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Home My WebLink AboutAgreement - ELS Architecture and Urban Design - Civic Center Master Plan -1- 4835-2267-0361v1 LAC\04706083 AGREEMENT FOR SERVICES (For contracts over $5,000 - CONSULTANT) This AGREEMENT made this 18th day of November, 2024, between: CITY: City of Gilroy, having a principal place of business at 7351 Rosanna Street, Gilroy, California and CONSULTANT: ELS Architecture and Urban Design, having a principal place of business at 2040 Addison Street, Berkeley, CA 94704. ARTICLE 1. TERM OF AGREEMENT This Agreement will become effective on November 19, 2024 and will continue in effect through June 30, 2028 unless terminated in accordance with the provisions of Article 7 of this Agreement. Any lapse in insurance coverage as required by Article 5, Section D of this Agreement shall terminate this Agreement regardless of any other provision stated herein. ______ Initial ARTICLE 2. INDEPENDENT CONTRACTOR STATUS It is the express intention of the parties that CONSULTANT is an independent contractor and not an employee, agent, joint venturer or partner of CITY. Nothing in this Agreement shall be interpreted or construed as creating or establishing the relationship of employer and employee between CITY and CONSULTANT or any employee or agent of CONSULTANT. Both parties acknowledge that CONSULTANT is not an employee for state or federal tax purposes. CONSULTANT shall not be entitled to any of the rights or benefits afforded to CITY’S employees, including, without limitation, disability or unemployment insurance, workers’ compensation, medical insurance, sick leave, retirement benefits or any other employment benefits. CONSULTANT shall retain the right to perform services for others during the term of this Agreement. ARTICLE 3. SERVICES TO BE PERFORMED BY CONSULTANT A. Specific Services CONSULTANT agrees to: Perform the services as outlined in Exhibit “A” (“Specific Provisions”) and Exhibit “B” (“Scope of Services”), within the time periods described in Exhibit “C” (“Milestone Schedule”). B. Method of Performing Services CONSULTANT shall determine the method, details and means of performing the above-described services. CITY shall have no right to, and shall not, control the manner or determine the method of accomplishing CONSULTANT’S services. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -2- 4835-2267-0361v1 LAC\04706083 C. Employment of Assistants CONSULTANT may, at the CONSULTANT’S own expense, employ such assistants as CONSULTANT deems necessary to perform the services required of CONSULTANT by this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 below. CITY may not control, direct, or supervise CONSULTANT’S assistants in the performance of those services. CONSULTANT assumes full and sole responsibility for the payment of all compensation and expenses of these assistants and for all state and federal income tax, unemployment insurance, Social Security, disability insurance and other applicable withholding. D. Place of Work CONSULTANT shall perform the services required by this Agreement at any place or location and at such times as CONSULTANT shall determine is necessary to properly and timely perform CONSULTANT’S services. ARTICLE 4. COMPENSATION A. Consideration In consideration for the services to be performed by CONSULTANT, CITY agrees to pay CONSULTANT the amounts set forth in Exhibit “D” (“Payment Schedule”). In no event however shall the total compensation paid to CONSULTANT exceed $749,899. B. Invoices CONSULTANT shall submit invoices for all services rendered. C. Payment Payment shall be due according to the payment schedule set forth in Exhibit “D”. No payment will be made unless CONSULTANT has first provided City with a written receipt of invoice describing the work performed and any approved direct expenses (as provided for in Exhibit “A”, Section IV) incurred during the preceding period. If CITY objects to all or any portion of any invoice, CITY shall notify CONSULTANT of the objection within thirty (30) days from receipt of the invoice, give reasons for the objection, and pay that portion of the invoice not in dispute. It shall not constitute a default or breach of this Agreement for CITY not to pay any invoiced amounts to which it has objected until the objection has been resolved by mutual agreement of the parties. D. Expenses CONSULTANT shall be responsible for all costs and expenses incident to the performance of services for CITY, including but not limited to, all costs of equipment used or provided by CONSULTANT, all fees, fines, licenses, bonds or taxes required of or imposed against CONSULTANT and all other of CONSULTANT’S costs of doing business. CITY shall not be responsible for any expenses incurred by CONSULTANT in performing services for CITY, except for those expenses constituting “direct expenses” referenced on Exhibit “A.” Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -3- 4835-2267-0361v1 LAC\04706083 ARTICLE 5. OBLIGATIONS OF CONSULTANT A. Tools and Instrumentalities CONSULTANT shall supply all tools and instrumentalities required to perform the services under this Agreement at its sole cost and expense. CONSULTANT is not required to purchase or rent any tools, equipment or services from CITY. B. Workers’ Compensation CONSULTANT agrees to provide workers’ compensation insurance for CONSULTANT’S employees and agents and agrees to hold harmless, defend with counsel acceptable to CITY and indemnify CITY, its officers, representatives, agents and employees from and against any and all claims, suits, damages, costs, fees, demands, causes of action, losses, liabilities and expenses, including without limitation reasonable attorneys’ fees, arising out of any injury, disability, or death of any of CONSULTANT’S employees. C. Indemnification of Liability, Duty to Defend 1. As to professional liability, to the fullest extent permitted by law, CONSULTANT shall defend, through counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents and employees against any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including without limitation attorneys’ fees, to the extent arising or resulting directly or indirectly from any willful or negligent acts, errors or omissions of CONSULTANT or CONSULTANT’S assistants, employees or agents, including all claims relating to the injury or death of any person or damage to any property. 2. As to other liability, to the fullest extent permitted by law, CONSULTANT shall defend, through counsel approved by CITY (which approval shall not be unreasonably withheld), indemnify and hold harmless CITY, its officers, representatives, agents and employees against any and all suits, damages, costs, fees, claims, demands, causes of action, losses, liabilities and expenses, including without limitation attorneys’ fees, arising or resulting directly or indirectly from any act or omission of CONSULTANT or CONSULTANT’S assistants, employees or agents, including all claims relating to the injury or death of any person or damage to any property. D. Insurance In addition to any other obligations under this Agreement, CONSULTANT shall, at no cost to CITY, obtain and maintain throughout the term of this Agreement: (a) Commercial Liability Insurance on a per occurrence basis, including coverage for owned and non-owned automobiles, with a minimum combined single limit coverage of $1,000,000 per occurrence for all damages due to bodily injury, sickness or disease, or death to any person, and damage to property, including the loss of use thereof; and (b) Professional Liability Insurance (Errors & Omissions) with a minimum coverage of $1,000,000 per occurrence or claim, and $2,000,000 aggregate; provided however, Professional Liability Insurance written on a claims made basis must comply with the requirements Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -4- 4835-2267-0361v1 LAC\04706083 set forth below. Professional Liability Insurance written on a claims made basis (including without limitation the initial policy obtained and all subsequent policies purchased as renewals or replacements) must show the retroactive date, and the retroactive date must be before the earlier of the effective date of the contract or the beginning of the contract work. Claims made Professional Liability Insurance must be maintained, and written evidence of insurance must be provided, for at least five (5) years after the completion of the contract work. If claims made coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the earlier of the effective date of the contract or the beginning of the contract work, CONSULTANT must purchase so called “extended reporting” or “tail” coverage for a minimum of five (5) years after completion of work, which must also show a retroactive date that is before the earlier of the effective date of the contract or the beginning of the contract work. As a condition precedent to CITY’S obligations under this Agreement, CONSULTANT shall furnish written evidence of such coverage (naming CITY, its officers and employees as additional insureds on the Comprehensive Liability insurance policy referred to in (a) immediately above via a specific endorsement) and requiring thirty (30) days written notice of policy lapse or cancellation, or of a material change in policy terms. E. Assignment Notwithstanding any other provision of this Agreement, neither this Agreement nor any duties or obligations of CONSULTANT under this Agreement may be assigned or subcontracted by CONSULTANT without the prior written consent of CITY, which CITY may withhold in its sole and absolute discretion. F. State and Federal Taxes As CONSULTANT is not CITY’S employee, CONSULTANT shall be responsible for paying all required state and federal taxes. Without limiting the foregoing, CONSULTANT acknowledges and agrees that: • CITY will not withhold FICA (Social Security) from CONSULTANT’S payments; • CITY will not make state or federal unemployment insurance contributions on CONSULTANT’S behalf; • CITY will not withhold state or federal income tax from payment to CONSULTANT; • CITY will not make disability insurance contributions on behalf of CONSULTANT; • CITY will not obtain workers’ compensation insurance on behalf of CONSULTANT. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -5- 4835-2267-0361v1 LAC\04706083 ARTICLE 6. OBLIGATIONS OF CITY A. Cooperation of City CITY agrees to respond to all reasonable requests of CONSULTANT and provide access, at reasonable times following receipt by CITY of reasonable notice, to all documents reasonably necessary to the performance of CONSULTANT’S duties under this Agreement. B. Assignment CITY may assign this Agreement or any duties or obligations thereunder to a successor governmental entity without the consent of CONSULTANT. Such assignment shall not release CONSULTANT from any of CONSULTANT’S duties or obligations under this Agreement. ARTICLE 7. TERMINATION OF AGREEMENT A. Sale of Consultant’s Business/ Death of Consultant. CONSULTANT shall notify CITY of the proposed sale of CONSULTANT’s business no later than thirty (30) days prior to any such sale. CITY shall have the option of terminating this Agreement within thirty (30) days after receiving such notice of sale. Any such CITY termination pursuant to this Article 7.A shall be in writing and sent to the address for notices to CONSULTANT set forth in Exhibit A, Subsection V.H., no later than thirty (30) days after CITY’ receipt of such notice of sale. If CONSULTANT is an individual, this Agreement shall be deemed automatically terminated upon death of CONSULTANT. B. Termination by City for Default of Consultant Should CONSULTANT default in the performance of this Agreement or materially breach any of its provisions, CITY, at CITY’S option, may terminate this Agreement by giving written notification to CONSULTANT. For the purposes of this section, material breach of this Agreement shall include, but not be limited to the following: 1. CONSULTANT’S failure to professionally and/or timely perform any of the services contemplated by this Agreement. 2. CONSULTANT’S breach of any of its representations, warranties or covenants contained in this Agreement. CONSULTANT shall be entitled to payment only for work completed in accordance with the terms of this Agreement through the date of the termination notice, as reasonably determined by CITY, provided that such payment shall not exceed the amounts set forth in this Agreement for the tasks described on Exhibit C” which have been fully, competently and timely rendered by CONSULTANT. Notwithstanding the foregoing, if CITY terminates this Agreement due to CONSULTANT’S default in the performance of this Agreement or material breach by CONSULTANT of any of its provisions, then in addition to any other rights and remedies CITY Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -6- 4835-2267-0361v1 LAC\04706083 may have, CONSULTANT shall reimburse CITY, within ten (10) days after demand, for any and all costs and expenses incurred by CITY in order to complete the tasks constituting the scope of work as described in this Agreement, to the extent such costs and expenses exceed the amounts CITY would have been obligated to pay CONSULTANT for the performance of that task pursuant to this Agreement. C. Termination for Failure to Make Agreed-Upon Payments Should CITY fail to pay CONSULTANT all or any part of the compensation set forth in Article 4 of this Agreement on the date due, then if and only if such nonpayment constitutes a default under this Agreement, CONSULTANT, at the CONSULTANT’S option, may terminate this Agreement if such default is not remedied by CITY within thirty (30) days after demand for such payment is given by CONSULTANT to CITY. D. Transition after Termination Upon termination, CONSULTANT shall immediately stop work, unless cessation could potentially cause any damage or harm to person or property, in which case CONSULTANT shall cease such work as soon as it is safe to do so. CONSULTANT shall incur no further expenses in connection with this Agreement. CONSULTANT shall promptly deliver to CITY all work done toward completion of the services required hereunder, and shall act in such a manner as to facilitate any the assumption of CONSULTANT’s duties by any new consultant hired by the CITY to complete such services. ARTICLE 8. GENERAL PROVISIONS A. Amendment & Modification No amendments, modifications, alterations or changes to the terms of this Agreement shall be effective unless and until made in a writing signed by both parties hereto. B. Americans with Disabilities Act of 1990 Throughout the term of this Agreement, the CONSULTANT shall comply fully with all applicable provisions of the Americans with Disabilities Act of 1990 (“the Act”) in its current form and as it may be amended from time to time. CONSULTANT shall also require such compliance of all subcontractors performing work under this Agreement, subject to the prohibition against assignment and subcontracting contained in Article 5 above. The CONSULTANT shall defend with counsel acceptable to CITY, indemnify and hold harmless the CITY OF GILROY, its officers, employees, agents and representatives from and against all suits, claims, demands, damages, costs, causes of action, losses, liabilities, expenses and fees, including without limitation reasonable attorneys’ fees, that may arise out of any violations of the Act by the CONSULTANT, its subcontractors, or the officers, employees, agents or representatives of either. C. Attorneys’ Fees If any action at law or in equity, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -7- 4835-2267-0361v1 LAC\04706083 attorneys’ fees, which may be set by the court in the same action or in a separate action brought for that purpose, in addition to any other relief to which that party may be entitled. D. Captions The captions and headings of the various sections, paragraphs and subparagraphs of the Agreement are for convenience only and shall not be considered nor referred to for resolving questions of interpretation. E. Compliance with Laws The CONSULTANT shall keep itself informed of all State and National laws and all municipal ordinances and regulations of the CITY which in any manner affect those engaged or employed in the work, or the materials used in the work, or which in any way affect the conduct of the work, and of all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Without limiting the foregoing, CONSULTANT agrees to observe the provisions of the Municipal Code of the CITY OF GILROY, obligating every contractor or subcontractor under a contract or subcontract to the CITY OF GILROY for public works or for goods or services to refrain from discriminatory employment or subcontracting practices on the basis of the race, color, sex, religious creed, national origin, ancestry of any employee, applicant for employment, or any potential subcontractor. F. Conflict of Interest CONSULTANT certifies that to the best of its knowledge, no CITY employee or office of any public agency interested in this Agreement has any pecuniary interest in the business of CONSULTANT and that no person associated with CONSULTANT has any interest that would constitute a conflict of interest in any manner or degree as to the execution or performance of this Agreement. G. Entire Agreement This Agreement supersedes any and all prior agreements, whether oral or written, between the parties hereto with respect to the rendering of services by CONSULTANT for CITY and contains all the covenants and agreements between the parties with respect to the rendering of such services in any manner whatsoever. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that no other agreement, statement or promise not contained in this Agreement shall be valid or binding. No other agreements or conversation with any officer, agent or employee of CITY prior to execution of this Agreement shall affect or modify any of the terms or obligations contained in any documents comprising this Agreement. Such other agreements or conversations shall be considered as unofficial information and in no way binding upon CITY. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -8- 4835-2267-0361v1 LAC\04706083 H. Governing Law and Venue This Agreement shall be governed by and construed in accordance with the laws of the State of California without regard to the conflict of laws provisions of any jurisdiction. The exclusive jurisdiction and venue with respect to any and all disputes arising hereunder shall be in state and federal courts located in Santa Clara County, California. I. Notices Any notice to be given hereunder by either party to the other may be effected either by personal delivery in writing or by mail, registered or certified, postage prepaid with return receipt requested. Mailed notices shall be addressed to the parties at the addresses appearing in Exhibit “A”, Section V.H. but each party may change the address by written notice in accordance with this paragraph. Notices delivered personally will be deemed delivered as of actual receipt; mailed notices will be deemed delivered as of three (3) days after mailing. J. Partial Invalidity If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way. K. Time of the Essence All dates and times referred to in this Agreement are of the essence. L. Waiver CONSULTANT agrees that waiver by CITY of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement. Executed at Gilroy, California, on the date and year first above written. CONSULTANT: CITY: ELS ARCHITECTURE AND URBAN DESIGN CITY OF GILROY By: By: Name: Clarence Mamuyac Name: Jimmy Forbis Title: Chief Executive Officer Title: City Administrator Social Security or Taxpayer Identification Number 94-2177807 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -9- 4835-2267-0361v1 LAC\04706083 Approved as to Form ATTEST: City Attorney City Clerk Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -1- 4835-2267-0361v1 LAC\04706083 EXHIBIT “A” SPECIFIC PROVISIONS I. PROJECT MANAGER CONSULTANT shall provide the services indicated on the attached Exhibit “B”, Scope of Services (“Services”). (All exhibits referenced are incorporated herein by reference.) To accomplish that end, CONSULTANT agrees to assign David Masenten, who will act in the capacity of Project Manager, and who will personally direct such Services. Except as may be specified elsewhere in this Agreement, CONSULTANT shall furnish all technical and professional services including labor, material, equipment, transportation, supervision and expertise to perform all operations necessary and required to complete the Services in accordance with the terms of this Agreement. II. NOTICE TO PROCEED/COMPLETION OF SERVICE A. NOTICE TO PROCEED CONSULTANT shall commence the Services upon delivery to CONSULTANT of a written “Notice to Proceed”, which Notice to Proceed shall be in the form of a written communication from designated City contact person(s). Notice to Proceed may be in the form of e-mail, fax or letter authorizing commencement of the Services. For purposes of this Agreement, Ryan Osenton shall be the designated City contact person(s). Notice to Proceed shall be deemed to have been delivered upon actual receipt by CONSULTANT or if otherwise delivered as provided in the Section V.H. (“Notices”) of this Exhibit “A”. B. COMPLETION OF SERVICES When CITY determines that CONSULTANT has completed all of the Services in accordance with the terms of this Agreement, CITY shall give CONSULTANT written Notice of Final Acceptance, and CONSULTANT shall not incur any further costs hereunder. CONSULTANT may request this determination of completion when, in its opinion, it has completed all of the Services as required by the terms of this Agreement and, if so requested, CITY shall make this determination within two (2) weeks of such request, or if CITY determines that CONSULTANT has not completed all of such Services as required by this Agreement, CITY shall so inform CONSULTANT within this two (2) week period. III. PROGRESS SCHEDULE The schedule for performance and completion of the Services will be as set forth in the attached Exhibit “C”. IV. PAYMENT OF FEES AND DIRECT EXPENSES Payments shall be made to CONSULTANT as provided for in Article 4 of this Agreement. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -2- 4835-2267-0361v1 LAC\04706083 Direct expenses are charges and fees not included in Exhibit “B”. CITY shall be obligated to pay only for those direct expenses which have been previously approved in writing by CITY. CONSULTANT shall obtain written approval from CITY prior to incurring or billing of direct expenses. Copies of pertinent financial records, including invoices, will be included with the submission of billing(s) for all direct expenses. V. OTHER PROVISIONS A. STANDARD OF WORKMANSHIP CONSULTANT represents and warrants that it has the qualifications, skills and licenses necessary to perform the Services, and its duties and obligations, expressed and implied, contained herein, and CITY expressly relies upon CONSULTANT’S representations and warranties regarding its skills, qualifications and licenses. CONSULTANT shall perform such Services and duties in conformance to and consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Any plans, designs, specifications, estimates, calculations, reports and other documents furnished under this Agreement shall be of a quality acceptable to CITY. The minimum criteria for acceptance shall be a product of neat appearance, well-organized, technically and grammatically correct, checked and having the maker and checker identified. The minimum standard of appearance, organization and content of the drawings shall be that used by CITY for similar purposes. B. RESPONSIBILITY OF CONSULTANT CONSULTANT shall be responsible for the professional quality, technical accuracy, and the coordination of the Services furnished by it under this Agreement. CONSULTANT shall not be responsible for the accuracy of any project or technical information provided by the CITY. The CITY’S review, acceptance or payment for any of the Services shall not be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the performance of this Agreement, and CONSULTANT shall be and remain liable to CITY in accordance with applicable law for all damages to CITY caused by CONSULTANT’S negligent performance of any of the services furnished under this Agreement. C. RIGHT OF CITY TO INSPECT RECORDS OF CONSULTANT CITY, through its authorized employees, representatives or agents, shall have the right, at any and all reasonable times, to audit the books and records (including, but not limited to, invoices, vouchers, canceled checks, time cards, etc.) of CONSULTANT for the purpose of verifying any and all charges made by CONSULTANT in connection with this Agreement. CONSULTANT shall maintain for a minimum period of three (3) years (from the date of final payment to CONSULTANT), or for any longer period required by law, sufficient books and records in accordance with standard California accounting practices to establish the correctness of all charges submitted to CITY by CONSULTANT, all of which shall be made available to CITY at the CITY’s offices within five (5) business days after CITY’s request. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -3- 4835-2267-0361v1 LAC\04706083 D. CONFIDENTIALITY OF MATERIAL All ideas, memoranda, specifications, plans, manufacturing procedures, data (including, but not limited to, computer data and source code), drawings, descriptions, documents, discussions or other information developed or received by or for CONSULTANT and all other written and oral information developed or received by or for CONSULTANT and all other written and oral information submitted to CONSULTANT in connection with the performance of this Agreement shall be held confidential by CONSULTANT and shall not, without the prior written consent of CITY, be used for any purposes other than the performance of the Services, nor be disclosed to an entity not connected with the performance of the such Services. Nothing furnished to CONSULTANT which is otherwise known to CONSULTANT or is or becomes generally known to the related industry (other than that which becomes generally known as the result of CONSULTANT’S disclosure thereof) shall be deemed confidential. CONSULTANT shall not use CITY’S name or insignia, or distribute publicity pertaining to the services rendered under this Agreement in any magazine, trade paper, newspaper or other medium without the express written consent of CITY. E. NO PLEDGING OF CITY’S CREDIT. Under no circumstances shall CONSULTANT have the authority or power to pledge the credit of CITY or incur any obligation in the name of CITY. F. OWNERSHIP OF MATERIAL. All material including, but not limited to, computer information, data and source code, sketches, tracings, drawings, plans, diagrams, quantities, estimates, specifications, proposals, tests, maps, calculations, photographs, reports and other material developed, collected, prepared (or caused to be prepared) under this Agreement shall be the property of CITY, but CONSULTANT may retain and use copies thereof subject to Section V.D of this Exhibit “A”. CITY shall not be limited in any way in its use of said material at any time for any work, whether or not associated with the City project for which the Services are performed. However, CONSULTANT shall not be responsible for, and City shall indemnify CONSULTANT from, damages resulting from the use of said material for work other than PROJECT, including, but not limited to, the release of this material to third parties for work other than on PROJECT. G. NO THIRD PARTY BENEFICIARY. This Agreement shall not be construed or deemed to be an agreement for the benefit of any third party or parties, and no third party or parties shall have any claim or right of action hereunder for any cause whatsoever. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -4- 4835-2267-0361v1 LAC\04706083 H. NOTICES. Notices are to be sent as follows: CITY: City Administrator City of Gilroy 7351 Rosanna Street Gilroy, CA 95020 CONSULTANT: Chief Executive Officer ELS Architecture and Urban Design 2040 Addison Street Berkeley, CA, 94704 I. FEDERAL FUNDING REQUIREMENTS. If the box to the left of this sentence is checked, this Agreement involves federal funding and the requirements of this Section V.I. apply. If the box to the left of this sentence is checked, this Agreement does not involve federal funding and the requirements of this Section V.I. do not apply. 1. DBE Program CONSULTANT shall comply with the requirements of Title 49, Part 26, Code of Federal Regulations (49 CFR 26) and the City-adopted Disadvantaged Business Enterprise programs. 2. Cost Principles Federal Acquisition Regulations in Title 48, CFR 31, shall be used to determine the allowable cost for individual items. 