City/VTA Transit Oriented Development Cooperative Agreement First Amendment — City Council and Authorities Concurrent, May 13, 2025

FIRST AMENDMENT TO COOPERATIVE AGREEMENT

BETWEEN

THE SANTA CLARA VALLEY TRANSPORTATION AUTHORITY
AND

THE CITY OF SANTA CLARA

FOR USE OF GRANT FUNDS TO FUND THE SANTA CLARA STATION AREA SPECIFIC PLAN THIS FIRST AMENDMENT TO COOPERATIVE AGREEMENT (“First Amendment”) is made and entered into this _____ day of ____________, 2025 by and between the CITY OF SANTA CLARA, a chartered California municipal corporation (“CITY”), and the SANTA CLARA VALLEY TRANSPORTATION AUTHORITY, a public agency organized as a special district under California law (“VTA”), collectively referred to herein as the “Parties”.

RECITALS
WHEREAS, on December 28, 2022, CITY and VTA entered into an agreement entitled “COOPERATIVE AGREEMENT BETWEEN THE SANTA CLARA VALLEY TRANSPORTATION AUTHORITY AND THE CITY OF SANTA CLARA FOR USE OF GRANT FUNDS TO FUND SANTA CLARA STATION AREA SPECIFIC PLAN” (“AGREEMENT”); and WHEREAS, the parties desire to amend Exhibit A, “Scope of Work,” attached to the AGREEMENT; and WHEREAS pursuant to Section 13 of the AGREEMENT, VTA’s Director of Real Estate & Transit-Oriented Development and the CITY’s Director of Community Development, may, from time to time, agree to refine the scope of work in Exhibit A.

NOW, THEREFORE, the parties agree to amend the AGREEMENT as follows:

SECTION 1. Exhibit A attached to the AGREEMENT is amended and replaced by Exhibit A-1 attached to this First Amendment.

SECTION 2. Except as herein modified by this First Amendment, all other provisions of the AGREEMENT, including any exhibits and subsequent amendments thereto, shall remain in full force and effect. All references to the AGREEMENT in this First Amendment shall refer to the AGREEMENT as amended by this First Amendment unless otherwise specifically set forth or otherwise indicated by context.

SECTION 3. In the event of any conflict between the provisions of this First Amendment and the provisions of the AGREEMENT, the provisions of this First Amendment shall prevail. Whether or not specifically amended by this First Amendment, all of the terms and provisions of the AGREEMENT are hereby amended to the extent necessary to give effect to the purpose and intent of this Amendment.

SECTION 4. Unless specifically defined herein, the capitalized terms used in this Amendment shall have the meanings defined in the AGREEMENT.

SECTION 5. If any provision of the AGREEMENT, as amended by this First Amendment, is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall continue in full force without being impaired or invalidated in any way.

SECTION 6. This First Amendment shall be governed by, and interpreted in accordance with, the laws of the State of California.

WITNESS THE EXECUTION HEREOF the day and year first hereinabove set forth.

APPROVED AS TO FORM:

By: ___________________________
Ed Moran, Senior Assistant Counsel
Date: ___________________________
“VTA”
SANTA CLARA VALLEY TRANSPORTATION AUTHORITY, a public agency and special district By: ___________________________
Jessie O’Malley-Solis, Director of Real Estate and Transit Oriented Development Date: __________________________
APPROVED AS TO FORM:

By:_____________________________
City Attorney
Date: ___________________________
“CITY”
CITY OF SAN SANTA CLARA, a chartered California municipal corporation By:_____________________________
Afshan Hamid, Director of Community Development
Date: _____________________
Exhibit A: Santa Clara Station Area Specific Plan Scope of Work Task 1: Project Initiation & Management
Wallace Roberts & Todd, LLC (WRT) will facilitate an in-person kick-off meeting with City staff, VTA, and consultant team to review project description, scope of work, project timeline and budget. The kick-off meeting will include a discussion of project goals, key challenges, data needs, project protocols, and essential outcomes.

The kick-off meeting will include a walk audit of the project area (focusing on key activity areas, including but not limited to: the existing Caltrain/ACE Station, VTA's future BART Phase II Station and Maintenance Facility, Silicon Valley Power (SVP) infrastructure (including observing any conflicts and relocation options), the Gateway Crossings development site, and Station Area connections to surrounding neighborhoods and roadways) with staff and consultant team to conduct a visual survey and photo documentation of the site and to understand assets, issues, and challenges of the project area. WRT will discuss existing conditions and request that VTA and City Staff provide a draft bibliography of available existing conditions information for review.

1.1: Kick-off Meeting and Site Visit
VTA’s consultant, WRT, will facilitate an in-person kick-off meeting with City staff, VTA, and consultant team to review project description, scope of work, project timeline and budget. The kick-off meeting will include a discussion of project goals, key challenges, data needs, project protocols, and essential outcomes.

Task 1.1 Deliverables:

Preparation of materials for the kick-off meeting and site visit including meeting agenda, project protocols, a site visit map, and a meeting summary.

Refined Work Program, Schedule, and Budget Memo
Data and information request in the form of list of documents, drawings, reports, and GIS database that the team will need.

City responsibilities:

Kick-off meeting set-up, including meeting invitations to relevant City and VTA staff, securing meeting venue, and leading the site tour to provide the consultant team with relevant background information.

1.2: Project Management and Meetings
WRT will plan and budget for monthly virtual project meetings with the City project manager and prepare monthly progress reports tracking completion of the work plan, schedule, and budget expenditures. Invoices will be submitted monthly to VTA in a format approved by VTA.

Task 1.2 Deliverables
Monthly Meeting Attendance and Materials (up to 30 meetings total) Agenda, project schedule, presentation materials and summary notes.

Monthly Invoices with Progress Reports.

1.3: Community Engagement Strategy
WRT will develop a comprehensive Community Engagement Strategy Memorandum to outline specific engagement approaches, rationale, suitable locations for engagement events, partners to reach out to, tools best suited to community stakeholders in the Station Area, translation needs and audiences for each component of the outreach timeline. The document will be developed in close coordination with City Staff and VTA, and draw from the field observations, discussions from the Kick-off Meeting, site visit, and review of the community engagement efforts conducted for the VTA Playbook. City staff and VTA will provide WRT with an initial list of partner agencies, business and property owners and other interest groups to reach out to, to be further developed by WRT with the Task Force and Existing Conditions research.

WRT will prepare a preliminary schedule for outreach efforts that fits within the larger project schedule with key milestones, including specific meetings and events for City review and comment.

The Community Engagement Strategy will include:

Establishment of a Technical Advisory Committee (TAC): Composition of the TAC will include staff of local jurisdictions and agencies. The TAC's focus will be to provide technical feedback at key milestones in the planning process. City Staff will establish and coordinate the TAC activities and identify specific participants. The WRT team will provide feedback on the TAC membership, facilitate and lead discussions, present technical materials, and take summary notes at TAC meetings. The proposed Work Plan assumes attendance at up to three (3) virtual TAC meetings.

Establishment of a Station Area Task Force (SATF): Composition of the SATF will include local representatives from community-based organizations, neighboring institutions and associations, and the general public. The focus of the SATF will be to receive project updates, review work progress and Plan specifics; discuss issues, vision, and direction; and provide input on the Project. City staff will work with the City Council to identify, nominate, and appoint members, and City staff will coordinate the SATF on an ongoing basis. See Task 2 for more details.

Public Engagement: The WRT team will facilitate public outreach such as workshops, town halls, and open houses, and direct engagement such as pop-up workshops, focus groups, or interviews with stakeholders and/or focus groups. The WRT engagement team will work with City staff to identify residents, businesses, property owners, relevant public agencies, community groups, neighborhood associations, nonprofits, and faith-based organizations for outreach. Meetings will emphasize working with community members where they already are and will be held in English and Spanish as needed. Community meetings will be held at convenient locations to facilitate the participation of a representative cross-section of residents from different neighborhoods and demographics. Winter Consulting will prepare a list of community stakeholders to conduct in-depth interviews. Their ability to capture and synthesize valuable input from stakeholder interviews enables the team to help guide the strategy of the outreach plan and provide an early indicator of how the planning process will be received. By integrating listening sessions in one-on-one and focus group formats, WRT will ensure that WRT are made aware of community sentiments and sensitivities on current conditions, general perceptions on the planning process, and ideas for how to align the Specific Plan with community goals. These interviews will not only inform, frame, and guide this planning effort and its associated engagement strategies, it will also strengthen the City’s image in the eyes of the community and create the groundwork for stronger working partnerships for future initiatives.

The proposed Work Plan assumes:

Three (3) public workshops (2 in-person, 1 virtual)
Two (2) open houses (in-person)..

