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CC 2017-07-25_12a East Grand Ave Master Plan MEMORANDUM TO: CITY COUNCIL FROM: TERESA MCCLISH, COMMUNITY DEVELOPMENT DIRECTOR BY: MATTHEW DOWNING, PLANNING MANAGER SUBJECT: CONSIDERATION OF APPROVAL OF AN AGREEMENT FOR CONSULTANT SERVICES FOR THE EAST GRAND AVENUE MASTER PLAN (STAFF PROJECT 14-003) DATE: JULY 25, 2017 RECOMMENDATION: It is recommended the City Council: 1. Approve and authorize the Mayor to execute an Agreement for Consultant Services with RRM Design Group (the “Agreement”), in the amount of $217,871; 2. Authorize the City Manager to approve contingencies not to exceed 10%, or $21,787; and 3. Appropriate $70,000 from the Affordable Housing Fund and $38,000 from the Local Sales Tax Fund. SUMMARY OF ACTION: Consider authorizing staff and consultant work and allocation of $217,871 to complete a Master Plan for East Grand Avenue. The Master Plan seeks to: 1) identify why infill development has been slow to occur and create policies to facilitate development consistent with the General Plan, 2) provide a clear guide of the City’s expectation for the redevelopment of private property, and 3) establish the desired appearance of public improvements such as streets, medians, and sidewalks for the East Grand Avenue Corridor. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The cost of the proposal totals $217,871 (not including optional tasks). Recommended funding for this project is $110,000 from Planning Contractual Services; $70,000 from the City’s Affordable Housing fund, and $38,000 from the Local Sales Tax Fund. BACKGROUND AND ANALYSIS OF ISSUES: The City has made a number of attempts to encourage and incentivize investment on East Grand Avenue since the General Plan update in 2001. These actions have included: Item 12.a. - Page 1 CITY COUNCIL CONSIDERATION OF APPROVAL OF AN AGREEMENT FOR CONSULTANT SERVICES FOR THE EAST GRAND AVENUE MASTER PLAN (STAFF PROJECT 14-003) JULY 25, 2017 PAGE 2  Rezoning the corridor to mixed use, allowing a number of different land uses in the district;  Development of Design Guidelines for the Mixed-Use Districts;  Development of the East Grand Avenue Enhancement Plan; and  Establishment of the former East Grand Avenue Merchant’s Association. To date, the City has not seen the investment anticipated as a result of these actions. The purpose of the East Grand Avenue Master Plan is to identify and address obstacles to infill development and investment, provide a guide for redevelopment of private property, and establish the desired public streetscape improvements for the entire East Grand Avenue corridor, which extends from the western side of U.S. Route 101 to the westernmost City limits. The project objectives and deliverables include:  Evaluation of existing conditions and issues as necessary to understand current trends along the corridor;  Completion of a real-estate market study to estimate the amount of development anticipated to occur along the corridor over the next 10 to 25 years;  A review of current policy regarding parking management, documentation of existing supply, analysis of parking system performance, project future parking demand, and provide recommendations regarding parking standards and management strategies; and  Engagement of the community to find consensus among the various stakeholders, City officials, residents, property owners, businesses and advocacy groups. The end product will be a stand-alone document that incorporates previous efforts by the City and encourages investment along this corridor consistent with the Arroyo Grande General Plan. It is anticipated that this will include recommendations for modifications to the Municipal Code in order to ensure consistency and aid in implementation of the Master Plan. Due to the existing workload in the Community Development Department, consultant services are required to complete this long-range planning document. A Request for Proposal (RFP) was issued to obtain consultant services on April 27, 2017. Although it was anticipated that additional proposals would be received, RRM Design Group was the only firm to furnish a proposal. RRM is a well-known, local consulting firm that has been in operation for over 40 years. RRM employs licensed architects, civil engineers, structural engineers, traffic engineers, landscape architects, surveyors, and planners. The attached proposal (Exhibit B) is divided into 5 chapters and includes:  Past Performance and References  Management Plan Item 12.a. - Page 2 CITY COUNCIL CONSIDERATION OF APPROVAL OF AN AGREEMENT FOR CONSULTANT SERVICES FOR THE EAST GRAND AVENUE MASTER PLAN (STAFF PROJECT 14-003) JULY 25, 2017 PAGE 3  Preliminary Project Schedule  Statement of Qualifications  Project Proposal Key sections of the proposal include:  Chapter 3 (page 15) presents a timeline of 14 specific tasks to be completed between August 2017 and June 2018;  Chapter 5 (pages 53-62) provides a narrative for each of the 14 project tasks; and  Chapter 5 (pages 63-65) details project costs and staff assigned to each task. RRM’s proposal was reviewed and determined to meet the requirements of the RFP by the staff of the Community Development Department. Therefore, it is recommended that the Council award a contract to RRM Design Group for the East Grand Avenue Master Plan. ALTERNATIVES: The following alternatives are offered for Council’s consideration: 1. Approve the Agreement with RRM Design Group; 2. Modify as appropriate and approve the Agreement with RRM Design Group; 3. Do not approve the Agreement and direct staff to modify the RFP and seek new proposals based on a modified scope of work; 4. Do not approve the Agreement and direct staff to discontinue efforts toward completing the East Grand Avenue Master Plan; or 5. Provide other direction to staff. ADVANTAGES: The following advantages have been identified as positive aspects of approving the Agreement:  The consultant is local and familiar with the South County area, thereby saving the City time and money in travel expenses and understanding the character of the community.  The consultant has valuable experience in preparing corridor plans, including the Thousand Oaks Boulevard Specific Plan, Claremont Village West Specific Plan, Big Bear Village Streetscape Improvements, Stanton Livable Beach Boulevard Mobility Plan, and Pismo Beach Downtown Core Vision, Goals and Strategic Plan.  The project will include necessary public outreach to ensure the community is heard and consensus is achieved.  The project will include a robust parking study that will provide data on existing conditions and inventory, anticipate future development and associated parking demands, and recommendations for parking standards as a result. This item has Item 12.a. - Page 3 CITY COUNCIL CONSIDERATION OF APPROVAL OF AN AGREEMENT FOR CONSULTANT SERVICES FOR THE EAST GRAND AVENUE MASTER PLAN (STAFF PROJECT 14-003) JULY 25, 2017 PAGE 4 been identified as a goal of the Council and has been supported by the Planning Commission. DISADVANTAGES: The following disadvantages have been identified as part of approving the Agreement:  Hiring a consultant would require appropriating $110,000 of the Planning Division’s current $120,000 fiscal year contractual services budget, $70,000 of the Affordable Housing Fund balance, and $38,000 of the Local Sales Tax Fund balance to the project in order to secure the resources needed to complete the Master Plan.  The project will require dedication of Planning Division personnel to complete specific tasks in an effort to reduce overall project cost. ENVIRONMENTAL REVIEW The proposed Agreement is exempt pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), which states that CEQA applies only to projects that have the potential for causing a significant effect on the environment. The resulting Master Plan will be evaluated pursuant to CEQA prior to future consideration by the Council. PUBLIC NOTIFICATION AND COMMENTS: The Agenda was posted at City Hall and on the City’s website in accordance with Government Code 54954.2. Attachments: 1. Agreement for Consultant Services with RRM Design Group Item 12.a. - Page 4 Page 1 AGREEMENT FOR CONSULTANT SERVICES This AGREEMENT FOR CONSULTANT SERVICES (“Agreement”), is made and effective as of July 25, 2017, between RRM Design Group (“Consultant”), and the CITY OF ARROYO GRANDE, a Municipal Corporation (“City”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows: 1.TERM This Agreement shall commence on July 25, 2017 and shall remain and continue in effect until July 25, 2019, unless sooner terminated pursuant to the provisions of this Agreement. This Agreement may be extended for two (2) additional one (1) year periods after the Initial Term upon written agreement by City and Consultant. All Terms and conditions of this Agreement shall apply to any additional one (1) year terms. 2.SERVICES Consultant shall perform the tasks described and comply with all terms and provisions set forth in the City’s Request for Proposals, Exhibit “A”, and Consultant’s Proposal, Exhibit “B”, and attached hereto and incorporated herein by this reference. 3.PERFORMANCE Consultant shall at all times faithfully, competently and to the best of his/her ability, experience and talent, perform all tasks described herein. Consultant shall employ, at a minimum generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement. 4.AGREEMENT ADMINISTRATION City’s Planning Manager shall represent City in all matters pertaining to the administration of this Agreement. Debbie Rudd shall represent Consultant in all matters pertaining to the administration of this Agreement. 5.PAYMENT The City agrees to pay the Consultant in accordance with the payment rates and terms set forth in Consultant’s Proposal, Exhibit “B”, attached hereto and incorporated herein by this reference. The Consultant must correct any errors or omissions to work at no additional cost to the City. 6.SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at $77$&+0(17 Item 12.a. - Page 5 Page 2 least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement. (b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 5. 7. TERMINATION ON OCCURRENCE OF STATED EVENTS This Agreement shall terminate automatically on the occurrence of any of the following events: (a) Bankruptcy or insolvency of any party; (b) Sale of Consultant’s business; or (c) Assignment of this Agreement by Consultant without the consent of City. (d) End of the Agreement term specified in Section 1, unless otherwise extended. In addition, Consultant may terminate this Agreement upon giving City ten (10) calendar days prior written notice for any of the following: (1) breach by City of any material term of this Agreement, including but not limited to Payment Terms; (2) material changes in the conditions under which this Agreement was entered into, the Scope of Services or the nature of the Project, and the failure of the parties to reach agreement on the compensation and schedule adjustments necessitated by such changes; (3) suspension of the Project or the Consultant's services by City for more than ninety (90) calendar days, consecutive or in the aggregate 8. DEFAULT OF CONSULTANT (a) The Consultant’s failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the Planning Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the Item 12.a. - Page 6 Page 3 default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement. 9. LAWS TO BE OBSERVED. Consultant shall: (a) Procure all permits and licenses, pay all charges and fees, and give all notices which may be necessary and incidental to the due and lawful prosecution of the services to be performed by Consultant under this Agreement; (b) Keep itself fully informed of all federal, state and local laws, ordinances, regulations, orders, and decrees which may affect those engaged or employed under this Agreement, any materials used in Consultant’s performance under this Agreement, or the conduct of the services under this Agreement in effect at the time Consultant’s services are rendered; (c) At all times observe and comply with, and cause all of its employees to observe and comply with all of said laws, ordinances, regulations, orders, and decrees mentioned above; (d) Immediately report to the City’s Contract Manager in writing any discrepancy or inconsistency it discovers in said laws, ordinances, regulations, orders, and decrees mentioned above in relation to any plans, drawings, specifications, or provisions of this Agreement. (e) The City, and its officers, agents and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section. 10. OWNERSHIP OF DOCUMENTS (a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of five (5) years after receipt of final payment. Item 12.a. - Page 7 Page 4 (b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall, subject to the terms and conditions outlined herein, become the sole property of the City. With respect to computer files, Consultant shall make available to the City, at the Consultant’s office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files. The City agrees to indemnify the consultant from any revisions or modifications made to the consultant products. 11. INDEMNIFICATION (a) Indemnification for Professional Liability. When the law establishes a professional standard of care for Consultant’s Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including reimbursement of attorney’s fees and costs to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subcontractors or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this agreement. (b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorney’s fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the Consultant’s operations in performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subcontractors of Consultant. (c) General Indemnification Provisions. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this agreement or this section. Item 12.a. - Page 8 Page 5 (d) Indemnity for Design Professional Services. Notwithstanding anything herein to the contrary, to the fullest extent permitted by law for all design professional services arising under this Agreement, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including reimbursement of attorney’s fees and costs to the extent which arise out of the negligence, recklessness, or willful misconduct of the Consultant. 12. INSURANCE Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit “C” attached hereto and incorporated herein as though set forth in full. 13. INDEPENDENT CONSULTANT (a) Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant’s officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. (b) No employee benefits shall be available to Consultant in connection with performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. 14. UNDUE INFLUENCE Consultant declares and warrants that no undue influence or pressure was or is used against or in concert with any officer or employee of the City of Arroyo Grande in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Arroyo Grande will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity. Item 12.a. - Page 9 Page 6 15. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the project performed under this Agreement. 16. RELEASE OF INFORMATION/CONFLICTS OF INTEREST (a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City’s prior written authorization. Consultant, its officers, employees, agents, or subcontractors, shall not without written authorization from the Planning Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena. (b) Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant. However, City’s right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. 17. NOTICES Any notice which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice: To City: City of Arroyo Grande Planning Manager 300 E. Branch Street Arroyo Grande, CA 93420 Item 12.a. - Page 10 Page 7 To Consultant: RRM Design Group Debbie Rudd 3765 South Higuera St., Ste. 102 San Luis Obispo, CA 93401 18. ASSIGNMENT The Consultant shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of the City. 19. GOVERNING LAW The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the superior or federal district court with jurisdiction over the City of Arroyo Grande. 20. ENTIRE AGREEMENT This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material. 21. TIME City and Consultant agree that time is of the essence in this Agreement. Time constraints are selection factors on individual service requests. Subsequent to the date that this Agreement is expedited by both City and Consultant, the Consultant must start work within two weeks from receipt of a written authorization to proceed unless an alternate timeframe has been agreed upon. The City expects the work to be actively pursued until complete. Notwithstanding the foregoing, City agrees that Consultant shall not be responsible for delays caused by factors beyond the Consultant's reasonable control, including but not limited to delays because of strikes, lockouts, work slowdowns or stoppages, accidents, acts of God, failure of any governmental or other regulatory authority to act in a timely manner, failure of City to furnish timely information or approve or disapprove of the Consultant's services or work product promptly, or delays caused by faulty performance by City or by City consultant’s or contractors of any level. When such delays beyond the Consultant’s reasonable control occur, City Item 12.a. - Page 11 Page 8 agrees the Consultant is not responsible for damages, nor shall the Consultant be deemed to be in default of this Agreement. 22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL Consultant is bound by the contents of the City’s Request for Proposal, Exhibit “A”, attached hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, Exhibit “B”, attached hereto and incorporated herein by this reference. In the event of conflict, the requirements of the Consultant’s proposal (Exhibit “B”) shall take precedence over those contained in the City’s Request for Proposals (Exhibit “A”). 23. CONSTRUCTION The parties agree that each has had an opportunity to have their counsel review this Agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this Agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provisions to which they relate. 24. AMENDMENTS Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement. 25. AUTHORITY TO EXECUTE THIS AGREEMENT The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder. Item 12.a. - Page 12 Page 9 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written. CITY OF ARROYO GRANDE CONSULTANT By:__________________________ By:____________________________ Jim Hill, Mayor Its:____________________________ Attest: (Title) ____________________________ Kelly Wetmore, City Clerk Approved As To Form: _____________________________ Heather K. Whitham, City Attorney Item 12.a. - Page 13 Page 10 EXHIBIT A – CITY’S REQUEST FOR PROPOSALS Item 12.a. - Page 14 Request for Proposal East Grand Avenue Master Plan 300 East Branch Street • Arroyo Grande, CA • 93420 • T: (805) 473-5400 • F: (805) 473-0386 April 27, 2017 The City of Arroyo Grande is soliciting the services of qualified firms/individuals to perform consulting services for the following project: East Grand Avenue Master Plan This project will produce a comprehensive, stand-alone East Grand Avenue Master Plan (the “Plan”) for the City of Arroyo Grande (“City”). The Plan will identify and address obstacles to infill development and investment, provide a guide for redevelopment of private property, and establish the public streetscape improvements for the entire East Grand Avenue corridor, from the Highway 101 right-of-way to the City’s westernmost limit. Successful proposals must demonstrate relevant expertise and experience in the fields of land use planning, economics, urban design (including architectural guidelines), civil and traffic engineering, and environmental analysis. The City will conduct interviews of the top ranked firms in order to make a final selection. The interview process will include a presentation by the consultant and a question and answer session conducted by an interview panel. If you wish to submit a proposal, please review the attached RFP and submit three (3) copies of your sealed proposal to the City, 300 East Branch Street, Arroyo Grande, California, by no later than 5:00 PM, Friday, June 2, 2017. All proposals shall be directed to Matt Downing, Planning Manager. It is anticipated that a consultant will be selected by July 7, 2017. We look forward to your reply. If you have any questions regarding this RFP, please contact me at (805) 473-5424. Sincerely, Matthew Downing, AICP Planning Manager Item 12.a. - Page 15 - 1 - CITY OF ARROYO GRANDE CITY OF ARROYO GRANDE EAST GRAND AVENUE MASTER PLAN REQUEST FOR PROPOSALS PROJECT OVERVIEW The City of Arroyo Grande is seeking proposals from qualified consultants to prepare a Master Plan for the East Grand Avenue corridor to achieve the goals and objectives as set forth in the City’s General Plan. The Plan will identify and address obstacles to infill development and investment, provide a guide for redevelopment of private property, and establish the desired public streetscape improvements for the entire East Grand Avenue corridor. The City has taken several steps to increase commercial and housing opportunities in the corridor, including rezoning the corridor from general commercial to mixed-use, developing mixed-use guidelines and standards, and developing a streetscape enhancement plan. However, existing plans have not produced the desired level of investment, clarity of community vision, or strategy for redevelopment of the corridor over time. The proposer should pull the existing documents into one cohesive plan and modify it as necessary in accordance with economic trends and desired outcomes. The plan should consider, but not necessarily include, the following tools: x Form-based development standards; x SB743 Compliant Traffic Impact Analysis x Corridor and intersection enhancements for multi-modal uses; x Neighborhood pedestrian connections; x Economic incentives for redevelopment; x The creation of alleys and nodes; x Parking infrastructure and programs (see below). There are two major linked components to this overall effort, a parking study and the Master Plan itself, which are generally described below. Parking Study. A key initial component of this effort will to conduct a parking study that focuses on the East Grand Avenue Master Plan area. The purpose of that study would be to better inform the master Plan, and explore the connection between parking supply, parking demand, mixed use development, and economic barriers to development that may be imposed by overly restrictive parking requirements. Ultimately, the study will be useful for including economic incentives and parking strategies in the Master Plan that encourage economic development. Master Plan. Based in part on information developed through the parking study, the Master Plan should be a stand-alone document useable as a guide to future development, replacing and superseding applicable existing documents, and easily integrated with the existing Arroyo Grande General Plan. PROJECT AREA The East Grand Avenue Master Plan area has yet not been precisely defined, but in general is centered on Grand Avenue between Highway 101 and Oak Park Boulevard (the City limit), and would include all adjacent parcels designated as Mixed Use under the City’s General Plan. The Plan Area could be expanded if, in the view of the consultant, it makes logical sense to do so. Such an expansion could Item 12.a. - Page 16 - 2 - include nearby Mixed Use parcels, including those contiguous to those adjacent to Grand Avenue, or even possibly those Mixed Use parcels adjacent to Highway 101 north of Grand Avenue. The purpose for this expansion, if at all, would be to stimulate economic development within underutilized