CITY OF SAN PABLO
AGREEMENT FOR CONSULTING SERVICES
Project No.0901/ Agreement No. 1
THIS AGREEMENT (“Agreement”), dated and effective this 5th day of July 2022 (“Effective Date”), is by and between the City of San Pablo, a municipal corporation organized and existing under the laws of the State of California, ( “City”), and Kimley-Horn and Associates, Inc. (“Consultant”) (individually, a “Party,” and collectively, the “Parties”).
RECITALS
WHEREAS, the City desires to engage a consultant to provide professional design services to the City (“Services”) as further set forth in this Agreement;
WHEREAS, Consultant has represented to City that Consultant has the special training, skill, competence and expertise necessary to provide the Services needed by the City; desires to enter into this Agreement with the City as an independent contractor; and is willing to provide the Services on the following terms and conditions.
NOW, THEREFORE, Consultant and the City agree as follows:
TERMS AND CONDITIONS
(1) Scope of Services.
A. Scope of Services. Consultant agrees to provide the Services to the City as specified in, collectively, the scope of services set forth in the City’s Request for Proposals, dated dated March 24, 2022 and any addenda thereto (“RFP”), attached as Exhibit A and incorporated herein, and the scope of services set forth in Consultant’s proposal dated April 21, 2022 (“Proposal”), attached as Exhibit B and incorporated herein, with an updated scope of services and budget dated June 7, 2022 (“ Updated Scope of Work ”), attached as Exhibit C and incorporated herein. In the event of any conflict or inconsistency between any of the terms of the RFP, the Updated Scope of Work, and this Agreement, the terms most favorable to the City will prevail. In the event of any conflict or inconsistency between the Proposal and the Updated Scope of Work, the Updated Scope of Work will prevail. Any services not encompassed in this Section (1) are additional services (“ Additional Services”) subject to prior written authorization by the City, as further specified below in Section (3), “Additional Services.”
B. Quality of Performance. Consultant will provide the Services and any authorized Additional Services in accordance with the standards of its profession; in accordance with the terms, conditions, and objectives of this Agreement; and in a manner satisfactory to the City Manager or his or her authorized delegee (“ City Manager ”). Consultant represents that it possesses the necessary skills, background, and licenses to perform the Services or Additional Services. Consultant is solely responsible for the quality and suitability of the Services it provides pursuant to this Agreement. If, during the course of this Agreement, the City Manager notifies Consultant that the Services are not satisfactory, in whole or in part, Consultant will promptly take the corrective action required by the City Manager, at no extra cost to the City. Failure to promptly take such corrective action constitutes a material breach of this Agreement and cause for termination in the City’s discretion. This standard of care will not be construed to impose a mandatory duty on the City within the meaning of Government Code s ection 815.6. The City’s
acceptance of Services performed under this Agreement will not operate to waive or release Consultant’s obligation under this paragraph.
C. COVID-19 Pandemic. All City of San Pablo programs and services must be in compliance with current health orders issued by Contra Costa County Health Services at:
https://www.coronavirus.cchealth.org/health-orders; including but not limited to social distancing requirements: https://cchealth.org/coronavirus/pdf/2020- 0331-Appendix-A-Social- Distancing-Protocol.pdf. Consultant shall comply with these requirements and contact City staff immediately if there is any issue with compliance. In addition, the City requires all contractors/consultants providing services at City facilities or City worksites to provide proof of COVID-19 vaccination, as well as comply with the City’s COVID policies on-site.
D. Time is of the Essence. In the performance of this Agreement, time is of the essence. Consultant must be available to begin providing the Services upon the Effective Date of this Agreement, and must complete the Services within the time specified in Section (4), “Effective Date and Term.” This Agreement is made in anticipation of conditions permitting continuous and orderly progress through completion of services. Consultant shall not have liability for any delays, expenses, losses, damages or be deemed in breach for liabilities which are caused by any factor outside of its reasonable control, including but not limited to natural disasters, epidemics, pandemics, quarantine restrictions, adverse weather, or acts of the City, third parties, or governmental agencies.
E. Primary Service Provider . The City has approved of Adam Dankberg as Consultant’s primary provider of the Services under this Agreement, and no other person will be accepted as the primary provider of the Services without the City’s prior written consent.
F . Labor Code Compliance. If the Services are “public works” services as defined in Labor Code section 1720 et seq. and the Agreement is for an amount greater than $1,000, the Agreement is subject to all applicable requirements of Chapter 1 of Part 7 of Division 2 of the Labor Code, beginning at section 1720, and the related regulations, including but not limited to requirements pertaining to wages, working hours and workers’ compensation insurance.
Consultant must also post all job site notices required by laws or regulations pursuant to Labor Code section 1771.4.
1. Prevailing Wages: Each worker performing Services under this Agreement that is covered under Labor Code section 1720 or 1720.9, must be paid at a rate not less than the prevailing wage as defined in sections 1771 and 1774 of the Labor Code. The prevailing wage rates are on file with the City and are available online at http://www.dir.ca.gov/DLSR. Pursuant to Labor Code section 1775, Consultant and any subconsultant will forfeit to City as a penalty up to $200 for each calendar day, or portion of a day, for each worker paid less than the applicable prevailing wage rate, in addition to paying each worker the difference between the applicable wage rate and the amount actually paid.
2. Working Day: Pursuant to Labor Code section 1810, eight hours of labor consists of a legal day’s work. Pursuant to Labor Code section 1813, Consultant will forfeit to City as a penalty the sum of $25 for each day during which a worker employed by Consultant or any subconsultant is required or permitted to work more than eight hours during any one calendar day, or more than 40 hours per calendar week, unless such workers are paid overtime wages under Labor Code section 1815. All
Services must be carried out during regular City working days and hours unless otherwise specified in the scope of services or authorized in writing by City.
3. Payroll Records: Consultant and its subconsultants must maintain certified payroll records in compliance with Labor Code sections 1776 and 1812, and all implementing regulations promulgated by the Department of Industrial Relations (“DIR”). For each payroll record, Consultant and its subconsultants must certify under penalty of perjury that the information in the record is true and correct, and that it has complied with the requirements of Labor Code sections 1771, 1811, and 1815. Unless the Agreement is for an amount under $25,000, Consultant must electronically submit certified payroll records to the Labor Commissioner as required under California law and regulations.
4. Apprentices: If the amount of the Agreement is $30,000 or more, Consultant must comply with the apprenticeship requirements in Labor Code section 1777.5.
5. DIR Monitoring, Enforcement, and Registration: The Services are subject to compliance monitoring and enforcement by the DIR pursuant to Labor Code section 1725.5, and, subject to the exception set forth below, Consultant and any subconsultants must be registered with the DIR to perform public works proj ects.
The registration requirements of Labor Code section 1725.5 do not apply if the Agreement is for an amount under $25,000.
(2) Compensation. As full compensation for the satisfactory and timely performance of the Services as specified in Section (1), “Scope of Services,” and the attached exhibits, City hereby agrees to pay Consultant a sum not to exceed two-hundred thousand d ollars ($200,000) as follows:
Consultant will be paid all undisputed amounts within thirty (30) days of City’s receipt of detailed invoices for Services provided to the City Manager’s satisfaction during the preceding calendar month. Invoices must include all of the information contained in Section (7), “Billings,” below. Each invoice must be signed by an authorized representative of Consultant, verifying that the invoiced Services have been performed. Consultant will not be entitled to compensation for Additional Services, as defined below in Section (3), unless authorized by City in writing in advance, and memorialized in an amendment to this Agreement executed by the authorized representatives of each Party. This Section (2) supersedes any conflicting or inconsistent provisions in the Proposal.
(3) Additional Services. In addition to the Services included in Section (1), “Scope of Services,” the Parties may from time to time agree that Consultant will provide Additional Services for additional compensation, as authorized by the City Manager. The nature and scope of the Additional Services, including the time for performance and terms for mutually agreeable additional compensation must be memorialized in a writing, executed by both Parties, as further specified in Section ( 25), “Amendments,” before Consultant may begin providing the Additional Services. Consultant will not be entitled to compensation for any Additional Services performed without a written amendment to include the Additional Services in this Agreement. If Consultant believes that services that it is directed to perform by City are not included in Section (1), “Scope of Services,” Consultant will promptly notify the City in writing of the basis for this belief. If the City agrees that the subject services are not included in Section (1), “Scope of Services,” the Parties will promptly execute a writing to authorize the services as Additional Services for mutually agreed-upon additional compensation. Except as otherwise specified in the written authorization, all Additional Services are subject to the same terms and conditions as all Services under this
Agreement, including, billing, record -keeping, reporting, insurance, indemnity, and compliance with all applicable laws and standards.
(4) Effective Date and Term. The term of this Agreement (“Term”) begins on the Effective Date set forth above, and expires on December 31, 2023. If the Term expires later than the end of the City’s fiscal year, the continuation of the Term into the next fiscal year will be contingent upon the City’s lawful encumbrance or appropriation of new funds for the Agreement.
(5) Assignment and Subcontracting. A substantial inducement to City for entering into this Agreement was, and is, the reputation and competence of Consultant. The assignment or subcontracting of this Agreement by Consultant, or any interest therein, is prohibited without the prior written approval of the City Manager. The City has authorized Consultant to use the following Subconsultants/Subcontractors as specified:
Subconsultant/Subcontractor Name Subconsultant/Subcontractor Services
Toole Design__________________ Public engagement and planning _____ Mark Thomas_________________ Planning and urban design__________
(6) Independent Contractor Status. It is expressly understood and agreed by the Parties that Consultant, while providing Services pursuant to this Agreement, is an independent contractor and not an employee of the City. Consultant is solely responsible for the means and methods by which it provides the Services. Consultant is solely responsible for all matters relating to the payment of its employees, including compliance with social security, withholding tax and all other laws and regulations governing such matters. Consultant is solely responsible for its own acts and those of its agents and employees during the T erm of this Agreement. Consultant will not represent, at any time or in any manner, that Consultant is an employee of the City. Consultant will exercise its judgment in recommending to City the methods by which to accomplish City’s objectives and needs. Consultant acknowledges that the City will provide no training. Consultant will provide whatever tools and materials that are necessary to complete a client engagement.
Consultant is free to accept, and has accepted in the past, other client engagements. Consultant is responsible for purchasing, bringing, providing, and controlling any and all equipment, tools, instruments, etc. needed for completion of the Services set forth herein, as well as for maintenance and use of such equipment. It is understood that Consultant is hired on a temporary basis only, and that if the City and/or Consultant desires to continue Consultant’s services after expiration of the Term or termination of this Agreement, Consultant must enter into a new agreement.
(7) Billings. Consultant's invoices must include the following information: (a) a brief description of Services performed, including any Additional Services ; (b) the date the Services were performed; (c) the number of hours spent and by whom ; (d) the current Agreement not-to- exceed amount; (e) the amount previously billed; (f) the total paid to date; (g) the outstanding balance due, if any; (h) the current invoice amount; (i) total amount billed against the Agreement to date; (j) the remaining balance of the not-to-exceed amount; and (k) the Consultant’s signature.
Except as specifically authorized by City, Consultant will not bill City for duplicate Services performed by more than one person. Consultant may not submit any billing for an amount in excess of the maximum amount of compensation authorized in Sections (2) and (3), above.
Consultant is solely responsible for its office and overhead costs, including furniture and equipment rental, supplies, salaries of employees, telephone calls, postage, advertising, and all other expenses incurred by Consultant in the performance of this Agreement.
(8) Advice and Status Reporting. Consultant will provide the City with timely reports, orally or in writing, of all significant developments arising during performance of its Services, and provide the City with information as is necessary to enable City to monitor the performance of this Agreement, including statements and data demonstrating the effectiveness of the Services provided in achieving the City’s express goals and objectives. The City may withhold payments otherwise due to Consultant pending timely delivery of all such reports and information.
Consultant will promptly notify the City Manager of any matters that could adversely affect Consultant’s ability or eligibility to continue to provide Services under this Agreement.
(9) Retention of Records. Consultant’s complete files, including all records, employee time sheets, and correspondence pertaining to the Services will be available for review by the City upon request, and copies of pertinent reports and correspondence will be furnished for the City’s files upon request by the City. Consultant will maintain adequate documentation to substantiate all charges for hours and materials charged to City under this Agreement. Consultant will maintain the records and any other records related to the Services or this Agreement and will allow City access to such records for a period of four years after the expiration of the Term or termination of the Agreement. At City’s request, or upon expiration or termination of this Agreement, Consultant will return to City all plans, maps, cost estimates, project financial records, reports, and related documents. All research information, plans, diagrams, financial records, reports, cost estimates or other documents prepared or obtained under the terms of this Agreement will be delivered to and become the property of the City and all data prepared or obtained under this Agreement will be made available, upon request, to the City without restrictions or limitations on their use. This Section (8) will survive expiration of the Term or termination of the Agreement.
(10) Written Reports and Documents. In accordance with Government Code section 7550, if the total compensation paid to Consultant under this Agreement exceeds $5,000, any document or written report prepared by Consultant for or under the direction of City will contain the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of such document or written report. The contract and subcontract numbers and dollar amounts shall be contained in a separate section of such document or written report. When multiple documents or reports are the subject or product of this Agreement, the disclosure section may also contain a statement indicating that the total contract amount represents compensation for multiple documents or reports.
(11) Record and Fiscal Control System. Consultant will maintain its financial records and fiscal control systems in a commercially reasonable manner. Consultant will maintain personnel and payroll records to adequately identify the source and application of all received funds; withhold income taxes; pay employment taxes (including Social Security), unemployment compensation, worker's compensation and other taxes as may be due. Consultant will maintain an effective system of internal control to assure that funds provided through the City are used solely for authorized purposes.
(12) Access to Records; Audits. The City will have access at any time during normal business hours and as often as necessary to any bank account and books, records, documents, accounts, files, reports, and other property and papers of Consultant relating to the Services to be provided under this Agreement for the purpose of making an audit, review, survey, examination, excerpt or transcript.
(13) Consultant’s Testimony. Unless the Services include serving as an expert witness, Consultant agrees to consult with City and testify at City’s request at no additional cost other than
normal witness fees if litigation is brought against City in connection with Consultant’s Services.
This Section (12) will survive expiration of the Term or termination of the Agreement.
(14) Assignment of Personnel. Consultant will only assign competent and qualified personnel to perform the Services. If City asks Consultant to remove a person assigned to the Services, Consultant agrees to do so immediately regardless of the reason, or the lack of a reason, for City's request.
(15) Insurance. Before it may begin performing Services under this Agreement, Consultant must procure and provide proof of the insurance coverage and endorsements required by this Section in the form of certificates and endorsements acceptable to City. The required insurance must cover the activities of Consultant and its subconsultants or subcontractors relating to or arising from the performance of the Services, and must remain in full force and effect at all times during the Term of the Agreement. All required insurance must be issued by a company licensed to do business in the State of California, and each such insurer must have an A.M. Best’s financial strength rating of “A” or better and a financial size rating of “VII” or better. If Consultant fails to provide any of the required coverage in full compliance with the requirements of this Agreement, City may, at its sole discretion and in addition to any other remedies, purchase such coverage at Consultant’s expense and deduct the cost from payments due to Consultant, suspend performance of the Services under the Agreement, or terminate Consultant for default. The procurement of the required insurance will not be construed to limit Consultant’s liability under this Agreement or to fulfill Consultant’s indemnification obligations under this Agreement. If coverage limits carried by Consultant exceed the minimum limits specified below, the higher limits will be deemed to be required by this Agreement.
A. Policies and Limits. Consultant must procure and maintain the following insurance policies and limits at all times during the Term of this Agreement:
1. Commercial General Liability Insurance (“CGL”): The CGL policy must be issued on an occurrence basis, written on a comprehensive general liability form (CG 00 01), and must include coverage for liability arising from the operations of Consultant or its subconsultants or subcontractors in the performance of the Services, including products and completed operations, property damage, bodily injury and personal and advertising injury with limits of at least $2,000,000.00 per occurrence. The CGL coverage may be arranged under a single policy for the full limits required or by a combination of underlying policies with the balance provided by excess or umbrella policies, provided each such policy complies with the requirements set forth herein.
2. Automobile Liability: The automobile liability policy must provide coverage of at least $1,000,000.00 combined single-limit per accident for bodily injury, death or property damage.
3. Workers’ Compensation Insurance and Employer’s Liability: If the Consultant has employees, t he policy must comply with the requirements of the California Workers’ Compensation Insurance and Safety Act, providing coverage of at least $1,000,000.00, or as otherwise required by law.
4. Professional Liability: The professional liability insurance policy must insure against the Consultant’s errors and omissions in the provision of Services under this Agreement, in an amount not less than $1,000,000.00 combined single limit.
Any deductible or self-insured retention may not exceed $50,000. The professional liability policy must include prior acts coverage sufficient to cover all Services provided by the Consultant for this Agreement, and the coverage must continue in effect for five years following final payment to Consultant. The following provisions apply if the professional liability policy is written on a claims-made form:
a. The retroactive date of the policy must be shown and must be on or before the Effective Date of the Agreement.
b. The insurance must be maintained and evidence of insurance must be provided for a continuous period of at least five years following expiration of the Term or termination of the Agreement, whichever occurs first.
c. If the coverage is canceled or not renewed and is not replaced with another claims-made policy form with a retroactive date that is on or before the Effective Date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five years following expiration of the Term or termination of the Agreement, whichever occurs first. The City has the right to procure, at Consultant’s cost, any extended reporting provisions of the policy if the Consultant cancels or fails to renew the coverage.
d. A copy of the claim reporting requirements must be submitted to the City before Consultant may begin performing Services under this Agreement.
B. Required Endorsements. The insurance provided by Consultant must include the following endorsements as specified below. The endorsements must be executed by a person authorized to bind the issuing insurer. The endorsements are to be provided on forms provided, specified, or approved by the City. As an alternative to the City’s forms, the Consultant’s insurer(s) may provide complete copies of all required insurance policies, including endorsements.
1. Additional Insured Endorsements: The General Liability and Automobile Liability policies are to contain, or be endorsed to contain, the following provisions:
a. The City, its officers, officials, employees, and volunteers (“Additional Insureds”) will be covered as additional insureds with respect to all covered liability. This must be provided in the form of an additional insured endorsement to the Consultant’s insurance policy, using form CG 20 10 11 85, forms CG 20 10 10 01 and GC 20 37 10 01, or equivalent approved by the City. For design professionals form CG 20 07 may be used.