One vision charette with the TAC (Task 5.1) (in-person) Stakeholder interviews (Task 5.1) (virtual)
Planning Commission Hearings / City Council Study Sessions: Over the course of the Project, the Consultant will prepare presentations of draft project materials for Up to Three (3) Planning Commission meetings (Task 12), Three (3) City Council hearings and study sessions (Task 12), Online/Virtual Engagement Tools: The WRT team will work with City staff to determine online engagement tools such as interactive maps, graphics, and surveys, that best fit the community needs, to expand community outreach to a diverse population, providing virtual options that are fully accessible in parallel with any in-person activities.

Past/Concurrent Engagement Efforts: The WRT team will draw from past engagement efforts from VTA’s Playbook for the Santa Clara Station (2019), available from vta.org >> About >> Business Center >> Transit-Oriented Development (View Program), which included several community workshops. In addition, the BART Silicon Valley Phase II Project engages quarterly with a Community Working Group comprised of stakeholders in Santa Clara, including representatives from community-based organizations, small business owners, and local educational institutions.

The WRT team will identify and document any needed translation services required at the engagement activities defined in the Strategy Memo, referencing demographic data gathered for the existing conditions report to assess the level of need by specific language(s).

Task 1.3 Deliverables:

Draft Community Engagement Strategy & Schedule Memorandum.

Strategy based on: City, field observation, kick-off meeting, schedule, VTA Playbook Draw from VTA Playbook process and workshops.

Virtual and hybrid engagement options.

Identify needed translation services and languages needed.

Final Community Engagement Strategy & Schedule Memorandum.

City/VTA Responsibilities:

Translation services: Once the Engagement strategy is finalized with City staff and VTA, the level of translation services will be determined. The translation services may include translation for some or all of these items – outreach materials, project website, workshop materials, simultaneous translation at community workshops, etc.

1.4: Project Identity and Public Information Website
WRT will develop a consistent project identity for all outreach materials that reflect the vision of the Station Area Plan. The identity will be anchored by a logo and color palette. WRT will make up to two (2) revisions of the project identity materials based on feedback from City staff. Once agreed upon, the logo and color palette will be used to create an accessible, public-facing project website and an adaptable template for presentation slides, reports, postcards, outreach flyers, social media, etc. WRT will provide project identity materials and guidance on webpage design to VTA’s Public Relations and IT team, to host on VTA’s project website (https://www.vta.org/projects) and/or TOD webpage (https://www.vta.org/transitorientedcommunities). City/VTA will provide content, including project purpose, description, intended outcomes, schedule, and upcoming events to upload to the website. WRT will provide graphics and materials developed during the project to be uploaded to the website. It is assumed that the VTA team will maintain the project webpage and engage translation services for translating website content.

Materials will be accessible in the languages commonly spoken in the community (Task 1.3). and will be produced in an accessible PDF format in compliance with VTA's Policy on Accessible Information and Communications.

Task 1.4 Deliverables:

Logo & Color Palette (up to 2 revisions).

Public Information & Website Content (up to 2 revisions).

Information & Content: Project schedule, and relevant maps, photos and graphics.

Website Development: Website design and content up to 2 revisions prior to launch.

Website Updates: Updated announcements, calendar, and library of resources.

City/VTA Responsibilities
Review and feedback on project identity materials, and website design concept Setting up the project webpage on City and VTA websites Developing written content for project description, purpose, goals, intended outcomes and calendar of events.

On-going updates and maintenance to project webpage.

Task 2: Community Task Force Engagement
This task is dedicated to SATF meetings. WRT will define how and when the SATF intersects with the planning process. WRT will act as the facilitator for each of the task force meetings and lead discussions, and present technical materials. The Work Plan assumes up to fifteen (15) SATF meetings to occur at key project milestones. WRT will discuss with City and VTA to identify which of these meetings can be combined with other groups such as Bike and Pedestrian Advisory Committee, Downtown Task Force, and TAC; when practical and relevant in the process, to streamline the workflow and gain efficiencies in schedule and budget. WRT will meet with the SATF in person at select key meetings in the process and facilitate others virtually. WRT will work with City and VTA to identify the key SATF meetings for in-person facilitation.

2.1: Station Area Task Force Meetings and Materials
This task is dedicated to SATF meetings. WRT will define how and when the SATF intersects with the planning process. WRT will act as the facilitator for each of the task force meetings and lead discussions, and present technical materials. The Work Plan assumes up to fifteen (15) SATF meetings to occur at key project milestones. WRT will discuss with City and VTA to identify which of these meetings can be combined with other groups such as Bike and Pedestrian Advisory Committee, Downtown Task Force, and TAC; when practical and relevant in the process, to streamline the workflow and gain efficiencies in schedule and budget. WRT will meet with the SATF in person at select key meetings in the process and facilitate others virtually. WRT will work with City and VTA to identify the key SATF meetings for in-person facilitation.

Task 2.1 Deliverables:

Materials (presentations and handouts of technical materials as needed) for up to fifteen (15) meetings (some in-person and some virtual) City/VTA Responsibilities
Outreach and selection of Taskforce members
Scheduling SATF meetings
Providing meeting agenda and meeting minutes
Task 3: Existing Conditions Analysis
WRT will develop a base map template with City input and review. The base map will establish a uniform style, legend, and title block for all project maps. The set of base maps will be developed using information available from City staff and VTA in the form of CAD drawings, GIS data and editable PDFs.

3.1: Base Map Development
WRT will develop a base map template with City input and review. The base map will establish a uniform style, legend, and title block for all project maps. The set of base maps will be developed using information available from City staff and VTA in the form of CAD drawings, GIS data and editable PDFs.

Task 3.1 Deliverables
Base map template at site scale with project boundary, streets, parcels, graphic scale, north arrow, font styles and color palette for City’s GIS specialist to prepare maps.

Coordination with City’s GIS specialist
City/VTA Responsibilities
City staff will provide relevant background documents for review.

City staff will provide editable files of maps and diagrams produced for VTA Playbook.

City’s GIS specialist will prepare existing conditions maps to include, but not limited to:

Site context includes adjacent land uses, public transit and major transportation stations and routes, public parks, schools, and project boundaries.

The location of the Station Area in the greater context of other focus areas and the City of Santa Clara.

Existing water and sewer infrastructure
FEMA flood zones; and
Map of major existing SVP utilities infrastructure including SVP substation, transmission, distribution, and fiber facilities. Natural features

3.2: Existing Conditions & Considerations Report
The WRT team will analyze existing data provided by City of Santa Clara and VTA, to create an Existing Conditions Report. City Staff will assist by providing any available existing conditions data for the Station Area, including existing conditions data collected as part of VTA’s 2019 Transit- Oriented Communities Study or "Playbook." VTA, as a project partner, will also provide any available data on existing/proposed public transportation and transit ridership data. This report will serve as a foundational document to understand the Station Area's historical land use and urban planning context. Demographic and socio-economic characteristic data may include, but not be limited to:

Existing land use (inventory of housing, including affordable housing, jobs, parks (mini- parks, neighborhood parks and community recreation facilities, including Level of Service data capacities/age/conditions and parks per 1,000 residents), neighborhood amenities/retail, community facilities, social services, and schools/playgrounds) and physical characteristics.

An “opportunity sites” assessment mapping sites where existing uses appear to be stable in the long term and sites where infill development is more likely to occur. The assessment will be based in part on existing floor area ratio and County Assessor’s valuation. information.

Population, households, age, ethnicity, language, place of birth and residence, disability, income, and poverty status. (Source: from US Census 2020) Property ownership (Source: County Assessor's Office)
Employment (number of jobs by wage/salary an occupation); (Source: US Census) Fiscal analyses regarding existing property tax, employment tax, sales tax data, and these contributions to the City’s General Fund (Source: from City of Santa Clara) Existing affordable housing (including existing restricted and unrestricted affordable housing sites) (Source: Playbooks) Historic structures and places and historical background of the Station Area (Source: Playbooks) Existing/proposed public transportation (including stations, stop locations, and frequencies), roadway facilities, and bicycle and pedestrian facilities and routes (Source: from Playbooks) Transportation and Mobility Analysis: the WRT team will establish the existing context including multimodal infrastructure, usage data and policies. Much of the existing conditions data were compiled for the previous projects. WRT will review and update as appropriate. These will include (Source: from Playbooks) Review of existing City of Santa Clara, VTA reports and BART Silicon Valley Extension Project Phase II EIR and preliminary design.

Existing/proposed transportation systems, including:

Public transportation – Existing Caltrain/Capital Corridor/ACE services and proposed BART Santa Clara station location and access, alignment, and parking facility; VTA and other bus stop locations. Service hours, headways, and ridership by route for all public transportation systems.