parcels. Creative consultants should provide an opinion on whether it makes sense to expand the boundaries in some fashion, and frame their proposals accordingly. The City recognizes that ultimately, the framework and boundaries for the Master Plan will be developed collaboratively with the successful consultant. As appropriate, the consultant is encouraged (but not required) to define subareas within the overall Master Plan area, if it makes sense to do so, in recognition of unique characteristics of the different portions of the Grand Avenue corridor. Consultants are encouraged to consult the City’s General Plan and visit the corridor in order to judge whether such a construct is justified or necessary. ADDITIONAL PROJECT CONSIDERATIONS Proposers should pay thorough attention to the following project expectations: x Maximize involvement of and sensitivity to the concerns of all stakeholders, City officials, staff, residents, property owners, businesses and advocacy groups. This element of the project will require a very high degree of public input and proven excellence in public relations from the prospective consultant is necessary in order to gain collective support for the completed plan by all stakeholders. x Create mapping and documents that clearly explain the plan to the public and in formats that are useful, web-accessible and easily distributed. x Incorporate existing and ongoing design, planning, budgeting, and public involvement activities already taking place within the City, and help expand the breadth, scope, and reach of these activities. x Identify and prepare preliminary strategies to help spur desired infill development along the East Grand Avenue corridor. x Delivery of the plan within a reasonable budget and timeframe. The successful consultant team will take a creative approach to addressing the City’s needs for the Master Plan. There are multiple approaches that could work, but the consultants should keep the following principles in mind as they put develop a proposed project approach: x Simplicity. The document must be readable and understandable not just to planners and designers, but to the general public. Plain language and straightforward graphics are crucial, with an emphasis on using graphics and photographic examples to illustrate the intent of written direction that may be included in the Master Plan. The Master Plan should not have unnecessary background information or “fluff”, but should focus on the portions of document that would actually be used on a day-to-day basis. x Utility. The document needs to clearly establish its regulatory role relative to the City’s General Plan and zoning, and clearly indicate whether and where the Master Plan supersedes or augments the existing regulatory framework. The intent is not to place an additional regulatory burden on development interests, but to clarify the vision for the area, and provide sufficient flexibility for the City and future developers to realize that vision. x Flexibility. The Master Plan must be sufficiently flexible to allow for a variety of creative approaches to development within the general framework and context of the General Plan, and Item 12.a. - Page 17 - 3 - must be constructed in a way that allows for it to be easily updated to address unforeseen conditions that otherwise might hinder future planning and economic development. x Timelessness. The Master Plan should not include a lot of unnecessary background information that focuses on irrelevant existing conditions (parking supply and demand being a notable exception), or otherwise ties the document to a certain date that will soon be in the past. It should be a living, breathing document that would have a similar utility in 5 or 10 years as it would today. PARKING STUDY APPROACH The parking study may take any form, and should be treated as what will ultimately become an appendix to the Master Plan. At a minimum, it should include sufficient data, text and tables for the reader to easily understand the existing and projected parking supply and demand within the study area, particularly focusing on parking for mixed uses. It does not need to have an overly extensive introduction or background information, except as it relates to inventorying existing parking supply and regulations that relate to parking. It should not be overly technical, but be based on clear and simple analysis, easily understandable to the general public. The major components of the parking study would include, but not be limited to, the following: x Inventory the existing public and private parking supply within the Master Plan Area; x Determine whether there is sufficient parking based on existing and projected development in the context of the existing General Plan as it applies to this area; x Review existing parking requirements, and determine if they clear and adequate for the purpose of addressing mixed use development; x Propose and evaluate, as appropriate, shared parking concepts, especially in the context of developing mixed use parking standards; x Develop updated mixed use parking standards, as appropriate. Additional direction for the contents of this study will be found in this RFP under “REQUEST FOR PROPOSAL DOCUMENTS”, Item IV., Proposal Contents. MASTER PLAN APPROACH The Master Plan at its heart will be a guidance document, which would include regulatory, design, and economic components intended to stimulate investment and development in a portion of the City where the General Plan has not by itself been very successful in accomplishing that goal. Although the document is not intended to be a Specific Plan as defined in Government Code §65450-65457, it may include many of the elements that a Specific Plan would include. These could include, but not be limited to: x Text and a diagram or diagrams which specify all of the following: o The distribution, location, and extent of the uses of land within the area covered by the plan. o Standards and criteria by which development will proceed, and standards for the conservation, development, and utilization of natural resources, where applicable. x A statement of the relationship of the Master Plan to the General Plan and zoning ordinance. Item 12.a. - Page 18 - 4 - x Implementation measures including regulations and programs as appropriate, consistent with the General Plan. x A discussion of potential development incentives or other related planning tools, and how they could be applied within the Master Plan area. These could address possible public-private partnerships, or mechanisms to increase density, deviate from standards, or reduce fees in exchange for the development of various needed public improvements within the City. Consultants are encouraged to emphasize this aspect of the Master Plan. It is not expected that the Master Plan would address in detail certain elements that are typically found in a Specific Plan, since these are already addressed in existing City documents, including the General Plan, Capital Improvements Program, and various water and sewer infrastructure plans. These would include: x The proposed distribution, location, and extent and intensity of major infrastructure components, including sewer, water, drainage, solid waste disposal, energy, and other similar facilities that are (or will be) located within the area covered by the plan, and needed to support the land uses described in the plan. x A program of public works projects and detailed financing measures necessary to carry out future development. Nevertheless, consultants will be required to address parking in detail (as described above), as well as streetscape improvements, public facilities, and other infrastructure within the Master Plan, to the extent that they are necessary considerations when determining the feasibility of future projects. For example, the Master Plan must be cognizant of existing parking, utilities, their capacities, and the possible need to upgrade or create additional infrastructure to serve future development. As necessary, the Master Plan shall identify mechanisms to ensure that parking, utilities or other public facilities are adequate to serve the Plan, particularly if the Master Plan considers development concepts that substantially increase density beyond what is already accounted for in the General Plan, or reduce parking requirements in some fashion by encouraging shared parking or other similar concepts. The Master Plan may be structured in many ways, but could include chapters that address the following: x Background and Policy Framework x Master Plan Area Form and Character x Relationship to City Infrastructure Planning x Implementation, including Development Incentives and Other Planning Tools x Plan Administration Creative consultants are encouraged to suggest other organizational frameworks if they believe, through their experience, there are more effective ways to frame the Master Plan. Less creative (and ultimately unsuccessful) consultants will simply copy and paste the relevant portions of this RFP without much additional critical thought. More detailed guidance about the contents of the scope of work to be included in the proposal may be found in this RFP under “REQUEST FOR PROPOSAL DOCUMENTS”, Item IV., Proposal Contents. Item 12.a. - Page 19 - 5 - PUBLIC OUTREACH The Master Plan process should include a public outreach component, which for costing purposes should at a minimum include preparation for, attendance at, and possible presentations at two (2) public workshops; one (1) hearing at the Traffic Commission; one (1) hearing at the Architectural Review Committee; two (2) hearings at the Planning Commission; and one (1) hearing at the City Council. These are separate from any routine interaction and meetings that may be needed with City staff. The consultant should also include such staff meetings and interaction within the proposal. STRUCTURE OF THE CONSULTANT TEAM As envisioned in this RFP, the Master Plan would include a combination of planning, design, and economic elements. It could potentially be led by consultants with any of these areas of expertise, but should include them all in one form or another. How the team is structured is up to the prospective consultants, and we will consider the creative structure and approach of the team as a key criterion in consultant selection, along with demonstrated experience in creating plans that actually work, and not those that simply look nice or are overly complex and difficult to follow. Although environmental review under CEQA will be needed to adopt the Master Plan, the consultant team is not asked to propose on an approach to CEQA compliance, since this will likely be a separate effort led by City staff. Nevertheless, environmental professionals on the Master Plan team may be useful in guiding a holistic program that proactively addresses potential environmental impacts within the framework of the Plan. Similarly, while this is not at its core an engineering effort, a civil engineer with expertise in parking issues would round out a successful multi-disciplinary team. A parking expert will be necessary to guide the parking study, and would also be useful to inform the contents of the plan as they relate to existing or planned parking or other infrastructure. Considerations in Presenting Consultant Experience and Personnel A consultant’s proposal should focus on the relevant experience of personnel currently at the firm, and not the historical experience of the firm. It is the City’s expectation that personnel identified in a consultant’s proposal will play a major role in the execution of the assignment if the firm is selected. The proposal should include an appropriate range of senior and junior level staff that realistically reflects the team that would likely work on the assignment. A proposal that lists only the firm’s most senior level staff, including those unlikely to work on the project, for the purpose of inflating possible qualifications may therefore be deemed non-responsive. The proposal can present information about relevant experience and key personnel in a variety of ways. A recommended approach is to provide a matrix listing key personnel, their potential roles in preparing the Master Plan, and a rough estimate of their relative percentage of labor hours needed to complete the assignment. For larger firms, please be realistic about the percentage of the total effort assigned to company principals or high-level senior staff. For smaller firms, please demonstrate how your firm has adequate qualified staff to complete an assignment of this magnitude. The City seeks honest, transparent, and realistic responses to this proposal relative to a company’s qualifications and its ability to complete the assignment. A proposal should include other firms that would be subconsultants and part of the team if selected for the assignment. Item 12.a. - Page 20 - 6 - Project Management Approach Please identify your team’s proposed Project Manager, and how your team would address key project management tasks, including those related to cost control, delegation of tasks, quality control, and technical review. Provide examples, if applicable, of how your firm ensures that projects are completed on time and within budget. Explain how your firm envisions interacting with City staff throughout the process, in a collaborative manner. At the same time, the City encourages the Project Manner to be assertive in expressing opinions in approaching the project based on the consultant team’s experience. The City does not want a sycophantic Project Manager who simply takes direction without critically evaluating a proposed approach that may be suggested by City staff. Team chemistry will be a crucial consideration in the selection of the consultant. Describe how you intend to manage a process that is cost-effective, timely, efficient, inclusive of public input, and ultimately produces a document that is easily understandable to the public, planning staff, and the development community. The City values creativity, clear thinking, and exceptional writing skills in evaluating your approach to project management, and the process in general. Please describe your selected Project Manager’s specific experience with similar assignments, and how the issues described above were addressed. Where past projects presented challenges, please describe how your Project Manager was able to successfully address them, and how these lessons might be applied to the Master Plan project. The selected consultant’s Project Manager will be expected to be the City’s primary point of contact, and must understand the overall contract agreement and can manage paperwork associated with it. PROCUREMENT PROCESS The City intends to enter into an agreement with a consultant to provide professional services as described above. The City will award a contract to the proposer with the apparent best value after the final agreement has been successfully negotiated. If no final agreement is reached between the City and the proposer with the apparent best value proposal, the City reserves the right to negotiate a contract with the proposer with the second highest score. REQUEST FOR PROPOSAL DOCUMENTS The Request for Proposal (RFP) documents, including the submittal requirements and the selection criteria and schedule, will be available in electronic format on the City’s website at http://www.arroyogrande.org. The City reserves the right to reject any or all submittals or to waive any formality or technicality in any submittal in the interest of the organization. I. Contact Information Except as authorized by the City representative or as otherwise stated in the RFP, communication during the selection process shall be directed to the specified City representative. In order to maintain fair and equitable treatment of everyone, proposers shall Item 12.a. - Page 21 - 7 - not unduly contact or offer gifts or gratuities to any official or employee of the City in an effort to influence the selection process or in a manner that gives the appearance of influencing the selection process. This prohibition applies before the RFP is issued, through selection, as the project is developed, and extends through the award of a contract. Failure to comply with this requirement may result in a disqualification in the selection process. All communications regarding this project shall be directed to: Matthew Downing, Planning Manager City of Arroyo Grande 300 East Branch Street Arroyo Grande, CA 93420 (805) 473-5424 mdowning@arroyogrande.org II. Questions and Requests for Clarification Proposers may submit questions or formal requests for clarification on the RFP in writing until the submittal date via email at the contact address noted above. III. Submittal Due Date and Times Three hard copies and one electronic copy in PDF format of all required submittals must be delivered to the City, 300 East Branch Street, Arroyo Grande, California, no later than 5:00 PM, Friday, June 2, 2017. Submittals received after the specified time will not be accepted. Please allow adequate time for delivery. If using a courier service, the submitting firm is responsible for ensuring that delivery will be made directly to the required location. PDF documents must have permissions enabled for comments and printing. IV. Proposal Contents Each response to this RFP shall consist of the following: 1. Listing of applicable past performance and references; 2. Management plan, project schedule, and statement of qualifications; 3. Project proposal; 4. Contact information for the responsible party; and 5. Cost of services. Past Performance and References The past performance of all proposers shall be considered in the selection process. Each proposer shall submit a listing of client references on three (3) similar or related projects completed within the past five (5) years. Include contact information and one paragraph description for each key project. Additional relevant projects may be listed, with a more brief description of each. Management Plan Proposers must develop and submit a plan demonstrating how they will manage their responsibilities, identify risks, and how risks will be mitigated. If City staff resources are to be utilized to assist in preparation of the Plan, the management plan should specify the anticipated amount of time and level of expertise that will be needed. The proposer shall address quality control, project specific criteria, risks that have been identified by the RFP Item 12.a. - Page 22 - 8 - and additional risks that the team has identified and state how those risks will be mitigated. As part of the management plan, proposers shall include a proposed project schedule and indicate critical dates and other information in sufficient detail for the City to determine if the time frames are reasonable. The management plan should be concise yet contain sufficient information for evaluation by the City. Preliminary Project Schedule The following is the anticipated schedule of events for the project. This schedule is a preliminary schedule and should be further refined and modified by the proposer in accordance with the proposer’s management plan. x Issue RFP April 27, 2017 x Proposals due to the City by 5:00 PM June 2, 2017 x Top three (3) proposal interviews June 26, 2017 x Consultant selected July 7, 2017 x Award of contract July 25, 2017 x Project commencement August 2017 x Administrative draft Parking Study completed October 2017 x Administrative draft Master Plan completed December 2017 x City completes Draft CEQA review (MND) February 2018 x Public hearing draft Master Plan completed/MND released February 2018 x Traffic Commission April 2018 x Architectural Review Committee April 2018 x Planning Commission May 2018 x City Council adoption June 2018 Statement of Qualifications Each proposer shall include in the proposal a Statement of Qualifications (“SOQ”), a brief section that indicates the experience and qualifications of the firm, the project manager and other critical members of the team. It should describe what talents their team brings to the project, how their knowledge of the subject will provide benefit to the process, how the team has been successful in the past and how that relates to this project. The SOQ should include information on similar projects that have been completed by the firm, project manager and other team members. The SOQ should also include the experience and special qualifications that are applicable to this project and/or are part of the project specific selection criteria. Project Proposal Each project proposal shall address the following scope of work requirements. Scope of Work Please see Attachment 1 for a detailed guidance on the scope of work for the Parking Study and Master Plan. Note that consultants are encouraged to use this as guidance only, and other creative organizational frameworks that accomplish these tasks more efficiently and cost- effectively are highly encouraged. Item 12.a. - Page 23 - 9 - Budget Provide a proposed budget identifying each task, projected hours for completion, and staff and hourly rates. Final Scope of Work The Final Scope of Work document shall be negotiated and executed prior to the start of work. Should the City and consultant be unable to come to a negotiated agreement, the contract may be negotiated and awarded to the second highest scoring proposal. V. Selection Criteria for Professional Services The following criteria will be used in ranking each of the proposers. The proposer that is ranked the highest will represent the best value for the City. The criteria are not listed in any particular order. The City will consider all criteria in performing a comprehensive evaluation of each proposal. Weights have been assigned to each criterion in the form of points. A. Past Performance Rating (10 Points). Each proposer will be given a past performance rating. The rating will be based on the performance of the proposer in completion of the three previous projects as submitted with the proposal. B. Project Proposal (45 Points). The merits of each proposal will be evaluated by the City in relation to the following: 1. Apparent understanding of the Project Description – How well has the proposer demonstrated a thorough understanding of the issues and concerns embodied in the Project Description? 2. Comprehensiveness of the response to the RFP – Has the proposal properly addressed each of the requirements and suggestions identified within the RFP, and paid adequate attention to each element? 