0 days Wed 12/4/24 76 Update QMP 1 wk Thu 12/5/24
77 Caltrans/City Review & Comment 1 wk Thu 12/12/24
78 Update QMP 1 wk Thu 12/19/24
79 Submit Final QMP to Caltrans & City 1 wk Thu 12/26/24 80 Caltran & City Review/Concurrence 1 wk Thu 1/2/25
81 Final QMP 0 days Wed 1/8/25
82 Caltrans Quantative Risk Register 474 days Thu 11/21/24 83 Develop Risk Register 2 wks Thu 11/21/24
84 Review and Input to Risk Register 1 wk Wed 12/11/24
85 RR Monthly Update 455 days Wed 12/18/24
108 Design Decision Log 474 days Thu 11/21/24
109 Create Shared Drive Document 2 wks Thu 11/21/24
110 Design Decision Log Monthly Update 455 days Wed 12/18/24 133 Project Schedule (MS Project) 478 days Fri 11/15/24 134 Develop Initial Schedule 1 wk Fri 11/15/24
135 City and Caltrans Review 2 wks Fri 11/22/24
136 Baseline Schedule Completed 1 wk Fri 12/6/24
137 Schedule Monthly Update 455 days Wed 12/18/24
160 Grant Application Assistance 440 days Fri 11/15/24
161 Applicable Grant Opportunity Memo 8 wks Thu 11/21/24 162 Grant Application Assistance 22 mons Fri 11/15/24
163 PROJECT VISION AND HANDOFF 60 days Thu 11/21/24
164 Previous Work Inventory 4 wks Thu 11/21/24
165 Handoff Meetings 30 days Wed 12/18/24
166 Meeting #1 0 days Wed 12/18/24
167 Meeting #2 0 days Wed 1/15/25
168 Meeting #3 0 days Wed 1/29/25
169 Handoff Memorandum 40 days Thu 12/19/24
170 Draft Memo 4 wks Thu 12/19/24
171 City Review 2 wks Thu 1/16/25
172 Final Memo 2 wks Thu 1/30/25
173 Surveying and Topographic Mapping 84 days Fri 11/15/24 174 Field Work/Topographic Data Collection 72 days Fri 11/15/24 175 Design Aerial Control Network 1 day Fri 11/15/24
176 Submit Aerial Control Network 10 days Mon 11/18/24
177 Field Survey Aerial Control Network 10 days Mon 12/2/24 178 Adjust Aerial Control Network 3 days Mon 12/16/24
179 Submit Aerial Control Network Adjustment to CT for
ABC Review
10 days Thu 12/19/24
180 Submit Bundle Adjustment to CT for ABC
Review/Approval
10 days Thu 1/2/25
181 Prepare Control Report and Submit to CT for ABC
Review/Approval
3 days Thu 1/16/25
182 Topographic and Orthophotography Mapping 45 days Mon 12/16/24 183 Topographic Mapping Field Checks for Accuracy
QA/QC
3 days Mon 2/17/25
184 Submit Finished Survey to CT for ABC
Review/Approval
3 days Thu 2/20/25
185 Landnet and Boundary Basemapping 32 days Fri 11/15/24 186 Research of Record Maps and Caltrans R/W Maps 3 days Fri 11/15/24 187 Compute Locations of Record Monumentation 5 days Wed 11/20/24 11/15 NTP
11/20 Kickoff Meeting
9/16 1- In Pers
12/4 Submit to City for Review & Comment
1/8 Final QMP
12/18 Meeting #1
1/15 Meeting #2
1/29 Meeting #3

J S N J M M J S N J M M J S
Half 2, 2024 Half 1, 2025 Half 2, 2025 Half 1, 2026 Half 2, 2026