Alternatively, the additional insured endorsement may be provided as a separate owner’s policy that complies with all of the requirements set forth in this Section 15.
b. The inclusion of more than one insured will not operate to impair the rights of one insured against another, and the policies will apply as though separate policies have been issued to each of the Additional Insureds. c. The insurance provided by the Consultant is primary and no insurance or self-insurance held or owned by any of the Additional Insureds may be called upon to contribute to a loss or defense.
d. Any failure by Consultant to comply with the reporting requirements for a policy will not affect nor abridge the coverage provided for any Additional Insureds.
e. The coverage or endorsement will not contain any limitations on the scope of protection available to the Additional Insureds.
2. Notice: Each insurance policy required by this clause must provide or be endorsed to state that coverage will not be reduced, canceled, or allowed to expire without at least 30 days written notice to the City, unless due to non-payment of premiums, in which case 10 days written notice is required.
3. Waiver of Subrogation: Each required policy, except professional liability, must include an endorsement providing that the insurer will waive any right of subrogation it may have against the City. Consultant hereby agrees to waive subrogation which any insurer of Consultant may acquire from Consultant by virtue of the payment of any loss.
C. Deductibles and Self -Insured Retentions. Any deductibles or self-insured retentions for the required insurance policies are subject to prior approval by the City Manager .
Before beginning performance of the Services, Consultant must disclose the amounts of the deductibles and self-insured retentions that apply to the required policies . If the City Manager determines that the deductible or self-insured retention for any required policy is unacceptably high, at the option of City, (1) the insurer must reduce or eliminate the deductible or self-insured retention with respect to the Additional Insureds, or (2) the Consultant must provide a bond or financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration, and defense expenses. During the Term of this Agreement, Consultant may not increase any deductibles or self-insured retentions with respect to the Additional Insureds, without the prior written consent of the City Manager. The City Manager may condition such consent upon the Consultant procur ing a bond or financial guarantee that is satisfactory in form to the City, guaranteeing payment of losses and related investigations, claim administration, and defense expenses.
D. Subconsultants or S ubcontractors. Consultant must ensure that each subconsultant or subcontractor is required to maintain the same insurance coverage required for Consultant under this Section (15), with respect to its performance of Services, including the required endorsements. Consultant must confirm that each subconsultant or subcontractor has complied with these insurance requirements before the subconsultant or subcontractor is permitted to begin Services under this Agreement. Upon request by the City, Consultant must provide certificates and endorsements submitted by each subconsultant or subcontractor to prove compliance with this requirement. The insurance requirements for subconsultants or subcontractors do not replace or limit the Consultant insurance obligations.
(16) Indemnification. The terms and conditions set forth in subsection 16(A) , below, are applicable to this Agreement if the Services to be provided by Consultant are not “design professional” services as used and defined in Civil Code section 2782.8 (architect, landscape architect, engineering, or land surveyor services). The terms and conditions set forth in subsection 16(B), below, are applicable to this Agreement if the Services to be provided by Consultant are “design professional” services as used and defined in Civil Code section 2782.8 (architect, landscape architect, engineering, or land surveyor services).
A. Indemnification by Non-Design Professionals. Consultant shall, to the fullest extent permitted by law, indemnify, defend (with counsel acceptable to the City) and hold harmless City, and its employees, officials, volunteers and agents ("Indemnified Parties") from and against any and all losses, claims, damages, costs and liability of every nature arising out of or resulting from the performance of this Agreement by Consultant, its officers, employees, agents, volunteers, subcontractors or sub-consultants, excepting only liability arising from the sole negligence, active negligence or willful misconduct of City. Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and costs of alternative dispute resolution.
1. The duty to defend is a separate and distinct obligation from the Consultant’s duty to indemnify. The Consultant shall be obligated to defend, in all legal, equitable, administrative, or special proceedings, with counsel approved by the City, the City and its directors, officers, and employees, immediately upon tender to the Consultant of the claim in any form or at any stage of an action or proceeding, whether or not liability is established. An allegation or determination of comparative active negligence or willful misconduct by an Indemnified Party does not relieve the Consultant from its separate and distinct obligation to defend City . The obligation to defend extends through final judgment, including exhaustion of any appeals. The defense obligation includes an obligation to provide independent defense counsel if the Consultant asserts that liability is caused in whole or in part by the negligence or willful misconduct of an I ndemnified Party. If it is finally adjudicated that liability was caused by the sole active negligence or sole willful misconduct of an Indemnified Party, Consultant may submit a claim to the City for reimbursement of reasonable attorneys’ fees and defense costs.
2. In the event that Consultant or any employee, agent, subconsultant or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System ( “PERS”) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, subconsultants or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
3. The review, acceptance or approval of the Consultant’s Services or work product by any Indemnified Party shall not affect, relieve or reduce the Consultant’s indemnification or defense obligations. The provisions of this Section are not limited by and do not affect the provisions of this Agreement relating to insurance.
4. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply.
5. By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration, and that these provisions survive the termination of this Agreement.
B. Indemnification by Design Professionals. Consistent with California Civil Code section 2782.8 (“section 2782.8”), when the Services to be provided under this Agreement are
to be performed by a “design professional,” as that term is defined under section 2782.8, Consultant shall, to the fullest extent permitted by law, indemnify, defend and hold harmless City, and its employees, officials, volunteers and agents (“Indemnified Parties”) from and against any and all losses, claims, damages, costs and liability of every nature , including reasonable attorneys’ fees and costs, to the extent caused in whole or in part by any negligence, recklessness, or willful misconduct of Consultant, its officers, employees, agents, subconsultants or subcontractors in performance of the Services under this Agreement, but excluding the sole or active negligence or willful misconduct of one or more of the Indemnified Parties. Defense costs shall not exceed Consultant’s proportionate percentage of fault, except as set forth in s ection 2782.8.
1. In the event that Consultant or any employee, agent, subconsultant or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System ( “PERS”) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, subconsultants or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
2. The review, acceptance or approval of the Consultant’s Services or work product by any Indemnified Party shall not affect, relieve or reduce the Consultant’s indemnification or defense obligations. The provisions of this Section are not limited by and do not affect the provisions of this Agreement relating to insurance.
3. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply.
4. By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration, and that these provisions survive the termination of this Agreement.
(17) Licenses. If a license of any kind, which term is intended to include evidence of registration, is required of Consultant, its employees, agents, or subcontractors by federal or state law, Consultant warrants that such license has been obtained, is valid and in good standing, and Consultant shall keep it in effect at all times during the T erm of this Agreement, and that any applicable bond has been posted in accordance with all applicable laws and regulations.
Consultant, its subconsultants, and subcontractors, w ill obtain and maintain a City of San Pablo Business License at all times during the Term of this Agreement.
(18) Employment Practices.
A. Employment of Local Residents. Pursuant to the San Pablo Economic Opportunity Policy, the Consultant and any subcontractors shall contact the San Pablo Economic Development Corporation (“EDC”) at [email protected] or 510-215-3200, at least ten business days prior to hiring or staffing for fulfillment of the Agreement, describing number, duties and qualifications needed for available positions, and shall fairly consider for employment any workers referred by the EDC within three business days. “Local Resident” means an individual having an adjusted household income of less
than the Area Median Income for Contra Costa County, and domiciled in the City of San Pablo as of the relevant hiring date, with “domiciled” as defined by Section 349(b) of the California Election Code. Discrimination against Local Residents on the basis of their local status is prohibited.
B. Compliance With Law . Consultant represents that it is an Equal Opportunity Employer and shall comply with applicable regulations governing equal opportunity employment. Consultant shall not discriminate in the employment of any person because of race, color, national origin, ancestry, physical or mental disability, medical condition, marital status, sex, age, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment and Housing Act. Consultant shall comply with all applicable provisions of the Americans with Disabilities Act of 1990 (“ADA”) in performing its obligations under this Agreement. Failure to comply with the provisions of the ADA shall be a material breach of, and grounds for the immediate termination of, this Agreement. In performing Services and providing services under this Agreement, Consultant shall, at its sole cost and expense, comply with all applicable laws of the United States and the State of California; the Ordinances of the City of San Pablo; and the rules, regulations, orders , and directions of their respective administrative agencies and the officers thereof.
(19) Local Subcontracting – Outreach. Consultant shall contact the EDC at [email protected] or 510-215-3200) at least two weeks prior to any subcontract award, providing notice and details regarding subcontracting opportunity. The EDC shall notify qualified local businesses of subcontracting opportunities, and provide technical assistance to qualified local businesses during the subcontracting bidding process.
(20) Termination.
A. Termination for Convenience. City may terminate this Agreement at its sole discretion at any time prior to expiration of the Term or completion by the Consultant of the Services required hereunder. Notice of termination of this Agreement shall be given in writing to the Consultant, and shall be sufficient and complete when same is deposited in the United States Mail, postage prepaid and certified, address as set forth below in Section ( 21), “Notices.” The Agreement shall be terminated upon the date set forth in the City’s Notice of Termination. If the City terminates this Agreement, the Consultant shall be compensated for all Services satisfactorily performed prior to the time of receipt of cancellation notice, and shall be compensated for materials ordered by the Consultant or its employees, or services of others ordered by the Consultant or its employees, prior to receipt of notice of cancellation whether or not such materials or final instruments of service of others have actually been delivered, provided that the Consultant or its employees are not able to cancel such orders for materials or services of others.
Compensation for the Consultant in the event of cancellation shall be determined by City in accordance with the percentage of Services completed and agreed to by the Consultant. In the event of cancellation, all notes, sketches, computations, drawings, and specifications or other data, whether complete or not, remain the property of the City. The City may make copies or extract information from any such notes, sketches, computations, drawings, and specifications, or other data whether complete or not.
B. T ermination for Cause. City may terminate this Agreement for cause by providing Consultant with one day’s written notice of such termination if Consultant violates any of the terms and conditions of this A greement. In City’s discretion and at City’s option, such termination for cause may alternatively be accomplished, where Consultant fails to perform any of the obligations
required of Consultant within the time and in the manner provided for under the terms of this Agreement, within seven days after receipt of the notice of such default. Upon City's termination of this Agreement for cause, City reserves the right to complete the Services by whatever means City deems expedient and the expense of completing such Services , as well as any and all damages to the extent caused by the negligent acts, intentional acts or errors or omissions of the Consultant, shall be charged to the Consultant.
C. Immediate Termination. City may terminate this Agreement immediately in any case where the Consultant engages in fraudulent or criminal activities while performing the Services, or is otherwise determined to lack the necessary skills to accomplish the des ired objectives.
(21) O wnership of Materials. Any and all documents, including draft documents where completed documents are unavailable, or materials prepared or caused to be prepared by Consultant pursuant to this Agreement shall be the property of the City at the moment of their completed preparation. All materials and records of a preliminary nature such as survey notes, sketches, preliminary plans, computations and other data, prepared or obtained in the performance of this Agreement, shall be made available, upon request, to City at no additional charge and without restriction or limitation on their use consistent with the intent of the original design.
(22) Amendments. This A greement may be modified or amended only by a written document executed by both Consultant and City's City Manager and approved as to form by the City Attorney. Such document shall expressly state that it is intended by the Parties to amend the terms and conditions of this Agreement.
(23) Abandonment by Consultant. In the event the Consultant ceases performing Services under this Agreement or otherwise abandons the Agreement prior to completing all of the Services, Consultant shall, without delay, deliver to City all materials and records prepared or obtained in the performance of this Agreement, and shall be paid for the reasonable value of the Services performed up to the time of cessation or abandonment, less a deduction for any damages or additional expenses which City incurs as a result of such cessation or abandonment.
Consultant agrees to be financially responsible and to compensate City for any costs incurred by City in retaining the services of another to replace Consultant, but only to the extent that the costs of retaining the replacement exceed what remaining amounts would have been paid to Consultant under the Agreement had Consultant completed the Services.
(24) Waiver. The waiver by either Party of a breach by the other of any provision of this Agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of either the same or a different provision of this Agreement.
(25) No Third-P arty Rights . The Parties do not i ntend to create rights in, or to grant remedies to, any third party as a beneficiary of this Agreement or of any duty, covenant, obligation, or undertaking established herein.
(26) Severability. Should any part of this Agreement be declared by a final decision by a court or tribunal of competent jurisdiction to be unconstitutional, invalid, or beyond the authority of either Party to enter into or carry out, such decision shall not affect the validity of the remainder of this Agreement, which shall continue in full force and effect, provided that the remainder of this Agreement, absent the unexcised portion, can be reasonably interpreted to give effect to the intentions of the Parties.
(27) Compliance with Laws. In the performance of this Agreement, Consultant shall abide by and conform to any and all applicable laws of the United States, the State of California, and City ordinances. Consultant warrants that all Services done under this Agreement will be in compliance with all applicable safety rules, laws, statutes and practices, including but not limited to Cal/OSHA regulations.
(28) Controlling Law and Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California, and venue for any legal action arising from or relating to this Agreement will be in the Superior Court of Contra Costa County, and no other place. Consultant hereby waives the removal provisions of Code of Civil Procedure section 394.
(29) Breach. In the event that Consultant fails to perform any of the Services described in this Agreement or otherwise breaches the Agreement, City shall have the right to pursue all remedies provided by law and equity. Neither payment by the City nor performance by Consultant shall be construed as a waiver of either Party's rights or remedies against the other. Failure to require full and timely performance of any provision, at any time, shall not waive or reduce the right to insist upon complete and timely performance of such provision thereafter. In the event of any suit, action or proceeding brought by either Party for breach of any term hereof or to enforce any provision hereof, the prevailing party shall be entitled to recover its reasonable attorney’ s fees.
(30) Inspection by Other Agencies . Authorized representatives of the Federal Government, the California Department of Transportation, or other government agencies which provide grant funding (if any) for this Agreement and the City have the right to inspect Consultant’s performance of the Services, files, and work product.
(31) Conflict of Interest. Consultant warrants and covenants that Consultant presently has no interest in, nor shall any interest be acquired in, any matter which will render the services required under the provisions of this Agreement a violation of any applicable state, local, or federal law. In the event that any conflict of interest should nevertheless arise, Consultant shall promptly notify City of the existence of such conflict of interest so that the City may determine whether to terminate this Agreement. Consultant further warrants its compliance with the Political Reform Act (Gov. Code section 81000 et seq.) respecting this Agreement. Where City Manager determines, based on facts provided by C ity staff, that Consultant meets the criteria of section 18701 of the FPPC regulations, the individual providing services under this Agreement shall be considered a “designated employee” under the City’s conflict of interest code, and shall be required to complete FPPC Form 700 regarding his or her economic interests in a timely manner.
(32) Copyright. Upon City's request, Consultant shall execute appropriate documents to assign to the City the copyright to work created pursuant to this Agreement. The issuance of a patent or copyright to Consultant or any other person shall not affect City's rights to the materials and records prepared or obtained in the performance of this Agreement. City reserves a license to use such materials and records without restriction or limitation consistent with the intent of the original design, and City shall not be required to pay any additional fee or royalty for such materials or records. The license reserved by City shall continue for a period of fifty years from the Effective Date unless extended by operation of law or otherwise.
(33) Whole Agreement . This Agreement constitutes the entire understanding and agreement of the parties. This Agreement integrates all of the terms and conditions mentioned
herein or incidental hereto and supersedes all negotiations or previous agreements between the Parties with respect to all or any part of the subject matter hereof.
(34) Multiple Copies of Agreement. Multiple copies of this Agreement may be executed but the parties agree that the Agreement on file in the office of the City Clerk is the version of the Agreement that shall take precedence should any differences exist among counterparts of the document.
(35) Notices. Notices required by this Agreement shall be personally delivered or mailed, postage prepaid, as follows:
To Consultant: Adam Dankberg
1300 Clay Street, Suite 325
Oakland, CA 94612
To the City: City Manager, City of San Pablo
San Pablo City Hall
1000 Gateway Avenue
San Pablo, CA 94806
Each Party shall provide the other Party with telephone and written notice of any change in address as soon as practicable. Notices given by personal delivery shall be effective immediately.
Notices given by mail shall be deemed to have been delivered forty-eight hours after having been deposited in the United States mail.
(36) Federal Funding Requirements (if applicable). If this Agreement is subject to federal funding, in whole or in part, it must comply with the uniform federal award procurement requirements set forth in 2 CFR §§ 200.318 – 200.327, as may be amended from time to time, and contain the applicable provisions described in Appendix II to Part 200 – Contract Provisions for non-Federal Entity Contracts Under Federal Awards, which are attached to this Agreement as Exhibit C. In the event of a conflict or inconsistency between Exhibit C, Exhibit D, if applicable, and this Agreement, Exhibit C will control.
___ This Agreement is subject to federal funding. See Exhibit C. _X_ This Agreement is not subject to federal funding.
(37) Caltrans Funding Requirements (if applicable). If this Agreement is for architectural and/or engineering services subject to reimbursement or funding, in whole or in part, by Caltrans and administered under the Local Assistance Procedures Manual (“LAPM”), it must include the provisions set forth in Exhibit D, Mandatory Fiscal and Federal Provisions for Architectural and Engineering Consultant Contracts Subject to Caltrans Funding. In the event of any conflict or inconsistency between Exhibit D and this Agreement, Exhibit D will control.
___ This Agreement is subject to funding by Caltrans. See Exhibit D. _X_ This Agreement is not subject to funding by Caltrans.
IN WITNESS WHEREOF, Consultant has executed this Agreement, and the City, by its City Manager, who is authorized to do so, has executed this Agreement.
A
PPROVED AS TO FORM: CITY OF SAN PABLO
A Municipal Corporation
By _______
________________________ By ___________________________________ Teresa L. Stricker, City Attorney Matt Rodriguez, City Manager K
imley-Horn and Associates, Inc.
