HomeMy WebLinkAboutMark Thomas BID_RedactedUS 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 1
A PREMIER TRANSPORTATION DESIGN FIRM
Mark Thomas provides civil and structures engineering, surveying, landscape architecture, planning, construction management, and funding support services to clients throughout California. Since the company’s founding in San José in 1927, we have focused on delivering transportation design solutions and providing excellent client service with a tailored approach to meet our clients’ goals. We pride ourselves on developing innovative solutions and providing high-quality customer service for transportation, infrastructure, and public works projects. Our reputation is realized through more than 400 team members in offices that are strategically located to support communities statewide.
Our firm provides sound and innovative engineering solutions and high-quality customer service for public works and transportation projects. Our staff knows the design standards for rail, roadway, highway, drainage, utility, and bridge projects. Our creative and often outside-the box solutions have benefited all types of projects including Caltrans highways and interchanges, complete streets, bus and maintenance facilities, grade separations, local roadways, and bridge structures, with a focus of implementing a multi-disciplinary approach on projects. Mark Thomas’ engineering design includes feasibility studies, planning, preliminary engineering and final Plans, Specifications & Estimates (PS&E).
FIRM QUALIFICATIONS
97years in business 400team members
100%employee owned #8ENR top CA transportation firm11offices statewide >6Kprojects delivered
WHY MARK THOMAS?
»Experienced leader in interchange design. We understand what works and what doesn’t based on community needs, traffic needs, and location.
»Ability to develop innovative and outside-the-box solutions and work in tandem with the local agency and Caltrans to expedite complex project delivery, such as the first fully-functional multimodal Diverging Diamond Interchange (DDI) at SR 120/Union Road in Manteca.
»Experienced with phasing interchanges and other improvements to meet interim and long-term funding complexities.
»Track record of assisting clients gain funding to build their projects.
»Key project staff longevity, firm ownership, and commitment to our clients and projects.
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AREAS OF EXPERTISE
Mark Thomas’ capabilities are well-matched to the needs of City to move the US 101/Prado Road interchange project forward. We possess robust in-house technical resources and of the capabilities to provide specialized services to efficiently deliver this project. Below are examples of our areas of expertise.
Bridge/Structures Design
»Extensive experience delivering transportation, flood control, and building structure projects. This includes the design of complex bridges, walls, and other structures.
»Retaining wall design experience encompasses standard cantilever retaining walls through more complex systems like mechanically stabilized earth (MSE) walls and tieback walls.
»Knowledgeable of the Caltrans Bridge Design Manual and Standards, and AASHTO Load and Resistance Factor Design standards.
Highway and Interchange Design
»Premier interchange and highway design firm
»Ability to develop creative geometric concepts that meet the needs of the clients.
»Extensive experience and relationship with Caltrans District 5 staff
»Unrivaled understanding of the Caltrans delivery process and design standards
Roadway Improvements
»Multi-disciplinary approach has benefited all types of projects including street and roadway improvements, intersection improvements, and bicycle and pedestrian facilities.
»Experience spans from feasibility, planning, to preliminary engineering and final PS&E.
»Extensive local agency arterial and expressway final design experience.
»Implementing complete streets and green infrastructure.
Bicycle/Pedestrian/Trails
»Extensive experience in the planning and design of bicycle paths and trails, which connect major bicycle and pedestrian corridors to key destinations.
»Extensive community engagement to understand resident concerns and user preferences.
»Expansive knowledge base specifically geared toward improving access, connectivity and safety for active modes of transportation such as walking and bicycling.
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Landscape Architecture
»Site-responsive design that is focused on community needs enhance project success.
»Flexibility to deliver a range of projects, such as detailed complete street planning, streetscape designs, median and gateway enhancements, landscape master plans, and trail designs.
»Experience designing bridge and retaining wall aesthetics while adhering to Caltrans requirements.
Construction Management
»Experience providing constructability reviews that enhance project constructability and biddability.
»Provide high quality oversight of capital infrastructure projects for local agencies.
»Experienced with construction projects ranging from utility installation, roadway improvements and widening, and structure construction.
»Ability to leverage the internal resources we have with our other divisions and services mentioned above, to address any potential challenges that arise during construction.
Utility Engineering, Right of Way, and Surveying
»Extensive experience in providing surveying and mapping services to meet Caltrans standards for final design and construction staking.
»Turnkey utility coordination; development of conceptual relocation plans and review of third-party utility relocation designs.
»Right of way engineering including retracement surveys, appraisal mapping, legal description and exhibit plat preparation, records of survey, corner records and right of way record mapping and parcel mitigation planning.
»Provide control surveys, boundary surveys, title research and investigations, and mapping including tentative map preparation, tract and parcel mapping, lot line adjustments and lot mergers.
Strategic Funding Support
»Funding program review, analysis, and positioning for transportation projects.
»Prepare grant applications and benefit/cost analyses.
»Knowledgeable in several State and Federal grant programs and application requirements.
»Since 2017, secured more than $1.3 billion in competitive grant funding for agencies across California.
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HISTORY OF INNOVATIVE DESIGN
SOLUTIONS
Mark Thomas has been at the forefront of innovative design and management solutions. We designed the first fully-operational DDI, single point urban interchanges (SPUIs), and bicycle/pedestrian friendly interchange in the State, as well as bus-on-shoulder design on the State Highway System, and a reversible bus lane at an interchange. Our extensive knowledge of design guidelines and Caltrans standards enables us to develop creative and approvable design solutions.
Diverging Diamond InterchangeMark Thomas designed the first operational DDI in California and first to be approved by Caltrans - the SR 120/Union Road Interchange in Manteca, which is now fully functional and open to traffic. This new configuration is not currently in the HDM and we worked extensively with Caltrans District 10 and Headquarters to develop DIB 90, which specifies the design standards for DDI’s, and to gain acceptance on our design to move into construction. We also have other interchange projects in various stages of development that are evaluating DDI alternatives, including the I-580/International Parkway interchange in the City of Tracy which obtained DDI and MAR approval through FHWA.
Bicycle and Pedestrian-Friendly (Ribbon Path) InterchangeAnother innovative design that Mark Thomas pioneered is a bicycle/pedestrian friendly interchange design by creating a grade separated pathway inside the interchange, reducing conflict between cars and bikes/peds to zero. We developed the US 50/Watt Interchange, a project that improves vehicular operations on one of the busiest arterials in Sacramento while enhancing bicycle and pedestrian mobility and safety. The project involved complex construction staging reconfiguring the interchange from a full cloverleaf (L-10) to a partial cloverleaf (L-9) while maintaining traffic flow at all times. This project won multiple awards and has become the new standard for interchange design.
Bus-On-Shoulder LanesMark Thomas helped the Santa Cruz County Regional Transportation Commission and Caltrans District 5 develop one of the first bus on shoulder freeway projects and implemented several design refinements which resulted in over $100 million in project savings.
Reversible Bus LanesMark Thomas designed a reversible bus lane to alleviate the heavy traffic congestion at the US 101/Shoreline Boulevard Interchange in the City of Mountain view. The reversible bus lane will allow buses and various shuttles to zip past traffic with a dedicated system of signals. It is the one of the first, if not the first of its kind in California.
Value EngineeringFor the Caltrain Broadway Grade Separation project, Mark Thomas prepared a value engineering (VE) study that identified five key design alternatives to eliminate the proposed one-year closure of Broadway during construction. The VE alternatives saved the project $50 million in construction costs and improved the project by relocating pedestrian and bicycle access locations.
We also conducted a value engineering exercise for the US 50/Rancho Cordova Parkway interchange and identified value engineering solutions that can potentially reduce the project by $20 million.
Hwy 1 Bus On Shoulder Lanes Ribbon Path at US 50/Watt Avenue
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US 101 HOV WIDENING AND REHABILITATION
SANTA BARBARA COUNTY
Mark Thomas is completing PS&E for HOV widening and pavement rehabilitation of US 101, from the Cabrillo Boulevard Interchange to the Padaro Lane Interchange, a total of 6 miles. We are working with Caltrans, including coordinating with Caltrans staff preparing design for their adjacent segment and Caltrans staff providing corridor-wide services such as geotechnical engineering and surveying.
Our segments, Phase 1 (4C) through Phase 3 (4E), include multiple challenging design constraints such as:
»Reconstruction of two interchanges with existing left-lane exists
»Construction of two roundabout interchanges
»Replacement of three bridges over creeks in a FEMA-designated floodplain and floodway
»Median and outside widening
»Retaining walls along highway right of way and a sea cliff
»Sound walls
»Pavement rehabilitation.
The project is on an accelerated delivery model using CMGC. This will reduce construction costs and expedite the project schedule. Segment 4C design is complete and is under construction. We are currently completing final design for Segments 4D and 4E.
FIRM PROJECT EXPERIENCE
Mark Thomas is a recognized leader in Caltrans interchange planning, design, and project delivery. This includes the delivery of innovative solutions and project phasing that has added project value. The following project descriptions highlight the similarities between our project experience and the US 101/Prado Road Interchange project.
CLIENTSanta Barbara Council of Governments
PERIOD OF PERFORMANCE2015 - Ongoing
PROJECT RELEVANCE •Interchange reconstruction •Bridge design •Floodplain mitigation •Caltrans District 5 coordination •PS&E •Project Phasing
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HIGHWAY 1 AUXILIARY LANES
SANTA CRUZ COUNTY
Mark Thomas is providing design services for the Highway 1 Auxiliary Lanes project. This project is broken down to three segments or phases, as discussed below:
41st & Soquel Avenue (Phase 1)Addition of auxiliary lanes and bus on shoulder features along SR 1 from 41st Avenue to Soquel Avenue, and bicycle and pedestrian overcrossing at Chanticleer Avenue. The project will connect the on-ramps with the next off-ramp, extending the weaving and merging distance between the ramps, improving traffic operations, and reducing cut through traffic diverting to local streets and neighborhoods.
Project Services »Preparation of PS&E for the 41st Avenue and Soquel Avenue segment and Chanticleer Avenue Overcrossing
»Provided assistance in the preparation of SCCP and LPP grant applications
Bay Street/Porter Street to State Park Drive (Phase 2)Addition of 2.7 miles of auxiliary lanes and bus on shoulder features along SR 1 from Bay Street/Porter Street to State Park Drive, replacement of a local street crossing on Capitola Avenue to improve bicycle and pedestrian access, and construction of a new bicycle/pedestrian overcrossing at Mar Vista Drive. The project improves traffic operations and reduces cut-through traffic diverting to local streets and neighborhoods.
Project Services »Preparation of PA&ED and PS&E
»Coordination with Caltrans District 5, Caltrans Division of Structure, and transit operator
State Park Drive to Freedom Boulevard, Coastal Rail Trail 12 (Phase 3)Addition of 2.5 miles of auxiliary lanes and bus on shoulder features on SR 1 from State Park Drive to Freedom Boulevard, widening the SR 1 bridge over Aptos Creek, and constructing retaining walls and soundwalls to accommodate the ultimate highway widening. The project also includes Segment 12 of the Coastal Rail Trail which includes 1.14 miles of trail, conversion of two rail bridges to trail use, and two new pedestrian overcrossings of SR 1.
Project Services »Preparation of PA&ED & PS&E
»Right of way acquisitions
»Utility relocations
CLIENTSanta Cruz County Regional Transportation Commission
PERIOD OF PERFORMANCE2019 - Ongoing
PROJECT RELEVANCE •Auxiliary Lanes •Bridge design •Caltrans District 5 coordination •PS&E •Project phasing •Bicycle and pedestrian facilities
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US 50/RANCHO CORDOVA PARKWAY INTERCHANGE
RANCHO CORDOVA
The US 50/Rancho Cordova Parkway Interchange Project represents a strategic initiative aimed at enhancing the infrastructure of Rancho Cordova. The project’s objective is to construct a new interchange on US 50, coupled with the extension of Rancho Cordova Parkway to White Rock Road, thereby facilitating improved traffic flow and fostering economic development in the region.
Mark Thomas is leading the PS&E phase of the project. At the onset of the project, we conducted a value engineering study to evaluate the project. We identified several Value Engineering solutions that will result in over $20 million in cost savings for the project, while still meeting the purpose and need. These solutions include:
»Reduction of eastbound exit ramp from two lanes down to one lane
»Revision of geometric modifications to avoid right-of-way acquisitions
»Reduction of structural costs by reducing bridge width
»Removal of traffic signal at Eastbound ramp intersection and allowing traffic to have free flowing right-hand turns
»Westbound signalized ramp terminal intersection to operate with an efficient two phase operation with left-turn movements only
Scope of work includes: preparation of environmental permits, execution of technical studies, and management of right of way engineering. We are also coordinating with utility companies to negotiate agreements and ensure that the project aligns with the standards and requirements set forth by Caltrans, FHWA, and local agencies.
CLIENTCity of Rancho Cordova
PERIOD OF PERFORMANCE2022 - Ongoing
PROJECT RELEVANCE •Interchange design •Roadway design •Bridge design •Intersection improvements •Flood management •Transmission tower •Caltrans coordination •PS&E •Value engineering •Environmental Revalidation •Project phasing •Bicycle and pedestrian facilities
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SR 99/SR 120 CONNECTOR
SAN JOAQUIN COUNTY
Mark Thomas prepared the PA&ED for improvements to the freeway-to-freeway connector and final design for Phase 1A of the SR 99/120 interchange. The SR 99/120 Connector Interchange experiences significant traffic congestion during the peaks (AM & PM) which causes a back up on both mainlines. Alternatives being developed include adding a lane to the northbound SR 99 to westbound SR 120 ramp, and adding a lane to the eastbound SR 120 to southbound SR 99. Structures work includes evaluating widening or constructing an adjacent SR 120 overcrossing at SR 99, and replacing the Austin Road Overcrossing at SR 99.
Phase 1AThis includes the widening the EB SR 120 to SB SR 99 connector ramp from one-lane to two-lanes, replace the Austin Road Overcrossing at SR 99 and UPRR, add new connecting roadways, modify the existing UPRR at-grade crossing at East Woodward Avenue, modify the existing NB Austin Road off-ramp, close the Austin Road NB on-ramp and SB off-ramp, and signalize four intersections.
Mark Thomas recently completed the final design of Phase 1A and is in construction.
Phase 1BThis includes widening the NB SR 99 to WB SR 120 connector ramp from one-lane to two-lanes, converting the existing SR 99/120 separation structure to a two-lane connector ramp to serve NB SR 99 to WB SR 120 and construct a new separation structure to serve as the EB SR 120 to NB SR 99 connector ramp, and adding a lane in the existing median of WB SR 120 from Main Street to SR 99 including widening the Moffat Overhead. We are currently preparing final design of Phase 1B.
Phase 1CThis includes restoring the Austin Road NB on-ramp by adding a loop ramp separate for SR 99 and Highway 120, restoring the Austin Road SB off-ramp by constructing a grade separated braided ramp, relocating the NB Austin Road off-ramp, relocating the SR 99 frontage road, adding a lane in the EB 120 median, and adding a lane in each direction on SR 99 from Highway 120 to Austin Road.
CLIENTSan Joaquin Council of Governments
PERIOD OF PERFORMANCE2015 - Ongoing
PROJECT RELEVANCE •Interchange design •Roadway design •Bridge design •Intersection improvements •Caltrans coordination •PS&E •Value engineering •Environmental Revalidation •Project phasing •Bicycle and pedestrian facilities
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MEET OUR PROJECT MANAGERS
Ed Noriega, PE PROJECT MANAGER30years of experience
PElicensed engineer 50+completed projects
Ed Noriega, PE will serve as the project manager for the project. He has 30 years of experience in Caltrans highway and municipal roadway design. His focus is on developing sound engineering designs and plan production for highway, interchange, and local roadways. He has extensive first-hand knowledge of Caltrans and FHWA requirements through his work on large scale freeway and state highway projects. He has a thorough understanding of the Caltrans HDM and PDPM, giving him in-depth knowledge of what is required to deliver a project through Caltrans. His projects extend beyond Caltrans highway and interchange improvements to include local roadway widenings and active transportation enhancements, which has provided him a well rounded background.
He recently managed the design of multiple PS&E packages for the SR 99/Veterans Boulevard Interchange and Grade Separation in Fresno which involved using Caltrans and local agency standards to deliver a 3-mile roadway extension on a new alignment, grade separation over UPRR and High-Speed Train, and a new interchange connection to SR 99. Ed excels at PS&E phase work and uses a hands on approach to working with design teams to efficiently deliver complex highway and multimodal roadway projects.
Martha Dadala, PE DEPUTY PROJECT MANAGER32years of experience
PElicensed engineer 50+completed projects
Martha Dadala, PE will serve as the deputy project manager for the project. She has over 32 years of experience in successfully delivering highway and interchange projects. She uses her in-depth knowledge of Caltrans standards and best management practices to make sure the project team adheres to producing quality engineering studies and contract documents.
Martha has adopted key strategies for process management and successful project delivery. These include identifying critical issues early and developing strategies to address them, addressing project risks early, facilitating focus meetings and workshops, performing over the shoulder and intermediate submittal reviews, and providing high quality deliverables to reduce review times. Martha provided project management and quality control reviews for the three segments of Highway 1 in Santa Cruz County and the I-205 Managed Lanes in San Joaquin County.
Proven Tag Team Partnership
One of the strengths of our team is the tag team partnership of Ed Noriega and Martha Dadala as project manager and deputy project manager. Their collective experience of more than 60 years in highway and interchange projects, along with their proven track record in handling complex and multimodal roadway projects, will guarantee effective project oversight, on-time delivery, and creative problem-solving.
As project manager, Ed will lead the project vision, strategy, and stakeholder engagement, ensuring the project meets its expected outcomes and benefits. Martha will manage the project execution, team collaboration, and progress reporting, ensuring activities are performed on time and within scope. Together, they will provide effective leadership and guidance to the project team and deliver a successful project. They are currently demonstrating this tag team project management approach for the PS&E phase of SR 132 Phases 2 and 3 project, which improves 11 miles of highway by reconstructing SR 99, adding ramps and lanes, and replacing the Kansas Avenue overcrossing.
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Matt Kleymann, PE | VALUE ENGINEERING, STRUCTURES
»Over 17 years of experience focused on the design and construction of complex bridges.
»Proven track record of delivering cost-effective solutions for challenging bridge projects, using innovative methods and technologies.
»Worked closely with contractors and multi-disciplinary design teams to evaluate and identify the most cost-effective solution for major bridge projects.
Jorge Aguilar, PE, QSD | CIVIL LEAD (ELKS LANE)
»Over 30 years of experience in transportation projects including direct work with Caltrans, SLOCOG, the City, and San Luis Obispo County.
»In-depth project knowledge through his involvement with the Value Analysis of US 101/Prado Road interchange. He also led the Prado Road Bridge widening project.
»Experience includes planning, design, and construction of roadway and bridge projects.
»Responsible for the preparation of feasibility studies, Project Study Reports, Project Reports, Environmental Documents, PS&E packages, and construction support for large and small transportation projects.
Aaron Silva, PE | VALUE ENGINEERING, CIVIL LEAD
»Extensive knowledge of innovative interchange design in developing geometric alternatives for the projects.
»Currently teaches geometric design to Caltrans staff through the UC Berkeley Tech Transfer Program, and was a leading partner with Caltrans on developing Design Information Bulletin (DIB) 90 for DDIs.
»Recognized expert in the design of bike and pedestrian facilities, helping design and implement state of the practice solutions to improve active transportation safety throughout California.
»Strong understanding of the Caltrans’ policies, procedures and preferences.
MEET OUR KEY TEAM MEMBERS
Zach Siviglia, PE, QSD | PRINCIPAL IN CHARGE
»Led some of Caltrans District 5’s largest and most complex transportation projects, including SBCAG’s US 101 HOV and Rehabilitation Project and SCCRTC’s Highway 1 Auxiliary Lane Projects.
»Experience developing and implementing innovative highway and interchange design solutions
»Long term partnership with Caltrans District 5 and other agencies within the region.
»Strong understanding of the Caltrans’ policies, procedures and preferences.
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DELIVERING QUALITY
Mark Thomas’ reputation has been built upon the delivery of high-quality services to our clients. The production of these high-quality deliverables is founded upon documented procedures and design practices for a system of independent checking and reviews that are implemented on all our projects.
Mark Thomas firmly believes that Quality Assurance/Quality Control (QA/QC) is a company wide effort. Mark Thomas begins every project by developing a Project Quality Plan, specific to the needs of the project. This plan identifies quality reviewers, milestone reviews, interdisciplinary reviews, and procedures to be implemented throughout the project. The plan is based on our company-wide Quality Management Manual which clearly defines our quality management system and dictates implementation of the Company’s quality policies at all levels. All Mark Thomas team members will adhere to this Plan. Each of our subconsultant firms has worked with Mark Thomas and understands and supports the commitment that it is our team responsibility to produce high-quality products that will result in developing a clearly defined and cost-effective project.
As project manager, ultimately accountable for the project, Ed Noriega will be involved to verify QA/QC reviews are being completed for each deliverable. Supporting Ed will be our QA/QC team composed of the following team members:
Andy Lee, PE | QUALITY ASSURANCE
Andy will be responsible for overall quality assurance. He leads the QA/QC efforts for projects company-wide. He has a thorough focus on quality, ensuring Mark Thomas produces high quality PS&E packages. Andy brings over 27 years of significant roadway and highway design experience. Andy has a thorough understanding of the Caltrans HDM and AASHTO “Green Book.” He has used these documents to guide the design of interchange and highway operational improvements. He is also dedicated to providing detailed and complete design packages, routinely leading the preparation of contract specifications.
