City Council and Concurrent Authorities
June 18, 2024

Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)

PROFESSIONAL SER

VICES CONTRACT
THIS CONTRACT is entered into this day of 2024, between the CITY OF STOCKTON, a munici pal corporation (“City”), and FEHR AND PEERS whose address is 343 EAST MAIN STREET, STOCKTON, CA 95202 (“Consultant”) for the VISION ZERO ACTION PLAN (PROJECT NO. WT23042), hereinafter referred to as "Project".

RECITALS
A. Consultant represents that it is licensed in the State of California and is qualified to provide the services proposed in the SCOPE OF WORK section of this Contract.

B. City finds it necessary and advisable to use the services of the Consultant for the purposes provided in this Contract.

NOW THEREFORE , in consideration of the mu tual promises, covenants, and conditions in this Contract, City and Consultant agree as follows:

1. SCOPE OF SERVICES. Subject to the terms and conditions set forth in this Contract, Consultant shall undertake and complete the services described in Exhibit A. Consultant shall provide said services at the time, place, and in the manner specified in Exhibit A and compatible with the standards of the profession. Consultant agrees that it shall produce a fully complete project that is acceptable to the City.

2. COMPENSATION. City shall pay Consultant for services outlined in Exhibit A according to the fee not to exceed the schedule detailed in Exhibit B, which is attached to this Contract and incorporated by this refer ence. Consultant agrees this fee is for full remuneration for performing all services and furnishing all staffing and materials called for in the scope of services. The payments shall be made on a monthly basis upon receipt and approval of Consultant’s invoice. Total compensation for services and reimbursement for costs shall not exceed $539,186.42 or as otherwise mutually agreed to in a Contract Amendment.

3. INSURANCE. During the term of this Contract, Consultant shall maintain in full force and effect at its own cost and expens e the insurance coverage as set forth in the attached Exhibit D and shall otherwise comply with the other provisions of Exhibit D.

4. INDEMNITY AND HOLD HARMLESS. Pursuant to the full language of California Civil Code §2782, design Professiona l agrees to indemnify, including the cost to defend, City of Stockton and its officers, officials, employees, and volunteers from and against any and all claims, demands, costs, or liabi lity that arise out of, or pertain to, or

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)
relate to the negligence, recklessness, or willful misconduct of Design Professional and its employees or agents in the performance of services under this contract, but this indemnity does not apply to liability for damages arising from the sole negligence, active negligence, or willful acts of the City of Stockton; and does not apply to any passive negligence of the City of St ockton unless caused at least in part by the Design Professional. The City of Stockton agrees that in no event shall the cost to defend charged to the Design Professional exceed that prof essional’s proportionate percentage of fault.

This duty to indemnify shall not be waived or modified by contractual agreement or acts of the parties.

5. SCHEDULE AND TERM. Consultant shall perform the scope of work as described in Exhibit C according to the schedule detailed in Exhibit C, which is attached to this Contract and incorporated by this reference. This Contract shall commence on the date written above and shall expire on August 30, 2028 , unless extended by mutual agreement through the issuance of a Contract Amendment. a. Invoices submitted by Consultant to City must contain a brief description of work performed, time used, and include the City project number. Payment shall be made within thirty (30) days of approval of invoice by City. b. Upon completion of work and acceptance by City, Consultant shall have sixty (60) days in which to submit final invoicing for payment. An extension may be granted by City upon receiving a written request thirty (30) days in advance of said time limitat ion. City shall have no obligation or liability to pay any invoice for work performed whic h Consultant fails or neglects to submit within sixty (60) days, or any extension thereof granted by the City, after work is accepted by City.

6. CONFORMANCE TO APPLICABLE LAWS. Consultant shall comply with all applicable federal, State, and Municipal laws, rules, and ordinances. Consultant shall not discriminate in the employme nt of persons or in the prov ision of services under this Contract on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.
a. TITLE VI
Title VI of the Civil Rights Act of 1964 requires that “no person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits o f, or be subjected to discrimination under any pr ogram or activity receiving federal financ ial
assistance.” (42 USC Section 2000d).
http://www.dol.gov/oasam/regs/statutes/titlevi.htm .

The City of Stockton requires compliance with the requirements of Title VI in all of its programs and activities regardless of funding source.

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)

b. DISCRIMINATION AND HARASSMENT POLICY

The City of Stockton has a Discr imination and Harassment Policy (Exhibit E). The purpose of this policy is to reaffirm the Cit y’s commitment to demonstrating respect for all individuals by strictly prohibiting discrimination and harassment, including sexual harassment in the workplace, to define the types of behavior and conduct prohibited by this policy, and to set forth a procedure for reporting, investigat ing, and resolving complaints of discrimination and harassment in the workplace.

c. LABOR STANDARDS PROVISIO NS/CALIFORNIA LABOR CODE

The bidder shall understand that conditions set forth in Chapter 1, Part 7, Division 2 of the California Labor C ode shall be considered part of the contract
agreement. https://leginfo.legislature.ca.gov/faces/codes_displayText.xht ml?lawCode=LAB&division=2.&title=&part=7.&chapter=1.&article=2.

d. PREVAILING WAGE RATES

Consultant and any subcontractor shall pay each employee engaged in the trade or occupation not less than the prevailing hourly wage rate. In accordance with the provisions of Section 1770 of the Labor Code, the Director of Department of Industrial Relations of the State of California has determined the general prevailing rate s of wages and employer payments for health and welfare, pension, vacation, travel time, and subsistence pay as provided for in Section 1773.1, apprenticeship or other training programs authorized by Section 3093 and similar pur poses applicable to the work to be done. Consultant performing the work under this contract shall obtain a copy of the wage rate determination and shall distribute copies to each subcontractor. As the wage determi nation for each craft reflects an expiration date, it shall be the prime Consultant and each subcontractor's responsibility to ensure that the prevailing wage rates of concern is current and paid to the employee.

i. The Consultant performing the work shall be responsible for obtaining a copy of the State wage rate det ermination. State wage rates may be obtained at
http://www.dir.ca.gov/OPRL/pwd/Determinations/Northern/Northern.p df. The Consultant shall be responsible for posting said wage rates at a prominent location at the work site and shall maintain same in a good readable condition for the duration of the work.

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)

ii. Should the Consultant choose to work on a Saturday, Sunday or on a holiday recognized by the Labor Unions, the Consultant shall reimburse the City the actual co st of engineering, inspection, superintendence, and or other overhead expenses which are directly chargeable to the contract. Should such work be undertaken at the request of the City, reimbursement will not be required. To conform strictly with the provisions of Division 2, Part 7, Chapter 1, Article 2, of the Labor Code of the State of Califo rnia. To forfeit as a penalty to City the sum of TWENTY-FIVE A ND NO/100 DOLLARS ($25.00) for each laborer, worker, or mechanic employed by CONTRACTOR, or by any subcontractor under Consultant, in the execution of this contract, for each calendar day during which any laborer, worker, or mechanic is required or permitted to work mo re than eight (8) hours and who is not paid the general prevailing rate of per diem wages for holiday and overtime work in violation of the pr ovisions of Sections 1770 to 1781 of the Labor Code of the St ate of California. That all sums forfeited under the provisions of the foregoing sections shall be deducted from the payments to be made under the terms of this contract.

iii. PAYROLL RECORDS - The Consultant to whom the contract is awarded shall ensure that the prim e and each subcontractor will, in accordance with Section 1776 of the Labor Code, maintain certified payroll records. A copy of said records shall be provided with each invoice to the Public Works Department, Attention: Contract Compliance Officer. It shall be the Consultant’s responsibility to obtain copies of the current prevailing wage rate determination for all subcontractors. Additionally, certified payroll records must be uploaded to the DIR website as required by labor code.

iv. APPRENTICESHIP STANDARDS - The Consultant shall comply with the provisions established in Section 1777.5 of the Labor Code concerning the 1) ce rtified approval by local joint apprenticeship committees for the employment and training of apprentices, and 2) contribution of funds to admin ister and conduct apprenticeship programs, if applicable to the job.

e. SANCTIONS

Deliverables must conform with all appl icable federal, state, and local laws.