By___________________________________
Adam Dankberg, Vice President
ATTEST:
B
y _______________________________ Dated _________________________ Dorothy Gantt, City Clerk
A
ttachments: Exhibit A: Request for Proposals, dated March 24, 2022 Exhibit B: Consultant’s Proposal, dated April 21, 2022
Exhibit C: Consultant’s Updated Scope of Work and Budget, dated June 7, 2022
Exhibit A
City of San Pablo Request for Proposals
DEPARTMENT OF PUBLIC WORKS
ENGINEERING & ENVIRONMENTAL SERVICES DIVISIONS
REQUEST FOR PROPOSALS
City of San Pablo
Contra Costa College Mobility Hub Plan
Professional Design Services
March 24, 2022
Proposals Due:
April 21, 2022 by 2:00 p.m. PST
City of San Pablo 1
Request for Proposals
Contra Costa College Mobility Hub Plan
TABLE OF CONTENTS
A. INTRODUCTION
1. About San Pablo
2. Purpose for Request for Proposals
B. SCOPE OF WORK
1. Project Description
2. Project Background
3. Consultant Services
4. Estimated Cost
C. PROPOSAL REQUIREMENTS
1. Letter of Interest / Cover Letter
2. Organization Chart / Personnel
3. Firm(s) Statement of Qualifications
4. Staff Statement of Qualifications or Resumes
5. Project Management and Staff Availability
6. Project Approach
7. Schedule of Work
8. Cost Proposal
9. Method of Payment
10. References
11. Consultant Contract Statement
D. PROPOSAL CONDITIONS
1. Local Employment and Contracting Opportunities
2. Questions
3. General Terms and Conditions
4. Agreement
E. PROPOSAL PROCEDURE
1. Submission of Proposals
2. Consultant Selection Process
3. Evaluation Criteria
4. Tentative Schedule
F. ATTACHMENTS
1. Sample Consultant Agreement
2. Invoicing Procedures CCTA-COSP Cooperative Agreement Exhibit C
City of San Pablo 1
Request for Proposals
Contra Costa College Mobility Hub Plan
A. INTRODUCTION
1. About San Pablo
The City of San Pablo is located off Interstate 80 in West Contra Costa County , nestled between the cities of Richmond, El Cerrito and Pinole. Historically one of the oldest Spanish settlements in the region, San Pablo has become a thriving residential and business community with a population of about 3 1,000 in an area of approximately two and one-half square miles. Visit the City of San Pablo website: www.sanpabloca.gov for
additional information.
2. Purpose for Request for Proposals
The City of San Pablo (“City”) invites professional consultant services to submit competitive proposals in response to thi s Request for Proposals (“RFP”) for the Contra Costa College Mobility Hub Plan (“Project”). Professional disciplines expected to be involved with the project include, but are not limited to: planning, transportation planning, traffic engineering, land surveying and community engagement. Please see Section B.3 “Consultant Services” for full description of services required.
B. SCOPE OF WORK
1. Project Description
The City seeks consultant services to develop the Contra Costa College Mobility Hub Plan (Project). The Project will include conceptual plans for infrastructure improvements for the broader area surr ounding Contra Costa College (“P roject Area”) in support of creating a mobility hub with transit -oriented development (TOD). The Project will build upon the housing opportunity site(s) identified in the General Plan’s Housing Element (draft), the Contra Costa Electric Vehicle Readiness Blueprint, and the bus rapid transit analysis in the West Contra Costa Transportation Advisory Committee (WCCTAC) San Pablo Avenue Multimodal Corridor Study (draft), which includes Contra Costa College as a focus area.
Stakeholder outreach will provide the basis for an infrastructure improvement plan (e.g., open space, streets, transportation improvements) with a mobility hub and TOD focus.
The Project is intended to enhance transit access, community features, and services within the project area, as well as bicycle and pedestrian network connectivity and safety.
2. Project Background
The City was awarded funds from the Measure J Transportation for Livable Communities (TLC) Program, administered by the Contra Costa Transportation Authority (CCTA), to create the Project.
The P roject Area is comprised of Contra Costa College (CCC) to the northeast and extends to the area immediately surrounding San Pablo Avenue to the west and El Portal Drive to the south. In addition to CCC, the Project Area includes College Center shopping area, commercial areas along San Pablo Avenue and El Portal Driv e, and the Contra City of San Pablo 2
Request for Proposals
Contra Costa College Mobility Hub Plan
Costa Housing Authority-managed public housing units at Vista del Camino. Each of the major corridors that serve this Project Area— San Pablo Avenue, Broadway Avenue, El Portal Drive and Rumrill Boulevard—include s existing/proposed bicycle, pedestrian and transit facilities. The Contra Costa College Transit Center—located on Campus Drive in CCC—is the largest transit hub in San Pablo and is served by many Alameda- Contra Costa Transit (AC Transit) bus routes (71, 72, 72R, 74, 76, 376, 669, 671, 676 and 679) as well as Western Contra Costa County Transit (WestCAT) route C3.
This Project will identify specific infrastructure improvements, as well as broader policy and program recommendations, to support the development of a “ Mobility Hub. ” Key goals include increasing bicycle and pedestrian activity and safety, improving circulation and ridership of local bus service, and encouraging transit -oriented and mixed- use development. While the City does not have jurisdiction over CCC, this Project will seek to partner with CCC to develop a shared vision for the region and identify opportunities for aligned infrastructure investment and development.
The Project will leverage the following planning efforts:
• San Pablo Avenue Specific Plan (SPA Specific Plan) (2011):
o The SPA Specific Plan provides a vision and policies for how San Pablo Avenue can become a n accessible and sustainable mixed- use and multi- modal corridor.
• West Contra Costa High-Capacity Transit Study (Transit Study) (2017):
o The Transit Study evaluated public transportation options and identified funding opportunities to expand high-capacity transit service and access for West County. In addition to analyzing the origins and destinations of people who live or work in West County , the Study examined how to encourage transit use and improve service in underserved communities. The Transit Study identified projects to improve the quality and effectiveness of high- capacity transit in West County, expand alternatives to driving on congested streets and highways, and improve regional air quality. • Bicycle and Pedestrian Master Plan (BPMP) (2017):
o The City developed a BPMP through extensive community engagement and detailed analysis about the bicycle and pedestrian opportunities in the area. The BPMP recommends bicycle and pedestrian infrastructure improvements throughout the City.
• Contra Costa Electric Vehicle Readiness Blueprint (EV Blueprint) (2019):
o The EV Blueprint identified key locations for charging infrastructure , resources for jurisdictions to encourage EV adoption, workforce development next steps, and electricity infrastructure investment needs. • Bicycle and Pedestrian Corridor Study (Corridor Study) (2022) o The Corridor Study builds upon the BPMP to create technically-feasible and community-supported concept designs for corridors identified for future study in the BPMP.
• Safe Routes to School Master Plan (SR2S Plan) (2022)
o The SR2S Plan aims to make walking and bicycling safer, more comfortable, and more enjoyable for students, f amilies, and school staff in City of San Pablo 3
Request for Proposals
Contra Costa College Mobility Hub Plan
San Pablo. The SR2S Plan evaluates safety and accessibility conditions around San Pablo schools and identifies key engineering, education, encouragement, and engagement recommendations.
• San Pablo Avenue Multimodal Corridor Study (Multimodal Study) (draft):
o The Multimodal Study builds upon the Transit Study to identify feasible and jurisdiction-supported improvement alternatives for San Pablo Avenue in Contra Costa County. Alternatives include dedicated transit lanes, protected bicycle lanes, and additional multimodal safety improvements. • Charge Up Contra Costa (draft):
o Charge Up Contra Costa builds upon the EV Blueprint to support electric personal mobility and provide educational programs in low -income communities in Contra Costa.
• General Plan:
o San Pablo’s General Plan provides a vision for the City’s future in order to guide long-range physical development in the City. The San Pablo General Plan 2030 (2011) is currently undergoing an update.
• Housing Element:
o San Pablo’s Housing Element identifies how and where the City’s housing needs will be met by the community. The San Pablo 2015-2023 Housing Element (2015) is currently undergoing an update and includes housing opportunity areas in the CCC Mobility Plan Project Area.
3. Consultant Services
Proposing Consultant Teams are encouraged to s uggest changes to the scope of the Consultant Services outlined below. Proposed changes shall be clearly identified in the submittal with an explanation for each change. Inclusion of suggested Project changes in the final Consultant Agreement is at the sole discretion of the City.
All Consultant Services shall comply with Contra Costa Health Services public health orders. The Consultant will provide personal protective equipment, as deemed necessary by the City, for in-person community outreach efforts.
The Consultant Team shall provide the following services to complete the Projec t.
Administrative time shall be billed to the relevant task.
Project Administration
A) The Consultant Team will organize a kick -off meeting to discuss Project timeline and goals.
B) The Consultant Team will organize coordination meetings with the City, on an as-needed basis.
C) The Consultant Team shall invoice the City for each complete calendar month, by the 10
th of the following month. Each invoice shall include:
a. A transmittal letter, stating the period covered and highlighting overall Project status and any significant scope, schedule or budget issues. b. Monthly Progress Report with a brief description of work completed, by task, during the period covered by the invoice.
City of San Pablo 4
Request for Proposals
Contra Costa College Mobility Hub Plan
c. Budget Status Summary by task and total budget.
d. See Section XVIII of Attachment 2 for more details.
Task 1: Stakeholder Outreach & Coordination
A) The Consultant Team will develop a stakeholder engagement strategy that will include at a minimum:
a. Three (3) meetings and/or pop-up outreach events
b. An online project survey (with hard- copy equivalent) and promotional materials for the project survey
B) Outreach efforts may be conducted in- person, virtually or with a hybrid approach.
C) Stakeholder agencies will be engaged as appropriate , including CCC, Contra Costa County, CCTA, WCCTAC, AC Transit, WestCAT, Housing Authority of the County of Contra Costa, City of Richmond, PG&E and others.
D) Public engagement will focus on multimodal accessibility; infrastructure improvements; mobility hub elements; vision for the Project Area, etc.
E) Outreach efforts shall engage residents and stakeholders of all ages and communication styles. All outreach materials shall be translated into Spanish and all electronic files shall be shared with the City.
F) The Consultant Team will be responsible for all printing, postage (up to 5,000 mailers), refreshments and translation services (e.g. for materials, live translation for all outreach efforts). The City shall provide live translation headsets for in-person outreach efforts, as appropriate.
Task 2: Infrastructure Improvement Plan
A) The Consultant Team will create a conceptual plan for City public right-of-way improvements within the Project Area, as well as high- level infrastructure recommendations in collaboration with neighboring jurisdictions and CCC.
Proposed improvements will build on an existing conditions analysis and recommendations from other relevant plan ning efforts in order to provide a cohesive network of multimodal facilities. Improvements shall address:
a. Transit facilities (e.g., improvements to bus boarding areas, traffic signals, etc.)
b. Bicycle facilities (e.g., addressing gaps in the existing/proposed bicycle network; improvements to bicycle racks/storage, bicycle crossings, traffic signals, etc.)
c. Pedestrian facilities (e.g., addressing gaps in the existing pedestrian network; improvements to sidewalks, street lighting, traffic signals, crosswalks, pocket parks and/or other recreational spaces, etc.) d. Mobility hub infrastructure (e.g., needed infrastructure to support micromobility; electrification opportunities —including analysis of electrical capacity and demand—to support electric vehicles and electric micromobility; loading zones, etc.)
City of San Pablo 5
Request for Proposals
Contra Costa College Mobility Hub Plan
Task 3: Final Recommendations and Plan
A) The Consultant Team will work with City staff and relevant stakeholders to develop recommendations to support the development of a “ Mobility Hub” at the Project Area—including strategies to support TOD —which may address:
a. Feasibility of bikeshare or other micromobility and recommended next steps (e.g., evaluation of collaboration with City of Richmond). b. TOD recommendations, directed at specifically integrating housing opportunity sites with the Mobility Hub.
c. Changes to the General Plan and/or Zoning Code, as needed for implementation of other recommendations.
d. CEQA compliance, as needed for implementation.
B) The Consultant Team will draft the CCC Mobility Hub Plan and will facilitate two (2) rounds of comments on the Plan. The Plan will include:
a. Summary of Task 1 efforts and results (e.g., outreach approach and events; analysis of outreach results).
b. Summary of Task 2 efforts and results (e.g., existing conditions, conceptual plan).
c. Implementation plan and cost estimates for the infrastructure, policy and program recommendations.
C) The Consultant Team will assist the City with final plan approval and grant deliverables, including:
a. Developing City Council presentations as needed.
b. Attending the City Council meeting for final plan approval, anticipated in November 2023.
c. Meeting the grant agency’s deliverable deadline of December 2023.
D) The Consultant Team will provide all final deliverables, including:
a. The final Plan in PDF and editable-Microsoft Word formats. b. All outreach materials.
c. All GIS-files as shapefiles and GIS maps in ESRI ArcGIS format.
4. Estimated Cost
The City was awarded $ 200,000 of Measure J TLC grant funding to pay for Consultant Services and other identified Consultant costs. Proposal costs must be within the allotted grant award.
C. PROPOSAL REQUIREMENTS
Each Proposal must be submitted in compliance with the requirements of this RFP. The City may, acting in its sole discretion, elect to reject any Proposal that it determines to be nonresponsive. It reserves the right, but not the obligation, to waive any immaterial irregularities. Clarity and brevity are preferable to volume. Proposals shall be limited to 20 pages, excluding proposal cover, cover letter, table of contents, dividers, cost proposal and staff resumes.
Each Proposal must include the following, organized as Sections 1 through 11:
City of San Pablo 6
Request for Proposals
Contra Costa College Mobility Hub Plan
1. Letter of Interest / Cover Letter
A letter of interest/cover letter must be provided transmitting the Proposal for consideration. This letter must be signed by the person authorized to negotiate a contract for proposed services with the City on behalf of the Consultant Team.
2. Organization Chart / Personnel
Since the Project may consist of several professional disciplines, Proposals must provide an organization or personnel chart to delineate communication, coordination and hierarchical structure of the Consultant Team.
3. Firm(s) Statement of Qualifications
Provide the qualifications and experience of the firm(s) proposed for the P roject in the Proposal, including information describing the Consultant Team’s experience with:
a. Planning, with an emphasis on mobility hubs that support public transit, active transportation and electric shared/personal mobility devices. b. Transportation pl anning, green infrastructure and landscape architecture services for multi-modal travel.
c. Using current best practices, standards and guidance in multi-modal street design, such as those developed and being developed by the National Association of City Tra nsportation Officials , the Federal Highway Administration, U.S. Environmental Protection Agency and Caltrans. d. Adhering to projects of similar type, size, timeline and funding requirements. e. Successfully meeting grant-funded project requirements, including expense tracking and reporting requirements.
f. Working collaboratively on an interdisciplinary team of consultants. g. Innovative and bilingual outreach techniques, especially in hard- to-reach communities with historically low public meeting attendance.
4. Staff Statement of Qualifications or Resumes
Provide the qualifications or resumes of key personnel —maximum of one (1) page per staff member—proposed for the Project. Identify similar or related projects that these key personnel have worked on. Note: Key personnel identified in the Proposal shall not change in the executed contract without prior notification and approval by the City.
5. Project Management and Staff Availability
The Consultant Team shall identify one (1) individual who will function as the main coordinator and point of contact for the Consultant Team. This person will monitor budget and timeline, review deliverables, ensure quality control, assist in meeting facilitation and oversee Project updates under the direction of City staff . Any staff substitution after the Proposal is received by the City must be requested in writing for consideration by the City.
6. Project Approach
In five (5) pages or fewer , describe the Consultant Team’s proposed approach to this Project and, if relevant, the Consultant Team’s typical approach to similar projects. The City of San Pablo 7
Request for Proposals
Contra Costa College Mobility Hub Plan
approach should identify how the Consultant Team will ensure they will meet the required delivery schedule, budget and grant requirements.
7. Schedule of Work
The Schedule of Work must demonstrate the Consultant Team’s ability to meet all Project deadlines. The Schedule of Work must include milestones for deliverables of each required aspect. All tasks , including deliverables from each sub-consultant, must meet set individual deadlines and overall P roject schedule. Progress meetings with City staff shall be scheduled as needed until the Project is completed. These meetings may also be attended by other stakeholders.
The final Schedule of Work is subject to negotiation with the City and will be finalized as part of the contracting process with the selected Consultant Team.
8. Cost Proposal
The Cost Proposal shall include a line item cost estimate for each work task outlined in Section B.3 “Consultant Services. ” The Cost Proposal shall include key personnel proposed for each task and the number of management, technical, drafting and support personnel hours ; cost per hour for each Consultant Team member and total cost envisioned for each task . Identify any other costs to be billed to the P roject, including Project expenses and sub- consultant fees. Include any proposed mark -up for sub- consultant fees. Proposing Consultants will need to submit certified payroll records, if required. Include a copy of the proposed rate schedules(s) to be used throughout the duration of the P roject and any adjustments that are predicted to occur during the execution of the Project.
9. Method of Payment
The method of payment for this contract will be an Actual Cost-Plus-Fixed-Fee with a not- to-exceed amount. The Consultant Team performs the services stated in the contract for an agreed amount as compensation, including a net fee or profit.
10. References
Provide a short summary— maximum of one (1) page per project— of three (3) projects that incorporate similar elements as the Project, with the following information for each:
a. Reference name, with current contact information
b. Type of project
c. Client type (clarifying role of private sector client, if any) d. Size and scale of geographic area
e. Current status (e.g. in design, in construction, fully constructed) f. Key lesson(s) learned, as relevant to the Project
11. Consultant Contract Statement
The Consultant Team will include a statement that the firm(s) accepts the terms of the City’s Consultant Agreement sample (Attachment 1) and/or the Proposal will include a list of any proposed modifications to the Agreement . Any proposed changes will be negotiated as part of the contracting process with the selected Consultant Team.
City of San Pablo 8
Request for Proposals
Contra Costa College Mobility Hub Plan
D. PROPOSAL CONDITIONS
1. Local Employment and Contracting Opportunities
a. Employment of Local Residents.
Pursuant to the San Pablo Economic Opportunity Policy, firm(s) shall contact the San Pablo Economic Development Corporation (“EDC” at [email protected] or 510-215- 3200) at least ten (10) business days prior to hiring or staffing for fulfillment of the Contract, describing number, duties and qualifications needed for available positions, and shall fairly consider for employment any workers referred by the EDC within three (3) business days. “Local Resident” means an individual having an adjusted household income of less than the Area Median Income for Contra Costa County, and domiciled in the City of San Pablo as of the relevant hiring date, with “domiciled” as defined by Section 349(b) of the California Election Code. Discrimination against Local Residents on the basis of their local status is prohibited.
b. Outreach to Local Businesses.