Garry Horton, PE | ROADWAY QC
Garry will lead the QA/QC reviews efforts for the roadway portion of the project. He has over 40 years of highway design and PS&E experience. He was a FHWA Area Engineer in the California Division where he reviewed Caltrans project documents and plans for processing and compliance with federal regulatory requirements. Garry has a thorough understanding of the procedures outlined in the Caltrans Local Programs Manual. He has been trained in value engineering, pavement rehabilitation techniques, highway noise analysis, geometric design, and traffic engineering and safety. He routinely provides QA/QC services for our highway and interchange projects.
Eric Fredrickson, PE | STRUCTURES QC
Eric will lead the QA/QC review efforts for the structures portion of the project. Eric brings over 36 years of experience in structural design and design oversight with Caltrans. Throughout his career, he has provided bridge and structural design or review of more than 100 projects across California. Many of these projects included type selection, structural analysis, and retrofit/widening of bridges over waterways and roadways. For 15 years, Eric was the Caltrans structures oversight liaison for locally-funded projects in the North Region. In this role he coordinated with local agencies on their structures design projects within Caltrans’ right of way. Additionally, he was an instructor for the Caltrans Bridge Design Academy and Seismic Retrofit Design Academy. He was a member of the Caltrans Prestress Concrete committee and Precast Concrete committee that helped update and improve design standards and guidance material. He also was on a quality management plan (QMP) team to improve and implement standardized QA processes, and served as the ACEC/Caltrans-DES liaison.
Detailed discussion of our QA/QC process can be found in page 58.
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ED NORIEGA, PE
PROJECT MANAGER
EDUCATIONBS in Civil Engineering
REGISTRATIONCA C61555
Ed Noriega has more than 29 years of experience in municipal and transportation engineering. Ed manages the design effort from our Fresno office. He has served as a project manager and project engineer on many projects including bridges, local roadway and streetscape improvements, highway interchanges and railroad grade separations. Ed has experience in all aspects of project development from inception (PSR), to approval (PA&ED), through to design (PS&E).
REPRESENTATIVE PROJECTS
SR 99/VETERANS BOULEVARD INTERCHANGE
PROJECT, FRESNOProject manager for this multi-agency, multi-discipline $110 million transportation project. Responsible for the preparation of PS&E for this 2.5-mile roadway, new interchange and railroad grade separated crossing. Responsible for overall management of project elements including design, right of way acquisition, and utility relocation. Coordinated with the City, UPRR, CAHSR, CPUC, Caltrans, and utility companies.
GOLDEN STATE CORRIDOR, FRESNOProject manager overseeing the design and leading coordination efforts for improvements to 12.9 miles of Golden State Boulevard. The goals of the project are to revitalize and improve the corridor and stimulate economic development. The project includes reconfiguring medians, turn pockets, improvements to at-grade UPRR crossings, and intersection modifications to improve traffic safety and operations, as well as extensive pavement rehabilitation. The project also includes the addition of active transportation elements including Class I path, Class II bike lanes, Class IV bikeways, and other innovative treatments. The project includes extensive coordination with the cities of Fowler, Selma, and Kingsburg; FresnoCOG; Fresno County; UPRR; and utilities.
SEVENTH STREET BRIDGE REPLACEMENT, MODESTOProject manager for the replacement of an historic arch bridge with a new 1,238-foot-long 8-span arched concrete box girder bridge that will carry two lanes of traffic in each direction. The 78-foot wide bridge will also accommodate a raised sidewalk on the east side, Class II Bike Lanes in each direction, and a separated pedestrian walkway on the west side. The bridge profile has been raised to meet the current hydraulic design requirements.
SR 132 PHASES 2 AND 3, MODESTOProject manager for the SR 132 Project, a total length of approximately 11 miles, that includes connections at SR 99 in Modesto to Gates Road/Paradise Road in unincorporated Stanislaus County. Scope of services include providing PS&E for Phases 2 and 3, which consists of reconstructing the one-way couplets along SR 99, installing direct connector ramps from northbound SR 99 to westbound SR 132 from two to four lanes, and widening Dakota Avenue from three to five lanes, as well as replacing the Kansas Avenue overcrossing to remove the existing columns to make more space for new on-ramp and off-ramps.
SR 99/HERNDON AVENUE INTERCHANGE
IMPROVEMENT, FRESNOProject manager responsible for delivering PA&ED for interchange improvements. This project consists of roadway and ramp widening, installation of signalized intersections, ramp metering, and the removal of an existing ramp. A combined project study report/project report was prepared with an initial study/mitigated negative declaration. Coordinated with Caltrans, local development, Fresno County, Fresno Irrigation District, and utility companies.
SR 99/GRANT LINE ROAD, ELK GROVEProject manager responsible for construction oversight for the project. Responsibilities include responding to Request-for-information, utility relocation coordination; consultation and interpretation of contract document, and submittal and shop drawing review. This $27.8 million project constructed a new interchange (Type L-9) on SR 99 in the City of Elk Grove.
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MARTHA DADALA, PE
DEPUTY PROJECT MANAGER
EDUCATIONMS in Geotechnical EngineeringBS in Civil Engineering
REGISTRATIONCA C66275
Martha Dadala has 32 years of experience focused on the planning, design, and construction management of transportation engineering projects. Her extensive experience includes highway planning, geometric design of highways, and interchanges; infrastructure development; drainage design; pavement design; complete streets design; and at-grade intersections and roundabouts. She is experienced at building consensus with multidisciplinary team input into a constructible and approvable concept, and is experienced at preparing feasibility studies, preliminary design reports, project study reports, project reports, bid documents, technical reports, constructability evaluation, and other engineering documents.
REPRESENTATIVE PROJECTS
SR 132 PHASES 2 & 3, STANISLAUS COUNTYDeputy project manager for the SR 132 Project, a total length of approximately 11 miles, that includes connections at SR 99 in Modesto to Gates Road/Paradise Road in unincorporated Stanislaus County. Scope of services include providing PS&E for Phases 2 and 3, which consists of reconstructing the one-way couplets along SR 99, installing direct connector ramps from northbound SR 99 to westbound SR 132 from two to four lanes, and widening Dakota Avenue from three to five lanes, as well as replacing the Kansas Avenue overcrossing to remove the existing columns to make more space for new on-ramp and off-ramps.
SR 120/MCKINLEY AVENUE INTERCHANGE, MANTECAWhile at a previous firm, served as project manager for the design of a new interchange on SR 120 between the SR 120/Yosemite Avenue and SR 120/Airport Way interchanges. This project achieved PA&ED as the Project Report was approved in November 2014. Responsibilities included preparing the final design documents (PS&E) and Project Report. Additional related document reports consisted of right-of-way engineering; Project Report; Stormwater Data Reports; Right-of-Way Data Sheets and Preliminary Drainage Report; Design Exception Factsheets and DIB 77 for Interchange Justification; cost estimates; and Traffic Management Plan checklists.
I-205/ELEVENTH STREET INTERCHANGE, TRACYWhile at a previous firm, served as project manager for the design of a new interchange which replaced the existing isolated ramps at Eleventh Street with a partial cloverleaf interchange. The 95% PS&E submittal was completed in December 2014. Responsibilities included preparing the Project Study Report, Project Report, and PS&Es.
HIGHWAY 1 PROGRAM, SANTA CRUZ COUNTYWhile at a previous firm, served as project manager for analyzing alternative investments to relieve congestion on SR 1 (Highway 1) in Santa Cruz County. The Highway 1 program is comprised of Tier I and Tier II stages. Tier I is a long-term, program level analysis for the future of the Highway 1 corridor between the Cities of Santa Cruz and Aptos. The Tier I concept for the corridor will be built, over time, through a series of smaller incremental projects (referred to as Tier II projects). Tier II is a project level analysis of a smaller incremental project within the Tier I corridor which would move forward based on available funding. Each of the Tier II projects would have independent utilities and benefits to the public and Highway 1 operations is currently assisting the RTC with three Highway 1, Tier II projects, including: Highway 1 Northbound and Southbound Auxiliary Lanes, between 41st Avenue and Soquel Drive; Highway 1 Auxiliary Lanes and Bus-On Shoulder, from Bay Avenue/Porter Street to State Park Drive; and Highway 1 Auxiliary Lanes and Bus-On Shoulder, between State Park Drive and Freedom Boulevard Interchanges.
SR 99/SR 120 CONNECTOR, PHASE 1A FINAL DESIGN,
MANTECAQA/QC reviewer for final design of improvements to the freeway-to-freeway connector for San Joaquin Council of Governments to relieve traffic congestion during peak commute hours. The SR 99/120 corridors are major commute routes to and from the Bay Area. Improvements are being implemented to increase capacity, including adding ramp lanes and constructing an overcrossing. The project requires coordination with Caltrans District 10 and SJCOG for approval of variances.
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ZACH SIVIGLIA, PE, QSD
PRINCIPAL IN CHARGE
EDUCATIONBS in Civil Engineering
REGISTRATIONCA C73128QSD 01309
Zach has focused his career on highway improvements and other transportation projects throughout California. He has a thorough understanding of the Caltrans PDPM and HDM , AASHTO Highway Design, and other Caltrans guidance, giving him in-depth knowledge of what is required to deliver a project requiring Caltrans approval. He has extensive experience on railway-highway at-grade and grade separate crossings and has worked with the CPUC and railroad companies to gain project approval. Zach is regarded for managing complex projects like the $250 million I Street Bridge project, $200 million Highway 1 Bus-on-Shoulder/Auxiliary Lanes, and $600 million US 101 Widening.
REPRESENTATIVE PROJECTS
US 101 HOV AND 101 REHABILITATION PROJECT,
SANTA BARBARA COUNTYProject manager responsible for the overseeing the preliminary design services to evaluate geometrics for $300 million 4.5 mile HOV widening and pavement rehabilitation projects. The project involves the preparation of 35% “Decision-Point Documents” for highway and interchange improvements along US 101 from Cabrillo Boulevard to Padaro Lane. Project elements also include reconstruction of two interchanges with left-lane off-ramps, replacement of three bridges of FEMA-regulated creeks, retaining walls along the sea cliff, sound walls, and pavement rehabilitation.
SR 1 AUXILIARY LANES, SANTA CRUZ COUNTYProject manager for the PA&ED and PS&E phases to widen the existing SR 1 by adding auxiliary lanes in the northbound and southbound directions to improve highway operational efficiency and safety by reducing conflicts between traffic entering and exiting SR 1. The project also includes the widening the SR 1 bridge over Aptos Creek, and constructing retaining walls and soundwalls to accommodate the ultimate highway widening, replacement of a local street crossing in Capitola Avenue to improve bicycle and pedestrian access, bus on shoulder features. The project also includes Segment 12 of the Coastal Rail Trail which includes 1.14 miles of trail, conversion of two rail bridges to trail use, and two new pedestrian overcrossings of SR 1.
US 50/RANCHO CORDOVA PARKWAY, RANCHO
CORDOVAProject manager responsible for the final design of the new interchange and grade separation over UPRR. The project includes construction of a new tight diamond (Type L-1) interchange at US 50 and a two-mile extension of Rancho Cordova Parkway to White Rock Road, including a new grade separation over UPRR and SacRT rail. Led the value engineering study that identified potential cost savings of up to $20 million.
US 101/OLIVE MILL ROAD AND SAN YSIDRO ROAD
ROUNDABOUT INTERCHANGES, SANTA BARBARAProject manager for PS&E of interchange improvements at Olive Mill Road and San Ysidro Road at US 101. This project is providing much needed traffic congestion relief along the local frontage roads to US 101. It alleviates the increase in traffic volume due to the planned US 101 HOV improvements. Both interchanges are roundabouts. The project was on an accelerated delivery model using CMGC.
I-5/COSUMNES RIVER BOULEVARD INTERCHANGE
AND EXTENSION, SACRAMENTOProject manager for the 3.2 mile extension of Cosumnes River Boulevard from Freeport Boulevard to Franklin Boulevard, including an interchange at I-5. The proposed extension completes an east-west transportation corridor planned for over 40 years. The project provides route continuity and an arterial facility with regional benefits. The project included a four to six lane extension of Cosumnes River Boulevard from its current westerly terminus at Franklin Boulevard to a new interchange at I-5, and then farther west to an at-grade intersection with Freeport Boulevard in the currently unincorporated town of Freeport.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 23
AARON SILVA, PE
VALUE ENGINEERING, CIVIL LEAD
EDUCATIONBS in Civil Engineering
REGISTRATIONCA C75938
Aaron Silva with more than 17 years of professional engineering experience in design and delivery of transportation projects will lead the value engineering effort and civil design for the Mark Thomas Team. Aaron is a proven engineer and geometrician. He is highly skilled at geometric design of highways and interchanges and has led the planning and design effort of not only the alternatives and issues identified in this proposal but also for several recently completed interchange planning documents. Aaron is knowledgeable in both the local agency and Caltrans design standards and has successfully delivered projects with large, complex, sensitive and significant public outreach efforts
REPRESENTATIVE PROJECTS
US 101 HOV & REHABILITATION, SANTA BARBARAProject engineer for this $450 million 4.5-mile HOV widening and pavement rehabilitation project. The project involves the preparation of design documents for highway and interchange improvements along US-101 from Cabrillo Boulevard to Padaro Lane. Project elements also include reconstruction of two interchanges with left-lane off-ramps, replacement of three bridges of FEMA-regulated creeks, retaining walls along the sea cliff, sound walls, and pavement rehabilitation.
SR 99/VETERANS BOULEVARD INTERCHANGE AND
UPRR, FRESNOProject engineer responsible for the preparation of plans, specifications and estimates for a new 2.5 mile six-lane super arterial within the City of Fresno. This $115 million project will connect areas on opposite sides of SR 99 and will include a Class I bicycle path, improving pedestrian mobility in the area. Project tasks included preparing roadway geometrics, detailed grading conforming to existing pavement and other roadway facilities, design of a precast box culvert, coordination with design of the Veterans Boulevard Interchange project, and preparation of a project cost estimate.
CLIFF DRIVE URBAN HIGHWAY TO COMPLETE STREET
TRANSFORMATION, SANTA BARBARAProject manager for the engineering design, active transportation, landscape architecture, and environmental services for this project that includes a 3.1-mile-long separated path from Arroyo Burro County Park to Castillo Street, three new signalized intersections, eight new pedestrian-activated flasher crosswalk systems, and sidewalk widening connecting Cliff Drive to Monroe and McKinley Elementary Schools. The corridor is the final gap
in the regional Coastal Bike Route, a 30-mile-long route from the University of California, Santa Barbara to Ventura County.
SR 120/UNION ROAD INTERCHANGE, MANTECAProject manager for the reconfiguration of the interchange to improve operations and add additional traffic capacity. The design of a DDI required a variance to replace the previously proposed partial cloverleaf configuration. Close coordination with Caltrans District 10, the City of Manteca, and SJCOG was needed on preparation and acceptance of the GAD and supplemental Project Report. The DDI is now open to the public and fully operational.
US 50/RANCHO CORDOVA PARKWAY, RANCHO
CORDOVAProject engineer for the final design of the US 50/Rancho Cordova Parkway project. The project will construct a new interchange on US 50 and extend Rancho Cordova Parkway to White Rock Road, thereby facilitating improved traffic flow and fostering economic development in the region.
I-5/COSUMNES RIVER BOULEVARD INTERCHANGE
& OVERCROSSING AND ROAD EXTENSION &
OVERHEAD PS&E, SACRAMENTOProject engineer responsible for profile and geometric design, and preparation of PS&E for the extension of Cosumnes River Boulevard from Franklin Boulevard to the Freeport Blvd, including a new interchange at Interstate 5. The project includes 3.2 miles of new four and six lane roadway with median, signalized intersections, sound walls. Aaron was also responsible for grading, maintenance access road design, cellular concrete design, utility relocations, water quality design, and sound wall design.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 24
MATT KLEYMANN, PE
VALUE ENGINEERING, STRUCTURES
EDUCATIONBS in Civil EngineeringMS in Civil Engineering
REGISTRATIONCA C91100
Matt Kleymann has 17 years of experience in the design and construction of large and complex bridge projects with specialization in alternative delivery. Matt is a proven team leader with a strong technical background that can effectively communicate with project engineers, contractors and bridge owners. He has led the overall design team on at least eight major alternate delivery proposals, four of which were successful. Additionally, he managed the detailed design of seven alternative delivery projects from start to finish with design fees ranging from $1.5 to $5 million.
REPRESENTATIVE PROJECTS
HIGHWAY 1 AUXILIARY LANES - STATE PARK TO
FREEDOM, SANTA CRUZ COUNTYStructures engineer for the for the widening of the SR 1 bridge over Aptos Creek. The existing railroad bridges will be replaced with longer span bridges to accommodate the addition of auxiliary lanes on Highway 1. The new bridges will also be able to accommodate future high-capacity public transit and trail to improve multimodal transportation across the County. The new bridges, soundwalls, and retaining walls will incorporate aesthetic treatments consistent with the visual character of the corridor and the adjacent community.
MT. VERNON VIADUCT REPLACEMENT, SAN
BERNARDINO, CADesign manager and Engineer of Record for the $110 million design-build project consists of the demolition and replacement of an existing historic steel bridge crossing one of the largest rail facilities in North America. The new bridge will be approximately 875 ft long consisting of six spans of precast prestressed concrete girders and is located a few miles from the San Andreas fault. Additional project challenges include significant utility conflicts, extensive sewer and water improvements, right of way acquisitions, high seismicity and construction within the railyard. The design is in accordance with numerous overlapping requirements including Caltrans, City of San Bernardino, BNSF and the State Historic Preservation Office (SHPO).
IRON HORSE TRAIL/BOLLINGER CANYON ROAD
PEDESTRIAN OVERCROSSING, SAN RAMON, CAProject manager and Engineer-of-Record for a new pedestrian/bicycle overcrossing that provided a grade separation for the regional Iron Horse Trail over the eight-lane arterial roadway and includes a 340 ft six span
signature cable-stayed bridge, along with 900 ft of MSE wall approaches. Delivered as CM/GC, the bridge design was developed in collaboration with the contractor, and architect and formed the centerpiece of the planned City Center development.
NORTH COMMUTER PARKWAY, SASKATOON, SKBridge project manager and Engineer-of-Record for the CAD$210 million P3 design-build (DBFOM) project with a 30-year maintenance period consisting of six miles of arterial roadways and two bridge structures: a 230 m 4-span steel truss bridge and a 267 m. 4-span steel plate girder bridge. As Project Manager and EoR for the bridge structures, Matt contributed to the development of the winning concept during the RFP pursuit phase; managed all aspects of the detailed design of the bridge structures; delivered over 200 design plans on schedule and under budget; and led DSDC through the first year of construction and signed/seal as-built record drawings.
TAPPAN ZEE BRIDGE, TARRYTOWN, NYMain Span Superstructure Design Lead for this design-build project opened to traffic in 2018, estimated at nearly US$4 billion, consists of a 3-mile crossing of the Hudson River that includes two separate cable-stayed main span bridges. Matt managed the detailed design for cable-stayed main span superstructure, delivered 250 drawings onschedule and on-budget achieving the aggressive design-build schedule; provided detailed design calculations for the main span steel edge girders using Eurocode Standards.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 26
VALERIE G. HUFF, PE, QSD/P
Floodplain
Valerie has a broad range of general civil engineering experience,
including public works and private development projects. She
specializes in water quality requirements as well as the analysis and
design of water, sewer, and storm drainage and flood control systems.
Her project background includes street improvement plans, grading
plans, and utility design. She has extensive experience with hydraulic
modeling, hydraulic and hydrologic analysis; technical specification
development; construction management; and design reports and cost
estimates.
REPRESENTATIVE PROJECTS
San Luis Ranch Hydraulic Model and LOMR, San Luis Obispo, CA
Valerie prepared the hydraulic model for the Phase 2 Letter of Map
Revision (LOMR) for the San Luis Ranch development. Wallace Group was
contracted by the developer to analyze the existing flood patterns and
with the support of City of San Luis Obispo Staff, revise the City’s
hydraulic model. Coordinated with FEMA for the LOMR. The revisions to
the City Model included updated topographic information at the river
cross sections, existing bridge structures, and floodplain areas. Split flow
and lateral weir optimization features were also added to the City Model
to more accurately reflect the existing conditions.
Drainage Design and 2D Flood Modeling for California Flats Solar,
Monterey County, CA
California Flats is a 280 MW solar farm in Monterey County. The
project is located on over 2,900 acres with rolling terrain and
numerous ephemeral drainages. Provided engineering support for
drainage design, including hydrology and hydraulics for drainage
crossings, an alternatives analysis including HEC-RAS, bridge
alternatives, and scour protection for a larger creek crossing, 2D flow
modeling for the solar array areas, impact area calculations in support
of USACE 404c permitting, and a peer review of technical studies
prepared for the EIR.
Hydrology and 2D Flood Modeling for Solar Developments, San Luis
Obispo, Monterey, Kern, Riverside, San Bernardino, and Imperial
Counties, CA
Prepared hydrology and two-dimensional hydraulic models to evaluate
flooding risk for the development of multiple solar projects in desert
regions throughout California. Prepared detailed hydrology studies of
watersheds over 600 square miles and complex flood models incorporating
both 2-D (surface flow) and 1-D (channel hydraulics and bridges)
components. Determined basin sizes for stormwater detention and
retention and evaluated local scour ang long term general scour.
San Luis Creek Mid-Higuera Bypass Project, San Luis Obispo, CA
Valerie is the project manager and design engineer for drainage
improvements within San Luis Creek from Marsh Street to Madonna Road.