Such conformity includes compliance with federal sanctions, and Contractor certifies that it has not and will not engage in prohibited transactions with sanctioned persons or entities.

7. RIGHTS AND DUTIES OF CITY. City shall make available to Consultant all data and information in the possession of City which both parties deem necessary to

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)

complete the work, and City shall actively ai d and assist Consultant in obtaining such information as may be deemed necessary from other agencies and individuals.

8. OBLIGATIONS OF CONSULTANT. Throughout the term of this Contract, Consultant represents and warrant s that it has or will have at the time this Contract is executed, all licenses, permits , qualifications, insurance, and approvals of whatsoever nature which are legally requir ed for the Consultant to pr actice its professions, and Consultant shall, at its own cost and expense, keep in effect during the life of this Contract all such licenses, permits, qualifications, insurance, and approvals. Consultant shall meet with the Public Works Director or other personnel of City or third parties as necessary on all matters connected with the carrying out of Consultant’s services. Such meetings shall be held at the request of either party hereto. Consultant further warrants that it will follow the best current, generally accepted and professional practices to make findings, render opinions, prepare factual presentations , and provide professional advice and recommendations regarding this project.

9. OWNERSHIP OF WORK. All reports, drawings, designs, plan review comments, work product, and all other document s completed or partially completed by Consultant in the performance of this Contract shall become and remain the property of the City. Any and all copyrightable subject ma tter in all materials is hereby assigned to the City and the Consultant agrees to exec ute any additional do cuments that may be necessary to evidence such assignment. All materials shall be delivered to the City upon completion or termination of the work under this Contract. If any materials are lost, damaged, or destroyed before final delivery to the City, the Consultant shall replace them at its own expense. Consultant shall keep materials confidential. Materials shall not be used for purposes other than performance of services under this Contract and shall not be disclosed to anyone not connected with these services unless the City expressly provides prior written consent.

10. CONTRACT AMENDMENTS. City reserves the right to make such alterations as may be deemed necessary or advisable and to require such extra work as may be required for the proper completion of the work contemplated by Consultant. Any such changes will be set forth in a Contract Amendment which will specify, in addition to the work done in connection with the change made, adjustment of contract time, if any, and the basis of compensation for such work. A Contract Amendment will not become effective until approved by the authorized City official.

11. TERMINATION. The City may terminate this Contract at any time by mailing a notice in writing to Consultant. The Contract shall then be deemed terminated and no further work shall be performed by Consultan t. If the Contract is so terminated, the Consultant shall be paid for that percentage of work actually completed at the time the notice of termination is received.

12. CONSULTANT STATUS. In performing the obligat ions set forth in this Contract, Consultant shall have the status of an independent contractor and Consultant

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)

shall not be considered to be an employee of the City for any purpose. All persons working for or under the direction of Cons ultant are its agents and employees, and are not agents of the City. Subcontractors shall not be recognized as having any direct or contractual relationship with the City. The persons engaged in the work, including employees of subcontractors and suppliers, will be considered employees of Consultant.

The Consultant shall be responsible for the work of subcontractors, which shall be subject to the provisions of this Contract. The Cons ultant is responsible to the City for the acts and omissions of its subcontractors and persons directly or indirectly employed by them.

a. If in the performance of this Contra ct any third persons are employed by Consultant, such persons shall be entirely and exclusively under the direction, supervision, and control of C onsultant. All terms of employment including hours, wages, working c onditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by Consultant.

i. It is further understood and agreed t hat Consultant must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Consultant’s personnel.

ii. As an independent cont ractor, Consultant he reby indemnifies and holds City harmless from any and all claims that may be made against the City based upon any content ion by any third party that employer-employee relationship exists by reason of this Contract.

13. ASSIGNMENT. Consultant shall not assign, sublet, or transfer this Contract or any interest or obligation in the Contract without the prior writt en consent of the City, and then only upon such terms and conditions as City may set forth in writing. Consultant shall be solely responsible for reimbursing subcontractors.

14. HEADINGS NOT CONTROLLING. Headings used in the Contract are for reference purposes only and shall not be considered in construing this Contract.

15. NOTICES. Any and all notices herein require d shall be in writing and shall be sent by certified or registered mail, postage prepaid, addressed as follows:

To Consultant: Fehr and Peers To City: Public Works Director 343 East Main Street City of Stockton
Stockton, CA 95202 22 E. Weber Ave., Rm. 301
Stockton, CA 95202

16. LICENSES, CERTIFICATIONS, AND PERMITS. Prior to the City’s execution of this Contract and prior to t he Consultant’s engaging in any operation or activity set forth in this Contract, Consulta nt shall obtain a City of Stockton business license, which must be kept in effect duri ng the term of this Co ntract. Consultant

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Professional Services Contract – FEHR AND PEERS – PROJECT NO. WT23042 (Updated 10/18/23)
covenants that it has obtained al l certificates, licenses, permits and the like required to perform the services under this Contract.

17. RECORDS AND AUDITS. City reserves the right to periodically audit all charges made by Consultant to City for serv ices under this Contract. Upon request, Consultant agrees to furnish City, or a designated representat ive, with necessary information and assistance.

Consultant agrees that City or its delegate shall have the right to review, obtain, and copy all records pertaining to performance of the Contract. Consultant agrees to provide City or its delegate with any relevant informati on requested, and shall permit City or its delegate access to its prem ises, upon reasonable notice, dur ing normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purposes of determining compliance wit h this Contract. Consultant agrees to maintain such records for a period of three years from the date that final payment is made.

18. CONFIDENTIALITY. Consultant shall exercise reasonable precautions to prevent the unauthorized disclosure and use of City reports, information or conclusions.

19. CONFLICTS OF INTEREST. Consultant covenants that other than this Contract, Consultant has no financial interest with any official, employee, or other representative of the City. Consultant and its principals do not have any financial interest in real property, sources of income or in vestment that would be affected in any manner or degree by the performance of Consultant’s services under this Contract. If such an interest arises, Consultant will immediately notify City.

20. WAIVER. In the event either City or C onsultant at any time waive any breach of this Contract by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Contract, whether of the same or of any other covenant, condition, or obligation.

21. GOVERNING LAW. California law shall govern any legal action pursuant to this Agreement with venue for all claims in the Superior Court of the County of San Joaquin, Stockton Branch or, where applicable, in the federal District Court of California, Eastern District, Sacramento Division.