Roadways – Arterial and collector roads, cross-sections, and volumes Active transportation systems - bicycle and pedestrian facilities and routes, and volumes System performance (Source: from VTA):

Multimodal traffic volumes
Mode shares
Vehicle ownership rates, by household (Source: from US Census) Transit ridership and demand
Assessment of existing station access, including activity centers that can be accessed within a 10–15-minute bike ride, walk, or bus ride. This analysis will be based on travel paths, not just distance, and will address qualitative aspects of active transportation routes.

Forecasted BART station ridership (Source: from VTA).

Safety data, including SWITRS and the City’s collision data (Source: City Santa Clara).

Mapping of existing infrastructure utilities (water, recycled water, sewer, Silicon Valley Power (electric), PG&E (gas), recycled water lines and easements), communication lines, and assessment of infrastructure needs consistent with General Plan requirements. The WRT team will review existing utility reports, as-built plans, GIS data and survey information (provided by City staff and utility providers) to assess and update the existing drainage and wet/dry utility systems including domestic and recycled water, sanitary sewer, natural gas, electrical power, and telecommunications (Source: City of Santa Clara) Impacts of Drought and water shortage actions and emphasis on need for conservation and recycled water use (Source: City of Santa Clara or Valley Water District) Environmental contamination inquiry, given that the Station Area includes light industrial land uses; and Natural hazards data.

This task will also include a review of all relevant background information, including but not limited to: the City's General Plan, Zoning Code, Draft Downtown Specific Plan and Code, Santa Clara University Master Plan, 2010 Station Area Specific Plan (not adopted), City of Santa Clara Transportation Policies including the City’s Bike and Pedestrian Master Plan, Central Bikeway Study, and VMT policy, BART Phase II policies and reports, Caltrans, County of Santa Clara, City of San Jose, High Speed Rail, the Caltrain/Peninsula Joint Powers Board (JPB) policies/plans, Valley Water policies/plans, traffic studies, adjacent Specific Plans, and Focus Area Plans, and existing infrastructure plans.

Task 3.2 Deliverables:

Draft Existing Conditions Report
Final Existing Conditions Report
City/VTA Responsibilities
City staff and VTA will provide relevant data and drawings as GIS shapefiles and map packages, AutoCAD drawings, spreadsheets, graphs and charts as relevant.

Task 4: Opportunities, Constraints, and Economic Analysis

4.1: Economic and Financial Analysis
Strategic Economics will analyze potential market demand for housing, commercial, office, and mixed-use development in the Station Area. This analysis will touch on the following:

4.1: Economic and Financial Analysis:

Strategic Economics will analyze potential market demand for housing, commercial, office, and mixed- use development in the Station Area. This analysis will touch on the following:

Long-term citywide industry and employment trends.

Current real estate market conditions.

Affordable housing creation and incentives.

Small business retention, support, and opportunity creation.

Recently built, planned, and proposed competitive projects within the appropriate market or trade area.

Citywide retail sales, hotel, and restaurant/entertainment trends, including a post-COVID retail analysis.

Fiscal analysis of proposed uses and added City service and capital costs to support new residents and/or businesses planned for in the Specific Plan. Analysis should provide a citywide context given recent industrial conversions, for fiscal tradeoffs for potential proposed residential or employment uses in the Specific Plan Strategic Economics will review the planned development program for the Station Area against real estate market conditions and trends in the larger surrounding market area. In addition, they will craft recommendations on the type, amount, and density needed to make it feasible to achieve the development program and support infrastructure needs. The design team will then assess the potential competitiveness and the economic challenges to creating the desired development pattern. Based on the analysis and findings from this subtask, the WRT team will develop a recommended strategy that the City can use to overcome identified challenges and create transit-supportive land uses around the Santa Clara Station.Strategic Economics will review the planned development program for the Station Area against real estate market conditions and trends in the larger surrounding market area. In addition, they will craft recommendations on the type, amount, and density needed to make it feasible to achieve the development program and support infrastructure needs. The design team will then assess the potential competitiveness and the economic challenges to creating the desired development pattern. Based on the analysis and findings from this subtask, the WRT team will develop a recommended strategy that the City can use to overcome identified challenges and create transit-supportive land uses around the Santa Clara Station.

Task 4.1 Deliverables:

Draft Economic and Financial Analysis Report
Final Economic and Financial Analysis Report

4.2: Community Workshop #1 – Identifying Opportunities and Constraints (In-person) WRT will facilitate an in-person interactive and collaborative community workshop.

This first community workshop will be an opportunity for the project team to inform the community about the project scope, timeline, and stakeholder and community engagement plan so that the community understands the ways in which they can stay engaged with the project to provide ongoing input and during critical project milestones.

The first workshop will focus on presenting existing conditions analysis and background research, gather community input on their vision for the station area, goals, and guiding principles, what and where are these opportunities for improvements in Station Area, and what are the barriers to improvements. Feedback from this workshop will bring to light key issues to be addressed in the process.

Task 4.2 Deliverables:

Draft and Final workshop materials and facilitation
Presentation Materials & PowerPoint (draft & final).

City/VTA Responsibilities: include the logistics and planning of the community workshops such as:

Securing a venue
Securing translation services for simultaneous translation at the workshop and translation of presentation materials Providing refreshments and childcare at the events, as feasible Providing childcare at the event
Noticing and outreach for all community workshops through print and social media, and other methods to ensure outreach to hard -to-reach segments of the community.

Sign-in sheets
Preparation of the meeting agenda
Preparation of Workshop summary

4.3: Setting, Opportunities, and Constraints Summary
Drawing upon the work conducted in prior Task 3 subtasks, the WRT team will prepare a summary of key findings and opportunities in the Station Area. The Summary will be user-friendly and highly visual to facilitate informed discussions about project vision and goals with stakeholders. The Summary will include narrative, mapping, site photographs, and other visual aids necessary to present the setting, constraints, and opportunities to consider. WRT will build upon prior analysis, such as VTA’s Playbook, the City’s General Plan EIR, and the Draft 2010 Station Area Plan (not adopted). Topics covered will include:

Land use programming, opportunity sites where change is more likely to occur, community character and placemaking, and the Station Area’s relationship with downtown and Santa Clara University.

Public realm and open space systems connecting neighborhoods and districts within the station area, and outside.

Transportation + mobility + connectivity: CHS Consulting (“CHS”) will summarize the transportation materials presented and transportation constraints and opportunities identified during the first workshop. CHS will perform one multimodal audit to identify gaps in the system within the Specific Plan area. The opportunities and constraints effort will include:

Regional connections – to intercity and high-speed rail (HSR) corridors.

Local Connections – to Downtown Santa Clara and El Camino Corridor and within the Specific Plan project site.

Assessment of multimodal infrastructure, and documentation of gaps in existing infrastructure/network.

Assessment of existing station access, including activity centers that can be accessed within a 10–15-minute bike ride, walk, or bus ride.

Existing/proposed public transportation (including stations, stop locations, and frequencies), roadway facilities and bicycle and pedestrian facilities and routes.

Parking + TDM policies – assessment of potential strategies to reduce VMT and parking demand in the station area.

CHS will review available data sets to understand and assess:

Multimodal traffic volumes and mode shares (i.e., vehicle, bicycle and pedestrian, travel mode to work, travel and circulation patterns).

Transit ridership data and demand including future BART station ridership.

Vehicle ownership rates, by household.

Safety data, including SWITRS and the City’s collision data Parking supply and utilization by using NearMap aerial imagery.

District water and energy sustainability, and infrastructure: The project’s water and energy systems require a forward-thinking plan blending short-term efficiency with long-term flexibility to support decarbonization, net-positive goals, and system-wide resiliency. Arup will contextualize the project’s water and energy goals, constraints and opportunities while establishing criteria for measuring the performance of the various strategies to be explored in Task 6.

Team Design Charrette: WRT will lead an internal design charrette with its consultant team partners to clarify issues, assets, opportunities, and constraints, and begin to brainstorm a preliminary vision. The internal charrette will capitalize on consultants’ expertise across disciplines and will feature our team’s Design Think Tank for expert perspectives for specific land uses and issue areas.

Task 4.3 Deliverables:

Team design charrette
Draft Setting, Opportunities, and Constraints Summary
Final Setting, Opportunities, and Constraints Summary
Task 5: Vision Plan
The WRT team will develop a Vision Plan that presents a cohesive and compelling vision of the Station Area for the next 25- to 30-years. This document will convey the City's desired future for the Station Area to key decision-makers, business and property owners, transit operators, employers, and the development community. WRT will develop a Vision Framework which may include a circulation framework, public realm and open space framework, development framework, and economic framework; to ensure a holistically designed community.