3. Covenant against Contingent Fees The CONSULTANT warrants that he/she has not employed or retained any company or person, other than a bona fide employee working for the CONSULTANT, to solicit or secure this Agreement, and that he/she has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, the Local Agency shall have the right to annul this Agreement without liability or, at its discretion, to deduct from the agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift or contingent fee. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -1- 4835-2267-0361v1 LAC\04706083 EXHIBIT “B” SCOPE OF SERVICES TASK 1 –PROJECT INITIATION AND PROJECT MANAGEMENT: 2 Weeks/Ongoing The CONSULTANT Team will prepare a project schedule for the Civic Center Master Plan and implementation from the start of the project through the opening of the new Gilroy Civic Center. The schedule will account for all of the required meetings with stakeholders, Planning Commission and City Council, along with the working group identified by the City of Gilroy. CONSULTANT will work with City staff to schedule a project kick-off meeting to discuss goals and present the draft schedule for discussion. The team will review a project timeline and plan for frequent check-ins with City Staff so that we can work collaboratively with all stakeholders to meet the project requirements. Once the project has been kicked off, the CONSULTANT team will schedule regular coordination meetings with City project management staff, including the Civic Center Development Team (CCDT). CONSULTANT team will keep meeting minutes for all CCDT meetings. Project coordination meetings are anticipated to be virtual, occurring bi-weekly with the CITY’s project manager. Throughout the process the team will maintain and update a project schedule with key milestones, including City Council and Commission meetings and the CEQA timeline. DELIVERABLE: Project schedule. MEETINGS: Kick-off meeting with CITY staff. TASK 2 –EXISTING CONDITIONS ASSESSMENT: 5 Weeks The CONSULTANT Team will carefully review existing conditions and documents to identify site opportunities and constraints. Planning documents will be analyzed for confirmation of the existing situation and to identify all opportunities and necessary alterations. The CONSULTANT team is experienced in facilities assessments and will bring a team of experts to review the existing buildings and prepare a report on conditions along with a recommendation of work needed. The tasks for this phase include: 1. Identify existing land uses and property ownership boundaries, including easements 2. Review of General Plan and Civic Center Master Plans 3. Review General Plan EIR and its relationship to potential changes 4. Research existing environmental conditions 5. Locate and review existing infrastructure information as much as possible; it is anticipated that the CITY will assist in providing information Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -2- 4835-2267-0361v1 LAC\04706083 DELIVERABLE: Civic Center Existing Conditions and Opportunities and Constraints Assessment. MEETINGS: One site-walk of all existing facilities to review conditions. TASK 3–NEEDS ASSESSMENT: 16 Weeks The CONSULTANT team will bring its robust community engagement team to deliver a process that is inclusive and comprehensive while developing the input needed to advance the project to the design phase. The team will achieve this as follows: 1. CONSULTANT will develop an online survey for user groups; 2. CONSULTANT will develop an online survey for community members, and provide the survey in easily produced paper format for sharing with those that do not have internet access. The CITY shall prepare contacts with local agencies and partners to aid in the distribution and collection of these surveys; 3. CONSULTANT will prepare workshop materials including graphics, presentations and large-format boards with project information; 4. CONSULTANT will hold five (5) community meetings scheduled in collaboration with the CITY. These meetings will be provided at different times and in different formats to ensure the largest number of people are able to participate. CONSULTANT will provide Spanish translation as needed. 5. CONSULTANT will participate in a workshop with the Planning Commission once feedback has been received from the stakeholder process. This meeting will give Planning Commissioners the opportunity to hear findings from the process thus far and to provide input on the work to come. 6. CONSULTANT will participate in a workshop with the City Council once the Planning Commission workshop is completed. The team will work collaboratively with council members to discuss options and outcomes. 7. CONSULTANT will participate in a City Council presentation outlining the community and user input, summarize the workshop process, and present the Civic Center Vision Report. DELIVERABLES: • Survey results from both community and user surveys. • Report outlining community outreach meetings. • Civic Center Vision Report. MEETINGS: up to ten (10) total meetings, including community meetings, one (1) Planning Commission meeting, and two (2) City Council meetings. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -3- 4835-2267-0361v1 LAC\04706083 TASK 4–MASTER PLAN DESIGN: 10 Months Based on what CONSULTANT learned from the existing civic center analysis, stakeholder and community meetings, the team will develop a detailed vision concept for the Gilroy Civic Center redevelopment. This will outline the components of the final master plan and establish which programmatic elements are preferred. With the vision developed, the team will embark on designing at least three Civic Center alternatives that meet the requirements developed in the vision. These will focus on creating a town center and hub of civic activity that connect with the city’s broader fabric and position the civic center redevelopment as a new destination. Included in this effort are the following tasks: • Land survey: The team will survey the site to establish an effective base for the project as our work moves into the design phases. This will include property lines, building locations, utility infrastructure and other site features. • Circulation study: Critical to all site design is an understanding of how the site’s modes of circulation. This includes micro-modal, bike, pedestrian, cars, delivery trucks, and public transit. Site access and circulation review will be conducted to determine the adequacy of the proposed site layouts and to identify access and circulation issues for improvement. This will include a qualitative review of the internal roadway layout and access points to the surrounding roadway system and a quantitative analysis of the anticipated traffic volumes at the site’s driveways. The review will focus on the adequacy of site access points based on overall anticipated trip generation, considering the following: › sight distance and vehicle queues at site access driveways, › driveway locations, traffic control requirements, alignment, and dimensions › on-site layout and circulation › large vehicle access and circulation › pedestrian access and circulation The circulation analysis of the final site layouts will be included as part of the optional Transportation Analysis completed for the Project’s EIR. This study will be provided as a separate document for Planning Commission review. • Parking alternatives study: The ideal location for parking areas— potentially combining and relocating the site’s existing seven lots into a more efficient lot or structure—will be critical to success of the Civic Center. The team will assess quantity and type, targeting the most efficient parking system for different modes of transportation. Their analysis will estimate the recommended number of parking spaces that should be provided for inclusion in the Master Plan, based on the planned program, count data, CITY standards, and potential for shared parking. • Open space study: Great civic spaces begin with the creation of an interconnected circulation system and a structure of differently-sized open spaces that share characteristics and sitewide connections. CONSULTANT's study will weigh the benefits of consolidating the Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -4- 4835-2267-0361v1 LAC\04706083 program against the desired outdoor amenities and their overall cost. Open spaces resulting from this project will become significant public assets, available to residents year round. They are key to the success of this master plan. • Phasing Study and Construction Sequencing Plan: CONSULTANT's team will explore how to keep facilities open during construction, adopting a phased approach that supports existing buildings, limits overall disruption, and provides adequate parking throughout the site’s transformation. Based on these findings, the team will make a recommendation for sequencing construction in ways that limit overall disruption to facilities. • Site master plan: The final plan for the project will adopt this consideration for phasing while showing the final build-out of the campus once completed. The master plan will reflect a full integration of sustainable design practices and will ensure that all storm water requirements are met sitewide. • Building location alternatives: Accounting for the varied conditions within and immediately adjacent to the site, the CONSULTANT team will develop potential alternate locations and options for facilities based on how the site master plan progresses through construction sequencing. • Architecture: CONSULTANT will develop architectural concepts that capture Gilroy’s particular civic identity and values while reflecting sustainable design strategies. The final architectural designs will show exterior building materials, color renderings, and context including parking and landscape. • Community outreach: The CONSULTANT team will participate in at least five (5) community meetings to gather input on the vision and design options. The team will keep the public informed on the project’s progress by assisting the City in writing monthly website postings and quarterly articles . The team will prepare surveys that will be coordinated with the other community outreach efforts. • Council input: Once the team has received input from the community and revised plans and concepts based on those comments, the team will attend a City Council workshop to receive feedback on our progress and provide additional direction. • Floor plans: The CONSULTANT team will develop floor plans based on the massing approved through the community and council process. These plans will be developed based on the Task 3 space needs assessment, reflecting departmental aspirations. The team will meet again with individual departments to confirm findings of the needs assessment and to comment on preliminary building layouts followed by a workshop for all departments. The team will deliver a set of approved floor plans and color renderings that show the building entries and other key features. • Preliminary landscape plan: Starting early in Task 4, CONSULTANT will develop landscape plans that incorporate the civic spaces discussed in the needs assessment and public process. These will be scaled and designed to accommodate the types of community events that the CITY wishes to hold, and will integrate seamlessly with the master plan and architectural design process. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -5- 4835-2267-0361v1 LAC\04706083 • Sustainability: As a leader in sustainable design, CONSULTANTwill work with all subconsultants on a sitewide holistic approach to creating an environmentally conscious campus with the resilience necessary to allow for long-term success. Using LEED Platinum as a baseline, the team will work individually with our building-system engineers to identify the most effective and efficient building operations. The team will develop a conceptual LEED scorecard that shows the best course to achieving LEED Platinum and Net Zero energy consumption. • Final site master plan: Once the above studies and tasks are completed, the team will generate a final site master plan that represents the culmination of the master plan process. During this time, the team will meet with City Council in a workshop setting twice to receive comments and direction. • Master Plan Report: The CONSULTANT team will prepare a final report for adoption by City Council. This report will describe the full planning process and incorporate all relevant documents, including all deliverables listed below. The report will include information on the process and key decision points so that future planners can understand the rationale for our decisions. DELIVERABLES: • Complete Land Survey • 3 Land Use Alternative Diagrams • Circulation Study • Parking Alternatives Study • Site Master Plan • Landscape Plan • Open Space Plan • LEED Scorecard • Phasing Plan • Construction Sequencing Plan • Building Location Alternatives • Architectural Building Massing Designs • Architectural Floorplans • Final Site Master Plan • Master Plan Report Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -6- 4835-2267-0361v1 LAC\04706083 MEETINGS: up to eight (8) total meetings including a departmental workshop, meetings with individual departments and community meetings, three (3) City Council meetings. Program Environmental Impact Report: 12 Months The RFP indicates that the City of Gilroy anticipates that preparation of a program EIR may be appropriate CEQA documentation and process for the master plan update. CONSULTANT with subconsultants will review the draft master plan update, once it is available, and will make a recommendation as to whether a more appropriate process, such as a mitigated negative declaration, would be appropriate. This may depend on how the master plan update treats the historic Wheeler Auditorium. The following scope of work is proposed: Task A Project Management/Consultation This task includes coordinating staff, general management and administration, coordinating with CITY staff, CONSULTANT and the consulting team, and providing CEQA consultation for CITY staff. This includes up to five (5) hours of meetings. Task B Tribal Consultation This task includes preparing letters to the tribes offering consultation under AB52 and CEQA. This includes up to two (2) hours of meetings. EMC Planning Group has assisted CITY with tribal consultation on other projects. Task C Notice of Preparation CONSULTANT will prepare the notice of preparation (NOP) that will be released prior to preparation of the EIR to solicit feedback from public agencies on the scope and content of the EIR in accordance with CEQA Guidelines Section 15082. A draft NOP will be sent as a PDF to the CITY for review and comment. CONSULTANT will incorporate any and all comments into the final NOP, which will be provided to the CITY for their submittal to the State Clearinghouse. This proposal assumes that the CITY will post the NOP with the County Clerk and the State Clearinghouse and will send copies to recipients on the City’s distribution list. If desired, CONSULTANT can assist with this effort for an additional fee. Task D Administrative Draft Program EIR The administrative draft EIR will include the following sections: • Table of Contents: A table of contents will be included to assist the reader in finding the analysis of different subjects and issues, as well as a listing of tables, figures, and appendices. • Introduction: This section of the EIR will address the purpose of preparing the EIR, the impact methodology, the EIR process, and terminology. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -7- 4835-2267-0361v1 LAC\04706083 • Summary: The summary will include a project description summary, each significant effect with proposed mitigation measures and alternatives that would reduce or avoid that effect, areas of controversy known to the CITY including issues raised by agencies and the public, and issues to be resolved, including the choice among alternatives and whether or how to mitigate the significant effects. • Environmental Setting: This section will include a description of the physical environmental conditions in the vicinity of the Gilroy Civic Center and the broader built environment. This environmental setting constitutes the baseline physical conditions by which an environmental impact will be determined to be significant. The purpose of this requirement is to give CITY's public and decision makers the most accurate and understandable picture possible of the project’s likely near-term and long-term impacts. The setting will also include the existing number of employees at the Civic Center and the documented number of visitors. • Project Description: The project description will present each of the components of the master plan update, focusing on those changes that would determine the environmental impacts. Maps, figures and tables will be used as appropriate. The master plan update objectives will be clearly defined, which will assist in developing a reasonable range of alternatives to evaluate in the EIR and will aid in preparing findings or a statement of overriding considerations, if necessary. The statement of objectives should include the underlying purpose of the project and will discuss the project benefits. The project description will also include a statement briefly describing the intended uses of the EIR, a list of the agencies that are expected to use the EIR in their decision making, a list of permits and other approvals required to implement the project, and a list of related environmental review and consultation requirements required by federal, state, or local laws, regulations, or policies. • Air Quality: In addition to possible demolition of existing buildings and construction of new buildings, the master plan update has the potential to allow for an increase in the number of employees and visitors to the Civic Center, all of which could result in significant air quality impacts. This section of the EIR will address whether the project would: conflict with or obstruct implementation of the applicable air quality plan; result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard; expose sensitive receptors to substantial pollutant concentrations; or result in other emissions (such as those leading to odors) adversely affecting a substantial number of people. • Emission Modeling: The California Emissions Estimator Model (CalEEMod) will be used to quantify criteria air pollutant emissions volumes generated from construction activities and from project operational activities. The model assumptions and methodology will be described in the initial study and the modeled results will be presented in appendices of the document. Three model runs will be conducted to quantify: 1) operational emissions under existing conditions; 2) unmitigated project construction and operational emissions; and 3) operational emissions under a mitigated project scenario, if necessary. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -8- 4835-2267-0361v1 LAC\04706083 • Air Quality Analysis: The City of Gilroy is in the San Francisco Bay Air Basin, which is under the jurisdiction of the Bay Area Air Quality Management District (the “air district”). The air district’s 2022 CEQA Guidelines provide a framework for assessing air quality impacts from land use projects. This section of the EIR will first address whether the master plan update would conflict with or obstruct implementation of the applicable air quality management plan. The volume of criteria air pollutant emissions generated, potential generation of and potential exposure of sensitive receptors to toxic air contaminants, and consistency with regional air quality plans will then be evaluated to determine impact significance based on air district thresholds of significance. If significant impacts are identified, mitigation measures will be presented to lessen or potentially avoid impact significance. Air district documents, policies, and regulatory requirements will be reviewed and a brief description of the air basin’s physical and climatological characteristics will be provided. • Biological Resources: With the exception of one residential parcel, the approximately 14- acre Civic Center site is currently a developed, urban area, with minimal habitat for special-status species. The Civic Center does include a substantial number of existing trees that provide habitat for nesting birds, which are protected during the nesting season. This section of the EIR will address potential impacts to nesting birds and roosting bats that may be protected, applying the Habitat Conservation Plan to the project. • Cultural Resources: The existing civic center is made of up several different buildings: City Hall, City Hall Annex, Wheeler Gymnasium, Police Department Headquarters, Gilroy Senior Center, Gilroy Library, and four single family residential homes. The Wheeler Gymnasium is the only building that is currently on the Gilroy historic resources list. Some of the older buildings, such as City Hall, the City Hall Annex, and the Senior Center, may be old enough for evaluation to determine whether the buildings could be considered historic, recognizing that the CITY may have already completed this analysis for other purposes. According to General Plan EIR Figure 3.5-1, the civic center is in a low archaeological sensitivity zone. There is always the possibility of uncovering significant archaeological resources during ground- disturbing activities. This section of the EIR will address whether the master plan update would cause a substantial adverse change in the significance of a historical resource or a unique archaeological resource, or disturb any Native American human remains. The scope of work includes obtaining an updated records search of significant historic resources from the Northwest Information Center. Although it is unknown at this time whether the master plan update will include building demolition or alteration, this proposal also includes a budget for the historical evaluation of up to two on-site buildings that may be considered historic and that may be altered or demolished during implementation of the master plan update. • Greenhouse Gas Emissions: In addition to possible demolition of existing buildings and construction of new buildings, the master plan update has the potential to allow for an increase in Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -9- 4835-2267-0361v1 LAC\04706083 vehicle miles traveled (VMT) associated with the number of employees and visitors to the Civic Center, all of which could result in significant impacts from greenhouse gas emissions. This section of the EIR will address whether the project would generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment; or would conflict with an applicable plan, policy, or regulation adopted for the purpose of reducing the emissions of greenhouse gases. The air district’s current Greenhouse Gas (GHG) impact analysis guidance, found in the 2022 CEQA Thresholds for Evaluating the Significance of Climate Impacts from Land Use Projects and Plans, provides that GHG impacts of typical residential, commercial, and office projects can be found to be less than significant if the project is consistent with a qualified plan for reducing GHG emissions. However, the CITY has not prepared a qualified plan against which consistency of the proposed project can be assessed. In lieu of an available qualified plan, the air district’s performance standard-based approach for evaluating impacts will be applied. The air district has determined that projects which meets the following performance standards would have a less than significant GHG impact: 1) applicant commits to installing no permanent natural gas infrastructure to support the project (the project will be all electric and use no natural gas); 2) the applicant commits to meeting the Tier 2 electric vehicle support infrastructure standards in the latest version of the California Green Building Standards Code; 3) the project energy impacts are found to be less than significant; and 4) the project is found to have a less than significant VMT impact. The master plan update is not anticipated to include residential, commercial or office uses beyond the civic center office use. Nevertheless, operations of existing and proposed municipal institutional uses would generate GHGs from similar sources as the other noted uses, including vehicular sources and building energy sources. Therefore, the air district guidance is deemed to be applicable for the proposed project. The proposed project will be reviewed to determine if it meets either or both of the first two performance standards. If not, conformance with these standards will be required as mitigation. The significance of energy impacts will be summarized, as will the results of the VMT analysis, to make a final determination about GHG impact significance. • Transportation: CONSULTANT will complete a VMT report to be included in the EIR. The VMT report will be completed in accordance with CEQA requirements. Pursuant to SB 743, the Governor’s Office of Planning and Research (OPR) released the current CEQA Guidelines Update (Technical Advisory on Evaluation Impacts in CEQA) in late 2018, which proposes VMT as the replacement metric for LOS in the context of CEQA. In accordance with CEQA, all proposed land use and transportation projects are required to analyze transportation as a component of environmental review using VMT. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -10- 4835-2267-0361v1 LAC\04706083 Since the City of Gilroy has yet to formally adopt its own CITY-specific guidelines for the CEQA evaluation of projects based on VMT, the City relies on OPR’s VMT analysis guidelines and impact threshold recommendations as they work towards establishing their own guidelines. Thus, for the purpose of this analysis, a VMT assessment will be completed based on OPR’s guidelines and the final project information obtained from the site development and review phase. • Tribal Cultural Resources: According to General Plan EIR Figure 3.5-1, the civic center is in a low archaeological sensitivity zone. However, there is always the possibility of uncovering significant archaeological resources during ground-disturbing activities. This section of the EIR will summarize the tribal consultation process, further discussed in Task 2, Tribal Consultation, above, and present any mitigation measures that may be determined through that process. • No Impacts or Impacts Anticipated to be Less than Significant: In addition to the environmental topic area discussed above, it is expected that there would be no impact, or that impacts would be less than significant, in the following areas: aesthetics, agriculture and forestry resources, energy, geology and soils, hazards and hazardous materials, hydrology and water quality, land use and planning, mineral resources, noise, population and housing, public services, recreation, utilities and service systems, and wildfire. Each of these topic areas will be evaluated and discussed in this section of the EIR. If it is determined that a significant impact could occur associated with one or more of these topics, a full analysis would be conducted. • Cumulative Impacts: This section will address the project’s contribution to cumulative city- wide environmental impacts associated with build-out of the general plan and determine whether the project’s incremental effect is cumulatively considerable. • Significant and Unavoidable Impacts: This section will summarize those impacts evaluated in any previous sections that are significant and cannot be avoided if the proposed project is implemented. • Growth Inducing Impacts: This section will discuss the ways in which the proposed project could foster economic or population growth, or the construction of additional housing, either directly or indirectly, in the surrounding environment. • Alternatives: This section will describe and evaluate a range of reasonable alternatives to the project, or to the location of the project, which would feasibly attain most of the basic objectives of the project but would avoid or substantially lessen any of the significant effects of the project and will evaluate the comparative merits of the alternatives. Up to three alternatives, including the “No Project” alternative, are included in the budget. The alternatives will be determined in consultation with CITY and the CONSULTANT team. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -11- 4835-2267-0361v1 LAC\04706083 • Organization and Persons Contacted: This section will identify all federal, state, or local agencies, other organizations, and private individuals consulted in preparing the draft EIR, and the persons, firm, or agency preparing the draft EIR. • Sources: This section will include a listing of the sources used in preparation of the EIR. • Appendices: Appendices will be included, where appropriate. Task E Public Review Draft Program EIR CONSULTANT will prepare the public review draft EIR after reviewing and incorporating all CITY comments on the administrative draft EIR. CONSULTANT will electronically provide one (1) PDF copy of the public review draft EIR and appendices for the City’s use in the distribution process. No hard copies will be provided. The City is also responsible for uploading the public review draft EIR to the City’s website. CONSULTANT can help with this process, if requested. Task F Administrative Final Program EIR Upon completion of the 45-day public review period, CONSULTANT will evaluate the comments received on the public review draft EIR and prepare written responses in consultation with CITY staff. CONSULTANT will prepare an administrative final EIR, which will include comments and recommendations received on the draft EIR either verbatim or in summary, a list of persons, organizations, and public agencies commenting on the draft EIR, proposed responses to significant environmental points raised in the review and consultation process, and any other information to be added by the City. The budget accommodates responding to up to ten (10) comment letters. If the level of effort needed to respond to comments exceeds that amount, a contract amendment may be required. Task G Final Program EIR CONSULTANT will prepare a final EIR, addressing comments by CITY staff, and provide a PDF copy to the City to provide to those agencies commenting on the draft EIR. Task H Mitigation Monitoring and Reporting Program A draft and final mitigation monitoring and reporting program will also be prepared. Task I CEQA Findings and Statement of Overriding Considerations CONSULTANT will prepare draft and final CEQA findings and statement of overriding considerations for review and approval by City staff. Task J Public Hearings CONSULTANT will attend two public hearings, one Planning Commission and one City Council, to answer questions on the environmental analysis and documentation. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -12- 4835-2267-0361v1 LAC\04706083 Task K Notice of Determination CONSULTANT will prepare the notice of determination for the City staff to file with the County Clerk and the State Clearinghouse. DELIVERABLE: Program Level Environmental Impact Report TASK 5 – MASTER PLAN ADOPTION: 6 Weeks The CONSULTANT team will assist the CITY in writing a recommended phasing plan and financing plan that together spell out the costs for each development phase. The draft Final Master Plan and draft Final Financing Plan will be presented to Council for consideration of adoption no later than May 30, 2026. DELIVERABLES: • Draft Final Master Plan • Financing Strategy Plan • Project Delivery Method Analysis and Recommendation TASK 6 – PROJECT FINANCING: 12 Months The CONSULTANT has expertise in grant research and writing, Public/ Private Partnerships, and the process of developing and issuing General Obligation Bonds. To identify the funding approach, the team will complete the following steps: • Cost estimate: The team will start this phase by preparing a cost estimate for each recommended alternative that is inclusive of all hard costs and soft costs. The team will work with the City in identifying the projected City staffing needs and all required approvals. • Financing Recommendations: CONSULTANT, working with our financing strategist Hayat Brown, will advise CITY officials on financing strategies and financial approaches to support the CITY’s Civic Center project. With a deep understanding of traditional and alternative project delivery methods, CONSULTANT will evaluate a range of suitable options, including Public-Private Partnerships (P3), traditional, and design-build strategies to ensure alignment with the City’s fiscal and project-specific goals. Multiple California Civic Center projects have benefited from a Design-Build-Finance-Operate-Maintain delivery model, in which a private consortium finances, executes, and operates facilities long term. CONSULTANT will explore this option to identify an optimal approach to delivering the project. CONSULTANT analysis and recommendations will consider each approach’s benefits, risks, and long-term implications, empowering the CITY to make informed decisions that optimize funding, enhance project delivery, and ensure sustainable, long-term benefits for the community. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -13- 4835-2267-0361v1 LAC\04706083 • Funding Opportunities: CONSULTANTteam will identify a range of funding opportunities available to the CITY, including federal and state grants, municipal bonds, revenue-backed financing, value capture tools, such as tax increment financing or assessment districts. Each funding source will be evaluated for its terms, potential impact, and alignment with the CITY’s project objectives. Using this information, CONSULTANT will craft a detailed analysis of each option, highlighting potential benefits, limitations, and compliance requirements to facilitate the City Council’s decision-making process. By outlining viable, impactful funding solutions, CONSULTANT aims to help the CITY ensure long term project feasibility. • Project delivery: Having led project teams through design- bid-build, design-build and public-private partnership models, the CONSULTANT team is ideally suited to provide professional recommendations regarding which path most closely meets the CITY ’s needs, ranking the relative value of potential approaches. • Bond assistance: The team will work with the CITY staff to identify funding potential through General Obligation Bonds, providing professional assistance in preparation of the ballot measure language and election documents and promoting the bond to the public through informational material for distribution to voters by the City. Included in this effort: › Assessing the community’s ability to pay based on bond proposals; › Gathering information regarding rating agency factors and assessing data relating to determine general rating estimation. Identifying ways to maximize the final rating for the sale of bonds; › Identifying funding priorities if bond support is not available. Identifying the highest rated components of the plan with the highest likelihood of approval. › Working with the CITY and consultants/counsel to complete the sale of bonds if approved by voters. DELIVERABLES: • Comprehensive financial options plan • Development of general obligation bond documents and associated support for November 2026 election TASK 7 – PROJECT DEVELOPMENT, DESIGN ENGINEERING AND CONSTRUCTION ASSISTANCE: 18 Months If the CITY requests assistance during development team selection and construction, the CONSULTANT team is prepared to provide experienced guidance. Having delivered projects of this scale previously, CONSULTANT is well versed in the challenges faced by complex projects when the site remains an active location for city services. Upon request, the team will provide the following: • Temporary services relocation: the CONSULTANT team is prepared to help the CITY coordinate the temporary relocation as part of the construction process. This may include studying Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -14- 4835-2267-0361v1 LAC\04706083 potential relocation spaces, working with the selected construction team to develop a timeline for relocations to minimize disruption, and making recommendations on how the CITY can keep the facilities accessible throughout construction. • Plan review: CONSULTANT holds on-call contracts with numerous municipalities across the Bay Area and is prepared to provide plan review upon request to ensure that the contract documents fulfill the CITY’s goals and are compliant with local and state codes. The team can assess budgets and operational costs to ensure they are within expectations. • Permit assistance: CONSULTANT can work with the City to ensure that the construction team gets permitted as required per local requirements. • Quality assurance: Upon request, CONSULTANT can assist the CITY in confirming that all required testing and inspection compliance can be met for the project’s construction process. • Sustainability review: Through our experience specifying thousands of sustainable building materials over the course of countless projects, CONSULTANT can make recommendations on proposed materials and sustainable design processes. • Certificate of Occupancy: The CONSULTANT team is prepared to assist the CITY and selected construction team in understanding which specific issues, if any, are contributing to a delay in the issuance of a Certificate of Occupancy; we can also advise on how the project could utilize a Temporary Certificate of Occupancy to stay on schedule as minor issues at project closeout are resolved. DELIVERABLES: • Assist the CITY in the development team selection process • Provide bid-support • Provide consulting to the selected teams as requested by the CITY. TASK 8 – PROJECT CLOSEOUT: 1 Month Once the project is complete and the project is ready for move-in, the CONSULTANT team is prepared to support the CITY’s move into the modernized Civic Center. As part of that effort, it is critical that the contractor turns over all manuals and provides all necessary training for building operations. It is CONSULTANT's goal that, from day one and for decades to come, the CITY can use these new facilities as efficiently and sustainably as possible. INCORPORATION OF 24-RFP-AD-506 SCOPE OF WORK The scope of work from the above referenced RFP for Tasks 1 through 5 are included by this reference. Where the above scope of work may be missing deliverables or project components from the RFP scope of work, those tasks are hereby included in this contract's scope of work via reference. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -1- 4835-2267-0361v1 LAC\04706083 EXHIBIT “C” MILESTONE SCHEDULE The following milestones and projected schedule for accomplishment are as follows: 1. The kickoff meeting shall be convened by November 27, 2024. 2. The site survey shall be completed by December 27, 2024. 3. The Current Conditions Assessment will be completed by December 27, 2024. 4. The Needs Assessment will be completed by February 7, 2025. 5. Initial Visioning Sessions with the City Council shall be completed by April 4, 2025. 6. The five Community Engagement Workshops will be completed by September 5, 2025. 7. The three Final Visioning Steps with Gilroy Community and City Leadership shall be completed by December 5, 2025 8. The Project Financing Phase shall be completed by April 3, 2026. 9. The Environmental phase shall be completed May 1, 2026. 10. CEQA certification shall be taken to the Gilroy City Council at it's second meeting in May, 2026. 11. The Civic Center Master Plan shall be taken to the Gilroy City Council at it's first meeting in June, 2026. The project schedule as contained in the awarded proposal, attached to this contract on the following pages, shall provide the detailed schedule for this contract, from which the above milestones were derived. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A 4835-2267-0361v1 LAC\04706083 EXHIBIT “D” PAYMENT SCHEDULE Payments shall be made upon an invoice from CONSULTANT, and payments shall be made net 30 days after receipt. Invoices shall be issued no more than monthly to the CITY. The invoice shall include detail of the staff hours and rates for CONSULTANT's team of work, on what phase and itemized cost list item from the list provided in the awarded proposal, and attached to this contract on the following pages. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Proposed Methodology Project Understanding In planning for the future of its civic campus, the City of Gilroy has something that many municipalities in similar circumstances do not: a large amount of consolidated, amenity-ready land in an ideal, community-friendly location. Several newer facilities can remain on site, helping to reduce overall costs; the City will also benefit from a wonderful and historic community gym (at the corner of Church St. and W. 6th) that could easily anchor the site’s corner. Retaining these existing structures will support the project by averting the unnecessary release and replacement of their embodied energy. Another asset comes from the subdivision of the project area by Hanna Street, which offers a chance to capture land for development and/or to improve site access. Like many sites that are built up over decades, the Civic Center has a significant opportunity to expand the space available for development by consolidating and simplifying the parking areas. While any new uses are likely to increase the overall parking count, the current seven- lot parking configuration is highly inefficient and can be streamlined so that land can be given back in return for uses that reflect best practices in strategic development. In short, we’re excited by the many assets of Gilroy’s existing civic center and we’re ready to focus more deeply with your team on creating an ultra-functional, community-oriented site that will streamline the city’s administrative operations while also becoming a destination for residents and visitors alike. ELS Architecture and Urban Design and EMC Planning Group have joined together to bring their combined history of design, planning and environmental experience to assist the City of Gilroy in advancing its vision on a new community-centered vision for the Gilroy Civic Center. The team is ready to provide an updated, comprehensive Civic Center Master Plan (superseding the 2002 adopted plan) that will create a clear vision, an action plan, a timeline, and a financial strategy in order to meet the City government’s administrative and operational needs through City build-out while also meeting the needs of the Gilroy community. Joining the ELS/EMC team will be a group of key experts to assist in planning, financing assessment, and environmental planning. Our all-Bay Area team is available to start upon selection and is well positioned to see the Civic Center project through by designing a buildable vision. We can also providing guidance to the City as it moves forward with subsequent steps, including the selection of a delivery method and consultants, advising on a general obligation bond, and issues surrounding land use, infrastructure, and urban design. We are very excited to have on our team Larry Tramutola, one of the state’s foremost experts in getting bonds passed through the election process. His firm, Tramutola, was established almost 40 years ago to help public entities plan for and pass bond and parcel tax measures. The firm provides specialized advice related to tax election feasibility, timing and sequencing of elections, planning, and communications that build community support. Tramutola has helped public agencies of all sizes and demographic profiles pass local revenue measures through effective strategies, a grassroots approach to community outreach, and most importantly, thoughtful and candid political advice. Larry has worked collaboratively with our clients to plan for and win 400+ local tax elections in California leading to $50 billion in new revenue for community facilities (schools, hospitals, recreation centers, senior centers, services, and programs). Especially when super majority votes are required, success demands individualized attention and often training of local citizens. In addition to Larry Tramutola, our team is composed of firms that are specific to the challenges presented by the Gilroy Civic Center. Those consultants include: • SWA Group is an internationally celebrated firm that has designed some of the most striking civic landscapes of the last half century. ELS and SWA have been teaming up on projects for the last 30 years and are currently performing numerous important civic projects together. • Hayat Brown has 12 years of experience helping municipalities navigate the complexities of private-public-partnerships while determining which delivery method is best for each project. Their real estate advisory services guide clients through all stages of the early process, from feasibility and financial structuring to transaction execution. • Hexagon Transportation Consultants brings years of experience working in Gilroy and with EMC on planning and environmental issues. Hexagon provides services in all major aspects of transportation planning and traffic engineering. Their years of community relationships will be a huge asset for our team. • BKF Engineers has been in the Bay Area for over a century, diligently guiding projects from their initial stages of due diligence and feasibility to project designs and permitting approvals and concluding with construction and implementation. Their diverse project portfolio, combined with innovative design solutions and extensive local experience, will allow them to start the project with a large base of knowledge that benefits the whole team. • Brightworks offers deep experience and time-tested approaches to the process of leading project teams through LEED certification. They’ve successfully certified 600+ LEED projects by setting clear goals, identifying practical strategies for achieving them, and providing the content-expertise and project management follow- through needed to support and document those strategies. • Mark Hulbert and ELS have teamed on important historic projects such as Riverside’s Cesar Chavez Community Center. As a preservation architect, Mark combines thorough knowledge of historic structures with an understanding of project delivery in today’s cost climate. He identifies practical solutions for revitalizing historic structures targeting long-term use and durability. • Cumming Group, founded in California in 1996, is a leader in providing project consulting services to the A/E/C industry, including cost and project management, planning and scheduling, and construction dispute resolution. Cumming Group’s cost team is one of the largest providers of cost estimating and management services in the country, including a skilled team of in-house MEP cost specialists. ELS teams frequently with Cumming so that our projects can benefit from their extensive knowledge of local construction pricing and the nuances of market conditions. We have also brought on the experienced teams of Forell/ Elsesser and Guttmann & Blaevoet to provide structural and MEP assessments, respectively, for the existing buildings, to provide systems recommendations for renovations and new buildings (with a focus on achieving and maintaining embodied energy efficiency), and to identify the most sustainable systems for long-term operation and ownership. Throughout our history, ELS has focused on “putting the pieces together,” that is, designing places and spaces that bring community interests together for the benefit of all stakeholders. ELS’ award- winning land-use planning and urban design practice is dedicated to sensitive, efficient, buildable place-making solutions designed around a flexible framework that can be built as a single development or over time in phases. In our experience, a master plan that is informed by a broad spectrum of voices can help navigate all manner of challenges and opportunities, delivering an authentic and endearing place. This is especially important for the Gilroy Civic Center, given the numerous City departments, civic entities, and community stakeholders that must each have a say in the site’s future. ELS’ national reputation for successful design and sensitive, context- based planning is formed from years of working with municipalities across California and the nation, developing enduring civic and master City of Gilroy | Civic Center Master Plan elsarch.com | 46 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A plans that stand the test of design due to their timeless aesthetic and flexibility that allows the future and the present to coexist. ELS’ urban design work includes collaborations with public clients on projects including: the City of Sunnyvale’s Downtown Plan, which transforms a historic main street and a failing mall into a mixed-use, transit-oriented district; the Midtown Study for the City of Fort Collins, Colorado, where we proposed the revitalization of an aging retail corridor; and Mueller Aldrich Town Center, in Austin, Texas, where our master plan for a former airport led to a locally inspired, 1.3-million-square-foot mixed- use neighborhood. These experiences serve your project well, in that the Gilroy Civic Center should do more than simply provide services— this should be a true city center that, through daily use by numerous user types, acts as a community asset. Our 50+ years of experience in urban design gives us a deep understanding of how community spaces succeed. Our experience also helps ensure that the land use and infrastructure can create an armature of economic, operational, and environmental health. EMC Planning Group is an interdisciplinary land use and environmental planning firm that has assisted cities, counties, and special districts with environmental and planning consulting services for the past 46 years. Established in 1978, EMC Planning Group began writing EIRs for Monterey County, and over the past 46 years has grown to provide a wide variety of planning and environmental services. The firm’s environmental staff assists public agencies with preparation of environmental documentation in compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA), obtaining various regulatory permits from regional, state, and federal agencies for capital improvement projects, and conducting technical site assessments. Our land use planners provide support to public agency planning departments by reviewing and processing development project applications ranging from conditional use permits to large annexations and subdivisions, and are capable of providing long-range planning services such as preparing general plan updates and implementation measures, specific plans, master development plans, housing element updates and pro housing designations , and are experienced with grant writing for public improvement projects. STAFFING PLAN For our staffing plan, please see the Fee Proposal in Section 6. For the availability of key staff, please see the team organization chart and resumes in Section 2. LOCAL DESIGN GROUNDED IN COMMUNITY The ELS/EMC team believes in grounding planning and design solutions in sustainable design principles. We must take advantage of any assets already in place while simultaneously addressing real- world financial and technical shortcomings. This will afford the Gilroy Civic Center a positive identity and create a new, unique community space with expanded outdoor public spaces to define the site as a place of gathering and service to all users. Key to the success of the modernized Gilroy Civic Center will be a strong sense of place: visitors must know this is a venue for civic purpose and potential. We can achieve this sensibility through careful land planning, a human-scaled civic landscape design, regularized street furniture, a cohesive street scape, and multi-modal, pedestrian-friendly connectivity that allows visitors to easily enter and navigate the Civic Center. Sustainable financing and authentic placemaking when done right will corroborate each other. We achieve this balance through strategic, open-minded collaboration that, even when a project’s vast scale seems to put unique place-making at risk, tackles complex design challenges by prioritizing human-scaled, cohesive community experiences and facilitating a successful transition from planning to building. The Gilroy Civic Center is at such a crucial juncture. We are excited by the opportunity to join and engage with the City to preserve the integrity of the civic functions and make it stronger and more resilient as we redesign it towards a true community home. A sensitive understanding of Gilroy’s growing, vibrant community will be key to this project’s success. Gilroy’s crossroads location between Silicon Valley and our state’s agricultural heartland gives it a unique socio-economic mix not often seen elsewhere in the region. The city’s demographics are marvelously diverse, with a bedrock Latino community that contributes immeasurably to the cultural landscape, as reflected in countless ways including commerce, cuisine, festivals, and art. The city’s parks, climate, viticulture, and proximity to the Santa Cruz Mountains have made it a destination for families and others seeking a calm, balanced, outdoor-friendly lifestyle where the Californian lifestyle comes to life. The ELS/EMC team sees these qualities as essential to shaping the Civic Center modernization. The ELS/EMC team is an ideal fit for the Gilroy Civic Center Master Plan because the team blends local knowledge, technical capacity, and similar experiences with cities hoping to enhance their communities through great urban projects. The ELS/EMC team can help you make the Civic Center master plan a viable, long-term success by streamlining city services and creating a new centerpiece for Gilroy’s remarkable growth. Project Approach The ELS/EMC team with SWA Group’s landscape architects will collaborate on urban design, architectural design, environmental/ CEQA analysis, financial feasibility, and landscape and urban design, marrying EMC’s extensive community and environmental planning specialties with ELS and SWA’s expertise in creating great urban spaces. At the core of each of our practices is the innovative design of buildable, authentic places balanced by real-world financial solutions. Our team’s management style is thorough, hands-on, and rooted in community decision making. The planning effort will consist of many voices. Our goal will be to give each voice a role in shaping the future of the Gilroy Civic Center. Below we will focus on this project’s most essential, character-defining issues and identify how they will support our work on the Gilroy Civic Center Master Plan: Master Planning the Public Realm The largest scale at which we work—cities and districts—are planned to encourage the celebration of the public realm. Working at this scale, we look at economics, placemaking and redevelopment strategies to create vibrant, memorable districts that people love returning to again and again. We will work closely with the City, community members and other stakeholders to understand the aspirations for this important site, focusing on creating public spaces that accommodate a variety of social environments (large groups, small groups, couples, families, singles, youth, seniors, etc.) increasing the relevance of the place for the community and encouraging diversity among the people it attracts. Gilroy is a family-oriented city, and the needs of children must be reflected in the Civic Center vision, whether through dedicated play areas, water features, or other child-focused amenities. We believe that the Civic Center modernization should promote a sense of arrival and an awareness that one has entered a pedestrian, civic, slow-driving district where the community takes priority. We also believe that identifiable, safe, reliably available parking is crucial to the success of any large development. The project team will assess current and future parking needs with respect to different development strategies. We will present case studies drawn from our work with other appropriate cities facing similar challenges. Place-Sensitive Design A comprehensive approach to urban design includes an active pedestrian realm, a signage program that ties the district together, architectural design that is timeless, and sculpture, murals, and other artwork as an integral aspect of planning. The modernized Civic Center has an ideal location that could make it a green oasis within its broader district, more so given Gilroy’s warm year-round climate. The creation of great spaces requires a strategic framework process that prioritizes a shared vision and public City of Gilroy | Civic Center Master Plan elsarch.com | 47 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A advocacy for the plan. To that end, our consultant team will collect and analyze local data, present a variety of opportunities, prompt discussion around those ideas, foster openness and debate, identify new opportunities, and create a publicly driven resolution for the future. As the plan is implemented, our understanding of funding options and project delivery will influence the plan and its phasing, requiring consistent