22. NO PERSONAL LIABILITY. No official or employee of City shall be personally liable to Consultant in the event of any default or breach by City or for any amount due Consultant.

23. INTEGRATION AND MODIFICATION. The response by Consultant to the Request for Proposals and the Request for Proposals on file with the City Clerk are hereby incorporated herein by reference to the extent that such documents do not differ from the provisions and terms of this Contract that shall supersede such response to Request for

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Detailed
Work Plan
Our Approach
We will apply industry best practices, local knowledge, as well as local relevant data to develop the City of Stockton’s Vision Zero Action Plan and ensure it meets or exceeds USDOT’s eligibility requirements for SS4A implementation funds. In addition to grant funding considerations, for the plan to be successful, it needs to identify implementable projects and actionable strategies city staff can advance to make
meaningful progress towards Vision Zero while also navigating the constraints of limited staff time and resources.

Our approach to execute the work plan is to make use of the following attributes throughout the plan’s development:

PROACTIVE & COLLABORATIVE COMMUNICATION WITH CITY
STAFF
We will proactively communicate upcoming work milestones, assumptions, and flag any critical decisions or potential issues for discussion. We will also share preliminary draft findings and results to create opportunities for collaboration and feedback to ensure plan development aligns with how staff can use the plan to advance implementation.

RESPONSIVE & CAPABLE CONSULTANT TEAM LEADERSHIP
Our team is a strong blend of local experience, local
relationships, and national expertise. The consultant team leadership, led by Kari McNickle and supported by Erin
Ferguson, Meghan Mitman, and Adrian Engle, are known for their responsiveness towards timelines and the ability to anticipate and address project needs proactively. Our project team leadership is well-equipped to lead city staff through development of the city’s first Vision Zero Action Plan by integrating best practices that are tailored to Stockton.

ESTABLISHED A MULTIDISCIPLINARY CONSULTANT TEAM
We bring the city a multidisciplinary team that can
independently fulfill all aspects related to the plan’s development as well as set a clear path for implementation.

This allows city staff to provide focused and strategic input for the plan while continuing to balance other responsibilities.

EXTENSIVE DEPTH IN TECHNICAL EXPERTISE
In addition to bringing experience conducting safety technical analysis to inform Vision Zero Action Plans and other safety planning documents, the individuals on our team also spend time understanding how industry practice is evolving in relation to best practices. We invest our own time and
resources towards developing and updating internal technical tools that enable us to provide the city with high quality, best practice inclusive, and efficient analysis results that will inform core elements of the Vision Zero Action Plan (e.g., priority safety corridors, focus areas, countermeasures).

EXTENSIVE EXPERIENCE CONDUCTING MEANINGFUL

ENGAGEMENT IN STOCKTON
We have proactively led outreach and engagement efforts on a wide array of projects and will leverage our connections to the community and pivotal stakeholders to quickly build an effective coalition of partners for the project. We will be supported by AIM in these efforts, who have an extensive list of active contacts throughout the community that they actively correspond with, as well as a robust engagement pipeline designed to meet people where they are and encourage active participation in multiple languages.

EXTENSIVE EXPERIENCE HELPING AGENCIES OF ALL SIZES &

BACKGROUNDS SHIFT TO & ADOPT VISION ZERO POLICY
Our team has helped numerous agencies adopt a Vision Zero Policy and brings lessons learned and examples of the
different ways that can take form. Our experience includes regional organizations like NVTA and CCTA; as well as larger cities with diverse populations such as San Francisco, San Jose, Los Angeles, and Sacramento; and more moderate sized cities such as Modesto, Oakland, Merced, and Fremont.

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Work Plan & Schedule
The following presents the Fehr & Peers team’s work plan to complete the City of Stockton’s Vision Zero Action Plan.

Task 1. Project Management
Our team will work with the City of Stockton to finalize the work plan and schedule for the Vison Zero Action Plan. We will coordinate with the city to organize a kick-off meeting to discuss the scope of work, goals, objectives, tasks, schedule, and communication channels.

The kick-off meeting will include a general discussion of how the tasks described below will be completed. Task 1 will also include all work related to project management, including invoices, progress reports, and periodic check-ins. We will prepare and provide a draft data request list as part of the kick-off meeting’s preparation and agenda. Following the kick- off meeting, the project team will schedule biweekly virtual check-ins to provide updates on work activities, deliverables, and troubleshoot potential challenges.

TASK 1 DELIVERABLES
• Establish contract management and quality control
process
• Conduct and provide materials for project kick-off
meeting
• Draft data request list
• Attend biweekly virtual check-in meetings with the project team (36, 30-minute calls)
• Provide monthly invoices and progress reports
• Provide meeting agendas and minutes for all meetings
Task 2. Develop Vision Zero Policy
Task 2.1. Industry Practice Review
A full commitment to the Vision Zero goal requires more than a statement in a safety action plan, identification of a goal year, and a prioritized list of safety projects. Fully committing to Vision Zero and following the Safe System approach
necessitates a fundament pivot whereby: 1) safety is infused into all programs, policies, and practices within the agency, and 2) existing agency approaches, budgets, and priorities are reconsidered where they conflict with Safe System principles.

Fehr & Peers developed a benchmarking tool for FHWA as part of the
Primer on the Safe System Approach for Pedestrians
and Bicyclists to support agencies in performing this
assessment versus industry best practice. We are expanding and updating these best practices through our ongoing work on NCHRP 08-171: Institutionalizing the Safe System Approach in Transportation Planning and Programming. We will
reference both resources in determining key opportunity areas to institutionalize Vision Zero in Stockton, while also documenting the many areas where the city is already
excelling in their commitment to safety planning, funding, and implementation.

This ta
sk will also identify how traffic calming, safe routes to scho
ol, AV planning, and other efforts can roll up into an
overall city process for identifying and programming safety and safety-infused projects. We will draw from recent
Complete Streets implementation efforts for these
recommendations, such as the (draft) framework and funding approach developed for the Nashville Department of
Transportation & Multimodal Infrastructure (NDOT).

Task 2.2. Work Session with City
To ensure the Vision Zero commitment extends beyond a
small group of initial champions, we suggest that the Vision Zero Policy and implementation approach be developed with a team of elected officials, city staff, and key community members or advocates. This group may benefit from some
initial training or capacity building on the Safe System fundamentals and what their respective roles will be in the pivot to Vision Zero. Following this training, we will review the draft benchmarking assessment with the group to determine which implementation steps the city will follow to
institutionalize Vision Zero. We will also review the key elements of Vision Zero policy.

Task 2.3. Draft & Final Vision Zero Policy
The Vision Zero Policy will include several components:
• Comm
itment language in the plan, including a target year
for eliminating KSIs in Stockton.
• A City Council resolution formalizing this commitment and directing staff to take action to implement the Safe System Approach in support of it.

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• An accompanying staff report that clarifies what changes will occur in Stockton because of the policy (in line with the findings from the benchmarking assessment), and an
accountability plan for monitoring progress and
adherence.

Work completed in this task will also inform proposed General Plan policy language in Task 12.

