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HomeMy WebLinkAboutc8frpparkingorgassessment FROM: Daryl Grigsby, Public Works Director Prepared By: Robert Horch, Parking Services Manager SUBJECT: PARKING SERVICES DIVISION ORGANIZATIONAL ASSESSMENT REQUEST FOR PROPOSAL RECOMMENDATION 1. Authorize the issuance of a Request For Proposal (RFP) for consulting services to prepare an organizational assessment for the Parking Services Division; and 2. Authorize the City Manager to execute an agreement of up to $45,000 to perform the organizational assessment. DISCUSSION Background As part of the FY 2013-15 Financial Plan, Council approved an organizational assessment of the Parking Services Division (Attachment 1, Financial Plan Excerpt).The purpose of the organizational assessment is to look at existing operations, staffing, service levels, and to determine whether resources align with expectations and workload. The scope of work for the assessment includes: internal and external stakeholder interviews, review of documents and processes, comparisons with similar organizations and accepted parking service standards, analysis of existing and future parking demands, and a final report with recommendations for change. The final report will be the basis for any changes to operations, customer service, staffing levels, organizational structure, and parking services strategies moving forward. This report will be delivered in time to inform the 2015-2017 Financial Plan. Staff recommended this as part of the 2013-15 Financial Plan because the 2011 Public Works Department-wide organizational assessment did not include a comprehensive review of the Parking Division’s structure. In addition, there have been substantial changes and expansion of the workload within the Parking Division since the audit was completed. Below is a list of the changes that have occurred since the 2011 Public Works assessment. • Neighborhood parking enforcement expanded to seven days per week • Downtown parking enforcement expanded to Sundays • Installation and maintenance of 400 credit card compatible parking meters • Initiation of several major policy evaluations including regulation of oversized vehicle and how to manage shared parking in city-owned parking structures. For more information on changes and expansion of workload within the Parking Division please see Attachment 1: Financial Plan Excerpt, Parking Services Division Organizational Assessment. Meeting Date Item Number 12/10/13 C8 - 1 Parking Services Organizational Assessment RFP Page 2 Project Scope of Work The assessment will identify opportunities for improvements in each of the following general areas. More detail is provided in the attached Request for Proposal (Attachment 1).  Analysis and evaluation of the Division’s organizational structure  Effectiveness and capacity of parking operations and systems  Best management practices and accepted standards of comparable agencies  Existing and future customer service needs  Parking trend analysis  Supply and demand of parking in the downtown area  Recommendations for change CONCURRENCES The Human Resources Department has reviewed the RFP and concurs with the proposed scope of work. FISCAL IMPACT This organizational assessment is funded through the Parking Enterprise Fund and approved in the 2013- 2015 Financial Plan with an allocation of $45,000 for the assessment and $48,600 in temporary staffing in order to complete the assessment. ALTERNATIVES Do not approve the RFP and delay the assessment. The City Council could choose to defer the organizational assessment for the Parking Services Division. Staff does not recommend this alternative as the project was approved in the 2013-15 budget and temporary staff has been hired to assist with the assessment. In addition, the organizational assessment is timely because it will identify the resources needed for the division’s success and prepare for upcoming retirements. ATTACHMENTS 1. Financial Plan Excerpt, Parking Division Organizational Assessment SOPC 2. Request for Proposal t:\council agenda reports\2013\2013-12-10\rfp parking org assessment (grigsby-horch)\council agenda report draft.docx C8 - 2 SIGNIFICANT OPERATING PROGRAM CHANGE -TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION Summary of Change: 1.Conduct an organizational assessment of the ParkingServices divisionand 2. Add a temporary part-time position for 18 monthsin 2013-14 & 2014-15to support the workload of Parking Services until the organizational assessment can fully define needs for theprogram. Fiscal Impact: The Parking Services organizational assessment will cost theParking Enterprise Fund$45,000 in 2013- 14 and the staffing backfill will increase staffing costs by $32,400in 2013-14 and $16,200 in 2014-15. Service Level Impact: This recommendation provides foran assessment of Parking Services staffing levelsand addresses interim staffing needs pending the outcome of theassessment. KEY OBJECTIVES 1.Assessthe organizational structure of the Parking Services division to determine the adequacy of existing staff resources and opportunities for reorganization. 2.Plan for the eventual retirement of the Parking Services Manager and other long time Parking Services staff. 3.Provide temporary staff resourcestoassist Parking Services during the organizational assessment and assist with some of the dutiesand workload. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The Parking Services division has essentially maintained the same level of full-time staffing in the last 15 years while the workload has increased. Notwithstanding the additional 0.5 FTE of Principal Transportation Planner added as part of 2011-13budget reduction strategies there have only been increases to part-time staff during the sameperiod. Unfortunately due to staffing shortagesin the Transportation divisionand unforeseen demands on transportation planning projects, the Principal Transportation Planner has been unable to provide 50% of the time onparking related projects. As a result there are inadequate resources to address the needs within Parking Services. Atemporary part-time position will provide assistance with an organizational assessment of Parking Services in addition to assisting withsome of the workloadidentified in this request.It is anticipated that the organization assessment of the ParkingServices Division will be completed in 18 months with recommendations for staffing from that point forward. The temporary position will assist the Parking Managerwith the organizational assessment and other duties such as: a.Attending and representing the City at stakeholdermeetings with groups such as Residents for Quality Neighborhood meetings, Neighborhood Services meetings(increased by Neighborhood Wellness Major City Goals), etc. b.Assistingwith the processing of new Residential Permit Parking District applications. c.Providing assistancewith Railroad Square parking agreements, parking plan, and enhancements to the parking area. d.Assisting with the managing ofparking leases including 4office leases at the Marsh Street Structure, residential leases for 5 units around parking Lot 14 (future location of the Palm Nipomo parking structure, trash leases in parking Lot 2, and the 5 to 6 Railroad Square parking service area leases. e.Developing ordinances and resolutions to address such things as new surcharges on parking fines and new State mandated rules on parking at broken meters. f.Assisting with project management for planned projects, emergency projects, and otherspecial duties. Planned projects include parking lot resurfacing, the Marsh Street expansion painting project, fire alarm testing, 919 Palm Street structure stairwell retrofit, parking structure access control upgrades to explore credit card acceptance, expanding the installation of the credit card meters downtown. g.Assistingwith budget preparationand analysis. C8 - 3 SIGNIFICANT OPERATING PROGRAM CHANGE -TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION Over the last 15 years the organizational structure of the Parking Services division has remained largely unchanged aside from a part-time enforcement position for weekend enforcement added as part of the Neighborhood Wellness Goaland the 0.5 FTE of the Principal Transportation Planner. However, over that same time period there have been substantial changes in the function and scale of the division. The most notable changes include: 1.Constructionand operation of 341new parking spaces in the Marsh Street Structure Expansionand Parking Lot 4 beneath the expansion. 2.The development and oversight of 2,000s.f. of office space and public restrooms constructed as part of the Marsh Street expansion. 3.Construction and operation of 242new parking spaces in the 919Palm Street Structure. 4.Planning and design on the proposed parking structures at Nipomo and Palm. 5.The purchase and oversight of five dwelling units located within the Palm Nipomo parking structure project area. 6.The management and oversight of 134 new parking spaces as part of the Railroad Transportation Center development and 16new parking spaces as part of Phase 1 of the Chinatown development.The addition of 5 new parking districts which added supportfor 400 additional households. 7.The development and implementation of the Access and Parking Management Plan. 8.Neighborhood parking enforcement expanded to seven days a week. 9.Downtown parkingenforcement expanded to Sundays. 10.The installation and maintenance of 400 credit card accepting parking meters. 11.An increase of more than 100%in parking appealssince 2000(918 parking appeals in 2000 to 2,200 in 2013). 12.An increase ofmore than 200%in citation hearings since 2000(44 citation hearings in 2000 to 150 in 2013). 13.The Parking Services Manager being responsible for the Parking Enterprise Fund budget and analysis. 