Proposed improvements for this stretch of the Creek are high flow bypass
channels and benches constructed above the ordinary high-water mark of
the existing channel and replacement of an existing bridge. Conducted a
topographic survey and updated the City’s HEC-RAS hydraulic model with
topographic data including the three existing bridges within the project
area. Prepared a detailed hydraulic analysis of the proposed
improvements, prepared preliminary design in support of environmental
permitting, and prepared PS&E for construction. Provided engineering
support for a grant application to fund project construction.
EDUCATION
MS, Engineering, Specialization in
Water Engineering, California
Polytechnic State University, San
Luis Obispo, CA
BS, BioResource and Agricultural
Engineering, California
Polytechnic State University, San
Luis Obispo, CA
REGISTRATION
California Registered Civil
Engineer, Number 72426
Qualified SWPPP
Developer/Practitioner (QSD/P)
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 27
JASON HICKEY, SE
STRUCTURES - OVERCROSSING
EDUCATIONBS in Civil EngineeringCourse in LRFD Bridge Design
REGISTRATIONCA C72409CA S5783
Jason Hickey has 20 years of experience in the analysis, design and preparation of PS&E packages for bridge and retaining wall projects. He has been responsible for all aspects of structures project development, from preparing advance planning studies, retrofit strategy reports, and type selection reports during preliminary engineering to the preparation of PS&E production documents to shop drawing reviews and field investigations during construction. Jason’s project experience also includes structure inspections, evaluation of existing and damaged structures, design of repairs and strengthening. These projects have included vehicular bridges, retaining walls, box culverts, concrete and steel storage tanks and water/wastewater treatment structures.
REPRESENTATIVE PROJECTS
US 101 HOV & REHABILITATION, SANTA BARBARAProject engineer for this $450 million 4.5-mile HOV widening and pavement rehabilitation project. The project involves the preparation of design documents for highway and interchange improvements along US-101 from Cabrillo Boulevard to Padaro Lane. Project elements also include reconstruction of two interchanges with left-lane off-ramps, replacement of three bridges of FEMA-regulated creeks, retaining walls along the sea cliff, sound walls, and pavement rehabilitation.
SR 99/VETERANS BOULEVARD INTERCHANGE AND
UPRR, FRESNOValue analysis team member specializing in structures for a $115 million interchange and grade separation project with $21 million of structures in Fresno. The project includes seven structures: an overcrossing over State Route 99, an overhead over UPRR and High Speed Rail tracks, an undercrossing for a surface street, and two pedestrian undercrossings. Worked closely with team members from Caltrans, the City of Fresno, and other Consultants to brainstorm, develop, analyze and present alternatives to increase the value of the project by improving performance and function.
HIGHWAY 1 AUXILIARY LANES - STATE PARK TO
FREEDOM, SANTA CRUZ COUNTYStructures manager for the for the widening of the SR 1 bridge over Aptos Creek. The existing railroad bridges will be replaced with longer span bridges to accommodate the addition of auxiliary lanes on Highway 1. The new bridges will also be able to accommodate future high-capacity public transit and trail to improve multimodal transportation across the County. The new bridges,
soundwalls, and retaining walls will incorporate aesthetic treatments consistent with the visual character of the corridor and the adjacent community.
SR 1 SOQUEL TO MORRISSEY AUXILIARY LANES, SANTA
CRUZLead bridge engineer for a widening project of State Route 1 in Santa Cruz. Designed the La Fonda Avenue Overcrossing, a 188-foot, two span, cast-in-place, post-tensioned box girder bridge over State Route 1. Structural design and coordination for several retaining walls and sound walls. Prepared PS&E of structures for review and approval by Caltrans. The project involved preparation of construction documents (PS&E) for construction of auxiliary lanes between Soquel Avenue and Morrissey Boulevard in Santa Cruz. The project also includes reconstruction of the La Fonda Avenue Overcrossing and construction of retaining walls and soundwalls. The roadway improvements include grading and drainage design and coordination with Caltrans, city and county of Santa Cruz and local residents.
SR 113/HUTCHISON DRIVE, DAVIS
Structures manager for the preliminary and final design for the Highway 113 and Hutchison Drive Interchange project. The project stretches from the Hutchison Drive roundabout to Health Science Drive on the UC Davis campus. Improvements include ramp modifications, intersection signalization, roadway modifications, pedestrian and bicycle improvements, lighting, landscape and irrigation and signing and striping. Project and environmental approval through Caltrans will be gained through the PEER approval process and will move in parallel with the final design PS&E.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 28
MARSHALL MOORE, SE
STRUCTURES - RAMPS
EDUCATIONBS in Civil EngineeringMS in Civil Engineering
REGISTRATIONCA C81380CA S6557
Marshall Moore has 13 years of structural engineering experience, all on transportation related projects. He is experienced in leading structure design teams through complex, multi-faceted projects involving numerous structures, code requirements and approving agencies. His experience includes applying national, local and project specific structural design codes to a wide variety of structures including multi-frame viaducts, bridges, vehicular and pedestrian overhead structures over railroads, railroad underpasses, freeway over-crossings, freeway under-crossings, and a wide range of specialty retaining wall structures including soldier pile walls, sheet pile walls, soil nail walls, subhorizontal ground anchor walls, mechanically stabilized embankment walls, and concrete cantilevered walls. He has worked on a variety of project delivery types including design-bid-build, design-build and CMGC (Construction Manager/General Contractor). Marshall has overseen and been the responsible engineer for completion of PS&E package.
REPRESENTATIVE PROJECTS
US 101 HOV & REHABILITATION, SANTA BARBARAStructures engineer responsible for the design of three tangent pile walls. Tangent pile walls are to be constructed using adjacent 3-foot diameter piles with a maximum design height of 20 feet. Also responsible for the independent check of the seismic analysis of Caltrans standard Type 1 and Type 5 retaining walls due to large seismic demands. Also responsible for the design of 10 soldier pile walls that will have a maximum design height of 20 feet and are being used to minimize right-of-way impacts. Also responsible for the design check of a reconstructed interchange undercrossing to eliminate left-lane on and off-ramps.
I-680/STONERIDGE DRIVE INTERCHANGE,
PLEASANTONStructures engineer responsible for the design of a widening of the I-680 on-ramp structure over the Alamo Canal. Also responsible for the design of non-standard cantilevered retaining walls on pile foundations due to high seismic demands and poor soil conditions as well as sheet pile wall to protect an existing bike trail from scour.
HIGHWAY 1 AUXILIARY LANES 41ST TO SOQUEL, SANTA
CRUZ COUNTYStructures engineer responsible for PS&E for the SR 1 Auxiliary Lanes project from 41st Street to Soquel Avenue. This 1.4 mile long project will widen the existing north bound and south bound SR 1 in order to add auxiliary lanes between the interchanges at 41st Avenue and Soquel Drive. It includes the addition of bus-on-shoulder operation. It also includes the addition of a pedestrian
overcrossing at Chanticleer Avenue to provide improved bike and pedestrian access across SR 1. The project is a part of the Highway 1 Corridor Improvement
VTA FPI RAMP METERING PROJECT, SANTA CRUZDesign Engineer responsible for ramp geometric design of 7 ramps to widen the existing ramps to provide HOV lanes and new ramp metering configurations.
I-580 EXPRESS LANES (WESTBOUND) PS&E PROJECT,
ALAMEDA COUNTY Design engineer responsible for pavement delineation and express lane layout on this project to widen westbound I-580 between Greenville Road in Livermore and San Ramon Road in Dublin. The project included adding an inside express lane through outside widening of this 12 mile segment of freeway. Ramp modifications were required to 27 separate on and off ramps as a part of the project. The project was also done in conjunction with the Eastbound I-580 Express Lanes PS&E Project to coordinate median overhead sign placement, lighting and TMS infrastructure installation.
I-280/WINCHESTER BOULEVARD INTERCHANGE, SAN
JOSEProject engineer for PA&ED for improvements to alleviate congestion on the freeway, evaluated alternatives for adding an off-ramp from I-280 North to Winchester Boulevard. Also evaluated local roadway connections and widening the Winchester Boulevard overcrossing of I-280. Project involved coordination with local agencies, community groups, and property owners and developers.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 29
STAFF RESUME
LICENSES
California Real Estate License:
DRE #02109021
California Notary Public
EDUCATION
M.A. | Education
B.A. | Journalism
San Diego State University
TRAINING
IRWA Courses:
100: Principles of Right of Way
Course Coordinator Training
104: Standards of Practice for the
Right of Way Professional
200: Principles of R.E. Negotiation
213: Conflict Management
502: Non-Residential Relocation
Assistance
900: Principles of Real Estate
Engineering
Webinar: The Pre-Condemnation Process:
Pointers & Perspectives
Post Graduate Education:
California Real Estate Principles
California Real Estate Practice
California Real Estate Appraisal
IRWA Region 1 Fall Forum Seminar
FHWA Resource Center Right-of-Way
Workshop: “Uniform Act: Appraisal, Acquisition
& Relocation Requirements Overview”
MEMBERSHIPS &
CERTIFICATIONS
International Right of Way Association Chapter
47, Central Coast – Young Professionals Chair
2021-2022 Young Professional of the Year
Right of Way Agent (RWA) – Generalist Certified
J.T. K ATAVICH
RWA
SENIOR ASSOCIATE I/PROJECT MANAGER
J.T. Katavich joined Hamner, Jewell & Associates in January 2017. Over the
years, he has progressed to increasingly responsible positions, and is a well-
rounded, cross trained Right of Way Agent and Project Manager with
excellent communication skills, technical skills, and organizational skills. He
is thoroughly experienced with public right of way acquisition projects from
inception through completion, including initial property identification and
research and completing Right of Way Data Sheets and budgetary estimates
for projects small and large. Mr. Katavich is adept at completing waiver
valuations for surface and subsurface rights, including valuation of
agricultural crop values, and researching cost to cure values for
improvements. He has also acquired right of entry agreements from
property owners for the purposes of biological and geotechnical studies.
Mr. Katavich holds a California Real Estate License and Notary Public
Commission, as well as a Right of Way Agent designation from the
International Right of Way Association. His active, on-the-job training has
been supplemented by attending specialized professional level courses
offered through the IRWA, Caltrans, and FHWA.
Mr. Katavich’s interpersonal skills lend themselves to a skillful approach to
property owner negotiations. Through these negotiations, he has acquired
fee title, permanent and temporary easements for federally funded and
local agency projects. Mr. Katavich has also assisted our public agency
clients with preparing Caltrans Right of Way Certification forms.
Additionally, he has completed relocation plans for temporary relocations
prompted by housing rehabilitation projects. J.T. has excellent aptitude,
judgment, and presentation skills, excellent communication skills, both
verbal and in writing, and top-notch technical skills.
TYPES OF PROJECTS:
Right of Way Acquisition, federally funded Caltrans oversight & Local
Agency
Streets and Highways, Water and Wastewater Systems
Full & Partial Acquisitions, Fee & Easements, Temporary Easements
Right of Way Data Sheets & Budgetary Analysis
Relocation Impact Analysis and Relocation Plans
Relocation Assistance per State and Uniform Act Guidelines
Waiver Valuations
Williamson Act Compliance
Development Conditions/Required Dedications
RECENT EXPERIENCE PROJECTS:
City of San Luis Obispo – Chorro Murray Sewerline Project
Cutler Orosi Water Authority – Surface Water Treatment Plant
Le Grande Athlone Water District – Le Grande Athlone Intertie Project
Merced County – Atwater Merced Expressway
City of Turlock – Taylor at Walnut Intersection Improvements
City of Fresno – Numerous Street Improvement Projects
Dinuba – Multiple Street Improvement Projects
Paso Robles – Recycled Waterline Project
Atascadero – Two Federally-Funded Bridge Replacement Projects
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 30
RYAN BISSEGGER
FUNDING SUPPORT
EDUCATIONTraining in Funding and Programming Transportation Projects in CABA in International Business
Ryan Bissegger has 20 years of experience in the engineering industry. He has held various roles including technical editor, proposal writer, and business development. Ryan has grown to become Mark Thomas’ funding expert. He is very knowledgeable of federal and state funding sources including the Active Transportation Program (ATP), Highway Safety Improvement Program (HSIP), and the new Senate Bill (SB 1) programs. He tracks the programs and is knowledgeable of call for project schedules. He has provided funding recommendations to agencies to pursue in order to implement improvements. Ryan has experience developing and reviewing grant applications. His understanding of the funding programs and experience developing proposals has been leveraged in the preparation of competitive grants.
REPRESENTATIVE PROJECTS
VARIOUS GRANT APPLICATION SUPPORT SERVICES,
SANTA CRUZ COUNTYLead grant writer and task manager for support services for various state and federal grant applications for SCCRTC. Experience includes RAISE, MPDG, SCCP, LPP, and TCEP grant applications for various improvements along Highway 1, segments of the Coastal Rail Trail, local roadway improvements, and transit enhancement including the purchase of EV buses. Responsibilities have included coordination with the agency and Caltrans, review and development of narratives, and coordination and review of benefit cost analyses and graphics/video renderings.
US 101/SR 84 (WOODSIDE) INTERCHANGE, REDWOOD
CITYGrant funding support for the preparation of the funding plan for the US 101/SR 84 (Woodside) Interchange improvements. The project will reconstruct the existing interchange to reduce congestion and improve multimodal access. Responsibilities included evaluating grant funding opportunities for the project and supporting the preparation of the funding plan.
ON-CALL GRANT WRITING, SACRAMENTO COUNTYProject manager managing this on-call grant writing support contract to support Sacramento County Department of Transportation. Contract has included the preparation of one SACOG Community Design, six SACOG Regional Program, one SB 1 LPP, one ATP application, and two Caltrans Sustainable Transportation Planning Grant application. Responsibilities include leading the preparation of design exhibits and maps.
ON-CALL FUNDING SUPPORT, TRACYProject manager and lead technical writer for the preparation of various grant writing and funding management for the City of Tracy. Specific tasks included client coordination, review of written information and exhibits, coordination with stakeholders, writing draft letters of support, and providing guidance on matching funds.
SB 1 GRANT APPLICATION SUPPORT, ALAMEDA
COUNTYGrant applications task lead for the preparation of SB 1 grant applications for the Alameda CTC. Services included preparing LPP Competitive and LPP Formula applications for the Oakland Alameda Access Project and a TCEP application for the I-880 Interchanges Improvements (Whipple and Industrial). Services included coordination with Alameda CTC, grant writing strategy, and narrative and BCA review.
GRANT PREPARATION ASSISTANCE, MONTEREYProject manager responsible for leading grant funding and preparation assistance to prepare or assist in the preparation of grant applications for projects in the Measure X Integrated Funding Strategy, and other regional priority projects for the Transportation Agency for Monterey County (TAMC)
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 31
PROJECT UNDERSTANDING
The City is experiencing rapid growth in its southern half, where several developments are planned or underway. This will increase the traffic demand on Prado Road, which connects to US 101 through an at-grade interchange. To address this issue, the City and Caltrans District 5 are working on improving the existing interchange and building a new partial interchange that will feature an overcrossing over US 101, elevated northbound ramps, a relocated Elks Lane, and a widened Prado Road.
The project aims to provide a multi-modal overcrossing at US 101 that will link the communities along Prado Road. The overcrossing will extend from the improved Prado Road on the east side to the Dalidio Drive roundabout at San Luis Ranch development on the west side. The northbound on- and off-ramps will be elevated to conform to the overcrossing. The project will also add an auxiliary lane on US 101 northbound between Prado Road and Madonna Road interchanges to improve the merge/diverge operations, relieve congestions, and enhance safety. To accommodate the project’s footprint, it will require the realignment of Elks Lane and the installation of two new signalized intersections on Prado Road for the northbound ramps and the realigned Elks Lane.
As documented in the Floodplain Evaluation Report of November 2023, the project area is in a Special Flood Hazard Area. The initial floodplain has expanded into US 101 and the on- and off-ramp areas by the development at San Luis Ranch which impeded the previously mapped floodplain. We understand that the City requirements limit impacts to the floodplain to a greater degree than FEMA—capped at 0.1 m/s. This floodplain limitation has driven the conceptual design of an interchange supported entirely on structures, substantially increasing the project’s estimated cost beyond expectations.
Preferred Alternative in PA&ED Phase
The project is nearing completion of the PA&ED phase. The preferred alternative features elevated ramps and intersection connecting to the overcrossing. It consists of 47 piers on 21 bents. The Prado Road overcrossing is quite wide, proposed as having four lanes with 14.75-foot wide sidewalk/Class IV bikeway on each side, 5-foot-wide shoulder, and 10-foot-wide median.
Value Analysis
The City sponsored a comprehensive Value Analysis (VA) Study in March 2023. The implementation of the VA alternatives were presented to the Project stakeholders in a workshop held on April 24, 2023. The VA study recommended six VA alternatives.
»Reduce the maximum speed on the structure to 35 mph to reduce the required lane widths.
»Reduce lane and shoulder widths to reduce the width of the bridge.
»Use CIDH columns rather than driven piles and pile caps.
»Use longer spans and fewer columns with precast I girders rather than CIP girders.
»Avoid existing sewer main on the Elks Lane alignment rather than relocation.
»Utilize recycled and/or reclaimed materials.
Challenges to Successful DeliveryWe understand that the City’s biggest challenges with delivering the project are the high cost of the preferred alternative and the lack of funding for construction of this magnitude. We understand that the project currently has some local measure funding and that the City’s debt limit is $40 million for construction. We know that structure cost is a large portion of the overall cost, especially with a project that needs to avoid impacts to the floodplain.
Other challenges include access to existing properties (especially along Elks Lane), the presence of wet and dry utilities in the area (including a sewer line and transmission towers) and right of way impacts.
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo MARK THOMASPage 37
While precast concrete girders could achieve the required plan geometry and be used for all portions of the structures, a cast-in-place solution may be more cost-effective for the spans away from US 101 as there are minimal restriction below the bridge for placing falsework and required height of the falsework would be less. Therefore, during the VE and Type Selection Phase we will perform a cost evaluation for both solutions. If the most cost-effective solution is a mix of precast and cast-in-place concrete, the exterior precast girders could be fabricated with the same geometry as the fascia of the box girder to achieve a consistent and uniform appearance as shown below.
Figure 2. Combined Precast and CIP Solution
Large Diameter CIDH PilesThe foundation types shown in the Advanced Planning Study mainly consisted of small diameter driven precast/prestressed piles with a pile cap. This foundation type appears to have been selected largely due to the presence of groundwater. However, constructing large diameter CIDH piles in wet conditions is now common in the bridge industry and there are
multiple piling sub-contractors capable of doing this. Large diameter CIDH may have significant cost savings $ as they eliminate the need for a pile cap and all the associated excavation and backfill. The reduced footprint of the large diameter CIDH piles relative to a pile cap will also minimize utility conflicts. While CIDH piles have risks, driven piles can also hit obstructions or early refusal. During the VE stage, our team will develop preliminary designs, cost estimates and a risk register for both large diameter CIDHs foundations and driven piles. The foundations costs and risks will then be discussed with the City and Caltrans to determine the most appropriate solution.
Figure 3. Typical Section with Large Diameter CIDH Piles
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One challenge is the large variation in column heights. In particular the columns near the abutment will be very short, relative to the columns adjacent to US 101. An advantage of using large diameter drilled shafts is that Type II shafts can be used for the longer columns and Type I columns with isolation casings can be used for the shorter columns to help balance the stiffness and avoid in-span hinges. Figure 3 illustrates a potential cross section using precast/prestressed girders and large diameter CIDH piles for both the short and tall columns.
Alternative Span ConfigurationsAnother fundamental aspect of our VE approach will be to evaluate alternative span configurations, particularly longer span options. Due to the good access of the site for both shipping and erecting precast girders, using longer spans with fewer total girders may reduce the overall cost of supplying, transporting and erecting the girders. This would also reduce the number of bents/foundations that need to be built. However, the longer spans will result in a deeper superstructure and higher foundation demands. Figure 4 shows a span configuration we developed using the optimized roadway profile presented in the previous section.
Figure 4. Option 1 - 118’ Spans with WF48 PC/PS Concrete Girders
Figure 5. Option 2 - 142’ Spans with WF60 PC/PS Concrete Girders
While the longer span option results in 10% fewer bents and girders, it also results in 60 ft of additional structure when considering the overcrossing and both ramps. Therefore, we will perform a detail cost evaluation of both options, relying on our long established relationships with precasters and contractors across the state for help with accurate cost estimates. For the ramp structures, even longer spans of up to 160-170ft may be cost effective as they do not have vertical clearance requirements and increasing the span lengths can be achieved without raising the profile.
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Even with the structure configuration shown in the current PR, the Flood Plain Evaluation Report notes that there are localized areas that exceed both City and FEMA requirements. While further mitigations will be investigated during the design, preparation and submittal of a Conditional Letter of Map Revision (CLOMR) then eventually a LOMR with FEMA may be required. Mark Thomas and Wallace Group are very familiar with this process and have successfully obtained CLOMR/LOMR approval on past projects.
Figure 9. Flood Map
Modification to the Flood Insurance Rate Map (FIRM) would be needed if the 100-year WSE increases by 1 foot; FEMA approval will be required. This modification is handled by processing a CLOMR and a LOMR. A CLOMR is a letter from FEMA commenting on whether the proposed project, would meet minimum National Flood Insurance Program (NFIP) standards with respect to increases in the extent of the floodplain/floodway base flood elevations. A LOMR is a letter that revises the floodplain/floodway mapping after the project has been constructed showing that the project as-built plans match the proposed project upon which the CLOMR is based. Obtaining a CLOMR/LOMR is a long, complex process that requires a significant amount of coordination with the local floodplain administrator and FEMA. The steps include:
»Performing the necessary hydrologic/hydraulic study and pursuing a community acknowledgment letter from the local floodplain administrator. Note that the study must tie into the existing FEMA study upstream and downstream within 0.3 feet.