At least fourteen days prior to: (i) the Consultant Team’s submission of a Proposal that includes specified DBE subcontractors and (ii) the Consultant Team’s award of any subcontract to a subcontractor not included in the Proposal, the Consultant Team will contact the EDC at [email protected] or 510- 215-3200 and provide notice and details regarding DBE subcontracting opportunities. The EDC will notify local businesses of subcontracting opportunities, and provide technical assistance to local businesses during the subcontracting bidding process.
2. Questions
Questions regarding this RFP or the Project may be submitted in writing only and directed to Sarah Kolarik, email: [email protected]. Written responses will be distributed in addenda to this RFP to all firms registered on PlanetBids to receive updates from the City. Written questions must be received no later than April 11, 2022 2:00 p.m. PST.
3. General Terms and Conditions
a. All proposals, whether selected or rejected, shall become the property of the City.
b. The cost of RFP preparation shall be that of the consulting firm and shall not be paid by the City.
c. Proposals shall be signed by an authorized employee in order to receive consideration.
d. The City will not be responsible for proposals delivered to a person or location other than that specified herein.
e. The successful proposer will be asked to enter into an agreement with the City reflecting the terms and conditions of the proposal based on the City's Professional Services Agreement (Agreement) requirements. A copy of the Agreement and Insurance requirements is included as Attachment 1 to this RFP. Proposals should include a list of any proposed modifications to the Agreement by the C onsultant Team. Award of an agreement is subject to approval by the City Council of the City of San Pablo.
City of San Pablo 9
Request for Proposals
Contra Costa College Mobility Hub Plan
f. Neither the City, its City Council, officers, employees, agents, representatives, nor any of its consultants, will be liable for any claim or damages resulting from the RFP process.
g. By submitting a proposal in response to this RFP, the proposer accepts the evaluation process and acknowledges and accepts that determination will require subjective judgments by the City. All information, documentation, and other materials submitted in response to this solicitation are considered non- confidential and/or non-proprietary and are subject to public disclosure after the solicitation is completed.
4. Agreement
The anticipated duration of the agreement will be for 18 months, with the term tentatively to begin June 2022 and end November 2023.
The sample agreement ( Attachment 1) includes terms regarding conflict of interest, insurance, indemnification and assignment. The Consultant Team selected to perform the work will be required to comply with these terms. Any proposed changes to the Agreement must be addressed in Section C.11 “Consultant Contract Statement” in the Proposal and are subject to City approval. If no changes to the sample agreement are identified in the Project Proposal, the City will consider submittal of the Proposal to indicate acceptance of the language in the sample agreement and future changes will not be considered.
E. PROPOSAL PROCEDURE
1. Submission of Proposals
Each Proposer must submit a sealed envelope or package containing one (1) print copy of its Proposal clearly identified as “Proposal for the City of San Pablo Contra Costa College Mobility Hub Master Plan.” Each Proposer must also upload an electronic copy (PDF) of its Proposal to PlanetBids. The sealed proposal package must be delivered to:
City of San Pablo
City Clerk’s Office
1000 Gateway Ave
San Pablo, CA 94806
All Proposals, in both print and electronic format, must be received by the City by April 21, 2022, no later than 2:00 p.m. PST (“Proposal Deadline”).
Each Proposer is responsible for ensuring their Proposal is received by the Proposal Deadline. Proposals may not be modified after the Proposal Deadline.
2. Consultant Selection Process
The first step in the evaluation process will be to determine that each Proposal contains all forms and other information required by this RFP. Any Proposals missing the required information may be considered nonresponsive and rejected without evaluation. Late City of San Pablo 10
Request for Proposals
Contra Costa College Mobility Hub Plan
submittals may be considered nonresponsive and rejected. Submittal of additi onal information after the due date shall not be allowed.
All proposals will be evaluated by a City Selection Committee. The Selection Committee, made up of key City staff and other parties that may have expertise or experience in the services described herein, will review all proposals deemed complete according to the evaluation criteria and weighting factors below. The Selection C ommittee will make independent random checks of one (1) or more of the Consultant Team’s references. This reference check applies to major sub-consultants as well.
The Selection C ommittee will establish a shortlist of C onsultant Teams that are considered to be best qualified to perform the contract work . The selection process will include interviews (see Section E.4 “Tentative Schedule”). Consultant Teams will be notified of the time and place of the interview and if any additional information is required to be submitted.
3. Evaluation Criteria
Proposals will be evaluated according to the criteria below. The Proposals with the highest score, out of 100 total points, will be invited to complete an interview. The Consultant Team with the highest interview score will be deemed the most qualified.
Criteria Maximum Points
A Completeness of Response Pass/Fail
B Understanding of the Work/Project 20
C Experience with Similar Work 20
D Quality and Availability of Staff 15
E Innovation and Advanced Techniques 15
F Cost Proposal and Financial Responsibility 20
G Project Delivery 10
Total 100
A. Completeness of Response (Pass/Fail)
Responses to this RFP must be complete. Responses that do not include the proposal content requirements identified within this RFP and subsequent addenda and do not address each of the items listed below will be considered incomplet e.
Such proposals will be rated a “Fail” and will receive no further consideration.
B. Understanding of the Work/Project (20 points)
Demonstrated understanding of the Project including Project needs, identification of potential issues and overall approach.
C. Experience with Similar Work (20 points)
Experience of the firm(s) with similar projects, including local knowledge, expedited timelines, and bilingual public engagement with hard-to-reach communities.
City of San Pablo 11
Request for Proposals
Contra Costa College Mobility Hub Plan
D. Quality and Availability of Staff (15 points)
Quality and availability/current workload of proposed staff.
E. Innovation and Advanced Techniques (15 points)
Capability of developing, and identification of, innovative approaches and solutions to key project issues.
F. Cost Proposal and Financial Responsibility (20 points) Clearly defined cost breakdown in spreadsheet format that includes all required elements and demonstrates Consultant Team’s ability to meet P roject budget and schedule requirements.
G. Project Delivery (10 points)
Demonstrated technical ability of staff and , if relevant, experience of C onsultant Team working together. Demonstrated ability to meet Project schedule requirements.
4. Tentative Schedule
Below is a tentative schedule for the selection and procurement process. Dates are subject to change by City staff and/or unforeseen circumstances.
Item Date
RFP Release Date March 24, 2022
Last day to submit any questions April 11, 2022 at 2:00 p.m. PST RFP Proposal submittal Date April 21, 2022 at 2:00 p.m. PST Panel Review April 25 – April 28, 2022
Interview period May 2 – May 5, 2022
Selection and negotiation period May 9 – May 17, 2022
Contract to be awarded at City Council June 6, 2022
F. ATTACHMENTS
Attachment 1 – Sample Consultant Agreement
Attachment 2 – Invoicing Procedures CCTA-COSP Cooperative Agreement Exhibit C
Exhibit B
Proposal from Kimley-Horn
Proposal for
Contra Costa College
Mobility Hub Plan
Professional Design Services
Prepared by:
City of San Pablo | TTTM85003.2022 i
Contents
1. Letter of Interest/Cover Letter .................................................................................................................................................... ii
2. Organizational Chart/Personnel ................................................................................................................................................ 1
3. Firm Statement of Qualifications ............................................................................................................................................... 2
4. Staff Statement of Qualifications or Resumes .......................................................................................................................... iii
5. Project Management and Staff Availability ............................................................................................................................... 6
6. Project Approach ...................................................................................................................................................................... 7
7. Schedule of Work .................................................................................................................................................................... 12
8. Cost Proposal .......................................................................................................................................................................... xii
9. Method of Payment ................................................................................................................................................................. 13
10. References .............................................................................................................................................................................. 14
11. Consultant Contract Statement ............................................................................................................................................... 17
City of San Pablo | TTTM85003.2022 ii
1. Letter of Interest/Cover Letter
April 21, 2022
City of San Pablo
City Clerk’s Office – c/o Sarah Kolarik
1000 Gateway Ave
San Pablo, CA 94806
Dear Ms. Kolarik and Members of the Selection Panel:
The Contra Costa College area presents a tremendous opportunity for the City of San Pablo (City) to implement a Mobility Hub that will serve as a blueprint for the City and County. The study area already has many of the basic needs required for an effective mobility hub: frequent transit, high levels of activity associated with the College, opportunities for transit-oriented development, and a jurisdiction that is enthusiastic about promoting the use of active transportation. What is needed is a cohesive Mobility Hub plan that advances previous mode-specific planning efforts, integrates with ongoing land use planning, and considers wholistically the transportation needs of the College area. This Project has particular importance given the returning congestion in the area, the pressing need for housing in the region, and the much-needed emerging focus on transportation equity. With this proposal for the City of San Pablo Contra Costa College Mobility Hub Plan, Kimley-Horn and Associates, Inc. (Kimley-Horn) is seeking to assist the City in laying the groundwork for implementing infrastructure and program solutions that enhance mobility and sense of place for the existing and future residents and users of the College area. Mobility Hubs are unique in that they bring together all modes of transportation, as well as land use and urban design. Kimley-Horn is also unique in that we offer a comprehensive experience to plan all aspects of Mobility Hubs. We have demonstrated our ability to consider, evaluate, and recommend solutions across the mobility and placemaking spectrum through a number of mobility hub projects in the local area and throughout the State. Those aspects, combined with our extensive recent and relevant project experience in this area, makes Kimley-Horn distinctively qualified for this project.
The Kimley-Horn team identified for this project includes Bay Area leaders in their respective fields. Project Manager, Adam Dankberg, P.E., has led several Mobility Hub projects throughout the state, including for CCTA as part of the Innovate 680 project. Adam also has a great deal of local knowledge and experience, having worked closely with the City and WCCTAC on the San Pablo Avenue Multimodal Corridor Project, the High-Capacity Transit Study, the Express Bus Implementation Plan, and the Bicycle and Pedestrian Corridor Project. The creative strategies identified by Adam and his team for the College area through those projects will provide a valuable launching point for the Mobility Hub project.
Kimley-Horn’s wealth of resources benefitting the Mobility Hub project extend far beyond Adam. Mike Iswalt, AICP, is not only helping Adam on the San Pablo Avenue project, but also recently worked for Lyft, implementing shared mobility services nationwide. Kevin Aguigui, E.E. and P.E., is a renowned Bay Area leader in electrical and communication design for transportation facilities including Mobility Hubs. Additionally, in-house specialists in the California Environmental Quality Act, General Plans and Housing Elements, and complete streets/green streets design and implementation make the Kimley-Horn team well- rounded and well-aligned with the needs of this project.
The Kimley-Horn team is passionate about Mobility Hubs and meeting the needs to be addressed by the project. We look forward to the opportunity to work with the City and project stakeholders on this exciting and innovative effort. Thank you for your consideration. Please contact Adam Dankberg at 510.350.0243 or [email protected] for any questions or clarifications on this proposal.
Sincerely,
KIMLEY-HORN AND ASSOCIATES, INC.
Adam Dankberg, P.E.*
Project Manager/Vice President
*Adam Dankberg is authorized to negotiate and bind Kimley-Horn to the terms of the proposed services with the City on behalf of the consultant team.
1300 Clay Street
Suite 325
Oakland, CA 94612
TEL 510.625.0712
Kimley-Horn is a leader in all aspects of
Mobility Hubs, including active
transportation planning and design,
transit planning and design, emerging
technologies, electrification, land use
planning, environmental planning, and
placemaking. To best leverage previous
and ongoing efforts in the project area,
as well as provide the City with
continuity and trusted resources, we
have partnered with Mark Thomas and
Toole Design Group on this project. This
partnership will leverage the experience
gained (or will be gained) through
placemaking for the Star Bridge project
and community engagement from the
Bicycle and Pedestrian Corridor Study
and Safe Routes to School Master Plan
to implement this Mobility Hub project
efficiently and effectively.
City of San Pablo | TTTM85003.2022 1
2. Organizational Chart/ Personnel
Adam has been at Kimley-Horn for over 16 years and has developed a strong working relationship with members of the team through numerous prior engagements. His previous experience and established working relationships demonstrate that he already knows how to facilitate good communication amongst the team. This will enable him to keep the project moving forward with the goals and objectives of the project always at the forefront of management decisions. Kimley-Horn’s proactive management system, known as “cast-aheads,” is used to detail every project’s personnel needs and determine each staff person’s availability. By continuously matching project needs with staff availability, our cast-aheads system is an accurate tool for keeping our projects on schedule. We can forecast staffing needs by office, division, region, as well as on a firm- wide basis by six-week periods, looking several months into the future. The City, in effect, will have an augmented staff of over 5,500 professionals, as well as the extended resources of our sub-consultants with whom we have established working relationships, which translates into even better resource management and responsiveness.
The organization chart below highlights our team members’ roles and responsibilities. We have identified the most qualified personnel with recent, relevant experience to be available to work with you. Key project staff are identified on the organization chart. These key staff will be supported by an extensive team of professionals and analysts in our Bay Area and Northern California offices, providing access to technical leaders and resources across the transportation spectrum.
City of San Pablo | TTTM85003.2022 2
3. Firm Statement of Qualifications
Introduction and Public Transit Experience
Founded in 1967, Kimley-Horn is a full-service, nationwide civil and transportation engineering corporation with a California presence that employs more than 550 professionals in 11 offices statewide, including local offices in Oakland and Pleasanton. The broader range of capabilities offered by our firm includes:
• Electric Vehicle Charging
• Green Infrastructure
• Landscape Architecture and Irrigation
• Environmental Analysis
• General Plans and Housing Elements
• Public Involvement and Community Outreach Programs
• Partnering and Coordination with Caltrans and Local Agencies • Performance Monitoring
• Connected and Automated Vehicles Complete Streets
Planning and Design
• Transit Center Planning and Design
• Parking Analysis, Studies, and Design
• Roadway Feasibility Studies & Conceptual Design
• Smart Cities Planning
• Bicycle and Pedestrian Planning and Design
• Transit-Oriented Development Planning and Design
• Traffic Signal Timing and Coordination
• Intelligent Transportation Systems (ITS), including Transit Signal Priority
• Traffic Operational Studies
• Highway and Interchange Preliminary and Final Design
• Highway and Bridge Planning and Design Phases
• Advanced Traffic Management
Systems (ATMS)
• Surveying and Right-of-Way Engineering
• Constructability Reviews and
Construction Support
Projects
Mobility Hub
Planning
Transportation
Planning, Green
Infrastructure, and
Landscape
Architecture
Current Best
Practices in Multi-
Modal Street
Design
Grant-Funded
Project Reporting
Interdisciplinary
Team
Innovate Outreach
Techniques
East San José Multimodal Transportation Improvement Plan, City of San José Innovate 680 Shared Mobility Hub Project, CCTA San Pablo Avenue Multimodal Corridor Project, ACTC/CCTA/WCCTAC Bicycle and Pedestrian Corridor Study, City of San Pablo Mid-Coast Mobility Hub Implementation Strategy, SANDAG Millbrae Comprehensive Station Access Plan, City of Millbrae San Rafael Transit Center Relocation Project, Golden Gate Transit/City of San Rafael Transit Oriented Communities/Station Access Strategies, VTA Transit Center Master Plan, City of Mountain View Tasman Corridor Complete Streets Study, VTA
Bollinger Road Safety Study, City of Cupertino Mobility Hub Study, Town of Mammoth Lakes
Flexible Fleets, SANDAG
North Fremont Street Bike and Pedestrian Access and Safety Improvements, City of Monterey Sunnyvale Avenue Safe Routes to School Project, City of Sunnyvale
City of San Pablo | TTTM85003.2022 3
Mobility Hub Background
Led by Project Manager Adam Dankberg, P.E., our team has successfully provided planning and design services on time and on budget for a wide array of transit center and mobility hub projects across the state, including in Contra Costa County, Millbrae, San Rafael, Mountain View, San Diego, Milpitas, and San Jose. Kimley-Horn is renowned in the Bay Area for its transportation facility planning and design, active transportation planning and design, Intelligent Roadway Preliminary Engineering and Final Design Transportation Systems (ITS), parking facility planning and design, and transit facility planning and design. Additionally, we are leaders in TOD planning, representing both public agencies and private developers in advancing TOD efforts. The integration of all those elements is fundamental to a successful mobility hub.
Furthermore, we are actively working with our clients to integrate technology and partner with third parties to enhance the effectiveness of their facilities and services. Being a full-service engineering firm with both public and private sector clients, we fully understand how partnership between different entities can result in an effective suite of transportation mobility options.
Transportation Planning Background
Kimley-Horn provides clients with comprehensive in-house resources for transportation planning and design. We have been the prime consultant for numerous corridor design and planning projects involving:
• Transportation Planning
• Roadway Design/Streetscape
• Complete Streets
• Bikeways and Trails
• Traffic Engineering
• Traffic Operations
• Traffic Calming
• ADA Compliance
• Sustainable/Green Design, including LEED
• Public Outreach
• Safe Routes to School Plans
• Long-Range Transportation Plans
• Bicycle/Pedestrian Planning
• Multimodal Planning
• Transportation Modeling
• Corridor Studies
• Traffic Impact Analyses
• Feasibility Studies
• Geographic Information Systems (GIS)
• Intelligent Transportation Systems (ITS)
• Traffic Signal Synchronization
Kimley-Horn has extensive experience in developing innovative solutions for urban corridors, including the application of complete street principles. As a founding member of the Complete Streets Coalition, our team has an impressive portfolio of constructed Complete/Green Street projects throughout California. We understand how to integrate all aspects of mobility creatively and safely, including vehicular, bicycles, pedestrian, and transit modes. Our multidisciplinary approach includes an appreciation for how the project fits within the functionality of the mobility network, allowing us to provide reasonable and practical design solutions within the context of each community.
Multimodal Street Design
Kimley-Horn is a complete streets planning and engineering firm. We are a member of the Complete Streets Coalition and have contributed to the movement through research and the development of best practices. In fact, Kimley-Horn is one of the primary authors of ITE’s recommended practices: Designing Walkable Urban Thoroughfares. Kimley-Horn integrates both planning and design services into complete streets projects to ensure that project outcomes both represent best practices in safety and are implementable with realistic cost estimates. We also focus on equity throughout our projects, ensuring that mobility improvements benefit the whole community. Our diverse experience in pedestrian and bikeway planning and design ranges from developing safe routes to school to designing single-intersection bike lane improvements to preparing city and statewide pedestrian/ bicycle master plans. We have extensive experience with projects involving reviewing and developing policy, preparing multimodal design guidelines and standards, evaluating the need for different types of pedestrian and bicycle facilities, conducting safety audits, integrating multimodal facilities with private development projects, and helping municipalities compete for federal, state, and regional resources. Below are a few examples of recent projects that encompass these disciplines:
• Town of Los Gatos, Winchester Boulevard Complete Streets, Los Gatos, CA • Alameda CTC, San Pablo Avenue Corridor Project, Oakland, CA • City of Hayward, Hayward Boulevard Complete Streets Project, Hayward, CA • Santa Clara VTA, Tasman Corridor Complete Streets Project, San Jose, CA • City of San Rafael, Third and Hetherton Traffic Safety Improvement Project, San Rafael, CA
We also recognize the importance of planning and designing for alternative modes of transportation–whether bicycle, pedestrian, or transit.