TASK 2 DELIVERABLES
• Draft Vision Zero Policy
• Final Vision Zero Policy
• Materials and draft message for city leaders for City Council and commission meetings
Task 3. Data Collection, Existing
Conditions, & Analysis
Task 3.1. Collision & Contextual Database
Development
The project team will conduct a review of existing applicable documents regarding transportation safety within the city. The project team will review and incorporate data sources from previously completed work, including but not limited to, the Stockton SSAR and LRSP, Stockton Bicycle Master Plan, Greater Downtown ATP, and other relevant corridor studies and precise road plans.

The project team will also perform a systemic, data -driven assessment of collisions throughout the city using collision data from the most recent 10
years to establish a baseline
level of crashes involving fatalities and serious injuries.

Potential data sources include 5 -years of injury collisions data from TIMS database (GIS database format), contextual data such as roadway characteristics, speed data (e.g., posted speed limits, speed surveys, big data sources such as StreetLight data, INRIX), connected vehicle data, AADT, turning movement
counts, active transportation related data, hospital data, and community concerns.

Additionally, the project team will incorporate datasets that provide additional insights on underserved communities to capture equity considerations. Focus will be put towards identifying areas that are low-income; have a high percentage of minorities and seniors; and lack of access to private vehicles, community centers, schools, etc.

The project team will coordinate with City staff to confirm key database attributes are consistent with existing conditions.

The project team will also gather input from members of the Vision Zero Task Force and community members to
supplement database attributes with stakeholder and
community members’ lived experiences and observations.

The database and subsequent data analysis will accomplish the following:
• Identify crash patterns, rates, and trends on all
intersections and roadway segments.
• Identify the location(s), severity, contributing factors, and types of crashes.
• Identify both focused and systemic issues related to roadway characteristics, land use, and/or other factors indicative of increased crash risk.

Integrate input from public engagement activities (conducted as part of Task 4.3).

The database and analysis findings will inform materials used in community engagement activities as well as inform
identifying Vision Zero corridors and focus areas,
countermeasures, and ultimate recommendations included in the Vision Zero Action Plan.

The project team will supplement the collision data with context, such as:
• Land uses and major trip generators
• Demographic data
• Property boundaries
• Traffic volume and vehicle speed surveys
• Posted speed
• Bicycle and pedestrian counts
• Existing bicycle facilities
• Bicycle level of traffic stress
• Bus stop locations, ridership, and facilities
• Sidewalk inventory
• ADA curb ramp inventory and/or ADA Transition Plan
• Crosswalk inventory
• In-progress transportation projects
Task 3.2. Review Existing Plans & Projects
Whereas Task 2 will focus primarily on reviewing policies and programs, Task 3.2 will focus on adopted plans and projects.

The project team will review and document existing road safety projects, master plans, and guidelines, including but

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not limited to the Stockton General Plan 2040, Stockton Bicycle Master Plan, Greater Downtown ATP, the Stockton SSAR and LRSP, and the current Capital Improvement
Program (CIP). This will build upon our recently completed project inventory conducted as part of the city’s in-progress Master Infrastructure Plan, which documented and mapped all upcoming transportation projects in GIS. We will also track and incorporate in-progress grant funding efforts, such as the city’s recent successful efforts to secure funding for systemic safety improvements along Hammer Lane and Wilson Way,
multiple pedestrian hybrid beacons and hotspot locations, and guardrail repair projects. The resulting review and inventory will be provided to the city in GIS format with an accompanying technical memorandum highlighting any in-
progress or near term projects that may be located along Vision Zero corridors.

TASK 3 DELIVERABLES
• Collision database in GIS format, enhanced with
contextual data
• Maps and graphics visually summarizing findings from
collision landscape analysis.
• Existing Plans and Projects Memorandum and Dataset
Task 4. Community Engagement,
Workshops, Vision, Mission
Statement, & Goals
Task 4.1. Vision Zero Task Force
A core element of Vision Zero programs is creating a Vision Zero Task Force to engage key stakeholders that represent different communities and interests. The development of a Vision Zero Task Force will ensure the Task Force is
responsible and accountable for the development,
implementation, and monitoring phases of the Action Plan.

The project team will work with city staff to identify city partners and stakeholders to provide feedback to improve roadway safety. This can include Caltrans, California Highway Patrol, San Joaquin County Sheriff, City of Stockton Police Department, City of Stockton Fire Department, city leaders and elected officials, Stockton Unified School District, Lodi Unified School District, Transit District, San Joaquin County, County Health
Department, Public Works, Maintenance, Emergency
Responders, Community-Based Organizations such as Little Manila Rising or The HUB (Helping Urban Bicyclists), and nearby jurisdictions such as the cities of Lodi, Lathrop, Manteca, etc.

The project team will establish a roster and membership. City staff still will assist as feasible in providing individuals contact information. The project team will set meetings during the plan’s development. The project team will create a charter or charter-like document to enable the Task Force to continue in its implementation and monitoring role after the plan has been completed. The project team will organize and facilitate up to three Vision Zero Task Force meetings during the plan’s development. One meeting will be conducted in a hybrid format (in-person and virtual) and two meetings will be held virtually.

The timing of the Task Force meetings and level of Task Force involvement will be determined during the project kick-off meeting in Task 1.

The Vision Zero Task Force Meetings are anticipated to discuss the following topics:
• Kick off, purpose, and role during plan development and beyond. Data collection and existing conditions analysis including presentation of the collision and updates on
community engagement activities.
• Vision Zero corridors, countermeasures, policy and
process review, and community engagement activities.
• Discussion of draft-final Action Plan including approach for monitoring and tracking progress into the future.

Task 4.2. Community Engagement Plan
Comprehensive community engagement is a critical
requirement of developing a federally compliant CSAP.

Specifically, plans should include engagement with both public and private sector stakeholders and community groups and consider equity through an inclusive and representative process. Creating community support for Vision Zero Policy and related recommendations through this process is critical for ensuring ongoing support for implementation. To reflect this, we propose a higher number of community engagement activities than called for in the RFP, as detailed below.

The project team will work with city staff to create a public engagement approach and identify relevant stakeholders, including community groups, community-based organizations, local leaders, PTA members, local business owners, etc.

Examples of these groups include the following:

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• Little Manila Rising
• South Stockton Mobility Collective
• Catholic Charities
• The HUB
• San Joaquin Bike Coalition
• Gospel Center Rescue Mission
• San Joaquin Delta College
• Downtown Stockton Alliance
• El Concilio
The project team will create a database of potentially (or confirmed) interested parties, which will be updated and maintained throughout the project. Engagement will include special attention to underserved communities and ensure that the means and tools for participation are accessible to residents regardless of spoken language, level of education, income, or geographic location. Times and locations for activities will accommodate the varying needs, schedules, and unique contexts for targeting underserved populations across the city, and language and approaches will be adapted based on the audience.

A project branding package will also be developed to create a consistent look and feel for the project and be used in all project materials. A consistent name and brand will make the project easily identifiable to the public and support ongoing education and implementation efforts after the CSAP process is complete.

Task 4.3. Community Engagement Activities
Community engagement is a key component of the Plan process, ensuring that community stakeholders have ample opportunity to identify issues, influence outcomes, and participate in final recommendations. It is tantamount to educate community
members on what it means to focus on eliminating severe injuries and fatalities on public roads within the city, why this is important, and how can they be involved.