»Submitting a CLOMR/LOMR request to FEMA and providing additional data as requested by the reviewers.
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»Notifying property owners affected by the modification. If a floodway is revised to increase the water surface elevation, all affected property owners must agree to the rise in water surface elevation.
»To receive CLOMR approval, the project must be constructed according to the approved CLOMR. Constructing the project in accordance with the construction plans and the approved CLOMR. This is to be verified through performing an as-built survey. Lastly, a LOMR must be prepared and submitted to the local floodplain administrator (City) then to FEMA.
DOCUMENTING WHAT HAS CHANGED
Once the Geometric Approval Drawings (35% Design) is complete and approved, we will document what has changed and inform others, as necessary, of the changes.
Environmental RevalidationIt is important that we document any changes to the project since the environmental document was certified. Rincon is part of the Mark Thomas team and they will be responsible for preparing the Environmental NEPA/CEQA Re-validation Form and a CEQA IS/MND Addendum, and provide sufficient information for the City/Caltrans to complete a NEPA CE based on the updated technical studies.
SUPPLEMENTAL PROJECT REPORT
We expect that Caltrans will require a Supplemental Project Report (SPR) to be prepared to document the significant changes of the project improvements, particularly if the project improvements are phased. We anticipate the preparation of a Supplemental Traffic Memo to support the SPR for Caltrans approval.
OTHER DESIGN CONSIDERATIONS
UtilitiesThe project will substantially impact existing City and third-party utilities in the area (see map below). These include overhead electrical, telephone, fiber optic lines, City communication, gravity sewer, potable water, recycled water, oil and gas lines.
Our team will work to identify locations of the existing utility locations and coordinate with the proposed foundations to protect the existing facilities to the extent feasible.
A portion of Elks Lane right of way would be relinquished to the State due to the design and realignment of Elks Lane. However, we anticipate that the underground utilities could remain at their existing locations if those areas are changed to be within State right of way. A longitudinal utility encroachment exception will need to be coordinated with Caltrans.
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UTILITY “A” LETTER UTILITY KICKOFF UTILITY “B” LETTER UTILITY “C” LETTER
Based on the USA search results. Mark Thomas will begin contacting individual utility companies to identify the proper utility project coordinator. Mark Thomas will draft a letter on behalf of the City, informing the utility companies about the project and asking them for as-built mapping and liability claims within the project
Once the 65% design is complete, Mark Thomas will schedule a utility kickoff meeting with the utility companies to discuss project impacts. At the meeting, a preferred approach is recommended to the utility companies and a consensus is reached regarding various items including offset requirements, overhang easements, and vertical clearance requirements over underground utilities.
Mark Thomas will draft a letter on behalf of the City with clear exhibits showing the utilities impacted by the project. The letter will ask utility companies to begin preparing plans for utility adjustments. Frequent follow-ups with utility companies, which will be performed by Mark Thomas, are often required from this point forward to maintain the project schedule.
Once utility relocation plans are received and approved, and the City has acquired sufficient right of way for relocations, Mark Thomas will draft a Notice to Owner (NTO) letter authorizing the company to relocate their utilities. PG&E and AT&T poles are recommended to be relocated prior to roadway construction, as this will minimize possible construction delays. Other utilities, such as manholes or valves that will require adjustments to grade, will be performed during roadway construction.
Undergrounding of Overhead Electrical and Communication linesThe City plans to underground overhead electric and communication facilities with the project. This can be accomplished through a formation of an Underground Utility District (UUD) and use of the City’s Rule 20A credits.
General criteria for UUD formation and use of Rule 20A credits includes elimination of an unusually heavy concentration of overhead electric facilities, and that the road is extensively used by the public. It is likely that the project meets the above criteria and the City may determine to pursue the formation of an UUD to relocate the existing overhead utilities underground. PG&E’s cost to engineer and move their utilities underground can take much of the City’s Rule 20A credits. In some instances, that cost is so much that there may be an insufficient balance of Rule 20A credits. However, the Rule 20A program allows the agency to “mortgage” up to five years of future allocations which means that the City may use future allocations for the project. Additionally, Rule 20A credits may also be transferred from other agencies. The combination of existing credits with future or transferred allocations may cover PG&E’s cost for the conversion.
The Mark Thomas Team has experience in UUD formation and use of Rule 20A credits for the conversion of overhead to underground utilities for the project. Formation of a UUD and undergrounding can be time consuming. The City’s obligations in UUD formation and incorporating PG&E’s schedule to design and relocate the facilities needs to be considered in the overall
Wallace Group will lead utility work. Wallace Group assisted the City with developing a utility undergrounding ordinance, establishing limits, developing a legal description, and coordinated with multiple utilities to discuss undergrounding their lines into a joint trench for the Prado Bridge Widening Project. Wallace Group coordinated with PG&E to establish the limits of undergrounding and basis for the joint trench and is working with the City to set up coordination meetings with the remaining companies and to develop a utility joint trench composite drawing. It has been critical to keep a detailed utility log, maintain regular contact with the purveyors, and clearly delineate the existing facilities based on atlas maps, field survey, USA markings, and field meetings.
Our team’s familiarity with the undergrounding process and key players will be a major benefit as the City moves forward with the Prado Road interchange.
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project delivery schedule. The Mark Thomas Team can assist the City in the UUD formation process. Additionally, in the event PG&E’s schedule does not coincide with the construction of the street improvements, pre-placement of dry utility facilities such as conduit and vaults can be incorporated into the design so long as the existing location of poles do not conflict with the proposed roadway improvements.
PG&E Overhead Electric Transmission Lines
A set of 115kV PG&E overhead electric transmission lines crosses over US 101 just north of the proposed Prado overcrossing. There’s no indication in the PR if this facility will be affected by the project; however, with the proposed overcrossing, the profile of the northbound on-ramp is roughly 20’ higher where it crosses under this facility. The vertical clearance from this facility and the proposed on-ramp need to comply with CPUC’s General Order (GO) 95. Per GO 95, a minimum vertical clearance of 30’ will be required.
If the transmission lines need to be raised, there are two options to explore:
»A top cage extension – adding height to the top of the tower to make it taller
»Tower raising – adding height from the bottom of the tower
Top cage extension is the preferred method, if feasible, due to lower costs.
Figure 7. Veterans Boulevard Exhibit
The exhibit to the left is from a Mark Thomas project (Veterans Blvd Project) where a PG&E tower was raised to accommodate the improvements; the cost to raise the tower was $500,000 in 2017.
The profile adjustment to 35 mph would lower the on-ramp profile by roughly 5 feet. The additional 5 feet of clearance would help towards meeting the GO 95 clearance requirements and potentially avoid impacting the transmission lines.
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Landscape Architecture
Tree Protection and Replacement Plan
Per the Biological Study Area (BSA) report, five vegetation communities and land cover types were identified within the BSA during the reconnaissance level field surveys: developed areas, ornamental areas, agricultural areas, disturbed areas, and arroyo willow thicket associated with San Luis Obispo Creek. Heavily modified areas dominated by landscaped plants and/or agriculture are not classified under these systems. The Area of Potential Impacts (API) for this project is defined as the maximum amount of potential disturbance areas for both temporary and permanent impacts and is extensive enough to include all project components, including traffic, lane, and shoulder modifications, subject roads, and City and Caltrans rights of way. The BSA for this project was established based upon an aerial review of the API and includes the API plus a 50-foot buffer.
We understand a substantial portion of the BSA consists of existing development, including roads, structures, storage areas, and parking lots. We understand that ornamental areas consisting of planted native and introduced trees and shrubs cover approximately 6.01 acres of the BSA and that the trees and shrubs within this habitat type provide suitable nesting habitat for raptors and a variety of passerine bird species (See Figure 10. Vegetation Communities and Impacts).
Certain trees are afforded specific protections pursuant to City ordinances. The City regulates tree removal within its jurisdiction (Tree Ordinance No. 1544 2010 Series). The Tree Protection and Replacement Plan would need to be prepared before any tree impacts or removals occur and would be consistent with the requirements of the city tree ordinances. The Tree Protection and Replacement Plan would be based upon the final grading and building plans. The plan would outline policies specifically required in the City portion of the site, and the number of replacement trees required to offset tree impacts. An appropriate replacement/replanting program would be required to offset removals at a minimum ratio of one tree replanted for each qualifying tree removed.
The replacement areas for the trees will be determined based on the Tree Protection and Replacement Plan, a portion of these trees could be placed in such a way to allow for screening of the columns. We assume that Irrigation for these replacement trees would be temporary and devises such as Gator Bags or other temporary irrigation strategies (i.e., watering trucks with cam couplers, temporary irrigation tanks, etc.) could be explored in lieu of permanent irrigation if desired.
Landscape Irrigation and Planting
A portion of the project will require ornamental landscape planting and irrigation such as along the realigned Elks Lane Planting and irrigation for these areas will be focused on the south side of Elks Lane and not the north side closest to the drive-in as we understand that there may be some historical significance in these areas. We estimate these areas to be roughly 5 feet in width and would require a new irrigation meter, back flow, and other required equipment would be placed near the City’s desired water line.
tu l ro e t Stu y
Figure 10. Vegetation Communities and Impact
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The following map and table lists the potential property acquisitions for the project based on the current design:
APN OWNER USE/TYPE PROJECT IMPACT
053-041-071 SLO Regional Transit Authority Commercial/Transit Center Developed with setbacks to minimize right of way impacts on Prado Frontage/ Elks Lane realignment on the north end of property already constructed but may require dedication documentation.
053-041-072 Community Action Partnership of San Luis Obispo Commercial/Homeless Services Center Developed with setbacks to minimize right of way impacts along Prado Frontage. Elks Lane realignment along north end of property may require acquisition or dedication.
053-041-036 Community Action Partnership of San Luis Obispo Commercial/Vacant Land-Industrial Elks Lane acquisition.
053-041-078 Community Action Partnership of San Luis Obispo Commercial/Office Building Elks Land acquisition on southwest corner of property. May require personal property relocation.
053-041-076 City of San Luis Obispo Sliver Parcel / creek easement No acquisition required.
053-041-077 Erb Rody E Commercial/Vacant Land Frontage acquisition / silver parcel.
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APN OWNER USE/TYPE PROJECT IMPACT
053-041-032 Prado PM LLC Commercial Small sliver acquisition. Building improvements very close to the right of way, design will want to consider avoiding buildings so as not to trigger major damages or relocation assistance for the business operations at this site.
053-041-031 Duong Hong Commercial/Auto Repair (appears to have a residence as well)
Possible minor sliver acquisition along frontage. This parcel has minor right of way impacts for subsurface utility and TCE impacts on Prado Rd Bridge project and Hamner Jewell & Associates is currently working with this property owner for that project.
053-153-009(Formerly 067-121-022)
Mi San Luis Ranch LLC Mixed Use / Development Land Dedication to City anticipated.
053-051-045 City of San Luis Obispo (Corporation Yard)Commercial / Tax Exempt City parcel anticipated to require State right of way – may require facility relocations.
We understand that the Homeless Services Center and RTA facility have been developed with substantial setbacks as to accommodate this project.
Further, we understand and include as an assumption in this proposal that the San Luis Ranch area currently under development has dedicated the portion of the property needed for the overpass and associated ramps as a part of their development. We also recognize that there may be significant frontage and possible building impacts to the City’s Corporation Yard.
With the current design, east of US 101, the proposed profile conforms back to grade roughly 150 feet east of the new Elks Lane/Prado intersection. This will require the relocation of the City Corporation Yard driveways to east across the new Elks Lane/Prado intersection. With a profile design for 35 mph, the proposed profile conforms back to grade just east of the City Corporation Yard’s west most driveway. The access to the existing driveways can be maintained and the proposed new driveway can be eliminated, if the City prefers. Elimination of the new Corporation Yard driveway could result in a potential savings of $150,000. $
FUNDING STRATEGY IMPLEMENTATION
The City has done a great job moving the interchange project forward with existing funds. The City has utilized various local funding sources to advance the project through PID and PA&ED as well as pay for PS&E and Right of Way. In January 2024, the City worked with SLOCOG to increase Regional Transportation Improvement Program (RTIP) funds from $6 million to $10.2 million. This leaves a funding gap to close in order to fully fund the project.
Mark Thomas specializes in providing strategic funding services for transportation projects. We have honed our approach to position projects to competitively pursue state and federal funds. We have worked with agencies along the Central Coast and throughout California to secure more than $1.3 billion in state and federal funds.
We will analyze regional, state, and federal funding opportunities by project development phase and scope of improvements. The analysis will include amount of available funding, funding request limitations, program goals, and anticipated dates. Mark Thomas will develop strategies to increase alignment with state and federal policies, key among these are the Climate Action Plan for Transportation Infrastructure (CAPTI) and Caltrans System Investment Strategy (CSIS). CAPTI is the California State Transportation Agency’s policy document encouraging investment in greenhouse gas reducing projects, installation of active transportation elements, and providing transportation equity. CSIS is Caltran’s implementation of CAPTI policies that the agency uses to determine joint applications and letters of support. Mark Thomas has been working with agencies to prepare Caltrans Intake forms and CSIS analyses for TCEP and SCCP joint applications.
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PROJECT AND MANAGEMENT APPROACH
When managing a complex project like this project, it’s important to have an experienced manager and a well-thought-out Project Management Plan (PMP). One of the first items of work is to prepare a PMP that sets the expectations and serves as a guidebook for the project. A critical part of the PMP is the quality control approach. See “Quality Management Plan” in this proposal after the schedule and scope summary.
PROJECT MANAGEMENT PLAN (PMP)
The preparation of a Project Management Plan (PMP) is crucial for large, complex projects. PMPs are prepared shortly after NTP and serve as a guide for project implementation and management. The PMP provides a baseline of project objectives to achieve, how it is to be achieved, who will be involved, how it will be reported and measured, and how information will be communicated. Our typical PMPs include:
»Project Overview and Objectives
»Project Scope, Requirements, and Deliverables
»Project Team Roles and Responsibilities
»Schedule and Key Milestones
»Communications Protocols
»Project Budget
»Quality Control Approach
»Risk Register
While the PMP serves as a guide, it’s active and engaged project management that keeps our projects on schedule and under budget.
PROACTIVE SCHEDULE MANAGEMENT
Our project managers are taught to take a proactive approach for planning project activities, looking ahead and drilling down to track tasks critical to achieving each milestone. Planning large and complex projects, like the US 101/Prado Road interchange, calls for identifying the risks to the project schedule and mitigating them by advancing early activities where possible without the risk changes later in design. Our strategy for keeping projects on schedule is:
TRACK ACTION ITEMS Keep track of action items, send them to the Project Development Team (PDT) two days after the PDT meeting, resend them two weeks later as a reminder, three days before the next PDT meeting and then review the action times as the first item on the PDT Agenda. Presenting the status of the action items at the beginning of the meeting, refreshes participants memories on the status of the project and who is accountable for what.
COMMUNICATE KEY MILESTONES OFTEN
This works well to keep the team focuses on the immediate items and gives everyone plenty of time to schedule their work. We focus on achieving key milestones by breaking down the intermediate deliverables required to meet the key milestone. This allows the team to focus on each deliverable, understanding that it will result in meeting the key milestone.
OVER COMMUNICATE We have a poster in each of our office conference rooms with the Title “Client Satisfaction”. We feel the way to have happy clients is to:
»Communicate
–Immediate Response
–Provide Regular Updates
–Set Expectations
»Always Provide Quality
–Follow the QMP and Independent Reviews
»Be Proactive
–Maintain an Up-to-Date Schedule
–Identify Problems, Develop Solutions and Make Recommendations
–Guide the Process; Don’t Rely on the Client to Take the Lead
–Remind the Client: Don’t Let the Client Remind You
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SUBCONSULTANT OVERSIGHT
At Mark Thomas, we manage subconsultants in the same way we manage internal staff. The key to this management approach, which has worked for many successful clients is as follows:
CONSTANT COMMUNICATION There is no such thing as over-communication. Our project managers take every opportunity to share project issues with staff, subconsultants and clients. Being informed at all times keeps everyone on the same page.
PROGRESS REPORTS Asking questions like “Where are you at with the work product?”, “Are there issues that will hold up your deliverable?”, “Tell me what have you done so far” are important to determining the progress of the project. Answers to these questions among others will be included in the monthly progress reports to the client so they have a full understanding of the progress of the project.
CHECK-IN MEETINGS We have regular check-in meetings throughout a project. We have weekly check-in virtual meetings with the design teams, and biweekly virtual meetings with clients with one in advance of each PDT meeting.
INTER - DISCIPLINARY REVIEWS
Inter-disciplinary reviews are important to identify coordination issues early and to identify potential conflicts between disciplines. We hold team inter-disciplinary review meetings several weeks before plan submittals for each discipline to present their design in front of the other disciplines, page-by-page. This technique of hearing others describe the details of their project elements help others to understand and catch potential issues.
QUALITY AUDITS As part of Mark Thomas’ QMP, we have regular quality audits. The quality audits, completed by a senior manager, also review subconsultants quality review checks. This process holds our partner firms to the same high level of quality that we hold internal staff to.
CONTINUAL BUDGET CONTROL
We use Deltek for all of our accounting functions. Deltek has modules “Project Review” and “I-Access” that allow project managers to enter budgets for Mark Thomas and the subconsultants and track spending in real-time. We use these modules to track earned value on our key projects. Our project managers do a great job making sure the team is efficient and make sure that information that is needed is available before moving on to certain other tasks. If items are needed to move forward this is communicated to the group early and people are held accountable to keep the project moving – efficiently. Progress reports are prepared and submitted with our invoices to communicate work that has been complete, upcoming work items, and tracking the percentage of DBE spent each month.
EFFECTIVE STAKEHOLDER COORDINATION
Mark Thomas routinely manages projects that have multiple stakeholders. We have a long history of delivering transportation improvements for local agencies. Through these projects, we coordinate with Caltrans, local jurisdictions, utilities, and environmental resource agencies. We’ve found that clear communication with stakeholders ensures we understand their needs, concerns, and adjacent projects. We put an item on the agenda reminds participants to identify coordination needs and to follow up to make sure the communication occurs.
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Firm Quality Management Plan
The Mark Thomas QMS guidelines are used as a baseline document for the project-specific QMPs. Our internal QMS, which was recently updated in 2020, is comprised of two parts; Part 1 outlines the Objectives and Policies of the approach, and Part 2 provides sample guidelines, checklists, and record keeping standards for the types of design and construction projects typically completed by Mark Thomas.
The procedures included in the Mark Thomas QMS are:
»Develop a project specific quality control plan that includes project specific QA/QC checklists (similar to the sample shown to the right).
»Exercise quality control procedures for all deliverables, including reports, exhibits, plans, specifications and estimates. This includes a four step process for quality control review. Step 1 – Check/Review, Step 2- Backcheck, Step 3 – Update, Step 4 – Verify.
»Hold project team quality control focused meetings prior to and following each milestone submittal.
»Produce verifiable quality control documentation for plans, quantities and design calculations.
»Continuously track design quantities and estimates through each submittal stage to determine and verify accuracy of changes in quantities or costs.
»Have all final quantity calculations documented and verified independently.
»Produce, “submittal ready” complete PS&E packages for internal quality control team review between 1 week and 3 weeks prior to actual submittal.
»Conduct project focused, group quality control reviews of plans, estimates, and specifications prior to each submittal milestone.
»Have senior management involvement in internal value engineering and constructability reviews after the 65% and 95% submittal stages.
»Check for critical interface and dimensions at the initial subconsultants’ submittal.
Using Part 2 as a guideline, the project specific checklists for Design Reviews, Quality Assurance Reviews, and Quality Records will be developed for each project deliverable.
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Quality Control Audits
Mark Thomas conducts internal quality audits to verify overall conformance with approved policies and procedures and to document any problems related to QA/QC activities. Internal audits will be conducted after major submittals as determined by the Auditor and Project Manager for each project. A Quality Assurance Auditor is assigned to projects by the Companywide Quality Assurance Manager. For this project, our Auditor will be Andy Lee. Andy will coordinate with our project manager, Ed Noriega, to schedule and conduct the audits. This is not an independent quality control check of the plans and specifications. The responsibility for the independent QC check lies with Ed, as well as our assigned QC for Structures and Roadway, Eric Fredrickson and Garry Horton, respectively. Andy is responsible for making sure the project manager, QC, and engineers have followed the quality control guidelines. The audit will be conducted in six steps:
1 Introductory Meeting This meeting is held either by phone or in person to discuss the scope of the audit and materials needed. The meeting will be attended by the Project Quality Manager, Project Manager, and Discipline Lead/Project Engineer.
2 Investigation The preliminary investigation by the Auditor shall occur before the formal audit. During the audit, the Quality Auditor will perform the investigation in accordance with a prepared checklist. The Auditor will note on the checklist if the items audited are satisfactory, needs improvement, unsatisfactory, or not applicable. The checklist is preliminary and will be finalized during the audit exit meeting. The completed checklist will become part of the audit report and part of the project’s quality records.
3 Deficiencies The Quality Auditor will document any deficiencies. Minor deficiencies may be corrected during the audit and will not require a follow up. These will be noted as Audit Observations. Deficiencies that are not corrected during the audit and require follow up will be documented as an Audit Finding. Any deficiencies that do not appear to be the company’s responsibility will be documented as a Quality Assurance Finding and referred to the Project Manager.
4 Exit Meeting An audit exit meeting will be held with the Quality Assurance Manager, Project Manager, and Project Engineer at the completion of the investigation phase. The results of the audit and details of each discrepancy or unsatisfactory condition will be discussed. The auditor will document the results of the meeting and include them in the audit report.