input and support from the community. The strategic framework must introduce this notion of engagement while establishing a process for amendments to the vision. The result will be a plan that is locally sourced, credible, flexible, advocated for by the community, and most importantly, unique to its people and place. Phasing to Achieve Results We will create a phased plan that is grounded in constructability, with results that can be developed. The ELS/EMC team is experienced in phasing master plans in ways that encourage the best future outcome with the fewest disruptions possible. This comes from a strong understanding of constructability, City goals for each department, and scheduling. That includes fostering a level of flexibility that facilitates the most cost-efficient construction types and timelines. This is achieved through a detailed understanding of each city department’s needs, the way each department can move, how the site parking can be shifted over the development timeline and how to maintain a civic front door over the entire construction timeline. Included in this is the allowance for different parking strategies, a clear understanding of contractor space requirements, and how the overall economics of the project and potential bond and grant timelines can lead to a speedy timeline for completion. Identifying a Financial Approach for Success Project funding will determine the best development route & timeline. The master plan must be buildable and financeable. The development of appropriate financing strategies has been key to the successful realization of many ELS/EMC projects. That starts with the cost estimate, which, for existing buildings planned for upgrade, must address the highly technical work involved—simple square foot costs are not enough to get an estimate with high confidence. With the master plan and estimates in hand, our experienced team will identify funding options that achieve the City’s goals. Bond funding is a long process, and if done with a strong knowledge of the community’s political terrain, can be essential for bringing the project to fruition. Creating a Unique Civic Experience Unique experiences are core to creating a sense of place. We aim to weave socially engaging open spaces and landscapes into the civic center site to create an identity and opportunity found nowhere else. Revitalizing the Civic Center site requires creating an active, engaging outdoor environment with an interconnected open space network that improves and expands upon pedestrian and cyclist opportunities. We can lay atop this landscape, a host of civic events, which are central to the life of a city: activities such as a weekly farmers market, regular fairs for art and food, food trucks, outdoor movies in the warm months, and other exciting draws will lead to a perception among residents and visitors that this place is worth checking out year-round. Fostering Sustainability Concerns about urban sprawl, traffic congestion, resource depletion and environmental impacts are spurring communities to integrate sustainability into their planning efforts. Sustainable development means considering how current decisions impact the community’s long-term economic vitality, quality of life, diversity, resource usage, social well-being and environmental health. When we combine environmental stewardship, resource conservation, community needs, and the principles of new urbanism, we produce innovative development approaches that create value for generations of residents and visitors. The Gilroy Civic Center can lead in green design by prioritizing sustainability in a range of areas, from improving storm water quality and conserving water to reducing greenhouse gas emissions through environmental policy and green building technologies. The ELS/EMC master plan will include best practices in sustainability, focusing on standards for the selected development team to create the most environmentally friendly development possible, positioning the modernized district as a new benchmark for sustainable growth. ELS is recognized as a California Green Business and is a participant in the AIA’s 2030 Commitment to reduce the operational energy use of our buildings. ELS master planned the 39-acre Mueller Aldrich Town Center, now steadily being built out. Our town center is part of the 700-acre Mueller Development, which earned a Stage 2 Silver certification in LEED’s Neighborhood Development Pilot Program. Our Austin Energy Headquarters is also LEED Platinum and WELL Platinum certified. David Masenten, ELS’ Principal and Director of Mixed-Use Practice, managed the Emeryville Marketplace Redevelopment, which made history as the first LEED ND Platinum project, while with his previous firm. Energizing the District The Civic Center redevelopment will build energy for the community as a gathering space, creating further synergy by emphasizing physical and visual linkages so that the Civic Center becomes key to the larger neighborhood. The urban design plan needs to address how the Civic Center relates to its surroundings, supporting the neighborhood places it connects to and confirming that it doesn’t add to traffic or parking issues. Our urban design approach always looks beyond project boundaries to understand important sightlines and affirming how the new development will fit into the framework of the city. PROJECT EXAMPLES The projects summarized below illustrate our team’s collective experience in engaging stakeholders for visioning and design input, crafting land use and urban design solutions, generating technical and economic analyses, and integrating these inputs into creative, implementable master plans. The projects also demonstrate the team’s deep understanding of public sector work and show how we produce developments that are grounded in place, relevant to the community, and operationally superior. Representative CEQA experience for plan- based projects is also included. City of Newark NewPark Specific Plan and CEQA. EMC Planning Group and ELS collaborated on the preparation of this Specific Plan, which charts a course for a new mixed-use urban center around a revitalized regional mall. The team’s strategy transforms vast parking lots into mixed-use parcels, streets, and plazas that support and enhance the core retail asset and deliver public amenities and activities currently not available in Newark. Key to the plan is re-imagining the anchor tenants into retail and entertainment destinations that drive circulation inside and outside the mall. Each mixed-use parcel has been designed with the flexibility to respond to changing market forces, supporting a variety of office and housing configurations. The plan strategically concentrates development opportunities to create a critical mass meant to catalyze the larger commercial district. ELS’ role focused on the urban-design component of the Specific Plan. EMC Planning Group collaborated on and integrated urban design inputs into a comprehensive specific plan providing development flexibility with clear, precise development guidance aimed at facilitating efficient development implementation. EMC Planning Group also prepared CEQA documentation for the specific plan. City of Newark NewPark Specific Plan Implementation Planning and CEQA. Support Newark’s NewPark Specific Plan implementation process, EMC Planning Group is leading a team that includes ELS and technical subconsultants. Our team is responding to Brookfield Properties’ proposal of amendments to the approved specific plan and project-specific entitlements to develop two distinct projects: a residential/retail mixed-use site and a commercial retail complex. EMC Planning Group is preparing amendments to the specific plan, City of Gilroy | Civic Center Master Plan elsarch.com | 48 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A supporting the development review process, and preparing a unified CEQA document that analyzes the combined effects of both projects. EMC Planning Group technical subconsultants are peer-reviewing studies submitted by applicants, while ELS is providing key urban design review support services to ensure that the specific plan amendments and project designs are consistent with the specific plan’s urban design vision. City of Sand City Vibrancy Plan, City Staff Planning Support, and EIR. EMC Planning Group prepared the Sand City Vibrancy Plan and provided City staff with planning support. The Vibrancy Plan, which won an APA Northern California Chapter award, articulates a vision in the City’s General Plan to transition the historically industrial West End and South of Tioga districts into a cohesive, vibrant mixed-use community. The Vibrancy Plan is an economic development document that addresses fundamental planning issues relating to land use, circulation, parking, street scape improvements, and aesthetics. Its implementation framework addresses processing and regulatory issues, with strategies for investment in physical improvements and catalyst projects. EMC Planning Group led a public outreach program, prepared the EIR, assisted with acquiring an incidental take permit from the U.S. Fish and Wildlife Service, prepared the project consideration package, and represented the project in front of the City Council. To kick-start the Vibrancy Plan’s implementation, EMC Planning Group also prepared rezoning documentation for a portion of the plan area and prepared mixed-use zoning district standards. In addition, EMC Planning Group provided planning support services to the City to process the South of Tioga redevelopment project, which will anchor one end of the Vibrancy Plan area with 356 new residences and a 216-room hotel. City of Greenfield Walnut Avenue Specific Plan, Planning Services and EIR. EMC Planning Group prepared a specific plan and EIR for the City of Greenfield for a 60-acre project site located north of Walnut Avenue and immediately east of US Highway 101. The specific plan is intended to catalyze commercial and high-density residential uses, respond to the City’s economic development needs, and fulfill the community’s desire for placemaking amid a community destination. The specific plan allows land-use flexibility within a framework of assumptions regarding development capacity. EMC Planning Group designed and implemented a stakeholder outreach process that included several community meetings and design consultations with affected property owners. EMC Planning Group also prepared an EIR and provided planning support services by preparing staff reports, resolutions and ordinances, and project and CEQA findings. City of Salinas Travel Center Specific Plan - City Staff Entitlement Support and EIR. EMC Planning Group was retained by the City of Salinas to provide City staff planning support services and to prepare an EIR for a 62-acre commercial and industrial project at the U.S. Highway 101/Airport Boulevard interchange. Entitlements included annexation, pre-zoning, specific plan, general plan amendment, parcel map and site plan review approvals. Entitlement support services included interfacing with the applicant, reviewing and managing the applicant’s specific plan content and preparation process, preparing the annexation application, managing supporting technical documentation, and preparing the project consideration package (staff report, findings, ordinances, and resolutions). EMC Planning Group biologists completed a U.S. Army Corps of Engineers Nationwide Permit and a Central Coast Regional Water Quality Control Board Section 401 Permit to support the applicant’s permit process. City of Atwater Ferrari Ranch Master Plan – City Staff Entitlement Support and EIR. EMC Planning Group provided entitlement management, planning, and CEQA services to the City of Atwater to facilitate development of a 358-acre site adjacent to the City of Atwater. Entitlements included a general plan amendment, pre-zoning, annexation, master plan, vesting tentative map, and development agreement. New development capacity included 191 residential units; 2,494,000 square feet of commercial and business park uses; 667,000 square feet of hospital and medical office uses; and a 20-acre regional park. EMC Planning Group coordinated technical inputs, peer-reviewed applicant technical inputs, prepared the annexation application and managed the LAFCO review process, prepared the project consideration packages (staff report, resolutions and ordinances, project findings, CEQA findings, statement of overriding considerations, mitigation monitoring program, and conditions of approval) and provided substantial input to the applicant’s master plan. EMC Planning Group also prepared a comprehensive program EIR. Town of Los Gatos North Forty Specific Plan EIR. EMC Planning Group prepared an EIR for a mixed-use retail, office, and residential project for the Town of Los Gatos. The EIR focused on traffic and circulation, air quality, greenhouse gas emissions, historic resources, visual impacts, noise, farmland, surface water drainage, biological resources, and schools. The project, anticipated in the Town’s General Plan for more than twenty years, led to vigorous public debate on how the specific plan fits within the municipal vision. Other significant public concerns addressed traffic conditions, adequacy of walking and bicycling connections, protection of viewsheds, preservation of historic agricultural ties, and the potential for this project to affect the town’s thriving downtown business district Dunes at Half Moon Bay Specific Plan. EMC Planning Group is currently providing entitlement management services to the landowner for a fifty-acre high-end hotel, high-end RV park and hostel visitor- serving project on the coast in Half Moon Bay. EMC Planning Group prepared a comprehensive project application, supporting technical documentation, and a draft specific plan. EMC Planning Group is also managing the work of associated technical consultants, representing the project in meetings with the City, responsible agencies, and the Coastal Commission, and participating in the public relations process. Required entitlements include a coastal development permit, rezoning and tentative map. The project is highly controversial given its location on vacant land adjacent to Dunes State Beach and has dealt with the public’s perception that it is entitled to its open space and related aesthetic benefits. Greentree Specific Plan. EMC Planning Group is currently representing the landowner in preparing a specific plan, technical reports, and a project application for a 250-acre infill site in the City of Vacaville. The project includes a mix of senior housing, medium- to high-density housing, and a commercial center. Required entitlements include a general plan amendment, rezoning, tentative map and design review. As a subconsultant to EMC Planning Group, ELS is providing urban design inputs to the specific plan with particular focus on placemaking, non-vehicular connectivity, and commercial center design. EMC Planning Group is also preparing GHG/air quality and cultural resources reports as inputs to the City’s CEQA process, and coordinating the work of additional technical consultants whose work also supports the CEQA process. City of Sunnyvale Urban Design Plan. ELS was engaged by the City of Sunnyvale to update a ten-year-old specific plan for the City’s commercial core. ELS staff facilitated a series of six stakeholder workshops, five City staff technical meetings, and fifteen other meetings, including a planning commission presentation and a City Council presentation. Stakeholder groups included residents, business owners, the downtown businesses association, local developers, major property owners, and City agencies. Workshops established a vision for the future and addressed current market forces, future market opportunities, possible public infrastructure upgrades, traffic impacts, and identification of opportunity sites. The urban design plan took shape and evolved concurrently with the workshop process. Ultimately the stakeholder committee voted to approve the plan and recommended it to the City Council. The plan was adopted, and the City revised the specific plan and the zoning ordinance. City of Fort Collins Midtown Commercial Redevelopment Study. ELS completed an urban design study for the City of Fort Collins, Colorado, recommending improvements to a three-mile bus transit corridor in the midtown commercial core and devising a strategy to revitalize a failing mall. A series of stakeholder and community City of Gilroy | Civic Center Master Plan elsarch.com | 49 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A workshops informed the design and helped create public support for new residential density and placemaking opportunities. Mueller Aldrich Town Center Master Plan. In collaboration with the City of Austin and Catellus, ELS facilitated multiple workshops with residents of the community of Mueller, Texas. The public process has had a profound influence on the character, density, and configuration of public space in the town center design. The result is a home-grown urban design plan that sets the stage for a variety of social activities that are dear to Mueller residents. Workshops were first organized to vet larger concepts and build consensus, followed by subsequent workshops dealing with the plan’s finer points. The process enabled the community to come together under a common understanding that facilitated the resolution of challenging details. The result is a natural and organic development process, occurring over time, that is enriched by multiple designers and the community. Telegraph Avenue Design Charrette. Volunteering with the Berkeley Design Advocates, ELS has helped facilitate community workshops, walking tours, two design charrettes, and the final reports for the revitalization of Telegraph Avenue in Berkeley. Telegraph Avenue’s legacy is crucial to the identity of the Berkeley community and the history of the movement for free speech. For over a hundred years, Telegraph Avenue has been the gathering place for students, innovators, activists, tourists, and the people that live there. Recently, the street has suffered from neglect and high vacancy rates. These Telegraph Avenue design charrettes have engaged the community, raised awareness of the potential for change, and renewed the energy of public-realm advocates. Charrette participants included community activists, environmental leaders, architects, transit engineers, and politicians, all coming together to identify issues and propose creative solutions. The charrette results represent a collaborative community effort, proactively improving a legacy district. Project Scope TASK 1 –PROJECT INITIATION AND PROJECT MANAGEMENT: 2 Weeks/Ongoing The ELS/EMC Team will prepare a project schedule for the Civic Center Master Plan and implementation from the start of the project through the opening of the new Gilroy Civic Center. The schedule will account for all of the required meetings with stakeholders, Planning Commission and City Council, along with the working group identified by the City of Gilroy. ELS/EMC will work with City staff to schedule a project kick-off meeting to discuss goals and present the draft schedule for discussion. The team will review a project timeline and plan for frequent check-ins with City Staff so that we can work collaboratively with all stakeholders to meet the project requirements. Once the project has been kicked off, the ELS/EMC team will schedule regular coordination meetings with City project management staff, including the Civic Center Development Team (CCDT). Our team will keep meeting minutes for all CCDT meetings. Project coordination meetings are anticipated to be virtual, occurring bi-weekly with the City’s project manager. Throughout the process the team will maintain and update a project schedule with key milestones, including City Council and Commission meetings and the CEQA timeline. DELIVERABLE: Project schedule. MEETINGS: Kick-off meeting with City staff. TASK 2 –EXISTING CONDITIONS ASSESSMENT: 5 Weeks The ELS/EMC Team will carefully review existing conditions and documents to identify site opportunities and constraints. Planning documents will be analyzed for confirmation of the existing situation and to identify all opportunities and necessary alterations. The ELS/ EMC team is experienced in facilities assessments and will bring a team of experts to review the existing buildings and prepare a report on conditions along with a recommendation of work needed. The tasks for this phase include: 1. Identify existing land uses and property ownership boundaries, including easements 2. Review of General Plan and Civic Center Master Plans 3. Review General Plan EIR and its relationship to potential changes 4. Research existing environmental conditions 5. Locate and review existing infrastructure information as much as possible; it is anticipated that the City of Gilroy will assist in providing information DELIVERABLE: Civic Center Existing Conditions and Opportunities and Constraints Assessment. MEETINGS: One site-walk of all existing facilities to review conditions. TASK 3–NEEDS ASSESSMENT: 16 Weeks The ELS/EMC team will bring its robust community engagement team to deliver a process that is inclusive and comprehensive while developing the input needed to advance the project to the design phase. The team will achieve this as follows: 1. ELS/EMC will develop an online survey for user groups; 2. ELS/EMC will develop an online survey for community members; 3. ELS/EMC will prepare workshop materials including graphics, presentations and large-format boards with project information; 4. ELS/EMC will hold five (5) community meetings scheduled in collaboration with the City. These meetings will be provided at different times and in different formats to ensure the largest number of people are able to participate. ELS/EMC will provide Spanish translation as needed. 5. ELS/EMC will participate in a workshop with the Planning Commission once feedback has been received from the stakeholder process. This meeting will give Planning Commissioners the opportunity to hear findings from the process thus far and to provide input on the work to come. 6. ELS/EMC will participate in a workshop with the City Council once the Planning Commission workshop is completed. The team will work collaboratively with council members to discuss options and outcomes. 7. ELS/EMC will participate in a City Council presentation outlining the community and user input, summarize the workshop process, and present the Civic Center Vision Report. DELIVERABLES: • Survey results from both community and user surveys. • Report outlining community outreach meetings. • Civic Center Vision Report. MEETINGS: up to ten (10) total meetings, including community meetings, one (1) Planning Commission meeting, and two (2) City Council meetings. TASK 4–MASTER PLAN DESIGN: 10 Months Based on what ELS/EMC learned from the existing civic center analysis, stakeholder and community meetings, the team will develop a detailed vision concept for the Gilroy Civic Center redevelopment. This will outline the components of the final master plan and establish which programmatic elements are preferred. With the vision developed, the team will embark on designing at least three Civic Center alternatives that meet the requirements developed in the vision. These will focus on creating a town center and hub of civic activity that connect with the city’s broader fabric and position the civic center redevelopment as a new destination. Included in this effort are the following tasks: • Land survey: The team will survey the site to establish an effective base for the project as our work moves into the design phases. This City of Gilroy | Civic Center Master Plan elsarch.com | 50 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A will include property lines, building locations, utility infrastructure and other site features. • Circulation study: Critical to all site design is an understanding of how the site’s modes of circulation. This includes micro-modal, bike, pedestrian, cars, delivery trucks, and public transit. Site access and circulation review will be conducted to determine the adequacy of the proposed site layouts and to identify access and circulation issues for improvement. This will include a qualitative review of the internal roadway layout and access points to the surrounding roadway system and a quantitative analysis of the anticipated traffic volumes at the site’s driveways. The review will focus on the adequacy of site access points based on overall anticipated trip generation, considering the following: ›sight distance and vehicle queues at site access driveways, ›driveway locations, traffic control requirements, alignment, and dimensions ›on-site layout and circulation ›large vehicle access and circulation ›pedestrian access and circulation The circulation analysis of the final site layouts will be included as part of the optional Transportation Analysis completed for the Project’s EIR. This study will be provided as a separate document for Planning Commission review. • Parking alternatives study: The ideal location for parking areas— potentially combining and relocating the site’s existing seven lots into a more efficient lot or structure—will be critical to success of the Civic Center. The team will assess quantity and type, targeting the most efficient parking system for different modes of transportation. Their analysis will estimate the recommended number of parking spaces that should be provided for inclusion in the Master Plan, based on the planned program, count data, City standards, and potential for shared parking. • Open space study: Great civic spaces begin with the creation of an interconnected circulation system and a structure of differently- sized open spaces that share characteristics and sitewide connections. Our study will weigh the benefits of consolidating the program against the desired outdoor amenities and their overall cost. Open spaces resulting from this project will become significant public assets, available to residents year round. They are key to the success of this master plan. • Phasing Study and Construction Sequencing Plan: Our team will explore how to keep facilities open during construction, adopting a phased approach that supports existing buildings, limits overall disruption, and provides adequate parking throughout the site’s transformation. Based on these findings, the team will make a recommendation for sequencing construction in ways that limit overall disruption to facilities. • Site master plan: The final plan for the project will adopt this consideration for phasing while showing the final build-out of the campus once completed. The master plan will reflect a full integration of sustainable design practices and will ensure that all storm water requirements are met sitewide. • Building location alternatives: Accounting for the varied conditions within and immediately adjacent to the site, the ELS team will develop potential alternate locations and options for facilities based on how the site master plan progresses through construction sequencing. • Architecture: ELS will develop architectural concepts that capture Gilroy’s particular civic identity and values while reflecting sustainable design strategies. The final architectural designs will show exterior building materials, color renderings, and context including parking and landscape. • Community outreach: The ELS team will participate in at least five (5) community meetings to gather input on the vision and design options. The team will keep the public informed on the project’s progress by assisting the City in writing monthly website postings and quarterly articles . The team will prepare surveys that will be coordinated with the other community outreach efforts. • Council input: Once the team has received input from the community and revised our plans and concepts based on those comments, the team will attend a City Council workshop to receive feedback on our progress and provide additional direction. • Floor plans: The ELS team will develop floor plans based on the massing approved through the community and council process. These plans will be developed based on the Task 3 space needs assessment, reflecting departmental aspirations. The team will meet again with individual departments to confirm findings of the needs assessment and to comment on preliminary building layouts followed by a workshop for all departments. The team will deliver a set of approved floor plans and color renderings that show the building entries and other key features. • Preliminary landscape plan: Starting early in Task 4, and working concurrently with ELS, SWA Group will develop landscape plans that incorporate