3. Creativity and Professionalism – Has the proposer demonstrated both creativity and a professional approach to addressing the issues and needs identified in the RFP? Are the proposals realistic and attainable? C. Strength of Team and Management (25 Points). Based on the proposals, the interview, and management plan, the City shall evaluate the expertise and experience of the proposer and the project lead as it relates to the project in size, complexity, quality, duration, etc. Consideration will also be given to the strength brought to the proposal by critical consultants including how they were selected and the success the proposer has had in the past with similar projects. D. Schedule and Budget (10 Points). The proposer’s schedule will be evaluated as to how well it meets the objectives of the project. The proposer shall identify in the project schedule all major work items with start and stop dates that are realistic and critical. The completion dates shown on the schedule will be used in the contract. A Critical Path or similar schedule approach is preferred. The proposed budget will also be a consideration in the selection, although it is recognized that if the consultant proposes a more ambitious scope of work Item 12.a. - Page 24 - 10 - that more clearly meets City objectives, the overall efficiency and logic of the tasks as proposed will also be considered in the context of the budget. E. Local Knowledge (10 Points). The proposer’s knowledge of the local and regional plans for the area and their past involvement with jurisdictions in the area will be evaluated as to how well issues of the area are known. TOTAL POSSIBLE: 100 POINTS VI. Selection The City shall make the final consultant selection based on the above criteria. VII. Form of Agreement At the conclusion of negotiations, the selected consultant will be required to enter into a Consultant Services Agreement. VIII. Licensure The consultant shall comply with and require its subconsultants to comply with the license laws of the State of California. Item 12.a. - Page 25 ATTACHMENT 1 SCOPE OF WORK GUIDANCE DOCUMENT EAST GRAND AVENUE MASTER PLAN The following provides direction for developing the scope of work for the parking study and Master Plan. The specific work tasks shown below are intended to provide guidance in preparing the proposal. Consultants are encouraged and expected to respond to this RFP with a proposal that could include reorganized tasks, modified tasks, further defined task details, and a work plan and approach necessary to accomplish each task and do so in accordance with the previous direction as stated in the RFP. Parking Study Task 1 – Existing Conditions, Data Collection and Analysis 1.1 Project Initiation The Consultant will meet with City staff to kickoff project, review and refine project schedule, and identify available data relevant to the project, including available base maps. 1.2 Collect Available Data The Consultant will work with City staff to identify and collect available data, reports, and studies related to parking within or related to the study area. This step will allow the team to identify existing data and document the current policy and regulatory framework for on-and off-street parking. 1.3 Parking Policy Review The Consultant will analyze existing parking management policies, enforcement practices, development standards, or other relevant tactics employed in the City that would influence or be influenced by a new parking management program that could be applied to the Master Plan. This evaluation should include: x Current methods of parking supply and demand management, including parking fee/rate structure, permit programs, hours of operation, time limits, on-street parking regulations and times, restrictions, enforcement practices and procedures, signing, lighting and disabled parking; x Flexible parking requirements for uses that implement programs proven to reduce parking demand; x Shared and/or off-site parking, including potential incentives for developers to seek out appropriate shared parking opportunities; x Programs to increase the adequate provision of parking and reduce barriers to new development (such as parking assessment districts); Item 12.a. - Page 26 - 2 - x Bicycle parking requirements, as well as priority parking standards for small or fuel-efficient vehicles; x Meeting all state and federal requirements for parking that is accessible to persons with disabilities; and x Ideas of entitlement streamlining in order to expedite projects with parking schemes that help achieve City goals. 1.4 Document Existing Supply The Consultant will conduct a field survey of select example sites to determine and inventory the parking supply of differing development types, including on-street parking. This will include documenting the supply by space type, verifying the off-street parking spaces, and marking the presence of disabled spaces or other markings. 1.5 Peak Period Count The Consultant will conduct targeted occupancy studies to produce parking utilization data. Parking occupancy counts will be conducted during “peak-hour” on one (1) typical weekday and on one (1) typical Saturday on all on- and off-street public and private spaces in the Master Plan area. This count will allow the Consultant to determine the demand for parking during those times. In the event that, depending on the project schedule, data collection efforts miss the peak usage periods, it may be necessary to use a combination of other data sources and adjustment methodologies to account for peak demand. These may include, but not be limited to: x ULI’s Shared Parking seasonal adjustment methodology; x Selected land uses from the ITE Parking Generation manual; x Seasonal parking data from neighboring jurisdictions; x Sales tax receipts; x Transient Occupancy Tax revenue; and x Hotel occupancy rates. 1.6 Analysis of Parking System Performance The Consultant will conduct a comprehensive analysis of the parking data. Parking utilization and turnover rates and patterns will be analyzed to assess the capacity for the existing supply to meet current demand. Importantly, the Consultant will develop a comprehensive list of all land uses within the select example sites using the most current land use data available. Using this information, the Consultant will conduct an objective assessment of actual parking usage during a “typical” day for the study areas. Item 12.a. - Page 27 - 3 - Task 2 – Future Parking Demand 2.1 Establish Development Scenarios The Consultant will work with City staff to use the City’s land use regulations, current development plans, future number of employees, and upcoming development proposals to establish two (2) growth scenarios, including the short-term (over the next 1-4 years) and medium-term (over the next 5-10 years). These growth scenarios are to be translated into average annual land use and expansion growth rates (i.e. 25 new residential units per year; 3,000 square-feet of general office per year, 200 new employees per year, etc.) that can be used as a basis for the demand projections as they relate to the Master Plan area. 2.2 Identify Development Scenario Parking Surplus or Deficit The Consultant will use all appropriate data sources, resources, and existing parking performance findings to project future demand. As parking supply expansion represents a large investment for the City and property owners, accounting for projected parking demand, economic factors and community interests shall be considered, and the point at which parking expansion becomes necessary is an important metric to identify. Task 3 – Parking Standard Recommendations 2.3 Based on the findings of Tasks 1 and 2, the consultant will provide recommendations to modify the current parking ordinance, or to include in the Master Plan, as necessary. Additionally, parking demand strategies and solutions to address current and future parking demands, including consolidated parking facilities, joint use or shared parking, peak period parking strategies, and bicycle parking management shall be considered and recommended to the City. Master Plan The consultant shall provide all required labor, equipment, tools, and facilities necessary to complete the required work, potentially including but not limited to the following organizing concept: TASK 1.0 Project Initiation The consultant shall hold an organization and initial meeting with City staff, community stakeholders, and other concerned organizations to collect available data and published materials, establish schedules, and establish communication channels with various stakeholders and other agencies. TASK 2.0 Existing Conditions Evaluation The consultant shall evaluate existing relevant conditions and issues to the extent necessary, such as land use and development within the Master Plan area, recent approved develoments and growth, parking (as analyzed in the parking study), as well as review existing Design Item 12.a. - Page 28 - 4 - Guidelines and Standards and Enhancement Plans. The existing conditions evaluation shall be included as a chapter in the Master Plan. TASK 3.0 Economic Analysis The consultant shall complete a real-estate market study to aid in the estimation of amount of development to occur in the next 10 to 25 years. This study should then be related to the development potential of land already zoned for development in the East Grand Avenue Master Plan area, and should consider past growth in the City, existing barriers or incentives to economic development, as well as the experience of similar communities with mixed use areas. TASK 4.0 Public Participation Program The consultant shall coordinate with City staff to create an effective public participation approach that will engage the community with proven approaches for finding consensus among stakeholders, which is essential to policy development as well as to long-term implementation of the Plan. The public participation program should be developed in light of existing planning documents previously developed, including the Design Guidelines and Standards for the Plan area and the East Grand Avenue Enhancement Plan. The public participation may include the following items: public meetings for obtaining public input, feedback, and information exchange; project website for public information (with assistance of City staff), education, and feedback; media releases to newspapers, radio, television, and online/social media sources; media publicity communications, such as developing local interest articles; GIS mapping and high quality graphics for public presentation. All meetings will be held in facilities accessible to all Arroyo Grande residents. The public outreach efforts should be designed to include a broad range of interested organizations and individuals. TASK 5.0 Prepare Draft Master Plan The consultant shall the Draft Master Plan. The Master Plan may be structured in many ways, but could include chapters that address the following: x Background and Policy Framework x Master Plan Area Form and Character x Relationship to City Infrastructure Planning x Implementation, including Development Incentives and Other Planning Tools x Plan Administration As appropriate, and as needed to augment the General Plan, the Master Plan should include goals, objectives, and policies (GOP), as well as subarea design concepts (if suggested by the consultant) leading to the completion of an Administrative Draft for staff review and comment. Item 12.a. - Page 29 - 5 - Additionally, the consultant shall prepare a Public Hearing Draft that addresses staff comments. All public hearing notices shall be prepared by the consultant. City staff will be responsible for reviewing and publishing public notices. TASK 6.0 Final Master Plan Following approval by City staff, the consultant will present the Final East Grand Avenue Master Plan to the City of Arroyo Grande Traffic Commission, Architectural Review Committee, Planning Commission, and City Council for their consideration, approval, and adoption. TASK 7.0 Written Recommendations for Code Amendments Upon final adoption of the Plan, the consultant shall provide staff with written recommendation on modifications or amendments to the Development Code (as necessary), in order to ensure consistency with these documents and aid in implementation of the Master Plan. Item 12.a. - Page 30 Page 11 EXHIBIT B – CONSULTANT’S PROPOSAL Item 12.a. - Page 31 CREATINGENVIRONMENTSPEOPLEENJOY®Proposal Prepared for the City of Arroyo GrandeEAST GRAND AVENUE MASTER PLANJune 2, 2017Item 12.a. - Page 32 RE: EAST GRAND AVENUE MASTER PLAN Dear Matt, With the changes in the economy and commercial market over the last several years, it is timely to take a fresh look at the East Grand Avenue corridor and plan for its future. This undertaking is of great interest to our team—it is exactly the type of work RRM Design Group’s Urban Revitalization group specializes in and it’s in our backyard. We’re energized and eager to create a Master Plan document that maximizes East Grand Avenue’s potential, is supported by the community, and is realistic. To ensure success, we would draw upon our strengths, experience, and passion in taking the following steps: START WITH THE COMMUNITY Engaging community members who utilize East Grand Avenue and are vested in this area of town will be a key component to a Master Plan that is supported by all. Community outreach is an area where RRM thrives; we are devoted to community–based planning that engages the public in a meaningful way and produces a vision that all embrace. Our team is intimately familiar with Arroyo Grande, the politics, and the active community members. We know how to work with a community and translate their ideas into workable solutions. UNDERSTAND SMALL TOWN SENSITIVITY RRM recognizes the unique nature of working in small towns. We’ve been rooted in a small town from day one; working hard to better small communities around California is a principle of our practice. We know how to balance the challenges of retaining your small-town character and creating distinct sub-area districts, with a unique character for East Grand Avenue that will stimulate redevelopment. FOCUS ON IMPLEMENTATION )RUPRUHWKDQ\HDUVDVDPXOWLGLVFLSOLQDU\SODQQLQJDQGGHVLJQÀUP550·V planners, architects, landscape architects, and engineers have worked extensively and equally with both public and private sector clients (about 50% public and 50% private). This balance of practice means that we’re able to understand issues and solutions from both sides of the table. It’s this perspective that makes also our Master Plans creative, yet realistic, and implementation-oriented. CREATE INNOVATIVE PARKING SOLUTIONS For the East Grand Avenue Master Plan we have teamed with W-Trans, a premier SDUNLQJDQGPRELOLW\ÀUPIURPWKH%D\$UHD+DYLQJZRUNHGZLWK:7UDQVIRU more than 20 years, we have watched as they educate communities and review bodies while building consensus in a compelling way. They are creative thinkers who understand how parking and mobility directly affect the built environment. June 2, 2017 Matt Downing, AICP Planning Manager City of Arroyo Grande 300 East Branch Street Arroyo Grande, CA 93420 CREATING ENVIRONMENTS PEOPLE ENJOY® www.rrmdesign.com 3765 South Higuera St., Ste. 102, San Luis Obispo, CA 93401 p: (805) 543-1794 f: (805) 543-4609 Item 12.a. - Page 33 CREATING ENVIRONMENTS PEOPLE ENJOY® ATTRACT INVESTMENT :HKDYHDOVRWHDPHGZLWK.RVPRQW&RPSDQLHVDÀUPWKDWVSHFLDOL]HVLQPDUNHW analyses and the art of responding to a changing commercial market in a way that will attract investment and redevelopment+DYLQJUHFHQWO\ZRUNHGLQ Arroyo Grande, Kosmont is familiar the issues and opportunities to be addressed on the East Grand Avenue Corridor. :HKRSH\RX·OOÀQGRXUSURSRVDOFRQYH\VRXUHQWKXVLDVPDQGTXDOLÀFDWLRQVIRU your project. We appreciate your consideration and look forward to engaging in the next steps of your selection process. Sincerely, RRM Design Group Debbie Rudd, LEED AP Principal RRRMMMMM Design Group Debbie Rudd,d,d,d,d,d,,,,,d,,,,,,d,d,,d,,,d,d,d,,,,d,,,d,d,d,d,,,,d,d,d,,,,,,,,,,,,,,,,,,,,LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLEEED AP P Pi ipl Item 12.a. - Page 34 OUR PHOTOGRAPHS: $OORIWKHSKRWRVLQWKLVGRFXPHQWIHDWXUH550'HVLJQ*URXSSURMHFWVSKRWRVRIZKLFKDUHRZQHGDQGFRS\ULJKWHGE\RXUÀUP There are no stock photos or images of any kind used in this proposal. ABOUT RRM DESIGN GROUP: 3765 South Higuera St., Ste. 102 • San Luis Obispo, CA 93401 p: (805) 543-1794 f: (805) 543-4609 • w: rrmdesign.com California corporation • Leonard Grant, Architect C26973 • Jerry Michael, PE 36895, LS 6276 • Jeff Ferber, LA 284 The written and graphic materials contained in this proposal are the exclusive property of RRM Design Group. The unauthorized use of any portion of these text or graphic materials without RRM’s prior written consent is expressly prohibited. ©2017 RRM Design Group PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN TABLE OF CONTENTS Section Name 1 Past Performance and References 2 Management Plan 3 Preliminary Project Schedule 46WDWHPHQWRI4XDOLÀFDWLRQV 5 Project Proposal Page 1 9 13 17 49 Item 12.a. - Page 35 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 1 352-(&73+272 Old Town Calabasas Streetscape Section 1 PAST PERFORMANCE AND REFERENCES East Grand Avenue Master Plan Item 12.a. - Page 36 2 Jefferson StreetJackson StreetR a i l r o a d A v e n u e Polk StreetTruman AveKennedy StAdams StreetMcKee StreetMcDowell Street Washington Street Ford StreetJefferson StreetJackson StreetR a i l r o a d A v e n u e Polk StreetTruman AveKennedy StAdams StreetMcKee StreetMcDowell Street Washington Street Ford Street COMMUNITY PLANBOUNDARYNBOUNDARYNITY PLAN BOUNDARY COMMUNITY PLAN BOUNDARY NITY PLAN BOU COMMUNITY PLAN BOUNDARY NBOUNDARYCOMMUNITY PLANBOUNDARYSTOP STOP STOP STOP STOP StreetStreetSanta Fe AvenueSanta Fe AvenueSTOP STOP Savana RoadSavana Road Santa Fe ASanta Fe ALe GrandLe Grand Brice StreetBrice Street Murdock StreetMurdock Street Marshall StreetMarshall Street Woodrow StreetWoodrow Street Ogle AvenueOgle AvenueWilson StreetWilson StreetMadison StreetMadison StreetMonroe StreetMonroe StreetFillmore CtFillmore Ct TaftTaftChapmanChapmanCOMMUNITY PLANBOUNDARYCOMMUNITY PLANBOUNDARY Road Road Hainline AvenueHainline Avenue MERCED COUNTY COMMUNITY PLANS MERCED COUNTY, CA NOTABLE INFO AND STATS: Client: Merced County Project Timeline: 2010-present RRM SERVICES PROVIDED: Planning REFERENCE: Mark Hendrickson, Director of Planning (209) 385-7654 mhendrickson@co.merced.ca.us RRM has a longstanding relationship with Merced County. +DYLQJSUHSDUHGDVHULHVFRPPXQLW\SODQVLQWKHHDUO\V LQFOXGLQJWKHDZDUGZLQQLQJ+LOPDU&RPPXQLW\3ODQWKH County has once again partnered with RRM to prepare community plans for the rural agricultural communities of Planada, Le Grand, and Winton. RRM facilitated community-wide workshops, coordinated with Public Works to improve pedestrian walkability, worked with Community Service Districts to analyze circulation infrastructure demands, and prepared three tailored documents, each with their own unique vision, to ensure that future development UHÁHFWVHDFKFRPPXQLW\·VGLVWLQFWLYHFKDUDFWHU SECTION 1 | Past Performance and References Item 12.a. - Page 37 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 3 COMMUNITY PLAN Le GrGrLe GrandLGrLLGrLL ADMINISTRATIVE DRAFT 12-2-2016 51 circulation Chapter Five LE GRAND COMMUNITY PLAN 5.1.3 Local Roads Local roads comprise a majority of the circulation network in Le Grand. Historically, local road sections varied depending on the types of land use they served. In general, local residential roads support lower traffic volumes. Any new local road constructed within Le Grand should support a walkable community, while still serving local traffic. Figure 5.9 illustrates the typical local road section used by the County of Merced and adopted as part of its current Improvement Standards. This section indicates the minimum improvements that will be accepted for a new local road in Le Grand, with 10-foot wide travel lanes, 4.5-foot wide sidewalks, and 2-foot, 7-inch wide gutters. However, existing road sections vary significantly. LOCAL ROADS PROPOSED IMPROVEMENTS 1. Provision of 4.5-foot wide sidewalks as indicated in Figure 5.9 and provided in conjunction with proposed residential development. Potential priority sidewalks shall be installed first. 2. Provision of section enhancements (e.g. landscaping, parking, and bike lanes) by developers with County approval. 58’ 10’ 5’ 10’8’ 2’ 7” 5’ Planter 4’ 6” Sidewalk Planter 4’ 6” SidewalkTravel Lane ROW Varies Travel Lane Curb/Gutter Parking Parking 2’ 7”Curb/Gutter 8’ FIGURE 5.9 MERCED COUNTY LOCAL ROADWAY SECTION ϱ 17LE GRAND COMMUNITY PLAN 3.1 Community Vision Serving as a guide for directing and coordinating planning decisions and physical change within Le Grand, the Community Plan defines the desired character and quality of development. The goals, policies, and implementation actions in this Community Plan define the manner in which Le Grand’s priorities and vision are to be achieved. The following vision statement was prepared as a result of the community outreach process. Le Grand Community Vision Statement 2035 Le Grand has successfully retained its historic character of a small farming community while providing significantly improved employment, housing, retail, and recreational opportunities for its residents. New housing has developed close to existing schools and new local roads, sidewalks, and trails have improved neighborhood linkages. A healthy mix of retail, offices, and housing has developed in the downtown area and local employment has increased through development of vacant industrial and commercial land. vision and guiding principles Chapter Three Past Performance and References | SECTION 1 Item 12.a. - Page 38 4 PISMO BEACH DOWNTOWN CORE VISION, GOALS, AND STRATEGIC PLAN PISMO BEACH, CA NOTABLE INFO AND STATS: Client: City of Pismo Beach Project Timeline: 2013-2014 RRM SERVICES PROVIDED: Planning REFERENCE: Jon Biggs (former Pismo Beach Community Development Director) (650) 947-2635 | jbiggs@losaltosca.gov RRM Design Group prepared a vision and strategic plan that will serve as a roadmap for future development in Pismo %HDFK VGRZQWRZQFRUH7KHSURMHFWUHTXLUHGH[WHQVLYH public outreach, including stakeholder interviews and a series of interactive public meetings and workshops. Through these workshops, RRM was able to establish a clear vision by using design solutions that maintain Pismo’s classic eclectic coastal community feel. Pismo Beach Downtown Strateg i c P l a n Greeting s fr o m November 2014 SECTION 1 | Past Performance and References Item 12.a. - Page 39 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 5 “Thank you for all your hard work and efforts at making this an award-winning plan for the community – it has certainly set a direction for the downtown and will help guide us long into the future.” -------- Jon Biggs, Former Community Development Director, City of Pismo Beach Past Performance and References | SECTION 1 Item 12.a. - Page 40 6 Outdoor Dining Patio Loading Parking Parking Parking Parking Parking Shadelands Green Water Feature Parking Parking Gateway Feature YGNACIO VALLEY ROAD OAK GROVE ROADNORTH VIA MONTE SHADELANDS DRIVE Health ClubSenior Housing (3 Story) Grocery Store Mid-Size Retail Small Retail Small Rest. Small Ret. Small Rest. Small Retail Sit-Down Rest. Office Over Retail/ Small Retail/ Small Rest. SHADELANDS GATEWAY SPECIFIC PLAN WALNUT CREEK, CA NOTABLE INFO AND STATS: Client: City of Walnut Creek Project Timeline: 2011-2014 RRM SERVICES PROVIDED: Planning, Civil Engineering REFERENCE: Ethan Bindernagel, AICP, Economic Development Manager (925) 943-5899 x 2250 bindernagel@walnut-creek.org 550DQG:7UDQVZHUHUHWDLQHGWRSUHSDUHD6SHFLÀF3ODQ General Plan Amendment, and Rezoning for a strategically located 25-acre parcel owned by Safeway Stores, Inc. at the strategic eastern gateway to the city. This project involved VLJQLÀFDQWSXEOLFRXWUHDFKZRUNLQJZLWKDQDSSRLQWHG steering committee to develop a mixed-use plan for a pedestrian-oriented project that will serve the neighborhood while preserving mature oak trees and providing open space. 