Kimley-Horn employs state-of-the-art techniques to accommodate and encourage the use of alternative transportation modes and minimize vehicular conflicts. Our team members have led numerous pedestrian and bicycle planning and design projects throughout the West. Our diverse experience in pedestrian and bikeway planning and design ranges from developing safe routes to school to designing single- intersection bike lane improvements to preparing city bicycle master plans. We have completed many city bicycle facility master plans, developed comprehensive statewide plans and requirements for pedestrian/bicycle facilities, and designed over 200 miles of bicycle and multi-
City of San Pablo | TTTM85003.2022 4
use trails. Our plans often emphasize connectivity with adjacent sites (or jurisdictions) and destinations. In helping to create walkable communities, Kimley-Horn applies a context sensitive design approach to the unique circumstances of each project.
Supporting Green Infrastructure
Today, more than ever, cities and developers are looking to create more resilient and livable places that benefit residents and visitors while improving the environment. Whether the impetus is regulatory compliance, infrastructure improvements, climate resilience or adaptation, or just aesthetics—green infrastructure and ecological restoration are cost effective and sustainable ways to address storm water and natural resource challenges for single developments or an entire community. Kimley-Horn’s team of engineers, scientists, planners, and landscape architects bring the diverse experience required to implement these complex and cutting-edge green infrastructure and ecological restoration projects. Our technical diversity allows us to provide a broad range of services including:
• Green infrastructure plans and designs including rain gardens, green roofs, rainwater harvesting, constructed wetlands, infiltration devices, and smart planning
• Ecological restoration of streams, wetlands, and riparian buffers that allow communities to address a problem (i.e., flooding or water pollution) using techniques that create multiple benefits such as green spaces and parks, urban heat reduction, and healthier communities
• Watershed restoration planning and design that incorporates both green infrastructure and ecological restoration • Ecological restoration and green infrastructure to satisfy regulatory requirements and generate mitigation credits for specific permits or mitigation banks
Grant -Funded Projects and Reporting Requirements
Kimley-Horn has extensive, recent experience with grant funding preparation, reporting, and management. We have been involved in all steps of the state and federal grant process, working with agencies to develop applications; getting applications approved; working through authorization by Federal Highway Administration (FHWA) and state departments of transportation (DOTs), and seeing projects through to successful completion in line with federal guidelines. A key role Kimley-Horn has filled on numerous projects is to research and find project funding through these state and federal grant programs. Our planning studies are geared toward practical, community-based solutions that meet the objectives of many grant programs. We understand the deadlines, application processes, and scoring criteria associated with grant programs, and can harness this experience to assist the City with funding applications. Our ultimate mission is to bring the ideas of a community involvement process to real projects that shape the livability of our cities and neighborhoods.
Innovative Outreach Techniques
Kimley-Horn recognizes the pivotal role of meaningful public involvement programs that enable existing residents to establish the priorities and needs that successful projects are based on. Community involvement can steer the overall design program, funding strategies, and implementation priorities. Our staff has the experience and resources to facilitate multi-stakeholder and utility involvement, integrate local and state regulations and policies, and perform public outreach services. We are committed to conducting public participation programs that educate, inform, and build consensus. Some of our public involvement services include:
• Interactive Websites
• Interactive Surveys and Online Engagement Portals
• Newsletters
• Virtual and In-Person Town Hall and Community
Meetings
• Stakeholder Meetings
• Educational Seminars
• Pop-ups
• Social Media
• Tactical Urbanism Workshops
• Translation and Interpretation
During the COVID-19 pandemic our Kimley-Horn public outreach team helped dozens of public agencies, from city and council governments to transit providers to aviation authorities, plan and implement virtual and social-distance engagement and outreach solutions for communities under COVID-19 restrictions. Our services and approach to these projects have included reaching out to communities to generate interest and excitement; conveying a sense of project ownership and investment; promoting multilingual, multi- demographic and providing multi-pronged engagement approaches to try to surmount language or logistical barriers. Through Kimley-Horn, our clients have access to a variety of enterprise and proprietary engagement technologies including “Have Your Say” portals, virtual workshops and open houses, wikimaps, ideas walls, forums, prioritization tools, surveys, and one-click virtual Town Halls. We have performed numerous accessible public meetings via Zoom, including providing workshops in both English and Spanish (with participants able to choose their preferred language on an audio track) with a bilingual team to answer questions. To supplement these meetings and combat “Zoom fatigue,” we have provided interactive content including live pools, facilitated dialogue, and participant-generated content. We aggressively track metrics, including geographic and demographic, to identify over- or under-represented communities and perform sentiment tracking for emerging or ongoing issues that might cause us to pivot outreach campaigning as needed.
City of San Pablo | TTTM85003.2022 5
The return to in-person engagement presents an opportunity to preserve the best aspects of virtual outreach, while also returning to what made in-person engagement so effective. Virtual engagement provided benefits such as accommodating greater schedule flexibility, providing always-available resources, and reaching those who traditionally did not have time to attend in-person events, resulting in far greater levels of engagement and from a more diverse set of participants than we had prior to the pandemic. In-person events provide an opportunity for more extended dialogue with interested participants, the ability to better disseminate complex information through boards and graphics, and to reach an even greater portion of the population by going to them through pop-ups.
Kimley-Horn is assisting our clients in developing and implementing outreach strategies that blend in-person and virtual activities to the benefit of community involvement and participation, making for even more successful engagement campaigns. For lower-income communities, this blend of outreach strategies is particularly critical. Many members of the community lack access to broadband internet that may present a barrier to survey or webinar participation, and thus in- person activities are most effective. While others may have extremely busy schedules and family-care responsibilities, so allowing them to participate when is most convenient for them is necessary. The use of pop-ups in key community activity areas, handy online reference materials and feedback opportunities, and accessible technical content that is easily understood and heavily graphical are all strategies that we have successfully employed on recent projects. This combined with in-language materials and interpretation services encourages participation by traditionally hard-to-reach communities.
Teaming Partners
To provide the City with comprehensive and high-quality services, Kimley-Horn has included two qualified subconsultants on our team for this project. Our team provides the City with diverse experience, well-established relationships, and proven performance in delivering successful projects. We have recently or are currently working with these subconsultants on projects for the City of San Pablo.
Our subconsultant support for this project includes:
Tool Desig n (Toole)
Jennifer Toole founded Toole in 2003 with a mission to create dynamic communities where walking, biking, and using transit are possible for people of all ages and abilities. Since then, she has assembled a talented group of planners, engineers, urban designers, and landscape architects who share her passion for producing the highest quality work as well as her commitment to improving community health and quality of life. Toole is the nation's leading planning, engineering, and landscape architecture firm specializing in multimodal transportation planning and design. As a firm, Toole’s mission is to create livable communities where walking, biking, and taking transit are safe, convenient, and enjoyable for everyone. Toole focuses on developing cost-effective and implementable solutions that move people efficiently while also improving health, quality of life, and economic vitality. Toole will be leading the public engagement and shared micromobility feasibility portions of this project.
Mark Thoma s
Mark Thomas is an award-winning engineering firm providing civil and structural engineering, urban design, and landscape architecture, right of way, surveying, and construction management services to clients throughout California. Their solutions have benefited all types of transportation and infrastructure improvement projects. We specialize in the delivery of HBP bridges and structures, local roadways and corridors, bicycle and pedestrian connectivity improvements, traffic operations and congestion relief, and multimodal safety and connectivity. Their team brings expertise in projects involving Caltrans oversight and approvals and have completed projects in Districts throughout the State. They have extensive knowledge in bridge and seismic design, an intimate familiarity with Caltrans District 4 Local Assistance, and recent project experience working in Contra Costa County and throughout the Bay Area.
Our engagement lead for this project,
Toole Design Group, has a similarly
outstanding track record of engaging
people who typically do not
participate in transportation planning
projects. Both Kimley-Horn and Toole
are adept at tailoring messaging and
outreach to be sensitive and
responsive to multicultural
audiences, and they go to people in
the community instead of asking
them to come to us. When planning
meetings and events, we focus on the
convenience and needs of populations
we need to hear from— women, teens,
people in low-wealth communities,
and members of culturally and
linguistically diverse communities.
We use data to track which
populations we are reaching, and
target outreach toward those who are
underrepresented through targeted
messaging, graphics, and
translation services.
City of San Pablo | TTTM85003.2022 iii
4. Staff S tatement of Qualifications or Resumes
Resumes of proposed key staff are included on the following pages. Key team members will be committed for the duration of the project.
Kimley-Horn understands that replacement of key team members will not be permitted without prior consultation with and approval of the City.
Adam Dankberg , P.E.
Project Manager
Adam has more than 16 years of experience managing multimodal projects like the Contra Costa College Mobility Hub Plan. Adam’s Mobility Hub experience includes an ongoing engagement for CCTA for Mobility Hub planning in the I-680 Corridor as well as the SANDAG Mid-Coast Mobility Hub Implementation Strategy. Adam led the East San José Multimodal Improvement Plan which identified specific strategies and improvements for multimodal improvements in a community of concern in San José. Adam’s breadth of experience in transportation planning and engineering for all modes will be particularly beneficial in providing the City the skillset needed to provide a safe and effective transportation network. Many of Adam’s projects includes extensive public and stakeholder involvement, which is critical for building consensus in support of proposed transportation improvements.
Relevant Experience
• CCTA, Innovate 680 Shared Mobility Hubs, Contra Costa County, CA – Project Manager • Alameda CTC, San Pablo Avenue Multimodal Corridor Project, Alameda and Contra Costa Counties, CA – Project Manager • City of San Pablo, Bicycle and Pedestrian Corridor Study, San Pablo, CA – Project Manager • WCCTAC, Express Bus Implementation Plan, Contra Costa County, CA – Project Manager • WCCTAC, Western Contra Costa County High-Capacity Transit Study, Contra Costa County, CA – Task Lead • Golden Gate Bridge, Highway and Transportation District, San Rafael Transit Center Relocation Project, San Rafael, CA – Project Manager
• VTA, Transit Oriented Communities/Station Access Strategies, San José and Santa Clara, CA – Project Manager • City of Millbrae, Comprehensive Millbrae Station Access Plan, Millbrae, CA – Project Manager • City of San Jose, New Transit Options Summary Assessment, San José, CA – Project Manager • City of Mountain View, Transit Center Master Plan, Mountain View, CA – Project Manager • SANDAG, Mid–Coast Corridor Mobility Hub Implementation Strategy, San Diego, CA – Project Manager • City of San Jose, East San Jose Multimodal Transportation Improvement Plan, San Jose, CA – Project Manager • VTA, Tasman Corridor Complete Streets Study, San José, CA – Project Manager • AC Transit, Short Range Transit Plan, Alameda and Contra Costa Counties, CA – Project Manager • AC Transit, Rapid Corridors and Dumbarton Forward Evaluation Study, Alameda and Contra Costa County – Project Manager • Town of Mammoth Lakes, Mobility Hub Study, Mammoth Lakes, CA – Project Engineer Professional Credentials
• Master of Science, Transportation Engineering, University of California, Berkeley • Bachelor of Arts, Economics, Rice University, Texas
• Bachelor of Science, Civil Engineering, Rice University, Texas • Professional Engineer in California #C70598
• American Society of Civil Engineers, Member
• Institute of Transportation Engineers, Member
City of San Pablo | TTTM85003.2022 iv
Mike Iswalt , AICP
Multimodal Network/Mobility Hub Planning
Mike is a transport consultant with over 20 years of experience in traffic engineering, transportation planning and economics, and data analytics. He has worked for a wide range of clients in the Bay Area, including BART, MTC, the Transbay Joint Powers Authority, California High Speed Rail, and CCTA.
Mike has led the analysis of pedestrian and cycling access and traffic and transit circulation around a wide range of transit stations, including the San Rafael SMART station, the Salesforce Transbay Terminal, the Palo Alto Transit Center, and High-Speed Rail stations. Mike recently joined Kimley-Horn after leading the Logistics & Planning team at Lyft, which analyzed and designed physical and product configurations for rideshare and micromobility services for infrastructure operators. Mike provides a unique perspective on understanding circulation around complex multimodal transit stations and how best to prioritize enhanced pedestrian and cycling connectivity. His experience has also provided him with a deeper understanding of the capabilities of shared mobility and the potential for future transportation technologies.
Relevant Experience
• MTC, Future Mobility Research Program - Autonomous Vehicles and Demand Modeling, Bay Area, CA – Project Planner and Researcher
• Alameda CTC, San Pablo Avenue Complete Streets Study, Contra Costa County, CA – Development and Feasibility Study Lead
• Caltrans, California High Speed Rail, Los Angeles, CA – Sub-Area Model Development Lead • General Motors, New Mobility Services Feasibility Study, Los Angeles, CA – Feasibility Study Lead • Transbay Transit Center, San Francisco, CA – Technical Studies Lead • City of San José, Stevens Creek Reversible Busway Feasibility Study, San José, CA – VISSIM Model Development and Concept of Operations Lead • San Francisco Municipal Transportation Agency, Value Pricing Residential Parking Study, San Francisco, CA – Feasibility Study Lead • TransLink Transport, 2045 Regional Transportation Strategy, Vancouver, BC – Planning Lead • City of Lafayette, Downtown Congestion Study, Lafayette, CA – Project Manager • Port of Long Beach, Gerald Desmond Bridge Replacement Project, Long Beach, CA – Traffic Analysis Lead • Mass Transit, Tappan Zee Bridge Replacement Project, Tarrytown, NY – Transit and Traffic Analysis Lead for the bridge’s Mass Transit Task Force
• SRWC, Stanford Transportation Plan, Stanford Redwood City, CA – Data Analytics and Modeling Lead for Stanford’s Long-Range Transportation Plan
All project experience is prior to joining Kimley-Horn.
Professional Credentials
• Master of Science, Civil Engineering, Ohio State University • Master of Science, City and Regional Planning, Ohio State University • American Institute of Certified Planners #024972
City of San Pablo | TTTM85003.2022 v
Ryan Dole, P.E., T.E.
Design Concepts and Cost Estimates
Ryan is a transportation engineer with more than 14 years of experience with a diverse range of municipal transportation projects including intersection and roadway improvements, bicycle, pedestrian, and multimodal projects, intelligent transportation systems (ITS), transit operations, bus stop improvements, traffic signal design, and arterial operations. He has spent his entire career working in the Bay Area and is passionate about contributing to the projects that enhance the safety of his community. As a project manager and project engineer, he has been responsible for developing PS&E construction documents for numerous arterial traffic management projects; transit, bicycle, and pedestrian improvement projects; transit station improvements; and traffic signal modifications. Ryan’s background also includes providing integration and construction support services.
Relevant Experience
• Alameda Contra Costa Transit District (AC Transit), Rapid Corridors Project - San Pablo Avenue, Bay Area, CA – Project Manager • City of Oakland, Broadway Transit and Pedestrian Safety Improvement Project, Oakland, CA – Project Engineer • Metropolitan Transportation Commission (MTC), West Grand Avenue Dynamic Transit Routing, Oakland, CA – Project Engineer • North Fremont Street Bike and Pedestrian Access, and Safety Improvements, Monterey, CA – Project Engineer • California Drive Roundabout Roadway Project, Burlingame, CA – Project Engineer • Alameda County Transportation Commission (Alameda CTC), Alameda CTC, San Pablo Avenue Multimodal Corridor Study, Oakland, CA – Design Manager
• City of Oakland Latham Square Pedestrian Plaza and Streetscape Improvements, Oakland, CA – Project Engineer • City Safe Routes to Transit Pedestrian and Bicycle Improvements at 40th and San Pablo Avenue and the Star Intersection, Emeryville, CA – Project Engineer
• Santa Clara Valley Transportation Authority, Silicon Valley Berryessa Extension (SVBX) Station Campuses, Roadways, and Parking Facilities (D720 Design project), Santa Clara County, CA – Traffic Signals and Roadway Lighting Design Lead • AC Transit, Line 51 Corridor Delay Reduction and Sustainability Project, Alameda/Berkeley/Oakland, CA – Deputy Project Manager and Traffic Design Lead
• Pennsylvania Avenue and Utah Street Intersection and Bus Stop Improvements, Fairfield – Project Engineer • Safe Routes to School Pedestrian Improvements, Santa Clara, CA – Project Manager • Regional Transportation System Enhancements, City of San Rafael – Project Engineer
Professional Credentials
• Bachelor of Science, Civil Engineering, California Polytechnic State University, San Luis Obispo • Professional Engineer in California #75749
• Professional Traffic Engineer in California #2840
City of San Pablo | TTTM85003.2022 vi
Monica Tanner, P.E.
Conceptual Plan Development
Monica has over 5 years of experience in transit data analysis, transit station planning, and transit design. Monica has supported VTA’s BART Silicon Valley Phase II for the past three years, notably with the Transit Oriented Communities Station Playbooks, the station areas’ multimodal access preliminary design, and currently the Construction Transportation Management Plan. She has worked on a variety of transit center and active transportation projects in Santa Clara County and throughout the Bay Area.
She is proficient in AutoCAD, GIS, Synchro, Adobe Illustrator, and Adobe InDesign.