14.The Parking Services Manager assigned the “Downtown Champion” role adding public relations for all things relating to the downtown. Staff is proposing an organizational assessment of the Parking Division in 2013-14to thoroughly evaluate staffing levels and identify any opportunities for reorganizationand efficiencies. In the interim,staff is recommending that a temporarypart-timeposition (City Worker 13)befunded for an 18-monthperiod.This position will assist the Parking Manager and assist with projectmanagement. Parking Organization Assessment Why recommend an organizational assessment of the Parking Division so soon after the 2011 Public Works performance audit? Overall staff is recommending this assessment because the 2011 audit did not provide a comprehensive organizational assessment specific to the Parking Divisionand there have been substantial changes and expansion of the workload within the Parking Division since the audit was completed. The 2011 audit was a management and performance study of the entire Public Works Department and due to that extensive scope it was limited to only a cursory review of the Parking Services division within the context of the whole Department. The performance audit did provide valuable procedural recommendations such as having finance conduct a “spot audit” of cash handling, using high security locks for parking meters, and consideringthe use of pay stations for the downtown. However, with the number of parking meters, structures, and citations as the only measures used to evaluate the organizational structure a comprehensive organizational analysis specific to the Parking Services division was not provided. Most importantly, since the audit was completed there have been substantial changes in the fundamental duties and operations of the Parking Services Division. In 2011 after the Matrix study was completed the Parking Services operating hours were expanded to evenings along with of the scope of duties being expanded to neighborhoods. In addition in 2012 the operating hours were also expanded to Sundays. The combination of these twochanges has resulted in the Parking Services Division evolving into a 7 days a weekoperation absent an evaluation of the cumulative effects on operations and organizational structure. C8 - 4 SIGNIFICANT OPERATING PROGRAM CHANGE -TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION GOAL AND POLICY LINKS 1.2013-15Major City Goal for Neighborhood Wellness 2.Parking & Access Management Plan 3.Revenue Management Operating Program 4.Parking Management & Demand Reduction Operating Program 5.City of San Luis Obispo Municipal Code Titles 10 & 12 6.California Vehicle Code Sections40200 -40230 PROGRAM WORK COMPLETED The Principal Transportation Planner position has already been partially functioning in the capacity recommended as part of the 2011-13Financial Plan. ENVIRONMENTAL REVIEW There are no constraints or environmental review requirements. PROGRAM CONSTRAINTS AND LIMITATIONS This SOPC request will require additional funding within the Parking Enterprise Fundand a temporary position will be more difficult to retain than a permanent position.Additionally, hiring apart-time temporary City Worker position will place additonal oversight and supervision responsibilitieson the Parking Manager. Finally, a part time position will be more limited in the responsibilities the position can assume due to limited work hours. STAKEHOLDERS City residents, business owners, motorists, and the Downtown Association are stakeholders in this request. In addition an organizational assessment will require assistance from the Human Resources Department. IMPLEMENTATION Task Date 1.Issue RFP for Parking Services division organizational assessment 2.Recruit for a part-time temporary City Worker 13 in the Parking Services division August2013 July 2013 3.Hire part-time temporary City Worker 13in Parking Services divisionSeptember 2013 4.Hire consultant for the Parking Services organizational assessment 5.Present recommendations October 2013 May 2014 KEY PROGRAM ASSUMPTIONS 1.Parking Fundfinancial support within the Parking Services division. 2.Qualified applicantsfor contract staff position and the Parking Services organizational assessment. 3.Re-definedDowntown Champion dutiesare reassigned to the Assistant City Manager in orderfor the Parking Managertoassist with the organizational assessment and supervise the part-time temporary City Worker 13. 4.Hiring a temporary part time position will only be an interim solution toaddress current staffing shortages in the division and therefore this request doesnot provide for the ability to take on dutiesbeyond those outlinedabove. C8 - 5 SIGNIFICANT OPERATING PROGRAM CHANGE -TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Parking Services Manager Project Team: Public Works Administration, Parking Services,and Human Resources ALTERNATIVES 1.Continue the Status Quo.No additional staffing could be hired until after the organizational assessmentand/orno organizational assessment undertaken. However this is not recommended because the existing situation is not providing the resources needed for the division to be successful. 2.Defer or Re-Phase the Request.These changes could be deferreduntil a later date. This would prolong improving the division’s organizationand not prepare the division for upcoming retirements. 3.Implementation in a Different Way.Instead of hiringatemporary part timeposition, the position could be filled as a full time contract benefited position.This alternativemay result in a better pool of applicants, but would be at an increased cost to the Parking Fund. 4.Existing Program Evaluation.An evaluation of the existing program is being recommended as part of this SOPC. OPERATING PROGRAM 50600-Parking Enterprise Fund COST SUMMARY The Parking Enterprise Fund organizational assessment will have a one-time cost of $45,000 in 2013-14.Staffing a part- time temporary position for a period of 18 months will cost$32,400 in 2013-14 and $16,200 in 2014-15. PARKING ENTERPRISE FUND (510) Line Item Description Account No.2013-14 2014-15 Staffing 32,400 16,200 Temporary Salaries 50600-7012 31,800 15,900 Medicare 50600-7044 500 200 Unemployment Insurance 50600-7046 100 100 Contract Services 45,000 0 Contract Services (Org Assessment)50600-7227 45,000 0 Total Operating Costs 77,400 16,200 C8 - 6 The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities. Telecommunications Device for the Deaf (805) 781-7410. Finance Department, 990 Palm Street  San Luis Obispo, CA 93401 Notice Requesting Proposals for ORGANIZATIONAL ASSESSMENT OF THE PARKING SERVICES DIVISION PER SPECIFICATION NO. 91282 The City of San Luis Obispo is requesting proposals from qualified vendors to conduct an organizational assessment of the Parking Services Division per Specification No. 91282. All proposals must be received in hard copy by 5:00 P.M. on January 31, 2014 to 990 Palm Street, San Luis Obispo, CA 93401 Attention: Traci Kawaguchi. Proposals received after said time will not be considered. Proposals shall be submitted using the forms provided in the specification package. Specification packages and additional information may be obtained for free on the City’s Web site at www.slocity.org/publicworks/bids.asp or by contacting Alexander Fuchs at afuchs@slocity.org or by phone at (805) 781-7553. C8 - 7 Specification No. 91282 TABLE OF CONTENTS A. Description of Work 1 Project Overview Background Project Strategy Scope of Services Deliverables Desired Consultant Qualities B. General Terms and Conditions 8 Proposal Requirements Contract Award and Execution Contract Performance C. Special Terms and Conditions 13 Contract Term Estimated Quantities Proposal Content Proposal Evaluation and Selection Proposal Review and Award Schedule Unrestrictive Brand Names Start and Completion of Work Accuracy of Specifications D. Agreement 19 E. Insurance Requirements 21 F. Proposal Submittal Forms 23 Proposal Submittal Summary Proposal Submittal Summary Alternative References Statement of Past Contract Disqualifications G. Bidder List 29 H. Appendix A 30 I. Appendix B 31 C8 - 8 3 Section A DESCRIPTION OF WORK PROJECT OVERVIEW The City of San Luis Obispo’s Parking Services Division is seeking a consultant to perform an objective organizational assessment to determine the adequacy of existing staff resources and opportunities for reorganization. Specifically, the Division is interested in determining what aspects of the organizational structure need adjustment in order to continue to provide a high level of service that meets City Council and City residents’ expectations. The ideal consultant will have extensive experience specific to parking services and enforcement such as parking structures, on-street parking meters, surface parking lots, and residential parking district management, operations, and maintenance. Also the ideal candidate will have experience with staffing requirements for parking citation adjudication. The Division has maintained the same staffing level over the last 15 years while the workload has increased significantly. There will continue to be service and workload increases in the future including a new parking structure that requires staffing analysis. Ensuring the Division is appropriately structured to continue to provide a high level of service and respond effectively to a changing environment is critical to its long-term success. To date, there has never been an organizational assessment conducted specific to the City’s Parking Services Division. Staff from Parking Services Division and the Public Works Department will provide technical liaison support to the consultant. BACKGROUND The City of San Luis Obispo is a charter city governed by a five-member City Council and is organized into a Mayor-Council-City Manager form of municipal government. The City of San Luis Obispo is dedicated to the best use of resources to fulfill identified community goals and needs. The mission of the Parking Services Division is to provide equitable and high-quality parking services to the citizens, visitors, and businesses in the City of San Luis Obispo. Public parking organized in the City of San Luis Obispo in 1947 when parking meters were first introduced. In 1975, the Parking Enterprise Fund was established to account for parking revenues and expenditures separate from the General Fund. The main management and enforcement of parking was moved from the Police Department to Public Works Department under Transportation and Development Review in the 1980s. Since that time the management, operation, and substantial enforcement of parking has been its own division. The Parking Services Division includes 22.0 full-time equivalent (FTE) staff, 12.0 of which are temporary parking attendants while the remaining are administrative staff. A copy of the Parking Services Division’s organizational chart is attached to this RFP (See Appendix A). The 10.0 FTE administrative staff includes a 0.5 FTE Principal Transportation Planner that was added during the FY 2011-13 Budget and a 0.5 FTE