5.1: Vision Charette and Stakeholder Interviews
The WRT team will host a series of stakeholder interviews culminating in a vision charette to develop a clear picture of the perspectives of stakeholders, businesses, and property owners in the Station Area. The purpose of these efforts is to build a clear and collaborative picture of how key stakeholders view the existing Station Area and their hopes for its future. WRT will plan for up to eight (8) stakeholder focus group interviews.

At the conclusion of the interviews, WRT will build upon the findings from the focus groups to design and implement an interactive vision charette. The charette's purpose will be to develop and refine an overarching vision for the Station Area and identify key urban design attributes such as the character of the public realm including streets, character of the buildings, mix of uses, programming, aspired experiences, identity, and other attributes stakeholders would like to see around the Station Area.

City and VTA Staff will assist the WRT team in developing and refining the proposed list of stakeholders.

In-person Vision Charrette: The WRT Team will lead and facilitate a vision charrette with the stakeholders, City and VTA staff, and consultant team members develop overarching vision for the Station Area, and identify key urban design attributes such as the design character of Area districts, the character of the public realm including streets, and other key attributes. WRT envisions a 6-hour in-person format for a collaborative process between the stakeholders and the consultant team, but WRT will adapt the format to be a virtual only or hybrid meeting if that is desired by the City and VTA. City and VTA staff are invited to be direct participants or observers. The Charrette may begin with a brief presentation for framing information such as key site conditions, opportunities and constraints, stakeholder interviews summary, and land use targets/aspirations contained in VTA’s Playbook, the City’s General Plan, and the Draft 2010 Station Area Plan. Following that, consultant team members, City staff, VTA staff and other stakeholders can work in small groups facilitated by consultant team members to discuss issues such as: district types and urban form, street-level activation, access/connectivity and roadway design, systems for resiliency, etc. Finally, the charrette outcomes will be reported out for discussion and documented as sketches, notes, and diagrams. The Summary Memorandum will highlight key themes expressed by participants of the focus groups and charette; and will be accompanied by a visual and written record of Vision Charrette results.

Task 5.1 Deliverables:

Stakeholder interviews/focus groups (up to 8) and interactive vision charette Preparation of interview questionnaire, base maps, graphics, and presentation for the vision charrette.

City/VTA Responsibilities:

Draft Stakeholder Vision Summary Memorandum
Final Stakeholder Vision Summary Memorandum
Stakeholder coordination to schedule the interviews and charrette Sending meeting invitations
Securing venue for the charrette

5.2: Community Workshop #2 – Vision & Ideation (in-person) WRT will facilitate an interactive and collaborative (in-person) community workshop to refine the Vision for the Station Area and explore preliminary concepts. In collaboration with City Staff, WRT will present the Draft Vision and Goals from Task 3 4.3 for discussion with residents and other interested community members, such as those who commute or work in Santa Clara. The project team will have an opportunity to confirm the Vision and Goals with the larger community.

WRT will lead a hands-on interactive working session with community members in small break-out groups using interactive tools such as a scaled map of the Plan Area and scaled pieces representing different uses and programs. The objective of this exercise is to explore ideas for realizing the vision while navigating trade-offs needed to achieve it. Each group will report back highlights of their concepts.

Task 5.2 Deliverables:

Draft and Final Workshop Materials (presentations, boards, etc.) City/VTA Responsibilities: include the logistics and planning of the community workshops such as:

Securing a venue
Securing translation services for simultaneous translation at the workshop and translation of presentation materials Providing refreshments and childcare at the events, as feasible Noticing and outreach for all community workshops through print and social media, and other methods to ensure outreach to hard -to-reach segments of the community.

Sign-in sheets
Preparation of the meeting agenda
Preparation of Workshop summary

5.3: TAC Meeting #1 – Vision (virtual)
WRT will host an introductory TAC meeting to gather feedback on and refine the Vision and Goals for the Station Area (Task 4.1). Discussion will touch upon the Station Area Specific Plan's interconnectivity with adjacent/concurrent comprehensive plans currently underway in Santa Clara, including the Downtown Precise Plan. WRT will prepare meeting agendas and materials for review by City Staff in advance of the meeting.

Task 5.3 Deliverables:

Draft and Final TAC Meeting Materials (presentation, etc.) Meeting facilitation
City/VTA Responsibilities: include the logistics and planning of the community workshops such as:

Scheduling the TAC and SATF meeting
Sending meeting invitations to all members
Securing meeting venue
Preparing an agenda, sign-in sheets, and Meeting summary

5.4: Vision Plan
Drawing upon findings from Task 4 subtasks, the WRT team will develop a Vision Plan for the Station Area. The Vision Plan will present a vision and guiding principles and concepts, diagrams, visualizations, maps, and other visual aids to communicate this vision. The Vision Plan will be informed by the feedback received during the Stakeholder Vision Charrette, TAC Meeting 1 focused on Vision and Goals, and Community Workshop 2. Specific topic areas to be touched upon may include mobility and connectivity, land use, community amenities, infrastructure concepts (including green stormwater infrastructure), water conservation, and open space. WRT will submit one draft Vision Plan Memorandum and will finalize the Vision Plan based on City staff comments. The Vision Plan will serve as the framework for Alternatives developed in Task 6.

Task 5.4 Deliverables:

Draft Vision Plan Memorandum
Final Vision Plan Memorandum
Task 6: Alternatives Development

6.1: Plan Alternatives and Concept Study
Based on the outcomes from prior tasks, especially the community and stakeholder engagement in Task 4, WRT will develop up to three Plan Alternatives. These Alternatives will encapsulate three distinct options for the future of the Station Area over a 25- to 30-year horizon. The Draft Alternatives will include descriptions and illustrations of variations in development intensities, urban design, land use plan, multi-modal circulation and connectivity, transit, park facilities, community facilities, and site design concepts. WRT will lead the alternatives development process to include site feasibility testing, development scenarios at different intensities informed by market analysis, and public realm concepts. Design studies will present alternative direction at scale of representative blocks and the entire site.

Maps, tables, and other visual tools will be incorporated as needed to present the alternatives in a highly graphical and easy-to-comprehend manner. WRT will conduct a comparative analysis of each alternative, highlighting each option's relative strengths and weaknesses. The alternatives will also be evaluated against the project goals, principles, and vision developed as part of Task 4. Circulation concepts to improve multimodal connectivity, including creating new roadways, pedestrian facilities, and bike routes to enhance connectivity to, from, and through the Station Area, are of critical importance, given the limited street network in industrial areas and grade-crossing locations along the existing JPB right-of-way. The new mixed-use development projects and the BART Phase II Station coming into the area over the next decade will present increased multimodal transportation demand in the Station Area.

CHS Consulting will lead the circulation and mobility aspect and estimate project trip generation for up to three scenarios and use this to guide the development of alternative land use plans and assess gaps and opportunities.

The key transportation challenges for the Specific Plan area are:

Overcoming the barriers of at-grade railroad tracks for all transportation modes.

Safe pedestrian and bicycle crossing on El Camino Real.

A complete roadway network for parcels on both sides of the railroad tracks.

Building upon the community feedback, prior planning studies (e.g., TOC), and VTA, County, and City policy documents, CHS will develop circulation concepts for each mode of access that is fully integrated with the unique opportunity of the project site with major rail transit stations (Caltrain and BART) and VTA buses, as well as proposed land uses in the project area. CHS will also pay special attention to the proposed BART parking garage, and how this can be integrated into the project site.

Key transportation options would include:

First/last mile connections – CHS will develop convenient and safe first and last mile connections for bicycles, pedestrians, and transit/micro-mobility systems; and will evaluate viable connections not only to the parcels within the Specific Plan area, but also to Santa Clara Downtown and Civic Center, and Santa Clara University.

New roadways – CHS will assess the need for an additional E-W roadway connection to make the east side more connected with the City of Santa Clara across modes including bike, pedestrians, and micro-mobility vehicles. In addition, CHS will examine the potential for new roadways to increase TOD development connectivity.

Pedestrian and bicycle access – A key to successful TOD and multi-modal rail station design is safe and convenient pedestrian and bicycle access. This will include pedestrian and bicycle access between the east and west side of the tracks, to and from both Caltrain and BART stations, and safe crossing of El Camino Real and Coleman Avenue.

Roadway cross-sections – CHS will develop multi-modal roadway cross-sections and design concepts for all roadways in the project area, such as to enhance pedestrian environments that cross and run along El Camino Real. In light of El Camino Real’s importance to the success of the Station Area, the WRT team can develop a complete set of design schematics in plan and cross section, which would be accompanied by analysis of traffic geometries and utilities’ locations, a tailored palette of streetlight and landscape elements, and coordination with Caltrans and City departments.

Curb management – CHS will develop a set of policies for curb-management, especially those near Caltrain and BART Stations, and where ground-floor commercial is anticipated. This could include passenger drop off arrangements for shared-mobility vehicles and corporate shuttle buses for Caltrain and enhancements to BART access informed by review of BART Silicon Valley Phase II.