Relevant Experience
• Alameda County Transportation Commission (Alameda CTC), Alameda CTC, San Pablo Avenue Multimodal Corridor Study, Oakland, CA – Analyst
• City of Elk Grove, City of Elk Grove, Feasibility Study for a Multimodal Rail Transit Station, Elk Grove, CA – Analyst • City of San Diego Engineering & Capital Projects Dept., City of San Diego, Balboa Avenue Transit Station Specific Plan, San Diego, CA – Analyst
• Golden Gate Bridge Highway & Transportation District (operates Golden Gate Transit), Golden Gate Bridge, Highway & Transportation District, San Rafael Transit Center Relocation Project, San Rafael, CA – Analyst • Imperial County Transportation Commission (ICTC), Imperial County Transportation Commission (ICTC), Regional Bus Stop Inventory, Imperial County, CA – Analyst
• Nortex Regionally Coordinated Transportation Planning Committee (NRCTPC), NorTex Regionally Coordinated Transportation Plan, Wichita Falls, TX – Project Engineer
• San Mateo County Transit District (SamTrans), San Mateo County Transit District (SamTrans), Dumbarton Rail Corridor Planning and Development Reviews, San Mateo County, CA – Analyst
• San Diego Association of Governments (SANDAG), SANDAG, Mid-Coast Corridor Mobility Hub Implementation Strategy, San Diego, CA – Analyst
• Transportation Authority of Marin (TAM), TAM, Marin County US 101 Bus on Shoulder Feasibility Study, Marin County, CA – Analyst • Sound Transit, Sound Transit, Everett Link Extension (EVLE) and Operations and Maintenance Facility (OMF) North, Seattle, WA – Analyst
• Santa Clara Valley Transportation Authority (SCVTA), VTA, BART Silicon Valley Phase II Extension, Transit Oriented Communities/Station Access Strategies, Santa Clara County, CA – Analyst • Virginia Department of Rail and Public Transportation (DRPT), Virginia Department of Rail and Public Transportation (DRPT), Program Management, Project Management, and Engineering/Design Oversight Support for Atlantic Gateway Rail Transportation Projects Along the I-95 Corridor, VA – Analyst
Professional Credentials
• Bachelor of Science, Civil Engineering, California State Polytechnic University, San Luis Obispo • Professional Engineer in California #91144
City of San Pablo | TTTM85003.2022 vii
Danae Hall, AICP
CEQA Compliance
Danae has been responsible for the management and analysis of EIRs and other environmental documents under CEQA and NEPA for clients throughout the Bay Area. Her work has focused on land use development and transportation projects, with an emphasis on advancing climate change solutions, while still balancing the development interests of her clients. In addition to project management, she has been responsible for public presentations, community outreach activities, and project event organization.
Relevant Experience
• MTC, Bay Bridge Forward I-580 HOV Extension Project, Bay Area, CA – Environmental Lead • Vine Trail Coalition, Napa Valley Vine Trail, Napa, CA – Environmental Planner • Town of Moraga, PS&E and Environmental for St. Mary’s Rd Double Roundabouts, Moraga, CA – Environmental Planner • City of Tracy, Tracy Hills Specific Plan, Various Amendments, Tracy, CA – Project Manager • City of Tracy, Cordes Ranch Specific Plan, Various Amendments, Tracy, CA - Project Manager • City of Tracy, Avenues Specific Plan Addendum, Tracy, CA – Project Manager • Duke Realty, 5863 Rue Ferrari Project, San Jose, CA – Project Manager • Duke Realty, 2256 Junction Avenue Project, San Jose, CA – Project Manager • Costco, Westgate West Project EIR, San Jose, CA – Project Manager • Bridge Industrial, Qume and Commerce Project EIR, San Jose, CA – Project Manager • KT Urban Real Estate Development, 425 S. Winchester Boulevard Project, San Jose, CA • – Project Manager
• KT Urban Real Estate Development, Woz Way Project, San Jose, CA – Project Manager • Luxury Estates Development, 395 S. Winchester Boulevard Project, San Jose, CA – Project Manager • Montecito Development, 555 Sally Ride Drive Project EIR, Contra Costa County, CA – Project Manager • City of Saratoga, Mountain Winery Annexation Project EIR, Saratoga, CA – Project Manager
Professional Credentials
• Master of Science, Environmental Management, University of San Francisco • Bachelor of Arts, Environmental Economics, California State University, Chico • American Institute of Certified Planners (AICP), 31970
City of San Pablo | TTTM85003.2022 viii
Frederik Venter, P.E.
Quality Control/Quality Assurance
Frederik has 29 years of experience in the development of transportation and traffic engineering studies, including preparation of traffic studies, traffic impact assessments, and final design. He has also been responsible for transportation planning studies, comprehensive origin/destination surveys, parking demand surveys, pedestrian and bike facility planning, and community mobility studies. Frederik has led the design of road widening projects, intersection improvements, freeway on and off-ramps, traffic calming measures, and site circulation improvements.
Relevant Experience
• Caltrans District 10, Caltrans District 10, Integrated Corridor Management Plan (ICMP), San Joaquin County, CA – Task Manager • City of Monterey, City of Monterey, Multi Modal Plan, Monterey, CA – Project Manager • San Benito Council of Governments (COG), San Benito COG, SR 25 Corridor Study for Transit Alternatives Evaluation, CA – Project Manager
• 2016 City of Tracy, On-Call Engineering Services (Various Roadway and Traffic Circulation Analyses), Tracy, CA – Project Manager • City of Tracy, 11th and MacArthur At-Grade Crossing, Tracy, CA – Principal-in-Charge • City of Tracy, Citywide Roadway & Transportation Master Plan (TMP) Update, Tracy, CA • – Project Manager
• City of Tracy, Cordes Ranch Specific Plan Implementation, Tracy, CA – Project Engineer • City of Tracy, Tracy Hills Specific Plan Amendment Subsequent EIR, Tracy, CA – Project Engineer • VTA, Santa Clara I-280 Corridor Study, Santa Clara County, CA – Traffic Analysis Lead • Marina-Salinas Multimodal Corridor Plan (Study), Monterey County, CA – Project Engineer
Professional Credentials
• Master of Science, Urban Engineering, University of Pretoria, South Africa • Bachelor of Science, Civil Engineering, University of Pretoria, South Africa • Bachelor of Science, Transportation Engineering, University of Pretoria, South Africa • Professional Civil Engineer in California #64621
• Institute of Transportation Engineers (ITE), Member
• ACEC Member, Monterey Bay Chapter
City of San Pablo | TTTM85003.2022 ix
Mia Candy
Public Engagement
Mia is a project planner with expertise at the intersection of urban planning and design, public health, and economic development. She is an experienced Project Manager focused on integrated land use and transportation, multimodal corridor planning, Complete Streets, and Safe Routes to School. She specializes in community engagement techniques, research, spatial analysis, policy writing, and visual communication.
Mia works in communities of all sizes throughout the U.S., Canada, and South Africa. She builds cross- sector partnerships by working closely alongside grassroots nonprofits, research institutes, unions, universities, K-12 public schools, federal and state agencies, regional and metropolitan planning organizations, transportation network companies, and local government.
Relevant Experience
• San Pablo Corridor Study, San Pablo, CA
Toole Design is working with the City of San Pablo to develop all ages and abilities active transportation options for 10 corridors in San Pablo. Toole Design is conducting an in-depth feasibility analysis of each corridor to evaluate impacts of multiple alternative design options. Mia leads the engagement process for this multimodal planning and design effort. She developed paid, contractual partnerships with Community Based Organizations who will help ensure widespread and equitable public participation opportunities.
She is managing the rollout of hybrid remote/socially distanced engagement techniques including sidewalk decals, pop-up bike rides, and multilingual online workshops.
• San Pablo Safe Routes to School Master Plan, San Pablo, CA Mia is the Project Manager for this project to develop the City of San Pablo's first ever Safe Routes to School Master Plan. Toole Design is evaluating safety and mobility conditions around ten schools and will make recommendations for education, encouragement, and enforcement interventions. This project is centered around virtual and in-person walk audits that will allow students, families, teachers, and principals to document their experience walking and biking to school. In response the COVID-19 pandemic, and to support virtual walk-audits, Mia led the development of a new online tool that allows community members to upload photographs of existing infrastructure conditions to an interactive web map. Toole Design will also help the City implement an on-the- ground pilot installation of select engineering solutions.
• San Jose Emerging Mobility Plan, San Jose, CA
Toole Design was a part of the team helping San Jose develop an emerging mobility plan that establishes equity as a priority. Mia supported data collection efforts and analysis to understand emerging mobility through a racial equity lens. She developed a nuanced survey tool that helped the City understand mobility patterns and needs for people of all incomes and abilities in San Jose.
Professional Credentials
• Master of City and Regional Planning, University of North Carolina at Chapel Hill • Bachelor of Arts, Urban Anthropology and English Literature, University of Cape Town
City of San Pablo | TTTM85003.2022 x
Adrian Witte, P.E.
Micromobility Implementation and Costs
Adrian is a Professional Engineer and Toole Design's Micromobility Practice Lead. He has a diverse background in shared micromobility planning, traffic engineering, parking analysis, and street design. His breadth of experience across both planning and design on projects in the United States and internationally, gives Adrian a broad perspective and context to the practical task of developing implementable solutions that address specific problems. In the last decade, he has been nationally recognized as an expert in new mobility and has played a leading role in the implementation of over 60 shared micromobility systems in the United States and has designed over 750 bikeshare stations, bike parking facilities, and other curbside infrastructure in cities such as New York, NY, Philadelphia, PA, Los Angeles, CA, and Honolulu, HI. He is currently part of the team delivering Boston's microhubs pilot program and working on prototype designs for Mobility Hubs in Arlington County, VA, Boston, MA, and Beverly Hills, CA.
Relevant Experience
• Boston Neighborhood Mobility Microhubs, Boston, MA
Adrian is providing emerging transportation expertise to Toole Design's Boston office as they develop a series of different sized neighborhood Mobility Hubs. Adrian was responsible for developing a hub typology based on the surrounding land use and transportation system and identified the number and types of services at each scale. He will be involved in the preliminary design of sites to identify transit, carshare, ride-hail, micromobility, and other emerging transportation needs at each site.
• Connect Beverly Hills: Meet Me at Wilshire and La Cienega, Beverly Hills, CA Adrian led the development of concept plans for a mobility hub located at the historic Clock Tower site that provides multimodal transportation services, placemaking, and information services for the users of LA Metro's new subway portal at the corner of Wilshire Boulevard and La Cienega Boulevard and be the key feature to support redevelopment of the site as a mixed-use development.
• Arlington Mobility Hubs, Arlington County, VA
Adrian is the Principal-in-Charge overseeing the development of plans for prototype Mobility Hubs that can be tested and implemented throughout Arlington County. His role includes developing the kit of parts to include transportation, placemaking, and informational features, providing input in the selection of pilot sites, and overseeing the development of design plans for the pilot sites.
• Bay Area Bikeshare Strategic Plan, San Francisco Bay Area, CA Prior to Motivate's proposal for a ten-fold expansion of the system, Adrian was the consultant Project Manager that assisted the Metropolitan Transportation Commission (MTC) and its regional partners to create a Strategic Plan for the transition of the previous Bay Area bikeshare pilot program to full-time ownership under MTC.
Professional Credentials
• Master of Science, Civil Engineering, University of Wisconsin: 2006 • Bachelor of Engineering, Civil, University of Queensland: 2000 • Professional Engineer: WA, OR
City of San Pablo | TTTM85003.2022 xi
Marty Arms trong, PLA
Public Life and TOD Integration
Marty has 28 years of experience in landscape architecture, urban design, landscape design and master planning. His experience has involved a full spectrum of professional services from feasibility studies, master planning, streetscape design and community outreach. Marty has worked on projects throughout California such as public and private development, senior housing, sports design-build, regional parks and trails design development, community workshops, project entitlement process, construction drawings and construction observation.
Relevant Experience
• Chakemco Street Improvements, South Gate, CA
Landscape architect for the roadway project that will provide a safe pedestrian route to school, rehabilitate the existing roadway pavement, and mitigate poor street drainage on Chakemco Street in the City of South Gate. Chakemco Street has several businesses that use the street as a main access to their business and for additional parking. It also has an alley-type cross section, lacks an ADA\pedestrian route requiring pavement rehabilitation.
• Long Beach Boulevard Green Street Improvements, South Gate, CA Landscape architect providing landscape and urban design services for the Long Beach Boulevard project. The project consists of a five-lane, 70-foot wide heavily traveled auto-oriented primary arterial traversing north-south through the City. This crucial corridor currently lacks bicycle facilities and many of the intersections lack modern crosswalks and ADA-compliant curb ramps. Improvements will include ADA-compliant curb ramps, Class III bicycle facilities, enhanced crosswalks, shade trees, plantings in the medians and sidewalks, and vegetated biofiltration areas for aesthetics and drainage.
• Firestone Boulevard Widening, Norwalk, CA
Landscape architect responsible for landscape design for this roadway improvement project that will widen Firestone Boulevard to six lanes from Hoxie Avenue to Imperial Highway to accommodate the existing and projected traffic volumes. Phase 1 consists of two lanes in each direction with 10-foot sidewalks, on street parking, and a variable width median within a right-of-way of 110 feet. This phase will be widened to six lanes as well as maintain on-street parking, sidewalks, and adding bicycle facilities.
• Limonite Gap Closure, Eastvale, CA
Landscape architect responsible for providing landscape design for a gap closure in the existing Limonite Avenue corridor. The project will include a 2,450-foot 4-lane roadway, Class IV protected bikeways, wide sidewalks, new bridge over the Cucamonga Creek channel, and bridge aesthetics and landscape architecture. The bridge over the channel will be 377-foot bridge three span concrete bridge and a challenging 60-degree skew. Additionally, the City wants to construct a new bicycle/pedestrian bridge for the Class I trail located within the SCE right of way.
• Mile Center Active Transportation Infrastructure Improvements, Fresno, CA Landscape architect responsible for providing landscape design for roadway improvements in the City of Fresno. Tasks include Class I trails (including DG shoulders and center striping), sidewalks and ADA improvements, planting and irrigation facilities, and storm water collection system and drainage installation.
Professional Credentials
• BS in Landscape Architecture, California Polytechnic State University, San Luis Obispo, 1993 • CA RLA 4607
City of San Pablo | TTTM85003.2022 6
5. Project Management and Staff Availability
A mobility hub is defined as the integration of multiple transportation modes within one community. Kimley-Horn incorporates this into our staffing plan by providing the City dedicated staff who are well versed in the planning and design of all transportation modes, specifically about how to best integrate a multi-faceted mobility network. We commit to you that the members of our project team, along with all necessary staff, will be available to serve the City throughout the course of this project. Adam, who will be the main point-of-contact for the team, will manage this project, and will be fully accessible to the City and its staff. Adam Dankberg, P.E., will be the primary contact for the City, providing overall management and coordination for this project. Adam is currently leading the San Pablo Avenue Multimodal Corridor Project, which is analyzing how to make San Pablo Avenue a more Multimodal corridor within a constrained right-of-way, and he has a wealth of Mobility Hub project management experience, including for the Contra Costa Transportation Authority’s Innovate 680 Shared Mobility Hubs project. Adam is being assisted by Mike Iswalt, AICP, who in addition to supporting Adam on those two projects, recently worked for Lyft, planning for opportunities to implement shared mobility services.
Our organizational structure is comprised of our local office practice leaders, technical and project support staff; a regional leader; production managers; and business, human resource, and marketing managers. This structure has led to financial stability within the firm. In addition, we uphold a disciplined focus on business fundamentals operate the firm conservatively, and our internal controls and business standards— promoted by our leadership team—are intended to keep our foundation strong. Kimley-Horn’s approach to starting a project includes many tasks: develop a comprehensive work plan and project scope including phased tasks; identify scheduling, manpower, and materials requirements; establish a schedule showing key project tasks, milestones, and regular progress meetings; customize the work plan according to client needs and project schedule and budget; and secure a commitment from the various quality reviewers needed for our quality control and assurance plan.
We will manage our subconsultants using formal methods that specify required deliverables, budget, and schedule. The team will be managed to engage technical specialists to address specific project issues at appropriate phases of the project such that the team organization is transparent to the City.
City of San Pablo | TTTM85003.2022 7
6. Project Approach
The City of San Pablo Contra Costa College Mobility Hub Plan will identify transportation network improvements and mobility strategies to create a mobility hub in the College area, improving the quality of life for current residents, enhancing the viability of transit-oriented development, and enlivening public life in the area. The College area is ripe with opportunity, with approximately 8,000 students at the college, as well as the nearby Middle College High School, Helms Middle School, the San Pablo Community Center, the San Pablo Avenue Specific Plan, housing redevelopment opportunity sites, and a major transit center with 11 bus routes. In addition, extensive planning work in this area has already been completed or is underway. The need for this Mobility Hub project is to bring all these separate planning projects together with a robust community engagement effort to result in a well-coordinated and multimodal solution for mobility and TOD integration in the College area. A successful project will result in a set of actionable improvement projects and strategies that can be advanced by the City as part of grant applications and other ongoing efforts. The Project will develop a conceptual design for the College Mobility Hub that meets the following principles:
• Responsive to the unique needs and characteristics of the College and surrounding communities • Integrate a diverse set of mobility options
• Promote a convenient and safe environment by eliminating or reducing stress at conflict zones • Leverage the planned active transportation and transit network • Incorporate flexible infrastructure to better integrate with emerging technologies and services
The Kimley-Horn approach to this project is centered around: community-driven identification of needs, utilizing best practices for mobility hub and multimodal integration, identifying strategies to create a sense of place, and planning for next steps and implementation.
Community -Driven Identification of Needs
For this College Mobility Hub project, there are already extensive planning efforts that have been completed regarding the transportation network improvements needed in this area. See Figure 1 below for a few of the outcomes of those efforts identified within the project area.
• As part of the Bicycle and Pedestrian Corridor Project, the Toole and Kimley-Horn team identified alternatives for protected or upgraded bicycle facilities on San Pablo Avenue, Broadway Avenue, El Portal Drive, and Road 20 in this study area. The alternatives were evaluated for feasibility and impacts by the project team and shared with the community for input and preferences. Based on that input, preferred configurations were identified. That study identified near-term projects on El Portal Drive and Broadway Avenue to implement higher quality facilities. This College Mobility Hub effort will build on that project by identifying solutions to expand the bicycle network within the study area to create a well-connected network, using the Corridor Project streets as the backbone.
• As part of the San Pablo Avenue Multimodal Corridor Project, Kimley-Horn identified a range of feasible transit and bicycle improvements on San Pablo Avenue and how to best connect the Avenue to the College Transit Center. These included improvements on San Pablo Avenue, El Portal and College Lane to prioritize transit movements, improve stop accessibility, and improve transit reliability. As part of the College Mobility Hub effort, those strategies will be further vetted with the local community and key stakeholders, as well as additional transit circulation and access improvements identified with consideration to housing opportunity sites. Further analysis will be performed to identify solutions to integrate the planned bike improvements on El Portal with modified transit routing and transit priority treatments included in the San Pablo Avenue project.