part-time temporary Assistant to Parking Services Manager added in current budget to assist with this assessment. A copy of the Significant Operating Program Change (SOPC) document for the organizational assessment and staffing retention is attached to this RFP (See Appendix B). C8 - 9 4 Parking Services Major Functions The Parking Services Division is principally a vertically integrated division with all of the major functions listed below performed almost entirely by in -house employees. The Division performs five major functions: (1) compliance and enforcement, (2) revenue management, (3) maintenance, (4) structure operations, and (5) parking management and demand reduction. Parking management and demand reduction is different from the other major functions in that it focuses on the development of new parking strategies while the former four major functions focus on implementation of existing parking strategies. Compliance and enforcement refers to the patrolling of on-street and off-street parking including the downtown, residential permit districts, Railroad Square district, and the overall city as well as the issuance of citations. Compliance and enforcement is currently accomplished by three full- time Parking Enforcement Officers and two part-time Parking Enforcement Officers. Aside from compliance and enforcement, Parking Enforcement Officers duties also include reporting damaged or broken parking meters, patrolling parking structures, and assisting the public with parking and non-parking related issues. Revenue management refers to the collection and adjustment of fees and fines pertaining to parking meters, citations, parking permit sales, and lease payments. These functions are currently performed by various Division employees and an outside contractor. Maintenance refers to any and all repairs that may occur during the lifetime of parking meters and parking structures including janitorial maintenance. Parking meter repair is performed by 1.0 FTE Parking Meter Repair Worker and two outside contractors. Parking structures are maintained by 1.0 FTE Parking Coordinator, 10.5 FTE Parking Attendants, and four outside contractors. Structure operations refer to all functions involved in operation of City parking structures including: collection of fees, scheduling of parking booth staff, equipment maintenance, elevator maintenance, deck sweeping, janitorial services, landscape maintenance, and various other functions. Structure operations are overseen by the Parking Coordinator. Parking management and demand reduction refers to development and implementation of strategies for the use of existing and future parking spaces including the management of shared parking in city-owned parking structures. Parking management and demand reduction is handled primarily by the Parking Services Manager through inter-departmental coordination. The Parking Services Division administrative staffs have a relatively wide range of duties whereby one employee will be involved in several of the major functions described above. The purpose of the major functions of the Parking Services Division is to implement the Parking Management goals, policies, and actions set forth in the Access and Parking Management Plan. The Access and Parking Management Plan, amended in 2011, is a program under the Parking Management section of the City of San Luis Obispo’s General Plan Circulation Element, adopted in 1994 and revised in 2006. The Circulation Element is currently being updated; however, the update process is not expected to significantly affect the Parking Services Division’s operations or functions. C8 - 10 5 Existing Conditions Parking Services Division is responsible for on-street and off-street public parking facilities including: 13 parking lots, 3 parking structures, 8 residential parking permit districts, and over 1,500 parking meters on-street and in parking lots/structures. Table 1.1 below gives a complete inventory of all the parking facilities. Parking Services Division also oversees 15,000 sq. ft. of retail space, 2,100 sq. ft. of office space, and three residential parcels that total 22,000 sq. ft. There is an additional surface parking lot owned by the Division however, the lot is comprised of only six parking spaces and is currently leased for use by the adjacent commercial property for a monthly fee. Table 1.1: Parking Facilities Parking Inventory Surface Lot Parking # of Spaces # of Metered Spaces 13 lots 788 392 Structure Parking # of Spaces # of Metered Spaces 3 structures 1,177 0* On-Street Parking # of Spaces # of Metered Spaces 16 streets in downtown and environs adjacent to downtown 1,125 1,125 Total # of Parking Spaces 3,090 1,517 Permit Inventory Residential Permit Parking Districts # of Households # of Permits 8 parking districts 756 1,512 *Surface parking lot #4 is located on the 1st floor of the Marsh St. parking structure; however, the metered spaces are not counted as parking structure spaces but as surface lot spaces. Future Development in the Downtown Area Currently, there are six approved developments in the downtown area: (1) Garden Street Terraces project, (2) Chinatown project, (3) Pacific Courtyards, (4) Monterey Place aka Leitcher House, (5) Marsh Street Commons, and (6) 590 Marsh St. aka Foster’s Freeze. The Marsh Street Commons is the only project under construction, the rest of the projects are in various stages of development and/or approvals. The Garden Street Terraces project will be constructed on existing surface lot #2 and the Chinatown project will be constructed on existing surface parking lots #3 and #11. This will eliminate an estimated 212 surface parking lot spaces, 204 of which are metered spaces. The other projects would not eliminate any existing public parking but they will increase the demand for parking downtown. City Council has approved the construction of a new parking structure at the corner of Palm Street and Nipomo Avenue where surface parking lot #14 is currently. The parking structure will add an estimated 445 parking spaces but existing lot #14 contains 79 total spaces which means there will be a net increase of 366 parking spaces. According to the Parking Enterprise Fund’s FY 2013-15 Financial Plan, construction of the new parking structure is projected to begin during the 2017-18 fiscal year. The City has yet to move forward with the environmental review and construction of the new parking structure due to the unknown aggregated future demand for parking services in the downtown area. C8 - 11 6 PROJECT STRATEGY Organizational Analysis The consultant will review the Parking Services Division organization, structure, and work processes. The consultant will assess the Parking Services Division to determine whether resources align with expectations and workload. Furthermore, the consultant will determine if resources are appropriately distributed to meet expectations, workload requirements, and personnel competencies are properly organized to efficiently carry out responsibilities. The consultant will conduct interviews, review documents and processes, make comparisons with comparable organizations or standards, and compile the information into a final report with strategies for improvement. Ensure Involvement of Stakeholders/On-Site Meetings The consultant shall perform face to face interviews and meetings with City personnel from Parking Services, Administration, Community Development, Public Works, and Human Resources. The consultant must be present at least one public meeting regarding the Parking Services Division’s organizational assessment in order to answer questions and provide technical information. Parking Services staff will provide a list of stakeholders that should be invited to any and all public meetings. The consultant must also be present at one City Council Meeting when the Parking Services Division presents the organizational assessment report findings and recommendations to City Council. The consultant will be required to prepare meeting materials in advance of all meetings. All associated costs for on-site interviews and meetings including and not limited to travel, lodging and incidental must be included in cost of services. SCOPE OF SERVICES The consultant is expected to propose their own scope of services as part of their proposal; however, Parking Services Division has identified certain issues of particular interest which should be viewed as a starting point for proposers’ scopes of services. Below is an outline of those issues. The consultant will also be responsible for schedules, budgets, progress reports, and invoicing over the course of the assessment. 1. Organizational Structure and Management a. Analyze and evaluate the organizational structure of the Parking Services Division including: i. Reporting relationships ii. Span of control for each staff person iii. Whether staffing levels are adequate to meet the existing service level needs of the residents and visitors of San Luis Obispo. iv. If staff professional skills are adequate to perform Parking Services duties v. Whether workload for existing staff is distributed properly vi. Whether job title and job description of staff accurately reflects the duties performed vii. Whether the workload necessitates an additional full-time management position b. Review and comment on the organizational structure and management of up to five (5) comparable parking agencies C8 - 12 7 c. Makes recommendations regarding organizational restructuring that will improve service levels and efficiency of the Division 2. Operations and Systems a. Determine if the existing Parking fund has the capacity to retain additional part- time and/or full-time staff(s) b. Identify future operational staffing needs in the context of anticipated future/planned development in the downtown area including the Palm Nipomo Structure c. Evaluate existing parking systems to examine their effectiveness d. Identify the extent to which new technologies can improve efficiency and customer service e. Propose new equipment/technology that will open staff to be utilized elsewhere in the organization f. Prepare recommendations for inclusion in the FY 2015-2017 Financial Plan 3. Best Management Practices and Performance Measures a. Identification of performance measurement tools for each major operation b. Assess organizational activity and include benchmarking against accepted standards and up to five (5) comparable parking agencies 4. Customer Service a. Review opportunities to better meet the current and future service needs of the community b. Assess cash management practices specifically, how Parking Services receives payment for parking permits and parking citations c. Review opportunities for cost reductions without reduction in service 5. Trend Analysis a. Analyze current and future supply and demand for parking in downtown San Luis Obispo b. Analyze parking trends and needs in the context of anticipated future/planned development in the downtown area including when the next parking structure will be needed. 