TDM and innovative parking management strategies – Transportation Demand Management strategies and parking management strategies must be an integral part of the TOD development. CHS will develop both TDM and parking management strategies that are suitable for TOD development, such as reduced parking supply, a potential for a Transportation Management Association to manage TDM program.

To determine the existing conditions and assess alternatives, CHS will collect and compile available traffic counts, bicycle and pedestrian volume data at up to 40 intersections along major corridors (e.g., El Camino Real, Coleman Avenue, The Alameda, etc.). CHS will use performance-based metrics (e.g., levels of stress for bicycles and pedestrians, VMT changes, intersection LOS and delays) to inform the alternatives. CHS will consider potential improvements for bicycle and pedestrian facilities, signal optimization, lane geometry changes for the assessment of alternatives. The options above will be evaluated on how they can be best integrated with the proposed land uses and how they can maximize the benefits of major transit investments in the Station Area.

Arup will develop a performance-based evaluation of district water and energy strategies (e.g., district thermal, microgrid, onsite wastewater recycling) against up to three development program options to identify technical, spatial, and financial feasibility. Strategies will be measured against the performance criteria established in Task 4 and prioritized for selection in the Preferred Alternative.

Task 6.1 Deliverables:

Plan Alternatives – up to three (3)
Draft Concept Alternatives Memorandum
Final Concept Alternatives Memorandum

6.2: Community Workshop #3: Preferred Alternative Selection (virtual) WRT will facilitate a third community workshop, conducted virtually, to gather feedback on the three Plan Alternatives from Task 5.1. Input gathered at this meeting, and the TAC meeting (Task 5.3) will be used by the WRT team to refine and select the Preferred Alternative. WRT will prepare draft and final workshop materials for review by City Staff in advance of the meeting.

Task 6.2 Deliverables:

Draft and Final Workshop Materials
City/VTA Responsibilities:

Securing a venue
Securing translation services for simultaneous translation at the workshop and translation of presentation materials Providing refreshments and childcare at the events, as feasible. Noticing and outreach for all community workshops through print and social media, and other methods to ensure outreach to hard -to-reach segments of the community.

Sign-in sheets
Preparation of Workshop summary

6.3: TAC Meeting #2 (Alternatives)
WRT will facilitate a second TAC meeting combined with the SATF to gather feedback on the three Plan Alternatives from Task 5.1. Similar to the previous subtask, input gathered at this meeting will be used by the WRT team to refine and select the Preferred Alternative.

Task 6.3 Deliverables:

Draft and Final meeting materials
City/VTA Responsibilities: include the logistics and planning of the community workshops such as:

Scheduling the TAC and SATF meeting
Sending meeting invitations to all members
Securing meeting venue
Preparing an agenda, sign-in sheets, and meeting summary

6.4: Preferred Alternative
Following Tasks 5.1 -5.3, the WRT team will facilitate a work session with City Staff to review input received on the Plan Alternatives from the TAC and the community and select a Preferred Alternative. In consultation with staff, WRT will identify any needed changes to the Preferred Alternative. WRT will also use this work session to confirm direction on the Urban Design, Streetscape and Open Space Standards (Task 6.5). Specific analysis and group discussion on multimodal circulation, reducing vehicular traffic, and leveraging shared parking strategies will be required for this subtask. The results of the work session and direction/next steps on the Preferred Alternative will be summarized in a brief memorandum.

Task 6.4 Deliverables:

Draft and Final Internal Work Session Materials
Draft and Final Work Session & Preferred Alternative Summary Memorandum

6.5: Urban Design, Streetscape, and Open Space Standards The Consultant will prepare a set of design standards that present a clear and cohesive vision for future public and private improvements in the Station Area. The standards will lean heavily on visual renderings, sketches, and images to convey the desired outcomes and requirements. The WRT Team will prepare a new zoning district(s) which codifies these architectural, setback, and height standards. Consultant assumes that should a form-based code be desired, it would be funded and developed by a separate implementation action.

Clear guidance and illustrative examples will be included for the following topics:

Urban Design and Architecture, including specific direction on height, massing, façade articulation, setbacks, and other considerations to meet the desired architectural standards for the Station Area. WRT will lead the development of Urban Design, Streetscape and Open Space Standards. Design Think Tank members will provide guidance for use and building types within their areas of expertise. Based on the analysis of existing regulations in Task 3.2, and on the public realm, infrastructure and private development typologies identified in the Preferred Alternative, WRT will prepare a memorandum identifying the key topics that a robust set of objective urban design and development standards must address to successfully implement the community’s vision for the Station Area, based on extensive experience in preparing standards for plans of this type. WRT will submit this memo for City review and conduct a workshop meeting to discuss how best to organize the standards within the Specific Plan, and potentially also in the Municipal Code. WRT anticipates that the standards will need to address, at a minimum:

Standards for block formation, to extend a network of multi-modal streets and pedestrian ways into the existing mega block subdivision pattern.

Standards for a range of street and pedestrian way types, and procedures for systematically implementing them across multiple property ownerships.

Standards for public and private frontages, to ensure a strong pedestrian-orientation for all new development and safe, comfortable pedestrian access along all frontages throughout the day and evening.

Standards for the massing and façade organization of new buildings, so that they clearly define the public spaces of the station area. WRT anticipates that these would be similar in technique – if not in design outcomes – to those of the Downtown Precise Plan.

Standards for building use and parking, with an emphasis on flexible building use and shared parking arrangements.

Standards for signage, including private development and public wayfinding.

To retain local control of new development, the Standards would be objective and quantitative to the greatest extent practicable, while still providing appropriate degrees of flexibility of form and use to meet the market over time.

Utility and Infrastructure Planning, including typical sections with standard utility placement of dry and wet utilities and standard frontage placement of appurtenances, trees and streetscape amenities.

Streetscape and circulation with an emphasis on new roadways/paths leading to and from the Station Area (both Caltrain/ACE and the future BART Phase II Station), including Sustainable/Complete Streets. CHS will work with WRT team to design new connections serving the station area with an emphasis on safe and convenient access for pedestrians and bicycles. CHS will draw relevant best practices from complete streets and multimodal access design guidelines adopted by VTA, BART, and City of San Jose.

Open/Shared Spaces, including a focus on shared public spaces at/near the Station and the interface of private developments with the public realm. The City has a standard for park plan dedication, which states that 2.6 to 3 acres of new parkland should be provided for every 1,000 new residents. Recent specific plans have not accomplished this and have instead acknowledged publicly-accessible open space on private land.

Arup will produce a set of typical green infrastructure details (e.g., bio-retention, detention facility, etc.) for assignment to various land use types (e.g., roadway, commercial, parks, etc.).

Task 6.5 Deliverables:

Draft Design Standards and Zoning Districts.

Revised Draft Design Standards and Zoning Districts
Task 7: Draft Station Area Plan
The Specific Plan will serve as the City's long-range, comprehensive land use and circulation plan for guiding development around the Santa Clara Station. The Consultant team will create the Draft Specific Plan based on the results of prior tasks and the community engagement process. The Consultant will finalize the Draft Specific Plan Chapters based on City staff comments.

The WRT team will develop a template for the Draft Specific Plan document in Adobe InDesign or comparable layout program. Each chapter will identify principles for the given topic supported by goals, policies, standards, and guidelines as appropriate, including objective design standards. The Draft Plan will include supporting graphics, maps, and images that support the narrative.

At a minimum, the Specific Plan will include the following chapters:

Introduction
Vision and Guiding Principles
Goals and Policies: Building upon the existing policy document of the City and VTA, as well as work done for the TOC, the WRT team will draft policy recommendations for land use, transportation, circulation and parking, public and private open space, private development, infrastructure, and sustainable development.

Land Use Plan: Description of land use designations, including number of residential units, square footage of non-residential uses, mixed use, and employment generating land uses.

Circulation and Parking: Description of the circulation and parking elements of the preferred alternative detailing how each mode of access will be accommodated to and from the Station Area and how the new roadways and paths will link the areas beyond the Station Area. The parking element will describe the proposed parking supply, anticipated demand, shared parking arrangement, and operation of parking facilities.

Implementation and Financing Plan: Identifies actions and strategies for Plan implementation, along with completion date estimates, phasing, and cost estimates. Financing plan strategies will be recommended for planned infrastructure improvements and costs.

Public Services: Includes information about services and infrastructure needed to implement the updated Plan. This should include specific policies regarding utilities, public safety, parks, educational facilities, libraries, and cultural facilities.