• As part of the Star Bridge Project, Kimley-Horn and Mark Thomas have identified a few potential project alternatives that would require re-aligning San Pablo Avenue, Road 20, and 23
rd Street, as well as considering alternative traffic control at that intersection.
That has the potential to significantly shift traffic flow in this area, and open new opportunities for bicycle, pedestrian, and transit movements through that heavily congested and auto-oriented center of the City. As part of the College Mobility Hub project, we will further consider the strategies around the Star Bridge and how that opens new opportunities for mobility hub improvements in the College area.
We will combine the recommendations of previous and ongoing planning efforts into a background planning documents summary. The Kimley- Horn team has led many of these related efforts and thus will efficiently this summary, allowing for greater focus on needs and opportunities specific to the Mobility Hub concept. We recognize that several of these other previous and ongoing planning efforts have engaged the community about transportation needs in this area. The project team knows that outreach fatigue is real and will work closely with the City and its consultants on other efforts to avoid over-burdening the community, while providing opportunities for input specific to the goals and needs of this project. We will reflect information heard as part of previous outreach efforts back to the community to demonstrate that we are listening and target our request for feedback in a manner that best informs the development of this project. Effective stakeholder engagement is central to our planning and design approach. We understand the important role that inclusive and equitable outreach and engagement plays in creating a better product and achieving the buy-in necessary for its adoption and implementation. Our experience is that the most successful projects are those where the entire process is open, transparent, and clear. We specialize in translating professional transportation language into simple
City of San Pablo | TTTM85003.2022 8
terms, and in finding ways to bring the public’s concerns to the table in a constructive manner that moves planning and design forward. We anticipate two primary rounds of outreach activities:
• The first round will consist of an online survey, incorporating a map-based feedback tool. The short online survey and map will solicit input on the overall vision for improving multimodal access in the Project area. Survey questions will focus on the vision as well as mobility hub elements and include questions about transportation choice and demographics that can help us assess how wide breadth of the online outreach effort. The online interactive map will permit the crowdsourcing of feedback on specific locations of concern as well as locations with desired improvements, permitting users to input point and line data related to walking and bicycling conditions, concerns, and desires related to accessibility, barriers, and safety.
• The second round will consist of a cohesive set of engagement strategies to reach a broad cross-section of the community to obtain input on preliminary network and Mobility Hub concepts. We will indicate how the feedback we heard in the survey and in prior outreach activities is reflected in the concepts and how those concepts will change the Mobility Hub area. Strategies are planned to include a virtual public listening session, a pop-up at the College developed in coordination with the school, and an additional pop-up in nearby community, commercial, or gathering spaces. Thus, they will reflect a blend of in-person and virtual activities to meet people where they are, in their language of choice, to promote engagement.
The Kimley-Horn team is adept at tailoring messaging and outreach to be sensitive and responsive to multicultural audiences, and we go to people in the community instead of asking them to come to us. When planning meetings and events, we focus on engaging people who typically do not participate in transportation planning projects—women, teens, people in low -income communities, and members of culturally and linguistically diverse communities. We use data to track which populations we are reaching, and we target outreach toward those who are underrepresented through targeted messaging, graphics, and translation services. To support this effort, we propose to engage and provide direct stipends to local Community-Based Organizations (CBOs), which will aid with translation, distribution of project materials, event staffing, and provide the project team invaluable feedback on engagement materials to make them most accessible to the community. The Toole and Kimley-Horn team successfully applied this strategy recently as part of the City’s Bicycle and Pedestrian Corridor Project.
The Kimley-Horn team recognizes that Mobility Hubs require close partnerships amongst both the public and private sector for an effective integration of modes. That is particularly critical for this project with the primary employer, trip generator, and landowner being the College. We will work closely with the College, the City of Richmond, transit operators (AC Transit and WestCAT), the County and Housing Authority, CCTA, and WCCTAC with the formation a stakeholder advisory group to inform the advancement of this project. We will additionally engage other key public or private entities, such as utility providers, local landowners, and the West Contra Costa Unified School District, as needed over the course of the project.
Utilizing Best Practices for Mobility Hub and Multimodal Integration Often, transportation networks break down because of conflicts and interactions of modes. Buses get delayed by congestion, pedestrians don’t feel safe crossing wide streets, and cyclists aren’t comfortable sharing facilities with higher speed vehicles. Mobility Hubs are about creating a node where transportation modes can safety interact, encouraging trips across multiple modes, improving overall mobility and transportation choices.
For the Innovate 680 Shared Mobility Hubs project, Kimley-Horn is analyzing each of eight different mobility hub sites to identify ways to connect local residents and workers to the broader regional network through integrated strategies such as dedicated bicycle facilities, improved crossings, Transit Signal Priority, and improved transit amenities. The specific mobility strategies are dependent on the needs identified through community engagement and analysis of existing transportation data.
As part of Task 2, Kimley-Horn will prepare annotated maps and descriptions of improvements to create a connected and integrated transit, bicycle, and pedestrian network. The improvements within those networks will be identified with conceptual drawings to indicate potential solutions. In addition to changes in roadway space allocation, we will also consider traffic signal strategies, such as transit signal priority, dedicated bike phases, bicycle detection, and new or modified pedestrian crossings, and clearly identify those potential solutions. In addition, we will identify trade-offs for those improvements, including changes to transit access, parking impacts, auto access changes, and potential changes in congestion.
Mobility hub strategies and features will be identified and sited, which may include locations for bike storage and bikeshare/shared micromobility, electric vehicle charging, transit amenities, and rideshare pick-up/drop-off locations, and carshare placement. Up to three alternatives will be identified for mobility hub infrastructure placement, including strategies such as a centralized hub with community nodes or a distributed series of smaller hubs. We recognize that technologies that support Mobility Hubs are constantly emerging and evolving. Therefore, we will focus on identifying infrastructure solutions that can adapt as new technologies emerge, with transportation access and utilities networks that can support new technologies and continued growth.
City of San Pablo | TTTM85003.2022 9
Identifying Strategies to Create a Sense of Place
Mobility Hubs aren’t just about creating transportation networks. An effective mobility hub will include placemaking elements that will encourage multimodality as well as transform the mobility hub into a valued community asset. It will include distinctive elements to activate the space and create a positive and safe environment for use of the transportation services available, as well as for the community. As part of this project, we will connect with the community to understand the local vision and then use that information to prepare placemaking concepts for community reaction and refinement. Integrating the mobility hub with adjacent or nearby development opportunity sites creates the potential for a symbiotic relationship. Providing easy access to a range of transportation services will make the development more attractive, enhancing viability, as well as lowering vehicle miles traveled (VMT) a key metric for project review and approval through the CEQA process. Locating the mobility hub near areas of development and growth may help to activate the mobility site, making it safer, more comfortable, and more desirable for users.
Urban design lead Mark Thomas, in conjunction with Kimley-Horn, will consider several placemaking aspects as part of this project. Within the improved mobility hub network, this includes consideration for street infrastructure features that are highly visible to the community, such as tree canopy, green infrastructure, and lighting. At the mobility hub node sites, this will include the configuration of public spaces, plazas, open space, and linkages between that space and surrounding opportunity sites, development, and key attractions.
The Mark Thomas and Kimley-Horn team has been awarded the San Pablo Star Bridge Project to create an enhanced Gateway for the City of San Pablo. The overall goal of the Star Bridge Project is to create a strong sense of place by establishing a community identity through transportation and urban design treatments. With the proximity of the Star Bridge to the Mobility Hub area, it will be beneficial to consider the relationship between placemaking components of each project. That may take the form of directly linking certain features or continuing certain themes or elements. Working closely with City staff and the community on both efforts will allow for efficiencies in understanding City and community priorities and preferences.
Planning for Next Steps and Implementation
One area that sets Kimley-Horn apart is that in addition to our transportation planning experience, we’re also transportation engineers, environmental planners, and land use planners. We help our clients advance projects from initial planning all the way through implementation.
This gives us great insight into how to best plan transportation improvements to ensure that they are implementable in the desired timeframe.
As part of project identification, we will consider design and construction challenges and how to best avoid or minimize them. Leveraging our California Environmental Quality Act (CEQA) experience, we will identify environmental risks and the process that will be needed for each Mobility Hub project to meet CEQA requirements. We can advise on how the potential extension of SB288 as SB922 may provide opportunities for a streamlined process to meet CEQA requirements. And as authors of many General Plan Updates and Housing Elements throughout the State, we can work with the City and your housing consultant to identify how to best integrate Mobility Hub policies and strategies into the ongoing and future planning processes.
As part of Task 3, Kimley-Horn will identify implementation strategies for the mobility network and Mobility Hub solutions identified in Task 2.
This will include consideration of programs and policies around the potential expansion of the City of Richmond/Bolt bikeshare/shared micromobility program into the hub area, environmental risk factors and anticipated CEQA process for the capital improvement projects, and identification of costs, risk factors, and implementation timeframe for plan recommendations. We will work with the City’s General Plan Update/Housing Element consultant to integrate TOD recommendations into that study, including identification of opportunity sites, configuration of the transportation network around those sites, and other policy or program changes necessary to support the Mobility Hub implementation.
Additionally, Kimley-Horn will reference County electrification efforts, such as the Contra Costa Electric Vehicle Readiness Blueprint and Charge Up Contra Costa, to identify implementation strategies for electric charging infrastructure. We will prepare a Draft Mobility Hub plan that summarizes the processes and findings of Tasks 1 through 3. The Plan will be highly graphical to provide for accessibility for decision-makers and the community. We will then address City and community comments on the Plan and support the City in Plan adoption.
The East San José Multimodal Implementation Plan is a perfect example of how Kimley-Horn prepared our client, the City of San José, for project implementation. First was the fundamental sea change in approach to community involvement in a historically neglected and equity priority community. We leveraged community-based organizations as part of the project team, relying on their local understanding to best connect with the community and to tailor project technical solutions to meet the mobility needs of existing residents, assuaging fears of gentrification and displacement. This resulted in ownership by the community in a series of transportation projects that were focused on meeting existing mobility needs first and foremost but were also planned to meet the needs of near-term development (related to the planned BART station). We identified and prioritized a series of over 25 projects throughout the study area, with a particular focus on near-term improvements. Kimley-Horn worked with the City to identify ways to integrate projects with planned repaving efforts, and three of the projects were already implemented within the first year of Plan adoption. Several more, included more substantial circulation changes, are slated for this year.
City of San Pablo | TTTM85003.2022 10
Project Management Approach
Kimley-Horn and Project Manager, Adam Dankberg, P.E., have an extensive track record of successfully delivering mobility hub projects on- time and on-budget. This is achieved through close partnership with our clients, including frequent communication about project progress and risk factors. We will hold monthly calls with the City to coordinate ongoing activities, the review of deliverables, and upcoming meetings. More frequent communication will focus on action items, data needs, and schedule updates. Adam will leverage Kimley-Horn’s robust project management tools to ensure schedule and budget adherence, including our workload projection system and real-time budget and hours tracking. Kimley-Horn will maintain a shared online decisions and action items tracker, including notes from each of the monthly coordination calls. This will always be accessible to both the City and Kimley-Horn to create transparency and a handy reference for project status and key decisions. Adam will also work closely with the City Project Manager to ensure that grant requirements are met. We encourage you to reach out to our client references to hear more about Kimley-Horn and Adam’s dedication to client service.
City of San Pablo | TTTM85003.2022 11
City of San Pablo | TTTM85003.2022 12
7. Schedule of Work
City of San Pablo | TTTM85003.2022 xii
8. Cost Proposal
City of San Pablo | TTTM85003.2022 xiii
City of San Pablo | TTTM85003.2022 xiv
City of San Pablo | TTTM85003.2022 xv
City of San Pablo | TTTM85003.2022 xvi
City of San Pablo | TTTM85003.2022 13
9. Method of Payment
Kimley-Horn confirms that the method of payment for this contract will be an Actual Cost-Plus-Fixed-Fee with a not-to-exceed amount. The Consultant Team performs the services stated in the contract for an agreed amount as compensation, including a net fee or profit.
City of San Pablo | TTTM85003.2022 14
10. References
Alameda CTC, San Pablo
Avenue Multimodal Corridor
Project, Alameda and Contra
Costa Counties, CA
Client Contac t
Leah Greenblat
6333 Potrero Ave
El Cerrito, CA 94530
510.210.5935 | [email protected]
Project Description
San Pablo Avenue is a regionally significant corridor spanning the East Bay, and serves as a principal transportation artery, a transit trunk line, a main street, a front door, a community space, sometimes as a regional traffic detour route. It experiences significant congestion, safety hazards, and network inefficiencies. Kimley-Horn is leading a consultant team working with the Alameda County Transportation Commission and the Contra Costa Transportation Authority (CCTA)/West Contra Costa County Transportation Advisory Committee (WCCTAC) to develop a plan that both establishes the long-term vision and identifies near-term improvements to enhance corridor effectiveness for all users. The corridor study is identifying a range of multimodal improvements to enhance the throughput, connectivity, sustainability, and safety of the 14- mile corridor and includes coordination amongst seven cities and two transit operators as well as Caltrans. The project includes both identification of near-term safety and circulation improvements, as well as longer-term improvements, such as BRT and enhanced bicycle facilities. Phase 1 of the project included a detailed existing conditions analysis and documentation, development of alternatives, evaluation of alternatives, identification of next steps, and significant stakeholder coordination between multiple cities and Caltrans. Kimley-Horn led the conceptual engineering, transit planning, ITS and technology evaluations, stakeholder engagement, project delivery, and technical and operations analysis elements of the project. This phase involved multiple rounds of community engagement, including a merchant’s survey, a public survey, community presentations, intercept surveys, and focus groups. Phase 2 of the project within Alameda County will involve advancing multiple project elements, including a set of Safety Enhancements across four cities that will improve usability and comfort for the corridor, primarily for pedestrians and transit users. Kimley-Horn will be leading all planning, operations analysis, design, and stakeholder outreach activities and will be responsible for overseeing environmental clearance and outreach activities. For Phase 2 efforts within Contra Costa County, Kimley-Horn is evaluating alternatives to improve bicycle, pedestrian, and transit mobility along the corridor given the specific opportunities and geometric challenges within the three cities in the study area. Kimley-Horn has worked closely with WCCTAC, CCTA, AC Transit, and each of the three jurisdictions (including the City of San Pablo) to tailor alternatives to fit local needs. Kimley-Horn has prepared a micro-simulation model of alternatives to identify anticipated improvements to transit performance and assess potential impacts on auto diversion and circulation. We are also assessing trade-offs on safety, connectivity, and parking.
Additional Project Information
Type of project: Multimodal corridor
Client type : Public sector agency
Size and scale of geographic area: 14 miles between Hilltop Mall in Richmond, through the City of San Pablo to the roadway terminus in downtown Oakland. Currently two separate efforts, one focused on the segment within Contra Costa County and one on the segment within Alameda County
Current status: The Alameda County portion is currently in early phases of design. Three projects are being advanced, including safety enhancements, a bike and bus lanes demonstration project, and parallel bike network improvements. The Contra Costa County portion is currently in planning phases, identifying opportunities, preferred roadway configurations, trade-offs, and project next steps.
Key lesson(s) learned, as relevant to the Proj ect : San Pablo Avenue is a very challenging corridor due to a mix of uses and transportation demands. In this project area, it is both predominately auto oriented with several driveways and high traffic volumes, but also serves as a critical transit connection to the College. It is also the only portion of San Pablo Avenue that has existing bike lanes. We have identified that prioritizing certain modes results in trade-offs. By understanding and clearly communicating those trade-offs, the community and decision-makers can effectively provide input and direction on their preferences for their community.
City of San Pablo | TTTM85003.2022 15
City of San Jose, East San
Jose Multimodal
Transportation Improvement
Plan, San Jose, CA
Client Contact
Peter Rice
200 E Santa Clara St.
San Jose, CA 95113
408.975.3737 | [email protected]
Project Description
Kimley-Horn worked closely with local community
stakeholders to complete a comprehensive
transportation plan for East San José, an historically
disadvantaged and minority community near downtown
San José. The plan identified near-term implementable
multimodal transportation improvements to provide
residents and workers of East San Jose with opportunities for upward multimodal mobility and improved quality of life. The project included an extensive multi-lingual engagement process to reach the full cross-section of this ethnically diverse community. The project included identifying community needs and priorities, assessment of potential solutions, and conceptual engineering and cost estimating. Improvements included developing a quick build concept for extending dedicated transit lanes along the Alum Rock BRT route, creating a connected network of safe bicycle facilities, and enhancing access to local schools and community centers.
Additiona l Proj ect Information
Type of project: Multimodal transportation improvement plan Client type: Public sector agency
Size and scale of geographic area: A roughly 2-mile long, 1-mile long swath of East San José, extending on both sides of several Urban Villages along Santa Clara Street/Alum Rock Avenue and the planned future Little Portugal/28th Street BART station.
Current status: The Plan identified over 25 individual projects on streets throughout the project area. The Plan was adopted in 2021. At least three of the projects have already been constructed, with additional projects currently underway for implementation in 2022. The remainder will be implemented as funding becomes available.
Key lesson(s) learned, as relevant to the Project : Understanding community needs and then orienting solutions around those specific needs is critical to gaining buy-off and support from historically under-served communities. There was a lot of distrust about government after years of neglect and concerns about gentrification and displacement. By making a concerted effort to truly listen to the community and tailor project solutions around their current needs and priorities, we built community support and buy-in that has allowed for the smooth implementation of projects.
City of San Pablo | TTTM85003.2022 16
Con tra Costa Transportation
Authority ( CCTA ), Innovate
680 Shared Mobility Hubs ,
Contra Costa County, CA
Client Contact
Stephanie K. Hu, P.E.