5 Audit ReportUpon completion of the audit, the Quality Auditor will prepare and distribute an audit report that will identify the following:
»A summary of the scope of the audit and date of the audit.
»Identification of the auditor, persons contacted, and documents reviewed during the audit.
»Detailed findings and observations, deficiencies, unusual occurrences and a statement of overall performance.
»An evaluation summary and a determination of the program’s effectiveness.
»Corrective action request, if needed, and completion dates.
The audit report will be submitted to the project’s Quality Control Manager, the Project Manager, and the Discipline Lead/Project Engineer. The report may request remedial or corrective action, as applicable. Copies of the audit report will be distributed to the Division Manager and/or Principal in Charge upon request. The audit report and attached audit investigation checklist will be added to the project’s quality record.
6 Close Out Verification The Quality Auditor, in cooperation with the Project Manager, will follow up as necessary to verify that corrective actions have adequately been implemented. Close-out of audit findings shall be verified and provided to the Project Manager. The Quality Auditor and Project Manager will discuss and summarize the effectiveness of QMS processes used throughout the project and whether quality objectives were achieved for the project.
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KEY TEAM MEMBERS
Our chosen key team members have a solid background delivering public works improvements projects, with expertise in project development at the federal and state levels, as shown in the Qualifications and Experience section of this proposal. They are well-versed in the dynamics and decision-making processes of public sector work. They will bring their experience and lessons learned from similar projects to assist the City in achieving its project goal.
Their roles and responsibilities for this projects are as follows:
Ed Noriega, PE Project Manager
As project manager, Ed will be main point of contact and will be responsible for the overall technical and management of the project. He will ensure adherence to the PMP and QMP. He will manage the design team and deliverables.
Martha Dadala, PE Deputy Project Manager
Martha will assist Ed in managing the team and deliverables. She will track and communicate project goals and expectations clearly to the project design team and the City.
Zach Siviglia, PE, QSD Principal in Charge
As principal in charge, Zach will use his extensive work experience in Caltrans District 5 and his proven track record of delivering value engineering solutions to provide project oversight and strategic guidance.
Aaron Silva, PE Value Engineering - Geometric, Civil Lead
Aaron will lead the efforts in identifying value engineering solutions for that will result in significant cost savings, minimize risks, and improve project delivery. He will be focused on geometric refinements and bike/ped improvements. Aaron will also be the civil lead for this project.
Matt Kleymann, PE Value Engineering - Structures
Matt will lead the efforts in identifying value engineering solutions for that will result in significant cost savings, minimize risks, and improve project delivery. He will be focused on structures improvements.
Jorge Aguilar, PE Elks Lane, Utility
Jorge will lead the civil design effort for Elks Lane, utility coordination and development of the utility underground district for the project.
Valerie Huff, PE Floodplain
Valerie will lead the floodplain management efforts. She will be analyzing potential water surface elevation affects of various project improvement scenarios in the floodplain.
Jason Hickey, SE Structures - Overcrossing
Jason will lead the final design efforts for the overcrossing and will lead the independent check of the ramp structures.
Marshall Moore, SE Structures - Ramps
Marshall will lead the final design efforts for the ramp structures and will lead the independent check of the overcrossing structures.
JT Kavalich Right of Way
JT will lead the right of way appraisal and acquisition efforts. During the value engineering phase, JT will consult with the design team on how design refinements would affect the valuation of the impacted parcels.
Ryan Bissegger Funding
Ryan will provide funding support which includes identifying potential grant programs, as well as assisting with grant funding applications.
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SCOPE OF SERVICES
Mark Thomas will coordinate the following Scope of Services with the entire Project Team to complete the technical reports and design required to deliver the final plans, specifications and estimates for the Project. Generally, this will include project management, topographic surveying and base mapping, supplemental environmental and project approvals, Right of Way (ROW) engineering, bidding and construction services. Mark Thomas will also coordinate all design submittals and QA/QC for the project design. Mark Thomas will serve as the central coordinator for all activities between the consulting team, the City, Caltrans, local agency representatives, and other regulatory agencies.
TASK 1. VALUE ANALYSIS, SURVEY, HYDRAULIC STUDY, AND
GEOTECHNICAL INVESTIGATION (PHASE I)
Task 1.1. Project Management
Task 1.1.1. Management/Coordination
Mark Thomas will coordinate with the City and manage the project team. This includes preparing contract paperwork, memos, letters and emails, and making phone calls. Management activities also include the development and maintenance of a critical path method (CPM) design schedule and preparation of monthly invoices and progress reports. The schedule will be updated every six (6) months and as progress is made, with critical path activities clearly shown for team review purposes. The schedule and billings will be submitted in the form and in enough detail to track the project status and contract expenditures as outlined by the City at the beginning of the project. Phase 1 is anticipated to last approximately 8 months from Notice to Proceed.
This task will include ongoing general project coordination with subconsultants and Mark Thomas internal staff. This task will include preparing memos, letters, e-mail, and phone calls necessary to manage the project.
Task 1.1.2. Meetings
Mark Thomas will schedule, prepare for, and attend project team meetings with the City to share project information, make decisions, assign project tasks, and identify items critical to project delivery. Key team members will be present at each team meeting depending on the items to be discussed. Mark Thomas will prepare and distribute agendas prior to each meeting and prepare meeting minutes with action items within one week after the meeting. It is assumed that there will be up to four virtual and two in-person project meetings the City and Caltrans; in-person meetings would be held at the City or Caltrans District 5 offices.
Task 1.1.3. Quality Control
The Mark Thomas Quality Control plan consists of established procedures for performing the work (which are reassessed with each project), including methods for design calculations, establishing appropriate levels of design development for intermediate submittals, identification of required plan checks (who, what, when), design checklists, and methods of project documentation. Mark Thomas will use their QA/QC manual as a guide to ensure the highest engineering quality possible.
The Mark Thomas project manager will be responsible for internal and external quality control measures (i.e. verifying sound design practices internally, and verifying that the subconsultants are using most recent information). Some of these measures are summarized as follows:
Internal Quality Control »Confirm approach for proposed alternatives (address movements? Valid design practice used? Safe and easily understood movements?)
»Check calculations (meet applicable design standards, ramp geometry, sight distance provided?)
»City standards in City Right of Way, Caltrans standards in Caltrans Right of Way?
»Profile and superelevation requirements met, including transitions?
»Number of lanes clear? Transitions shown?
»Design checklists completed?
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External Quality Control »Do the assumptions in project description/technical studies match Mark Thomas design?
»Are geometric assumptions consistent?
A record of quality control reviews will be kept in a separate file for documentation/quality audit purposes.
Task 1.2. Grant AssistanceMark Thomas will consult with the City and prepare a grant memo for potential applicable grant application opportunities. Mark Thomas will prepare one (1) grant funding application for the City. Mark Thomas will prepare grant narrative responses and supporting graphics and maps. We will develop letter of support templates and coordinate with stakeholders to obtain signed letters. If needed, we will prepare a California Benefit/Cost Analysis model using the Caltrans-developed MS Excel tool.
DELIVERABLE
»Grant Memo for potential applicable opportunities (PDF)
»One (1) grant funding application
Task 1.3. Project Vision and HandoffThis task will include meeting with PA/ED team to discuss project background, history, goals, and vision. Mark Thomas will prepare a memo to document lessons learned, anticipated challenges, and vision to guide completion of the project scope.
Under this task a Precedent Study of nearby interchanges will be prepared to architectural and engineering details that can be applied to the project.
DELIVERABLE
»Lessons Learned Memo (PDF)
»Precedent Study (PDF)
Task 1.4. Project Investigation
Task 1.4.1. Project Survey
Task 1.4.1.1. Topographic Surveys and Aerial BasemappingMark Thomas will obtain aerial photogrammetry for a 4,600-foot stretch along US 101, extending approximately from 1,550 feet South of Prado Road to 2,950 feet North of Prado Road, including 1,000 feet West of Highway 101 at the intersection of Prado Road and 1,700 east of Highway 101 along Prado Road. Topographic mapping will be produced at design level scale of 1” =50’ with a 1’ contour interval with a Digital Terrain Model (DTM), and planimetric mapping following Caltrans ABC process. Mark Thomas will submit the ‘A’ letter to Caltrans defining the project and the proposed methods. Once the ‘A’ letter is approved, Mark Thomas will set 20 aerial Premark’s (flight crosses) and survey them in accordance with Caltrans 3rd order control standards while ODC subconsultant GeoCADD (Aerial Surveys) will collect the aerial photographs.
The ‘B’ letter will then be submitted to Caltrans, including a report of the survey control. Once accepted by Caltrans, our team will compile and provide mapping on Caltrans standards including layering and symbology. Mark Thomas will compile ‘C’ letter components and submit to Caltrans for approval. This Aerial Base Mapping scope is limited to eight (8) days of fieldwork for a 2-person field crew. Two (2) Days of traffic control are reserved for work within Caltrans right of way for this effort. It is assumed all work will take place during the day without lane closures.
Twenty-two (22) days will be reserved for supplemental field surveys to identify and locate key features within the project limits. Four (4) Days of traffic control are reserved for work within Caltrans right of way for this effort. It is assumed all work will take place during the day without lane closures. This supplemental mapping will be merged with the previously collected topographic and planimetric mapping to provide a complete base map and surface model for future work. It’s assumed access will be provided onto private properties.
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The aerial survey and supplemental topography will be compiled into an Electronic Base Map. This will be in AutoCAD format and include a DTM from which contours will be generated. The electronic base map will:
»Include north arrow and a graphic scale
»Include legend symbols for all planimetric details
»Include control points
»Delineate planimetric features
»Include above-ground utilities
DELIVERABLE
»Aerial base mapping (CAD format)
»Caltrans ABC Process Documentation (PDF and MicroStation Format)
»Existing Right of Way Landnet Drawing (AutoCAD Format)
Task 1.4.1.2. Existing Highway Right of Way Delineation (Land Net)Mark Thomas will request record mapping and deeds from Caltrans together with publicly available mapping and corner records from the City and County of San Louis Obispo. Our research indicates that Parcel maps (PM), Records of Survey (RS) & Tract maps (TM) shown in publicly available from the San Louis Obispo County Surveyors office will be sufficient to complete this survey. It is our understanding that no other monument ties to other maps will be necessary to complete this project other than those publicly available. Should a material discrepancy be found or evidence of a dispute with adjoiners be discovered, Mark Thomas will stop work under the current scope and discuss options with the client to move forward. Once the locations of the property lines are established based on the field evidence collected, Mark Thomas will plot this boundary in a CAD file that will serve as the basis for design and acquisitions. It is assumed that boundary evidence necessary to define the boundary will be readily available.
Mark Thomas will review up to ten (10) preliminary title reports as part of this effort to support the right-of-way acquisition process. This Boundary Survey scope is limited to ten (10) days of fieldwork for a 2-person field crew. It is assumed all work will take place during the day without lane closures.
Task 1.4.2. Geotechnical Reports
Task 1.4.2.1. Preliminary Foundation ReportWe understand the City is interested in value engineering the preferred alternative and updating the type selection report. To assist Mark Thomas, Crawford will prepare a Preliminary Foundation Report (PFR) that will address up to two alternatives. The PFR will be based on review of existing subsurface data, published geologic mapping and seismicity data, aerial photographs, preliminary project data and a site visit. Crawford services for this task also include allowance for the Caltrans review process.
The PFR will summarize anticipated earth materials and conditions based on reference data and site exposures; provide updated seismic input parameters (including ARS Curve consistent with current Caltrans practice); discuss preliminary foundation types (e.g., spread footings, driven piling and cast-in-drilled-hole piling); provide preliminary foundation recommendations for bridge foundations; discuss liquefaction potential; and discuss roadway approaches.
Task 1.4.2.2 Subsurface ExplorationFollowing type-selection, Crawford will perform a site-specific foundation study to evaluate the subsurface conditions for foundation design of the selected alternative. Field investigation will also include subsurface exploration for the roadway, bridges, and overhead sign project elements.
Coordination, Obtain Permits and Mark For USAFor this task Crawford will:
»Determine exploration locations, determine site access, and mark our exploration locations for USA North 811;
»Obtain a San Luis Obispo County Monitoring Well Permit[1];
»Obtain a City Encroachment Permit; and
»Obtain a Caltrans Encroachment Permit.
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Subsurface ExplorationCrawford will conduct a subsurface exploration program to characterize the subsurface conditions for the project elements. Prior to conducting the subsurface exploration, Crawford will prepare a proposed boring exploration plan for review of the Design Team and Caltrans. Crawford will drill, log and sample the following test borings. The proposed subsurface exploration plan should be reevaluated following type-selection and modified if/as needed to address the final selected project elements:
LOCATION TYPE OF
EXPLORATION
NUMBER OF
EXPLORATIONS
DEPTH BELOW
EXISTING GRADE
(FT)
Prado Road Overcrossing Boring 10 to 12 60 to 100
Elevated Northbound On-Ramp Boring 4 to 5 60 to 100
Elevated Northbound Off-Ramp Boring 4 to 5 60 to 100
Overhead Signs Boring 21 40 to 50
Prado Road Widening / Realignment Boring 2 to 3 3 to 25
Highway 101 Geometry Changes Boring 5 to 6 3 to 4
Elks Lane Realignment Boring 4 to 5 3 to 4
New Traffic Signals Boring 2 to 3 15 to 25
Two borings were completed in 2000 at the project site, however, these borings are likely not deep enough for large diameter CIDH or CISS shafts. Deeper borings will need to be completed at certain support locations, especially if single, large diameter piles are used for final design.
The drilling contractor will advance borings with a rubber-tired, truck and/or track mounted drill rig using 6 to 8-inch-diameter hollow, solid stem augers, and/or rotary wash methods. Standard Penetration Testing (SPT) and California Modified sampling will be performed within borings to obtain samples and blow count information. A Crawford engineer/geologist will direct the sampling and log the borings consistent with current Caltrans procedures/requirements. At a minimum, we will sample at 5-foot intervals. We will deliver the samples to the laboratory for strength and classification testing. Groundwater conditions will be noted where encountered. The borings will be backfilled per County Boring Permit requirements.
At the bridge support in the middle of the freeway, we assume traffic control will consist of two nighttime lane closures. The remaining borings in Caltrans right of way will consist of daytime shoulder closures. In the City right of way, we assume traffic control will consist of temporary single lane closures with flaggers and shoulder closures.
If determined appropriate, field exploration could be included as part of the preliminary foundation report.
Laboratory TestingCrawford will complete the following laboratory tests on bulk and relatively undisturbed samples obtained from the exploratory borings (as appropriate):
»Moisture Content and Unit Weight for bearing capacity and lateral capacity;
»Unconfined Compression, Triaxial, and/or Direct Shear testing, for bearing resistance and lateral capacity;
»Sieve Analysis and Plasticity Index for soil classification;
»Resistance Value for pavement design; and
»Resistivity, pH, Sulfate Content, and Chloride Content for soil corrosivity analysis.
1 - Number of overhead signs is yet to be established. Caltrans typically requires one boring per overhead sign.
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Task 1.4.2.3 Foundation ReportCrawford will perform engineering evaluation and analysis (using computer software where applicable) for the following: bearing resistance; lateral capacity; pile drivability analysis; embankment settlement and downdrag; site seismicity including procedures consistent with current Caltrans Seismic Design Criteria to determine the site acceleration response spectrum (ARS); liquefaction potential; lateral earth pressure and coefficient of friction to resist sliding; and soil corrosivity.
Crawford will prepare a Foundation Report (FR) for each bridge structure (overcrossing, elevated on-ramp, and elevated off-ramp) consistent with current Caltrans guidelines/format for review and comment by the design team. The report will provide a site/project description, summarize site geology and geologic reconnaissance, subsurface exploration and field and laboratory soil tests, discuss scour considerations as applicable, and include a “Log of Test Borings” (LOTB) drawing. Earth materials and foundation conditions will be discussed including seismic criteria and the design ARS curve. Each report will discuss structure foundation conditions/constraints, recommended type, loading of bridge foundation elements, and include construction considerations. The report will also include/address approach roadway site preparation and grading.
Crawford services for this task also include allowance for the Caltrans review process to respond to review comments if/as needed. We will contact Caltrans if necessary to rectify comments received on the draft report for concurrence and include comment responses in the final report.
Following receipt of all Draft FR review comments and concurrence with Caltrans, Crawford will prepare and submit a Final FR incorporating the comments as necessary.
Task 1.4.2.4 Geotechnical Design ReportCrawford will complete a Geotechnical Design Report (GDR) to address Prado Road widening, sidewalks, traffic signals, overhead signs, and embankments. Subsurface coordination, subsurface exploration, and laboratory testing are included under a prior task.
The report will include a description of the existing facilities; proposed improvements; summary of exploration and testing; site geologic and subsurface conditions; groundwater levels; seismic hazards, recommendations for embankments, sign posts, and culverts; construction considerations; site plan with boring locations; boring logs; and laboratory test results.
Crawford services for this task also include allowance for the Caltrans review process to respond to review comments if/as needed. We will contact Caltrans if necessary to rectify comments received on the draft report for concurrence and include comment responses in the final report.
Following receipt of all Draft GDR review comments and concurrence with Caltrans, Crawford will prepare and submit a Final GDR incorporating the comments as necessary.
Task 1.4.2.5 Materials ReportCrawford will complete a Materials Report to address pavement structure recommendations and minor drainage elements. Subsurface coordination, subsurface exploration, and laboratory testing are included under Task 3.
A draft Materials Report will be prepared with recommendations for new pavement sections utilizing CalME, minor drainage culverts; and soil corrosivity for drainage/foundation elements. The report will include a description of proposed improvements; summary of exploration and testing; site subsurface conditions; groundwater levels; construction considerations; site plan with boring locations; boring logs; and laboratory test results.
Crawford services for this task also include allowance for the Caltrans review process to respond to review comments if/as needed. We will contact Caltrans if necessary to rectify comments received on the draft report for concurrence and include comment responses in the final report.
Following receipt of all Draft Materials Report review comments and concurrence with Caltrans, Crawford will prepare and submit a Final Materials Report incorporating the comments as necessary.
DELIVERABLES:
»Preliminary Foundation Report
»Draft and Final Foundation Report (PDF)
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»Draft and Final Geotechnical Design Report (PDF)
»Draft and Final Materials Report (PDF)
Task 1.4.3. Stormwater Data Report (SWDR)
Mark Thomas will prepare a SWDR for the project. Caltrans will require a PS&E level Storm Water Data (SWDR) for the project. The SWDR will be based on the proposed drainage improvements for the station. The SWDR will summarize best management practices (BMPs) for minimizing discharge of sediment and pollutants during construction activities, as well as of post construction improvements.
DELIVERABLES:
»Draft and Final Storm Water Data Report (PDF
Task 1.4.4. Location Hydraulic Study
Wallace Group will review and revise the City’s existing 2D hydraulic model to reflect both existing and proposed project conditions.
»Peer Review: Wallace Group will conduct a peer review of the 2D HEC-RAS model prepared by HDR. We will summarize our findings and recommendations in a brief technical memorandum. Please note our scope and fee does not include review or modification of the hydrology components of the existing City models.
»Hydraulic Model Updates (Existing Conditions Model): Wallace Group will update the existing 2D model based on recommendations from our peer review. Our scope and fee is based on the assumption that model revisions will primarily consist of updated topographic information and that other model parameters will primarily remain unchanged. We assume that topographic mapping for the project area will be provided by Mark Thomas. We will obtain USGS topographic data for model areas outside of the onsite topo. Where appropriate, we will also use topographic data available from other projects we are currently working on for the City, including Prado Bridge and the San Luis Obispo Creek emergency repairs. We anticipate that additional topographic data will be required for the hydraulic model, including creek channel geometry, bridge elevations, and ground elevation confirmation at select locations. Our scope includes coordination with Mark Thomas to identify the limits of topographic data required. The updated model will serve as the Existing Conditions model to establish flood surface elevations.
»Proposed Conditions Model: Wallace Group will use the Existing Conditions model to evaluate impacts to flood surface elevations as a result of the interchange project. We assume that the project will be designed to minimize impacts to the floodplain, and that the project will meet the requirements of the City’s Drainage Design Manual. Our scope and fee includes up to three (3) model iterations for interchange design.
Wallace Group will summarize the findings of the hydraulic modeling in an updated Location Hydraulic Study. We assume that the Location Hydraulic Study prepared for PA/ED will be provided by the City. We will provide a Draft Location Hydraulic Study for review. Following receipt of combined resolved written comments we will revise the Location Hydraulic Study to address mutually agreed upon resolution to comments.
Task 1.4.5. Floodplain/Drainage Report
Wallace Group will document the hydraulic model development completed in a Draft Floodplain Report. The Report will address both existing and proposed conditions and describe the impacts to flood elevation and velocity as results of the project.
DELIVERABLES:
»Draft and Final Location Hydraulic Study (PDF)
»Draft and Final Floodplain Report (PDF)
1.4.6 Hazardous Materials Study
Per Initial Site Study, Crawford will collect soil samples to screen for ADL, pesticides, herbicides, and arsenic as recommended in the ISA. Samples of thermoplastic striping material will be analyzed for lead, chromium and ACM. And soil in the vicinity of the petroleum pipeline will be evaluated for the presence of petroleum hydrocarbons.