7KHSURMHFWLVH[SHFWHGWRUHYLWDOL]HWKH6KDGHODQGV%XVLQHVV Park, one of the main employment centers of the community. Loading P NORTH VIAMONTEGrocery Store Small Retail SPECIFIC PLANSHADELANDS GATEW A Y ADOPTED JUNE 2014 Resolution No. 14-3 1 g SECTION 1 | Past Performance and References Item 12.a. - Page 41 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 7 “Redevelopment of the Safeway site was a highly- visible, politically charged, labor-intensive project... RRM Design Group exhibited dexterity and the utmost professionalism throughout.” -------- Ethan Bindernagel, AICP, Senior Planner, City of Walnut Creek Past Performance and References | SECTION 1 Item 12.a. - Page 42 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 9 PROJECT3+272 Atascadero Streetscape Section 2 MANAGEMENT PLAN East Grand Avenue Master PlanItem 12.a. - Page 43 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 11 MANAGEMENT PLAN The selected project team members were chosen because of their extensive experience managing and completing similar work efforts. Josh Cross will be your project manager, working closely with Debbie Rudd as the principal-in-charge. Josh will serve as your day-to-day point-of-contact and will ensure the project LVRQWLPHDQGRQEXGJHW+HLVTXLFNWRUHVSRQGWRHPDLOVDQGLVKDSS\WRSURYLGHKLVFHOOSKRQHIRUHYHQ quicker text message communication. At the beginning of this project, we will focus on capturing a clear GLUHFWLRQRQÀQDOGHOLYHUDEOHVDQGHQGSURGXFWVHVWDEOLVKLQJDVKDUHGXQGHUVWDQGLQJRIWKHSURMHFWZLWK the City and all subconsultant team members. Providing an essential project road map, Josh will prepare a critical path schedule, and will monitor and update it regularly, keeping the team on time throughout the process. ,QPDQDJLQJDVFKHGXOH-RVKÀQGVLWKHOSIXOWRHVWDEOLVKPXWXDOO\DJUHHDEOHWLPHO\WXUQDURXQGUHYLHZ periods. One helpful approach that worked for Josh in Camarillo is for the City to provide one redlined, marked-up version of comments from its staff so that all comments are reconciled and the revision process is expedited. For Merced County, Josh facilitated reccurring, bi-weekly phone calls to discuss issues, review progress, and develop short and long-term action items. This approach helped keep the project on budget because he was able to assess upcoming workloads, deadlines, and remaining budget for each scoped item. Debbie will serve as the principal-in-charge. She has a hands-on management style and enjoys collaborating in a team environment to ensure issues are well-vetted and fully addressed. In addition, Debbie will be at all public meetings and review product deliverables for quality control purposes prior to City submittals. While Josh will be your primary point-of-contact and serve as your project manager, there is a large pool of UHVRXUFHVWRGUDZXSRQWKDWPD\SURYHYDOXDEOH550'HVLJQ*URXSLVDÀUPWKDWLV • Organized with architects, planners, urban designers, landscape architects, and civil engineers under one roof. This helps with both budget and schedule. • &RPSRVHGRIH[SHUWVLQERWKSUHSDULQJXVHUIULHQGO\PDVWHUSODQVVSHFLÀFSODQVDQGGHVLJQ guidelines, streetscape and urban plaza designers, and architects focusing on mixed-use, housing and transit-oriented developments. • Adept at working constructively and positively with public staff and private applicants and their design professionals to yield a higher quality design for their projects. • Experienced with working with our subconsultants, W-Trans and Kosmont, and able to collaborate with them regularly to keep the project moving. Depending on the type of assignment and project needs, a range of key staff are available to spearhead VSHFLDOW\DUHDVDVLGHQWLÀHGEHORZGHVFULEHGLQSURYLGHGVWDIIUHVXPHVDQGVKRZQLQWKHSURSRVHG organization chart. • Matt Ottoson – Associate Planner - Land Use Planning, GIS • Scott Martin, LEED AP – Project Architect – Urban Design/Architecture • Chris Dufour, ASLA – Landscape/Streetscape Designer – Urban Design/Public Spaces • Robert Camacho, Civil Engineer – Streetscapes, Infrastructure Management Plan | SECTION 2 Item 12.a. - Page 44 12 RISK MANAGEMENT We have outlined some of the project risks and issues in the understanding section of this proposal, and included a summary below. OUTREACH $UUR\R*UDQGHKDVDQDFWLYHDQGYRFDOFRPPXQLW\%HUU\*DUGHQVQHLJKERUKRRGZLOOEHvery interested in this effort and can be helpful if meaningfully involved. We will give residents and business owners the opportunity to voice their concerns early and continuously throughout the process and translate their input into solutions. We have proposed to conduct stakeholder interviews, focus group meetings, and pop-up workshops early as an effective means to uncover issues and involve the community at the start. Early FRQVXOWDWLRQZLWKUHVLGHQWVDQGVWDNHKROGHUVLVLPSRUWDQWIRUDVPRRWKDQGHIÀFLHQWSURFHVV Pop-up workshops help the team reach less vocal community members who do not tend to attend meetings and workshops. These approaches reduce potential surprises that can add costs, cause delays, and dilute consensus. Involving Council and Planning Commissioners early in the process will also help the team begin with a solid understanding of individual concerns and issues of the review bodies. ECONOMICS The post-recession economy continues to evolve and foreseeing market trends can be risky. Currently on the Central Coast, we see a high demand for housing, especially multifamily units and affordable housing. We see the size of commercial footprints shrinking and the demand for quasi-public outdoor spaces increasing. We also see an increase in hospitality services and tourist-friendly facilities. Of course, these WUHQGVFDQTXLFNO\IDGH7KLVLVZK\HQVXULQJWKH0DVWHU3ODQ VEXLOWLQÁH[LELOLW\LVNH\WRWKHFRUULGRU·V VXFFHVV$OORZLQJIRUDZLGHUDQJHRIODQGXVHVHQKDQFLQJÁH[LELOLW\LQGHYHORSPHQWVWDQGDUGVHVSHFLDOO\ parking), and encouraging high-quality architecture will ensure that both developers and the community are FRPPLWWHGWRLPSOHPHQWLQJWKHYLVLRQRI(DVW*UDQG$YHQXH·VLQÀOODQGUHGHYHORSPHQW PARKING One risk in a developing a parking strategy is not engaging the stakeholders at key stages of the plan development. Ultimately, the City Council will review a plan, but adoption of that plan typically requires stakeholder support. Another risk is the consideration of future technology. Transportation and parking planning are entering an era of technology disruption, with companies like Uber and Lyft competing with taxis, and apps such as Waze and Google Maps providing motorists with alternate route choices. Also, autonomous vehicles are emerging to a greater extent every year. All of these factors are altering the mobility landscape. +RZWRSODQIRUDEVRUSWLRQRIWKHVHWHFKQRORJLHVLVDFKDOOHQJHLQWHUPVRIURDGZD\DQGSDUNLQJVSDFH SODQQLQJ*LYHQWKHSRWHQWLDOUDQJHRIWKLVFKDQJHWKH&LW\VKRXOGFRQVLGHUSROLFLHVWRGD\WKDWUHÁHFWWKH community’s values, then further policies and design guidelines that allow for adaptive reuse or changing of facilities to accommodate these changes, if desired. Finally, changing parking standards can be alarming to commercial businesses and to adjacent QHLJKERUKRRGV+DYHDVWURQJSDUNLQJFRQVXOWDQWZKRLVFRPSHOOLQJDQGDG\QDPLFVSHDNHUZLOOEHNH\WR educating and helping people understand parking today. SECTION 2 | Management Plan Item 12.a. - Page 45 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 13 PROJECT3+272 Fontana Facades Section 3 35(/,0,1$5<352-(&76&+('8/( East Grand Avenue Master PlanItem 12.a. - Page 46 15City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLANTask 1: PROJECT INITIATION AND SITE TOURTask1.1:ProjectInitiationandSiteTourTask 2: DUE DILIGENCE AND BASE MAPPINGTask2.1:DueDiligenceandBaseMappingTask 3: EXISTING CONDITIONS EVALUATIONTask3.1:ExisitngConditionsEvaluationTask 4: PARKING STUDYTask4.1:ParkingStudyTask 5: ECONOMIC ANALYSISTask5.1:EconomicAnalysisTask 6: PUBLIC PARTICIPATION PROGRAMTask6.1:ProjectBrandingandOutreachMaterialsTask6.2:StakeholderInterviews/FocusGroupMeetingsTask6.3:PopͲUpWorkshopsTask 7: ADMINISTRATIVE DRAFT MASTER PLANTask7.1:AdministrativeDraftMasterPlanTask 8: SCREENCHECK DRAFT MASTER PLANTask8.1:ScreencheckDraftMasterPlanTask 9: PUBLIC REVIEW DRAFT MASTER PLANTask9.1:PublicReviewDraftMasterPlanTask 10: PUBLIC WORKSHOP/OPEN HOUSETask10.1:PublicWorkshop/OpenHouseTask 11: APPROVAL PROCESSTask11.1:TrafficCommissionMeetingTask11.2:ArchitecturalReviewCommitteeMeetingTask11.3:PlanningCommissionHearingsTask11.4:CityCouncilHearingTask 12: FINAL MASTER PLANTask12.1:FinalMasterPlanTask 13: WRITTEN RECOMMENDATIONS FOR CODE AMENDMENTSTask13.1:WrittenRecommendationsforCodeAmendmentsTask 14: PROJECT MANAGEMENTTask14.1:ProjectManagementDĞĞƚŝŶŐdĂƐŬĚƵƌĂƚŝŽŶMarchAprilMayJuneEast Grand Avenue Master PlanProject ScheduleJune 2, 201720172018AugustSeptemberOctoberNovemberDecemberJanuaryFebruaryPROPOSED TIMELINEPreliminary Project Schedule | SECTION 3Item 12.a. - Page 47 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 17 PROJECT3+272 Fresno Uptown Arts District Section 4 STATEMENT OF QUALIFICATIONS East Grand Avenue Master PlanItem 12.a. - Page 48 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 19 FIRM PROFILE | RRM Design Group RRM exists because we love creating environments people enjoy. That is what got us into the business over 40 years ago, and it is why we continue to thrive today. Our architects and landscape architects, engineers, surveyors, and planners work with our clients and their communities to create the parks our children play in, the roads we drive down on our way to work, the neighborhoods we come home to, and WKHÀUHVWDWLRQVWKDWNHHSRXUFRPPXQLWLHVVDIH Our work culture emphasizes collaboration, IUHTXHQWFRPPXQLFDWLRQDQGDFFHVVLELOLW\:H UH a close partner with our clients, helping them understand and navigate through the project lifecycle. Whether your project is public or private, commercial or residential, we listen, we design, and we deliver. On time. On budget. Since 1974. PERSONNEL BY DISCIPLINE 122 professionals on staff at RRM Design Group in 7 core disciplines: Architecture Landscape Architecture Support StaffPlanning Civil Engineering Structural Engineering Surveying 7UDIÀF Engineering 19 California Licensed Architects 9 California Licensed Civil Engineers 2 California Licensed Structural Engineers &DOLIRUQLD/LFHQVHG7UDIÀF(QJLQHHU 11 California Licensed Landscape Architects &HUWLÀHG3ODQQHUV 3 Licensed Surveyors 23 LEED® Accredited Professionals 1 Congress for New Urbanism Accredited Professional 21 Architecture Designers 10 Engineering Designers 21 Planning and Landscape Architecture Designers 3 Survey Technicians 21 Administrative Staff CREATING ENVIRONMENTS PEOPLE ENJOY® SAN LUIS OBISPO 3765 South Higuera St., Ste. 102 San Luis Obispo, CA 93401 p: (805) 543-1794 f: (805) 543-4609 SANTA BARBARA 10 East Figueroa St., Ste. 200 Santa Barbara, CA 93101 p: (805) 963-8283 f: (805) 963-8184 SAN JUAN CAPISTRANO 32332 Camino Capistrano Ste. 205 San Juan Capistrano, CA 92675 p: (949) 361-7950 f: (949) 361-7955 SAN LEANDRO 123 Estudillo Ave., Ste. 200 San Leandro, CA 94577 p: (510) 751-4910 f: (510) 686-8831 FIELD OFFICES San Diego, Palm Desert, El Segundo, Fresno WEBSITE www.rrmdesign.com ϔ | SECTION 4 Item 12.a. - Page 49 20 MATT OTTOSON Planner SCOTT MARTIN AIA, LEED AP Architect W-TRANS Mark E. Spencer, PE KOSMONT COMPANIES .HQ.+LUD RINCON CONSULTANTS Richard C. Daulton Optional subconsutlant, if needed CHRIS DUFOUR LEED AP Streetscape Designer/ Landscape Architect ROBERT CAMACHO PE Civil Engineer DEBBIE RUDD, LEED AP PRINCIPAL-IN-CHARGE JOSH CROSS, LEED AP PROJECT MANAGER CITY OF ARROYO GRANDE RRM DESIGN GROUP SUBCONSULTANTS PLANNING $5&+,7(&785( TRANSPORTATION /$1'6&$3($5&+,7(&785( ENGINEERING ECONOMICS ASSEMBLING OUR TEAM We have assembled a multidiscipline project team that, quite frankly, just enjoy working together. We think you will enjoy working with us too. We have fun, we are creative, and we take pictures of street furnishings, sidewalk cafés, and mixed-use buildings while on vacation. This collaboration has generated award winning GRFXPHQWVDQGVDWLVÀHGFOLHQWVDFURVV&DOLIRUQLD+RZHYHUZHGRQ·WGRWKLVDORQHZHQHHG\RXULQSXW your community’s input and your stakeholder input to broaden our team and expand our understanding of Arroyo Grande’s East Grand Avenue design challenges. Our team, your team, has the tools, experience, and understanding to craft a comprehensive, modernized document that includes straightforward prose and clear illustrations of design concepts. ENVIRONMENTAL SECTION 4 | ϔ Item 12.a. - Page 50 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 21 DEBBIE RUDD | LEED AP Debbie Rudd delivers decades of urban design experience with RRM Design Group, advancing projects from the early visioning and policy stages through to construction. She undertakes urban design plans and policy documents with a realistic approach that brings about implementation. As principal, the planning services manager, and a co-leader of the urban revitalization team, Debbie is well-versed in community, commercial and streetscape planning principles that maximize design, minimize costs, and materialize community consensus. She excels in public outreach, identifying public concerns and preferences and translating them into cutting-edge workable designs and policy documents that can be easily understood by the public and implemented by the City. MOST RELEVANT PROJECTS • Camarillo General Plan Community Design Element Update, Camarillo, CA • Gilroy Downtown Visioning &KDUUHWWH6SHFLÀF3ODQDQG Design Guidelines, Gilroy, CA • Huntington Beach Downtown 6SHFLÀF3ODQ+XQWLQJWRQ Beach, CA • Los Altos Downtown Vision and Economic Fiscal Analysis, Los Altos, CA • 0DULQD'RZQWRZQ6SHFLÀF3ODQ Marina, CA • Pismo Beach Downtown Core Vision, Goals and Strategic Plan, Pismo Beach, CA • 6DQWD0DULD'RZQWRZQ6SHFLÀF Plan and Design Guidelines, Santa Maria, CA • 6KDGHODQGV*DWHZD\6SHFLÀF3ODQ Walnut Creek, CA EDUCATION • Bachelor of Science, Interior Architecture/Space Planning, Kansas State University, Manhattan, KS ACCREDITATIONS • LICENSES • AFFILIATIONS • Leadership in Energy and Environmental Design Accredited Professional (LEED AP) • American Planning Association, No. 124878 • $PHULFDQ,QVWLWXWHRI&HUWLÀHG Planners • Morros Advisory Committee • 6ORYHQH1DWLRQDO%HQHÀW6RFLHW\ • LEED-ND Corresponding Committee • Economic Vitality Corporation - Building, Design and Construction Cluster CREATING ENVIRONMENTS PEOPLE ENJOY Project Role PRINCIPAL- IN-CHARGE With Debbie’s attention solidly focused on the East Grand Avenue Master Plan, she will facilitate creative outreach strategies and lend her expertise in preparation of the Master Plan. 29 YEARS OF EXPERIENCE 27 years with RRM Debbie excels at translating community concerns into workable designs ϔ | SECTION 4 Item 12.a. - Page 51 22 JOSH CROSS | LEED AP With a degree in City and Regional Planning from California Polytechnic State University, Josh strategically guides projects ranging from community SODQXSGDWHVWRVSHFLÀFSODQVDQGGHVLJQ guidelines. Since beginning his career with RRM Design Group in 2000, Josh has applied KLVWDOHQWVWRVSHFLÀFDQGPDVWHUSODQVVLWH planning and urban design, serving both public DQGSULYDWHFOLHQWV-RVK VDZDUGZLQQLQJ experience with design guidelines, combined with his ability to manage multi-faceted projects, ensures high-quality work products. RELEVANT PROJECTS • Balboa Village Design Guidelines, Streetscape Improvement Plan, and :D\ÀQGLQJ6LJQ3URJUDP1HZSRUW Beach, CA • %LJ%HDU9LOODJH6SHFLÀF3ODQ Update, Big Bear Lake, CA • Camarillo General Plan Community Design Element Update, Camarillo, CA • &ODUHPRQW9LOODJH:HVW6SHFLÀF Plan and Design Guidelines, Claremont, CA • Delhi and Planada Community Plan Updates, Merced County, CA • (DVW&RORUDGR%RXOHYDUG6SHFLÀF Plan, Pasadena, CA • HIlmar Community Plan Update, Merced, CA • Los Altos Downtown Vision, Los Altos, CA • Merced County Community Plans, Merced County, CA • Santa Clarita Community Character & Design Guidelines, Santa Clarita, CA • 7KRXVDQG2DNV%RXOHYDUG6SHFLÀF Plan, Thousand Oaks, CA EDUCATION • Bachelor of Arts, City and Regional Planning, California Polytechnic State University, San Luis Obispo, CA ACCREDITATIONS • LICENSES • AFFILIATIONS • Leadership in Energy and Environmental Design Accredited Professional (LEED AP) • LEED-ND Corresponding Committee • Habitat for Humanity - Community Development Committee • Boy Scouts of America, Eagle Scout and Cub Scout Pack 51 Committee Chair CREATING ENVIRONMENTS PEOPLE ENJOY Project Role PROJECT MANAGER As the project manager, Josh will establish a project baseline and develop strategies to resolve the City’s hot-topic issues. Experience 18 YEARS OF EXPERIENCE 17 years with RRM Josh brings balance to our team with a mix of planning experience that involves public and private sector clients SECTION 4 | ϔ Item 12.a. - Page 52 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 23 LINCOLN GATEWAY GENERAL DEVELOPMENT PLAN | Lincoln, CA Josh worked with the client to create a plan to guide development and implementation for three zones in an 18-acre mixed-use parcel. These zones generate an economically vibrant DQGDWWUDFWLYHFRPPHUFLDODQGRIÀFHFHQWHUDV well as a well-planned residential neighborhood that complements the form and character of the historic downtown core. PORT SAN LUIS MASTER PLAN | Avila Beach, CA Josh assisted with the preparation of policies and graphics to support expanded public access and use. Since adoption, the document has served as DWRROIRUWKHUHGHYHORSPHQWRI+DUERU7HUUDFH +DUIRUG/DQGLQJLPSURYHG59DQG%RDW3DUNLQJ development of the Coastal Gateway Meeting Facility, as well as guided improvements to pedestrian circulation. NORTH 40 SPECIFIC PLAN | Los Gatos, CA %RUGHUHGE\WZRIUHHZD\VDQGDPDMRUWKRURXJKIDUHWKH1RUWK6SHFLÀF3ODQ$UHDKDVEHHQLGHQWLÀHG as a prime location to offer transit oriented development. Josh assisted in the facilitation of advisory FRPPLWWHHZRUNVKRSVWRVWUDWHJL]HODQGXVHDOWHUQDWLYHVWKDWEDODQFHGWKHFRPPXQLW\ VGHVLUHVZLWK WKHJHQHUDOSODQSHUPLWWHGGHQVLW\-RVK VHIIRUWVKHOSHGWRSURGXFHDODQGXVHDOWHUQDWLYHWKDWFOXVWHUHG residential density and focused on providing mixed-use development within walking distance to transit stops. JOSH CROSS | Key Successes ϔ | SECTION 4 Item 12.a. - Page 53 24 MATT OTTOSON Since joining RRM in 2014, Matt has focused his efforts on writing clear and concise plans, designing high-quality, easy to understand maps and graphics, and providing exceptional client service. With a wide breadth of past experience working as a planner in the public sector, Matt’s knowledge of local governmental agencies’ approach to plans and policy documents, in conjunction with his ability to translate project needs into usable work products ensures delivery of workable plans that help communities achieve their goals. RELEVANT PROJECTS • Alhambra General Plan Update 2015, Alhambra, CA • Azusa TOD General Plan/ Development Code Update and 6SHFLÀF3ODQ$]XVD&$ • Carson On-call Design Review, Carson, CA • Downtown Transit-Oriented 'HYHORSPHQW6SHFLÀF3ODQ(O Monte, CA • Fremont Design Review, Fremont, CA • Goleta Zoning Ordinance and Local Coastal Program Update, Goleta, CA • Los Altos Downtown Vision, Los Altos, CA • Merced County Community Plans, Merced County, CA • 1RUWK6SHFLÀF3ODQ/RV Gatos, CA • Pismo Beach Downtown Core Vision, Goals and Strategic Plan, Pismo Beach, CA • Santa Clarita Design Review Services, Santa Clarita, CA EDUCATION • Master of Urban & Regional Planning, Emphasis in Land Use and Design, California Polytechnic State University, Pomona, CA • Bachelor of Arts, Geography, Emphasis in Environmental Analysis, CSU Fullerton, Fullerton, CA ACCREDITATIONS • LICENSES • AFFILIATIONS • American Planning Association (APA) • US Green Building Council (USGBC), Central Coast Chapter, Director CREATING ENVIRONMENTS PEOPLE ENJOY Project Role PLANNER Matt’s well-rounded experience makes him a key team player in the review and preparation of mapping graphics, zoning codes, web design, design review, and policy writing. Experience 6 YEARS OF EXPERIENCE 3 years with RRM Matt’s exceptional graphic skills and detailed eye will ensure work products exceed the City's expectations SECTION 4 | ϔ Item 12.a. - Page 54 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 25 CHRIS DUFOUR | LEED AP In his years with RRM’s Planning and Landscape Architecture Group, Chris has worked on a wide array of private and public projects. Chris is skilled in all project aspects, but has a special emphasis on the technical aspects involved in construction documents, cost estimation, bidding assistance and construction administration. Chris has performed on a variety of projects LQFOXGLQJ+HUPRVD%HDFK·V3LHU$YHQXH&DO3RO\0XVWDQJ6WDGLXP and the Tehachapi Downtown Master Plan. Chris’ technical skills are complemented by experience in large-scale irrigation design and water conservation. MOST RELEVANT PROJECTS • 25th Street Renaissance Streetscape, San Diego, CA • CRA/LA Panorama City Streetscape, Panorama City, CA • East Branch Street Streetscape Improvements, Arroyo Grande, CA • East Market Street Streetscape, Salinas, CA • El Camino Real Streetscape, Atascadero, CA • Leimert Park Streetscape, Los Angeles, CA • Maclay Avenue Streetscape, San Fernando, CA • Pine Knot Avenue and Village Drive Streetscape, Big Bear Lake, CA • Pismo Beach Pier Plaza and Price Street Streetscape, Pismo Beach, CA • Port San Luis Master Plan Update, Avila Beach, CA • Santa Barbara Pedestrian Master Plan, Santa Barbara, CA • Tehachapi Downtown Master Plan, Tehachapi, CA • Visalia Master Plan, Visalia, CA EDUCATION • Bachelor of Science, Landscape Architecture, California Polytechnic State University, San Luis Obispo, CA ACCREDITATIONS • LICENSES • AFFILIATIONS • Landscape Architect , CA, 4993 • Leadership in Energy and Environmental Design Accredited Professional (LEED AP) CREATING ENVIRONMENTS PEOPLE ENJOY Project Role STREETSCAPE DESIGNER/ LANDSCAPE ARCHITECT Chris will apply his extensive landscape design experience and lead the design of public realm improvements including streetscapes and pedestrian amenities. Experience 18 YEARS OF EXPERIENCE 17 years with RRM A resident of Arroyo Grande, Chris's investment in improving the East Grand Avenue corridor is personal ϔ | SECTION 4 Item 12.a. - Page 55 26 SCOTT MARTIN | AIA, LEED AP Scott is a talented architect with a keen ability to be simultaneously LQQRYDWLYHDQGVHQVLWLYHWRFOLHQWV QHHGV+LVSURMHFWIRFXVDQGH[SHULHQFH is wide ranging; from illustration, master planning, urban design, needs assessments, design review, to the production and construction of facilities. Scott is a LEED Accredited Professional and has a high level of expertise in design and implementation of VXVWDLQDEOHVROXWLRQV6FRWW VXQLTXHUHODWLRQVKLS with both public and private clients gives him an understanding of the realities of development DQGWKHSULRULWLHVRIDFRPPXQLW\+HH[FHOVLQ working directly with owner and user groups to set project goals and priorities. Scott blends cohesive design solutions with his strong technical skills to bring the vision of a project to reality. RELEVANT PROJECTS • Camarillo General Plan Community Design Element Update, Camarillo, CA • Gilroy Downtown Visioning &KDUUHWWH6SHFLÀF3ODQDQG Design Guidelines, Gilroy, CA • Los Altos Downtown Vision and Economic Fiscal Analysis, Los Altos, CA • 0DUJDULWD$UHD6SHFLÀF3ODQ Affordable Housing, San Luis Obispo, CA • Mission Plaza Assessment and Master Plan, San Luis Obispo, CA • 1RUWK6SHFLÀF3ODQ Los Gatos, CA • Pismo Beach Downtown Core Vision, Goals, and Strategic Plan, Pismo Beach, CA • 6KDGHODQGV*DWHZD\6SHFLÀF3ODQ Walnut Creek, CA • Stanton Livable Beach Boulevard Mobility Plan, Stanton, CA • 7KRXVDQG2DNV%RXOHYDUG6SHFLÀF Plan, Thousand Oaks, CA EDUCATION • Bachelor of Architecture, California Polytechnic State University, San Luis Obispo, CA ACCREDITATIONS • LICENSES • AFFILIATIONS • Architect License, CA, C32348 • Leadership in Energy and Environmental Design Accredited Professional (LEED AP) • United States Green Building Council, California Central Coast Chapter (C4), Regional Council Board, 2008 - Present • Architecture for Humanity, Board Member, 2009 - Present • Atascadero Main Street Association, Design Committee Member, 2008 - Present CREATING ENVIRONMENTS PEOPLE ENJOY Project Role ARCHITECT As a licensed architect with a strong eye for detail, Scott will be instrumental in ensuring the Master Plan is implementable, FRQFLVHDQGUHÁHFWLYHRI the community’s desire for high-quality projects. Experience 15 YEARS OF EXPERIENCE 15 years with RRM Scott is an architect with a keen eye towards the principles of planning; his inclusion on our team means implementation considerations are at the forefront SECTION 4 | ϔ Item 12.a. - Page 56 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 27 ROBERT CAMACHO | PE Robert is a project engineer specializing in residential, commercial, multi- IDPLO\VLWHJUDGLQJXWLOLW\GHVLJQ&DOWUDQVSURMHFWVURDGZD\DQGÁRRG FRQWUROHQJLQHHULQJ+HKDVGRQHPXOWLSOH projects that not only exceed the governing agencies requirements, but also incorporate, as much as economically feasible, aspects of low-impact development (LID). Robert is knowledgeable in incorporating LID components and how they affect the overall project cost and aesthetics. Robert offers extensive experience working