To ensure a broad cross section of voices and experiences are represented in the process, sub-areas will be identified (e.g., by council district) for focused in-person or virtual
engagement. We propose hosting up to two engagement
activities per sub-area, which can include things such as community meetings, walk audits, or small group listening sessions, for a total of 12 targeted activities. Additionally, virtual engagement will allow for participation through a project website, interactive webmap, and virtual resources.

Engagement materials will be prepared in English and/or Spanish as identified in the Community Engagement Plan. The consultant team will prepare promotional materials for
engagement activities and will identify the audience/mediums for where the promotional materials should be used. The City will be responsible for distributing the promotional materials.

Targeted engagement will be supplemented by two citywide workshops which will occur at key junctions throughout the project. These junctions can include, for example, during the launch of the project to collect information on people’s experiences and perceptions of safety within the city, during the identification of corridors and focus areas, and ahead of the final plan to discuss implementation and longevity of the process.

Outreach efforts will be supported by AIM Consulting. AIM will be responsible for confirming meeting locations, hosting virtual events, scheduling events, preparing materials for events, coordinating translation of materials, tracking attendance and comments, and preparing reports/summaries regarding outcome of each activity. Engagement materials will be provided in PDF and JPG format to the City. For direct mail, AIM will provide a list of addresses. City staff will be responsible for disseminating all promotional materials for the engagement events, including mailing and printing for direct mail pieces.

Task 4.4. Vision, Mission Statement, & Goals
Establishing a Vision Zero goal and developing a Vision Zero Action Plan includes adopting the Safe System approach
across the entire transportation system to reduce death and serious injuries. The Safe System approach shifts
responsibilities away from individual road users and
approaches safety from multiple angles by incorporating street designs that promote safe speeds, accounting for potential human error, and including education and
enforcement efforts.

The project team will develop a vision, mission statement, and goals based on local, regional, and state and federal
guidelines, as well as through interactions with city staff. The project team will also incorporate relevant findings and information from previous tasks as well as input from the Vision Zero Task Force.

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TASK 4 DELIVERABLES
• Provide meeting agendas and minutes for all meetings
• Prepare materials for, execute, facilitate, and conduct appropriate follow-up for up to four Vision Zero Task
Force meetings during the plan’s development
• Create a Vision Zero Task Force charter describing the roles of task force and processes for the task force to monitor and implement the Action Plan
• Draft and Final Engagement Plan
• Online survey
• Interactive webmap
• Project website
• Engagement materials (hard -copies and online,
translated into Spanish)
• Up to two citywide workshops
• Up to 12 virtual or in person events
• Memorandum documenting vision, mission statement,
and goals
• Summary presentation for Vision Zero Task Force
meetings
Task 5. Identification of Vision Zero
Corridors & Focus Areas
The project team will develop a vision zero priority safety corridors map using the collision database from Task 3.1. The vision zero corridors map will identify locations that experience systemic issues (i.e., locations with characteristics indicative of crash risk) as well as priority locations due to a history of severe collisions. The geospatial map will also highlight high-risk locations, with input from public engagement (Task 4
).

Building on the vision zero corridors map and collision landscape analysis, the project team will define up to five focus areas that describe primary factors leading to fatalities and severe injuries. The focus areas will identify opportunities to enhance road safety most relevant to the city and identify locations for systemic treatments.

TASK 5 DELIVERABLES
• Multimodal Vision Zero corridors map
• Up to five focus areas that define key factors associated with fatal and severe injuries
Task 6. Identification of Vision Zero
Countermeasures
The project team will identify countermeasures relevant to five of the Vision Zero priority safety corridors identified in Task 5. The information will be organized in a manner that is useful for city staff to take future steps towards implementation. The project team will work with city staff to determine the most useful format. It could take the form of aerial-based figures for each corridor that identify approximate locations for countermeasures supplemented by a table or matrix summary of countermeasures per priority safety corridor, effectiveness of each countermeasure, and unique implementation considerations. The project team will provide order of magnitude planning level cost estimates for each of the five priority corridors.

In addition to the countermeasures per priority safety corridor, the pr
oject team will identify up to 10 low cost, systemic
countermeasures that could be used by City staff to address focus areas identified in Task 5. The low cost, systemic
countermeasures would be organized as a targeted toolbox with information such as effectiveness and implementation
considerations. The countermeasures will align with the focus areas and systemic safety findings from Task 3 and Task 5.

TASK 6 DELIVERABLES
• Countermeasures for five priority safety corridors
• Low-cost, systemic countermeasure toolbox
Task 7. Capital Improvements
Project List for Vision Zero Action
Plan
Task 7.1. Prioritization Criteria & Approach
The project team will work closely with the Vision Zero Task Force to develop a set of criteria that will help evaluate and prioritize projects within the priority safety corridors. The criteria will prioritize findings from Task 3 and Task 4, while considering other factors such as rights-of-way, utility conflicts, discretionary approvals, and cost. The project team will also perform an Equity Analysis with a focus on equity impact assessments of proposed projects.

Task 7.2. List of Capital Improvement Projects
Using the prioritization approach developed in Task 7.1, the project team will prioritize the projects identified in Task 6. In doing so, the project team will work with city staff to estimate logical project extents within the priority safety corridors and

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EXHIBIT 1
do so with a high-level consideration towards potential future funding opportunities. For example, considering and
differentiating between what improvements could be made through a repaving v. a large capital investment that may need outside grant funds to construct. The result of this effort will be a list of Vision Zero Projects in each priority safety corridor with brief descriptions that could be included in the city’s CIP.

TASK 7 DELIVERABLES
• Memorandum documenting prioritization approach
• Equity analysis
• Summary presentation for Vision Zero Task Force
meetings
• List of Vision Zero projects in each priority safety corridor and brief description
Task 8. Action Plan Strategies
Based on project prioritization, relative cost, project location, and potential funding sources, the project team will develop a high-level phasing plan and implementation strategy for the projects identified. The high-level phasing plan and
implementation strategy will organize activities into short- (less than five years), moderate- (five to 10 years), and long- term (more than 10 years) time periods. It will also identify responsible parties, critical milestones, and performance measures for tracking progress. As part of the phasing plan and implementation strategy, the project team will identify potential funding sources including potential grant funding for which projects could be eligible. Potential funding sources will include SS4A implementation funds as well as other sources at the federal (e.g., RAISE), state (e.g., ATP, HSIP), and regional levels.

TASK 8 DELIVERABLES
• Work plan framework for implementation that includes:
• Short-, moderate-, and long-term implementation actions • Phasing of implementation actions
• Funding strategy for Action Plan
• Future grant application preparation materials
Task 9. Vision Zero Action Plan
Education Program
Based on the analysis results from previous tasks, the project team will identify potential education program elements that would be most beneficial to the City of Stockton. This will be based on existing, proven resources for safety education that are applicable to the local context.

TASK 9 DELIVERABLES
• Memorandum documenting education program strategies
Task 10. Traffic Enforcement
Program
Traffic enforcement is a common strategy to increase street safety and an important component of a multifaceted safety program. Traditional enforcement techniques and strategies have raised concerns related to systemic racism and
community safety – research shows that people of color are more likely to be stopped by the police for traffic violations and more likely to be searched. At the same time, low-income communities and communities of color are disproportionately burdened by traffic-related injuries and fatalities. In response, some jurisdictions have implemented equity-based strategies to improve traffic behavior and public safety. Analyzing available demographic data in traffic citations can help us understand if traffic enforcement is being implemented
universally or if specific communities are more vulnerable than others to policing and enforcement.