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Aerially Deposited Lead (ADL) Soil samples will be collected from about 10 locations along the east side of northbound US 101, about 8 locations along the existing and proposed Prado Road alignment, and about 5 locations along the proposed Elks Lane realignment (for a total of 69 individual soil samples). Soil samples will be collected at depths of 0-6”, 12”-18”, and 24”-30” below ground surface (total of 69 soil samples). Samples will be collected with a hand auger. All samples will be analyzed for total lead by EPA Method 6010, and seven samples will be analyzed for pH by EPA Method 9045. Samples with total lead concentrations that exceed 50 milligrams/kilogram will be further analyzed for soluble lead using the WET and TCLP methods. For budgeting purposes, we assume that 21 samples will require analysis for soluble lead (WET and TCLP).
Traffic Striping Crawford will collect up to three samples of both white and yellow thermoplastic traffic striping material. All samples will be analyzed for lead (six samples), and the yellow striping samples (three samples) will be analyzed for chromium (EPA Method 6010). Samples will be analyzed for asbestos by polarized light microscopy EPA Method 600/R-93/116.
Pesticides and Herbicides Soil samples collected from 0-6” bgs (total 23 soil samples) will also be analyzed for organochlorine pesticides (EPA Method 8081), herbicides (EPA Method 8151), and arsenic (EPA Method 6010).
Petroleum Hydrocarbons Soil samples will be collected from one boring drilled in the vicinity of the petroleum pipeline. For budgeting purposes, we assume this will be limited to four soil samples that will be analyzed for gasoline-range organics, BTEX (benzene, toluene, ethylbenzene, and xylenes), and MTBE (methyl tert-butyl ether) by EPA Method 8260; and for diesel and oil range organics by EPA Method 8015.
DELIVERABLES:
»Draft and Final Hazardous Materials Assessment Report (PDF)
Task 1.5. Value Analysis
Task 1.5.1. Value Analysis Recommendations Report
After review of VA recommendations and Project Vision and Handoff task, Mark Thomas will prepare a Value Analysis Recommendations Report. The report documents the discussion of design refinements that will be applied to the project.
Mark Thomas will prepare up to 10 concept drawings from the VA recommendations and suggested design refinements to help determine the preferred alternative.
Task 1.5.1.1. Roadway Geometric Approval DrawingBased on the agreed upon design refinements, Mark Thomas will develop a Geometric Approval Drawing (GAD) for the preferred alternative. The GAD will be a stripmap will be at a scale of 1”=100’. Plans will be prepared in conformance with Highway Design Manual, AASHTO, and City of San Luis Obispo standards. The maps will consists of a plan view, typical cross sections, and profile with superelevation diagrams.
It will also include the identification of the project impacts, which will include Right-of-Way requirements, utility relocations, etc. The GAD will also include intersection details, design criteria, etc.
Task 1.5.1.2. StructuresAs the structures’ costs represent such a significant portion of the overall project cost, they will be a key focus of our Value Analysis. As discussed in our project approach and understanding, we have already identified a number of potential innovations related to the roadway geometry that would significantly reduce the amount of structure required. During the Value Analysis, we will further develop and investigate these concepts in collaboration with the City to determine the optimum configuration balancing the project needs and budget. During the Value Analysis we will also focus on potential options for the bridge foundations as in our experience they will offer the most opportunity for cost savings. In particular, our structure team and geotechnical team will work together to investigate the use of large diameter cast-in-drilled-hole as we think this could result in significant cost savings if feasible.
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Task 1.5.1.3. Cost EstimatesMark Thomas will prepare a preliminary construction cost estimates for the GAD at the 30% level. At this level, decisions on critical design elements should be approved and the project should be defined. The construction costs will be presented in a standard Caltrans 10-page cost estimate form.
DELIVERABLE:
»Draft and Final Value Analysis Recommendations Report (PDF)
»Geometric Approval Drawings (PDF)
»Construction Cost Estimates (PDF)
Task 1.5.2. Memorandum of Feasibility – LEED, Envision or other Sustainable rating systems
Rincon will prepare a Sustainability Memo that describes material types, construction techniques, traffic control, and other methods to reduce greenhouse gas (GHG) emissions and limit environmental impact during construction. The Sustainability Memo will incorporate required mitigation measures identified in the January 2023 Initial Study – Mitigated Negative Declaration for the U.S. 101/Prado Road Interchange Project, the project’s adopted Mitigation Monitoring and Reporting Program and Environmental Commitments Record, BMPs from Caltrans’ GHG Reduction Measures Toolbox (June 2021), and any applicable conditions of approval from the City of San Luis Obispo and Caltrans.
The Sustainability Memo will list applicable methods to limit environmental impacts, including how implementation of mitigation, conditions, and BMPs will be monitored during construction. The administrative draft Sustainability Memo will be submitted to Mark Thomas and the City for preliminary review and revised in response to up to two rounds of consolidated comments, assumed to include one round of comments from Mark Thomas and a subsequent round of comments from the City.
DELIVERABLES:
»Administrative Draft Sustainability Memo and Draft Sustainability Memo (PDF)
Task 1.5.3. Environmental Permit & Monitoring Memo
Rincon will prepare an Environmental Permitting Memo that will identify the regulatory permits required for the project as well as list applicable measures to avoid and/or minimize environmental impacts, including how implementation of measures, best management practices (BMPs), and compensatory mitigation will be monitored before, during, and/or after construction. We assume that a Lake or Streambed Alteration Agreement (LSAA) from the California Department of Fish and Wildlife (CDFW) and a Waste Discharge Requirements (WDRs) Permit from the Regional Water Quality Control Board (RWQCB) will be required, based on our understanding of the project and its associated environmental documentation.
The administrative draft Environmental Permitting Memo will be submitted to Mark Thomas and the City for preliminary review and revised in response to up to two rounds of consolidated comments, assumed to include one round of comments from Mark Thomas and a subsequent round of comments from the City.
DELIVERABLES:
»Administrative Draft Environmental Permitting Memo and Draft Environmental Permitting Memo (PDF)
Task 1.6. Schematic Aesthetic Development
Task 1.6.1. Review the Prado Bridge Aesthetics
Apexx Architecture (Apexx) will review the Prado Bridge aesthetics considering the existing US 101 overcrossings, the Prado Road Creek Bridge, and other surrounding visual influences. Wallace Group will review the surrounding landscape design treatments for design integration.
Task 1.6.2. Aesthetics Report
Apexx will produce a 3D model of the site and interchange for visualizations, this scope assumes CAD linework will be provided by interchange designers. Apexx will develop up to three (3) preliminary options for the interchange project and
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provide preliminary visualizations considering structural, aesthetic, signage and landscaping features. Wallace Group will assist Apexx by providing visual image boards that illustrate the design of the landscape design treatment. The image boards will include images of the trees, rock materials, and boulders anticipated for the project.
DELIVERABLES:
»Three (3) Preliminary Aesthetic Concept Graphics (PDF)
»Aesthetic Report (Draft and Final)
Task 1.7. Bridge Type Selection Report Mark Thomas will complete Advance Planning Studies (APS) for the preferred alternatives as defined in the Project Report for the following proposed structures:
»The Prado Road Overcrossing
»US 101 NB-Off Ramp
»US 101 NB-On Ramp
All three structures will be covered in a single Bridge Type Selection Report as described in more detail below.
Although the use of embankments is limited due to floodplain considerations, we anticipate that short retaining walls will still be required at some locations to minimize the project footprint. We have assumed that four retaining walls will be required:
»Two walls (north and south) at the east abutment of the Prado Rd Overcrossing
»One wall on the south side of the NB Off Ramp Abutment
»One wall on the south side of the NB On Ramp Abutment.
All the retaining walls will be covered in a separate Type Selection Report.
Building on the ideas and innovations developed in the Value Analysis task, Mark Thomas will prepare a Draft Bridge Type Selection Report to assist the City in determining the best suited structure types for the project. Preliminary structural analysis and calculations will be performed to evaluate and compare the various options and identify optimized and constructible structure solutions. The Type Selection Report will discuss geotechnical, hydraulic, seismic, constructability, aesthetic, utility, and drainage issues related to the structure. We anticipate that up to three different alternatives will be considered in the report: 1) a precast/prestressed concrete girder superstructure with 115-120ft spans; 2) a cast-in-place concrete box with 115-120’ spans and 3) a precast/prestressed concrete girder superstructure with 140-160 ft spans. For each alternative we will develop a General Plan, Foundation Plan, and General Plan Estimate.
The retaining walls will covered in a separate Type Selection Report. Based on the height/length of walls as well as construction access, the most appropriate wall type for each retaining wall will be identified. For each wall, we will also develop a General Plan and General Plan Estimate.
The Type Selection Reports and alternatives will be presented to the City and Caltrans at a Type Selection Review Meeting either remote or in-person as preferred by Caltrans. Mark Thomas will present the project, preliminary seismic design criteria, preliminary foundation recommendations and recommended structure types to Caltrans engineers for review and comment. Based on the feedback from the City and Caltrans, we will then address and respond to the comments and issue the Final Type Selection Reports, which will be used as the basis for the structure designs moving into the PS&E task discussed below.
Task 1.8. Public Meeting Verdin will provide Communications Services for the Prado Rd Interchange project for the general public during the design phase. Please note, the scope of this phase will need to be clearly defined by the approved Communications Plan, and some activities may change based on the plan. The scope will be specifically tailored to goals and budget limitations to continue to deliver the best results. Estimate includes:
»Updates to the city’s existing Prado Interchange illustration, Fact sheet and FAQs based on design and other changes to project (materials created by Verdin for 2023 public meeting)
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»Development of initial talking points for key staff to respond to questions from the media and public
»Monthly updates to the City’s Prado Interchange Project webpage (existing webpage is housed on the City’s website with general information on project); webpage will be updated starting with the illustration, Fact Sheet and FAQs, and noting anticipated project timeline and public meeting dates and information.
Verdin will announce, coordinate and facilitate one public meeting. Verdin will issue one press release and media outreach to get coverage before and after public meeting, utilize the City’s email program to send a branded email to residents and businesses, and send one mailer to residents and businesses within the immediate area (anticipated to be a 1/2-mile radius from the 101/Prado interchange site. This would include San Luis Ranch neighborhood, Madonna Plaza on the west side of 101, and businesses/residents at South Higuera and Prado on east side of 101).
Our team will create signage, comment cards, updates to fact sheet/FAQs, and other support collateral for the public meeting. We anticipate that this meeting will be held at the City’s Corp Yard on Prado Road, and our team can assist with setting up the room and presentation display and can videotape the meeting for posting on City’s Prado Interchange website so that the information and ability to comment is inclusive of all audiences.
Verdin can also provide follow up public engagement database, secondary mailers, media outreach, additional press releases, and ongoing outreach and potential collaboration with other local organizations, including SLO Chamber, Bike SLO County, neighborhood groups (San Luis Ranch HOA, Rancho San Luis Mobile Estates), CAPSLO, business centers adjacent to project.
DELIVERABLES:
»Various Graphics and Facilitation Services (PDF)
Task 1.8.1. Advisory Body Assistance
Mark Thomas will prepare and attend up to four (4) committee or advisory group meetings; and lead up to eight (8) prep meeting. It is assumed that Mark Thomas will present project information at these advisory groups in coordination with the City. Mark Thomas will prepare and provide the presentation material.
Task 1.9. 50% Submittal From the Geometric Approval Drawings, the Mark Thomas Team will prepare the 50% plan package for submittal to the City/Caltrans. The 50% plans will be a complete plan package (sans details plans). The approach will be to build upon the GADs by adding plan information and additional details sheets until a complete, buildable, and biddable package is reached.
The 50% plan package shall be prepared in AutoCAD (using Civil 3D) to Caltrans and City format. The following is an estimated sheet count to demonstrate the extent of the level of effort.
PROJECT PLANS ESTIMATED NUMBER
OF SHEETS
LEAD
Title Sheet 1 MT
Index of Plans 1 MT
Typical Cross Sections 10 MT & WG
Key Map and Line Index 1 MT
Demolition PLans 2 MT & WG
Layouts 8 MT & WG
Profile and Superelevation 6 MT & WG
Drainage Plans and Profiles 16 MT & WG
Utility Plans 10 WG
Water Plans and Profiles 2 WG
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PROJECT PLANS ESTIMATED NUMBER
OF SHEETS
LEAD
Sewer Plans and Profiles 2 WG
Recycled Water Plans and Profiles 2 WG
Pavement Delineation Plans 10 MT & WG
Sign Plans 12 MT & WG
Landscaping Plans 7 WG
Electrical Plan 10 F&P
Structures Plans 20 MT
Total Estimated Plan Sheets 120
Task 1.9.1. Interchange and Roadway Design
Freeway and Interchange design plans will follow Caltrans plan format. Roadways outside of the State right of way will follow City plan format. Plans will include Typical Cross Sections, Layouts, Profile, and Superelevation plan sheets. Beyond the 50% plans, construction details will be prepared for sidewalks, monuments, traffic islands, intersection grading, median paving, curbs, etc.
Water Pollution Control Plans will be based on BMPs identified in the SWDR. Contour grading plans for embankment and basin work will be provided.
Drainage PlansCulverts, ditches, and inlets shall be shown on the drainage plans. Drainage systems shall be numbered, with letters assigned to individual drainage items on each system. Drainage profiles will be provided, followed by Drainage Details and Drainage Quantities. Beyond the 50% plans, the Mark Thomas Team will develop drainage detail and quantity sheets based on the drainage layout. Quantities will be listed in the Caltrans BEES format.
Utility PlansUtility Plans will show the disposition of private utility facilities during construction. It is intended for private utilities to be relocated before construction begins. In the event that private utilities need to relocate during construction, the plans will clearly call out proposed location of private utilities. Utility contact and high-risk pothole information will be provided.
Water, Recycled Water, and Sewer PlansProposed water pipelines shall be shown on the waterline plan and profile drawings. The plans will follow City plan format. The design will be coordinated with City Public Utilities Department. Horizontal location of water and recycled water lines will be called out relative to the construction line. Profiles will be provided followed by Cross Sections at the proposed appurtenances, Details, and Quantities.
Pavement Delineation and Sign PlansPavement delineation plans shall be prepared by the Mark Thomas team showing the final roadway striping layout for the project. These plans shall include permanent pavement delineation for Prado Road and its intersecting streets, US 101 and the ramp improvements, and Elks Lane. Sign plans shall be prepared by the Mark Thomas Team showing the final roadway signage layout for the project. These plans shall include the signing for Prado Road and its intersecting streets, US 101 and the ramp improvements, and Elks Lane.
Task 1.9.2. Electrical Plans
Traffic signal and Street Lighting will be shown on “E” sheets, with separate sheets, specifications, and pay items for City and Caltrans systems. Ramp metering will be planned, with conduit at roadway/ramp crossings incorporated into the construction plans.
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Fehr & Peers will prepare the photometrics lighting study for city lighting along Prado Road from the roundabout at Dalidio Drive to the new bridge west of Higuera Street and along the realigned portion of Elks Lane, ramp lighting at the US 101/Prado Road ramps and US 101/Madonna Road on-ramp. Street lighting analysis includes two-dimensional photometric analysis while three-dimensional lighting simulations are excluded. We will evaluate the intersection and roadway lighting photometrics per IES RP-8-22 for city roadways and per the July 2021 Caltrans Roadway Lighting Manual for Caltrans intersections and ramp merge areas. This scope assumes the City of San Luis Obispo will provide the streetlight and/or pedestrian light fixture and pole information for Prado Road and Elks Lane. Caltrans standard LEDs and poles will be used for the highway lighting.
Traffic Signals & Intersection Safety Lighting
Fehr & Peers will prepare the design of traffic signal and intersection safety lighting PS&E for the following intersections:
»Prado Road and US 101 Ramps
»Prado Road and Elks Lane
City Street Lighting
Fehr & Peers will prepare plans for street lighting at the following locations:
»Prado Road from the roundabout at Dalidio Drive to the new bridge west of Higuera Street
»Elks Lane from Prado Road to the conform point at the Sunset Drive-In driveway
Signal Interconnect
Fehr & Peers will prepare plans for signal interconnect cable at the following location:
»Prado Road from US 101 Ramps & Prado Road signal to Elks Lane & Prado Road signal
This scope assumes we will not need to connect the signal at Prado Road/Elks Lane to Prado Road/Higuera Street.
Highway Lighting
Fehr & Peers will prepare plans for ramp lighting at the following locations:
»Ramp lighting at Prado Road/ US 101 Northbound on-ramp
»Ramp lighting at Prado Road/ US 101 Northbound off-ramp
»Ramp lighting at US 101 on-ramp/Madonna Road
Microwave Vehicle Detection System (MVDS)
Fehr & Peers will prepare plans for the MVDS system modification at the following locations:
»250 feet north along the US 101N on-ramp (modification)
Task 1.9.3. Landscaping and Irrigation
Wallace Group will prepare planting and irrigation plans, details and notes. Planting Plans will provide plant schedule, planting types, sizes, quantities and locations. Irrigation plans will provide irrigation equipment types, layout and water demand calculations as required for landscape water efficiency ordinances and City review. Apexx will develop preliminary architectural drawings for piers, barriers, railings, and lighting.
Task 1.9.4. Structure Plans
Structure plans will be prepared in accordance with the Caltrans CAD Users Manual and Caltrans Plans Preparation Manual.
The unchecked structures plans will be submitted to Caltrans for oversight review for all bridges located within Caltrans right-of-way. For all structures, the unchecked structure plans will be submitted to the City for review.
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Structure Design Calculations
The bridge structures will be designed by a civil engineer registered in the State of California in accordance with the applicable provisions of the latest editions of the following Caltrans manuals:
»AASHTO LRFD Bridge Design Specifications w/ Caltrans Amendments
»Caltrans Seismic Design Criteria (SDC);
»Caltrans Bridge Memos to Designers; and
»Caltrans Bridge Design Aids
A complete structural analysis of the bridge structures will be performed using in-house structural analysis and design computer programs. A bound set of design calculations will be prepared for each bridge structure and submitted to the City and Caltrans for review during the 90% Submittal as indicated in the Deliverables noted within this scope of work.
Task 1.9.5. Cost Estimates
The Mark Thomas team will develop preliminary quantity calculations generated based on the 50% design. Relevant unit bid information will be acquired from recent City projects and the State’s “As-Bid” database and adjusted as needed to accurately represent anticipated project costs. The quantities and the cost estimate will be reviewed by an independent staff member prior to submittal to the Client.
DELIVERABLES:
»Draft 50% Plans (PDF, partial set to be included in whole)
Task 1.10. Supplemental Project Report
Task 1.10.1. Supplemental Project Report
Mark Thomas will prepare a Supplemental Project Report (PR). The PR will document the implemented design revisions of the project and will be developed in Draft and Final form for distribution, review and approval by the City and Caltrans. The PR will be prepared in conformance with Caltrans Project Development Procedures Manual guidelines and will include the supporting information (GADs, Traffic Studies, Cost Estimates, etc.) listed above.
Task 1.10.2. Supplemental TOAR Analysis (optional)
The Team is considering a new alternative that would reduce the cross section of Prado Road over US 101. This alternative was not previously studied as part of the approved Traffic Operations Analysis Report (TOAR) and would require a supplemental analysis for review and approval of the PDT. As part of the optional task, Fehr & Peers will complete a Synchro analysis that compares the operations of the existing geometry, the geometry for the preferred alternative presented in the Traffic Operations Analysis Report (TOAR), and the proposed new alternative using the Opening Year 2030 and Design Year 2050 volumes presented in the TOAR. This analysis will be completed for the study intersections along Prado Road, and freeway segments as requested by Caltrans. The results of this analysis will be presented in the brief technical memorandum. This scope assumes that we will have be provided the Synchro file to use for the analysis.
DELIVERABLES:
»Supplemental Project Report (Draft and Final)
»Supplemental TOAR (Draft and Final)
Task 1.11. Final Design Scoping Our team has produced a preliminary scope and budget for the three phases of the Prado Road interchange project to help the City budget for future phases in an approximate manner. At the end of Phase I, we anticipate refining the scope and budget for the following two phases as potential changes are defined during the initial phase.
DELIVERABLES:
»Update to Phase II Scoping and Budget (PDF)
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TASK 2. PS&E DEVELOPMENT (PHASE II):
Task 2.1. Project Management
Task 2.1.1. Management/Coordination
Mark Thomas will coordinate with the City and manage the project team. This includes preparing contract paperwork, memos, letters and emails, and making phone calls. Management activities also include the development and maintenance of a critical path method (CPM) design schedule and preparation of monthly invoices and progress reports. The schedule will be updated every six (6) months and as progress is made, with critical path activities clearly shown for team review purposes. The schedule and billings will be submitted in the form and in enough detail to track the project status and contract expenditures as outlined by the City at the beginning of the project. Phase 2 is anticipated to last approximately 18 months from Notice to Proceed.
This task will include ongoing general project coordination with subconsultants and Mark Thomas internal staff. This task will include preparing memos, letters, e-mail, and phone calls necessary to manage the project.
Task 2.1.2. Meetings
Mark Thomas will schedule, prepare for, and attend project team meetings with the City to share project information, make decisions, assign project tasks, and identify items critical to project delivery. Key team members will be present at each team meeting depending on the items to be discussed. Mark Thomas will prepare and distribute agendas prior to each meeting and prepare meeting minutes with action items within one week after the meeting. It is assumed that there will be up to fifteen virtual and 1 in-person City Council meeting; in-person meeting would be held at the City Council Chambers.
Task 2.1.3. Quality Control
The Mark Thomas Quality Control plan consists of established procedures for performing the work (which are reassessed with each project), including methods for design calculations, establishing appropriate levels of design development for intermediate submittals, identification of required plan checks (who, what, when), design checklists, and methods of project documentation. Mark Thomas will use their QA/QC manual as a guide to ensure the highest engineering quality possible.