6. Recommendations for Change a. Develop an implementation strategy plan based on assessment findings and recommendations b. Present prioritized recommendations for change to City staff c. Recommendations will have specific timeline to start and complete, a responsible party, estimated cost, and funding source d. Items should be ranked in priority order and separated into short-term (1-2 years), mid-term (3-4 years), and long-term (5-7 years) changes C8 - 13 8 DELIVERABLES The consultant’s services will include, but are not limited to, the following: Phase I: February 2014 – April 2014 1. Kick-off meeting with Parking Services 2. Draft approach plan to complete the work which will include: scope of services, project timeline, stakeholder input schedule, and budget 3. Review, analysis, and evaluation of existing conditions of the Division 4. Begin stakeholder input meetings Phase II: May 2014 – September 2014 1. Development of best management practices and performance metrics 2. Analysis of existing and future parking trends and needs 3. Completion of stakeholder input and incorporation of input into project deliverables 4. Preparation of recommendations for change (short-term and long-term items) 5. Draft written report Phase III: October 2014 – December 2014 1. Final written report including implementation strategy plan 2. Presentation of final written report to City Council 3. Post-presentation consultation regarding implementation strategy plan (if necessary) Draft and final written reports will include: • Executive summary • Purpose and review of scope of services • Existing conditions • Assessment of organizational structure • Best management practices and performance measures • Trends Analysis • Findings • Conclusions and recommendations • Implementation strategy plan • Appendices BUDGET Total project budget of $45,000. Proposals shall not exceed the project budget. Optional tasks may be proposed if necessary to stay within budget. C8 - 14 9 DESIRED CONSULTANT QUALITIES The consultant must have experience with municipalities that includes the following: 1. A proven track record analyzing the operations of municipal parking services organizations resulting in the development and implementation of recommendations that have improved the long-term effectiveness and efficiency of operations. 2. Specific knowledge and understanding of public parking operations, staffing, and associated service levels. 3. Experience and expertise in identifying and assisting to implement recommendations in organizations where many or all employees are subject to employee collective bargaining agreements and civil service rules. 4. A demonstrated capability and commitment to assisting the implementation of identified recommendations. C8 - 15 10 Section B GENERAL TERMS AND CONDITIONS PROPOSAL REQUIREMENTS 1. Requirement to Meet All Provisions. Each individual or firm submitting a proposal shall meet all of the terms, and conditions of the Request for Proposals (RFP) specifications package. By virtue of its proposal submittal, the proposer acknowledges agreement with and acceptance of all provisions of the RFP specifications. 2. Proposal Submittal. All proposals must be received in hard copy by 5:00 P.M. on January 31, 2014 to 990 Palm Street, San Luis Obispo, CA 93401 Attention: Traci Kawaguchi. Bidders must include 5 hard copies of the proposal with only 1 sealed itemized cost sheet separate from the proposal copies. Each proposal must be submitted on the form(s) provided in the specifications and accompanied by any other required submittals or supplemental materials. No FAX submittals will be accepted. 3. Insurance Certificate. Each proposal must include a certificate of insurance showing: a. The insurance carrier and its A.M. Best rating. b. Scope of coverage and limits. c. Deductibles and self-insured retention. The purpose of this submittal is to generally assess the adequacy of the proposer’s insurance coverage during proposal evaluation; as discussed under paragraph 12 below, endorsements are not required until contract award. The City’s insurance requirements are detailed in Section E. 4. Proposal Quotes and Unit Price Extensions. The extensions of unit prices for the quantities indicated and the lump sum prices quoted by the proposer must be entered in figures in the spaces provided on the Proposal Submittal Form(s). Any lump sum bid shall be stated in figures. The Proposal Submittal Form(s) must be totally completed. If the unit price and the total amount stated by any proposer for any item are not in agreement, the unit price alone will be considered as representing the proposer's intention and the proposal total will be corrected to conform to the specified unit price. 5. Proposal Withdrawal and Opening. A proposer may withdraw its proposal, without prejudice prior to the time specified for the proposal opening, by submitting a written request to the Director of Finance for its withdrawal, in which event the proposal will be returned to the proposer unopened. No proposal received after the time specified or at any place other than that stated in the "Notice Inviting Bids/Requesting Proposals" will be considered. All proposals will be opened and declared publicly. Proposers or their representatives are invited to be present at the opening of the proposals. 6. Submittal of One Proposal Only. No individual or business entity of any kind shall be allowed to make or file, or to be interested in more than one proposal, except an alternative proposal when specifically requested; however, an individual or business entity that has submitted a sub- proposal to a proposer submitting a proposal, or who has quoted prices on materials to such proposer, is not thereby disqualified from submitting a sub-proposal or from quoting prices to other proposers submitting proposals. C8 - 16 11 7. Cooperative Purchasing. During the term of the contract, the successful proposer will extend all terms and conditions to any other local governmental agencies upon their request. These agencies will issue their own purchase orders, will directly receive goods or services at their place of business and will be directly billed by the successful proposer. 8. Communications. All timely requests for information submitted in writing will receive a written response from the City. Telephone communications with City staff are not encouraged, but will be permitted. However, any such oral communication shall not be binding on the City. CONTRACT AWARD AND EXECUTION 9. Proposal Retention and Award. The City reserves the right to retain all proposals for a period of 60 days for examination and comparison. The City also reserves the right to waive non-substantial irregularities in any proposal, to reject any or all proposals, to reject or delete one part of a proposal and accept the other, except to the extent that proposals are qualified by specific limitations. See the "special terms and conditions" in Section C of these specifications for proposal evaluation and contract award criteria. 10. Competency and Responsibility of Bidder. The City reserves full discretion to determine the competence and responsibility, professionally and/or financially, of proposers. Bidders will provide, in a timely manner, all information that the City deems necessary to make such a decision. 11. Contract Requirement. The proposer to whom award is made (Contractor) shall execute a written contract with the City within ten (10) calendar days after notice of the award has been sent by mail to it at the address given in its proposal. The contract shall be made in the form adopted by the City and incorporated in these specifications. 12. Insurance Requirements. The Contractor shall provide proof of insurance in the form, coverages and amounts specified in Section E of these specifications within 10 (ten) calendar days after notice of contract award as a precondition to contract execution. 13. Business Tax. The Contractor must have a valid City of San Luis Obispo business tax certificate before execution of the contract. Additional information regarding the City's business tax program may be obtained by calling (805) 781-7134. CONTRACT PERFORMANCE 14. Ability to Perform. The Contractor 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 federal, state, county, city, and special district laws, ordinances, and regulations. 15. Laws to be observed. The Contractor shall keep itself fully informed of and shall observe and comply with all applicable state and federal laws and county and City of San Luis Obispo ordinances, regulations and adopted codes during its performance of the work. 16. Payment of Taxes. The contract prices shall include full compensation for all taxes that the Contractor is required to pay. C8 - 17 12 17. Permits and Licenses. The Contractor shall procure all permits and licenses, pay all charges and fees, and give all notices necessary. The Contractor shall obtain a City of San Luis Obispo Business License. 18. Safety Provisions. The Contractor shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety. 19. Public and Employee Safety. Whenever the Contractor's operations create a condition hazardous to the public or City employees, it shall, at its expense and without cost to the City, furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other devices and take such other protective measures as are necessary to prevent accidents or damage or injury to the public and employees. 20. Preservation of City Property. The Contractor shall provide and install suitable safeguards, approved by the City, to protect City property from injury or damage. If City property is injured or damaged resulting from the Contractor's operations, it shall be replaced or restored at the Contractor's expense. The facilities shall be replaced or restored to a condition as good as when the Contractor began work. 21. Immigration Act of 1986. The Contractor warrants on behalf of itself and all subcontractors engaged for the performance of this work that only persons authorized to work in the United States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the work hereunder. 