A list of potential traffic enforcement programs will be created that are aligned with Vision Zero goals and are data driven, reflecting the crash types, behaviors, and locations most likely to benefit from additional enforcement activities – and cognizant of potential bias. The strategies will be listed in a matrix and identified with opportunities, barriers, challenges, and the desired outcome or metric of tracking efficacy. One meeting will be held to review and discuss with the Stockton Police department and County Sheriff’s office.

TASK 10 DELIVERABLES
• Memorandum documenting traffic enforcement
strategies
Task 11. Continuous Data Collection
& Analysis
To be eligible for SS4A implementation grant funds, USDOT requires annual public and accessible reporting on progress toward reducing fatalities and serious injuries. To achieve this, the project team will develop a strategy and schedule within the Action Plan to measure progress over time, identifying outcome

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data and means of communication with stakeholders. This will ensure that the city and partners remain committed to the goal of reducing fatalities and severe injuries in the years to come after the plan is adopted.

To the extent possible, automating the continuous data
collection, analysis and progress tracking will enable the city to fulfill the annual reporting requirements while continuing to meet their other responsibilities and obligations. With that in mind, the project team will work with city staff and Vision Zero Task Force to develop an online, public-facing data dashboard that allows for transparency with the public as to the most current data and trends related to road safety. The dashboard can also include updates regarding planned projects, projects seeking funding (where community members can provide letters of support) and completed projects. Our team has developed similar data dashboards for other agencies; below is an example from our work on the City of El Paso’s Vision Zero Action Plan. We will work closely with the project team to understand the city’s existing GIS capabilities and make recommendations as appropriate for ongoing maintenance and updates to the dashboard. We will also evaluate opportunities to streamline and integrate any new data collection process with existing City tools, such as Ask Stockton. This task does not include the purchase of any new data. It also does not include the purchase of any web domains, platforms, or other related items. The project team assumes the City has the capabilities to host the data dashboard developed as part of this task.

TASK 11 DELIVERABLES
• Progress tracking and reporting strategy
• Online public-facing data dashboard that facilitates
annual updates and progress tracking
Task 12. Proposed Text for General
Plan Update Adherence to Vision
Zero Policy
Fehr & Peers was part of the team to develop the 2040 General Plan, and as such is familiar with the background, content, and structure of the plan. As part of the policy review and benchmarking effort in Task 2, we will identify any need to update or modify the General Plan language to reflect the adopted Vision Zero Policy and any implications of these updates. Draft content will be provided to the city for review and approval before submittal of final proposed text. To support any needed amendment, we will attend a staff, planning commission, or City Council study session to discuss the changes and impacts to the General Plan.

TASK 12 DELIVERABLES
• Draft and Final General Plan content
Task 13. Draft & Final Vision Zero
Action Plan
The project team will develop a Vision Zero Action Plan based on the findings from work conducted under previous tasks. The Action Plan will establish collision trends, with a focus on impacts to underserved communities, and incorporate public
engagement feedback. The Action Plan will also include project selection, performance evaluation, progress monitoring
strategies, and a phased implementation strategy that includes potential funding sources.

The project team will prepare an Admin Draft for city staff review and comment, a Public Draft to be shared with Vision Zero Task Force and posted publicly online for comment, a Draft Final for City Council review and work session, and a Final Vision Zero Action Plan for City Council adoption. In producing each draft leading to the final, the project team will summarize comments received and confer with city staff on how to address each set of comments.

The Admin Draft, Public Draft, Draft Final, and Final Vision Zero Action plans will be provided electronically. This task does not include any printing or costs associated with producing hard copies of these deliverables. Similarly, this task does not include any costs associated with translation of any of these deliverables.

As part of the preparation of the Vision Zero Action Plan, the project team assumes there will be one working
session with the
City Council regarding the Draft Final version and then a presentation to the City Council of the Final Vision Zero Action Plan for adoption.

TASK 13 DELIVERABLES
• Admin Draft, Public Draft, Draft Final, Final Vision Zero Action Plan
• Content for SS4A Final Report Required by FHWA
• Check-ins with city staff and the Vision Zero Task Force regarding the draft plan

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• Working session with the City Council regarding the Draft Final
• Presentation and City Council adoption of the Final Vision Zero Action Plan
Task 14. Project Update Web Page
At the start of the project, a permanent website will be established to share data and progress towards development of the Vision Zero Action Plan. The data dashboard mentioned in Task 11 will be included as part of the project web page. The web page will also serve as a place where information about community engagement, Vision Zero Task Force meetings and other related events can be shared with the community in both English and Spanish. Responsibilities around management, shared information, frequency for updating information, and opportunities for ongoing community input through the website will be determined through project team check-in meetings. A recent example developed for MetroPlan Orlando which
integrates a data dashboard (as described in Task 11) can be found at https://www.visionzerocfl.gov/. This task does not include the purchase of any web domains, platforms, or other related items. The project team assumes the City has the capabilities to host the web page developed as part of this task.

TASK 14 DELIVERABLES
• Comprehensive website to share information during plan development and after adoption

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Fehr & Peers' Cost Proposal for the City of Stockton Vision Zero Action Plan Fehr & Peers (Prime) AIM Consulting
Kari
McNickle
Erin
Ferguson,
PE, RSP2I
Adrian
Engel, PE,
CASp
Meghan
Mitman,
AICP,
RSP2I
Rod Brown Diwu
Zhou, PE Carly Hoyt Will
Edmonson
Sonia
Anthoine
Mary
Ramones
JoLynn
Souto
Lacy
Delgado
Gladys
Cornell
Katie
Demaio
Elise
Brockett Felix Molina Darl ene
tran
Associate II Principal I Principal I Principal III Asso ciate II Associate I Sr. Planner/ Engineer III
Sr.

Technician IV
Sr. Planner/
Engineer I
Engineer/
Planner II
Sr. Business
Services V
Sr. Business
Services II
Project
Manager
Principal-in-
Charge
Design
Lead
Safe System
Lead QA/QC Data Lead Sr. Planner GIS Specialist Sr. Pl anner Analyst Sr. Project Coordinator
Sr. Project
Coordinator
Labor
Hours
Direct Labor
Costs
Labor
Overhead Fee Direct Costs Subtotal Outreach
Oversight
Senior
Project
Manager
Project
Manager
Senior
Project
Coordinator
Project
Coordinator
II
Graphic
Design
Labor
Hours
Direct Labor
Costs
Labor
Overhead Fee Direct Costs Subtotal
Total
Labor
Hours
Total Costs
Tasks $61.30 $93.75 $79.09 $114.42 $60.34 $56.73 $48.80 $48.56 $41.35 $37.50 $49.28 $35.82 183.52% 10% $95.00 $57.99 $51.02 $43.03 $38.08 $75.00 103.73% 10% Task 1 - Project Management 78 30 8 8 0 0 0 4 4 0 24 29 185

1.1 Project Kick-Off 12 8 4 4 4 4 2 5 43 $2,896.94 $5,316.46 $821.34 $200.00 $9,234.74 0 $0.00 $0.00 $0.00 $0.00 43 $9,234.74