in San Luis Obispo, Pleasanton, Modesto, 7XUORFNDQG/RV%DQRV MOST RELEVANT PROJECTS • 25th Street Renaissance Streetscape, San Diego, CA • Burton Chace Park Master Plan, Marina del Ray, CA • Cherry Lane Feasibility Study, Arroyo Grande, CA • Courtland and Grand Avenue Construction Documents, Arroyo Grande, CA • CRA/LA On-Call Landscape Architecture Services, Los Angeles, CA • Lompoc Transit Transfer Center, Lompoc, CA • MINDBODY Site Improvements, San Luis Obispo, CA • Old Oak Park Subdivision, Arroyo Grande, CA • 0DULQD'RZQWRZQ6SHFLÀF3ODQ Marina, CA • Slauson/Overhill Facade Improvements, Los Angeles, CA • <RUED/LQGD7RZQ&HQWHU6SHFLÀF Plan, Yorba Linda, CA EDUCATION • Bachelor of Science, BioResource and Agricultural Engineering, California Polytechnic State University, San Luis Obispo, CA ACCREDITATIONS • LICENSES • AFFILIATIONS • Civil Engineer , CA, 76597 • Dust Control Application Writer &HUWLÀHG • 4XDOLÀHG6:3333UDFWLWLRQHU463 CREATING ENVIRONMENTS PEOPLE ENJOY Project Role CIVIL ENGINEER As a registered civil engineer, Robert will evaluate existing infrastructure within the project area and ensure recommendations address future needs. Experience 12 YEARS OF EXPERIENCE 10 years with RRM Design Group Robert thrives in RRM's multidisciplinary environment where planners and architects work side-by-side with his engineering team ϔ | SECTION 4 Item 12.a. - Page 57 28 GILROY VISIONING CHARRETTE, SPECIFIC PLAN AND DESIGN GUIDELINES GILROY, CA NOTABLE INFO AND STATS: Client: City of Gilroy Planning Timeline: 2004-2005 Implementation: 2005-2006 RRM SERVICES PROVIDED: Planning, Architecture, Landscape Architecture 550ZDVUHWDLQHGE\WKH&LW\RI*LOUR\WRFUDIWD6SHFLÀF Plan for its downtown area centered on its busy MTA rail WUDQVLWVWDWLRQLQLWVKLVWRULFGRZQWRZQFRUH%HJLQQLQJZLWK a three-day visioning charrette and interactive exercises, interviews, and walking tours, RRM Design Group engaged local residents, merchants, land-owners, and developers in LGHQWLI\LQJLVVXHVDQGJRDOVIRUWKH&LW\RI*LOUR\ V6SHFLÀF 3ODQ:RUNLQJZLWKWKH'RZQWRZQ7DVN)RUFH550 V team of urban designers, landscape architects, architects, DQGVXSSRUWVWDII550GHYHORSHGD6SHFLÀF3ODQWKDWKDV guided the creation of a vibrant downtown hub showcasing restored historic buildings, striking new buildings near its bustling transit center, new housing development, mixed- use development, pedestrian-oriented public spaces and amenities, and a new town plaza. The plan introduced alternative residential housing types such as live/work and lofts and encourages transit-oriented mixed uses to surround and complement the transit station. SECTION 4 | ϔ Item 12.a. - Page 58 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 29 THOUSAND OAKS BOULEVARD SPECIFIC PLAN THOUSAND OAKS, CA NOTABLE INFO AND STATS: Client: Thousand Oaks Blvd Association Planning Timeline: 2012 Implementation: Ongoing RRM SERVICES PROVIDED: Planning, Landscape Architecture, Civil Engineering, Surveying AWARDS & RECOGNITION: Award of Excellence, Planning Achievement Award, Hard Won Victories, American Planning Association (APA), California Chapter, Central Coast Section, 2012 7KH7KRXVDQG2DNV%RXOHYDUG$VVRFLDWLRQKLUHG550'HVLJQ *URXSWRSUHSDUHD6SHFLÀF3ODQWKDWLPSURYHVWKHLGHQWLW\ RIWKH%RXOHYDUGE\LQWURGXFLQJLQQRYDWLYHIRUPEDVHG]RQLQJ and streetscape improvements. Covering over 275 acres along a 3-mile corridor and encompassing the city’s civic core, the 6SHFLÀF3ODQSURYLGHVUHFRPPHQGDWLRQVWRSURPRWHDXQLTXH commercial destination that is economically viable, self- sustainable and pedestrian-friendly. Enhancing the creativity of the Downtown, the Plan introduces the opportunity for PL[HGXVHGHYHORSPHQWDQGHQFRXUDJHVLQÀOOGHYHORSPHQW and redevelopment of existing underutilized parcels. RRM also focused on revitalizing the current landscaping, providing tools to enhance the streetscape elements along the corridor E\LQWURGXFLQJDXQLÀHGFROOHFWLRQRIODQGVFDSLQJDQGVWUHHW trees, as well as new street furniture. “RRM Design Group’s knowledge and ϔ ϔ adopted unanimously by the City Council.” -------- Haider Alawami, Assistant City Manager, City of Thousand Oaks EXISTING CONDITIONS FUTURE ϔ | SECTION 4 Item 12.a. - Page 59 30 e Second Street First Street Yale Avenueive StreetIndian Hill BoulevardOberlin AvenuePublic Parking Structure Retail Retail Retail Retail RetailRestaurant Restaurant Laemmle Theaters Ice House Retail Inn Plaza ! " $ # # Looking West Between Build B and Looking Northwest at Buildin To Claremont D kLkiLkiLookingLookingLooking WBWtBWest BWest BWest B tetweenetweenetween ldB ildB ildBuildBuildBuild Ygg hNthNorthwNorthw ttest atest at ldB ildiBuildinBuildingNNgNkkiookingookingooggkkiookingookingggLLoLoLoLooo e mmle Theaters CLAREMONT VILLAGE WEST SPECIFIC PLAN CLAREMONT, CA NOTABLE INFO AND STATS: Client: City of Claremont Planning Timeline: 1998-2001 Implementation: 2007-2017 RRM SERVICES PROVIDED: Planning, Architecture, Landscape Architecture 550SUHSDUHGD6SHFLÀF3ODQDQGVLWHUHXVHSODQIRUD&LW\ owned 35-acre area adjacent to the railroad tracks and just west of a Metrolink station in historic downtown Claremont. Through an extensive public outreach program, RRM developed adaptive reuse strategies, circulation studies, an urban design plan, design guidelines, and development standards for a mix of ODQGXVHVLQFOXGLQJUHWDLORIÀFHHQWHUWDLQPHQWOLJKWLQGXVWULDO and residential uses of various densities. The project also devised a reuse strategy for a historic citrus packing facility and integrated multiple historic buildings. The transit-oriented development concepts contained in the plan have since been fully implemented resulting in condominiums, a parking structure, a movie theater, a boutique hotel, and supporting FRPPHUFLDODQGRIÀFHXVHV BEFORE PACKING HOUSE ADAPTIVE REUSE | Completed in 2008 SECTION 4 | ϔ Item 12.a. - Page 60 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 31 A SPECIFIC PLAN THAT DELIVERS ON-THE-GROUND RESULTS “RRM Design Group played a key role in leading our comprehensive planning process...they were very good at soliciting input from the public and responding to it in a way that kept us on track. We ended up with a very workable plan that met all of the City’s goals, and is now in the process of being built out! -------- Brian Desatnik, Director of Community Development 1 2 2 4 3 5 4 3 5 VILLAGE WALK | 173 units STREETSCAPES AND PARKPARKING | 477 parking spaces VILLAGE SQUARE PLAZA AND LAEMMIE THEATER HOTEL, SHOPS, AND OFFICES 1 ϔ | SECTION 4 Item 12.a. - Page 61 32 Merit Award -------- American Society of Landscape Architects (ASLA), Southern California Chapter, 2014 BIG BEAR VILLAGE STREETSCAPE IMPROVEMENTS BIG BEAR LAKE, CA NOTABLE INFO & STATS: Client: State of California Project Timeline: Completed in 2004 RRM SERVICES PROVIDED: Landscape Architecture, Engineering, Survey, and Planning 7KH&LW\RI%LJ%HDU/DNHVHOHFWHG550'HVLJQ*URXSWRGHYHORS D'RZQWRZQ6SHFLÀF3ODQIRUWKHFRUHFRPPHUFLDODQGUHWDLO center. The plan includes transportation and multimodal elements as well as complete street design improvements to three of their major downtown streets, an urban park, a pedestrian trail leading from The Village “L” to Veteran’s Park at the lake edge, and other lake waterfront design improvements. The City then commissioned RRM to complete three major implementation SODQVLGHQWLÀHGLQWKH6SHFLÀF3ODQ9LOODJH'ULYH6WUHHWVFDSH3LQH Knot Avenue Streetscape, and the Knickerbocker Trail. These three projects include pedestrian walkability improvements for visitors and residence, bike facilities to connect to local residential DQGWRXULVWRULHQWHGGHVWLQDWLRQSRLQWVZD\ÀQGLQJVLJQVQHZ street trees, and decorative sidewalk and intersection paving. SECTION 4 | ϔ Item 12.a. - Page 62 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 33 CALABASAS OLD TOWN IMPROVEMENTS SAN DIEGO, CA NOTABLE INFO & STATS: Client: City of Calabasas Project Timeline: Completed 2008 RRM SERVICES PROVIDED: Engineering and Landscape Architecture RRM Design Group created the award-winning master plan, design guidelines, streetscape design plan, tree protection plans, construction documents, and economic implementation program for the revitalization of Old Town Calabasas In an effort to restore and enhance the original central business district, the Master Plan covers land use studies, circulation and parking studies, downtown facades and pedestrian-oriented streetscape designs. Unique elements include an innovative boardwalk system, mid-block crossings, custom streetlights, utility infrastructure renovation, a reclaimed water system, custom site furniture, a holiday lighting system for street trees, hidden utility vaults and integrated bike parking posts. In addition to the streetscape, new spaces were enhanced to host a farmer’s market and seasonal community festivals. ϔ | SECTION 4 Item 12.a. - Page 63 34 STANTON LIVABLE BEACH BOULEVARD MOBILITY PLAN STANTON, CA NOTABLE INFO AND STATS: Client: City of Stanton Project Timeline: 2008 RRM SERVICES PROVIDED: Planning, Landscape Architecture )XQGHGWKURXJKD&RPPXQLW\%DVHG7UDQVSRUWDWLRQ3ODQQLQJ Grant by Caltrans, the City of Stanton retained RRM Design *URXSWRGHYHORSWKH/LYDEOH%HDFK%RXOHYDUG0RELOLW\ Plan in collaboration with City staff and Fehr & Peers. %HDFK%RXOHYDUGWKHPDLQQRUWKVRXWKFRUULGRUWUDYHUVLQJ Stanton, serves as the community’s “Main Street” while accommodating approximately 70,000 vehicle trips per day and numerous bus routes, and linking the city with Garden *URYH%XHQD3DUNDQG$QDKHLP7KHVWXG\IRFXVHGRQ DWKUHHPLOHVWUHWFKRI%HDFK%RXOHYDUGWRLPSURYHWKH mobility and livability of the auto-oriented corridor through a community-driven, context-sensitive process that: encourages QHZPL[HGXVHLQÀOODQGWUDQVLWRULHQWHGGHYHORSPHQWDQG redevelopment projects; introduces safe routes to school, safer pedestrian crossings, and bicycle lanes; upgrades bus stops and integrates transit opportunities including rapid EXVWUDQVLWDQGOLQNVWRWKH0HWUROLQN6WDWLRQLQ%XHQD Park; improves the aesthetics of the corridor through streetscape, public art, and utility undergrounding; integrates “green design” and sustainability practices; and, upholds the corridor’s functionality as a major vehicular route. “Due especially to your professionalism and ϔǡ not only an easy one, but it was enjoyable as well. Most importantly, we delivered a great product that we can implement for the betterment of the community.” -------- Omar Dadabhoy, Community Development Director, City of Stanton SECTION 4 | ϔ Item 12.a. - Page 64 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 35 LOS ALTOS DOWNTOWN VISION AND ECONOMIC FISCAL ANALYSIS LOS ALTOS, CA NOTABLE INFO AND STATS: Client: City of Los Altos Project Timeline: 2016-Ongoing RRM SERVICES PROVIDED: Planning, Architecture, Landscape Architecture RRM was retained by the City of Los Altos to craft a twenty-year Vision Plan for the 76-acre downtown area, bound by Edith Avenue, San Antonio Road, and the Foothill Expressway. Through the use of unique, targeted outreach boards and exhibits and a variety of online engagement tools, RRM Design Group, in conjunction with Plan to Place and City staff, have been continuing to engage with local residents, business owners, employees, and other VWDNHKROGHUVWRJDWKHUDEURDGVSHFWUXPRILQSXW%DVHGRQ the feedback received from the Los Altos community, RRM’s team of urban designers, landscape architects, architects, and support staff will work collaboratively with the project team to develop three unique vision scenarios for the downtown area. Once complete, these three scenarios will be presented to the community in another round of community meetings, pop-up workshops, and online engagement, ultimately resulting in a preferred vision scenario and an accompanying vision plan outlining how the Los Altos community envisions their downtown area developing into the future. ϔ | SECTION 4 Item 12.a. - Page 65 36 CAMARILLO COMMUNITY DESIGN ELEMENT CAMARILLO, CA NOTABLE INFO AND STATS: Client: City of Camarillo Project Timeline: 2012-2014 RRM SERVICES PROVIDED: Planning, Landscape Architecture AWARDS & RECOGNITION: Award of Excellence --------- American Planning Association, California Chapter, Central Coast Section, 2013 The City of Camarillo enlisted RRM Design Group to SUHSDUHDQXSGDWHWRWKHLU*HQHUDO3ODQ V&RPPXQLW\'HVLJQ Element, which is formatted as a stand-alone document. This element establishes a design framework for community development with goals, policies, objectives, and guidelines. The element addresses land uses, gateways, streets, and corridors, pedestrian and bike circulation, scenic corridors, and implementing actions. This element helps guide future improvements in the City of Camarillo. COMMUNITY DESIGN ELEMENT26 City of Camarillo General Plan ResidenƟ al Neighborhoods10.3.3 Approximately 30 established residenƟ al neighborhoods can be found in Camarillo. These neighborhoods are disƟ nct in idenƟ ty, characterized by design elements such as their street paƩ erns, architecture typologies, landscaping, public realm elements and other aƩ ributes that support Camarillo’s sense of place. Figures 10.4 and 10.5 highlight the city’s residenƟ al neighborhoods. Camarillo’s residenƟ al neighborhoods also vary with respect to community design. Street paƩ erns are an important component of the urban form which impact not only circulaƟ on and community access but also community layout and character. Neighborhood streets such as those in the Las Posas Estates and on Upland Drive exhibit an organic, semi-rural street paƩ ern, while the Foothills and Village at the Park neighborhoods are loosely based on a grid paƩ ern. Development within residenƟ al neighborhoods such as Village at the Park, Springville and Camarillo Commons are guided by the standards and guidelines provided in their respecƟ ve SpeciĮ c Plans. Architectural typologies are common among many of the neighborhoods, as well as other design elements and features. Many of Camarillo’s neighborhood sidewalks meander along the street edge and are shaded by mature trees. Fencing materials, including slump block and wood, are found along the edges of most residenƟ al subdivisions. Landscaping in the city’s residenƟ al neighborhoods is colorful, textured and well maintained which helps to enhance the pedestrian experience. LEWIS RD. (RTE. 34) LAS POSAS R D .ARNEILL RD.PONDEROSA DR. VENTURA FWY - U S H W Y 1 0 1 PLEASANT VALLEY RD.FLYNN RD.SA NT A ROSA R D. UPLAND D R . MISSIO N O A K S B L V D . ADOL F O R D . C E N T R A L A V E . BELLA VISTA STERLING HILLS LAS POSAS ESTATES FOOTHILLS CAMARILLO HEIGHTS ST. JOHN’S SEMINARY SPANISH HILLS Springville DEL NORTE UPLAND ROAD MISSION OAKSPITTS RANCH RANCHO CALLEGUAS VILLAGE AT THE PARK CAMARILLO OLD TOWN CAMARILLO SPRINGS WOOD- SIDE GREENS LEISURE VILLAGE CENTRAL NEIGHBORHOOD - ResidenƟ al NeighborhoodsFigure 10.5 Street paƩ erns and landscaping enhance the pedestrian experience 9 Community Design Element CAMARILLO COMMUNITY CHARACTER CAMARILLO COMMUNITY CHARACTER10.2 IntroducƟ on10.2.1 Camarillo draws its idenƟ ty from a history rich in agriculture, its locaƟ on on Highway 101, the Southern PaciĮ c Railroad line, regional shopping opportuniƟ es and the beauty of its natural environment, including mountain backdrops, agricultural Į elds and creeks. A key element of Camarillo’s character is the contrast between the intensity of the urban area and the openness and scenic beauty of the surrounding environment. As Camarillo matures, new development, which is Ɵ meless in design, complements the community’s historic architecture and respects the natural backdrop of open space, is consistent with the unique idenƟ ty the community has embraced. Camarillo’s Į rst structures were inŇ uenced by the rancheros who Į rst seƩ led there and built churches and homes in the Spanish style. These structures were built substanƟ ally of stone, brick and smooth stucco. A signiĮ cant factor in the locaƟ on of the city was the Southern PaciĮ c Railroad Company’s decision to lay the tracks of the main coastal railroad through the vicinity in 1898. A depot was constructed in 1910, and the town site of Camarillo was laid out that same year by William Fulton. Camarillo was established on 40 acres adjacent to and west of the Rancho Calleguas, at the Southern PaciĮ c Railroad tracks and Ventura Boulevard. In the mid 1950s, the compleƟ on of Highway 101 facilitated easy access to Los Angeles and points south allowing for rapid growth. Housing tracts were built where orchards once stood and large industries began moving into the area. However, despite Camarillo’s development, the town maintains an aura of Old California. Bougainvillea is commonly found in Camarillo Adolfo Camarillo House CAMARILLO10.2 IntroducƟ oƟ1010.2.12.111 Camarillo draws its idenƟ tƟ on Highway 101, the South opportuniƟ es and the beaƟ backdrops, agricultural Į eĮ character is the contrast b openness and scenic beau matures, new developmen community’s historic archi space, is consistent with th Camarillo’s Į rst structuresĮ seƩ led there and built chuƩ structures were built subst signiĮcant factor in the locĮ Company’s decision to lay the vicinity in 1898. A dep of Camarillo was laid out t established on 40 acres ad Southern PaciĮ c Railroad tĮ the compleƟ on of HighwaƟ points south allowing for r orchards once stood and l However, despite Camarill Old California. 2012 COMMUNITY D E S I G N E L E M E N T 2012 CAMARILLO This element es t a b l i s h e s g o a l s , policies and guid e l i n e s w h i c h w i l l assist the City o f C a m a r i l l o i n t h e preservaƟ on and enhance m e n t o f i t s unique physical a n d v i s u a l c h a r a c t e r . CITY OF CAM A R I L L O C O M M U N I T Y D E S I G N E L E M E N T SECTION 4 | ϔ Item 12.a. - Page 66 37City of Arroyo Grande | EAST GRAND AVENUE MASTER PLANParticipate from anywhereDisseminate information and allow people to access info and provide input on their own time.• Project website• Social media• Newsletters• Surveys• Mobile applicationsBring people together for a conversationEngage participants of diverse backgrounds, education levels, and abilities.• Community workshops• Open houses• Youth outreach• Multiple languages• Task forces• Design charrettesBuild consensusStrategic meetings support a productive process that minimizes potential suprises in the end.• Stakeholder interviews • Project committees• Decision-maker check-ins• Public hearingsHit the streetsEngage a broad cross-section of residents by reaching out to them where they already meet and at places they already are.• Pop-up events• Community group meetings• Walking tours• Farmer’s markets• Places of worship• Service organizations• Youth sports eventsEducate and translateCraft eye-catching graphics, media, ideas, boards, and renderings to solidify the community’s vision.• Graphic communication• 3D models• Visual simulations• Fly-through animation• Remote control pollingCOMMUNITY ENGAGEMENTHow does RRM reach the unreachable? CASE STUDYA PROGRESSIVE SPIN ON OUTREACH IN LOS ALTOS...RRM was retained to lead the preparation of the Downtown Los Altos Vision Plan in response to community concerns with new and ongoing development within the City’s downtown area. Understanding that a broad and all-inclusive community engagement process is the cornerstone of a successful project, RRM and Plan to Place prepared a tailored outreach approach of both in-person workshops and pop-up events as well as online engagement tools, to ensure participation and involvement by a broad segment of the community. A favorite workshop location was the pop-up event held at the Los Altos Main Library, one of the busiest in Santa Clara County. RRM, working with Plan to Place and City staff, provided a series of interactive and easy to understand exercises that enabled parents, children, and seniors visiting the library a chance to get educated on the project and to provide input in a variety of ways on their way into or out of the library.The importance of fun, inclusive, and easy to understand exercises that engage with a broad spectrum of the community cannot be emphasized enough. RRM will ultimately use the information gathered from these various community workshops and pop-up events to craft a series of unique vision scenarios for Downtown Los Altos. Once completed, these three scenarios will be presented to the larger community through an additional round of workshops and pop-up events, ultimately resulting in a preferred vision scenario and an accompanying vision plan outlining how the Los Altos community envisions their downtown area developing into the future.+RVWLQJSXEOLFIRUXPVWRREWDLQIHHGEDFNLVRIWHQQRWHQRXJKWRFDSWXUHVWURQJFRPPXQLW\UHSUHVHQWDWLRQRRM utilizes a variety of methods to engage a broad spectrum of the community in meaningful dialogue.