The Mark Thomas project manager will be responsible for internal and external quality control measures (i.e. verifying sound design practices internally, and verifying that the subconsultants are using most recent information). Some of these measures are summarized as follows:
Internal Quality Control »Confirm approach for proposed alternatives (address movements? Valid design practice used? Safe and easily understood movements?)
»Check calculations (meet applicable design standards, ramp geometry, sight distance provided?)
»City standards in City Right of Way, Caltrans standards in Caltrans Right of Way?
»Profile and superelevation requirements met, including transitions?
»Number of lanes clear? Transitions shown?
»Design checklists completed?
External Quality Control »Do the assumptions in project description/technical studies match Mark Thomas design?
»Are geometric assumptions consistent?
A record of quality control reviews will be kept in a separate file for documentation/quality audit purposes.
Task 2.2. Grant Assistance Mark Thomas will update the grant memo for potential applicable grant application opportunities. Mark Thamos will prepare one (1) grant funding application for the City. Mark Thomas will prepare grant narrative responses and supporting graphics and maps. We will develop letter of support templates and coordinate with stakeholders to obtain signed letters. If needed, we will prepare a California Benefit/Cost Analysis model using the Caltrans-developed MS Excel tool.
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DELIVERABLES:
»Updated Grant Memo for potential applicable opportunities (PDF)
»One (1) grant funding application
Task 2.3. Utility Coordination /RelocationWallace Group will provide utility coordination and mapping services. As part of conducting utility mapping, the Mark Thomas team will determine horizontal location of existing utilities and prepare a list of those utilities which have a potential for physical conflicts with proposed improvements. Potholing will be conducted according to Caltrans Policy on High and Low Risk Underground Facilities Within Highway Rights of Way. Mark Thomas will retain a vacuum pothole company to positively identify the depths, material type, and size of known critical utilities. For budgeting purposes, 20 potholes have been assumed at $2,500 apiece.
Utility coordination services will be conducted in general conformance with Caltrans’ Local Assistance and Utility Relocation Manuals. The Mark Thomas team will follow the Utility A-B-C process.
Task 2.3.1. Utility A Letters
The Wallace Group team will use the utility database that is kept by 811 Dig Alert to determine/confirm the utilities within the project limits. Based on our experience working on the Prado Road Bridge Widening project, we know that the City owns and maintains a communication line, water, recycled water, sanitary sewer and storm drain facilities, and we anticipate coordinating with the following utility purveyors:
»Astound
»AT&T
»Charter Communications
»Lumen
»PG&E
»Phillips 66
»SoCal Gas
Our team will prepare ‘A’ letters informing the utility companies that there is a project proposed in the area. The letter will request utility atlas maps, available utility information documentation, any proposed improvements planned, and information and verification of easement or prior rights. Draft Utility ‘A’ letters will be prepared and provided to the City for review prior to our transmittal. The utility atlas maps and the topographic mapping will serve as a base map for a utility plan sheet. We will use an electronic tracking system that can be shared with the City indicating when the Utility ‘A’ letters were sent, who they were sent to, date of follow up, date of response, if they have facilities at the site, and any remarks. We will compile a matrix of existing utilities that will include:
»Utility Owner and contact information
»Utility type, size, material, estimated age (based on utility provider record information)
»Correspondence dates and details
»Apparent conflicts with the proposed construction and potential relocation options.
As part of this initial coordination phase, Wallace Group will coordinate and attend up to two in-person field meetings and up to two virtual meetings with up to 8 utility owners to confirm approximate alignment and location of facilities. Our team will take notes that will be used to update the utility base file and tracking spreadsheet.
Task 2.3.2. Utility “B” Letters/Conflict Mapping
Utility atlas maps are often 2D only and schematic, lacking precision and detail. We will best fit the utility atlas maps into our AutoCAD base files using topographic features. During the development of the design, potential conflicts between the proposed design and the existing utilities will be identified. Wallace Group will develop pothole exhibits for the City to contract separately with an underground contractor to provide potholing services. We will provide one overall exhibit showing the locations and close up sheets showing three reference points for each pothole that could be used
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to triangulate the location of the final pothole locations. We have assumed up to 30 pothole locations may be needed for budgeting purposes. We have had success on recent projects by having our survey team stake pothole locations as well as reference points from which the underground contractor can record horizontal locations and vertical depths for the encountered utilities. If this service is desired by the City, we will work with the team to coordinate these services at an additional cost. Following the potholing results, Wallace Group will update the utility base map, utility plan sheets and tracking spreadsheet.
After the Draft 65% P&E and before the Draft 90% PS&E milestones, Wallace Group will prepare draft “B” Letters (also known as “Notice to Owners”) for the City to review. These letters serve to inform affected utility owners of known/identified conflict locations of their utility facilities with the proposed project. Wallace Group will work with the City to coordinate and attend up to five (5) meetings with each of up to eight (8) utility owners to discuss impacts on their facilities and discuss potential relocation strategies. We will provide notes and updated coordination exhibits to aid in the discussions and document decisions.
Task 2.3.3. Underground District
The City is seeking to create an undergrounding district to relocate all overhead utilities in the project area, with the exception of the large PG&E transmission lines. Based on our experience with the Prado Road Bridge Widening project, we anticipate the following process:
1. Draft of a proposed undergrounding ordinance. Wallace Group will develop an exhibit of the limits for the undergrounding ordinance which will encompass the project limits of Prado Road west of US 101 and conform with the limits set by the bridge widening project on the east side of State R/W. Note that we anticipate that Mark Thomas will provide monument data, right of way delineation, and PTRs as needed. Once the limits of the ordinance have been reviewed and confirmed by the City, Wallace Group will develop up to two legal descriptions to support the ordinance and a Letter of Engineering Necessity highlighting the difficultly of relocation and benefits of undergrounding. We anticipate one round of City review prior to submitting signed final versions.
2. The City will provide notice to neighborhoods affected by this proposal.
3. The City will hold a public meeting to inform the public of the proposal.
4. The ordinance will be presented at a City Council Meeting for the 1st Public Hearing.
5. The ordinance will be approved at a second City Council Meeting (2nd hearing of ordinance).
6. Initiate coordination with PG&E and other affected utility owners to initiate undergrounding design.
We anticipate coordinating with PG&E prior to the other affected utility owners, since they tend to lead the process. In addition to the meetings in the prior task, Wallace Group will meet with PG&E to discuss the specifics of their relocation and undergrounding to identify limits of joint trenching and locations of temporary and permanent structures. Once PG&E’s design has been established, our team will coordinate a large group meeting with the City, PG&E, Astound, AT&T, Charter, and Lumen to discuss their undergrounding needs. We anticipate up to three meetings with the full undergrounding team. It’s anticipated that the City’s Contractor will install the joint trench ducts, vaults, and concrete pads, and the private utility companies will run their lines through the ducts and install their above-ground facilities on the provided concrete pads. Wallace Group will develop composite joint trench plans and spreadsheet for tracking number and size of conduits. We will also assist in determining right of way needs for the utility undergrounding, appraisal and acquisition services will be provided by others.
Task 2.3.4. Utility Agreement (“C” Letters)/Notice to Owners
During the Draft Final 90% PS&E design phase and after appropriate parties have agreed on a relocation plan, we will work with the City to help send the utility companies a “C” letter, which is a Utility Agreement. The Utility Agreement will spell out each party’s responsibilities for utility relocation, such as timing of relocation and payment for the relocation. Wallace Group will provide the City with draft final “C” letters and assist the City with this coordination; however it is anticipated that affected utility facility owners will provide utility agreements to the City for their review and action directly and we will assist in the review of those documents with the City. Our team will also provide assistance to the City with necessary Caltrans forms and agreements.
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DELIVERABLES:
»“A” letters (PDF)
»Pothole Exhibits (PDF)
»“B” letters (PDF)
»Draft and Final Undergrounding Ordinance Limits Exhibit (PDF)
»2- Draft and Final Undergrounding Legal Description (PDF)
»Draft and Final Undergrounding Letter of Engineering Necessity (PDF)
»Draft Undergrounding and Composite Joint Trench Exhibits (PDF)
»Draft “C” letters (PDF)
»Utility tracking matrix (Excel, ongoing)
Task 2.4. ROW Coordination
Task 2.4.1. ROW Engineering
Task 2.4.1.1. Pre-Construction Record of Survey
Based on the field evidence collected and the Right of Way resolved for design use, Mark Thomas will plot the right of way lines on a Record of Survey to be filed with the San Luis Obispo County Surveyor. It is assumed the ROS will undergo one review with the County Surveyor and one with Caltrans. The Record of Survey will show the resolved right of way/property lines and collected evidence used to determine location of those lines. No monuments will be set as part of this scope. Once the map is reviewed by the County Surveyor, Mark Thomas will address the comments provided and resubmitted to the County for filing. Addressing one round of comments is included in this scope of work. It is assumed that this Record of Survey will be reviewed and filed with the county at no additional cost to Mark Thomas. It is also assumed that a Post-Construction Record of Survey will not be required.
Task 2.4.1.2. Appraisal Exhibits
Mark Thomas has developed a method utilizing ArcMAP GIS software to compile a database of ownership and areas for potential acquisition as well as creating an Appraisal Exhibit of the proposed acquisitions overlaid on aerial photos. These Appraisal Exhibits will allow the appraisers and land agents to enter the field and begin discussions with potentially impacted landowners.
It is assumed that Appraisal Exhibits will be started upon NTP and receipt of preliminary design lines. Exhibits will be based on approximate property information (from County GIS) and preliminary design and are not precise calculations. The exhibits will be an 11x17 color pdf with an aerial photo as the background generally showing one existing ownership per sheet if scale allows. Existing and proposed lines will be shown without annotation and type and area of acquisition will be tabulated on each parcel.
This effort will parallel field surveys to support boundary analysis. Once owner negotiations and right of way needs are fully defined, Mark Thomas will use that data with the surveyed boundary to complete precise plats and descriptions. Appraisal Exhibits will not be updated.
Task 2.4.1.3. Legal Description and Plats
The Mark Thomas Team will prepare up to ten (10) 8.5”x11” plats and legal descriptions to support permanent boundary acquisitions and temporary construction easements as identified in the Appraisal Exhibit task. Addressing one round of comments is included in this scope of work.
DELIVERABLES:
»Pre-Construction Record of Survey (PDF)
»Appraisal Exhibits (PDF)
»Legal Descriptions and Plats (Up to 10 PDF)
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Task 2.4.2. ROW Appraisals and Acquisition
Task 2.4.2.1. Appraisals
Hamner, Jewell & Associates will provide Preliminary Title Reports for each property impacted by the project. Once we receive the project plans, project area calculations, legal descriptions and plat map exhibits, we will order appraisal work for each property impacted by the project. Due to the general value of commercial land in the area and the proposed impacts, we believe we will need to obtain appraisals and appraisal reviews for each property requiring purchase of ROW. If any of the required areas fall under the expected value of $10,000 once we receive final project plans and area calculations, then we can certainly conduct a waiver valuation to value those non-complex acquisitions to save on project time and budget.
Task 2.4.2.2. Acquisitions
Once the appraisal process is complete, appraisals are reviewed and pre-approved by the City, and review appraisals done per federal guidelines, we would then prepare offer packages for each owner that will include an offer letter, Appraisal Summary Statement, proposed Right of Way Agreement, and Deed. These documents would be presented to you for your review and pre-approval prior to presenting offers to property owners. After offer presentation, we would pursue agreements with each owner to finalize the right of way transfers. For any purchase efforts that do not culminate in mutually acceptable amicable agreements, we could coordinate with the City Attorney’s office in conjunction with any required Necessity Hearing scheduling. For those on which we are able to reach final agreements, we would process all documents for necessary approvals and coordinate escrows, title insurance, and closings. It is always our goal to reach cooperative agreements in lieu of eminent domain litigation on the City’s behalf. We have a great track record of successfully reaching agreements on the agency’s behalf, minimizing or eliminating the need for eminent domain action.
All of our work is conducted in accordance with State and Federal Standards and in conformance with Caltrans requirements. This proposal assumes that no relocation assistance will be required and that any impacts to commercial buildings will be avoided through the design.
Hamner, Jewell & Associates will provide support to the City and the project team in completing the right of way acquisition and relocation assistance portions of the Right of Way Certification. We will be sure to identify the desired date of certification early in the project to ensure all needed rights are acquired within the desired timeline to ensure construction can be started on schedule.
Based on the project design there are significant ROW need on APN 053-153-009 (Formerly 067-121-022) owned by Mi San Luis Ranch LLC and the City Corporation Yard located at APN 053-051-045. We understand that both of these properties are likely to dedicate the right of way needed for this project. In the event that our assistance is needed, we can assist with any additional valuation needs for these properties, and prepare any dedication deeds or Caltrans Director’s Deeds that may be needed on these properties. It is assumed that the City will handle most of the coordination for any necessary reconfiguration of the City Corporation yard internally, however we will be available to assist in the event that valuation or personal property relocation assistance for this yard becomes necessary.
Task 2.5. 65% PS&E Package
Task 2.5.1. 65% Plans
After the 50% plans are prepared, detailed project design can begin. The PS&E package will be submitted at the 65%, 90%, and 100% stages of completion for review. A Bid package will be submitted for approvals. The intent of the intermediate submittals is to define the project for review by City and Caltrans staff, and to allow for major comments prior to investment of significant design effort in design details.
Crawford will provide consultation on geotechnical topics and perform a geotechnical review of the preliminary plans (65% or 90%) and 100%) plans/specifications insofar as the rely upon the geotechnical recommendations and provide comments to the design team.
The following plan sheets will comprise the final plan package:
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PROJECT PLANS ESTIMATED NUMBER
OF SHEETS
LEAD
Title Sheet 1 MT
Index of Plans 1 MT
Typical Cross Sections 10 MT & WG
Key Map and Line Index 1 MT
Project Control 1 MT
Demolition Plans 4 MT & WG
Layouts 8 MT & WG
Profile and Superelevation 6 MT & WG
Construction Details 17 MT & WG
Contour Grading 6 MT
Temporary Water Pollution Control 10 MT
Drainage Plans, Profiles, Quantities and Details 23 MT & WG
Utility Plans 10 WG
Water Plans, Profiles, and Details 4 WG
Sewer Plans, Profiles, and Details 4 WG
Recycled Water Plans, Profiles, and Details 4 WG
Construction Area Signs 1 MT
Motorist Information Plan & Quantities 4 MT
Stage Construction - Index Sheets and Plans 4 MT
Traffic Handling Plans, Details & Quantities 40 MNS
Pavement Delineation Plans, Quantities and Details 13 MT & WG
Sign Plans, Quantities and Details 18 MT & WG
Summary of Quantities 5 MT
Landscaping Plans 7 WG
Irrigation Plans, Details, & Quantities 5 WG
Erosion Control Plans and Quantities 10 MT & WG
Electrical Plan 20 F&P
Structures Plans 145 MT
Total Estimated Plan Sheets 382
Task 2.5.2. Review 50% Comments
The Mark Thomas team will review the 50% review comments and reconcile comments as needed with the reviewer prior to proceeding with the preparation of the 65% plans.
Task 2.5.3. Update Roadway Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 50% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Mark Thomas will attend the Caltrans Safety Review meeting at the 65% stage.
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Task 2.5.4. Update Planting and Irrigation Plans
After reconciling any conflicting comments, Wallace Group will make the requested changes to the project plans based on the 50% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.5.5. Update Electrical Plans
After reconciling any conflicting comments, Fehr & Peers will make the requested changes to the project plans based on the 50% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.5.6. Update Structure Plans
The Mark Thomas team will prepare Special Provisions for inclusion within the contract documents. The Specifications will strike-out and underlined versions of the special provisions (SSPs) for 65% and edited for 90% and 100%. The SSPs will follow Caltrans 2023 Standard Special Provisions and Standard Plans. It is assumed that the City will provide the General Provisions to be included in the specification package; Mark Thomas will review and update references as appropriate for use of the Caltrans specials (i.e. establish hierarchy for which documents take precedence, coordination of bonding and insurance requirements, etc).
Task 2.5.7. Project Specifications
The Mark Thomas team will prepare Special Provisions for inclusion within the contract documents. The Specifications will strike-out and underlined versions of the special provisions (SSPs) for 65% and edited for 95% and 100%. The SSPs will follow Caltrans 2023 Standard Special Provisions and Standard Plans. It is assumed that the City will provide the General Provisions to be included in the specification package; Mark Thomas will review and update references as appropriate for use of the Caltrans specials (i.e. establish hierarchy for which documents take precedence, coordination of bonding and insurance requirements, etc).
Task 2.5.8. Construction Cost Estimate
Mark Thomas will prepare an updated itemized engineer’s estimate for the 65%, 90%, 100%, and final stages for the project. The format will be similar to the Caltrans BEES format. The unit costs will be determined by reviewing similar recent project bid summaries, the most current Caltrans Contract Cost Data book, the California Highway Construction Cost Index information, and the Caltrans ESC site.
Task 2.5.9. Preliminary General Cross Sections
Mark Thomas will use AutoCAD Civil 3D to develop preliminary general cross sections for the new interchange and ramps, Prado Road, and Elks Lane and will be placed on a grid showing the existing ground, subgrade and finished surface. The cross sections will be used to determine the proposed right of way locations. The cross sections will developed at approximately 50 foot intervals.
DELIVERABLES:
»Plans (PDF)
»Special Provisions (PDF)
»Cost Estimate (PDF)
»Cross Sections @ 50-foot intervals for 50% and updated for the 65%, 90%, and 100% (PDF)
Task 2.6. Final Aesthetic DevelopmentApexx will develop the final aesthetics package and update the visualizations using the selected concept. Apexx will attend up to 3 meetings with the City and Caltrans staff to review the details. Apexx will submit a final aesthetics package showing renderings, details, and feedback to comments from City/Caltrans staff.
DELIVERABLES:
»Final Aesthetics Package (PDF)
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Task 2.7. 90% PS&E PackageThis submittal represents complete final plans that will be included in the biddable plan package. Major design features have been reviewed; however, because of the review comments received for the 65% submittal there may be some plan details that will be submitted for the first time. From this point all minor “clean-up” revisions will occur. The plans are at the level ready for a detailed quality control check and ready for the utility companies to begin relocation design (“B” Plans).
Mark Thomas will perform a site review with plans-in-hand to assess constructability of the project prior to submittal of the PS&E package. Mark Thomas will perform, with a senior engineer, an in-house quality control check of the product.
For all structures, Mark Thomas will perform an independent design check in conformance with Caltrans bridge design procedures. The independent check will be completed by an engineer who was not involved in the original design of the structure. Calculations will be performed to check the bridge layouts and structural integrity. Upon completion of the independent check, discrepancies between the designer and checker will be reconciled and plans updated. Using the final structure plans, the quantities and cost estimate will be updated and finalized and will be checked. Mark Thomas will also develop a set of structure special provisions based on the Caltrans Standard Special Provisions (SSPs) and any project-specific requirements.
Task 2.7.1. Review 65% Comments
The Mark Thomas team will review the 65% review comments and reconcile comments as needed with the reviewer prior to proceeding with the preparation of the 90% plans.
Task 2.7.2. Update Roadway Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 65% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans. Mark Thomas will attend the Caltrans Constructability Review Meeting at the 90% stage.
Task 2.7.3. Update Planting and Irrigation Plans
After reconciling any conflicting comments, Wallace Group will make the requested changes to the project plans based on the 65% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.7.4. Update Electrical Plans
After reconciling any conflicting comments, Fehr & Peers will make the requested changes to the project plans based on the 65% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.7.5. Update Structure Plans
This submittal represents the complete checked plans, ready for review for bidding purposes. This phase essentially develops plans and specifications to 90% completion.
Mark Thomas will perform structure independent design checks on the bridges following standard Caltrans practice, which involves having a registered professional engineer who is independent from the project check the structure design, plan preparation, and quantity estimates. Differences in the calculations will be reconciled before the 90% plans are submitted to the City and Caltrans for review and approval. A bound set of design and independent design calculations will be prepared and submitted as part of the 90% submittal package.
Upon completion of the independent check, Mark Thomas will prepare design and independent check quantity calculations, which will be reconciled in accordance with Caltrans Bridge Design Aids Section 11 “Estimating.” From these quantity calculations, Mark Thomas will prepare an Engineers Estimate. Construction costs for the estimate will be developed using current bid results from similar projects, Caltrans data base information and from Caltrans latest Construction Cost Manual. All estimates shall be done in Caltrans BEES format using MS Excel.
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Also at this time, Mark Thomas will prepare a set of Structure Special Provisions used to augment Caltrans Standard Specifications.
Task 2.7.6. Project Specifications
The Mark Thomas team update the Special Provisions from comments received for inclusion within the contract documents.
Task 2.7.7. Construction Cost Estimate
Mark Thomas will update the itemized engineer’s estimate based on comments received.
Task 2.7.8. Independent Constructability Review (Roadway)
Following 90% submittals, Mark Thomas will follow standard Caltrans practice which involves having a registered professional engineer who is independent from the project to conduct an independent constructability review of the project plan set. This will consist of a review of all proposed improvements relative to potential utility and right of way conflicts. The review will also consist of identification of the construction schedule and total number of working days for the project, with a focus on areas of potential cost savings.
DELIVERABLES:
»Plans (PDF)
»Special Provisions (PDF)
»Cost Estimate (PDF)
Task 2.8. 100% PS&E Submittal
Task 2.8.1. Review 90% Comments
The Mark Thomas team will review the 90% review comments and reconcile comments as needed with the reviewer prior to proceeding with the preparation of the 90% plans.
Task 2.8.2. Update Roadway Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 90% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Mark Thomas will attend the Caltrans Constructability Review Meeting at the 90% stage.