1.2 Bi-weekly check-in calls, agendas and notes 42 22 4 4 2 4 78 $5,652.98 $10,374.35 $1,602.73 $0.00 $17,630.06 0 $0.00 $0.00 $0.00 $0.00 78 $17,630.06

1.3 Monthly invoices and progress reports 24 20 20 64 $3,173.20 $5,823.46 $899.67 $0.00 $9,896.32 0 $0.00 $0.00 $0.00 $0.00 64 $9,896.32 Task 2 - Develop Vision Zero Policy 40 14 0 18 6 0 0 0 38 16 5 17 154

2.1 Industry Practice Review 8 2 8 2 14 4 1 5 44 $2,671.22 $4,902.22 $757.34 $0.00 $8,330.79 0 $0.00 $0.00 $0.00 $0.00 44 $8,330.79

2.2 Work Session with City 16 8 8 8 6 2 6 54 $3,515.44 $6,451.54 $996.70 $200.00 $11,163.67 0 $0.00 $0.00 $0.00 $0.00 54 $11,163.67

2.3 Draft and Final Vision Zero Policy 16 4 2 4 16 6 2 6 56 $3,026.08 $5,553.46 $857.95 $0.00 $9,437.50 0 $0.00 $0.00 $0.00 $0.00 56 $9,437.50 Task 3 - Data Collection, Existing Conditions
and Analysis 36 12 4 0 2 30 20 70 40 50 6 32 302

3.1 Collision and Contextual Database Support 16 8 30 70 20 50 4 24 222 $10,590.70 $19,436.05 $3,002.68 $3,000.00 $36,029.43 0 $0.00 $0.00 $0.00 $0.00 222 $36,029.43

3.2 Review Existing Plans and Projects 20 4 4 2 20 20 2 8 80 $4,226.16 $7,755.85 $1,198.20 $0.00 $13,180.21 0 $0.00 $0.00 $0.00 $0.00 80 $13,180.21 Task 4 - Community Engagement, Workshops,
& Vision, Mission Statement, and Goals 132 32 4 8 0 0 64 32 55 91 10 40 468 95 120 94 164 180 26 679

4.1 Vision Zero Task Force 24 12 4 4 24 16 16 3 12 115 $6,496.08 $11,921.61 $1,841.77 $0.00 $20,259.45 0 $0.00 $0.00 $0.00 $0.00 115 $20,259.45

4.2 Community Engagement Plan 8 16 1 4 29 $1,463.76 $2,686.29 $415.01 $0.00 $4,565.06 6 10 12 28 $1,762.14 $1,827.87 $359.00 $3,949.01 57 $8,514.07

4.3 Community Engagement Activities 80 16 16 55 75 4 16 262 $13,037.95 $23,927.25 $3,696.52 $2,000.00 $42,661.72 89 110 82 164 180 26 651 $34,878.86 $36,179.84 $7,105.87 $6,850.00 $85,014.57 913 $127,676.29

4.4 Vision, Mission Statement, and Goals 20 4 4 24 2 8 62 $3,615.00 $6,634.25 $1,024.92 $0.00 $11,274.17 0 $0.00 $0.00 $0.00 $0.00 62 $11,274.17 Task 5 - Identification of Vision Zero Corridors
and Focus Areas 32 12 8 0 2 12 0 70 45 70 6 30 287

5.1 Identify Vision Zero Corridors and Focus Areas 32 12 8 2 12 70 45 70 6 30 287 $13,775.99 $25,281.70 $3,905.77 $200.00 $43,163.46 0 $0.00 $0.00 $0.00 $0.00 287 $43,163.46 Task 6 - Identification of Vision Zero
Countermeasures 20 12 12 6 4 0 40 24 40 0 4 16 178

6.1 Identify Vision Zero Countermeasures 20 12 12 6 4 40 24 40 4 16 178 $9,769.64 $17,929.24 $2,769.89 $0.00 $30,468.77 0 $0.00 $0.00 $0.00 $0.00 178 $30,468.77 Task 7 - Capital Improvements Project List for
Vision Zero Action Plan 48 28 22 6 8 0 64 40 0 0 6 26 248

7.1 Prioritization Criteria and Approach 16 8 6 6 24 16 2 10 88 $5,296.78 $9,720.65 $1,501.74 $0.00 $16,519.17 0 $0.00 $0.00 $0.00 $0.00 88 $16,519.17

7.2 List of Capitol Improvement Projects 32 20 16 8 40 24 4 16 160 $9,472.44 $17,383.82 $2,685.63 $0.00 $29,541.89 0 $0.00 $0.00 $0.00 $0.00 160 $29,541.89 Task 8 - Action Plan Strategies 26 12 12 4 8 0 24 16 0 24 3 12 141

8.1 Action Plan Strategies 26 12 12 4 8 24 16 24 3 12 141 $8,034.12 $14,744.22 $2,277.83 $0.00 $25,056.17 0 $0.00 $0.00 $0.00 $0.00 141 $25,056.17 Task 9 - Vision Zero Action Plan Education
Program 4 2 0 0 0 0 0 0 0 16 1 4 27

9.1 Vision Zero Action Plan Education Program 4 2 16 1 4 27 $1,225.26 $2,248.60 $347.39 $0.00 $3,821.24 0 $0.00 $0.00 $0.00 $0.00 27 $3,821.24 Task 10 - Traffic Enforcement Program 8 2 0 2 0 0 0 0 0 24 1 4 41

10.1 Traffic Enforcement Program 8 2 2 24 1 4 41 $1,999.30 $3,669.12 $566.84 $0.00 $6,235.26 0 $0.00 $0.00 $0.00 $0.00 41 $6,235.26 Task 11 - Continuous Data Collection and
Analysis 12 6 0 0 0 16 0 40 0 24 3 12 113

11.1 Continuous Data Collection and Analysis 12 6 16 40 24 3 12 113 $5,625.86 $10,324.58 $1,595.04 $0.00 $17,545.48 0 $0.00 $0.00 $0.00 $0.00 113 $17,545.48 Task 12 - Proposed Text for General Plan
Update Adherence to Vision Zero Policy 6 2 0 0 2 0 16 0 0 0 1 2 29

12.1 Proposed Text for General Plan Update
Adherence to Vision Zero Policy 6 2 2 16 1 2 29 $1,577.70 $2,895. 40 $447.31 $0.00 $4,920.40 0 $0.00 $0.00 $0.00 $0.00 29 $4,920.40 Task 13 - Draft and Final Vision Zero Action
Plan 6 2 0 0 2 0 16 0 0 0 1 2 29

13.1 Admin Draft, Public Draft, Draft Final, Final
Vision Zero Action Plan 40 16 8 4 8 12 24 40 32 48 4 20 256 $13,356.20 $24,511. 30 $3,786.75 $0.00 $41,654.25 0 $0.00 $0.00 $0.00 $0.00 256 $41,654.25

13.2 City Staff and Vision Zero Check-ins on Drafts 28 4 12 4 1 4 53 $2,930.16 $5,377.43 $830.76 $0.00 $9,138.35 0 $0.00 $0.00 $0.00 $0.00 53 $9,138.35

13.3 City Council Work Session and City Council
Adoption 36 8 4 24 1 8 81 $4,479.28 $8,220. 37 $1,269.97 $200.00 $14,169.62 0 $0.00 $0.00 $0.00 $0.00 81 $14,169.62 Task 14 - Plan Project Update Web Page 12 0 0 0 0 0 0 48 0 24 4 12 100

14.1 Project Update Web Page 12 48 24 4 12 100 $4,593.44 $8,429.88 $1,302.33 $0.00 $14,325.65 0 $0.00 $0.00 $0.00 $0.00 100 $14,325.65 Total for all Tasks 558 192 78 56 40 70 252 388 290 391 80 268 2,663 $142,501.68 $261,519.08 $40,402.08 $5,800.00 $450,222.84 95 120 94 164 180 26 679 $36,641.00 $38,007.71 $7,464.87 $6,850.00 $88,963.58 3,342 $539,186.42 Notes:

Actual billing rate at the time of service may vary depending on the final staffing plan at the time the project starts; the overall fee will not be exceeded.