the civic spaces discussed in the needs assessment and public process. These will be scaled and designed to accommodate the types of community events that the City of Gilroy wishes to hold, and will integrate seamlessly with the master plan and architectural design process. • Sustainability: As a leader in sustainable design, ELS will work with all consultants on a sitewide holistic approach to creating an environmentally conscious campus with the resilience necessary to allow for long-term success. Using LEED Platinum as a baseline, the team will work individually with our building-system engineers to identify the most effective and efficient building operations. The team will develop a conceptual LEED scorecard that shows the best course to achieving LEED Platinum and Net Zero energy consumption. • Final site master plan: Once the above studies and tasks are completed, the team will generate a final site master plan that represents the culmination of the master plan process. During this time, the team will meet with City Council in a workshop setting twice to receive comments and direction. • Master Plan Report: The ELS/EMC team will prepare a final report for adoption by City Council. This report will describe the full planning process and incorporate all relevant documents, including all deliverables listed below. The report will include information on the process and key decision points so that future planners can understand the rationale for our decisions. DELIVERABLES: • Complete Land Survey • 3 Land Use Alternative Diagrams • Circulation Study • Parking Alternatives Study • Site Master Plan • Landscape Plan • Open Space Plan • LEED Scorecard • Phasing Plan • Construction Sequencing Plan • Building Location Alternatives • Architectural Building Massing Designs • Architectural Floorplans • Final Site Master Plan • Master Plan Report City of Gilroy | Civic Center Master Plan elsarch.com | 51 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A MEETINGS: up to eight (8) total meetings including a departmental workshop, meetings with individual departments and community meetings, three (3) City Council meetings. Program Environmental Impact Report: 12 Months The RFP indicates that the City of Gilroy anticipates that preparation of a program EIR may be appropriate CEQA documentation and process for the master plan update. EMC Planning Group will review the draft master plan update, once it is available, and will make a recommendation as to whether a more appropriate process, such as a mitigated negative declaration, would be appropriate. This may depend on how the master plan update treats the historic Wheeler Auditorium. The following scope of work is proposed: Task A Project Management/Consultation This task includes coordinating staff, general management and administration, coordinating with City staff, ELS and the consulting team, and providing CEQA consultation for City staff. This includes up to five (5) hours of meetings. Task B Tribal Consultation This task includes preparing letters to the tribes offering consultation under AB52 and CEQA. This includes up to two (2) hours of meetings. EMC Planning Group has assisted Gilroy staff with tribal consultation on other projects. Task C Notice of Preparation EMC Planning Group will prepare the notice of preparation (NOP) that will be released prior to preparation of the EIR to solicit feedback from public agencies on the scope and content of the EIR in accordance with CEQA Guidelines Section 15082. A draft NOP will be sent as a PDF to the City for review and comment. EMC Planning Group will incorporate any and all comments into the final NOP, which will be provided to the City for their submittal to the State Clearinghouse. This proposal assumes that the City will post the NOP with the County Clerk and the State Clearinghouse and will send copies to recipients on the City’s distribution list. If desired, EMC Planning Group can assist with this effort for an additional fee. Task D Administrative Draft Program EIR The administrative draft EIR will include the following sections: • Table of Contents: A table of contents will be included to assist the reader in finding the analysis of different subjects and issues, as well as a listing of tables, figures, and appendices. • Introduction: This section of the EIR will address the purpose of preparing the EIR, the impact methodology, the EIR process, and terminology. • Summary: The summary will include a project description summary, each significant effect with proposed mitigation measures and alternatives that would reduce or avoid that effect, areas of controversy known to the City of Gilroy including issues raised by agencies and the public, and issues to be resolved, including the choice among alternatives and whether or how to mitigate the significant effects. • Environmental Setting: This section will include a description of the physical environmental conditions in the vicinity of the Gilroy Civic Center and the broader built environment. This environmental setting constitutes the baseline physical conditions by which an environmental impact will be determined to be significant. The purpose of this requirement is to give Gilroy’s public and decision makers the most accurate and understandable picture possible of the project’s likely near-term and long-term impacts. The setting will also include the existing number of employees at the Civic Center and the documented number of visitors. • Project Description: The project description will present each of the components of the master plan update, focusing on those changes that would determine the environmental impacts. Maps, figures and tables will be used as appropriate. The master plan update objectives will be clearly defined, which will assist in developing a reasonable range of alternatives to evaluate in the EIR and will aid in preparing findings or a statement of overriding considerations, if necessary. The statement of objectives should include the underlying purpose of the project and will discuss the project benefits. The project description will also include a statement briefly describing the intended uses of the EIR, a list of the agencies that are expected to use the EIR in their decision making, a list of permits and other approvals required to implement the project, and a list of related environmental review and consultation requirements required by federal, state, or local laws, regulations, or policies. • Air Quality: In addition to possible demolition of existing buildings and construction of new buildings, the master plan update has the potential to allow for an increase in the number of employees and visitors to the Civic Center, all of which could result in significant air quality impacts. This section of the EIR will address whether the project would: conflict with or obstruct implementation of the applicable air quality plan; result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard; expose sensitive receptors to substantial pollutant concentrations; or result in other emissions (such as those leading to odors) adversely affecting a substantial number of people. • Emission Modeling: The California Emissions Estimator Model (CalEEMod) will be used to quantify criteria air pollutant emissions volumes generated from construction activities and from project operational activities. The model assumptions and methodology will be described in the initial study and the modeled results will be presented in appendices of the document. Three model runs will be conducted to quantify: 1) operational emissions under existing conditions; 2) unmitigated project construction and operational emissions; and 3) operational emissions under a mitigated project scenario, if necessary. • Air Quality Analysis: The City of Gilroy is in the San Francisco Bay Air Basin, which is under the jurisdiction of the Bay Area Air Quality Management District (the “air district”). The air district’s 2022 CEQA Guidelines provide a framework for assessing air quality impacts from land use projects. This section of the EIR will first address whether the master plan update would conflict with or obstruct implementation of the applicable air quality management plan. The volume of criteria air pollutant emissions generated, potential generation of and potential exposure of sensitive receptors to toxic air contaminants, and consistency with regional air quality plans will then be evaluated to determine impact significance based on air district thresholds of significance. If significant impacts are identified, mitigation measures will be presented to lessen or potentially avoid impact significance. Air district documents, policies, and regulatory requirements will be reviewed and a brief description of the air basin’s physical and climatological characteristics will be provided. • Biological Resources: With the exception of one residential parcel, the approximately 14-acre Civic Center site is currently a developed, urban area, with minimal habitat for special-status species. The Civic Center does include a substantial number of existing trees that provide habitat for nesting birds, which are protected during the nesting season. This section of the EIR will address potential impacts to nesting birds and roosting bats that may be protected, applying the Habitat Conservation Plan to the project. • Cultural Resources: The existing civic center is made of up several different buildings: City Hall, City Hall Annex, Wheeler Gymnasium, Police Department Headquarters, Gilroy Senior City of Gilroy | Civic Center Master Plan elsarch.com | 52 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Center, Gilroy Library, and four single family residential homes. The Wheeler Gymnasium is the only building that is currently on the Gilroy historic resources list. Some of the older buildings, such as City Hall, the City Hall Annex, and the Senior Center, may be old enough for evaluation to determine whether the buildings could be considered historic, recognizing that the City may have already completed this analysis for other purposes. According to General Plan EIR Figure 3.5-1, the civic center is in a low archaeological sensitivity zone. There is always the possibility of uncovering significant archaeological resources during ground- disturbing activities. This section of the EIR will address whether the master plan update would cause a substantial adverse change in the significance of a historical resource or a unique archaeological resource, or disturb any Native American human remains. The scope of work includes obtaining an updated records search of significant historic resources from the Northwest Information Center. Although it is unknown at this time whether the master plan update will include building demolition or alteration, this proposal also includes a budget for the historical evaluation of up to two on-site buildings that may be considered historic and that may be altered or demolished during implementation of the master plan update. • Greenhouse Gas Emissions: In addition to possible demolition of existing buildings and construction of new buildings, the master plan update has the potential to allow for an increase in vehicle miles traveled (VMT) associated with the number of employees and visitors to the Civic Center, all of which could result in significant impacts from greenhouse gas emissions. This section of the EIR will address whether the project would generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment; or would conflict with an applicable plan, policy, or regulation adopted for the purpose of reducing the emissions of greenhouse gases. The air district’s current Greenhouse Gas (GHG) impact analysis guidance, found in the 2022 CEQA Thresholds for Evaluating the Significance of Climate Impacts from Land Use Projects and Plans, provides that GHG impacts of typical residential, commercial, and office projects can be found to be less than significant if the project is consistent with a qualified plan for reducing GHG emissions. However, the City of Gilroy has not prepared a qualified plan against which consistency of the proposed project can be assessed. In lieu of an available qualified plan, the air district’s performance standard-based approach for evaluating impacts will be applied. The air district has determined that projects which meets the following performance standards would have a less than significant GHG impact: 1) applicant commits to installing no permanent natural gas infrastructure to support the project (the project will be all electric and use no natural gas); 2) the applicant commits to meeting the Tier 2 electric vehicle support infrastructure standards in the latest version of the California Green Building Standards Code; 3) the project energy impacts are found to be less than significant; and 4) the project is found to have a less than significant VMT impact. The master plan update is not anticipated to include residential, commercial or office uses beyond the civic center office use. Nevertheless, operations of existing and proposed municipal institutional uses would generate GHGs from similar sources as the other noted uses, including vehicular sources and building energy sources. Therefore, the air district guidance is deemed to be applicable for the proposed project. The proposed project will be reviewed to determine if it meets either or both of the first two performance standards. If not, conformance with these standards will be required as mitigation. The significance of energy impacts will be summarized, as will the results of the VMT analysis, to make a final determination about GHG impact significance. • Transportation: Hexagon will complete a VMT report to be included in the EIR. The VMT report will be completed in accordance with CEQA requirements. Pursuant to SB 743, the Governor’s Office of Planning and Research (OPR) released the current CEQA Guidelines Update (Technical Advisory on Evaluation Impacts in CEQA) in late 2018, which proposes VMT as the replacement metric for LOS in the context of CEQA. In accordance with CEQA, all proposed land use and transportation projects are required to analyze transportation as a component of environmental review using VMT. Since the City of Gilroy has yet to formally adopt its own City- specific guidelines for the CEQA evaluation of projects based on VMT, the City relies on OPR’s VMT analysis guidelines and impact threshold recommendations as they work towards establishing their own guidelines. Thus, for the purpose of this analysis, a VMT assessment will be completed based on OPR’s guidelines and the final project information obtained from the site development and review phase. • Tribal Cultural Resources: According to General Plan EIR Figure 3.5-1, the civic center is in a low archaeological sensitivity zone. However, there is always the possibility of uncovering significant archaeological resources during ground-disturbing activities. This section of the EIR will summarize the tribal consultation process, further discussed in Task 2, Tribal Consultation, above, and present any mitigation measures that may be determined through that process. • No Impacts or Impacts Anticipated to be Less than Significant: In addition to the environmental topic area discussed above, it is expected that there would be no impact, or that impacts would be less than significant, in the following areas: aesthetics, agriculture and forestry resources, energy, geology and soils, hazards and hazardous materials, hydrology and water quality, land use and planning, mineral resources, noise, population and housing, public services, recreation, utilities and service systems, and wildfire. Each of these topic areas will be evaluated and discussed in this section of the EIR. If it is determined that a significant impact could occur associated with one or more of these topics, a full analysis would be conducted. • Cumulative Impacts: This section will address the project’s contribution to cumulative city-wide environmental impacts associated with build-out of the general plan and determine whether the project’s incremental effect is cumulatively considerable. • Significant and Unavoidable Impacts: This section will summarize those impacts evaluated in any previous sections that are significant and cannot be avoided if the proposed project is implemented. • Growth Inducing Impacts: This section will discuss the ways in which the proposed project could foster economic or population growth, or the construction of additional housing, either directly or indirectly, in the surrounding environment. • Alternatives: This section will describe and evaluate a range of reasonable alternatives to the project, or to the location of the project, which would feasibly attain most of the basic objectives of the project but would avoid or substantially lessen any of the significant effects of the project and will evaluate the comparative merits of the alternatives. Up to three alternatives, including the “No Project” alternative, are included in the budget. The alternatives will be determined in consultation with City staff and the ELS team. • Organization and Persons Contacted: This section will identify all federal, state, or local agencies, other organizations, and private City of Gilroy | Civic Center Master Plan elsarch.com | 53 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A individuals consulted in preparing the draft EIR, and the persons, firm, or agency preparing the draft EIR. • Sources: This section will include a listing of the sources used in preparation of the EIR. • Appendices: Appendices will be included, where appropriate. Task E Public Review Draft Program EIR EMC Planning Group will prepare the public review draft EIR after reviewing and incorporating all City comments on the administrative draft EIR. EMC Planning Group will electronically provide one (1) PDF copy of the public review draft EIR and appendices for the City’s use in the distribution process. No hard copies will be provided. The City is also responsible for uploading the public review draft EIR to the City’s website. EMC Planning Group can help with this process, if requested. Task F Administrative Final Program EIR Upon completion of the 45-day public review period, EMC Planning Group will evaluate the comments received on the public review draft EIR and prepare written responses in consultation with City staff. EMC Planning Group will prepare an administrative final EIR, which will include comments and recommendations received on the draft EIR either verbatim or in summary, a list of persons, organizations, and public agencies commenting on the draft EIR, proposed responses to significant environmental points raised in the review and consultation process, and any other information to be added by the City. The budget accommodates responding to up to ten (10) comment letters. If the level of effort needed to respond to comments exceeds that amount, a contract amendment may be required. Task G Final Program EIR EMC Planning Group will prepare a final EIR, addressing comments by City staff, and provide a PDF copy to the City to provide to those agencies commenting on the draft EIR. Task H Mitigation Monitoring and Reporting Program A draft and final mitigation monitoring and reporting program will also be prepared. Task I CEQA Findings and Statement of Overriding Considerations EMC Planning Group will prepare draft and final CEQA findings and statement of overriding considerations for review and approval by City staff. Task J Public Hearings EMC Planning Group will attend two public hearings, one Planning Commission and one City Council, to answer questions on the environmental analysis and documentation. Task K Notice of Determination EMC Planning Group will prepare the notice of determination for the City staff to file with the County Clerk and the State Clearinghouse. DELIVERABLE: Program Level Environmental Impact Report TASK 5 – MASTER PLAN ADOPTION: 6 Weeks The ELS/EMC team will assist the City in writing a recommended phasing plan and financing plan that together spell out the costs for each development phase. The draft Final Master Plan and draft Final Financing Plan will be presented to Council for consideration of adoption no later than May 30, 2026. DELIVERABLES: • Draft Final Master Plan • Financing Strategy Plan • Project Delivery Method Analysis and Recommendation TASK 6 – PROJECT FINANCING: 12 Months The ELS/EMC has expertise in grant research and writing, Public/ Private Partnerships, and the process of developing and issuing General Obligation Bonds. To identify the funding approach, the team will complete the following steps: • Cost estimate: The team will start this phase by preparing a cost estimate for each recommended alternative that is inclusive of all hard costs and soft costs. The team will work with the City in identifying the projected City staffing needs and all required approvals. • Financing Recommendations: ELS/EMC, working with our financing strategist Hayat Brown, will advise city officials on financing strategies and financial approaches to support the City of Gilroy’s Civic Center project. With a deep understanding of traditional and alternative project delivery methods, we will evaluate a range of suitable options, including Public-Private Partnerships (P3), traditional, and design-build strategies to ensure alignment with the city’s fiscal and project-specific goals. Multiple California Civic Center projects have benefited from a Design-Build-Finance-Operate-Maintain delivery model, in which a private consortium finances, executes, and operates facilities long term. We will explore this option to identify an optimal approach to delivering the project. Our analysis and recommendations will consider each approach’s benefits, risks, and long-term implications, empowering the city to make informed decisions that optimize funding, enhance project delivery, and ensure sustainable, long-term benefits for the community. • Funding Opportunities: Our team will identify a range of funding opportunities available to the city, including federal and state grants, municipal bonds, revenue-backed financing, value capture tools, such as tax increment financing or assessment districts. Each funding source will be evaluated for its terms, potential impact, and alignment with the city’s project objectives. Using this information, we will craft a detailed analysis of each option, highlighting potential benefits, limitations, and compliance requirements to facilitate the City Council’s decision-making process. By outlining viable, impactful funding solutions, we aim to help the city ensure long term project feasibility. • Project delivery: Having led project teams through design- bid-build, design-build and public-private partnership models, the ELS/EMC team is ideally suited to provide professional recommendations regarding which path most closely meets the City’s needs, ranking the relative value of potential approaches. • Bond assistance: The team will work with the City staff to identify funding potential through General Obligation Bonds, providing professional assistance in preparation of the ballot measure language and election documents and promoting the bond to the public through informational material for distribution to voters by the City. Included in this effort: ›Assessing the community’s ability to pay based on bond proposals; ›Gathering information regarding rating agency factors and assessing data relating to determine general rating estimation. Identifying ways to maximize the final rating for the sale of bonds; ›Identifying funding priorities if bond support is not available. Identifying the highest rated components of the plan with the highest likelihood of approval. ›Working with the City and consultants/counsel to complete the sale of bonds if approved by voters. DELIVERABLES: • Comprehensive financial options plan • Development of general obligation bond documents and associated support for November 2026 election TASK 7 – PROJECT DEVELOPMENT, DESIGN ENGINEERING AND CONSTRUCTION ASSISTANCE: 18 Months If the City of Gilroy requests assistance during development team selection and construction, the ELS/EMC team is prepared to provide experienced guidance. Having delivered projects of this scale City of Gilroy | Civic Center Master Plan elsarch.com | 54 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A previously, we are well versed in the challenges faced by complex projects when the site remains an active location for city services. Upon request, the team will provide the following: • Temporary services relocation: the ELS/EMC team is prepared to help the City coordinate the temporary relocation as part of the construction process. This may include studying potential relocation spaces, working with the selected construction team to develop a timeline for relocations to minimize disruption, and making recommendations on how the City can keep the facilities accessible throughout construction. • Plan review: ELS holds on-call contracts with numerous municipalities across the Bay Area and is prepared to provide plan review upon request to ensure that the contract documents fulfill the City’s goals and are compliant with local and state codes. The team can assess budgets and operational costs to ensure they are within expectations. • Permit assistance: ELS can work with the City to ensure that the construction team gets permitted as required per local requirements. • Quality assurance: Upon request, ELS can assist the city in confirming that all required testing and inspection compliance can be met for the project’s construction process. • Sustainability review: Through our experience specifying thousands of sustainable building materials over the course of countless projects, ELS can make recommendations on proposed materials and sustainable design processes. • Certificate of Occupancy: The ELS team is prepared to assist the City and selected construction team in understanding which specific issues, if any, are contributing to a delay in the issuance of a Certificate of Occupancy; we can also advise on how the project could utilize a Temporary Certificate of Occupancy to stay on schedule as minor issues at project closeout are resolved. DELIVERABLES: • Assist the city in the development team selection process • Provide bid-support • Provide consulting to the selected teams as requested by the City. TASK 8 – PROJECT CLOSEOUT: 1 Month Once the project is complete and the project is ready for move-in, the ELS/EMC team is prepared to support the City’s move into the modernized Civic Center. As part of that effort, it is critical that the contractor turns over all manuals and provides all necessary training for building operations. It is our goal that, from day one and for decades to come, the City of Gilroy can use these new facilities as efficiently and sustainably as possible. QUALITY CONTROL At ELS, the caliber of our quality-control practices directly relates to our culture of continuous improvement. Through a highly structured QC process, we minimize errors, mitigate risks, and deliver high-quality documents that meet regulatory requirements and fulfill or even surpass client expectations. Throughout our firm’s 57-year history and across hundreds of projects, ELS has become known for its remarkably low staff turnover, which, among other benefits, helps to maintain a sense of institutional knowledge across the firm’s work. Our Quality Control process is critical to ensuring the firm’s trademark technical accuracy, code compliance, and design quality. The process is organized into the following parts: • Document Control System: ELS has Implemented a robust document control system to manage versions, revisions, approvals, and design options within BIM software as well as our folder structure. This system ensures that people working on the project can access the right materials efficiently, while our BIM standards for drawing coordination ensure a consistent final product. ELS uses quality control tools to systematically evaluate documents for errors, omissions, and deviations from requirements. This includes the following reviews for each project: ›Technical Review: Senior architects within the organization that are outside the specific structure of the project conduct a thorough technical review to identify gaps in the documentation and ensure consistency and continuity across the drawings and specifications at the conclusion of each project phase. ›Management Review: Project managers or designated management personnel review documents to ensure they align with project goals, client requirements, and regulatory standards. ›Peer Review: In some cases, such as in complex projects with unusual conditions, peer reviews are conducted where colleagues not directly involved in the project examine documentation to provide additional perspectives and identify potential errors or inconsistencies. • Verification and Validation: Prior to submitting final documents, the team’s Project Architect verifies that exiting calculations, building areas and heights and other technical data are accurate and reliable. • Revision and Correction Process: The ELS team marks up projects on a common drawing set, saved in Bluebeam, to which the whole team has access. A group collaboration helps younger staff learn and contribute, while reducing conflicting direction from multiple reviewers. The team then works collectively to pick up the comments, with the project manager responding as questions arise. The Bluebeam markup is distributed to consultants so they can coordinate their work to any changes. • Final Approval and Sign-off: Once all comments have been addressed and consultant work coordinated, the team obtains a final approval and sign-off from the project manager once documents have completed the QC review and all necessary revisions and corrections have been addressed. • Documentation and Record Keeping: For each project at ELS, we maintain comprehensive records of all QC activities, including the Bluebeam review comments, revisions, approvals, and consultant coordination. This ensures that documentation is well organized, accessible, and securely stored for future reference and audit purposes. • Training and Education: ELS believes that the strength of the company lies in its employees. Maintaining the intellectual capital and maintaining a history of teams working consistently with the same clients builds confidence and allows us to refine and improve our project delivery. For new employees, ELS provides training and education on document development and review to ensure they understand and adhere to QC procedures and standards. City of Gilroy | Civic Center Master Plan elsarch.com | 55 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Project Elevate Retail Mixed-Use Master Plan | Elk Grove, CA +proposed timeline 5 5. + Proposed TimelineDocusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A 8-Nov15-Nov22-Nov29-Nov6-Dec13-Dec20-Dec27-Dec3-Jan10-Jan17-Jan24-Jan31-Jan7-Feb14-Feb21-Feb28-Feb7-Mar14-Mar21-Mar28-Mar4-Apr11-Apr18-Apr25-Apr2-May9-May16-May23-May30-May6-Jun13-Jun20-Jun27-Jun4-Jul11-Jul18-Jul25-Jul1-Aug8-Aug15-Aug22-Aug29-Aug5-Sep12-Sep19-Sep26-Sep3-Oct10-Oct17-Oct24-Oct31-Oct7-Nov14-Nov21-Nov28-Nov5-Dec12-Dec19-Dec26-Dec2-Jan9-Jan16-Jan23-Jan30-Jan6-Feb13-Feb20-Feb27-Feb6-Mar13-Mar20-Mar27-Mar3-Apr10-Apr17-Apr24-Apr1-May8-May15-May22-May29-May5-Jun12-Jun19-Jun26-Jun3-Jul10-Jul17-Jul24-Jul31-JulA. Project Initiation 1 Develop outline and timeline of Civic Center Master Plan 2 kick-off meeting 3 Site Survey B. Current Conditions Assessment 1 Review, analyze and summarize available inventory of key planning documents (e.g., land use, traffic, etc.) 2 Inventory and Assessment of Civic Center facilities and nearby owned properties. 