ϔ | SECTION 4 Item 12.a. - Page 67 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 39 About Us W-Trans provides traffic engineering and transportation planning services that emphasize mobility within available resources and help transform streets to serve all potential users. We are particularly skilled in retrofitting streets and roads to make walking, bicycling and transit use safer and more convenient while also appropriately managing vehicle traffic. Our strength and focus are on balancing the technical needs and functionality of traffic with the desire of communities to create more livable streets and sustainable transportation systems. Our staff have applied their skills to a variety of projects ranging from traffic operation analyses, traffic collision reduction programs, transportation facilities design including traffic signal and roundabout design to downtown revitalization, streetscape planning efforts and complete street projects. We take a holistic approach to traffic engineering, realizing that solutions cannot be developed in a vacuum or strictly follow the standards of the past. Traffic analysis and design must be sensitive to the context of the surrounding land use and community goals to be successful. W-Trans service areas include: x Complete Streets x Traffic Impacts x Pedestrian Safety and Design x Bicycle Facilities x Safe Routes to School x Traffic Engineering Design x Roundabouts x Traffic Operations x Municipal Staff Services x Traffic Safety x Traffic Calming x Parking x Transit Firm History W-Trans was established in 1995 by Dalene Whitlock and Steve Weinberger; Zack Matley became an owner in 2006. In 2005, W-Trans moved into its current office location in downtown Santa Rosa and opened its Oakland office in 2011 with Mark Spencer as the Branch Manager. In 2012, Mark became an owner. The technical staff includes seven engineers who are registered in Traffic and/or Civil Engineering in California: Dalene J. Whitlock, Steve Weinberger, Mark Spencer, Steve Fitzsimons, Mary Jo Yung, Kenny Jeong, and Smadar Boardman. Zack Matley is registered as a certified planner by the AICP. Additional staff includes six technical and six administrative employees. Disadvantaged Business Enterprise (DBE) W-Trans is certified as a woman-owned business (DBE) by the California Department of Transportation. A copy of our certification can be provided upon request. Contact Information Whitlock & Weinberger Transportation, Inc. www.w-trans.com 490 Mendocino Avenue 505 17th Street 1276 Lincoln Avenue Suite 201 Second Floor Suite 204 Santa Rosa, CA 95401 Oakland, CA 94612 San Jose, CA 95125 (707) 542-9500 (510) 444-2600 (650) 314-8313 ϔ | SECTION 4 Item 12.a. - Page 68 40 Education MS in Civil Engineering University of California, Berkeley, 1989 B. Eng. in Civil Engineering McGill University, Montreal, Canada, 1988 Affiliations/Activities Institute of Transportation Engineers (ITE) Fellow President, Western District Board, 2016-2017 Chair, ITE Western District Annual Meeting, San Francisco, 2010 Bay Area Section President, 2003-2004 Transportation Consultants Council Executive Board 2012-Present South Bay Transportation Officials Association President, 2000 Registration Traffic Engineer #1737 (CA) Professional History 2011-Present W-Trans 1990-2011 DKS (Principal) Mark E. Spencer, PE Principal Mark Spencer is a Principal and manager of the Oakland office, focuses on traffic analysis for multi-disciplinary projects, and excels at community engagement. He is registered in California as a Traffic Engineer. Mark holds a B. Eng. in Civil Engineering from McGill University and an M.S. in Civil Engineering from the University of California at Berkeley. He has been working as a consultant in the Bay Area since 1990, and joined W-Trans in 2011. His work includes managing a wide array of transportation planning projects, from EIRs and Specific Plans to parking studies and neighborhood traffic management plans. He is often invited to present projects before community forums and elected officials, and is recognized for his ability to present technical topics to both general and professional audiences. When asked what he does for a living, Mark will typically respond that, through transportation, he works to make communities better, safer and more livable. He also enjoys his role in mentoring and training staff. Mark has been an active member of ITE since he was a Student Chapter President “back in the day” and then as an elected officer in the San Francisco Bay Area Section. He was Chair of the 2010 ITE Western District Annual Meeting in San Francisco, and was elected to the Western District Board in 2014. He is currently the ITE Western District President, and an Executive Board Member of the ITE International Transportation Consultants Council. Mark has presented papers at ITE and TRB Meetings on topics ranging from ITS to Parking Guidance Systems and ADA Training for Professionals. Publications and Presentations ADA Design vs. Practicality: Training Engineers to Go Beyond the Manuals, with L. Lim-Tsao, presented at the ITE Western District Annual Meeting, Anchorage, AK, July 2011 Implementation of San Jose’s Parking Guidance System, with J. West, presented at the TRB Annual Meeting, Washington, DC, January 2004 and published in Transportation Research Record, Journal of the Transportation Research Board, No. 1886, 2004 Merging ITS Into the Santa Clara County Transportation Plan 2020, with C. Emoto, presented at the ITE Annual Meeting, Las Vegas, NV, August 1999 Spartan Stadium Parking and Transportation Plan, with D. Dagang and J. Harrison, presented at the ITE District 6 Annual Meeting, San Jose, CA, July 1998 Representative Projects CEQA EIR/NEPA EIS •BART – Segment 2 Seismic Retrofit Program EIR/EIS •Fremont – Ohlone College Master Facilities Plan EIR •Menlo Park – Facebook Campus EIR, 1300 El Camino Real EIR and 500 El Camino Real EIR •Palo Alto – Castilleja School EIR •Suisun City – Logistics Center EIR Transportation Planning •Campbell – Dell Avenue Area Plan and EIR •Fremont – State Route 84 Truck Restriction Study •Santa Clara County – Silicon Valley Main Street Best Practices Study •Walnut Creek – Shadelands Gateway Specific Plan SECTION 4 | ϔ Item 12.a. - Page 69 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 41 1 KOSMONT COMPANIES QUALIFICATIONS 1 A. Firm Background and Experience Kosmont Companies, a certified Minority Business Enterprise (MBE) and certified Small Business Enterprise (SBE), is a real estate and economic development services firm offering a full range of real estate and financial advisory, retail strategies, project finance, transaction structuring, negotiations, special district analysis and project implementation services for both the public and private sectors. Kosmont Companies was founded in 1986 and is nationally recognized. With decades of advisory services, Kosmont has assisted hundreds of public agencies in their quest for services and successful public private projects. What sets Kosmont apart is our understanding of how economics relates to future project planning, as well as our understanding of both the public and private sectors. Kosmont will integrate our established ability, strengths, seasoned experience, and hands-on knowledge to deliver the requested consulting service needs. A brief highlight of our services is as follows: Economic Development Consulting Services •Economic Development Strategies (EDSP / CEDS) •Kosmont Retail NOW!® Platform •Special Districts (EIFD, CRIA, CFD) •OppSites – Econ Dev Online Marketplace •Downtown Revitalization •Asset Management Plans •Tax/Fee Analysis •Developer Selection RFQ/RFP & DDA/ENA •Sustainable Economic Development Land Use and Community Planning Services •Development Opportunity Reserve (D.O.R.)™ •Zoning & Implementation Strategies for Economic Development Our staff includes economic consultants, real estate brokers and public finance professionals along with former real estate developers and city and community development officials that provide an in-depth understandingof the California economy,its local real estatemarketsand financing optionsto more effectivelyrespond to our Clients advisoryneeds. Planning and Development Services •Project Evaluation •Project Financials & Pro-Forma Assessment •Property Acquisition/Leasing •Land Use/Entitlements •Due Diligence Report Real Estate Economics & Financial Advisory Services •Fiscal & Economic Impacts •Project Economics, Highest & Best Use (HBU) & Market Studies •Public & Private Financing Structures ϔ | SECTION 4 Item 12.a. - Page 70 42 KOSMONT COMPANIES 1601 N. Sepulveda Blvd., #382 I Manhattan Beach, CA 90266 I 424.297.1070 I www.kosmont.com 2 Kosmont Companies also provides various other services through Kosmont Realty Corporation (KRC) and Kosmont Transactions Services (KTS). If real estate brokerage and/or public finance transactional services may be needed, Kosmont Companies can call upon the expertise of KRC or KTS as appropriate. KRC is a full service and licensed real estate brokerage firm and KTS is a public finance firm providing financial advisory services, and is registered with the SEC. In the aggregate, Kosmont Companies, KRC and KTS have extensive experience working with local and State government on real estate transactions between public agencies and private parties and structured project financing involving public and private funding sources. Collectively, Kosmont provides public agencies broad access to real estate consultants and brokers, public sector deal structure experts, and public-private financial advisors. Our diverse roles and experience in the real estate and financial industries have made us highly adaptable and skilled for this type of assignment. The graphic below represents Kosmont’s wide-array of services and experience. Kosmont Companies is the proud recipient of the “Small Private Latino Business of the Year Award” (2015 Los Angeles Business Journal Latino Business of the Year Awards) and the “Award of Excellence in Economic Development Partnerships” (2015 CA Assoc. for Local Economic Development (CALED) Awards of Excellence Program) B. Additional Services SECTION 4 | ϔ Item 12.a. - Page 71 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 43 KOSMONT COMPANIES 1601 N. Sepulveda Blvd. #382 I Manhattan Beach, CA 90266 I 424.297.1070 I www.kosmont.com 1 Ken K. Hira Executive Vice President Mr. Ken K. Hira serves as Executive Vice President for Kosmont Companies. An expert in retail development and strategies for retail attraction, Mr. Hira has over 25 years of varied experience in virtually every aspect of real estate financing, downtown revitalization, acquisition, entitlement, development, asset management and disposition. Mr. Hira's expertise is in identifying retail tenants and negotiating retail and mixed-use projects that can revitalize communities and assist in economic development/taxgenerationprograms. A former Executive Vice President of the Irvine-based mixed-use developer, Pacific Century Commercial, Mr. Hira managed a portfolio of over $100 million of retail sites, while operating the commercial division of the company. Prior to this, as a Managing Director of Acquisitions for Westrust and a Vice President of Development at Lewis Retail Centers, he evaluated and underwrote hundreds of acres of land, successfully captured and negotiated anchor tenant commitments creating $60 million of value in ground-up development and redevelopment, and was responsible for 800,000 square feet of retail entitlement, design and development. As Vice President of GMS Realty, Mr. Hira entitled one million square feet of retail development projects, as well as led the acquisition of 24 neighborhood and community shopping centers, totaling 3.3 million square feet and valued at $375 million, and organized a $287 million recapitalization. LICENSES/AFFILIATIONS: Mr. Hira is an active volunteer leader of the International Council of Shopping Centers (ICSC). He serves as the ICSC Western Division P3 Retail Chair, advocating public-private partnerships, while previously serving as the ICSC Southern California State Director, Program Committee Chair and Alliance Co-Chair. Mr. Hira is a registered Municipal Advisor with the U.S. Securities and Exchange Commission(SEC). EDUCATION: Mr. Hira holds a Bachelor degree in Economicsand Business from UCLA. ϔ | SECTION 4 Item 12.a. - Page 72 44 Thomas Jirovsky Senior Consultant Mr. Thomas Jirovsky is a Senior Consultant with Kosmont Companies providing economic development, asset management and public/private advisory services to public agencies, land owners and developers. He is a former Senior Managing Director of CBRE Consulting’s Los Angeles office and prior to joining CBRE in 2000, was CFO and principal with Kotin, Regan & Mouchly, Inc. Through his 30-year career he specialized in the areas of market and financial feasibility analysis, fiscal and economic impact, economic development and redevelopment strategies, asset management, and public/private joint ventures for small urban infill projects to large master— planned mixed-use projects. He has assisted a wide range public agencies throughout the United States in soliciting and evaluating commercial, residential and industrial development proposals, tax increment and infrastructure financing and in the negotiation of development agreements and long-term ground leases on office, retail and mixed-use projects. LICENSES/AFFILIATIONS: Mr. Jirovsky is a LEED Accredited Professional and a member of the International Council of Shopping Centers (ICSC) and Urban Land Institute (ULI). EDUCATION: Mr. Jirovsky graduated with honors, receiving a B.S. in Architecture from the University of Southern California and a MBA in Finance from the University of Southern California. 1KOSMONT COMPANIES 1601 N. Sepulveda Blvd. #382 I Manhattan Beach, CA 90266 I 424.297.1070 I www.kosmont.com SECTION 4 | ϔ Item 12.a. - Page 73 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 45 KOSMONT COMPANIES 1601 N. Sepulveda Blvd. #382 I Manhattan Beach, CA 90266 I 424.297.1070 I www.kosmont.com Fernando Sanchez Project Analyst Mr. Fernando Sanchez is a Project Analyst with Kosmont Companies assisting public and private sector clients with market and economic analyses, strategic planning, and real estate development advisory. His recent work includes market supply and demand analysis, prioritization of strategic opportunity sites for retail and future development, analysis of potential development uses, and geospatial analysis of boundaries and funding and financing feasibility of new infrastructure financing districts such as Enhanced Infrastructure Financing Districts (EIFDs) and Community Revitalization and Investment Authorities (CRIAs). Prior to joining Kosmont Companies, Mr. Sanchez also worked as an Analyst for Entertainment and Culture Advisors, a Los Angeles-based economic consulting firm specializing in the entertainment and attractions industry. Other previous experience includes working as an Analyst and Project Manager for JDT International Inc., a residential real estate developer in Philadelphia, and working as a Transportation Planner with the City of Philadelphia Mayor’s Office of Transportation and Utilities. AFFILIATIONS: Mr. Sanchez is a member of the American Planning Association and the Urban Land Institute. EDUCATION: Mr. Sanchez holds a Master of City Planning degree from the University of Pennsylvania, where he focused on public and private real estate development. He also holds a Bachelor of Arts in Sociology with minors in Urban Studies, Latin American Studies, and Spanish from Princeton University. 1 ϔ | SECTION 4 Item 12.a. - Page 74 46 Rincon Firm Profile Rincon Consultants Inc. (Rincon) is a local full service environmental consulting firm established in 1994. Over the past 23 years, Rincon has established a history of serving local governments throughout California and has become a leader in planning, sustainability, environmental impact assessment, biological resources, and contamination assessment and remediation. Our team of planners, environmental scientists, policy analysts, LEED® accredited professionals, and California Air Resources Board (CARB)-accredited greenhouse gas (GHG) emissions verifiers brings reliable expertise to this endeavor. Our highly trained professionals have many years of experience in urban, land use, and environmental planning; regulatory compliance; biological resource evaluation and habitat enhancement; soil evaluation and remediation; and related studies including problem-solving services in geology, hydrology, and waste management. Rincon has provided planning services for programs and projects throughout California for over 23 years. Our team of certified urban planners, development impact technical specialists, and LEED-certified professions work collaboratively to improve outcomes and ameliorate projects. Our expertise in CEQA and NEPA complement our award –winning regional and municipal long range planning experience. Our body of work includes specific specialties in preparing CEQA documents (typically Environmental Impact Reports) for a variety of project types, including commercial, residential, educational, and public facilities. Our documents and the mitigation requirements provided are structured to streamline future CEQA analysis at the project- level. We also support most large-scale studies with comprehensive public involvement programs to communicate the elements of the planning programs as well as details of required environmental review processes. Services We have categorized our land use planning and environmental planning services into six core areas: Environmental & Land Use Planning, Biological Resources Assessment and Regulatory Compliance, Environmental Site Assessment and Remediation, Water Resources, Cultural Resources, and Sustainability Services. We also have a GIS and Graphics group to enhance our documents and support our data analyses for projects addressing issues in the six aforementioned areas. Specific areas of expertise include: à CEQA/NEPA Compliance à General Plans, Specific Plans, Elements, Site Planning & Community Design à Regional Transportation Planning, Trails Planning & Corridor Studies à Climate Action Planning & Greenhouse Gas Assessment & Verification à LEED/Green Building, Neighborhood Consulting & Certified Arborist Services à Air Quality Studies, including Emissions Inventories and Dispersion Modeling à Noise Studies, including Bio-Acoustic Evaluation à Baseline Biological Resources Inventories & Special Status Plant & Wildlife Species Surveys à Permitting: ESA/CESA, Drainage/Wetlands, Coastal Development & Grading à Wetland Delineation, Riparian & Upland Habitat Mapping, Revegetation & Restoration Planning à Cultural Resources (Archaeological & Paleontological) Surveys & Native American Consultation à Construction & Mitigation Monitoring à Stormwater Pollution Prevention Plans (SWPPP) à Phase I & II Environmental Site Assessments à Hazardous Waste Characterization, Site Remediation & Health Risk Assessments à Complete Regulatory Compliance & Mitigation Planning as it pertains to these areas of expertise à GIS & Graphics Resources, Newsletters/Brochures & Website Development SECTION 4 | ϔ Item 12.a. - Page 75 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 47 EDUCATION M.A., Urban and Regional Planning, University of California, Irvine B.S., Economics, University of California, San Diego AFFILIATIONS 38-Hour U.S. Army Corps of Engineers Wetland Delineation and Management Training Program Architecture Foundation Award, University of California, Irvine Social Ecology Associates, 1997 Association of Environmental Professionals EXPERIENCE Rincon Consultants, Inc. (2000 – present) RBF Consulting (1997 – 2000) Michael Brandman Associates (1995 – 1997) Richard C. Daulton, MURP PRINCIPAL As a Principal in Rincon Consultants’ Environmental Sciences and Planning Group and the Operations Manager of Rincon’s San Luis Obispo office, Mr. Daulton oversees planning and environmental projects in the California central coast region. He has over 20 years of experience in the planning profession with an emphasis on environmental planning. His planning skills are supported by a strong background in technical environmental and economic analysis. He manages a range of CEQA and NEPA documentation projects, and has successfully combined environmental analysis and planning techniques to guide agencies through complex studies and controversial programs, entitlement, and planning projects. PROJECT EXPERIENCE TRANSPORTATION PROJECTS North Sierra Highway Corridor Plan Environmental Constraints Analysis, RRM/County of Inyo SR 227 Corridor Environmental Constraints Analysis, SLOCOG SR 68 Corridor Plan Environmental Constraints Analysis, Transportation Agency of Monterey County (TAMC) Cabrillo Boulevard Rail Bridge Replacement Project Env. Studies and CEQA/NEPA, County of Santa Barbara Union Valley Parkway Extension/Interchange Project EIR/EA, City of Santa Maria Hollister Avenue Widening Project EIR/EA and Caltrans Env. Studies, County of Santa Barbara Morro Creek Multi-purpose Trail and Bridge Project IS-MND and Caltrans Environmental Studies, City of Morro Bay Holman Highway Roundabout EIR and Caltrans Environmental Studies Addenda, City and County of Monterey SR 99/Fulkerth Ave. Interchange Improvements PEAR, IS-MND and Environmental Studies, City of Turlock U.S. 101/Clark Avenue Interchange Improvements PEAR, County of Santa Barbara City of Manteca Multimodal Station CEQA/NEPA Documentation Grover Beach Transit Center IS-MND, City of Grover Beach PROGRAMMATIC TRANSPORTATION AND URBAN PLANNING ANALYSIS AND DOCUMENTATION Climate Action Plan and IS-ND, City of Arroyo Grande RTP/SCS EIRs, SBCAG, StanCOG, TCAG, AMBAG, KCAG, SRTA, BCAG RTP EIRs, SLOCOG, SCCRTC, SBtCOG, SBCAG, KCAG, PCTPA, HCAOG General Plan Update and EIR, City of Lompoc General Plan Update and EIR, City of Buellton Shandon Community Plan EIR, County of San Luis Obispo Santa Ynez Valley Community Plan EIR, County of Santa Barbara ϔ | SECTION 4 Item 12.a. - Page 76 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 49 352-(&73+272 Avila Beach Front Street Enhancements Section 5 PROJECT PROPOSAL East Grand Avenue Master PlanItem 12.a. - Page 77 FUNDING ALTERNATIVES Our experience with one outside-the- box funding source Working with Habitat For Humanity in San Luis Obispo County, Project Manager Josh Cross led a team of Cal Poly interns to develop an Eco District for the community of Oceano. The intent was to target a low-income neighborhood, create a ǡǦϔǡ and business owners, and identify potential funding sources for neighborhood improvements. Due to the number of grants available for “green” improvements (especially in low-income neighborhoods), the notion of an eco-district was planted. An eco-district is a term applied to a neighborhood that values ecological principles and sustainable values to promote urban planning in order to reduce their collective ecological footprint. The neighborhood selected in Oceano has great potential to incorporate eco-friendly design initiatives such as a tool library, edible landscapes/urban agriculture, and solar panel shingles, tiles, and street lights with the intent of improving the visual and social atmosphere of the neighborhood. In partnering with San Luis Obispo County, this initiative has already received grant funding towards neighborhood improvements. OCEANO ELEMENTARY SCHOOL COMMUNITY CENTER BOYS AND GIRLS CLUB POST OFFICE 21ST STREET17TH STREET19TH STREETPASO ROBLES ST WILMAR AVE HIGHWAY 01 ETHE PIKE N URBAN AGRICULTURE GREEN STREETS COMMUNITY ART Oceano, California faces many challenges in the area today, yet many can be resolved with solutions that are both HQYLURQPHQWDOO\IULHQGO\DQGEHQHƓFLDOWRWKHFRPPXQLW\ Oceano is in a prime location in the Central Coast to begin LQWURGXFLQJHQYLURQPHQWDOIHDWXUHV$QHFRGLVWULFWLVD community that values ecological principles and sustainable values to promote urban planning that reduces the HFRORJLFDOIRRWSULQW2FHDQRKDVJUHDWSRWHQWLDOWR incorporate these design schemes in the site to improve the YLVXDODQGVRFLDODWPRVSKHUHRIWKHQHLJKERUKRRG2XU initiative is to transform Oceano into an eco district, by presenting new design strategies, project ideas, and FRPPXQLW\HYHQWVSTRD 22ND2EETED STR22ND STR22NEETEEHIGHWAHIGHWIGHY 01 SC pre-existing bus stop SSTAR STCCCC NNNNEEEENNNNPhotovoltaic shingles and tiles will provide the Oceano community with a shared energy source that will lower costs of energy bills and VXVWDLQDEOHXVHRIHQHUJ\ SOLAR ENERGY Community art is an effective way to build a sense of FRPPXQLW\LQ2FHDQR$WWKHsame time, it will make the space more visually appealing, enhance safety, as well as add value to the QHLJKERUKRRG Green streets reduce the environmental impact of the area by reducing stormwater DQGFOHDQLQJDQGLQƓOWUDWLQJ ZDWHU7KH\DOVRLPSURYHWKHlook and safety of the VWUHHWVFDSH Urban agriculture engages the community as well as provide a local source of food and serves as an educational WRRO OCEANO ECO DISTRICT A tool library offers students and community members the opportunity to engage in home and neighborhood improvement projects as they work with new tools WRROVDQGOHDUQQHZVNLOOV TOOL LIBRARY Rally in the Alley is a trash SLFNXSHYHQW,WFRXOGEHorganized as a volunteer group that walks around the neighborhood picking up trash or as a trash pickup ORFDWLRQ7KHHYHQWFRXOGalso focus on recyclables or IXUQLWXUHSLFNXS RALLY IN THE ALLEY BIKE LANES Bike lanes create an easy, green means of WUDQVSRUWDWLRQ7KH\DOVRcontribute to a sense of community collusion and a pedestrian friendly H[SHULHQFH STREET LIGHTS Street lights will enhance the walkability and safety of the Oceano community, especially around the school, where there are a lot of young children that deserve a friendly neighborhood HQYLURQPHQW BUS STOPS An improved bus stop provides an opportunity for easy, accessible public WUDQVSRUWDWLRQ,WDOVRcreates an excellent opportunity for partnership with local schools and the FUHDWLRQRIFRPPXQLW\DUW ect 0' 10' 20'50' 105' 110' WILMAR 17thGARDEN HABITAT INFILL REFERENCE: ǡϔ Habitat for Humanity, San Luis Obispo (805) 782-0687 ̻ϔǤ Item 12.a. - Page 78 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 51 UNDERSTANDING Over the years, Arroyo Grande has created policy documents to guide the growth and development of East Grand Avenue. The City is now ready to embark on a post-recession visioning effort to determine the appropriate direction for the East Grand Avenue and to evaluate the current economics and parking conditions to respond to the changing demands. ECONOMICS The economics and type of commercial development has noticeably changed QDWLRQZLGHRYHUWKHODVWVHYHUDO\HDUV7KHLQFUHDVHRIRQOLQHVKRSSLQJDQG$PD]RQ V LQÁXHQFHKDYHKDGDQLPSDFWRQWKHVL]HDQGIRUPDWZHDUHVHHLQJZLWKFRPPHUFLDO properties. 