Rates and staff are subject to change; any proposed changes in project staffing will be communicated to the City in advance 1 of 1

EXHIBIT B

EXHIBIT 1
Schedule for the Vision Zero Action P
Project Start Date: 7/1/2024 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 Jul Jul Jul Jul Jul Aug Aug Aug Aug Sep Sep Sep Sep Sep Oct Oct Oct Oct Nov Nov Nov Nov Dec Dec Dec Dec Dec Jan Jan Jan Jan Feb Feb Feb Feb Mar Mar Mar Mar Mar Apr Apr Apr Apr May May May May Jun Jun Jun Jun Jun Jul Jul Jul Jul Week Starting
1-Jul
8-Jul
15-Jul
22-Jul
29-Jul
5-Aug
12-Aug
19-Aug
26-Aug
2-Sep
9-Sep
16-Sep
23-Sep
30-Sep
7-Oct
14-Oct
21-Oct
28-Oct
4-Nov
11-Nov
18-Nov
25-Nov
2-Dec
9-Dec
16-Dec
23-Dec
30-Dec
6-Jan
13-Jan
20-Jan
27-Jan
3-Feb
10-Feb
17-Feb
24-Feb
3-Mar
10-Mar
17-Mar
24-Mar
31-Mar
7-Apr
14-Apr
21-Apr
28-Apr
5-May
12-May
19-May
26-May
2-Jun
9-Jun
16-Jun
23-Jun
30-Jun
7-Jul
14-Jul
21-Jul
28-Jul
Tasks Start End Days Type
Task 1 - Project Management

1.1 Project Kick-Off 1-Jul-24 1-Jul-24 1 Meeting 

1.2 Bi-weekly check-in calls, agendas and notes 15-Jul-24 30-Jun-25 251 Work Period 

1.3 Monthly invoices and progress reports 1-Jul-24 31-Jul-25 284 Deliverable  Task 2 - Develop Vision Zero Policy

2.1 Industry Practice Review 1-Jul-24 1-Aug-24 24 Work Period 

2.2 Work Session with City 15-Aug-24 1-Sep-24 12 Meeting 

2.3 Draft and Final Vision Zero Policy 9-Sep-24 1-Nov-24 40 Deliverable  City Review 14-Oct-24 21-Oct-24 6 Client Review 
Task 3 - Data Collection, Existing Conditions and Analysis

3.1 Collision and Contextual Database Support 15-Jul-24 9-Sep-24 41 Work Period  City Review of Collision Database 26-Aug-24 1-Sep-24 5 Client Review 

3.2 Review Existing Plans and Projects 15-Jul-24 15-Aug-24 24 Work Period  City Review of Plans/Projects 15-Aug-24 22-Aug-24 6 Client Review  Task 4 - Community Engagement, Workshops, & Vision, Mission Statement, and Goals

4.1 Vision Zero Task Force 29-Jul-24 30-Jun-25 241 Work Period 

4.2 Community Engagement Plan 15-Jul-24 15-Aug-24 24 Work Period  City Review of Engagement Plan 5-Aug-24 11-Aug-24 5 Client Review 

4.3 Community Engagement Activities 2-Sep-24 1-Jun-25 195 Deliverable 

4.4 Vision, Mission Statement, and Goals 5-Aug-24 7-Oct-24 46 Work Period  City Review of Vision/Mission/Goals 16-Sep-24 23-Sep-24 6 Client Review  Task 5 - Identification of Vision Zero Corridors and Focus Areas

5.1 Identify Vision Zero Corridors and Focus Areas 16-Sep-24 21-Oct-24 26 Work Period  City Review 7-Oct-24 17-Oct-24 9 Client Review 
Task 6 - Identification of Vision Zero Countermeasures

6.1 Identify Vision Zero Countermeasures 14-Oct-24 30-Nov-24 35 Work Period  City Review 11-Nov-24 19-Nov-24 7 Client Review 
Task 7 - Capital Improvements Project List for Vision Zero Action Plan

7.1 Prioritization Criteria and Approach 7-Nov-24 16-Dec-24 28 Work Period  City Review 9-Dec-24 22-Dec-24 10 Client Review 

7.2 List of Capitol Improvement Projects 7-Jan-25 17-Feb-25 30 Work Period  City Review 3-Feb-25 12-Feb-25 8 Client Review 
Task 8 - Action Plan Strategies

8.1 Action Plan Strategies 24-Feb-25 28-Apr-25 46 Work Period  City Review 7-Apr-25 21-Apr-25 11 Client Review 
Task 9 - Vision Zero Action Plan Education Program

9.1 Vision Zero Action Plan Education Program 24-Feb-25 24-Mar-25 21 Work Period  City Review 17-Mar-25 23-Mar-25 5 Client Review 
Task 10 - Traffic Enforcement Program

10.1 Traffic Enforcement Program 24-Feb-25 24-Mar-25 21 Work Period  City Review 17-Mar-25 23-Mar-25 5 Client Review 
Task 11 - Continuous Data Collection and Analysis

11.1 Continuous Data Collection and Analysis 31-Mar-25 28-Apr-25 21 Work Period  City Review 21-Apr-25 28-Apr-25 6 Client Review 
Task 12 - Proposed Text for General Plan Update Adherence to Vision Zero Policy

12.1 Proposed Text for General Plan Update Adherence to Vision Zero Policy 31-Mar-25 27-Apr-25 20 Work Period  City Review 14-Apr-25 24-Apr-25 9 Client Review 
Task 13 - Draft and Final Vision Zero Action Plan

13.1 Admin Draft, Public Draft, Draft Final, Final Vision Zero Action Plan 5-May-25 16-Jun-25 31 Deliverable 
City Review of Admin Draft 19-May-25 25-May-25 5 Client Review  City Review of Public Draft 9-Jun-25 15-Jun-25 5 Client Review 

13.2 City Staff and Vision Zero Check-ins on Drafts 5-May-25 16-Jun-25 31 Meeting 

13.3 City Council Work Session and City Council Adoption 1-Jun-25 1-Jul-25 22 Meeting  Task 14 - Plan Project Update Web Page

14.1 Project Update Web Page 15-Jan-24 30-Jul-25 403 Deliverable 

EXHIBIT C

EXHIBIT 1
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EXHIBIT 1
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