3 Provide a general review of available policy and regulations of relevant city documents C. Needs Assessment 1 Develop stakeholder surveys and materials to assist in gathering city government and community and desires. 2 Develop a strategy and schedule for a minimum of five community workshops - each event an opportunity to gather input stakeholder input 3 Develop of roster of stakeholders and contact information for each; include Gilroy residents, Civic Center users/customers, City Staff, City officials, etc. 4 Develop a plan and target dates for a maximum of 10 total meetings - (Including Public Workshops (5), Planning Commission (1) and City Council (2) D. Master Plan Design Initial Visioning with City Leadership 1 Visioning Session #1 - With City Staff, City Consultants and City Council For this initial session, we propose a two-part workshop: Part 1 is presentation and discussion in a conference room setting and Part 2 takes place on site - a touring the Gilroy Civic Center property. Concept Studies - Based upon Visioning Session #1, Develop a range of Concept Studies to share and spark debate and dialogue in Visioning Session #2 Develop a range of Concept Studies, up to 10 for Visioning Session #2 2 Visioning Session #2 - With City Staff, City Consultants and City Council Present up 5 to 7 concepts. Based upon Visioning Session #2, narrow the second round of concept studies to 5 concept ideas that will be shared in the first Community Engagement Workshop Develop and prepare selected 5 concepts for presentation at Community Engagement Workshop #1 Visioning with Gilroy Community 1 Community Engagement Workshop #1 Based upon results for Visioning Session #2, ELS will present 5 concept ideas and take comment during a charette styled critique Update the concept ideas with further refinements based upon charrette results from Workshop #1, including master plan systems such as circulation, open space, infrastructure for presentation at Workshop #2. 2 Community Engagement Workshop #2 Based upon results for Workshop #1, ELS will present 5 concept ideas with further refinements, including various master plan systems such as circulation, open space, infrastructure. ELS will facilitate a charette styled critique to gather input on each concept Continue to develop 5 concept ideas with further refinements, including various landscape components such as plazas, paseos and streetscape concepts for presentation and feedback at Workshop #3. 3 Community Engagement Workshop #3 Based upon results from Workshop #2, ELS will present 5 concept ideas with further refinements including landscape components such as plazas and paseos, streetscape concepts and architectural massing. ELS will facilitate a charette styled critique to gather input on each concept Continue developing the 5 concept ideas with further refinements including phasing strategies for each concept. Present findings at Workshop #4 4 Community Engagement Workshop #4 Based upon results from Workshop 3, ELS will present 5 concept ideas with further refinements. This session will focus on phasing strategies of the 5 candidate concepts. ELS will facilitate a charette styled critique to gather input on each concept In preparation for Workshop #5, 5 concepts, develop a system for the community to rank candidate concepts in order of preference 5 Community Engagement Workshop #5 Based upon results from Workshop 4, ELS will present 5 concept ideas with further refinements. This session will focus on reviewing of the 5 concepts that were developed over a 5-Part Community Engagement Series, and ranking them in order of preference. The ranking results will be shared with City Council, whose task it is to narrow the 5 concepts to 2 or 3 for advancement to the next level of study Based on the results of Workshop #5, prepare a recap of the process that led to the 5 candidate concepts for presentation for City Council. Final Visioning Steps with Gilroy Community and City Leadership 1 City Council - Concept Master Plan - Selection of 2 or 3 Final Candidates Based upon the results of Community Workshop #5, ELS will present all five concept master plans to City Council, along with Gilroy Community's ranking of the five concepts. City Council will then deliberate and select 2 or 3 concepts to advance for further study. Prepare presentation for City Council on the selection of a preferred concept. Presentation will take into account comments from previous City Council session 2 City Council - Concept Master Plan - Selection of Preferred Master Plan Based upon the results of Previous City Council session and direction, ELS will present 2 to 3 alternatives in more refined detail, including cost, phasing and high level financing strategies. The goal of this session is for council to select a preferred Master Plan Alternative. ELS will collect information and direction and proceed accordingly Based upon City Council's selection of a preferred Master Plan Concept, begin final refinements and steps to initiate critical CEQA efforts. 3 City Council - Preferred Master Plan Presentation Based upon the results of Previous City Council session and direction, ELS will present the preferred Master Plan Alternative in more refined detail, including design imagery, and updates and refinements to cost, phasing and high level financing strategies. The goal of this session is for council to make final comments and give ELS additional direction before critical CEQA analysis Wrap up final master planning documentation and assist with CEQA Efforts - Prepare Final Master Plan Report for Adoption F. Project Financing Prepare ROM Cost Estimate for the Preferred Master Plan Assume a phased implementation and build-out timeline TBD. Provide a range of financing options including P3 and others - Develop and memo report with an overview of such options Identify General Obligation Bonds process E. Environmental Review Program Level EIR that covers all elements of the Master Plan Work initiates when Master Plan Alternates are narrowed to three Traffic Impact Analysis Work initiates when Master Plan Alternates are narrowed to three. Work will become more focused once the preferred master plan is determined CEQA Doc's circulated for Public Review Program Level EIR Response to Comments 1 month Planning Commission Review City Council Certification prior to adoption of Master Plan Appeal Period G. Master Plan Adoption Formulate a recommendation, in concert with city staff, for the Final Master Plan, including phasing and financing strategies. Present draft Final Master Plan and Final Financing Approach to City Council for adoption on May 30, 2026. H. Project Development, Design Engineering and Construction (Timeline TBD) I. Project Closeout (Timeline TBD) MEETINGS Project Coordination Civic Center Development Team (CCDT) Community Workshops (Public Sessions) Planning Commission City Council - Work Sessions and Regular City Council Presentations 2024 2025 2026 MAY15, 2026 -CITY COUNCIL CERTIFIES CEQA DOC'SMAY30, 2026 -CITY COUNCIL ADOPTS MASTER PLANPROJECT INITIATION CURRENTCONDITIONS ASSESSMENT NEEDS ASSESSMENT MASTER PLAN DESIGN PROCESS PROJECT FINANCING ENVIRONMENTAL MASTERPLAN ADOPTION TRAFFICAND CIRCULATION STUDIES STARTING IN ADVANCE OF BASE CEQA PROPOSED TIMELINE -DETAILED CEQA APPEAL PERIOD CEQA-RESPONSE PERIOD CIRCULATION PERIOD - 45 DAYS PROGRAM LEVEL EIR TRAFFICAND CIRCULATION Proposed Timeline - Detailed City of Gilroy | Civic Center Master Plan elsarch.com | 57 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A 8-Nov15-Nov22-Nov29-Nov6-Dec13-Dec20-Dec27-Dec3-Jan10-Jan17-Jan24-Jan31-Jan7-Feb14-Feb21-Feb28-Feb7-Mar14-Mar21-Mar28-Mar4-Apr11-Apr18-Apr25-Apr2-May9-May16-May23-May30-May6-Jun13-Jun20-Jun27-Jun4-Jul11-Jul18-Jul25-Jul1-Aug8-Aug15-Aug22-Aug29-Aug5-Sep12-Sep19-Sep26-Sep3-Oct10-Oct17-Oct24-Oct31-Oct7-Nov14-Nov21-Nov28-Nov5-Dec12-Dec19-Dec26-Dec2-Jan9-Jan16-Jan23-Jan30-Jan6-Feb13-Feb20-Feb27-Feb6-Mar13-Mar20-Mar27-Mar3-Apr10-Apr17-Apr24-Apr1-May8-May15-May22-May29-May5-Jun12-Jun19-Jun26-Jun3-Jul10-Jul17-Jul24-Jul31-JulA. Project Initiation B. Current Conditions Assessment C. Needs Assessment D. Master Plan Design F. Project Financing E. Environmental Review CEQA Doc's circulated for Public Review Program Level EIR Response to Comments 1 month Planning Commission Review City Council Certification prior to adoption of Master Plan Appeal Period G. Master Plan Adoption Formulate a recommendation, in concert with city staff, for the Final Master Plan, including phasing and financing strategies. Present draft Final Master Plan and Final Financing Approach to City Council for adoption on May 30, 2026. H. Project Development, Design Engineering and Construction (Timeline TBD) I. Project Closeout (Timeline TBD) MEETINGS Project Coordination Civic Center Development Team (CCDT) Community Workshops (Public Sessions) Planning Commission City Council - Work Sessions and Regular City Council Presentations 2024 2025 2026 MAY15, 2026 -CITY COUNCIL CERTIFIES CEQA DOC'SMAY30, 2026 - CITY COUNCIL ADOPTS MASTER PLAN PROJECT INITIATION CURRENTCONDITIONS ASSESSMENT NEEDS ASSESSMENT MASTER PLAN DESIGN PROCESS PROJECT FINANCING ENVIRONMENTAL MASTERPLAN ADOPTION TRAFFICAND CIRCULATION STUDIES STARTING IN ADVANCE OF BASE CEQA PROPOSED TIMELINE -DETAILED CEQA APPEAL PERIOD CEQA-RESPONSE PERIOD CIRCULATION PERIOD - 45 DAYS PROGRAM LEVEL EIRTRAFFICAND CIRCULATION Proposed Timeline - Critical Path Overview City of Gilroy | Civic Center Master Plan elsarch.com | 58 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A The District at Latimer Square | Bloomington, IN +pricing 6 6. + PricingDocusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Fee Proposal The ELS/EMC team has assembled a team of highly qualified consultants that range from internationally recognized designers to the state’s leading public bond strategist. The requested scope is broken into core requirements that can be scoped and priced based on our experience. This work will run from project kick-off through the adoption of the master plan, including the CEQA process, and is expected to prepare the project for the financing phase, selection of a development team, construction, and project closeout/move-in. The level of effort required in these phases is subject to such a wide range of variables that providing a budget is not currently feasible. For a solution, we recommend an approach that involves making further cost decisions at or around the 18-month mark, at which point the scope can be accurately priced according to the project characteristics at that time. The ELS/EMC team is staffed and prepared to deliver the base scope for the Gilroy Civic Center master plan for an anticipated hourly budget of $749,899. Please see the following page for the specific breakdown of those costs. REIMBURSABLES The base budget provided above will be billed hourly and excludes reimbursables. For this work, the City of Gilroy should account for $20,000 in reimbursables. These include printing of documents and boards for community meetings, local travel and other typical project expenses. ADDITIONAL TASKS The ELS/EMC team is excited to see the Gilroy Civic Center Master Plan through to completion and can provide assistance on an hourly basis as requested by the City. In addition, we are staffed and prepared to deliver scope on an hourly basis for the following: • Task 6 - Project Financing • Task 7 - Project Development, Design Engineering, and Construction Assistance • Task 8 - Project Closeout Once the master plan direction has been defined, the ELS/EMC team is happy to provide an informed budget estimate for these tasks that will provide best value to the city. By providing this budget later in the process, we avoid charging fees for studies and options that may not be necessary to fulfill the project’s development or financing. ELS/EMC is always happy to discuss different options for delivering the Gilroy Civic Center Master Plan to ensure we address only what the City requires, without unnecessary expenditures. EXCLUSIONS/PROVISIONS The following items of work are excluded from our services: 1. Unless otherwise provided, the Architect and its Consultants shall have no responsibility for the discovery, presences, handling, removal or disposal of, or exposure of persons to, hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB), or other toxic substances. 2. Geotechnical analysis and soils report, as these services are not covered by our professional practice insurance policy. This also includes any soils remediation in connection with site characteristics including, but not limited to, liquefaction and water table. 4. Obtaining and paying for construction permits. 5. ADA and/or a CASp survey of existing conditions. City of Gilroy | Civic Center Master Plan elsarch.com | 60 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A FEE SCHEDULE Mark Hulbert David MasentenPrincipal In ChargeKenneth HasagawaDesign PrincipalSusan VutzProject ManagerLauren WynveenProject ArchitectJose RodriguezDesignerTeri Wissler AdamPrincipal in ChargeRon SissemSenior PrincipalStuart PoulterProject ManagerZane MortensenAssociate PlannerVanessa PotterRegistered Professional ArchaeologistJanet WalterPrincipal BiologistRose AshbachAssociate BiologistMatt PuperelloGIS/Graphics TechnicianTiffany RobinsonProduction ManagerShannon DaviAdministrative AssistantPrincipalAssociate PrincipalProject ManagerEngineer/Survey ManagerProject Engineer/SurveyTech IV2 Man SurveyMark HulbertHistorical ArchitectMarco Esposito PrincipalAl DeWitt AssociateXiaomeng Ma AssociatePrincipalSenior AssociateAssociateAdminDirector/Regional DirectorAssociate DirectorSenior Cost ManagerCost ManagerDirectorSHB LeadConsultantAnalystAllen NudelPrincipal in ChargeEngineerDrafterGurdaver SinghPrincipalMark BrownAssociate PrincipalEngineeringBilling Rate $220 $220 $185 $175 $125 $295 $295 $205 $175 $145 $225 $170 $140 $125 $115 $302 $273 $260 $239 $195 $203 $365 $225 $286 $181 $137 $290 $270 $200 $120 $325 $250 $220 $195 $350 $225 $180 $165 $255 $215 $175 $340 $320 $290 Task 1 - Project Initiation 1.1 Kick-off Meeting 2 2 2 2 84 4 1.2 Project Outline and Timeframe 2 4 12 Subtotal Task A (Hours)4262 0000000000 00000 00 12 84 400000 00000000000 42 Subtotal Task A (Cost)$880 $440 $1,110 $350 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,700 $2,288 $724 $548 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,040 Task 2 -Current Conditions Assessment 2.1 Review Planning Documents 2 2 2 8 6 6 44 4 2.2 Assessment of Facilities 8 8 65 8 24 48 4 4 4 12 24 40 2.3 Policy and Regulation Analysis 4 8 44 4 2.4 Opportunities and Constraints Report 16 24 24 24 48 88 8 2.5 Topographic Survey 2 1 2 10 20 Subtotal Task B (Hours)6 2 12 25 24 0 0 0 0 0 0 0 0 0 0 0 2 0 10 20 0 0 65 48 48 96 0 0 0 0 0 0 0 10 10 0 4 12 24 56 16 16 506 Subtotal Task B (Cost)$1,320 $440 $2,220 $4,375 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $546 $0 $2,390 $3,900 $0 $0 $14,625 $13,728 $8,688 $13,152 $0 $0 $0 $0 $0 $0 $0 $2,250 $1,800 $0 $1,020 $2,580 $4,200 $19,040 $5,120 $4,640 $109,034 Task 3 - Needs Assessment 3.1 Outreach Materials 4 8 8 40 80 8 88 3.2 Community Meetings 10 6 10 10 4 4 8 48 14 3.3 Stakeholder Meetings 10 10 10 3.4 Vision Report and Survey Results 8 16 40 60 80 8 33 Subtotal Task C (Hours)323068120 80404000000 00000000 16 5622 8000000000330000000 446 Subtotal Task C (Cost)$7,040 $6,600 $12,580 $21,000 $10,000 $1,180 $0 $820 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,600 $16,016 $3,982 $1,096 $0 $0 $0 $0 $0 $0 $0 $0 $0 $675 $540 $0 $0 $0 $0 $0 $0 $0 $85,129 Task 4 - Master Plan Design 4.1 Master Plan Alternatives 4 8 8 40 120 4 20 80 40 30 80 40 2 2 4 20 12 4.2 Survey 48 98 4.3 Project Phasing Alternatives 8 4 24 40 22 4.4 Architectural Concepts 4 40 16 24 120 44 4.5 Floor Plan Options 4 24 16 80 22 4.6 Preliminary Landscape Plan 4 80 40 424 4.7 Sustainable Design Plan 8 4 16 24 10 80 2 10 10 1 8 20 40 4.8 Construction Sequencing Plan 16 8 6 4.9 Master Plan 4 16 40 20 200 4.10 Circulation Study 1 16 28 28 1 4.11 Parking Alternates Study 1 16 2 18 39 2 2 4.12 Open Space Plan 1 16 40 4.13 CEQA Analysis 2 8 55 8 330 40 27 2 10 20 18 20 10 24 30 4.14 Master Plan Report 8 4 20 20 80 48201 2 4 2 88 8 Subtotal Task C (Hours)45 80 92 196 504 55 8 330 40 27 2 10 20 18 20 4 20 4 88 40 9 8 0 140 160 320 16 78 117 2 0 0 0 0 2 28 28 13 4 20 12 16 28 48 2,652 Subtotal Task C (Cost)$9,900 $17,600 $17,020 $34,300 $63,000 $16,225 $2,360 $67,650 $7,000 $3,915 $450 $1,700 $2,800 $2,250 $2,300 $1,208 $5,460 $1,040 $21,032 $7,800 $1,827 $2,920 $0 $40,040 $28,960 $43,840 $4,640 $21,060 $23,400 $240 $0 $0 $0 $0 $700 $6,300 $5,040 $2,145 $1,020 $4,300 $2,100 $5,440 $8,960 $13,920 $501,862 Task 5 - Master Plan Adoption 5.1 Prepare Development Recommendation 8 40 40 164 222 5.2 Draft Final Master Plan 8 8 80 16 4 248 8 22 Subtotal Task C (Hours)160480 120000000000 01604000 0 248 8000000001860000222 256 Subtotal Task C (Cost)$3,520 $0 $8,880 $0 $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $302 $1,638 $0 $956 $0 $0 $0 $0 $6,864 $1,448 $1,096 $0 $0 $0 $0 $0 $0 $0 $0 $350 $1,800 $1,080 $0 $0 $0 $0 $680 $640 $580 $44,834 TOTAL ESTIMATED LABOR BUDGET $22,660 $25,080 $41,810 $60,025 $91,000 $17,405 $2,360 $68,470 $7,000 $3,915 $450 $1,700 $2,800 $2,250 $2,300 $1,510 $7,644 $1,040 $24,378 $11,700 $1,827 $2,920 $20,925 $78,936 $43,802 $59,732 $4,640 $21,060 $23,400 $240 $0 $0 $0 $0 $1,050 $11,025 $8,460 $2,145 $2,040 $6,880 $6,300 $25,160 $14,720 $19,140 BASE BUDGET PER FIRM/TOTAL $240,575 $108,650 $51,019 $20,925 $182,470 $0 $22,680 $15,220 $59,020 $749,899 Brightworks Forell Elsesser Guttmann & Blaevoet Subtotal ($) $49,340 ELS Architecture EMC Planning Group BKF SWA Hexagon Cumming Group City of Gilroy | Civic Center Master Plan elsarch.com | 61 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Rate Sheet ELS ARCHITECTURE AND URBAN DESIGN Principals $ 230–300 Associate Principals $ 175–225 Associates $ 160–180 Professional Staff $ 90–160 Technical/Support Staff $ 85–160 EMC PLANNING GROUP Senior Principal $ 295 Senior Planner $ 205 Associate Planner $ 175 Reg. Prof. Archaeologist $ 145 Principal Biologist $ 225. Associate Biologist $ 170 Graphics $ 140 Production Manager $ 125 Admin./Production $ 115 SWA GROUP Principal, Marco Esposito $ 286 Associate, Al Dewitt $ 181 Associate, Xiaomeng Ma $ 137 Design Staff $ 110-125 TRAMUTOLA Political Strategists $ 350-450 HAYAT BROWN Managing Director $ 420 Senior Director $ 350 Director $ 320 Manager $ 280 Senior Associate $ 240 Associate $ 210 Analyst $ 190 Technical Writer $ 135 HEXAGON President $ 335 Principal $ 290 Senior Associate II $ 270 Senior Associate I $ 250 Associate II $ 225 Associate I $ 200 Planner/Engineer II $ 170 Planner/Engineer I $ 140 Admin/Graphics $ 120 Assistant Planner/Engineer $ 115 Technician $ 85 BKF ENGINEERS Principal $ 302 Associate Principal $ 273 PM $ 260 Eng/Sur Mgr $ 239 Sr Eng/Sur $ 222 Project Eng/Sur $ 195 Design Eng/Sur $ 170 Tech IV $ 203 2-Man Survey $ 365 BRIGHTWORKS Principal $ 300 Director $ 250 Lead $ 225 Senior Consultant $ 200 Senior Specialist/Senior Energy Analyst $ 200 Consultant $ 180 Specialist/Energy Analyst II $ 180 Analyst/Energy Analyst I $ 165 Coordinator $ 150 Administrative Support $ 100 PRESERVATION ARCHITECTURE Mark Hulbert $ 225 FORELL/ELSESSER Senior Principal $ 265 Principal $ 255-260 Research/Development Manager $ 240 Senior Engineer $ 195-240 Engineer $ 180-185 Designer $ 170-175 CADD/BIM Specialist $ 150-155 BIM Modeler $ 100 Senior Project Administration $ 130 Project Administration $ 80 GUTTMANN & BLAEVOET Principal $ 340 Associate Principal $ 320 Senior Associate $ 290 Associate $ 280 Senior Engineer $ 260 Senior Building Performance Analyst $ 250 Cad Lead $ 225 Engineer Il $ 215 Engineer I $ 205 Building Performance Analyst $ 205 Designer Il $ 190 Designer I $ 180 Construction Administrator $ 155 Project Assistant $ 125 CUMMING Executive/Senior Vice President $ 450 Managing Principal/Vice President $ 375 Managing Dir/Dir/Regional Dir $ 325 Associate Director $ 250 Senior Cost Manager $ 220 Cost Manager $ 195 Assistant Cost Manager/ Estimating Technician/Intern $ 135 CALIFORNIA CONSULTING Senior Grant Writer/Grant Writer $ 150 Fees listed here are subject to increase annually for cost-of-living escalation in the State of California. City of Gilroy | Civic Center Master Plan elsarch.com | 62 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -1- City of Gilroy Administration Department Request for Proposals Civic Center Master Plan Consultant Services No. 24-RFP-AD-506 ATTN: Bryce Atkins City Of Gilroy 7351 Rosanna Street Gilroy, C A 95020-6197 Proposals Due by: 4:00 pm Pacific Time, Friday, October 18, 2024 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -2- Request for Proposal No. 24-RFP-AD-506 Notice is hereby given that the Purchasing Coordinator of the City of Gilroy at 7351 Rosanna Street, Gilroy, CA 95020-6197 will receive proposal submittals via e-mail. The City of Gilroy is soliciting proposals from firms to develop a new Gilroy Civic Center Master Plan for the redevelopment of Civic Center, as described in the attached Request for Proposals (RFP). Submittals will be accepted up until 4:00 PM, PST, Friday, October 18, 2024, via e-mail to the addresses specified in this RFP. Proposals received after that time and date will not be considered. The City of Gilroy accepts no responsibility if delivery is made to another e-mail address other than the one specified within this RFP. An evaluation team will review submitted proposals and select the best qualified firm based on the evaluation criteria and selection process outlined in the RFP. The selected Consultant will then be recommended to the City Council for awarding of an agreement to conduct the work. A free electronic copy of the RFP can be obtained by going to the City of Gilroy website, and selecting bid opportunities located under the Business and Development Services Tab, or directly by going to the following link: http://www.cityofgilroy.org/Bids.aspx). Respectfully Requested, Carina Baksa Purchasing Coordinator Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -3- RFP No. 24-RFP-AD-506 Request for Proposals for Civic Center Master Plan Consultant Services Table of Contents Request for Proposal .......................................................................................................................... 2 Introduction and Project Description .................................................................................................. 4 Issuing Office ..................................................................................................................................... 4 Anticipated RFP Schedule ................................................................................................................... 5 Submission Date and Location ............................................................................................................ 5 Protests ............................................................................................................................................. 6 Rejection of Proposals ........................................................................................................................ 6 Partial Funding or Award .................................................................................................................... 6 Modification / Withdrawal ................................................................................................................. 6 Cancellation ....................................................................................................................................... 7 Duration of Proposals ........................................................................................................................ 7 Public Record ..................................................................................................................................... 7 Incurring Costs ................................................................................................................................... 7 Selection Process ............................................................................................................................... 7 Project Background ............................................................................................................................ 7 Scope of Work ................................................................................................................................... 8 Proposal Contents ............................................................................................................................ 18 Proposal Evaluation Criteria and Scoring ........................................................................................... 