Urban Design Guidelines and Objective Standards (Building, Open Space, Streetscape/Public Realm): The draft regulations and Zoning Amendments will address land use regulations, including uses and objective design standards. The regulations and Zoning Amendments will be written in a user-friendly format that fits within the format of the City’s existing regulatory framework.

General Plan consistency. While not called out in RFP, WRT will provide cursory review of General Plan and identify potential inconsistencies with Specific Plan, if any.

Task 7.1 Deliverables:

Administrative Draft Station Area Specific Plan
One (1) Microsoft Word copy of the Plan (text only)
One (1) Adobe InDesign template for the Plan document
One (1) Adobe InDesign copy of the Plan
All electronic source files used to create the document.

All supplementary electronic files to the report

7.2: Community Open House #1 (in-person) and TAC Meeting #3 (virtual) WRT will prepare up to six exhibition boards for the Community Open House hosted by City and VTA. This Open House will be focused on summarizing the key components of the Draft Specific Plan for the community to review and provide feedback.

WRT will prepare up to six exhibition boards for the Community Open House hosted by City and VTA. This Open House will be focused on summarizing the key components of the Draft Specific Plan for the community to review and provide feedback. WRT will facilitate a virtual TAC meeting to present key components of the Specific Plan and gather feedback.

Task 7.2 Deliverables:

Draft and Final Open House materials
Draft and Final TAC meeting materials (presentations, etc.) Facilitate virtual TAC meeting.

City/VTA Responsibilities:

Conduct outreach and publicity of the Open House to invite community and stakeholders to the event.

Set-up the Open House
Facilitate the Open House.

Prepare Open House Summary
Sign-in sheets
Refreshments and childcare at the events, as feasible
Schedule and convene the TAC meetings.

Prepare agenda and meeting notes for the TAC meeting.

Task 8: Transportation Impact and Parking Analysis

8.1: Transportation Impact Analysis (TIA)
The purpose of the traffic impact analysis (TIA) is to satisfy the requirements of the City of Santa Clara and the Congestion Management (CMP) of the Santa Clara Valley Transportation Authority (VTA) and the California Environmental Quality Act (CEQA). Per the requirements of Senate Bill 743, on June 23, 2020, the City of Santa Clara established a new Transportation Analysis Policy to establish the City of Santa Clara’s land use and transportation project requirements for evaluating transportation impacts under CEQA using a Vehicle Miles Traveled (VMT) methodology, including baselines, thresholds, as well as criteria for exempting certain types of projects from VMT analysis. The policy also formalizes the Transportation Operational Analysis (TOA) requirement outside of CEQA. A Transportation Analysis Guideline Manual is being prepared which will include how to conduct a VMT analysis and a TOA for projects within Santa Clara. CHS Consulting will analyze VMT and Traffic Level of Service (LOS) impacts for the preferred alternative in accordance with the City’s Transportation Analysis Policy. CHS will conduct the transportation analysis to satisfy the requirements of the CMP and CEQA. CHS will generally follow the VTA’s Transportation Impact Analysis Guide for the CMP analysis and the City of Santa Clara’s Transportation Analysis Policy for CEQA.

VMT Analysis
When the draft land use plan is developed, CHS will analyze whether a detailed VMT analysis is required. If a VMT analysis is required, CHS will use the City of Santa Clara’s travel demand model to analyze the projected total per capita/employee VMT under the preferred alternative.

LOS Analysis
Trip Generation and Assignment – CHS will turn the project data (e.g., square footage by land use) into employment/population projections for project Traffic Analysis Zones (TAZs) and run the travel demand model for with and without project scenario to determine the amount of vehicle traffic added to the roadway system by the station area development.

Identify Study Intersections – Based on the model outputs from Task 1, CHS will identify intersections where 10+ vehicle trips will be added per lane.

Data Collection – CHS will collect AM/PM traffic counts at up to 20 intersections (the exact number of intersections to be determined based on Step #2) LOS Analysis – CHS will analyze LOS at study intersections for 5 scenarios.

Existing: CHS will use the existing volumes obtained from existing/new traffic counts Background: City of Santa Clara will provide a list of approved projects to be included in the Background condition. CHS will convert the approved project data (e.g., square footage by land use) into employment/population projections and run the model with and without approved projects. CHS will develop Background volumes by adding the trips generated from approved projects onto the existing volumes.

Background + Project: CHS will run the model including the specific plan development and use the model outputs (Background vs. Background + Project) to determine net-added project trips at study intersections and overlay them on top of the Background volumes.

Cumulative: CHS will estimate the change in 2018 and 2050 model outputs and apply the difference to the existing to develop Cumulative condition volumes.

Cumulative + Project: CHS will run the model including the specific plan development and use model outputs (Cumulative vs. Cumulative + Project) to determine net-added project trips at study intersections and overlay them on top of the Cumulative volumes.

Report – CHS will summarize the analysis results and respond to 2 rounds of comments.

The budget assumes data collection and LOS analysis for 20 intersections and 5 scenarios. If a need for analyzing more than 20 intersections is determined based on the preferred land use alternative, additional budget will be needed to complete the analysis.

VTA assumes that City Staff will facilitate outreach and coordination to the San José Department of Transportation to confirm their TIA guidelines/requirements for any shared intersections/roadways in the Station Area. Any physical roadway capacity improvements will take into consideration Complete Streets and safety principles. The memorandum for this subtask will be combined with subtask 7.2. Suggested physical capacity or signaling improvements should be reflected/documented in Task 8.1.

WRT assume that City Staff will facilitate outreach and coordination to the San Jose Department of Transportation to confirm their TIA guidelines/requirements for any shared intersections/roadways in the Station Area. Any physical roadway capacity improvements will take into consideration Complete Streets and safety principles. The memorandum for this subtask will be combined with subtask 7.2. Suggested physical capacity or signaling improvements should be reflected/documented in Task 8.1.

Task 8.1 Deliverables:

Admin Draft Transportation Impact Analysis and Parking Demand Management Memorandum Draft Transportation Impact Analysis and Parking Demand Management Memorandum Final Transportation Impact Analysis and Parking Demand Management Memorandum City/VTA Responsibilities:

Outreach and coordination with the Santa Clara Department of Public Works.

Providing the consultant team with City’s existing traffic model to use for conducting analysis.

8.2: Parking Analysis
This subtask will also include a parking demand management analysis consistent with the preferred alternative and overall plan vision. CHS will establish a cumulative parking demand and identify demand management strategies to implement the preferred plan. The analysis will utilize ULI shared parking strategies and ITE methodologies. Coordination with the VTA BART Phase II Team and other transit providers at the Santa Clara Station will be necessary to reflect park-and-ride trips into the demand analysis. The analysis will also quantify the parking demand reduction expected due to proximity to high quality transit service and the proposed mix of land uses. CHS will integrate strategies to manage curb management and on-street parking facilities into the larger parking strategy. Furthermore, CHS will provide a high-level analysis of potential reductions in parking demand from increased use of rideshare and reduced auto-ownership among growing segments of the population.

CHS will also develop recommended changes to the City’s adopted parking standards, including shared parking considerations. The TIA and parking analysis will be documented in a summary memorandum with any associated technical appendices. CHS will estimate a parking demand forecast based on estimated land uses of the Specific Plan program and the person trips by mode in the station area. CHS will estimate the parking accumulation during the peak day and consider a district shared parking management and TDM strategy. CHS will summarize the parking analysis methodology, results, and recommendations in a technical memorandum and incorporate two rounds of comments. This subtask will also include a parking demand management analysis consistent with the preferred alternative and overall plan vision. CHS will establish a cumulative parking demand and identify demand management strategies to implement the preferred plan. The analysis will utilize ULI shared parking strategies and ITE methodologies. Coordination with the VTA BART Phase II Team and other transit providers at the Santa Clara Station will be necessary to reflect park-and-ride trips into the demand analysis. The analysis will also quantify the parking demand reduction expected due to proximity to high quality transit service and the proposed mix of land uses. CHS will integrate strategies to manage curb management and on-street parking facilities into the larger parking strategy. Furthermore, CHS will provide a high-level analysis of potential reductions in parking demand from increased use of rideshare and reduced auto-ownership among growing segments of the population. CHS will also develop recommended changes to the City’s adopted parking standards, including shared parking considerations. The TIA and parking analysis will be documented in a summary memorandum with any associated technical appendices.

CHS will estimate a parking demand forecast based on estimated land uses of the Specific Plan program and the person trips by mode in the station area. CHS will estimate the parking accumulation during the peak day and consider a district shared parking management and TDM strategy. CHS will summarize the parking analysis methodology, results, and recommendations in a technical memorandum and incorporate two rounds of comments.

Assumptions: Future mode split goals will be developed as part of the station area plan and be endorsed by the City.