7KHUHKDYHEHHQVHYHUDOQHZGHYHORSPHQWVEXVLQHVVHVVXFKDV)LJXHURD0RXQWDLQ%UHZHU\&KLSRWOH )LYH*X\V%XUJHUVDQGWKH7ULOOLXPUHVLGHQWLDOQHLJKERUKRRGRQ(DVW*UDQG$YHQXHWKDWDUHVSXUULQJQHZ energy and vitality for this corridor. The timing seems to be perfect to focus on attracting investment and revitalization to the East Grand Avenue corridor. The City Council has been hearing about the changes in commercial demand and parking requirements, and now it’s time to have specialists study this corridor and give recommendations that will set up the corridor to attract reinvestments. PARKING The East Grand Avenue corridor is unique in that is spans both commercial and residential areas. This leads to differing parking issues, with varying times of peak SDUNLQJGHPDQGWKDWUHTXLUHDUDQJHRIVROXWLRQVWKDWQHHGWREHWDLORUHGWRVSHFLÀF parts of the corridor. Also, the City maintains the on-street parking but all off-street parking is associated with shopping centers, businesses, or private residences. Thus, the ability to reorganize parking, or acquire parking resources, may require the formation of a parking improvement district or other administrative PHFKDQLVP$VVXFKLWZLOOEHFULWLFDOWRHVWDEOLVKWKHWUXHH[WHQWRIDQ\SDUNLQJGHÀFLWRUH[FHVVDQG where it occurs. Also, with several stakeholders (business owners, employees, patrons, residents, city RIÀFLDOVSROLFHHQIRUFHPHQWSHUVRQQHOWKHUHZLOOEHDQHHGWRIRUPXODWHDSDFNDJHRIVROXWLRQVWKDWDOORZ each entity to achieve some measure of improvement. COMMUNITY Arroyo Grande has gone through pollical changes on the City Council and Planning Commission over the last couple of years. Though the commissioners and council members do not always see eye to eye, they seem to agree that East Grand Avenue LVDQRSSRUWXQLW\IRUUHYLWDOL]DWLRQ7KH%HUU\*DUGHQVQHLJKERUVDUHRUJDQL]HGDQGFDQEHDYRFDOJURXS for development along this corridor. Involving this neighborhood along with the business owners and other neighborhoods along East Grand will be key in garnering support for this effort. Project Proposal | SECTION 5 Item 12.a. - Page 79 52 APPROACH The RRM team is committed to providing a highly customized and creative process to develop a community-based vision for East Grand Avenue. Our approach is grounded in collaboration with community members, City Council members, and stakeholders to identify issues and ideas that our urban designers can translate into products that can be supported by all. Our team has experience both in the early visioning and implementation stages. We understand how to write standards and guidelines that will respond to the community’s desires, while still attracting private investment. We listen, collaborate, and bring solutions to the table that are place-based, yet realistic and can be implemented in the real world. COLLABORATIVE PROCESS We believe that plan-making is a collaborative process that involves decision-makers, landowners, the public and City staff. The project team will conduct community outreach and customized workshops that are fun and interactive and will result in an East Grand Avenue vision that has community buy-in. Our workshops provide members of the community with open and approachable exercises to provide input, including hands-on opportunities such as design charrettes, and visual preference surveys. Many of these exercises, such as our hand-held remote voting devices, provide real-time community feedback during the workshop that allows individuals to provide their own input while also understanding the opinions of other community members. Above all, we believe that the foundation of any successful plan is based on an authentic, innovative, and interactive outreach process that delivers a plan that is supported by the community and decision-makers. ABILITY TO ACCELERATE THE DESIGN AND SCHEDULE The project team prides itself on the ability to quickly respond to a client’s design demands and scheduling pace. RRM Design Group, while large enough to have the horsepower to keep a project on schedule yet small enough to ensure close relationships with our clients and the community, offers Arroyo Grande the nimbleness and variety of services needed to ensure any potential acceleration of the project design is addressed in an effective and timely manner. SECTION 5 | Project Proposal Item 12.a. - Page 80 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 53 SCOPE OF WORK TASK 1: PROJECT INITIATION AND SITE TOUR RRM will lead a kick-off meeting in the City of Arroyo Grande. This meeting will allow key City staff and the project team members an opportunity WRUHYLHZDQGUHÀQHWKHSURMHFWVFKHGXOHDQGNH\ milestones, discuss project management protocol, discuss project issues and goals, and set dates for upcoming meetings and/or activities. Following the kick-off meeting, the project team will conduct a tour with City staff of the East Grand Avenue study area to discuss issues and opportunities and photograph existing conditions. Deliverables: Prepare for and attend kick-off meeting and tour. TASK 2: DUE DILIGENCE AND BASE MAPPING RRM will work with City staff to gather data that is relevant and appropriate for this project. The data- gathering will be focused on obtaining any previous SODQVVWXGLHVDQGGLJLWDOÀOHVWKDWDUHUHOHYDQWWR this assignment and that RRM can use to prepare a base map. RRM will use GIS data from the City to generate a base map including key information such as existing parcel and street information. This scope of work assumes that all relevant GIS data layers, including parcels, are available from the City of Arroyo Grande. Developing such a base map ÀOHDOORZVXVWRFUDIWWDLORUHGPDSVWKURXJKRXWWKH Master Plan document. Deliverables: Gather and review data and prepare a base map. City will provide applicable plans, studies, and digital ÀOHVHJ*,6GDWDSDUFHOGDWDUHODWHGWRWKH0DVWHU Plan area. TASK 3: EXISTING CONDITIONS EVALUATION In this task, RRM will collect and thoroughly review recently approved developments, the Design Guidelines and Standards for Mixed Use Districts, the East Grand Avenue Enhancement Plan, development code mixed-use development standards, parking standards, and general plan information relating to the Master Plan area to assess clarity, applicability, organization, and GHÀFLHQFLHV:LWKRXW´UHLQYHQWLQJWKHZKHHOµZH will look for ways to combine existing documents with new information into a stand-alone document that will serve as a usable as a guide for future development. The results of this evaluation will be used to inform the Master Plan and will be included as an appendix. TASK 4: PARKING STUDY TASK 4.1: EXISTING CONDITIONS, DATA COLLECTION, AND ANALYSIS Project Initiation RRM and will meet with City staff to kick off the SURMHFWUHYLHZDQGUHÀQHSURMHFWVFKHGXOHDQG identify available data relevant to the project, including available base maps. Prior to the kick-off meeting, we will send an initial list of data needs. Collect Available Data W-Trans will work with City staff to identify and collect available data, reports, and studies related to parking within or related to the project area. This step will allow the team to identify existing data and document the current policy and regulatory framework for on- and off-street parking. Project Proposal | SECTION 5 Item 12.a. - Page 81 54 It is our understanding that the City’s GIS database does not include a parking inventory of either on- or off-street spaces. Also, the publicly available City-controlled parking spaces are all on-street, and all off-street parking is associated with private land owners. Review Parking Policy W-Trans will analyze existing parking management policies, enforcement practices, development standards, or other relevant tactics currently employed in Arroyo Grande or in similar cities that ZRXOGLQÁXHQFHRUEHLQÁXHQFHGE\DQHZSDUNLQJ management program that could be applied to the Master Plan. This evaluation will include: • Current methods of parking supply and demand management, including parking fee/rate structure, permit programs, hours of operation, time limits, on-street parking regulations and times, restrictions, enforcement practices and procedures, signing, lighting and disabled parking; • Flexible parking requirements for uses that implement programs proven to reduce parking demand; • Shared and/or off-site parking, including potential incentives for developers to seek out appropriate shared parking opportunities; • Programs to increase the adequate provision of parking and reduce barriers to new development (such as parking assessment districts); • %LF\FOHSDUNLQJUHTXLUHPHQWVDVZHOODV priority parking standards for small or IXHOHIÀFLHQWYHKLFOHV • Meeting all state and federal requirements for parking that is accessible to persons with disabilities; and • Ideas of entitlement streamlining in order to expedite projects with parking schemes that help achieve City goals. Document Existing Supply (Inventory) :7UDQVZLOOFRQGXFWDÀHOGVXUYH\WRGHWHUPLQH and inventory the parking supply of differing development types, including on-street parking. This will include documenting the supply by space type (e.g., short-term, long-term, blue curb, white curb, yellow curb), verifying the off-street parking spaces, and marking the presence of disabled spaces or other markings. To conduct the inventory survey, we propose to ÀUVWXVH*RRJOH0DSVWRFRXQWRQVWUHHWVSDFHVRQ East Grand Avenue as well as on each block for one block north and south of East Grand Avenue. The PDSSHGLQYHQWRU\ZLOOEHÀHOGFKHFNHGDWH[DPSOH VLWHVWRUHÀQHWKHLQYHQWRU\FRXQW:HZLOODOVRXVH maps to estimate the off-street parking supply for lots adjacent to East Grand Avenue to the north DQGVRXWKZLWKÀHOGYHULÀFDWLRQFRQGXFWHGDWVHOHFW example sites. Survey Peak Period Parking W-Trans will conduct targeted parking occupancy studies to produce parking utilization data. Parking occupancy counts will be conducted during a peak hour on all on- and off-street public and private VSDFHVLQWKH0DVWHU3ODQDUHDDVGHÀQHGLQ Task 1.4) on: • one (1) typical weekday; and • one (1) typical Saturday. %HFDXVHWKH0DVWHU3ODQDUHDLQFOXGHVERWK commercial and residential land uses, it will be important to establish peak parking hours prior to conducting the surveys. Commercial areas tend to have peak parking during lunch hours, early evenings, and weekend mid-afternoons. Residential SECTION 5 | Project Proposal Item 12.a. - Page 82 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 55 areas tend to have peak parking demand on weeknights and weekend nights. For this study, it is likely that the peak parking demand surveys should be conducted on a weeknight evening to capture residential concerns, and on a weekend afternoon to capture peak commercial parking activity. To conduct the parking utilization surveys, we SURSRVHWRÁ\GURQHVRYHUWKH0DVWHU3ODQDUHD during the surveyed peak time periods. This is a cost-effective way to visually calculate parking demand as well as establish a real-time record of WKHVXUYH\)LHOGYHULÀFDWLRQRIVHOHFWH[DPSOHVLWHV will be conducted in the event that the drone video is obstructed (e.g., trees, shadows). This approach assumes that parking surveys will be conducted in daylight hours; if one or both surveys are conducted after the sun goes down, we will conduct manual surveys for that time period. In the event that, depending on the project schedule, data collection efforts miss the peak usage periods, it may be necessary to use a combination of other data sources and adjustment methodologies to account for peak demand. These may include, but not be limited to: • ULI’s Shared Parking seasonal adjustment methodology; • Selected land uses from the ITE Parking Generation manual; • Seasonal parking data from neighboring jurisdictions; • Sales tax receipts; • Transient Occupancy Tax revenue; and • +RWHORFFXSDQF\UDWHV Analyze Parking System Performance W-Trans will conduct a comprehensive analysis of the parking data. Parking utilization and patterns will be analyzed to assess the capacity for the existing supply to meet current demand. Importantly, W-Trans will develop a comprehensive list of all land uses within the select example sites using the most current land use data available. Using this information, W-Trans will conduct an objective assessment of actual parking usage during a typical day for the study area. Although the RFP noted parking turnover data, it has been our experience that turnover data is not a YDOXDEOHPHWULFXQOHVVLWKDVEHHQLGHQWLÀHGDVWKH core issue. For this parking study, we recommend WKDWSDUNLQJXWLOL]DWLRQEHPHDVXUHGÀUVWVRWKDW peak demand rates can be established as well as locational issues (i.e. where parking demand is highest in the Master Plan area). When analyzed in combination with the current parking regulations (e.g., two-hour zone on East Grand Avenue, no time limit on residential streets) it will become clear if turnover is an issue compared to parking supply or other matters. As such, a parking turnover analysis is not assumed in this scope of work, but could be provided later as an optional task. The key deliverable for this task will be an Existing Conditions Report that includes a summary of the current parking resources (public and private) by location, the parking utilization by location, DQGLGHQWLÀFDWLRQRIZKHWKHUWKHUHLVFXUUHQW SDUNLQJVXUSOXVRUGHÀFLWE\ORFDWLRQ,WPD\EH that the total parking supply is adequate to serve the current demand if looked at areawide, but spatially some streets are in higher demand while others are underutilized. Thus, examining parking by smaller sub-areas in the Master Plan area will allow us to focus on targeted solutions and recommendations. Also, the remaining parking capacity to accommodate future development will be established. TASK 4.2: FUTURE PARKING DEMAND Establish Development Scenarios W-Trans will work with City staff to use the City’s land use regulations, current development plans, future number of employees, and upcoming development proposals to establish two (2) growth scenarios, including the short-term (over the next 1-4 years) and medium-term (over the next 5-10 Project Proposal | SECTION 5 Item 12.a. - Page 83 56 years). These growth scenarios will be translated into average annual land use and expansion growth rates (e.g., 25 new residential units per year; 3,000 VTXDUHIHHWRIJHQHUDORIÀFHSHU\HDUQHZ employees per year) that can be used as a basis for the parking demand projections as they relate to the Master Plan area. Identify Development Scenario Parking 6XUSOXVRU'HÀFLW W-Trans will use appropriate data sources, UHVRXUFHVDQGH[LVWLQJSDUNLQJSHUIRUPDQFHÀQGLQJV to project future demand. A parking model spreadsheet model will be created that clearly shows: • The land uses by scenario (short-term, medium-term); • The projected parking demand for each future land use as calculated by ITE Parking *HQHUDWLRQRURWKHUFRQÀUPHGVRXUFH • The parking requirement per the City’s current Development Code; and • The available parking in each sub-area based on Task 1.6. The Task 2 deliverable will be a parking model spreadsheet will be a tool the City can maintain going forward to help manage their parking resources and make informed decisions, and to project when additional parking resources need to come online. TASK 4.3: PARKING STANDARD RECOMMENDATIONS %DVHGRQWKHÀQGLQJVRI7DVNVDQG:7UDQV will provide recommendations to modify the current parking ordinance, and/or to include recommendations in the Master Plan, as necessary. Additionally, parking demand strategies and solutions to address current and future parking demand, including consolidated parking facilities, joint use or shared parking, peak period parking strategies, and bicycle parking management will be considered and recommended to the City as appropriate. The strategies will be phased (short-term, medium- term) so that the absorption of new development and parking needs can be tracked against the need for additional parking resources In addition, the LVVXHVRIÀQDQFLQJSDUNLQJHQIRUFHPHQWDQGIUHH versus paid parking programs will be outlined in a qualitative manner (should the City wish to pursue these later on). Parking Study Report. A Draft Parking Study report will be prepared that includes the Existing Conditions Report (Task 1), the Parking Model (Task 2) and the recommendations (Task 3.1). We KDYHDVVXPHGWZRGUDIWUHSRUWVDQGRQHÀQDOUHSRUW to support the East Grand Avenue Master Plan. TASK 4.4: MEETINGS AND PROJECT ADMINISTRATION We have budgeted time for meetings (including in person meetings or conference calls) as well as project administration. Parking studies often require coordination with stakeholders, particularly in FRQÀUPLQJUHFRPPHQGDWLRQV2WKHUPHHWLQJVPD\ be with the project team, City staff, and/or public meetings. SECTION 5 | Project Proposal Item 12.a. - Page 84 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 57 TASK 5: ECONOMIC ANALYSIS TASK 5.1: KICK-OFF MEETING AND TOUR The Kosmont project manager will participate LQWHDPPHHWLQJZLWK&LW\WRGHÀQHSURMHFW parameters, understand City goals, and will include participation in an on-site visit to better understand existing conditions and proposed changes to the East Grand Avenue planning area and surrounding private sector land use and transportation patterns. TASK 5.2: MARKET ANALYSIS Kosmont will analyze historic demographic, residential, and commercial real estate market trends (rents, sale prices, land values, new construction, absorption rates) in Arroyo Grande and south San Luis Obispo County and forecast long term growth prospects in the market area and estimate the potential commercial capture for East Grand Avenue corridor as shown below. Demographic/Economic Trends Kosmont will examine the regional economic trends and long-term forecasts, as well as demographic data for the area to understand household size, growth rates, and annual income cohorts. We will examine local business activity, as well as vehicular DQGWUDQVLWWUDIÀFSDWWHUQV Retail Demand Kosmont will examine the dynamics of the local market area (which may involve research through local brokers), including residential, employment and VKRSSLQJSDWWHUQVWUDIÀFFLUFXODWLRQDQGORFDWLRQRI competitive retail centers to determine a realistic potential trade area for various retail opportunities. %DVHGXSRQWKLVDVVHVVPHQWZHZLOOGHÀQHWKH market areas for the various retail products. The demographic analysis will provide information regarding the market area’s retail spending potential. We will also assess the potential to capture employee spending in the area. Competitive Retail Analysis Kosmont will review and examine major concentrations of competitive retailing that serve market area residents. Included in this assessment ZLOOEHDQLGHQWLÀFDWLRQDQGLQYHQWRU\RIFRPSHWLWLYH retailing areas, concentrations of restaurants, entertainment, nearby community-serving centers, and other potentially competitive retailing, including center size, vacancy, rent, major tenants. ,GHQWLÀFDWLRQRI8QGHUVXSSOLHGRU2YHUVXSSOLHG5HWDLO Categories %DVHGXSRQWKHH[DPLQDWLRQRIGHPRJUDSKLFV and competitive retail opportunities, Kosmont ZLOOGHWHUPLQHWKHH[WHQWWRZKLFKVSHFLÀFW\SHV of retail goods are in potential undersupply or oversupply within the market area. Kosmont performs the leakage and attraction analysis through application of a spending model that estimates market area retail spending potential based upon population, income, and consumer spending patterns, and determines the extent to which a market area is capturing sales potential. Retail Expenditure Analysis Kosmont will estimate the impact of the future population components (e.g., residents, workforce, and tourists). Sales potential will be a product of daytime and nighttime population and their respective spending patterns. This will lead to a recommendation of maximum retail development potential by tenant type, as well as a potential mix of UHWDLOZLWKRIÀFHDQGRUUHVLGHQWLDOXVHV Kosmont will utilize its experience with similar projects throughout California to help prepare a Strength, Weakness, Opportunity and Constraint Project Proposal | SECTION 5 Item 12.a. - Page 85 58 (“SWOT”) analysis to identify the development potential for commercial land uses. This analysis will be submitted as a summary market report with data tables and graphs. TASK 5.3: LAND AND ECONOMIC STRATEGY %DVHGRQWKHPDUNHWUHVHDUFKÀQGLQJV.RVPRQW will work with RRM team on land use and economic development strategies and recommend potential incentives, and advise on permitted land uses, density, parking etc. to optimize development opportunities. This analysis will be submitted in a PowerPoint presentation. TASK 5.4: OTHER MEETINGS Kosmont senior staff will assist in preparing presentation materials and will participate in one FRPPXQLW\ZRUNVKRSWRSUHVHQWLWVÀQGLQJV and discuss various planning options with the community. Kosmont will also assist in the summary presentation materials, and will participate in a presentation to the Planning Commission or the City Council as appropriate. ADDITIONAL OPTIONAL ECONOMIC ANALYSIS TASKS Fiscal Impact .RVPRQWLVDYDLODEOHWRSUHSDUHHFRQRPLFÀVFDO analysis to assist the City in evaluating the proposed Master Plan, especially if there is increased residential or other non-commercial uses proposed along the East Grand Avenue corridor, Kosmont can prepare impact analyses of alternatives to understand impact on City General Fund. Financial Feasibility While, demand may exist for new commercial or mixed-use development, it is possible that VXFKGHYHORSPHQWLVQRWÀQDQFLDOO\IHDVLEOHJLYHQ local market rents, land and infrastructure costs HWF.RVPRQWLVDYDLODEOHWRDQDO\]HWKHÀQDQFLDO feasibility of various development alternatives and LGHQWLI\DQ\ÀQDQFLDOJDSWKDWPD\H[LVW Recruitment %DVHGRQÀQGLQJVLQWKHPDUNHWDQDO\VLV.RVPRQW can assist with business/retail recruitment and/or developer solicitation for targeted opportunity sites and as part of plan implementation. SECTION 5 | Project Proposal Item 12.a. - Page 86 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 59 TASK 6: PUBLIC PARTICIPATION PROGRAM TASK 6.1: PROJECT BRANDING AND OUTREACH MATERIALS Getting out the message about this project requires a multi-pronged approach. This task begins with crafting a project logo to apply to the Master Plan document and all communications moving forward. Preparation of a logo will help “brand” the Master Plan project creating continuity through outreach materials generated in this task including a webpage, Á\HUVDQGPDLOHUV)RUWKHZHESDJH550ZLOO work with City staff to leverage existing online resources to provide content and updates relevant to the project. RRM will also develop content IRUZRUNVKRSSRVWFDUGVÁ\HUVWREHGLVWULEXWHG throughout the community to advertise workshops or other outreach events. Deliverables: • Preparation of a logo design and provision of digital JUDSKLFÀOHVLQYDULRXVIRUPDWVIRUUHSURGXFWLRQ • Provision of project related information for inclusion on the City’s website. • 3UHSDUDWLRQRIXSWRWZRÁ\HUVSRVWFDUGV&LW\ shall be responsible for postage and distribution. TASK 6.2: STAKEHOLDER INTERVIEWS/ FOCUS GROUP MEETINGS RRM will conduct a series of half-hour to one- hour meetings over the course of one day with various stakeholders, including select decision makers, business owners, residents, and groups with an interest in this corridor such as developers, architects, home owner associations, the Chamber of Commerce, City staff, and other interested parties. The purpose of these meetings will be to listen to the issues, observations, and ideas of key individuals regarding development obstacles and issues with this corridor. Deliverables: Prepare for and facilitate interviews and meeting notes. City staff will be responsible for meeting QRWLÀFDWLRQPHHWLQJFRRUGLQDWLRQDQGORJLVWLFV TASK 6.3: POP-UP WORKSHOPS Pop-up workshops are a new, innovative way to bring public outreach to where the people are. These informal events are hosted at locations where people already tend to gather such as Arroyo Grande Village Summer Concerts, the Arroyo Grande Car Sho, Saturday Farmers’ Markets, and youth sporting events. This allows us to collect feedback from a diverse group of residents that may otherwise not have the time or interest to attend a public workshop. We envision these pop-up workshops to include large maps of the Master Plan area allowing people to write, circle, and draw areas of concern, opportunity areas, and pretty much any other comment that comes to mind regarding ways to improve the corridor. RRM will work with City staff to identify convenient locations and events for each pop-up workshop. Deliverables: Workshop materials (e.g., base maps, posters, agendas, comment cards, sign-in sheets, and summary sheet) for two (2) pop-up events. TASK 6.4: EXTENDED COMMUNITY OUTREACH (OPTIONAL) In this optional task, RRM will collaborate with the City to expand the public outreach process, engaging a broader range of participants through education, information, and participation, and building additional interest in the Master Plan. Arroyo Grande has a diverse and active community, which presents opportunities for new methods of public engagement. Options could include: • +RVWLQJDGGLWLRQDOSRSXSZRUNVKRSVDWDQ existing event or at a popular City location such as a destination within the Master Plan area such as Smart & Final, CVS Pharmacy, or one of the various coffee shops or restaurants • A dedicated project website (such as www. eastgrandavenue.com) • An online customized visual preference survey Project Proposal | SECTION 5 Item 12.a. - Page 87 60 • 3-D modeling • Newsletters/regular updates A separate scope and fee can be provided should these additional services be requested. Deliverables: RRM will participate in a conference call with staff to identify the extended outreach program and deliverables to be utilized during this task. TASK 7: ADMINISTRATIVE DRAFT MASTER PLAN Input collected during community outreach efforts, the existing conditions evaluation, the parking study, the economic analysis, and portions of existing documents will be used as the foundation to prepare a comprehensive Master Plan. The Administrative Draft Master Plan will be provided to City staff for review and comment. The focus will be to create a GRFXPHQWWKDWLVXVHUIULHQGO\WHFKQLFDOO\SURÀFLHQW easily navigated, streamlined, clearly illustrated with updated graphics, and photographs to ensure design concepts and their intended physical results are clearly understood. A conceptual document outline is provided below. 