21 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -4- Introduction and Project Description The City of Gilroy (City) is seeking proposals from qualified firms (Consultants) for the preparation of an updated, comprehensive Civic Center Master Plan to supersede the 2002 adopted plan, that will create a clear vision, action plan, timeline, and financial strategy for the re-development of the Gilroy Civic Center to meet the City government’s administrative and operational needs through City buildout and the needs of the Gilroy community. The City is requesting proposals from qualified consulting firms to develop the plan and implement it, based on the proposed scope of work contained in this request for proposals. The selected firm’s overriding purpose is to assist the City in seeing the project through from initiation of the project through the development and approval of a Master Plan, and through to completion of construction of the legislatively approved Master Plan and move-in of replaced or renovated buildings. The Project includes the re-development of the existing Civic Center site as described in the project background below. The Master Plan will be the guiding document for the final project. An awareness and understanding of the City’s cultural, socio-economical, and operational nature is crucial for success. This RFP is intended to be as descriptive as possible. However, omissions or oversights may be present in this document and the scope of work. Proposing firms are not to take advantage of these in preparing their documents or proposals and are to identify issues in either the question and answer period of the RFP process, or identify them in the proposal as it relates to the proposed methodology to perform the scope of work. The City of Gilroy is a charter city located in southern Santa Clara County with a population of approximately 60,000. The City is a council-administrator form of government with the mayor elected at large for a four-year term and six City Councilmembers who are elected at large for four-year terms. Development activity in the original Gilroy town site dates back to the early 1800s, with the City formally incorporating in 1870. Since then, the City experienced several annexations and growth periods throughout the 20th and 21st centuries. Information regarding the City and its organization, such as governmental structure, services provided, the Current Operating and Capital Budgets, Annual Financial Reports, and the most recent Comprehensive Fee Schedule, is available on the City website at www.cityofgilroy.org The City is currently seeking proposals from qualified firms with experience in conducting the work as described above, and more fully detailed in the proposed scope of work and deliverables as provided later in this request for proposals. Issuing Office The City Administrator’s Office is the Issuing Office for this Request for Proposal (RFP) and the point of contact for all process and contract questions as well as protests. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -5- Contact City Administrator’s Office Bryce Atkins, Assistant to the City Administrator 7351 Rosanna Street Gilroy, CA 95020 bryce.atkins@cityofgilroy.org Anticipated RFP Schedule The Administration Department anticipates the following general timeline for this RFP and the schedule may change as necessary. Issuance of RFP documents September 5, 2024 Deadline for RFP questions and comments 5:00 p.m., PST, September 20, 2024 Response to questions available on website 5:00 p.m., PST, September 27, 2024 Deadline for proposal submission 4:00 p.m., PST, October 18, 2024 Review of submissions (estimated completion) Friday, November 1, 2024 Finalist interviews/presentations (if needed) Thursday, November 7, 2024 Issue the Notice of Intent to Award Friday, November 8, 2024 Date Consultant is to sign contract and provide all required attachments Monday, November 11, 2024 Council award of contract at regular City Council meeting Monday, November 18, 2024 Submission Date and Location Each responding Consultant must provide one electronic copy of their proposal in PDF format to bryce.atkins@cityofgilroy.org, with a copy to carina.baksa@cityofgilroy.org. The e-mail shall be entitled “Gilroy Civic Center Master Plan Proposal”. The proposals must be received by the City issuing office via e-mail by the Deadline for Proposal Submission, as defined above. Solicitation Documents and Changes (Addenda) Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -6- All solicitation documents may be viewed or printed online from the City’s website at https://www.cityofgilroy.org/Bids.aspx or may be viewed onsite at the Issuing Office at the address listed above. Proposals received from other sources will not be considered valid documents. Please contact the Issuing Office listed above with any problems viewing solicitation documents. All questions regarding this solicitation shall be submitted in writing via e-mail. The questions will be researched and the answers will be communicated to all known interested Consultants and posted on the City’s website after the deadline for receipt of questions. Prospective Consultants shall not contact City officers or employees with questions or suggestions regarding this solicitation except through the primary contact person listed above. Any unauthorized contact may be considered undue pressure and cause for disqualification of the Consultant. Consultants are responsible for checking the City’s website for the issuance of any addenda prior to submitting a proposal. The Consultant is held responsible for all addenda/changes to the documents and may be considered non-responsive if their proposal does not reflect those addenda/changes. Protests Any complaints or perceived inequities related to this RFP shall be made in writing and directed to the Issuing Office at the address listed above and accordance with the City purchasing policy. This policy may be found on the City’s website, located here: https://www.cityofgilroy.org/DocumentCenter/View/10774/Gilroy-Purchasing-Policy-. Rejection of Proposals The City reserves the right to reject any and all proposals submitted. The City also reserves the right to waive or not waive any informalities or irregularities in proposal responses. Partial Funding or Award The City reserves the right to fund only a portion of the total funding identified in its sole discretion. The City may make a partial award of an amount it determines to be appropriate, based on the financial resources available and operational considerations. Modification / Withdrawal Unless otherwise specified, modification of the proposal will not be permitted; however a Consultant may withdraw his or her Proposal at any time prior to the scheduled closing time for receipt of proposals; any Consultant may withdraw their proposal, either personally or by written request to the Issuing Office. Withdrawal of proposal shall not disqualify the Consultant from submitting another Proposal provided the time for receipt of Proposals has not expired. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -7- Cancellation The City reserves the right to cancel award of this contract at any time before execution of the contract by both parties if cancellation is deemed to be in the C ity’s best interest. In no event shall the City have any liability for the cancellation of award. Duration of Proposals Proposals must remain valid for at least 120 days. Proposals must be signed by an official authorized to bind the Consultant. Public Record All proposals submitted are the property of the City and are public records. All documents received by the City are subject to public disclosure after the City selects a Consultant. Incurring Costs The City is not liable for any cost incurred by Consultants prior to execution of a contract. Selection Process The City reserves the right to select the Consultant on the basis of the proposals or to conduct interviews with the highest qualified Consultant(s) following evaluation and scoring of the proposals, whichever is determined to best serve the needs of the City. The City reserves the right to seek clarifications on any or all proposals. Project Background The Civic Center sites comprise approximately 14 acres in central Gilroy. The area is bordered by Sixth Street on the north and Seventh Street to the south, Dowdy Street to the west and Church Street to the east. Within the area, the City owns all property with the exception of three homes along Dowdy Street. The Civic Center site currently contains: City Hall; the City Hall Annex (former Police Department headquarters, converted to house the Emergency Operations Center, computer training lab, and other extra office and storage spaces); Wheeler Gymnasium; Library; Senior Center; Current Police Headquarters, seven parking lots of various sizes; four single family residential homes (three are not currently city-owned); one small grass area; Wheeler Park; and a central open area. With aging and underutilized Civic Center facilities due to condition and growing service demands, the need to modernize the City’s Civic Center Master Plan and prepare the financial measures to implement the re-development of the Civic Center has increased dramatically. The Gilroy City Council authorized the preparation of a new Civic Center Master Plan to carry out this purpose. The Civic Center Master Plan will inventory and analyze existing Civic Center facilities and open spaces and their uses. It will identify and compile Civic Center needs and desires based on City Council, staff, and community input. The Consultant is to identify opportunities and issues with the development of the Civic Center; present at least three Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -8- (3) alternative programs and applicable conceptual design plans with cost estimates; and identify potential financing strategies, as well as proceed towards a general obligation bond ballot measure, for re-development of the Civic Center. Alternatives are to be formulated to meet current and future City and community programming needs while addressing operational and logistical issues, including, but not limited to maintenance, traffic circulation, parking needs, and accessibility. Site layouts and designs must maximize site use and meet space needs for applicable City staff and programming at City buildout. The Consultant will gather, organize, and analyze data and inputs to formulate a vision of the Civic Center’s character and role in the community and develop recommendations of Civic Center programming and design alternatives for the Council’s consideration. A Civic Center Master Plan framework and long-term site development plan are to be established that provide a foundation and implementation timeline for detailed design, funding, phasing, and construction of Civic Center projects. Responding firms must have demonstrated experience in analyzing municipal functions, space needs and responsibilities, managing the public participation process, and recommending sound planning and architectural solutions. The entire City-owned property that comprises the Civic Center, and adjacent rights-of- way, are to be considered in master planning the site, as well as the three privately- owned, single-family residences. The Master Plan process should be approached collaboratively with the community, stakeholders, and staff. The project schedule should include working with community members and City staff, facilitating public participation, data gathering and analysis, document preparation, and facilitating reviews by key stakeholders and policy makers, including the public at-large, City staff, Planning Commission, and the City Council. The existing Gilroy Civic Center Master Plan that was adopted in 2002, and can be found on the City of Gilroy’s website here: https://www.cityofgilroy.org/DocumentCenter/View/6945/Civic-Center-Master-Plan--- June-2002?bidId= Scope of Work The scope of work, in general, consists of the following phases: A. Project Initiation 1. Development of an outline and timeline of Civic Center Master Plan and implementation work to be completed under the proposed agreement that provides timing and schedules from start of the project to completion, concluding with implementation and opening of the Civic Center facilities. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -9- 2. A kick-off meeting will be held after award of contract. Consultant and its team will meet with City of Gilroy staff to conduct introductions, discuss scope of services, timelines, and implementation process. 3. Deliverables i. Project outline and timeframe ii. Kickoff meeting with regular meetings scheduled B. Current Conditions Assessment 1. Review, analysis, and written summary of applicable key planning documents that provide land use, design, circulation, and other planning and policy context. These documents include: 2. Inventory and assessment of all Civic Center facilities and amenities and nearby City-owned properties and other areas necessary for consideration in the study. Must include, at a minimum, a description of the facilities or sites, year built, lot and building sizes, and current uses, specifying existing municipal services, programs, and staff (collectively, “programming”) currently housed in or delivered from existing Civic Center facilities, and adjacent and nearby City facilities. 3. Provide a comprehensive policy and regulations analysis of all City documents pertaining to the Gilroy Civic Center. This analysis should look at the City’s regulations from an economic and design related standpoint to determine how the codes and policies are affecting the economic environment of the Civic Center. 4. Deliverables i. Report of Civic Center sites issues, constraints, and opportunities, including inventory of current assets with assessment, and description of applicable policies and regulations to this project. C. Needs Assessment 1. Development of stakeholder information materials and delivery of workshops and surveys to assess City government and community needs and determine Civic Center Master Plan facilities required and desired. Assessment and stakeholder input reports identifying Civic Center vision, existing service and facilities gaps, desired Civic Center facilities and amenities, and priority items. 2. Hold at least five community meetings and make presentations and solicit input from the community and other stakeholders. 3. Obtain input from local stakeholders including Gilroy residents, customers to the current Civic Center, local merchants, neighboring properties near the Civic Center, City staff and elected officials. 4. Allocate time for a minimum of five public stakeholder meetings, one Planning Commission Meeting and two City Council Meetings. (Minimum of ten total meetings). 5. Deliverables Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -10- i. Survey, assessment, and report of programming to be provided at the new Civic Center sites that incorporates the administrative and operational needs and recommendations of City departments. ii. Community Civic Center needs and desires survey and report. iii. Civic Center vision report based on City and community input. D. Master Plan Design 1. Work in conjunction with City Staff, City Consultants, and the City Council, to help create a detailed vision concept for the Gilroy Civic Center re- development project. This includes building prototypes, potential streetscape improvements, and recommendations for improved and updated design requirements. 2. Development at least three (3) recommended Civic Center Master Plan alternatives, each of which is to be designed to meet the following criteria: i. Complements the design of surrounding structures that are to remain, if any. ii. Projects the Gilroy Civic Center as a locus of civic pride with enhanced civic identity and public interface that improves the experience and sense of place. iii. Makes City government more accessible to all. iv. Represents the City’s civic identity and expresses the community’s civic values of open engagement with the government through site design and architectural expression. v. Provides enough meeting space for the conduct of City business and allows for flexible scheduling for use by the community. vi. Provides larger meeting and program space, and parking, for public activities and events. vii. Incorporates high sustainability standards into buildings and site design. viii. Maximizes the resulting life of the buildings. ix. Minimizes life-cycle costs of buildings. 3. Development of a phased approach to project implementation to minimize disruptions to existing City Civic operations, including interim City operations currently provided at the Civic Center. 4. Architectural Concepts. An initial series of architectural concepts should be developed that would evaluate options for building height, shape and location. After receiving initial feedback from the City the most promising concepts would be developed further and presented to the community through community meetings (at least five for receiving input) and finally the City Council for input. A final set of two or three concepts would then be developed for final selection. Final concepts would be developed to show exterior building materials, with color renderings showing the site context with parking, circulation and basic landscape features. The final architectural concept selected would then become part of the overall site Master Plan. 5. Building Floor Plan. Once the building height and shape have been selected, floor plans for each floor of the new City Hall will be developed Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -11- from the space needs determination developed in the Needs Assessment phase. Prior to completing this task, individual meetings will be conducted with representatives of each department to better understand staffing, the need for adjacencies and service delivery needs. Preliminary floor plans will be presented for feedback in a workshop setting for all departments and then refined into a final floor plan for City approval. Floor plans will be developed to meet all applicable building codes and include support spaces such as equipment rooms, elevators, stairs and other common areas. Based on the approved floor plan color renderings should be prepared showing the primary building entry(ies), as well as other pertinent features for inclusion in the final Master Plan. 6. Preliminary Landscape Plan. The plan for the Civic Center should incorporate, to the degree possible, a civic plaza for community events, include outdoor patio spaces as appropriate, and consider an accessible green roof feature. Initial concepts should be developed and based on feedback from the City included with architectural concepts as they are developed and refined. 7. Sustainable Design Features. City Hall, and as many of the other Civic Center buildings as possible, should be planned as a LEED Platinum facilities. Initial ideas for sustainable design features will be presented to the City for initial review and input. Based on this input as the Master Plan becomes more complete a preliminary LEED check list should be prepared to demonstrate how the City can best achieve a LEED Platinum rating considering initial cost, operating costs and environmental benefits. As an option, making City Hall a net zero energy consuming building should be evaluated considering costs and simple payback. The final LEED check list will be presented to staff and documented in the final Master Plan. 8. Construction Sequencing Plan. Depending on final building(s) siting, determine whether new buildings, such as City Hall, can be built while other Civic Center facilities remain occupied. Make recommendations to efficiently sequence new construction, renovations, demolition and site improvements. Identify needs for temporary office spaces as needed and include estimated costs. 9. Site Master Plan. A primary goal for this stage of the project is to develop a long-term Master Plan for the entire Civic Center Campus. The City wants to ensure that improvements completed are compatible and complimentary to existing buildings not being replaced or remodeled, and consistent with any potential future phasing of the project. The overall Master Plan should show the end state of the campus after all project phases have been completed. 10. Building Location Alternatives. An important component of master planning is deciding the locations of future buildings. As the Civic Center area is bounded within existing residential on all sides, it will be important that future locations of buildings and the overall plan design is developed to ensure the ultimate build out of the campus is efficient, sustainable and Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -12- meets long-term service delivery needs. The task for master planning will be to create alternative scenarios for building siting. Each building scenario should include a site plan with building footprints and site planning elements including: site circulation, parking configuration, adjacent open space features such as entry plazas or outdoor patio spaces. Concepts for building location scenarios will be presented to City staff for feedback. 11. Circulation Study. Site circulation is a key component of site planning that will effect building placement, parking layout, and open space amenities. Key goals include: creating a welcoming, safe, and attractive environment for all modes of transportation; improving the usability of open spaces; including appropriate sustainable design features; and ensuring that circulation is supportive of customer service needs and operational demands. Existing public streets through the campus include Hanna Street. The purpose of the circulation study is to evaluate a variety of options, consider their benefits and impacts, and decide on a circulation plan that best meets the City’s current and future needs. The circulation study will be a distinct work product that will be presented to City Council for final decisions. It’s envisioned that this component of the Master Plan would be delivered early in the process to inform final building placement, parking solutions, and open space amenities. A draft Circulation Study should be brought to the City’s Planning Commission for review and feedback, as the board responsible for bicycle and pedestrian infrastructure review, as well as planning functions generally. The Study shall also incorporate the following: 12. Parking Alternatives Study. A goal for the parking study is to recommend an appropriate parking quantity and evaluate various methods to meet those needs. This shall include, but not limited to, the following elements: i. Parking Quantity. Based on the planned program, count data, City standards, and potential for shared uses recommend a final parking quantity for inclusion in the Master Plan, including what parking facilities should be built. ii. Parking Type. Evaluate a full range of parking types including: surface, stand-alone parking structures (with or without underground levels), parking under new buildings, and automated stacked parking solutions. Prepare conceptual layouts so various options can be drawn to scale in draft site plans. Prepare preliminary cost estimates to evaluate options on a cost per net new space basis. iii. Sustainable Design Features. Planned parking facilities should be planned to be energy efficient, properly treat storm water runoff, and considered as possible locations for solar power generation. Planned sustainable features should be documented in the appropriate LEED checklist. 13. Open Space Plan. One of the opportunities identified in planning efforts to date is the ability to consolidate and expand open space on the campus. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -13- Ultimate quantities of open space will depend on to what extent we convert existing single-story buildings to multi-story, convert surface parking to structured parking and reconfigure the existing circulation network. Opportunities to create more and better open space amenities on the campus must be balanced with project costs and functional needs. Initial concepts for open space should be developed and presented to staff for feedback and then a refined set of open space amenities brought back for a recommendation. The final Master Plan should clearly identify open space elements to be included. 14. Sustainable Design Features. The Master Plan should be developed to include sustainable design features applicable to the site including energy efficient lighting, drought resistant landscaping, appropriate building orientations, and preservation of mature trees where possible. Site sustainability features should be documented on the appropriate LEED checklist. 15. Land Survey. A complete land survey of the Civic Center Campus should be completed to establish base sheets that can be used for the Master Plan and future plans and specifications. Property lines, building locations, utility infrastructure and other site features should located as part of the survey. A title search should be completed to document all easements and property restrictions. 16. Developing the final site Master Plan will necessarily be an iterative process where some decisions will need to be made along the way. Two interactive workshops should be planned with City Council at key decision points during the development process. 17. Environmental Review. An integral part of the Master Plan is completing the CEQA analysis. The environmental document should be prepared, circulated for public review, reviewed by the Planning Commission, and certified by the City Council prior to any final decisions to adopt a Master Plan. For planning purposes, the environmental document is assumed to be a Program-level Environmental Impact Report that covers all elements of the Master Plan with sufficient detail to enable the City to proceed with construction of the project. The Environmental analysis should include a Traffic Impact Analysis done in accordance with City and other applicable agency standards as well as other technical studies needed for CEQA compliance. 18. Community Outreach. The master planning process is intended to be built on community engagement activities by soliciting community input during development of the Master Plan. City Council meetings and workshops as well as numerous commission reviews as previously outlined will be publicized by the City as opportunities for community input. Community surveys and regular postings to a project website will supplement outreach activities. Consultant should plan to coordinate with the City and prepare materials for: up to three community surveys; multiple community meeting Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -14- session cohorts1, held multiple times throughout the process; monthly website postings; and quarterly articles for the City’s quarterly report through the Master Plan process. 19. Project Management and Meetings. Regular coordination with City project management staff is an important component of the project. i. Civic Center Development Team. The City will appointed a Civic Center Development Team (CCDT) comprised of staff from multiple City departments. The role of the CCDT is to provide general guidance and feedback on draft work products as they are developed. CCDT meetings will generally be scheduled prior to all City Council meetings and public presentations. Consultant will provide minutes of all CCDT meetings. ii. Project Coordination. Regular bi-weekly progress meetings will be held with the City’s Project Manager either virtually or in person depending on agenda topics. iii. Project Schedule. A project schedule will be developed to illustrate planned activities, major milestones, key decision points, and the schedule for delivering draft and final work products. The schedule should show all City Council and Commission meetings, in addition to the timeline for CEQA notices and hearings. 20. Master Plan Report. A Master Plan Report will be prepared for final adoption by City Council that will document site plans, illustrations, estimated project costs for improvements, LEED check lists, and other documentation that would support the final Master Plan. 21. Deliverables i. Review, identification and compliance plan Report with City policies, General Plan, Specific Plan, zoning, design standards and other applicable City guidelines into the Project and eventual proposed alternatives. ii. Complete required CEQA documentation and environmental requirements for adoption of the Civic Center Master Plan iii. Development of at least three (3) recommended Civic Center alternatives with program elements to meet City and community needs for Council consideration. iv. Approved project schedule. v. Develop a community outreach and input plan for City staff review, then implement the plan. vi. Development of all identified reports above, including: a) Architectural Concepts b) Building Floor Plan c) Preliminary Landscaping Plan d) Sustainable Design Features 1 Cohort sessions involve convening multiple community meeting sessions of the same topic, but at different days, times, and locations to capture the most public input as possible. They should be scheduled in a relatively short window. Any time typically a community meeting would be held in similar projects, a cohort of meetings instead shall be held. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -15- e) Construction Sequencing Plan f) Site Master Plan g) Building Location Alternatives h) Circulation Study i) Parking Alternatives Study j) Open Space Plan k) Land Survey l) Environmental Review Document(s) vii. Master Plan Report E. Master Plan Adoption 1. Formulate a recommendation with an associated development phasing plan and an associated financing plan which would identify the costs of each development phase. 