22. Contractor Non-Discrimination. In the performance of this work, the Contractor agrees that it will not engage in, nor permit such subcontractors as it may employ, to engage in discrimination in employment of persons because of age, race, color, sex, national origin or ancestry, sexual orientation, or religion of such persons. 23. Work Delays. Should the Contractor be obstructed or delayed in the work required to be done hereunder by changes in the work or by any default, act, or omission of the City, or by strikes, fire, earthquake, or any other Act of God, or by the inability to obtain materials, equipment, or labor due to federal government restrictions arising out of defense or war programs, then the time of completion may, at the City's sole option, be extended for such periods as may be agreed upon by the City and the Contractor. In the event that there is insufficient time to grant such extensions prior to the completion date of the contract, the City may, at the time of acceptance of the work, waive liquidated damages that may have accrued for failure to complete on time, due to any of the above, after hearing evidence as to the reasons for such delay, and making a finding as to the causes of same. 24. Payment Terms. The City's payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment or services provided by the Contractor (Net 30). 25. Inspection. The Contractor shall furnish City with every reasonable opportunity for City to ascertain that the services of the Contractor are being performed in accordance with the requirements and intentions of this contract. All work done and all materials furnished, if any, shall be subject to the City's inspection and approval. The inspection of such work shall not relieve Contractor of any of its obligations to fulfill its contract requirements. C8 - 18 13 26. Audit. The City shall have the option of inspecting and/or auditing all records and other written materials used by Contractor in preparing its invoices to City as a condition precedent to any payment to Contractor. 27. Interests of Contractor. The Contractor covenants that it presently has no interest, and shall not acquire any interest—direct, indirect or otherwise—that would conflict in any manner or degree with the performance of the work hereunder. The Contractor further covenants that, in the performance of this work, no subcontractor or person having such an interest shall be employed. The Contractor certifies that no one who has or will have any financial interest in performing this work is an officer or employee of the City. It is hereby expressly agreed that, in the performance of the work hereunder, the Contractor shall at all times be deemed an independent contractor and not an agent or employee of the City. 28. Hold Harmless and Indemnification. The Contractor agrees to defend, indemnify, protect and hold the City and its agents, officers and employees harmless from and against any and all claims asserted or liability established for damages or injuries to any person or property, including injury to the Contractor's employees, agents or officers that arise from or are connected with or are caused or claimed to be caused by the acts or omissions of the Contractor, and its agents, officers or employees, in performing the work or services herein, and all expenses of investigating and defending against same; provided, however, that the Contractor's duty to indemnify and hold harmless shall not include any claims or liability arising from the established sole negligence or willful misconduct of the City, its agents, officers or employees. 29. Contract Assignment. The Contractor shall not assign, transfer, convey or otherwise dispose of the contract, or its right, title or interest, or its power to execute such a contract to any individual or business entity of any kind without the previous written consent of the City. 30. Termination. If, during the term of the contract, the City determines that the Contractor is not faithfully abiding by any term or condition contained herein, the City may notify the Contractor in writing of such defect or failure to perform. This notice must give the Contractor a 10 (ten) calendar day notice of time thereafter in which to perform said work or cure the deficiency. If the Contractor has not performed the work or cured the deficiency within the ten days specified in the notice, such shall constitute a breach of the contract and the City may terminate the contract immediately by written notice to the Contractor to said effect. Thereafter, neither party shall have any further duties, obligations, responsibilities, or rights under the contract except, however, any and all obligations of the Contractor's surety shall remain in full force and effect, and shall not be extinguished, reduced, or in any manner waived by the termination thereof. In said event, the Contractor 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 Contractor as may be set forth in the Agreement payment schedule; compensation for any other work, services or goods performed or provided by the Contractor shall be based solely on the City's assessment of the value of the work-in-progress in completing the overall scope of work. The City reserves the right to delay any such payment until completion or confirmed abandonment of the project, as may be determined in the City's sole discretion, so as to permit a C8 - 19 14 full and complete accounting of costs. In no event, however, shall the Contractor be entitled to receive in excess of the compensation quoted in its proposal. C8 - 20 15 Section C SPECIAL TERMS AND CONDITIONS 1. Contract Award. Subject to the reservations set forth in Paragraph 9 of Section B (General Terms and Conditions) of these specifications, the contract will be awarded to the lowest responsible, responsive proposer. 2. Sales Tax Reimbursement. For sales occurring within the City of San Luis Obispo, the City receives sales tax revenues. Therefore, for bids from retail firms located in the City at the time of proposal closing for which sales tax is allocated to the City, 1% of the taxable amount of the bid will be deducted from the proposal by the City in calculating and determining the lowest responsible, responsive proposer. 3. Labor Actions. In the event that the successful proposer is experiencing a labor action at the time of contract award (or if its suppliers or subcontractors are experiencing such a labor action), the City reserves the right to declare said proposer is no longer the lowest responsible, responsive proposer and to accept the next acceptable low proposal from a proposer that is not experiencing a labor action, and to declare it to be the lowest responsible, responsive proposer. 4. Failure to Accept Contract. The following will occur if the proposer to whom the award is made (Contractor) fails to enter into the contract: the award will be annulled; any bid security will be forfeited in accordance with the special terms and conditions if a proposer's bond or security is required; and an award may be made to the next lowest responsible, responsive proposer who shall fulfill every stipulation as if it were the party to whom the first award was made. 5. Contract Term. The services identified in this specification will be provided to the City between February 2014 and December 2014. The prices quoted for these items must be valid for the entire period indicated above unless otherwise conditioned by the proposer in its proposal. 6. Contract Extension. The term of the contract may be extended by mutual consent for an additional 90 days. During this extended period, unit prices may not be increased by more than the percentage change in the US consumer price index for All Urban Consumers (CPI-U), from March to March. 7. Estimated Quantities. The quantities indicated in the Detail Proposal Submittal Form are estimates based on past purchasing experience, and will be used to determine the lowest overall proposal. Actual quantities purchased during the period of this contract may vary from these estimated amounts as required by the City. 8. Supplemental Purchases. Supplemental purchases may be made from the successful proposer during the contract term in addition to the items listed in the Detail Proposal Submittal Form. For these supplemental purchases, the proposer shall not offer prices to the City in excess of the amounts offered to other similar customers for the same item. If the proposer is willing to offer the City a standard discount on all supplemental purchases from its generally prevailing or published price structure during the contract term, this offer and the amount of discount on a percentage basis should be provided with the proposal submittal. C8 - 21 16 9. Contractor Invoices. The Contractor shall deliver a monthly invoice to the City, itemized by up to 20 cost centers, with attached copies of work order forms or detail invoices (standard color or copy to be agreed upon) as supporting detail. 10. Non-Exclusive Contract. The City reserves the right to purchase the items listed in the Detail Proposal Submittal Form, as well as any supplemental items, from other vendors during the contract term. 11. Unrestrictive Brand Names. Any manufacturer's names, trade names, brand names or catalog numbers used in the specifications are for the purpose of describing and establishing general quality levels. Such references are not intended to be restrictive. Proposals will be considered for any brand that meets or exceeds the quality of the specifications given for any item. In the event an alternate brand name is proposed, supplemental documentation shall be provided demonstrating that the alternate brand name meets or exceeds the requirements specified herein. The burden of proof as to the suitability of any proposed alternatives is upon the proposer, and the City shall be the sole judge in making this determination. 12. Delivery. Prices quoted for all supplies or equipment to be provided under the terms and conditions of this IFB or RFP package shall include delivery charges, to be delivered F.O.B. San Luis Obispo by the successful proposer and received by the City within 30 days after authorization to proceed by the City. 13. Start and Completion of Work. Work on this project shall begin within 15 calendar days after contract execution and shall be completed within 365 calendar days thereafter. 