1. Introduction i. Overview ii. Master Plan Area iii. Relationship to General Plan and Development Code iv. Relationship to Other Planning Documents v. Community Engagement Process vi. Goals, Objectives, Policies, Programs 2. Master Plan Area and Character i. Development Standards ii. Design Guidelines 3. Parking 0RELOLW\DQG%HDXWLÀFDWLRQ i. Circulation Network ii. Street Cross Sections iii. Neighborhood Pedestrian Connections LY 6WUHHWVFDSH%HDXWLÀFDWLRQ 5. Infrastructure i. Relationship to City Infrastructure Planning 6. Implementation i. Development Incentives ii. Implementation Action Plan 7. Master Plan Administration i. Master Plan Administration 8. Appendix A i. Existing Conditions Evaluation ii. Parking Study iii. Economic Study Deliverables: RRM will produce one (1) electronic and one (1) hard copy of the Administrative Draft Master Plan document. We ask that the City provide one (1) consolidated marked up redline version summarizing all requested document revisions. TASK 8: SCREENCHECK DRAFT MASTER PLAN Following the receipt of a single set of redlined comments from City staff, RRM will produce the Screencheck Draft Master Plan. This draft ZLOOSURYLGHDQRSSRUWXQLW\IRUÀQDOUHYLHZDQG comment prior to the public review draft and hearings. Deliverables: RRM will produce one (1) electronic and one (1) hard copy of the Screencheck Draft Master Plan. We ask that the City provide one (1) consolidated marked up redline version summarizing all requested document revisions. SECTION 5 | Project Proposal Item 12.a. - Page 88 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 61 TASK 9: PUBLIC REVIEW DRAFT MASTER PLAN Following the receipt of a single set of redlined comments from City staff, RRM will produce the Public Review Draft Master Plan. At this point, all City comments will have been integrated and the Master Plan will be ready for public, Planning Commission, and City Council review. Deliverables: RRM will produce one (1) electronic and one (1) hard copy of the Master Plan document. TASK 10: PUBLIC WORKSHOP/ OPEN HOUSE RRM will facilitate a workshop/open house to review the draft Master Plan. We envision this workshop to be conducted open house style with a QXPEHURILQIRUPDWLRQVWDWLRQVWKDWDGGUHVVVSHFLÀF chapters of the document (e.g. design guidelines, development standards, streetscape). Participants will be encouraged to provide comments using post- it notes, written comments, tape dots, or other interactive tools. The goal is to ensure that the Master Plan encompasses all aspects of this corridor that are critical to the community, and to create buy-in. Deliverables: Workshop materials (e.g., maps, posters, comment cards, sign-in sheets, and summaries). TASK 11: APPROVAL PROCESS TASK 11.1: TRAFFIC COMMISSION MEETING The RRM team will prepare for, attend, and make a SUHVHQWDWLRQDWRQH7UDIÀF&RPPLVVLRQPHHWLQJ for review and recommendations on the Master Plan. Comments from the public workshop will be SUHVHQWHGWR7UDIÀF&RPPLVVLRQIRUFRQVLGHUDWLRQ Deliverables: Attendance and presentation at one (1) 7UDIÀF&RPPLVVLRQPHHWLQJ TASK 11.2: ARCHITECTURAL REVIEW COMMITTEE MEETING RRM will prepare for, attend, and make a presentation at one (1) Architectural Review Committee meeting for review and recommendations on the Master Plan. Comments IURPWKHSXEOLFZRUNVKRSDQG7UDIÀF&RPPLVVLRQ Meeting will be presented to Architectural Review Committee for consideration. Deliverables: Attendance and presentation at one (1) Architectural Review Committee meeting TASK 11.3: PLANNING COMMISSION HEARINGS The RRM team will prepare for, attend, and make a presentation at up to two (2) Planning Commission hearings for approval of the Master Plan. Comments IURPZRUNVKRS7UDIÀF&RPPLVVLRQDQG Architectural Review Committee will be presented to Planning Commission for consideration. Deliverables: Attendance and presentation at up to two (2) Planning Commission hearings TASK 11.4: CITY COUNCIL HEARING The RRM team will prepare for, attend, and make a presentation at one (1) City Council hearing for approval of the Master Plan. Comments from the SXEOLFZRUNVKRS7UDIÀF&RPPLVVLRQ0HHWLQJ Architectural Review Committee, and Planning Project Proposal | SECTION 5 Item 12.a. - Page 89 62 Commission will be presented to Council for consideration. Deliverables: Attendance and presentation at one (1) City Council hearing TASK 12: FINAL MASTER PLAN Following action taken by the City Council, RRM will PDNHÀQDOHGLWVDQGPRGLÀFDWLRQVWRWKHGRFXPHQW It is assumed that one (1) set of revisions will be made to the document, incorporating all review bodies recommendations that the Council accepts. Errata sheets may be used to discuss preferred changes between the various review bodies meetings and hearings. 'HOLYHUDEOHV)LQDO0DVWHU3ODQHOHFWURQLFÀOHDQGKDUG FRS\RIWKHÀQDO0DVWHU3ODQ TASK 13: WRITTEN RECOMMENDATIONS FOR CODE AMENDMENTS In conjunction with or upon completion of the Master Plan, it is likely that the City will want to adjust existing development standards within the Municipal Code to implement the goals, objectives, policies, and programs of the Master Plan and to spur development. RRM will prepare a list of recommended revisions to the Municipal Code for consideration and adoption by the City. Deliverables: Memo of recommended Code amendments. TASK 14: PROJECT MANAGEMENT This task is intended to allow for necessary coordination between the project team members and City staff, including correspondence, record NHHSLQJHOHFWURQLFÀOHPDQDJHPHQWDQGDGGLWLRQDO necessary coordination. Deliverables: Ongoing project coordination and management as described above. This assumes an average of 3 hours per month for ten (10) months. REIMBURSABLE EXPENSES Reimbursable expenses include, but are not limited to, reproduction, postage and handling of drawings and documents, long distance communications, fees paid to authorities having jurisdiction over the project, and travel expenses. Reimbursable automobile travel mileage will be billed at the current IRS business standard mileage rate. Fees for employee rates, reimbursable expenses, and RRM Design Group reproductions shall be billed to the Client on a percentage of completion or on an as-performed basis as agreed by the parties. Clients shall reimburse RRM Design Group for incidental expenses incurred by RRM Design Group at actual cost plus 10% to cover our overhead and administrative expenses. VALUE ADDED TASKS Value added tasks are additional items that can be authorized if City staff desires. 1. Additional Workshops 2. %UDQGLQJ*DWHZD\VDQG3XEOLF6LJQDJH 3. Additional Infrastructure Planning Including Wastewater, Water, and Drainage Studies 4. 6LWH6SHFLÀF6LWH'HVLJQ6WXGLHV 5. 7UDIÀF6WXG\ 6. Environmental/CEQA Services (by optional subcsonsultant, Rincon Consultants) SECTION 5 | Project Proposal Item 12.a. - Page 90 63City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLANRRMDEBBIE RUDDRRMJOSH CROSSRRMMATT OTTOSONRRMCHRIS DUFOURRRMSTAFFRRMROBERT CAMACHORRMSCOTT MARTINW-TRANS KOSMONT195$ per hour130$ per hour100$ per hour140$ per hour75$ per hour150$ per hour150$ per hourTask 1: PROJECT INITIATION AND SITE TOURFEETYPE1.1Project Initiation and Site TourFF2,500$ 4 $780 4 $520 6 $600 0 $0 4 $300 0 $0 2 $300Task 1 Value:2,500$ Task 2: DUE DILIGENCE AND BASE MAPPINGFEETYPE2.1Due Diligence and Base MappingFF3,110$ 2 $390 4 $520 16 $1,600 0 $0 8 $600 0 $0 0 $0Task 2 Value:3,110$ Task 3: EXISTING CONDITIONS EVALUATIONFEETYPE3.1Existing Conditions EvaluationFF4,230$ 2 $390 8 $1,040 16 $1,600 0 $0 8 $600 4 $600 0 $0Task 3 Value:4,230$ Task 4: PARKING STUDYFEETYPE4.1Parking StudyFF71,035$ 2 $390 4 $520 0 $0 0 $0 0 $0 0 $0 0 $0Task 4 Value:71,035$ Task 5: ECONOMIC ANALYSISFEETYPE5.1Economic AnalysisFF37,210$ 2 $390 4 $520 0 $0 0 $0 0 $0 0 $0 0 $0Task 5 Value:37,210$ Task 6: PUBLIC PARTICIPATION PROGRAMFEETYPE6.1Project Branding and Outreach MaterialsFF4,030$ 2 $390 8 $1,040 2 $200 0 $0 32 $2,400 0 $0 0 $06.2Stakeholder Interviews/Focus Group Meetings FF3,200$ 8 $1,560 8 $1,040 0 $0 0 $0 8 $600 0 $0 0 $06.3Pop-Up Workshops FF6,510$ 10 $1,950 12 $1,560 6 $600 0 $0 32 $2,400 0 $0 0 $06.4Extended Community Outreach (Optional)FF-$ 0 $00 $00 $00 $00 $00 $00 $0Task 6 Value:13,740$ Task 7: ADMINISTRATIVE DRAFT MASTER PLANFEETYPE7.1Administrative Draft Master PlanFF21,390$ 10 $1,950 40 $5,200 45 $4,500 16 $2,240 60 $4,500 4 $600 16 $2,400Task 7 Value:21,390$ Task 8: SCREENCHECK DRAFT MASTER PLANFEETYPE8.1Screencheck Draft Master PlanFF8,020$ 4 $780 16 $2,080 16 $1,600 4 $560 32 $2,400 0 $0 4 $600Task 8 Value:8,020$ East Grand Avenue Master PlanFee ScheduleJune 2, 2017Principal-In-Charge Project ManagerPlanner Landscape Architect Urban Design Civil Engineer Architectural Designer Parking and Mobility Economistlump sum per task lump sum per task$0$0$0$0$0$0$70,125$0$0$36,300$0$0$0$0$0$0$0$0$0$0$0$0PROPOSED BUDGETPart 1 of 2Project Proposal | SECTION 5Item 12.a. - Page 91 65City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLANRRMDEBBIE RUDDRRMJOSH CROSSRRMMATT OTTOSONRRMCHRIS DUFOURRRMSTAFFRRMROBERT CAMACHORRMSCOTT MARTINW-TRANS KOSMONT195$ per hour130$ per hour100$ per hour140$ per hour75$ per hour150$ per hour150$ per hourFEEEast Grand Avenue Master PlanFee ScheduleJune 2, 2017Principal-In-Charge Project ManagerPlanner Landscape Architect Urban Design Civil Engineer Architectural Designer Parking and Mobility Economistlump sum per task lump sum per taskPROPOSED BUDGETPart 2 of 2Task 10: PUBLIC WORKSHOP/OPEN HOUSEFEETYPE10.1Public Workshop/Open HouseFF5,700$ 8 $1,560 8 $1,040 4 $400 0 $0 32 $2,400 0 $0 2 $300Task 10 Value:5,700$ Task 11: APPROVAL PROCESSFEETYPE11.1Traffic Commission MeetingFF3,020$ 4 $780 8 $1,040 0 $0 0 $0 16 $1,200 0 $0 0 $011.2Architectural Review Committee MeetingFF4,220$ 4 $780 8 $1,040 0 $0 0 $0 16 $1,200 0 $0 8 $1,20011.3Planning Commission Hearings (2)FF5,440$ 8 $1,560 16 $2,080 0 $0 0 $0 24 $1,800 0 $0 0 $011.4City Council HearingFF3,020$ 4 $780 8 $1,040 0 $0 0 $0 16 $1,200 0 $0 0 $0Task 11 Value:15,700$ Task 12: FINAL MASTER PLANFEETYPE12.1Final Master PlanFF4,210$ 2 $390 4 $520 6 $600 0 $0 32 $2,400 0 $0 2 $300Task 12 Value:4,210$ Task 13: WRITTEN RECOMMENDATIONS FOR CODE AMENDMENTFEETYPE13.1Written Recommendations for Code AmendmentsFF4,140$ 4 $780 12 $1,560 12 $1,200 0 $0 0 $0 0 $0 4 $600Task 13 Value:4,140$ Task 14: PROJECT MANAGEMENTFEETYPE14.1Project ManagementFF16,250$ 30 $5,850 80 $10,400 0 $0 0 $0 0 $0 0 $0 0 $0Task 14 Value:16,250$ 211,525$6,345.75$217,871$$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0Fee Footnotes Fixed fee tasks will be billed as the work progresses until the task is completed and the total amount stated in the contract for the task is invoiced.Reimbursable ExpensesIncidental expenses incurred by RRM Design Group or any subconsultant it may hire to perform services for this project are reimbursed by the client at actual cost plus 10% to cover its overhead and administrative expenses. Adjustment to Hourly Billing RatesRRM reserves the right to adjust hourly rates on an annual basis.SubtotalReimbursable ExpensesEstimated Project Total (without optional tasks)Project Proposal | SECTION 5Item 12.a. - Page 92 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 67 Accountant 75$ -140$ Manager of Information Technology 110$ -195$ Accounting Specialist 50$ -85$ Manager of Landscape Architecture 135$ -230$ Accounting Technician 40$ -65$ Manager of Marketing 100$ -160$ Administrative Assistant 50$ -105$ Manager of Planning 135$ -230$ Agency Coordinator 55$ -105$ Manager of Surveying 140$ -210$ Architect 90$ -150$ Marketing Assistant 45$ -80$ Assistant Designer 65$ -95$ Marketing Coordinator 60$ -105$ Assistant Manager of Architecture 120$ -180$ Office Coordinator 65$ -115$ Assistant Planner 65$ -95$ Party Chief 90$ -150$ Associate Designer 75$ -115$ Principal 165$ -280$ Associate Planner I 75$ -115$ Principal Landscape Architect 120$ -210$ Associate Planner II 85$ -120$ Principal Planner 120$ -210$ Billing Specialist 45$ -85$ Project Accountant 65$ -125$ Business Development Coordinator 80$ -125$ Project Administrator 70$ -115$ Business & Project Development Manager 95$ -140$ Project Architect 100$ -160$ Chief Executive Officer 170$ -315$ Project Engineer 105$ -160$ Chief Operations Officer 150$ -280$ Project Manager - Architecture 95$ -160$ Construction Inspector 105$ -150$ Project Manager - Engineering 130$ -220$ Controller 110$ -245$ Receptionist 40$ -80$ Design Director 130$ -205$ Recruiter 70$ -125$ Designer - Landscape Architecture 85$ -120$ Senior Architect 125$ -185$ Designer I - Architecture 65$ -100$ Senior Designer - Architecture 100$ -170$ Designer I - Engineering 45$ -80$ Senior Designer - Engineering 95$ -160$ Designer II - Architecture 75$ -110$ Senior Designer - Landscape Architecture 100$ -155$ Designer II - Engineering 60$ -100$ Senior Interior Designer 80$ -130$ Designer III - Architecture 85$ -145$ Senior Land Surveyor 120$ -185$ Designer III - Engineering 75$ -125$ Senior Landscape Architect 100$ -155$ Engineer I 75$ -120$ Senior Marketing Coordinator 80$ -130$ Engineer II 90$ -140$ Senior Party Chief 105$ -170$ Facilities Coordinator 45$ -80$ Senior Planner 100$ -155$ Facilities Supervisor 60$ -105$ Senior Project Engineer 125$ -205$ File Clerk 30$ -60$ Senior Project Manager - Architecture 125$ -215$ Graphic Designer 75$ -125$ Supervisor of Surveying 125$ -195$ Human Resources Assistant 45$ -80$ Survey Technician I 50$ -90$ Human Resources Generalist 70$ -125$ Survey Technician II 60$ -115$ Information Technology Assistant 45$ -80$ Survey Technician III 75$ -140$ Information Technology Technician 60$ -105$ Information Technology Server/LAN Administrator 80$ -140$ Survey Crew Rates Interior Designer I 50$ -90$ REGULAR Interior Designer II 65$ -105$ One person w/ GPS or Robotic Workstation 125$ -155$ Intern 35$ -65$ Two person 175$ -290$ Job Captain 85$ -145$ Three person 235$ -390$ Landscape Architect 80$ -120$ Land Surveyor 105$ -160$ PREVAILING WAGE Manager of Architecture 135$ -230$ One person w/ GPS or Robotic Workstation 150$ -180$ Manager of Engineering Services 150$ -245$ Two person 225$ -340$ Manager of Human Resources 100$ -160$ Three person 325$ -490$ BILL RATE RANGES Subject to change effective March 1st each year Project Proposal | SECTION 5 Item 12.a. - Page 93 68 2017 Public Agency Fee Schedule President & CEO $305/hour Executive Vice President $290/hour Senior Vice President/Senior Consultant $275/hour Vice President/Associate $185/hour Project Analyst/Project Research $165/hour Assistant Project Analyst/Assistant Project Manager $125/hour GIS Mapping/Graphics Service $95/hour Clerical Support $60/hour 2017 Staff Billing Rates Position Billing Rate (per hour) Principal $205 – $250 Associate Principal $185 – $200 Senior Engineer/Planner $160 – $190 Engineer/Planner $130 – $150 Associate Engineer/Planner $120 – $130 Assistant Engineer/Planner $95 – $115 Technician/Administrative $85 – $95 Intern $30 – $80 Field Technician $20 – $40 2017 Expense Charges Item Charge Mileage $0.594/mile* Services and Expenses 10% surcharge These rates are valid for work initiated prior to December 31, 2017. Work initiated after January 1, 2018, and any subsequent year may be billed at the revised rates established for that year. * Mileage charge will be based on the IRS Standard Mileage Rate (set at $0.54 for July through December 2016; subject to change) plus 10 percent. SECTION 5 | Project Proposal Item 12.a. - Page 94 City of Arroyo Grande | PROPOSAL FOR EAST GRAND AVENUE MASTER PLAN 69 RINCON CONSULTANTS, INC. August 2016 (QYLURQPHQWDO6FLHQWLVWV3ODQQHUV(QJLQHHUV 6WDQGDUG)HH6FKHGXOHIRU(QYLURQPHQWDO6FLHQFHVDQG3ODQQLQJ6HUYLFHV The Rincon Consultants fee schedule illustrates how professionals and support time is charged to projects. Direct costs associated with project labor are billed to the project as described under Reimbursable Expenses. Professional, Technical & Support Personnel* Hourly Rate Principal II $220 Principal I $205 Senior Supervisor II $185 Supervisor I $175 Senior Professional II $155 Senior Professional I $145 Professional IV $130 Professional III $115 Professional II $100 Professional I $89 Environmental Technician/Field Aide $78 Senior GIS Specialist $125 GIS/CADD Specialist II $110 GIS/CADD Specialist I $95 Graphic Designer $90 Technical Editor $100 Clerical/Administrative Assistant II $80 Clerical/Administrative Assistant I $68 *Professional classification includes: environmental scientists, urban planners, biologists, geologists, marine scientists, cultural resources experts and other professionals. Expert witness services consisting of depositions or in-court testimony are charged at the hourly rate of $295. Photocopying and Printing Photocopies will be charged at a rate of $0.16/copy for single-sided copies and $0.32 for double-sided copies. Colored copies will be charged at a rate of $1.50/copy for single-sided and $3.00/copy for color, double-sided or 11”×17” copies. Oversized maps or display graphics will be charged at a rate of $8.00/square foot. Reimbursable Expenses Reimbursable Expenses are costs associated with completing a project that are not include the hourly billing rates described above. Reimbursable expenses include, but are not limited to, the following: 1. Direct costs associated with the execution of a project are billed at cost plus 15% to cover General and Administrative services. Direct costs include, but are not limited to, laboratory and drilling services charges, subcontractor services, authorized travel expenses, permit charges and filing fees, printing and graphic charges, mailings and postage, performance bonds, sample handling and shipment, rental equipment and vehicles other than covered by the above charges, etc. Communications charges and miscellaneous office expenses (including PDAs, cell phones, phone, fax, and electronic data transmittals, digital cameras, photo processing, etc.) are billed at 3% of total labor. 2. Transportation fees; company-owned vehicles will be billed $85/day for light-duty vehicles and trucks $135/day for 4- WD/off road vehicles, plus $0.65/mile for mileage over 50. Mileage rate of $0.65/mile applies to all miles incurred in employee-owned vehicles. Project Proposal | SECTION 5 Item 12.a. - Page 95 Page 12 EXHIBIT C INSURANCE REQUIREMENTS Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City. Consultant shall provide the following types and amounts of insurance: Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy from CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence. Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person. Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Any such coverage provided under an umbrella liability policy shall include a drop down provision providing primary coverage above a maximum $25,000 self- insured retention for liability not covered by primary but covered by the umbrella. Coverage shall be provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits. Policy shall contain a provision obligating insurer at the time insured’s liability is determined, not requiring actual payment by the insured first. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another. Coverage shall be applicable to City for injury to employees of Consultant, subcontractors or others involved in the Work. The scope of coverage provided is subject to approval of City following receipt of proof of insurance as required Item 12.a. - Page 96 Page 13 herein. Limits are subject to review but in no event less than $1,000,000 per occurrence. Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designated to protect against acts, errors or omissions of the Consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement. Insurance procured pursuant to these requirements shall be written by insurer that are admitted carriers in the state California and with an A.M. Bests rating of A- or better and a minimum financial size VII. General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant: 1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials employees and agents, using standard ISO endorsement No. CG 2010. Consultant also agrees to require all Consultants, and subcontractors to do likewise. 2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all Consultants and subcontractors to do likewise. 3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage. 4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. 5. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any Consultant or subcontractor. 6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make Item 12.a. - Page 97 Page 14 any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent. 7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option. 8. The insurer will provide 30 days notice to City of any cancellation of coverage. 9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City. 10. Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 11. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any Consultant, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self- insured retention must be declared to the City. At the time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. 12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increase benefit to City. Item 12.a. - Page 98 Page 15 13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement. 14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirements in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard. 15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect. 16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages. 17. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents. 18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive. 19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such. 20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section. 21. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant Item 12.a. - Page 99 Page 16 for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. 22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City. Item 12.a. - Page 100