2. The draft Final Master Plan, along with the draft Final Financing Plan, must be presented to Council for consideration of adoption by May 30, 2026. 3. Deliverables i. Process for Council evaluation and selection of preferred alternative; and ii. Final Master Plan report for Council selected alternative that includes: a) Programming document, conceptual plans, and phased capital improvement plan with timeline, milestones, and estimated costs. b) Financing strategy plan. c) Project delivery method analysis and recommendation. F. Project Financing 1. Calculation of a total cost estimate for each recommended alternative that is all inclusive of design and construction costs, demolition, and removal of existing building(s); City project staffing; testing and inspection; environmental reviews and potential remediation requirements; permit fees; site work; construction; project and construction management; community outreach; relocation; furniture; fixtures; and equipment. 2. Provide professional advice and recommendations on financing and financial approaches, including, but not limited to P-3, traditional, and design-build. 3. Identify funding opportunities and approaches for the City Council’s consideration. 4. Identify General Obligation Bonds process, work with City staff and financial consultants to identify best path (open market or direct placement), preparation of ballot measure language and election documents, informational documents, handouts, and public information releases. Additionally: i. Assess community’s ability to pay, economic and demographic studies, surveys, and testing to determine most likely passage Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -16- levels for bond approvals to maximize funding level for project build-out. ii. Gather pertinent information regarding rating agency factors early in the project to identify and assess data relating to factors to determine general rating estimation, and identify areas for improvement and steps to improve factors to maximize final rating for the sale of bonds iii. Identify funding priorities if insufficient support for full funding by bond measure isn’t possible, and identify order of construction to meet the highest community supported components of the Civic Center Master Plan buildings/service areas. iv. Work with City staff and financial consultants, as well as secure additional bond counsel and consultants, to complete the sale of bonds if approved by voters, up to deposit of sale proceeds with the City. 5. Deliverables: i. Comprehensive Financial Options Plan. ii. Development of general obligation bond documents, staff report, ballot measure language, and all necessary supporting documentation to place ballot measure for November 2026 election. G. Project Development, Design Engineering and Construction 1. Advise in coordinating the temporary relocation and continuing City operations prior to and during construction. 2. Upon request, oversee plans and specifications for quality; safety; building code compliance; CALGreen compliance, fire code compliance; future operation costs; and budget. 3. Upon request, oversee that all permits are procured, and the applicant is in compliance with all local requirements. 4. Propose, develop and implement Project quality assurance plan (e.g., testing and inspection program, etc.). 5. Upon request offer advice that all materials used are approved by City staff as environmentally appropriate. 6. Assist and advise on obtaining Certificate of Occupancy. 7. Deliverables: i. In conjunction with City staff, secure design-build or design-bid- build contractor(s). ii. Provide bid support and coordination efforts. iii. Provide consulting services to the design drawings and construction management teams. H. Project Closeout 1. Assist and advise City Hall staff with move back into the City Hall building once construction is complete. 2. Assist and advise contractors to provide the necessary operational training for any new equipment. I. Tasks Performed in All Phases Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -17- 1. Facilitate all project-related meetings, including noticing, development of meeting agenda, and preparation of meeting agenda and minutes. 2. Upon request of the City Administrator or designated staff, attend all project-related meetings and make presentations to the City Council, Planning Commission, other boards and commissions, and other agencies and organizations as needed. 3. In coordination with staff, develop, implement, manage, monitor, and report on public engagement (includes outreach and community input) campaigns for each phase of the Project 4. Upon request, coordinate and participate in negotiations with potential Project partners. 5. Upon request, serve as contract monitor. 6. Advise and assist with the selection of the professional team as directed through the appropriate process (e.g., RFP, RFB, RFI) for: Architect, Engineer, Design Consultant, Hazardous Materials Abatement, CEQA/Permitting, Construction Management & Inspection, Utility, and site security. 7. Upon request, Prepare and distribute RFP/RFB/RFI documents and participation in the evaluation and interview process. 8. Coordinate with the City Attorney and staff in the preparation and review of contracts. 9. Assist with execution of consultant contracts. 10. Upon request, ensure that the consultants, contractor, and their subcontractors are properly insured and bonded. 11. Upon request, review and recommend payment of consultant and contractor invoices. 12. Upon request, assist review and advise on overall program schedule and a detailed construction project schedule with the City’s interest in mind. 13. Track milestones and assertively suggest corrective actions in order to stay on schedule. 14. Ensure a reasonable and realistic budget is developed and maintained. Upon request, offer advice on the project budget to maintain the quality or integrity of the project. 15. Change order management: review - manage the contract to avoid unnecessary change orders or potential change orders for the project. 16. Review progress billings and when necessary, upon request negotiate revisions. 17. Offer advice on applicable federal, state, and local requirements. 18. Assist with obtaining outside agency approvals for the project. 19. Assist with resolving disputes or claims that may occur. J. Preliminary Project Schedule 1. The project schedule shall have the draft final Civic Center Master Plan, Financial Plan, and general obligation bond ballot measure documents ready for Council consideration of adoption by May 15, 2026, to make the first City Council meeting in June to provide sufficient time to make the Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -18- November 2026 election ballot for voters to consider adoption of bonds to fund the project. 2. Consultant shall work backward from that point to develop their schedules, in consultation with staff. 3. This project is expected to last for multiple years and there is not a firm schedule currently. This RFP includes the submission of a draft schedule. It is anticipated that the selected Consultant will work with staff to refine and create a preliminary schedule and it is the City’s expectation that the Scope of Services will be completed in a timely manner, avoiding needless delays. The ideal Consultant candidate will have available resources and personnel, either in-house or under subcontract, to ensure the completion of the Scope of Services at the earliest possible time. Proposal Contents The proposal package shall be organized to include the following sections. Each proposal shall have the sections identified below as separate sections in the proposal document. The contents for each section are listed below and must be presented in the same order. The proposers shall be responsible for preparing an effective and clear proposal. Concise proposals without needless duplication are encouraged. Only one proposal from a firm may be submitted. Proposals must be structured, presented, and labeled in the following manner: • Cover Letter. o The firms’ proposal must provide a written transmittal of the proposal in the form of a cover letter. The cover letter must be signed by a company officer empowered to bind the proposer to the provisions of this RFP and any contract awarded pursuant to it. The cover letter will reference and respond to each of the following bulleted items:  Consultant’s legal name and corporate structure.  A high-level statement of the credentials to deliver the services sought under the RFP.  Briefly state the Consultant’s understanding of the work to be performed and why the Consultant believes it is best qualified to perform the duties and tasks outlined and described in the scope of work contained in this request.  Primary contact name, mailing address, e-mail address, and telephone number.  Identification of use of subconsultant(s), if any, and scope of work to be performed by subconsultant(s).  A statement that the Consultant or any individual who will perform work for the Consultant is free of any conflict of interest. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -19-  Statement of acknowledgement that the City’s standard agreement has been reviewed and accepted.  Signature of a company officer empowered to bind the Consultant to the provisions of this RFP and any contract awarded pursuant to it. • Table of Contents. • Section 1. – Company Background. o Provide history of the individual or proposing firm’s experience, as well as those of any subconsultants, which specifically addresses the individual or firm’s experience at producing the deliverables and project as described in this RFP. o The proposal shall include an organizational chart, including those of any subconsultants proposed, and describe the organizational structure that is proposed to handle the project. o Describe the specific types of services that your organization and/or subconsultants provide. o Number of years your organization and any subconsultants have been in business. o Describe your agency’s basic organization and management structure, and those of any subconsultants. Be sure to include the number of personnel involved in your organization. • Section 2. – Company and Project Team Qualifications. o Qualifications and Related Experience of Personnel Who Will Perform Work. Résumés of all personnel who are proposed to provide professional services to the City within the Scope of Work outlined and described in this request shall be included. Résumés shall include all relevant experience, education, and other qualifications over the past three years, at a minimum.  At a minimum, this should include the project manager/principal agent, associates in charge when project manager/principal agent is unavailable, key personnel, firm size, and an organization chart identifying only those who will perform work for the proposed project and the percentage of each individual’s time devoted to this project. The project manager/principal agent shall be the primary contact person to represent your firm and will be the person to conduct the presentation, if invited for an interview. o Prior Relevant Experience. A description of prior work experience and projects relevant to the Scope of Work outlined and described in this request shall be included. • Section 3. – References. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -20- o References of Local Government Clients. Please include a list of at least three (3) current and/or previous local government clients for which the Consultant that would be assigned to this project has rendered professional services similar to the scope of work outlined and described in this request.  Provide a description of the project, client name, and the name, title, email address and telephone number of the primary contact person.  References may not be older than 10 years from the deadline of proposal submission.  Three samples of prior work completed by Consultant similar to the project requested by this RFP may be included as representative samples of the Consultant’s past work, which may be added as an appendix to the proposal, or links to the documents. • Section 4. – Proposed Methodology. o Consultant shall provide a work plan identifying the major tasks and subtasks anticipated by the Consultant associated with the completion of the project, including the proposed approach and detailed, projected timeline to conduct and complete each item in the Scope of Work. o Provide a staffing plan for the project. Specifically show the availability of staff to provide the necessary resource levels to meet the City’s needs. o The proposal shall include a detailed outline which demonstrates the firm’s understanding of the scope of work. This outline should include the anticipated approach, tasks necessary for successful completion, deliverables, and suggestions or special concerns that the City should be made aware of. Identify any assumptions and/or exclusions used in preparation of the scope of work and associated fee estimate. o Describe the quality control procedures and associated staff responsibilities which will ensure that the deliverables will meet the City’s needs. • Section 5. – Proposed Timeline o Provide a detailed critical-path-method schedule for completion of the tasks and sub-tasks required to accomplish the scope of work. Note all deliverables and interim milestones on the schedule. o Also prepare an overall, high-level proposed timeline for the project. Proposal shall include a timeline to complete the project, based upon the Scope of Work and availability of skilled labor force. • Section 6. – Pricing o Proposal shall have a project cost estimate with justification. o Proposal shall include hourly rates for all personnel on the project. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -21- o Proposal shall provide the cost estimate for the project as a time and materials based contract, with a proposed total estimate based on the scope of work. Identify the personnel and materials proposed, their hourly rates, and subtotals for each proposed phase of the workplan contained in the proposal. o Proposal shall include the schedule of the firm’s and subconsultants’ hourly billable rates per staff person, and any proposed annual increases and their effective periods. • Section 7. – Additional Information o Agreement Statement. The proposal shall include a statement outlining your concurrence, proposed modifications or concerns with any and all provisions as contained in the sample agreement attached to this RFP. Failure to follow the specified format, to label the responses correctly, or to address all of the subsections may, at the City’s sole discretion, result in the rejection of the Proposal. Proposal Evaluation Criteria and Scoring Proposal packages will be reviewed and scored, per the criteria below. Based on the number and quality of responses, Consultants may be asked to continue to an interview/presentation step in the process, should the evaluators determine it in the best interest of the City to do so. The City will be the sole determiner of suitability to the City’s needs. Proposals will be rated according to their completeness and understanding of the City’s needs, conformance to the requirements of this Request for Proposals and the proposed scope of work, compatibility with the City’s current technology and operations, prior experience with similar scope of work, financial capabilities, delivery, and cost. Subsequently, the City may interview a qualified Firm, prior to deciding whether or not to recommend the award of an Agreement. It is the City’s intent to select one (1) firm to provide services to the City. The City reserves the right to make final decisions regarding the selected firm and the number of selected firms based on the quantity and quality of the RFPs received. The City will select the proposal, if any, which best fulfills the City’s requirements. The City will then further refine the scope and schedule with that firm and request a fee and materials proposal with a not-to-exceed fee and budget. The City will negotiate the fee with that firm. The City reserves the right to negotiate special requirements and proposed service levels using the selected proposal as a basis. If the City is unable to negotiate an agreeable fee for services with the top firm, the City will negotiate with the next firm chosen among the top firms. Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -22- Each proposal may receive a maximum of 100 points, as summarized below: CRITERIA POINTS Consultant firm’s experience and qualifications as it relates to the scope of services of the RFP • Professional experience in performing and completing tasks similar in scope and complexity. City will weigh the evidence that the Proposer has performed satisfactorily other contracts of like nature, magnitude and comparable difficulty and comparable rates of progress. • Past, recently completed, or on-going Civic Center Master Plan services that will substantiate experience. • Quality of Proposer’s previous work examples. • References from customers and/or clients to whom firm has delivered similar services. 20 Project Methodology • Ability to provide services as outlined in the RFP. • Approach and proposed methodology to project scope of work. • Demonstrated knowledge of the work required. • Innovative approaches and internal measures to ensure timely and quality completion of work. • Ability to demonstrate its qualifications in a clear and compelling manner and ability to follow all directions included in this RFP. • Review and negotiation of acceptance or exceptions to the City’s Professional Services Agreement • Quality and thoroughness of proposer’s schedule and milestone timeline. Ability to meet project timeliness. The capacity to perform work within the desired timeframe. • The proposer’s responsiveness to the RFP including completeness and thoroughness of proposal; all required information must be provided in the format specified. • Proposed plan to achieve the Scope of Services described herein and produce the required outcome in a timely manner. • Overall approach is most likely to result in the desired outcome for the City. 40 Staffing plan and project team qualifications • Consultant’s team is clearly identified, along with its full capabilities relevant to the project at hand. • Demonstrates relevant experience of key personnel based on resumes showing technical knowledge and experience. • Stability and consistency of staff on project over time. • Identifies all other firms (subconsultants) included on the Project Team along with the Consultant and describes the scope of the Consultant’s and each consultant or firm’s services and 20 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A -23- responsibilities during the project. • Adequate immediate supervision and review of staff performing the work as well as appropriate independent peer review of the work by qualified technical staff not otherwise involved in the project. • Availability of key staff to perform the services throughout the duration of the project. • Assignment of appropriate staff in the right numbers to perform the Scope of Services. • Appropriate communication and reporting relationships to meet the City’s needs. • Relevance of experience of the proposing firm (to provide support resources to the project team). • Relevance of experience and strength of qualifications of the Project Manager. • Relevance of experience and strength of qualifications of the key personnel performing the work. • Relevance of referenced projects and client review of performance during those projects. Project Timeline • Ability to complete the work in the shortest schedule possible. • Proposed timeline meets the deadlines as contained in the scope of work. • Timeline proposed is consistent with the proposed methodology and are reasonable timeframes for achievement of the scope of work. 10 Cost Proposal • Competitive pricing as compared to other qualified proposer’s RFP responses 10 TOTAL 100 Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD 11/22/2024 License # 0E67768 (925) 249-7958 13056 ELS Architecture and Urban Design 2040 Addison Street Berkeley, CA 94704 19437 A 1,000,000 PSB0001596 10/1/2024 10/1/2025 1,000,000 10,000 1,000,000 2,000,000 2,000,000 1,000,000A PSA0002551 10/1/2024 10/1/2025 4,000,000A PSE0001380 10/1/2024 10/1/2025 4,000,000 A PSW0002642 10/1/2024 10/1/2025 1,000,000 1,000,000 1,000,000 B Professional Liab.031565618 6/10/2024 Per Claim 5,000,000 B Professional Liab.031565618 6/10/2024 6/10/2025 Aggregate 5,000,000 RE: Gilroy Civic Center Master Plan - Notice of Intent to Award to ELS All operations of the Named Insured, including the aforementioned project. General Liability: Please see Additional Insured endorsement attached; such coverage is Primary and Non-contributory, with Waiver of Subrogation included, as required per written contract. NOTE: No company owned vehicles. Aforementioned General Liability includes coverage for Hired & Non-Owned Auto Liability. Workers' Compensation: Please see Waiver of Subrogation endorsement, as required by written contract. GENERAL LIABILITY/AUTO LIABILITY ADDITIONAL INSURED INCLUDE THE FOLLOWING PERSON(S) OR ORGANIZATION(S): City of Gilroy and its officers and employees, As required per written contract City of Gilroy 7351 Rosanna Street Gilroy, CA ELS0000-01 SANTIAGOR IOA Insurance Services 3875 Hopyard Road Suite 200 Pleasanton, CA 94588 Andrea Michael Andrea.Michael@ioausa.com RLI Insurance Company Lexington Insurance Company X 6/10/2025 X X X X X X X Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Policy Number:RLI Insurance Company Named Insured: PPB 304 02 12 Page 1 of 1 THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. RLIPack®FOR PROFESSIONALS BLANKET ADDITIONAL INSURED ENDORSEMENT This endorsement modifies insurance provided under the following: BUSINESSOWNERS COVERAGE FORM - SECTION II – LIABILITY 1. C. WHO IS AN INSURED is amended to include as an additional insured any person or organization that you agree in a contract or agreement requiring insurance to include as an additional insured on this policy, but only with respect to liability for "bodily injury", "property damage" or "personal and advertising injury" caused in whole or in part by you or those acting on your behalf: a.In the performance of your ongoing operations; b.In connection with premises owned by or rented to you; or c.In connection with “your work” and included within the “product-completed operations hazard”. 2.The insurance provided to the additional insured by this endorsement is limited as follows: a.This insurance does not apply on any basis to any person or organization for which coverage as an additional insured specifically is added by another endorsement to this policy. b.This insurance does not apply to the rendering of or failure to render any "professional services". c.This endorsement does not increase any of the limits of insurance stated in D. Liability And Medical Expenses Limits of Insurance. 3.The following is added to SECTION III H.2. Other Insurance – COMMON POLICY CONDITIONS (BUT APPLICABLE ONLY TO SECTION II – LIABILITY) However, if you specifically agree in a contract or agreement that the insurance provided to an additional insured under this policy must apply on a primary basis, or a primary and non-contributory basis, this insurance is primary to other insurance that is available to such additional insured which covers such additional insured as a named insured, and we will not share with that other insurance, provided that: a.The "bodily injury" or "property damage" for which coverage is sought occurs after you have entered into that contract or agreement; or b.The "personal and advertising injury" for which coverage is sought arises out of an offense committed after you have entered into that contract or agreement. 4.The following is added to SECTION III K. 2. Transfer of Rights of Recovery Against Others to Us – COMMON POLICY CONDITIONS (BUT APPLICABLE TO ONLY TO SECTION II – LIABILITY) We waive any rights of recovery we may have against any person or organization because of payments we make for "bodily injury", "property damage" or "personal and advertising injury" arising out of "your work" performed by you, or on your behalf, under a contract or agreement with that person or organization. We waive these rights only where you have agreed to do so as part of a contract or agreement with such person or organization entered into by you before the "bodily injury" or "property damage" occurs, or the "personal and advertising injury" offense is committed. ALL OTHER TERMS AND CONDITIONS OF THIS POLICY REMAIN UNCHANGED. PSB0001596 ELS Architecture and Urban Design Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A City of Gilroy Agreement/Contract Tracking Today’s Date: November 21, 2024 Your Name: Bryce Atkins Contract Type: Services over $5k - Consultant Phone Number: (408)846-0210 Contract Effective Date: (Date contract goes into effect) 11/19/2024 Contract Expiration Date: 6/30/2028 Contractor / Consultant Name: (if an individual’s name, format as last name, first name) ELS Architecture and Urban Design Contract Subject: (no more than 100 characters) Civic Center Master Plan Update Contract Amount: (Total Amount of contract. If no amount, leave blank) 749899 By submitting this form, I confirm this information is complete:  Date of Contract  Contractor/Consultant name and complete address  Terms of the agreement (start date, completion date or “until project completion”, cap of compensation to be paid)  Scope of Services, Terms of Payment, Milestone Schedule and exhibit(s) attached  Taxpayer ID or Social Security # and Contractors License # if applicable  Contractor/Consultant signer’s name and title  City Administrator or Department Head Name, City Clerk (Attest), City Attorney (Approved as to Form) Routing Steps for Electronic Signature Risk Manager City Attorney Approval As to Form City Administrator or Department Head City Clerk Attestation Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A TYPE OF PROCURMENT DOLLAR THRESHOLD / SIGNING AUTHORITY STAFF LEVEL DEPARTMENT HEAD CITY ADMINISTRATOR COUNCIL APPROVAL $0-$999.99 $1,000-$49,999.99 $50,000-$99,999.99 $100,000-Above EQUIPMENT /SUPPLIES/ MATERIALS Furniture, hoses, parts, pipe manholes, office supplies, fuel, tools, PPE items, etc… • Vendor selection at discretion of staff Payment Method Purchase Card or Payment Request (if vendor does not accept credit cards) • Informal bid/quotation – 3 quotes (verbal or written) • Purchasing Summary form w/ Purchasing Approval • Purchase Requisition Payment Method Purchase Order* • Informal bid/quotation – 3 written quotes • Purchasing Summary form w/ City Administrator Approval • Purchase Requisition Payment Method Purchase Order • Formal Bid • Advertisement • Council Approval • Purchase Requisition signed by City Administrator Payment Method Purchase Order GENERAL SERVICES Janitorial, landscape maintenance, equipment repair, installation, graffiti abatement, service inspections, uniform cleaning, etc… • Vendor selection at discretion of staff • May require insurance documents depending on scope/ nature of work Payment Method Purchase Card (if incorporated) Signed Payment Request (if so proprietor or partner) • Informal bid/quotation – 3 quotes (verbal or written) • Purchasing Summary form w/ Department Head Approval • Standard Agreement • Purchase Requisition Payment Method Purchase Order* • Informal Bid/RFP quotation – 3 written quotes • Purchasing Summary form w/ City Administrator Approval • Standard Agreement • Purchase Requisition Payment Method Purchase Order • Formal Bid/RFP/RFQ • Advertisement • Council Approval • Standard Agreement • Purchase Requisition Payment Method Purchase Order PROFESSIONAL SERVICES Consultants, architects, designers, auditors, etc... • Vendor selection at the discretion of staff • Purchase Summary Form w/ Purchasing Approval • Standard Agreement signed by Department Head • Purchase Requisition Payment Method Purchase Order • RFP/RFQ to at least 3 consultants • Purchase Summary Form w/ Department Head Approval • Standard Agreement • Purchase Requisition Payment Method Purchase Order • RFP/RFQ to a list of consultants • Evaluation Spreadsheet w/ City Administrator Approval • Standard Agreement • Purchase Requisition Payment Method Purchase Order • Formal RFP/RFQ • Advertisement • Council Approval • Standard Agreement signed by City Administrator • Purchase Requisition Payment Method Purchase Order Docusign Envelope ID: 22F57ABC-062D-495C-A15A-2A85A6398E9A