Deliverables (8.1 and 8.2):

9.1: Infrastructure/Public Services and Implementation
Strategic Economics will lead this task with input from Arup, CHS Consulting and WRT for rough-order-of-magnitude cost estimates for infrastructure, circulation, and public realm improvements. The WRT team will include information about services and infrastructure needed to implement the Plan, including specific policies regarding utilities, public safety, and parks.

The Plan will also identify actions and strategies for its implementation, including needed infrastructure improvements and financing strategies to enable these improvements, such as roadways, stormwater treatment, parkland and facilities, enhanced or new pedestrian and bicycle facilities, public safety (fire & police) equipment or infrastructure needs to address growth, and electric utility infrastructures to meet electric demand. An evaluation of projected costs and revenues associated with the proposed improvements, including new streets, other public facilities, and utility infrastructure, and their potential effect on the City's budget should also be included. Specifically, sewer models – including pump station capacity – will need to be run once the sizing of the Specific Plan land use mix is determined (i.e., number of housing units and square footage of commercial space). The Plan will study potential relocation of existing SVP utilities infrastructure affected by the Plan and new SVP electric infrastructure that might be required to be able to serve intensified uses in the Station Area.

Strategic Economics will lead this task with input from Arup, CHS Consulting and WRT for rough-order-of-magnitude cost estimates for infrastructure, circulation, and public realm improvements. The WRT team will include information about services and infrastructure needed to implement the Plan, including specific policies regarding utilities, public safety, and parks.

9.2: Infrastructure and Amenities Financing
This task is focused on determining the necessary infrastructure (including water treatment facilities), cost estimates, and phasing to implement the Specific Plan. The WRT team will identify the specific cost of the infrastructure items and the impact fees associated with each to assist the City with bringing forward an area impact fee to City Council. The WRT team will also develop financing strategies such as infrastructure fee and/or assessment district to finance the construction in a manner consistent with development timing (including parkland/open space). Multimodal and streetscape improvements, such as enhanced or new bicycle and pedestrian facilities, street furniture, and streetscape improvements that would support Transit-Oriented Communities and Complete Streets should be included.

This task is focused on determining the necessary infrastructure (including water treatment facilities), cost estimates, and phasing to implement the Specific Plan. The WRT team will identify the specific cost of the infrastructure items and the impact fees associated with each to assist the City with bringing forward an area impact fee to City Council. The WRT team will also develop financing strategies such as infrastructure fee and/or assessment district to finance the construction in a manner consistent with development timing (including parkland/open space). Multimodal and streetscape improvements, such as enhanced or new bicycle and pedestrian facilities, street furniture, and streetscape improvements that would support Transit-Oriented Communities and Complete Streets should be included.

Deliverables (9.1 and 9.2):

Draft Infrastructure Summary Memorandum
Final Infrastructure Summary Memorandum
Draft Implementation Summary Report (integrated with Task 9.1) Final Infrastructure Summary Report (integrated with Task 9.1) Task 10: Draft Specific Plan Refinement

10.1: Plan Refinement
WRT will refine the Draft Plan from Task 6 based on the comments received from the Open House, TAC meetings and City Staff. WRT will make up to two revisions to the Draft Specific Plan Document. in coordination with City Staff. WRT will propose an alternatives analysis process for arriving at the preferred alternative. The timing of Open House #2 (Task 10.2) will be strategically timed to allow for final community feedback into the Draft Final Plan to be presented to the Planning Commission and City Council in the next phase of work.

WRT will refine the Draft Plan from Task 6 based on the comments received from the Open House, TAC meetings and City Staff. WRT will make up to two revisions to the Draft Specific Plan Document. in coordination with City Staff. WRT will propose an alternatives analysis process for arriving at the preferred alternative. The timing of Open House #2 (Task 10.2) will be strategically timed to allow for final community feedback into the Draft Final Plan to be presented to the Planning Commission and City Council in the next phase of work.

Task 10.1 Deliverables:

Draft Final Station Area Specific Plan:

One (1) copy of the Plan in a desktop publishing software, such as Adobe InDesign; All electronic source files used to create the document; and All supplementary electronic files to the report; and
One (1) fully editable PDF copy of the Plan

10.2 Community Open House #2
A second open house to present the Draft Final Station Area Specific Plan will be combined with the PC Hearing session. WRT will prepare up to six exhibition boards for the open house summarizing the key components of the Draft Specific Plan to be set up in an adjacent room/City hall lobby for a pre-meeting open house.

Task 10.2 Deliverables:

Digital copies of Draft and Final Open House #2 exhibition boards (up to 6) for City to print in-house.

City/VTA Responsibilities:

Conduct outreach and publicity of the Open House to invite community and stakeholders to the event.

Set-up the Open House
Facilitate the open house.

Prepare Open House Summary
Sign-in sheets,
Providing refreshments and childcare at the events, as feasible Task 11: CEQA Clearance
The WRT team will work with City staff to define and determine the CEQA strategy necessary to prepare and complete the required CEQA documentation for adoption of the Specific Plan.1

1.1: Define Project, Review Data, Determine Existing Conditions, and Determine CEQA Strategy The WRT team will work with City staff to define and determine the CEQA strategy necessary to prepare and complete the required CEQA documentation for adoption of the Specific Plan.

DJP&A will attend a kick-off meeting with the project team (i.e., the design team, the City, and VTA staff) to discuss the scope of the EIR (resource sections to be included) and determine data needs and the baseline for the analysis. DJP&A will provide a list of all data needs to complete the EIR so that assignments can be made on providing the data. To the greatest extent possible, DJP&A will utilize information from previous projects in the study area and other existing documents. The kick-off meeting will also include a discussion of the project objectives to be included in the EIR.

After the kick-off meeting, DJP&A will prepare a memorandum detailing the full scope of the CEQA strategy and the schedule for the CEQA process through entitlement hearings. ** Note: Technical studies will use development intensities assumed in the General Plan EIR and related environmental documents adopted by the City prior to 2025 (such as the Gateway Crossings EIR). Any additional assessment/modeling required for a significantly higher intensity resulting from this specific plan will require additional scope and budget.

Task 11.1 Deliverables:

Attend CEQA Clearance Kick-off meeting
CEQA Strategy and Schedule Memorandum

11.2: Prepare Draft Environmental Review Clearance Documents The environmental review scope is anticipated to include a program level Initial Study with technical studies, and Negative Declarations or Mitigated Negative Declarations that tier off of the certified Environmental Impact Report (EIR) for the City of Santa Clara 2010-2035 General Plan. However, an EIR may also be required. The document will address all required CEQA topics. The selected Consultant may include sub-consultants to conduct environmental review in specific technical areas. At a minimum, technical studies will be required for cultural resources, traffic, and air quality.

Environmental Review Clearance documents may incorporate results of water supply assessments and hydraulic studies. Consultant should be able to prepare recommendations to address potential water supply impacts that may arise.

DJP&A would recommend not completing an Initial Study and moving straight to an EIR as an Initial Study is not mandatory when it can be determined that an EIR is clearly required (CEQA Guidelines Section 15060). There would be a cost and time savings by moving straight to an EIR. Given the past and current land uses of the plan area, the intent to provide new housing in the plan area, and the proximity of sensitive receptors to the plan area, it is reasonable to assume that an EIR would be required. It will also provide a better program document for future projects to tier from, enabling more efficient streamlining.

Task 11.2 Deliverables:

VI: Notice of Preparation (NOP) (one draft and one final) VII: Attend and assist City staff with the scoping meeting; review, compile, and respond to comments received.

Upon completion of the kick-off meeting DJP&A will prepare the project description (including the project objectives) for review and approval.

Once the project description is complete all technical consultants will initiate work and DJP&A will prepare the administrative draft Notice of Preparation (NOP) for review.

The NOP will be revised and finalized based on comments received. Once finalized, the NOP will be provided in electronic format for posting and submittal to the State Clearinghouse.

During circulation of the NOP, DJP&A will attend the project scoping meeting. During the meeting, DJP&A will assist City staff in explaining the CEQA process and recording all questions/comments. After the scoping meeting, DJP&A will compile all verbal and written comments for review by the project team and incorporate responses as necessary into the EIR.

VIII: Administrative and Public Draft EIR
IX: Notice of Completion (NOC) and Notice of Availability (NOA) (one draft and one final) After approval of the project description and submittal of the NOP, DJP&A will prepare the administrative draft EIR. The existing conditions discussion will utilize the information compiled under Task 3 to the extent possible. The analysis will be based on existing data from the General Plan, General Plan EIR, other relevant certified CEQA documents, DJP&As knowledge of the project area, and new technical reports commissioned for this project.

Once the preliminary analysis is complete, DJP&A will discuss the conclusions with the project team at a regularly scheduled meeting to determine range of alternatives to be analyzed in the EIR. Plans, renderings, and/or additional data may be necessary from the project team to complete the alternatives analysis.