14. Change in Work. The City reserves the right to change quantities of any item after contract award. If the total quantity of any changed item varies by 25% shall be subject to negotiation with the Contractor. 15. Recycled Products. A ten percent preference, not to exceed one thousand dollars per contract, will be given to recycled products. The fitness and quality of the recycled product must be at least equal to un-recycled products as determined by the City. The preference percentage shall be based on the lowest price quoted by the supplier or suppliers offering non-recycled products. Price preferences may be offered in excess of the ten percent ceiling established in this section if it can be shown that purchase of a recycled product or material will result in greater long-term savings to the City. 16. Submittal of References. Each proposer shall submit a statement of qualifications and references on the form provided in the IFB/RFP package. 17. Statement of Contract Disqualifications. Each proposer shall submit a statement regarding any past governmental agency bidding or contract disqualifications on the form provided in the IFB/RFP package. 18. State Cooperative Purchasing Program. The City of San Luis Obispo participates in the State Cooperative Purchasing Program. As such, the City can purchase the items described in Section A through this program. Accordingly, the City will purchase from the State or the lowest responsible, responsive proposer, after allowing adjustments for the cost of pickup and/or delivery from the State, adjustments for after-market modifications, and adjustments for sales tax from local dealers, as it determines to be in its best interest. C8 - 22 17 19. Proposal Content. Your proposal must include the following information: Submittal Forms a. Acknowledgement b. Proposal submittal summary (Sealed in a separate envelope from other submittal forms) c. Certificate of insurance d. References from at least three firms for whom you have provided similar services e. Proposed Services f. Statement of Past Disqualifications g. Certification of consultant Qualifications h. Experience of your firm in performing similar services for Parking Services organizations i. Experience of the staff to be assigned to the project in performing similar services j. Redundancy in the company of staff experienced in this type of work k. Resumes of the individuals who would be assigned to this project, including any known sub-consultants l. Proximity and staffing levels of the nearest company office m. Statement and explanation of any instances where your firm has been removed from a project or disqualified from proposing on a project n. Detailed list of services available directly from the company o. Standard hourly billing rates for the assigned staff, including any sub-consultants. Work Program p. Description of your approach to completing the work. q. Tentative schedule by phase and task for completing the work. r. Estimated hours for your staff by name in performing each major phase of the work, including sub-consultants. s. Services or data to be provided by the City. t. Any other information that would assist us in making this contract award decision. Compensation u. Proposed compensation and payment schedule tied to accomplishing key tasks. Proposal Length and Copies a. Proposals should not exceed 35 pages, including attachments and supplemental materials. b. The minimum font size is 11 point, with minimum left and right margins of one-inch, and top and bottom margins of 0.7 inches. c. Charts and other short form approaches to convey information are encouraged. 2. Proposal Submittal a. Proposals must be received in hard copy by 5:00 P.M. on January 31, 2014 to 990 Palm Street, San Luis Obispo, CA 93401 Attention: Traci Kawaguchi in the format C8 - 23 18 described in the RFP specifications and accompanied by any other required submittals or supplemental materials. 3. Proposal Evaluation and Selection. Proposals will be evaluated by a review committee based on the following criteria: a. Understanding of the work required by the City. b. Quality, clarity and responsiveness of the proposal. c. Demonstrated competence and professional qualifications necessary for successfully performing the work required by the City. d. Recent experience in successfully performing similar services. e. Proposed approach in completing the work. f. References. g. Background and related experience of the specific individuals to be assigned to this project. h. Proposed compensation, broken down by staff with an estimate of supplies needed to provide the scope of services. Lump sum proposals will not be considered. As reflected above, contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City. After evaluating the proposals, finalists may be invited to give a brief presentation on their proposal as well as a panel interview with City staff. The City reserves the right to further negotiate the proposed work and/or method and amount of compensation. 4. Proposal Review and Award Schedule. The following is an outline of the anticipated schedule for proposal review and contract award: a. Issue RFP 12/12/13 b. Receive proposals 1/31/14 c. Complete proposal evaluation 2/10/14 d. Conduct finalist interviews 2/17/14 e. Finalize staff recommendation 2/19/14 f. Award contract 2/19/14 g. Execute contract 2/21/14 h. Start work 2/24/14 5. Ownership of Materials. All original drawings, plan documents and other materials prepared by or in possession of the Contractor as part of the work or services under these specifications shall become the permanent property of the City, and shall be delivered to the City upon demand. 6. Release of Reports and Information. Any reports, information, data, or other material given to, prepared by or assembled by the Contractor as part of the work or services under these specifications shall be the property of City and shall not be made available to any individual or organization by the Contractor without the prior written approval of the City. 7. Copies of Reports and Information. If the City requests additional copies of reports, or any other material in addition to what the Contractor is required to furnish in limited quantities as part of the work or services under these specifications, the Contractor shall provide such additional copies as are requested, and City shall compensate the Contractor for the costs of duplicating of such copies at the Contractor's direct expense. C8 - 24 19 8. Required Deliverable Products. The Contractor will be required to provide: a. 10 copies of organizational assessment and strategic plan addressing all elements of the scope of work. City staff will review any documents or materials provided by the Contractor and, where necessary, the Contractor will be required to respond to staff comments and make such changes as deemed appropriate. b. One camera-ready original, unbound, each page printed on only one side, including any original graphics in place and scaled to size, ready for reproduction. c. When computers have been used to produce materials submitted to the City as a part of the scope of work, the Contractor must provide the corresponding computer files to the City, compatible with the following programs whenever possible unless otherwise directed by the project manager: • Word Processing Word • Spreadsheets Excel • Desktop Publishing InDesign • Computer Aided Drafting (CAD) AutoCAD Computer files must be on 3½", high-density, write-protected diskettes, formatted for use on IBM-compatible systems. Each diskette must be clearly labeled and have a printed copy of the directory. Alternatively, files may be emailed to the City. 9. Attendance at Meetings and Hearings. As part of the scope of work and included in the contract price is attendance by the Contractor at up to 2 public meetings, not including one City Council meeting, to meet with stakeholders and to present and discuss its findings and recommendations. Contractor shall attend as many "working" meetings with staff as necessary in performing scope of work tasks. These can be done through effective use of information technology. 10. Alternative Proposals. The proposer may submit an alternative proposal (or proposals) that it believes will also meet the City's project objectives but in a different way. In this case, the proposer must provide an analysis of the advantages and disadvantages of each of the alternatives, and discuss under what circumstances the City would prefer one alternative to the other(s). If an alternative proposal is submitted, the maximum length of the proposal may be expanded proportionately by the number of alternatives submitted. 11. Accuracy of Specifications. The specifications for this project are believed by the City to be accurate and to contain no affirmative misrepresentation or any concealment of fact. Bidders are cautioned to undertake an independent analysis of any test results in the specifications, as City does not guaranty the accuracy of its interpretation of test results contained in the specifications package. In preparing its proposal, the proposer and all subcontractors named in its proposal shall bear sole responsibility for proposal preparation errors resulting from any misstatements or omissions in the plans and specifications that could easily have been ascertained by examining either the project site or accurate test data in the City's possession. Although the effect of ambiguities or defects in the plans and specifications will be as determined by law, any patent ambiguity or defect shall give rise to a duty of proposer to inquire prior to proposal submittal. Failure to so inquire shall cause any such ambiguity or defect to be construed against the proposer. An ambiguity or defect shall be considered patent if it is of such a nature that the proposer, assuming reasonable skill, ability and diligence on its part, knew or should have known C8 - 25 20 of the existence of the ambiguity or defect. Furthermore, failure of the proposer or subcontractors to notify City in writing of specification or plan defects or ambiguities prior to proposal submittal shall waive any right to assert said defects or ambiguities subsequent to submittal of the proposal. To the extent that these specifications constitute