2999 Oak Road, Suite 100
Walnut Creek, CA 94597
925.256.4740 | [email protected]
Project Description
Kimley-Horn is supporting CCTA in converting existing
park-and-rides and transit centers along the I-680
corridor into shared Mobility Hubs. This critical
component of the Innovate 680 Project is seeking to
seamlessly integrate multiple publicly and privately-operated transportation services and improve transportation connectivity throughout the I- 680 corridor. Eight distinct mobility hub sites in six cities were selected for advancement as part of this project. The project began by developing a stakeholder-supported vision for Mobility Hubs, identifying how they can promote regional goals and serve as community assets. We then analyzed the transportation needs of the mobility hub areas, including current mobility patterns, planned improvements, and both revelated and stated travel behavior. Based on the specific needs in each mobility hub area and the size and configuration of mobility hub sites, including a collection of existing park-and-rides and transit centers, we then identified mobility opportunities and strategies that would be most effective.
From there, we developed concept plans that reflect a suite of mobility solutions, including public transit, bicycle, pedestrian, micro-transit, TNCs, shared micro-mobility devices, and real-time technology and information. The concept plans reflect a series of distinctive mobility hub projects to transform the existing parking and transit sites and their surrounding areas into Mobility Hubs. Kimley-Horn is currently advancing cost estimates and implementation plans for each of the mobility hub areas. We supported CCTA in preparing grant application materials and interface with the overall Innovate 680 program to advance the highest priority projects. The mobility hub effort, the first of its kind in Contra Costa County, will create a blueprint for how to implement Mobility Hubs throughout the County. The project includes extensive engagement with local jurisdictions, transit operators, and other mobility stakeholders.
Additional Project Information
Type of project: Shared mobility hub planning and concept development Client type: Public sector agency
Size and scale of geographic area: Eight distinctive mobility hub areas, extending to include the walkshed, bikeshed, and driveshed of each site.
Current status: Planning project nearing completion
Key lesson(s) learned, as relevant to the Project : Each mobility hub area has its own unique set of opportunities and solutions. First, it’s critical to understand how people get around today and where there are opportunities for encouraging mode shift and more sustainable use of the transportation network. Then, an understanding of both emerging technologies and mobility strategies as well as how that relates to existing plans and policies is important to identify feasible solutions. Creative solutions are often required due to constraints around available land and competing demands on limited public space. However, there is a lot of excitement around Mobility Hubs in Contra Costa County as they’re viewed as an opportunity to enhance a sense of place for their communities and create new mobility options.
City of San Pablo | TTTM85003.2022 17
11. Consultant Contract Statement
Kimley-Horn has reviewed the sample Agreement for Consulting Services and accepts the terms therein with the following exceptions.
RECITALS
WHEREAS, the City desires to engage a consultant who will act at all times in the City’s best interest and will respect the trust and confidence placed in that consultant by the City; and This language imposes a fiduciary responsibility on the Consultant which would conflict with our primary responsibility, as outlined the CA PE Act, which is to the health and safety of the public and we cannot agree to fiduciary requirements which could conflict with that legal requirement and our professional obligations. Additionally, this language heightens the standard of care, as being a fiduciary makes the Consultant responsible for anything that goes wrong on a project, whether they are at fault or not, and this is a contractual liability that is not covered by professional liability insurance.
(1) Scope of Services.
A. Scope of Services. Consultant agrees to provide the Services to the City as specified in, collectively, the scope of services set forth in the City’s Request for Proposals, dated ___________ and any addenda thereto (“RFP”), attached as Exhibit A and incorporated herein, and the scope of services set forth in Consultant’s proposal dated ___________ (“Proposal”), attached as Exhibit B and incorporated herein. In the event of any conflict or inconsistency between any of the terms of the RFP, the Proposal, and this Agreement, the terms most favorable to the City will prevail. Any services not encompassed in this Section (1) are additional services (“Additional Services”) subject to prior written authorization by the City, as further specified below in Section (3), “Additional Services.” There should only be one “scope of work” which outlines the services that the Consultant and the City have agreed upon. Introducing multiple versions of the scope of work, which likely conflict is confusing and could cause disputes related to what services are or are not included in the fee proposed and could cause complications related to any potential claims because the scope of work is not specifically defined.
D. Time is of the Essence. In the performance of this Agreement, time is of the essence. Consultant must be available to begin providing the Services upon the Effective Date of this Agreement, and must complete the Services within the time specified in Section (4), “Effective Date and Term.” This Agreement is made in anticipation of conditions permitting continuous and orderly progress through completion of services. Times for performance shall be extended as necessary for delays or suspensions due to circumstances that the consultant does not control.
Consultant shall not have liability for any delays, expenses, losses, damages or be deemed in breach for liabilities which are caused by any factor outside of its reasonable control, including but not limited to natural disasters, epidemics, pandemics, quarantine restrictions, adverse weather, or acts of the City, third parties, or governmental agencies.
(15) Insurance.
B. Required Endorsements.
3. Waiver of Subrogation: Each required policy, except professional liability, must include an endorsement providing that the insurer will waive any right of subrogation it may have against the City. Consultant hereby agrees to waive subrogation which any insurer of Consultant may acquire from Consultant by virtue of the payment of any loss.
CONTACT
Adam Dankberg, P.E.
[email protected]
510.350.0243
Kimley-Horn
1300 Clay Street
Suite 325
Oakland, CA 94612
www.kimley-horn.com
Prepared by:
Exhibit C
Updated Scope of Work and Budget from Kimley-Horn
6/7/2022
City of San Pablo, Contra Costa College Mobility Plan
Scope of Work
The Project Area is bounded by Contra Costa College (CCC) to the northeast, Rivers Street/Austin Court to the north, San Pablo Avenue and fronting parcels to the west, and El Portal Drive to the south. Also included in the study area is the College Center shopping area and adjacent commercial properties along both sides of San Pablo Avenue north of Purisima Street.
The Kimley‐Horn team will prepare agendas, meeting notes, and distribute meeting materials for monthly virtual project team meetings. Meeting notes will highlight action items, project status, and stakeholder coordination needs. The virtual project team meetings are incorporated into the tasks below.
Task 1. Outreach and Engagement
Task 1.1 Public Engagement
Up to two (2) virtual project team meetings are assumed for this task. Kimley‐Horn will maintain a shared document tracker of data needs, deliverable status, and key action items to streamline coordination between City project staff and the Consultant team.
There will be two primary rounds of outreach activities: Round 1 will focus on shaping a vision, and Round 2 will gather input on preliminary recommendations.
For one round of outreach— either Round 1 or Round 2, to be determined in conjunction with the City— we will include a physical postcard outreach campaign to inform people about the project and identify ways they can provide input either online or in person (i.e., the workshop or the pop‐up event). Up to 5000 postcards will be printed and mailed by the project team using a mailing list generated by the City.
The postcard will combine English and Spanish content.
At the conclusion of each round of outreach activities, the Kimley‐Horn team will prepare a brief summary memo that describes the engagement activities performed, community participation, and feedback received. The draft summaries will be provided to the City for one round of comment and review, and revised summaries will be prepared.
Round 1 Activities
As part of Round 1, the Kimley‐Horn team will develop and deploy a combined online survey and interactive online webmap to obtain and analyze feedback from the public. The short online survey and map will solicit input on the overall vision for improving multi‐modal access in the Project area. Survey questions will focus on the vision as well as mobility hub elements and will also include questions about transportation choice and demographics. The survey and webmap will be provided in both English and Spanish. The Kimley‐Horn team will provide the City with a draft survey for review and will address one round of consolidated City comments for the English survey, with one additional round of consolidated City comments for the Spanish translation. The City will be responsible for distributing the survey via existing distribution channels, such as newsletters and social media. 6/7/2022
At the City’s request, an electronic formatted version of the survey questions and a study area map will be provided for City printing as a hard‐copy. The City will be fully responsible for the distribution of the paper surveys and electronic coding of responses.
The Kimley‐Horn team will provide English and Spanish content for up to two social media posts or other project notification collateral to assist with spreading the word about engagement activities.
The Round 1 engagement summary memo will present survey results—and excel / GIS‐based files of all survey data collected—to identify desired improvements, desired access points, opportunity areas, existing barriers, and safety.
Round 2 Activities
As part of Round 2, an online virtual public listening session will be provided to gather feedback using the Zoom platform. After a brief introduction provided in both English and Spanish, two rooms will be opened, one in English and one in Spanish. In each room, an identical short presentation about the project and preliminary recommendations will be provided and input will be solicited. Two facilitators will be present in each room. It is expected that one member of City staff will sit in on each session. The Kimley‐Horn team will be responsible for preparing a meeting agenda and presentation materials. One round of City review and comment is included on the presentation materials.
One pop‐up event (up to three (3) hours) will be held at Contra Costa College, pending support from and coordination with the College, with the goal of engaging Contra Costa College students, faculty, and staff. Pop‐up materials will be streamlined so that the short amount of time spent with participants is maximized with concise, easy‐to‐follow materials. All printed materials will be provided in both Spanish and English. The pop‐up will be staffed by two members of the Kimley‐Horn team, including at least one bilingual staff member. The Kimley‐Horn team will be responsible for preparing pop‐up materials and providing pop‐up refreshments, to be determined with approval from the City. One round of City review and comment is included on the pop‐up materials.
The team will host a second pop‐up (up to three (3) hours) at a local destination or City event, to be determined in coordination with the City. All materials are assumed to be the same as produced for the College pop‐up. The pop‐up will be staffed by two members of the Kimley‐Horn team, including at least one bilingual staff member. The Kimley‐Horn team will be responsible for providing pop‐up refreshments, to be determined with approval from the City.
The Kimley‐Horn team will provide English and Spanish content for up to two social media posts or other project notification collateral to assist with spreading the word about engagement activities.
Task 1.2 Stakeholder Engagement
Kimley‐Horn will participate in virtual stakeholder group meetings over the course of the project. The City will be responsible for organizing the stakeholder group and scheduling meetings. Kimley‐Horn will be responsible for preparing a general presentation (that the City can customize for different stakeholder groups) and taking meeting notes. The number of meetings and overall level of effort for Kimley‐Horn will be commensurate with the budget available for this task. It is estimated that the budget will accommodate four to five meetings; however, actual effort may vary depending on the type of meetings and presentation content.
6/7/2022
Task 1 Deliverables:
‐ Deliverable 1A: Draft and Final online survey web tool ‐ Deliverable 1B: Draft and Final Engagement materials (PDF format) ‐ Deliverable 1C: Draft and Final Round 1 Engagement Summary Memo (PDF format) ‐ Deliverable 1D: Draft and Final Round 2 Engagement Summary Memo (PDF format) ‐ Deliverable 1E: Collected outreach data (Excel and/or GIS‐based format, e.g., .SHP, .KMZ, .KML) ‐ Deliverable 1F: Stakeholder engagement meeting notes (Word format) Task 2. Infrastructure Improvement Plan
Task 2.1. Existing Condition Analysis
Kimley‐Horn will conduct a kick‐off meeting with the City to align the consultant team with City’s goals, objectives, schedule, and processes. Kimley‐Horn will prepare the agenda and meeting notes from the kick‐off meeting. Kimley‐Horn will prepare and maintain an overall project schedule throughout the project. One (1) additional virtual project team/coordination meeting is included in this task.
Kimley‐Horn will review recent and ongoing related land use and transportation projects identified by the City in or around the study area. Kimley‐Horn will provide a data request of GIS, traffic, transit, active transportation, and utility infrastructure to the City. Information gained from the receipt of data will be mapped to identify existing and planned transit, bicycle, pedestrian, and auto networks within the study area. Kimley‐Horn will note planned improvements to mobility services and infrastructure based on the information provided. Findings and materials created as part of this task will be summarized as part of Task 2.2.
Task 2.2 Network Concept Development
Up to three (3) virtual project team/coordination meetings are included in this task.
Kimley‐Horn will create maps to depict a planned transit, bicycle, and pedestrian transportation network within the study area. Kimley‐Horn will prepare annotated maps and descriptions of proposed improvements. The improvements within those networks will be identified with conceptual drawings and/or cross‐sections (developed using the Streetmix tool) to indicate potential solutions. In addition to changes in roadway space allocation, Kimley‐Horn will also consider traffic signal strategies, such as transit signal priority, dedicated bike phases, bicycle detection, and new or modified pedestrian crossings. In addition, Kimley‐Horn will identify trade‐offs for those improvements, including changes to transit access, parking impacts, auto access changes, and potential changes in congestion. High‐level rough order of magnitude cost estimates will be developed for identified mobility network projects.
A table will be created to list the proposed network improvements and describe their characteristics.
The maps and table will be provided to the City for one round of review and comment. Kimley‐Horn will address City comments and provide an updated set of maps and tables to the stakeholders for input. A revised set of tables and maps will be prepared following City direction after receiving the first round of stakeholder comment.
A final revision to the network concept and project list will be completed following the second round of community engagement.
6/7/2022
Task 2.3 Mobility Hub Concept Development
Up to three (3) virtual project team/coordination meetings are included in this task.
The Kimley‐Horn team will identify features to be considered as part of a mobility hub strategy and assess potential placement options. Mobility hub strategies and features will be identified and sited, which may include locations for bike storage and bikeshare/shared micromobility, electric vehicle charging, transit amenities, and rideshare pick‐up/drop‐off locations, and carshare placement. Kimley‐Horn will reference County electrification efforts, such as the Contra Costa Electric Vehicle Readiness Blueprint and Charge Up Contra Costa, to identify opportunities for implementing electric charging infrastructure. A high level analysis of anticipated “order of magnitude” electrical loads and their relationship to the capacity of the grid infrastructure will be conducted. This analysis will only focus on the estimates of existing overall capacity of the grid and will not include any estimations on available capacity, i.e., will not include current loads on the grid reducing the capacity. In addition, the estimations will be solely based on readily available utility information that our team is able to gather from PG&E. It does not include any meetings or coordination with PG&E (except otherwise included in Task 1.2), or any projections of future infrastructure improvements to increase the grid capacity.
Kimley‐Horn will identify potential mobility hub placement strategies to best enhance the overall mobility network. Up to three (3) alternatives will be identified for mobility hub infrastructure placement, including strategies such as a centralized hub with community nodes or a distributed series of smaller hubs.
These alternatives will be depicted on study area map(s) and shared with the City for one round of review and input.
After City review of mobility hub site alternatives, the Kimley‐Horn team will prepare one concept at a location identified by the City that identifies and configures the proposed mobility services. As part of this effort, the Kimley‐Horn team will also consider opportunities for the placement of urban design features that are highly visible to the community, such as tree canopy, green infrastructure, and lighting.
At the mobility hub node site, this will include the configuration of public spaces, plazas, open space, and linkages between that space and surrounding opportunity sites, development, and key attractions.
The concept, consisting of up to three (3) plan view layouts, up to five (5) cross‐sections and one perspective, will be provided to the City for one round of review and comment. A high‐level rough order of magnitude cost estimate will be developed for the identified mobility hub site improvements.
A final revision to the mobility hub concept will be completed following the second round of community engagement.
Task 2 Deliverables:
‐ Deliverable 2A: Network Concept Map, Project Descriptions Table and Mobility Hub Site Alternatives, draft for City review, draft for stakeholder review, revised for public review, and final (PDF or Excel format)
‐ Deliverable 2B: Mobility Hub Concept Exhibit, draft for City review, revised for public review, and final (PDF format)
‐ Deliverable 2C: Any GIS‐mapping files created by Kimley‐Horn for this project (e.g., .SHP, .KMZ, .KML, etc.)
6/7/2022
Task 3. Final Recommendations and Plan
Task 3.1 Micromobility Feasibility
One (1) virtual project team/coordination meeting is included in this task.
The Kimley‐Horn team will review the feasibility of the implementation of a bikeshare program or other micromobility options within the project study area and provide a set of recommended next steps. This will likely involve explorations of opportunities to pilot bicycle sharing with Contra Costa College. The feasibility evaluation will also include an evaluation of a potential collaboration with the City of Richmond. The findings of this assessment will be contained in the draft plan, included in Task 3.4.
Task 3.2 TOD Integration and Planning Policy
One (1) virtual project team/coordination meeting is included in this task.
Kimley‐Horn will meet with the City’s General Plan Update and Housing Element consultant team and the Citywide TOD Plan consultant team to understand housing opportunity areas identified as part of those separate efforts (up to two meetings over the course of the project). We will discuss TOD requirements and planning findings included as part of those efforts. We will identify opportunities to integrate the mobility hub with the planned housing opportunity areas, including identifying recommendations for the optimal integration of mobility features and inclusion of urban design elements.
The Kimley‐Horn team will review proposed revisions to the General Plan and Zoning Code provided by the City or their consultant to identify opportunities to enhance the viability of potential mobility hub features, such as bike‐share and micromobility programs.
Key findings from this task will be documented in the draft plan, included in Task 3.4.
Task 3.3 CEQA Assessment
One (1) virtual project team/coordination meeting is included in this task.
Kimley‐Horn will identify anticipated California Environmental Quality Act (CEQA) clearance strategies for the projects and mobility hub site identified in Task 2. Significant risk factors for CEQA clearance will be identified and potential risk‐mitigation strategies identified.
Key findings from this task will be documented in the draft plan, included in Task 3.4.
Task 3.4 Admin Draft and Draft Plan
Up to two (2) virtual project team/coordination meetings are included in this task.
Kimley‐Horn will prepare a Draft Mobility Hub plan that summarizes the processes and findings of Task 1 through 3. The Plan will be primarily graphical to provide for accessibility for decision‐makers and the community. The draft plan will identify critical implementation steps and responsible parties for the network and mobility hub improvements identified in Task 2. Kimley‐Horn will address one round of City comments on the Admin Draft Plan and prepare a Draft Plan for public release.
Task 3.5 Final Plan
6/7/2022
One (1) virtual project team/coordination meeting is included in this task.
The City will provide direction to Kimley‐Horn on revisions to the Draft Plan based on decision‐maker and/or public input. It is assumed that revisions to the plan as part of this task will not require modifications to deliverables prepared as part of Task 2. Kimley‐Horn will prepare a response to comments matrix and a Final Plan for Council approval.
Task 3.6 Council Presentation
Kimley‐Horn will prepare one draft PowerPoint slide deck for presentation to City Council near the conclusion of this project. The draft slide deck will be provided to the City for one round of review and comment and a final slide deck prepared. Kimley‐Horn will support the City in making one presentation to City Council on the project.
Deliverables:
‐ Deliverable 3A: Admin Plan (Word format) and Draft Plan (PDF format) ‐ Deliverable 3B: Final Plan (PDF, and editable Word format) ‐ Deliverable 3C: Council Presentation slide deck (PPT format)