Upon completion of the administrative draft EIR, DJP&A will submit the EIR to the project team for review.

Once all comments are received, DJP&A will review comments with the team at a regularly scheduled meeting to ensure that all comments are addressed and to identify any additional data that may be required from the team.

The EIR will be revised and finalized based on comments received. While the EIR is being revised, DJP&A will prepare the Notice of Completion (NOC) and Notice of Availability (NOA) and submit for review.

Once finalized, the Draft EIR, NOC, and NOA will be provided in electronic format for posting/distribution and submittal to the State Clearinghouse. The Draft EIR will be searchable and accessible.

Deliverable X: First Amendment to Draft EIR, Response to Comments, Mitigation Monitoring and Reporting Program, CEQA Findings, and Statement of Overriding Considerations, if applicable.

After completion of the public comment period for the Draft EIR, DJP&A will prepare a First Amendment to the Draft EIR that will include responses to comments and text edits to the Draft EIR (if necessary). The Mitigation, Monitoring and Reporting Program (MMRP) will also be prepared. DJP&A will coordinate with City staff and VTA to prepare the CEQA Findings and, if necessary, the Statement of Overriding Considerations.

Upon completion, all documents will be submitted to the project team for review.

The First Amendment, MMRP, CEQA Findings, and Statement of Overriding Considerations will be revised and finalized based on comments received. The documents will be provided in electronic format for posting/distribution and submittal to the State Clearinghouse (as applicable) and for inclusion in the Staff Report. The First Amendment will be searchable and accessible.

Deliverable XI: Notice of Determination (NOD) (one draft and one final).

After the City Council hearing, DJP&A will prepare the Notice of Determination (NOD) and submit for review.

The NOD will be revised and finalized based on comments and the final notice will be submitted in electronic format for posting and filing.

Deliverable XII Attend one (1) Planning Commission and one (1) City Council hearing.

DJP&A will attend one Planning Commission meeting and one City Council meeting, at which WRT will provide support to the project team as needed, including but not limited to presenting the findings of the analysis and responding to questions from the dais.

Deliverable XIII: Prepare the final integrated environmental document (Adobe PDF, searchable and fully accessible) After submittal of the NOD, DJP&A will prepare a Final Integrated EIR to be provided to the project team in PDF format. As with the Draft EIR and First Amendment, it will be searchable and accessible.

Assumptions for Technical Reports:

The Work Plan and cost estimate includes an air quality analysis and cultural resources analysis as noted in RFP. WRT have also included hazardous materials and noise, which WRT think are necessary considering the proximity to the airport, but these are included as optional tasks.

Task 11A: Additional CEQA Services requested by City
11A.1: Noise Analysis: Considering the proximity to the airport, noise analysis is necessary to include in the EIR. 11A.2: The Tribal Consultation: WRT team will arrange for tribal consultations deemed necessary. At minimum, the Tamien Nation will likely be part of a tribal consultation.

Budget for these two scope items is provided as separate line items in the budget spreadsheet.

Task 12: Board, Planning Commission, and City Council Meetings WRT will attend and support staff in presenting the Specific Plan at study sessions and public hearings before the City of Santa Clara’s Planning Commission and City Council to adopt the Plan. Specifically, this includes two (2) Planning Commission Study Sessions, two (2) City Council Study Sessions, one Planning Commission recommendation hearing, and one City Council adoption hearing. The Consultant will also prepare PowerPoint presentations for Planning Commission and City Council Meetings and assist with supplying materials to support the staff reports.

WRT staff will assist with and attend up to one (1) VTA Board of Directors Meeting and up to two (2) VTA Administrative & Finance Committee Meetings in preparation for the board meeting, as requested.

Task 12.1: Planning Commission Study Sessions and Hearings The WRT team will make changes to the Draft Final Specific Plan (text and/or graphics) based on the Planning Commission's recommendations.

Task 12.2: VTA Board, City Council Study Sessions, and Hearings The WRT team will make changes to the Draft Final Specific (text and/or graphics) based on the City Council's recommendations.

Deliverables (12.1 and 12.2):

Attend Planning Commission Study Sessions (up to 2)
Attend Planning Commission Recommendation Hearing (1)
Attend City Council Study Sessions (up to 2)
Attend City Council Adoption Hearing (1)
Attend VTA Board of Directors Meeting (1)
Administrative & Finance Committee Meetings (up to 2)
PowerPoint Presentations
WRT will attend and support staff in presenting the Specific Plan at study sessions and public hearings before the City of Santa Clara’s Planning Commission and City Council to adopt the Plan. Specifically, this includes two (2) Planning Commission Study Sessions, two (2) City Council Study Sessions, one Planning Commission recommendation hearing, and one City Council adoption hearing. The Consultant will also prepare PowerPoint presentations for Planning Commission and City Council Meetings and assist with supplying materials to support the staff reports.

Task 12.1: Planning Commission Study Sessions and Hearings The WRT team will make changes to the Draft Final Specific Plan (text and/or graphics) based on the Planning Commission's recommendations.

Task 12.2: VTA Board, City Council Study Sessions, and Hearings The WRT team will make changes to the Draft Final Specific (text and/or graphics) based on the City Council's recommendations.

Deliverables (12.1 and 12.2):

Attend Planning Commission Study Sessions (up to 2)
Attend Planning Commission Recommendation Hearing (1)
Attend City Council Study Sessions (up to 2)
Attend City Council Adoption Hearing (1)
Attend VTA Board of Directors Meeting (1)
Administrative & Finance Committee Meetings (up to 2)
PowerPoint Presentations
Task 13: Optional Scope
Traffic data collection and Level of Service Analysis for additional intersections: The base budget assumes data collection and LOS analysis for 20 intersections and 5 scenarios. If a need for more than 20 intersections is determined based on the preferred land use alternative, additional budget will be needed to complete the analysis.

Water Assessment Study: WRT assumes that the City’s Department of Water and Sewer Utilities will prepare a Water Supply Assessment, if one is legally required. If it also becomes necessary for WRT to prepare a separate Water Assessment report for this Specific Plan, an additional budget will be required.

CBO stipends: Based on the final engagement strategy, the list of Community Based Organizations (CBOs) will be determined after consultation with City and VTA staff. The stipends may cover gift cards for participation in focus group meetings, compensation for assisting with outreach, etc.

Renderings and Visualizations: The base scope includes 2D and 3D visualization graphics and concept studies to support draft and final design alternatives, and objective development standards. Additional photo-realistic renderings of the preferred alternative are included as optional tasks. The renderings may include one birds-eye perspective of the entire Plan Area, and up to two (2) eye-level views at selected locations in the Plan Area. These renderings can be used by both City and VTA on their websites and other documents to communicate the vision for the Station Area with stakeholders, partner agencies, development entities, and the general community.

El Camino Real Complete Street Schematics: El Camino Real is an important throughfare within the Specific Plan Area, and its design is vital to encouraging street-facing development along its length and pedestrian-friendly connections across its breadth. At the same time, El Camino Real is a State highway with complex geometries and performance requirements. WRT recommends, therefore, that a separate study for schematic-level design be undertaken as a supplement to the Station Area Specific Plan. A full proposal with fee estimates can be developed upon request. The study would go beyond concept-level cross-sections assumed as part of the basic Scope of Work to include: analysis of traffic geometries and utilities’ locations, design schematics in plan and cross section, a tailored palette of street light and landscape elements, and coordination with Caltrans and City departments.

Form Based Code: If a Form Based Code (FBC) is considered necessary by the City WRT will engage Sargent Town Planning to lead the preparation of the FBC.

Expanded Existing Conditions Analysis: The WRT team will rely on the existing conditions analysis conducted for the VTA playbook and information provided by City of Santa Clara. If a need arises for conducting additional analysis than assumed in the base scape, a budget augmentation will be needed.

Expanded Engagement: Community and stakeholder engagement in addition to what is already assumed in the base scope, participation from consultant team members or outreach and logistics planning beyond what is assumed in the base scope, will need budget augmentation.

Think Tank Participation
Internal Charette Participation: The design Think Tank will be engaged in two internal team charrettes to refine opportunities and constraints, develop a Vision Framework, and draft alternative concepts.

On-going Design Consultation and Review: The design Think Tank will continue to provide on-going consultation on building typology, emerging trends in building types, building technology, building performance, and program, which will inform the development of concept alternatives and the preferred concept. They will also serve as peer reviewers of the design standards included in the Specific Plan.

PLACEHOLDER: MTC GRANT AGREEMENT AMENDMENT 01
PLACEHOLDER: FTA AWARD LETTER
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City Council and Authorities ConcurrentMay 13, 2025

City Council and Authorities Concurrent
May 13, 2025