performance specifications, the City shall not be liable for costs incurred by the successful proposer to achieve the project’s objective or standard beyond the amounts provided there for in the proposal. In the event that, after awarding the contract, any dispute arises as a result of any actual or alleged ambiguity or defect in the plans and/or specifications, or any other matter whatsoever, Contractor shall immediately notify the City in writing, and the Contractor and all subcontractors shall continue to perform, irrespective of whether or not the ambiguity or defect is major, material, minor or trivial, and irrespective of whether or not a change order, time extension, or additional compensation has been granted by City. Failure to provide the hereinbefore described written notice within one (1) working day of contractor's becoming aware of the facts giving rise to the dispute shall constitute a waiver of the right to assert the causative role of the defect or ambiguity in the plans or specifications concerning the dispute. C8 - 26 21 Section D FORM OF AGREEMENT AGREEMENT THIS AGREEMENT is made and entered into in the City of San Luis Obispo on February 21, 2014 by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and [VENDOR’S NAME IN CAPITAL LETTERS], hereinafter referred to as Contractor. W I T N E S S E T H: WHEREAS, on December 12, 2013, City invited requested proposals for an organizational assessment per Specification No: 91282. WHEREAS, pursuant to said invitation, Contractor submitted a proposal for consulting services that was accepted by City for said organizational assessment and development of a strategic plan for the Parking Services Division. NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows: 1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered, as first written above, until acceptance or completion of said services. 2. INCORPORATION BY REFERENCE. City Specification No. 91282 and Contractor's proposal dated [date], are hereby incorporated in and made a part of this Agreement. To the extent that there are any conflicts between the City’s specification and this Agreement and the Contractor’s proposal, the terms of the City’s specification and this Agreement shall prevail, unless specifically agreed otherwise in writing signed by both parties. 3. CITY'S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and Contractor shall receive therefor a fixed fee compensation in a total sum not to exceed $45,000. 4. CONTRACTOR'S OBLIGATIONS. For and in consideration of the payments and agreements hereinbefore mentioned to be made and performed by City, Contractor agrees with City to do everything required by this Agreement and the said specification and provide services as described in Exhibit [ ] attached hereto and incorporated into this Agreement. C8 - 27 22 5. AMENDMENTS. Any amendment, modification or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the City Manager. 6. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated herein by reference, shall constitute the complete agreement between the parties hereto. No oral agreement, understanding or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral agreement, understanding or representation be binding upon the parties hereto. 7. NOTICE. All written notices to the parties hereto shall be sent by United States mail, postage prepaid by registered or certified mail addressed as follows: City City Clerk City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Contractor Name Address 8. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do covenant that each individual executing this agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party. IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first above written. ATTEST: CITY OF SAN LUIS OBISPO ________________________________ By: _____________________________________ City Clerk City Manager APPROVED AS TO FORM: CONTRACTOR ________________________________ By: _____________________________________ City Attorney C8 - 28 23 Section E INSURANCE REQUIREMENTS Consultant Services The Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, employees or subcontractors. Minimum Scope of Insurance. Coverage shall be at least as broad as: 1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001). 2. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto). 3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. 4. Errors and Omissions Liability insurance as appropriate to the consultant's profession. Minimum Limits of Insurance. Contractor shall maintain limits no less than: 1. General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. 2. Automobile Liability: $1,000,000 per accident for bodily injury and property damage. 3. Employer's Liability: $1,000,000 per accident for bodily injury or disease. 4. Errors and Omissions Liability: $1,000,000 per occurrence. 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 Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. Other Insurance Provisions. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: 1. The City, its officers, officials, employees, agents and volunteers are to be covered as insureds as respects: liability arising out of activities performed by or on behalf of the Contractor; products and completed operations of the Contractor; premises owned, occupied or used by the Contractor; or automobiles owned, leased, hired or borrowed by the Contractor. The coverage shall contain no special limitations on the scope of protection afforded to the City, its officers, official, employees, agents or volunteers. 2. For any claims related to this project, the Contractor'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 Contractor's insurance and shall not contribute with it. C8 - 29 24 3. The Contractor's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. 4. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the City. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII. Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing maintenance of the required insurance coverage. Original endorsements effecting general liability and automobile liability coverage required by this clause must also be provided. The endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City before work commences. C8 - 30 25 Section F PROPOSAL SUBMITTAL FORMS PROPOSAL SUBMITTAL SUMMARY The undersigned declares that she or he has carefully examined Specification No. 91282, which is hereby made a part of this proposal; is thoroughly familiar with its contents; is authorized to represent the proposing firm; and agrees to perform the specified work for the following cost quoted in full: PROPOSAL ITEM: Organizational Assessment of the Parking Services Division 1. Organizational Structure and Management phase price 2. Operations and Systems phase price 3. Best Management Practices and Performance Measures phase price 4. Customer Service phase price 5. Trend Analysis phase price 6. Recommendations for Change phase price Total Costs Other: TOTAL $  Certificate of insurance attached; insurance company’s A.M. Best rating: __________________. Firm Name and Address Contact Phone Signature of Authorized Representative Date C8 - 31 26 PROPOSAL SUBMITTAL BID ALTERNATIVE-Additional Meeting(s) PROPOSAL ITEM: This bid alternative is for any additional ON-SITE meeting not covered in this RFP. This alternative will be used if any additional meetings are requested by the City of San Luis Obispo. This proposal should include all costs, including but not limited to, travel, lodging, and incidentals. Total Costs Other: TOTAL $  Certificate of insurance attached; insurance company’s A.M. Best rating: __________________. Firm Name and Address Contact Phone Signature of Authorized Representative Date C8 - 32 27 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 & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 3 Customer Name Contact Individual Telephone & FAX number Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome C8 - 33 28 STATEMENT OF PAST CONTRACT DISQUALIFICATIONS The proposer 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 Representative C8 - 34 29 Section G PROPOSED BIDDER LIST Bidder # Company Name Contact Email 1 CDM Smith Bill Hurrell hurrellwe@cdmsmith.com 2 Parking Design Group LLP David Vogel david@parkingdesigngroup.com 3 JR Parking Consultants LLC Janice Rhodes jyrhodes@gmail.com 4 Walker Parking Consultants Steffen Turoff steffen.turoff@walkerparking.com 5 Kimley-Horn Dennis Burns dennis.burns@kimley-horn.com 6 Carl Walker Mathew Inman minman@carlwalker.com 7 Nelson Nygaard Patrick Siegman psiegman@nelsonnygaard.com 8 Marlyn Group LLC Vicki Pero vpero@marlyngroupllc.com 9 Walter P. Moore Jacob Gonzalez jgonzalez@walterpmoore.com C8 - 35 30 Section H APPENDIX A City of San Luis Obispo Parking System Organization Parking Services Division Organization Chart C8 - 36 31 Section I APPENDIX B SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION Summary of Change: 1. Conduct an organizational assessment of the Parking Services division and 2. Add a temporary part-time position for 18 months in 2013-14 & 2014-15 to support the workload of Parking Services until the organizational assessment can fully define needs for the program. Fiscal Impact: The Parking Services organizational assessment will cost the Parking Enterprise Fund $45,000 in 2013- 14 and the staffing backfill will increase staffing costs by $32,400 in 2013-14 and $16,200 in 2014-15. Service Level Impact: This recommendation provides for an assessment of Parking Services staffing levels and addresses interim staffing needs pending the outcome of the assessment. KEY OBJECTIVES 1. Assess the organizational structure of the Parking Services division to determine the adequacy of existing staff resources and opportunities for reorganization. 2. Plan for the eventual retirement of the Parking Services Manager and other long time Parking Services staff. 3. Provide temporary staff resources to assist Parking Services during the organizational assessment and assist with some of the duties and workload. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The Parking Services division has essentially maintained the same level of full-time staffing in the last 15 years while the workload has increased. Notwithstanding the additional 0.5 FTE of Principal Transportation Planner added as part of 2011-13 budget reduction strategies there have only been increases to part-time staff during the same period. Unfortunately due to staffing shortages in the Transportation division and unforeseen demands on transportation planning projects, the Principal Transportation Planner has been unable to provide 50% of the time on parking related projects. As a result there are inadequate resources to address the needs within Parking Services. A temporary part-time position will provide assistance with an organizational assessment of Parking Services in addition to assisting with some of the workload identified in this request. It is anticipated that the organization assessment of the Parking Services Division will be completed in 18 months with recommendations for staffing from that point forward. The temporary position will assist the Parking Manager with the organizational assessment and other duties such as: a. Attending and representing the City at stakeholder meetings with groups such as Residents for Quality Neighborhood meetings, Neighborhood Services meetings (increased by Neighborhood Wellness Major City Goals), etc. b. Assisting with the processing of new Residential Permit Parking District applications. c. Providing assistance with Railroad Square parking agreements, parking plan, and enhancements to the parking area. d. Assisting with the managing of parking leases including 4 office leases at the Marsh Street Structure, residential leases for 5 units around parking Lot 14 (future location of the Palm Nipomo parking structure, trash leases in parking Lot 2, and the 5 to 6 Railroad Square parking service area leases. e. Developing ordinances and resolutions to address such things as new surcharges on parking fines and new State mandated rules on parking at broken meters. f. Assisting with project management for planned projects, emergency projects, and other special duties. Planned projects include parking lot resurfacing, the Marsh Street expansion painting project, fire alarm testing, 919 Palm Street structure stairwell retrofit, parking structure access control upgrades to explore credit card acceptance, expanding the installation of the credit card meters downtown. g. Assisting with budget preparation and analysis. C8 - 37 32 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION Over the last 15 years the organizational structure of the Parking Services division has remained largely unchanged aside from a part-time enforcement position for weekend enforcement added as part of the Neighborhood Wellness Goal and the 0.5 FTE of the Principal Transportation Planner. However, over that same time period there have been substantial changes in the function and scale of the division. The most notable changes include: 1. Construction and operation of 341 new parking spaces in the Marsh Street Structure Expansion and Parking Lot 4 beneath the expansion. 2. The development and oversight of 2,000 s.f. of office space and public restrooms constructed as part of the Marsh Street expansion. 3. Construction and operation of 242 new parking spaces in the 919 Palm Street Structure. 4. Planning and design on the proposed parking structures at Nipomo and Palm. 5. The purchase and oversight of five dwelling units located within the Palm Nipomo parking structure project area. 6. The management and oversight of 134 new parking spaces as part of the Railroad Transportation Center development and 16 new parking spaces as part of Phase 1 of the Chinatown development. The addition of 5 new parking districts which added support for 400 additional households. 7. The development and implementation of the Access and Parking Management Plan. 8. Neighborhood parking enforcement expanded to seven days a week. 9. Downtown parking enforcement expanded to Sundays. 10. The installation and maintenance of 400 credit card accepting parking meters. 11. An increase of more than 100% in parking appeals since 2000 (918 parking appeals in 2000 to 2,200 in 2013). 12. An increase of more than 200% in citation hearings since 2000 (44 citation hearings in 2000 to 150 in 2013). 13. The Parking Services Manager being responsible for the Parking Enterprise Fund budget and analysis. 14. The Parking Services Manager assigned the “Downtown Champion” role adding public relations for all things relating to the downtown. Staff is proposing an organizational assessment of the Parking Division in 2013-14 to thoroughly evaluate staffing levels and identify any opportunities for reorganization and efficiencies. In the interim, staff is recommending that a temporary part-time position (City Worker 13) be funded for an 18-month period. This position will assist the Parking Manager and assist with project management. Parking Organization Assessment Why recommend an organizational assessment of the Parking Division so soon after the 2011 Public Works performance audit? Overall staff is recommending this assessment because the 2011 audit did not provide a comprehensive organizational assessment specific to the Parking Division and there have been substantial changes and expansion of the workload within the Parking Division since the audit was completed. The 2011 audit was a management and performance study of the entire Public Works Department and due to that extensive scope it was limited to only a cursory review of the Parking Services division within the context of the whole Department. The performance audit did provide valuable procedural recommendations such as having finance conduct a “spot audit” of cash handling, using high security locks for parking meters, and considering the use of pay stations for the downtown. However, with the number of parking meters, structures, and citations as the only measures used to evaluate the organizational structure a comprehensive organizational analysis specific to the Parking Services division was not provided. Most importantly, since the audit was completed there have been substantial changes in the fundamental duties and operations of the Parking Services Division. In 2011 after the Matrix study was completed the Parking Services operating hours were expanded to evenings along with of the scope of duties being expanded to neighborhoods. In addition in 2012 the operating hours were also expanded to Sundays. The combination of these two changes has resulted in the Parking Services Division evolving into a 7 days a week operation absent an evaluation of the cumulative effects on operations and organizational structure. C8 - 38 33 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION GOAL AND POLICY LINKS 1. 2013-15 Major City Goal for Neighborhood Wellness 2. Parking & Access Management Plan 3. Revenue Management Operating Program 4. Parking Management & Demand Reduction Operating Program 5. City of San Luis Obispo Municipal Code Titles 10 & 12 6. California Vehicle Code Sections 40200 - 40230 PROGRAM WORK COMPLETED The Principal Transportation Planner position has already been partially functioning in the capacity recommended as part of the 2011-13 Financial Plan. ENVIRONMENTAL REVIEW There are no constraints or environmental review requirements. PROGRAM CONSTRAINTS AND LIMITATIONS This SOPC request will require additional funding within the Parking Enterprise Fund and a temporary position will be more difficult to retain than a permanent position. Additionally, hiring a part-time temporary City Worker position will place additional oversight and supervision responsibilities on the Parking Manager. Finally, a part time position will be more limited in the responsibilities the position can assume due to limited work hours. STAKEHOLDERS City residents, business owners, motorists, and the Downtown Association are stakeholders in this request. In addition an organizational assessment will require assistance from the Human Resources Department. IMPLEMENTATION Task Date 1. Issue RFP for Parking Services division organizational assessment 2. Recruit for a part-time temporary City Worker 13 in the Parking Services division 3. Hire part-time temporary City Worker 13 in Parking Services division 4. Hire consultant for the Parking Services organizational assessment 5. Present recommendations August 2013 July 2013 September 2013 October 2013 May 2014 KEY PROGRAM ASSUMPTIONS 1. Parking Fund financial support within the Parking Services division. 2. Qualified applicants for contract staff position and the Parking Services organizational assessment. 3. Re-defined Downtown Champion duties are reassigned to the Assistant City Manager in order for the Parking Manager to assist with the organizational assessment and supervise the part-time temporary City Worker 13. 4. Hiring a temporary part time position will only be an interim solution to address current staffing shortages in the division and therefore this request does not provide for the ability to take on duties beyond those outlined above. C8 - 39 34 Line Item Description Account No. 2013-14 2014-15 Staffing 32,400 16,200 Temporary Salaries Medicare Unemployment Insurance 50600-7012 50600-7044 50600-7046 31,800 500 100 15,900 200 100 Contract Services 45,000 0 Contract Services (Org Assessment) 50600-7227 45,000 0 Total Operating Costs 77,400 16,200 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Parking Services Manager Project Team: Public Works Administration, Parking Services, and Human Resources ALTERNATIVES 1. Continue the Status Quo. No additional staffing could be hired until after the organizational assessment and/or no organizational assessment undertaken. However this is not recommended because the existing situation is not providing the resources needed for the division to be successful. 2. Defer or Re-Phase the Request. These changes could be deferred until a later date. This would prolong improving the division’s organization and not prepare the division for upcoming retirements. 3. Implementation in a Different Way. Instead of hiring a temporary part time position, the position could be filled as a full time contract benefited position. This alternative may result in a better pool of applicants, but would be at an increased cost to the Parking Fund. 4. Existing Program Evaluation. An evaluation of the existing program is being recommended as part of this SOPC. OPERATING PROGRAM 50600 - Parking Enterprise Fund COST SUMMARY The Parking Enterprise Fund organizational assessment will have a one-time cost of $45,000 in 2013-14. Staffing a part- time temporary position for a period of 18 months will cost $32,400 in 2013-14 and $16,200 in 2014-15. PARKING ENTERPRISE FUND (510) C8 - 40