Task 2.8.3. Update Planting and Irrigation Plans
After reconciling any conflicting comments, Wallace Group will make the requested changes to the project plans based on the 90% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.8.4. Update Electrical Plans
After reconciling any conflicting comments, Fehr & Peers will make the requested changes to the project plans based on the 90% review comments. A comment resolution table will be prepared that documents all the comments received and responses given. Quality Control reviews will be performed before submittals to the City and Caltrans.
Task 2.8.5. Update Structure Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 90% review comments. A comment resolution table will be prepared that documents all the comments received and responses given.
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Task 2.8.6. Project Specifications
The Mark Thomas team update the Special Provisions from comments received for inclusion within the contract documents.
Task 2.8.7. Construction Cost Estimate
Mark Thomas will update the itemized engineer’s estimate based on comments received.
Task 2.8.8. Independent Biddability Review
Following the 100% submittal, Mark Thomas will follow standard Caltrans practice which involves having a registered professional engineer who is independent from the project to conduct an independent biddability review of the project plans and specifications. This will consist of review the plans and specifications to identify areas of potential claims so that they can be rectified prior to project advertisement approval.
DELIVERABLES:
»Plans (PDF)
»Special Provisions (PDF)
»Cost Estimate (PDF)
Task 2.9. Final PS&E Submittal
Task 2.9.1. Review 100% Comments
The Mark Thomas team will review the 100% review comments and reconcile comments as needed with the reviewer prior to proceeding with the preparation of the final plans.
Task 2.9.2. Final Roadway Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 100% review comments. A comment resolution table will be prepared that documents all the comments received and responses given.
Task 2.9.3. Final Structure Plans
After reconciling any conflicting comments, Mark Thomas will make the requested changes to the project plans based on the 100% review comments. A comment resolution table will be prepared that documents all the comments received and responses given.
Task 2.9.4. Final Project Specifications
The Mark Thomas team update the Special Provisions from comments received for inclusion within the contract documents.
Special provisions shall consist of revised Caltrans Special Provisions, with new specials and inserts clearly marked. A final BEES listing shall be included, with appropriate SSP referenced adjacent to the contract item. Stricken text will be hidden with the final specifications.
Task 2.9.5. Construction Cost Estimate
Mark Thomas will update the itemized engineer’s estimate based on comments received and shall prepare the final itemized engineer’s estimate for the Final Bid submittal. The format shall be similar to the Caltrans BEES format. The unit costs shall be determined by reviewing similar recent project bid summaries, the most current Caltrans Contract Cost Data book, the California Highway Construction Cost Index information, and the Caltrans Engineering Service Center site.
Task 2.9.6. Prepare Final PS&E Submittal
Under this task, the final round of comments will be addressed followed by final plotting and compilation of the bid documents. The Special Provisions will be edited into their final format to include the bid quantities, proposal and contract.
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DELIVERABLES:
»Plans (PDF)
»Special Provisions (PDF)
»Cost Estimate (PDF)
Task 2.10. Advisory Body AssistanceMark Thomas will prepare and attend up to four (4) committee or advisory group meetings; and lead up to eight (8) prep meeting. It is assumed that Mark Thomas will present project information at these advisory groups in coordination with the City. Mark Thomas will prepare and provide the presentation material.
Task 2.11. Public Outreach In this phase, the Verdin team will ensure all information is updated and communication with the public continues to be consistent and transparent, as defined by the approved Communications Plan. Estimate includes:
»Updates to Fact Sheet and FAQs based on completion of Phase I
»Continued monthly updates to project website (based on 12 updates)
»Ongoing community updates:
–Email updates to City database (segmented to those who have opted in for Prado Interchange updates, if possible); based on four updates in this phase
–Ongoing updates to media; based on four updates in this phase
»Seven additional press releases are included to coincide with planned events, and coordination/support at these events, and to communicate project milestones or unplanned eventualities. Also includes media outreach and story generation, when appropriate.
»Continued ongoing outreach and potential collaboration with other local organizations, including SLO Chamber, Bike SLO County, neighborhood groups (San Luis Ranch HOA, Rancho San Luis Mobile Estates), CAPSLO, business centers adjacent to project.
»Final report recapping all activities over the past two phases.
Task 2.12. Public Meeting Verdin will announce, coordinate and facilitate one public meeting. This includes:
»One press release and media outreach to get coverage before and after public meeting
»Utilizing the City’s email program, send a branded email to residents and businesses
»One mailer to all residents and businesses within the same area as Phase I public meeting, plus any additional addresses gathered from public comment cards, website inquiries, etc.
»Update signage, comment cards, and other support collateral if needed. Printing not included.
»Presentation and display coordination for the Meeting (production/printing costs not included)
»Coordination and facilitation of one public meeting (recommended to be held at City Corp Yard on Prado Rd.)
»Possible videotaping of meeting for posting on City’s Prado Interchange website to ensure information and ability to comment is inclusive of all audiences
»Follow up meeting report with summary of public engagement and comments/questions, and database creation for future outreach
»Second mailer in scope to be either:
–Specific to businesses in the affected area (rather than having one mailer go to residents and businesses/organizations); if this second mailer is developed, a business-focused Fact Sheet will also be produced as a leave-behind for business visits conducted by City/PM. Printing and mailing costs are not included.
–Recap and link to view meeting (if videotaped) sent to same audience that received public meeting announcement mailer. Printing and mailing costs are not included.
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Task 2.13. Environmental PermittingRincon will take the lead in assisting Mark Thomas and the City to obtain necessary permits for the project. Rincon will prepare draft permit applications/notifications including supporting graphics and technical write-ups, attend agency meetings, as required, prepare meeting materials, and provide general regulatory and technical advice.
Rincon assumes that the following permits will be required for this project: LSAA from CDFW and WDRs Permit from RWQCB. Depending on the project design, other possible permits necessary may include a Nationwide Permit (NWP) from the United States Army Corps of Engineers and filing notification of the project with the RWQCB or submittal of an application for Water Quality Certification if the applicable NWP is not pre-certified. This may also trigger the need for federal Endangered Species Act consultations with the United States Fish and Wildlife Service and/or National Marine Fisheries Service. At this time, however, we assume that all work would occur outside federal jurisdiction.
DELIVERABLES:
»Completed permit application forms and exhibits as noted above (i.e., LSAA notification and WDRs Permit application).
»Meeting(s) minutes with regulatory agencies, Mark Thomas, and/or the City.
»Notes from follow-up agency contacts regarding the application/notification.
»Additional data or clarifications in response to agency requests.
Task 2.14. Next StepsOur team has produced a preliminary scope and budget for the three phases of the Prado Road interchange project to help the City budget for future phases in an approximate manner. At the end of Phase II, we anticipate refining the scope and budget for the last project phase as potential changes are defined.
DELIVERABLES:
»Update to Phase III Scoping and Budget (PDF)
TASK 3. BID ADVERTISEMENT AND AWARD PHASE
ADMINISTRATION – PHASE III
Task 3.1. Advertising Preparation Mark Thomas will assist the City prepare the project for advertisement with the following tasks:
Task 3.1.1. Update General Cross Sections
Final cross sections will be developed at 1”=10’ scale for the new interchange and ramps, Prado Road and Elks Lane and will be placed on a grid showing the existing ground, subgrade and finished surface. The conform elevation will be plotted on the cross sections. The cross sections will be created every 50 feet. The general cross sections will not be part of the plan package; but will be available for contractors upon request.
Task 3.1.2. Electronic Submittals
Mark Thomas will package and submit AutoCAD files to the City and Caltrans. Conversion to Microstation is not included in this scope.
Task 3.1.3. Survey File
Mark Thomas will prepare a survey file for the construction management firm’s Resident Engineer (RE). The survey file will include control diagrams used to establish field control. As part of the Survey File, Mark Thomas will develop instructions and information for performing the field survey. A field package will be assembled using the information obtained from the research together with other complied and computed information. The field package will contain the necessary information to complete the survey request. A typical field package may include copies of maps, location and description of existing control monuments, permits and right of entries where required.
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Task 3.1.4. RE Pending File
Mark Thomas will prepare the RE Pending File for the project. This task includes assembling all design documents that will facilitate the construction activities. File will include list of project contacts, memos to Resident Engineer, Quantity Calculations for use in releasing progress payments, utility agreements, permits, right of way contracts, and copies of relevant reports.
DELIVERABLES:
»General Cross Sections (PDF)
»AutoCAD files (PDF)
»Survey File (PDF)
»RE Pending File (PDF)
Task 3.2. Bid and Award Phase AssistanceThe City will advertise the project for bidding and distribute the plans to prospective bidders. The City’s project manager will be the designated person to receive contractor inquiries. Mark Thomas will assist the City as requested during bidding. The work may include answering questions, providing interpretation of the construction documents, and assisting in preparation of addenda to the PS&E during the advertisement period. Mark Thomas has included a fee for this task; however, the level of work effort will depend on the contractor and the RE for the project. Work performed beyond the budget for this task will be performed on a time and materials basis; authorization will be requested prior to performing additional services beyond the approved budget.
Task 3.3. Construction Phase Design SupportThe Mark Thomas team will be available to assist the City to provide construction support services, which will include attending a pre-construction meeting, submittal review, responding to contractor generated RFI’s, answering the City’s Resident Engineer (RE) questions, periodic site visits, etc.
This task assumes that the City will hire a Construction Management (CM) firm with qualifications that include past experience building structures projects on State facilities. The CM will be responsible for managing the project through construction overseeing the Contractor and day-to-day construction activities.
Mark Thomas will provide as-needed construction support engineering services to the City in support of the construction. The services to be provided may include the following:
Pre-Construction Meeting and Field MeetingsMark Thomas will attend a pre-construction meeting and field meetings as requested by the City.
Respond to Request of Information (RFI’S)Mark Thomas will provide response to contractor’s requests for information (RFI’s) in regard to the plans and specifications that are forwarded to Mark Thomas by the City. This task includes conferring with the Project Partners’ Project Manager and/or Resident Engineer regarding RFI’s and other general field questions or plan clarifications as appropriate. We’ve budgeted responses to 40 RFI’s.
Shop Drawing ReviewMark Thomas will review shop drawings for conformance with the plans and specifications and make recommendations for acceptance, denial, or resubmittal.
Construction Revisions and Change OrdersMark Thomas will provide engineering services for revisions to construction documents resulting from changed field conditions or other design changes initiated during construction of the Project. Subsequent Change Order documentation and processing will be prepared by the City’s Project Manager and/or Resident Engineer and is not included in this scope of work. We’ve budgeted for the preparation of 20 plan revisions.
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COST CONTROL AND BUDGETING
METHODOLOGY
Budget ControlBudgeting and cost control is a key element in delivering a successful project. We are able to control our design costs by laying out a detailed list of project tasks and allocating specific staff hours and budgets to each task, allowing the project manager to quickly and easily address any potential cost issues. An effective graphical tool that we use to keep the project on track graphs the programmed budget against the actual budget. We also use regular project meetings as a part of the management approach. By holding regularly scheduled meetings we are able to keep our client and other local jurisdictions fully invested in the project and keep them informed of any design issues, project progress, and other items that are of concern or need attention. Critical Path Method (CPM) scheduling is another vital piece of Mark Thomas’ management plan. Identifying critical path items in the schedule helps keep everyone focused and allows all members of the team to see where they fit into the overall project path.
Cost EstimatingWhen it comes to the project cost, we use a cost trending technique to analyze the project’s construction cost. This allows us to adapt the estimate in real time to the ever changing bidding environment and suggest cost saving solutions if the total project cost increases. Accurate cost estimating is critical to applying for the appropriate amount of funding to ensure the City has adequate funds to construct the project. We develop an accurate preliminary construction cost estimate by:
»Having the experience to understand what elements are required for a successful project,
»Spending the time to focus on “big ticket items” to develop accurate unit costs, and
»Using tools such as “Crystal Ball” that provide the best chance to capture cost trends in the marketplace.
ExperienceThrough our many years of experience with interchange projects, we understand what elements are included for a successful project.
Spend Time on “Big Ticket Items”
The pie chart to the right is a breakdown of the project’s capital cost. 89% of the estimated project cost is made up of two items, Structures and Right of Way.
Our experience on past interchange projects has shown that the biggest “bang for the buck” during value engineering always include these items. Mark Thomas will account for all items that would affect the cost estimate; however, these top two items have a significant impact on the project and would need special attention. For example, 84% of the project cost is due to the structures costs; minimizing the structure cost will substantially affect the overall project cost.
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Using Tools That Have the Best Chance of Capturing Changes in the Marketplace
Mark Thomas uses the “Crystal Ball” program to perform Monte Carlo simulations of construction prices. This software allows analysis of the primary cost risk drivers during the estimating process by simulating the uncertainty in each cost line item, which helps you to understand the probability that project funding will be adequate for project delivery and which cost items have the greatest potential to drive project cost.
We have successfully used this technology on previous projects. This is the same approach that FHWA uses on major construction projects to verify that project funding is in line with the range of the most probable construction values. Caltrans uses a similar approach for large, multi-phase projects.
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SCHEDULE
We have included a Microsoft Project schedule, as shown on the next page, for this project that shows NTP in October, 2024 with Phase 1: Value Analysis completed by June 2025, Phase 2: PS&E Development beginning June 2025 and the project will be Ready to List by December 2026, and funding dependent, Phase 3: Construction Administration beginning December 2026 and construction beginning in the Spring of 2027. In total, we anticipate a 24-month duration for design. The critical path for this project follows these tasks:
»Phase 1: Value Analysis
–Value Engineering
–Structure Type Selection
–Utility Conflict Mapping/Coordination
»Phase 2: PS&E Development
–65% PS&E
»Phase 3: Construction Administration
Note that the Value Engineering, Utility Coordination, and Plan Production can all become critical path and it will be important to closely monitor them. Our project manager, Ed Noriega, uses the overall schedule as a guide, but prepares 2-month look ahead schedules to discuss at PDT meetings, to make sure everyone is aware and focused on the next big milestone.
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CONFLICT OF INTEREST
Mark Thomas does not have any financial, business, or other relationship with the City of San Luis Obispo that would have an impact upon the outcome of the contract. We do not foresee any of our client having a financial interest in the outcome of this contract or any other construction project that may follow. Specifically, Mark Thomas does not have any financial interest or relationship with the owner or developer that may have future improvements or development projects with the City of San Luis Obispo.
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LOCAL PRESENCE
Mark Thomas has the ability to establish an office within the County. In addition, our team includes local San Luis Obispo firms - Wallace Group, Hamner-Jewell, Verdin Marketing, and Appex Architecture.
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REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the
present business name: _________
Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services
included with the scope of the specifications. Attach additional pages if required. The City reserves the right to
contact each of the references listed for additional information regarding your firm's qualifications.
Reference No. 1
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
50+
Caltrans District 5
Scott Eades
(805) 549-3161; scott.eades@dot.ca.gov
50 Higuera Street
San Luis Obispo, CA 93401
2015-Ongoing
$26 Million (combined)
US 101 HOV & Rehabilitation Project Mark Thomas is completing PS&E for HOV widening and pavement rehabilitation of US 101, from the Cabrillo Boulevard Interchange to the Padaro Lane Interchange, a total of 6 miles. We are working with Caltrans, including coordinating with Caltrans staff preparing design for their adjacent segment and Caltrans staff providing corridor-wide services such as geotechnical engineering and surveying.
Currently in construction. On time and within budget.
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Reference No. 2
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Reference No. 3
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Santa Cruz Country Regional Transportation Commission
Sarah Christensen
(831) 460-3204; schristensen@sccrtc.org
1101 Pacific Avenue, Suite 250
Santa Cruz, CA
2019-Ongoing
$17 Million (combined 3 segments)
Highway 1 Auxiliary Lanes (41st & Soquel, Bay/Porter & State Park, State Park & Freedom) Mark Thomas is providing design services for the Highway 1 Auxiliary Lanes project. This project is broken down to three segments - from 41st to Soquel, Bay/Porter to State Park, and State Park to Freedom. The project includes new auxiliary lanes, bike and pedestrian overcrossing, coastal rail trail, and bus-on-shoulder lanes. We also provided grant application support.
41st & Soquel and Bay/Porter & State Park segments are both in construction. State Park & Freedom are in final design. On time and within budget.
City of Fresno
Randall Morrison
(559) 621-8811; randall.morrison@fresno.gov
2600 Fresno Street, Room 4016
Fresno, CA 93721
2010-Ongoing
$8.7 Million
SR 99/Veterans Boulevard Interchange and Extension Mark Thomas prepared the PA&ED and PS&E for the SR 99/Veterans Boulevard Interchange and Extension. The project constructed a new roadway and bicycle and pedestrian facilities that accommodates future development and circulation needs in Northwest Fresno. The project includes the construction of a new interchange on SR 99 and a 2.5-mile long six-lane corridor from Shaw Avenue to Herndon Avenue.
Project is constructed. On time and within budget.
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BIDDERS ACKNOWLEDGMENT FORN
Prado Interchange PS&E Services Page 25 of 28
Section E
PROPOSAL SUBMITTAL FORMS
ACKNOWLEDGEMENT
The undersigned declares that she or he:
▪ Has carefully examined Specification No. 2091613-02
▪ Is thoroughly familiar with its content.
▪ Is authorized to represent the proposing firm; and
▪ Agrees to perform the work as set forth in the specification and this proposal.
Firm Name and Address:
Contact Name:
Email:
Fax: Phone:
Signature of Authorized Representative:
Date:
INSURANCE CERTIFICATE
Insurance Company’s A.M. Best Rating
Certificate of insurance attached
Mark Thomas & Company, Inc.
7571 North Remington Avenue, Suite 102, Fresno, CA 93711
Ed Noriega
enoriega@markthomas.com (530) 848-1222
July 25, 2024
Zach Siviglia, President
P
A+
N/A
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo
CERTIFICATE OF INSURANCE
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo
STATEMENT OF PAST DISQUALIFICATIONS
X
STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The Consultant shall state whether it or any of its officers or employees who have a proprietary interest in it, has
ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local
government project because of the violation of law, a safety regulation, or for any other reason, including but not
limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the
circumstances.
Do you have any disqualification as described in the above paragraph to declare? Yes No
If yes, explain the circumstances.
Executed on ______________________at _______________________________________ under penalty of
perjury of the laws of the State of California, that the foregoing is true and correct.
______________________________________
Signature of Authorized Consultant Representative
Zach Siviglia, President
July 23, 2025 Sacramento, CA
US 101/PRADO ROAD INTERCHANGECity of San Luis Obispo
SAMPLE CONTRACT AGREEMENT COMMENTS
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CONTRACT COMMENTS
We reviewed the Sample Contract Agreement and respectfully suggest the following edits. Strikethrough denotes deletion text, Red is for addition of text.
6. Termination for CauseIn said event, the Consultant shall be entitled to the reasonable value of its services performed from the beginning date in which the breach occurs up to the day it received the City’s Notice of Termination, minus any offset from such payment representing the City’s damages from such breach. “Reasonable value” includes fees or charges for goods or services as of the last milestone or task satisfactorily delivered or completed by the Consultant as may be set forth in the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the Consultant shall be based solely on the City’s assessment of the value of the work- in-progress in completing the overall work scope.
7. Termination for Convenience. The City and the Consultant also reserves the right to terminate the contract for convenience, providing a 30 (thirty) calendar day notice to the other party or at any time upon a determination by the Director that termination of the contract is in the best interest of the City.
8. Standard of Performance Ability to Perform. The Consultant warrants that it possesses, or has arranged through subcontracts, all capital and other equipment, labor, materials, and licenses necessary to carry out and complete the work hereunder in compliance with any and all applicable federal, state, county, city, and special district laws, ordinances, and regulations. In providing services under this Agreement, Consultants shall perform, consistent with but limited to, that degree of skill and care ordinarily used by other members of Consultants profession, practicing in the same or similar locality and under similar circumstances.
25. Hold Harmless and Indemnification.To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless, but not defend, the City, and its elected officials, officers, and employees, volunteers, and agents (“City Indemnitees”), from and against any and all applicable causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), but only to the extent actually caused by arising out of the recklessness, negligent acts, errors or omissions, or willful misconduct by Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s passive negligence, except for such loss or damage arising from the sole or passive or active negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. Consultant has no obligation to provide an immediate defense or to pay for any of the indemnities defense related cost prior to a final determination of liability or to pay any amount that exceeds Consultant’s final determined percentage of liability based upon the comparative fault of Consultant.
39. Resolution of Disputes. Any dispute, other than audit, concerning a question of fact arising under this contract that is not disposed of by agreement shall be decided by a committee consisting of the City’s Project Manager and the City Director of Public Works, who may consider written or verbal information submitted by the Consultant. Not later than thirty days after completion of all deliverables necessary to complete the plans, specifications and estimate, the Consultant may request review by the City Council of unresolved claims or disputes, other than audit, in accordance with Chapter 1.20 Appeals Procedure of the Municipal Code. In the event of any dispute between the Parties related to this Agreement or this Project, the Parties agree to first negotiate in good faith toward a resolution with participation by representatives of each Party holding sufficient authority to resolve the dispute. If such dispute cannot be resolved in this manner, before any action or litigation is initiated other than as required to secure lien rights, the dispute shall be submitted to mediation using the American Arbitration Association or another mediator as mutually selected by the Parties. Such mediation shall be completed within a reasonable period of time following either Party’s written demand with each Party to bear an equal share of the mediation fees and its own respective attorney and Contractor fees and costs.
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INSURANCE REQUIREMENTS
Mark Thomas has a $200k deductible. We request the following changes:
Deductibles and Self-Insured Retentions . Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its officers, officials, employees and volunteers; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.
2. Except for Professional Liability, For any claims related to this project, the Consultant’s insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.