HomeMy WebLinkAbout07-21-2015 C3 Mission Plaza Assessment & Master Plan RFPCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Daryl R. Grigsby, Public Works Director
Prepared By: Bridget Fraser, Senior Civil Engineer
SUBJECT: MISSION PLAZA ASSESSMENT AND MASTER PLAN; SPECIFICATION
NO. 91300
RECOMMENDATION
1. Approve the Request for Proposal for consultant services associated with the Mission Plaza
Assessment and Master Plan; Specification No. 91300 and authorize staff to advertise for
proposals.
2. Authorize the City Manager to execute the agreement with the selected consultant if costs are
less than the approved budget.
3. Authorize the City Engineer to amend the agreement in amounts not to exceed the authorized
project budget.
DISCUSSION
Background
Whether it’s a downtown employee having a quiet lunch break by the creek, kids riding the
holiday carousel, or a lively summer concert series, Mission Plaza (Plaza) plays host to a wide
variety of events and uses and is often referred to as the City’s “jewel.” Since its inception in the
1970s, Mission Plaza has served as the cultural and historical “heart” of the San Luis Obispo’s
downtown. The Plaza also serves as a “gateway” to the City’s cultural center along Monterey
Street as well as the City’s vibrant downtown. Given the Plaza’s age, popularity, and extensive
use, the time has come for revitalization of this important community hub.
A wide variety of issues have surfaced regarding Mission Plaza, including; general maintenance
and upkeep of the aging infrastructure, impacts of plaza events on adjacent neighbors such as the
Old Mission and adjacent residents, and possible need for expansion of the current plaza into the
adjacent streets (Attachment 1-Vicinity Map). As a result, Council approved a 2013-15 Major City
Goal to “Assess and Renew the Downtown,” which includes a task for the development of a
Mission Plaza Master Plan (Attachment 2). Council continued this focus with adoption of the
Other Important Objective for the Downtown in the currently adopted 2015-17 Financial Plan. The
goal of this master planning effort is to create a vision for the future of Mission Plaza and then
provide a plan to achieve this vision.
Request for Proposal (RFP) and Proposed Process
An RFP has been prepared (Attachment 3) to solicit qualified consultants to perform a Plaza
assessment and prepare a master plan. In general, the consultant’s primary work scope will be to:
1. Assess the present condition, uses and policies related to the existing Mission Plaza;
2. Determine impacts of plaza events on adjacent residential neighbors, businesses, Old
Mission Church operations and San Luis Obispo Creek habitat;
3. Explore expansion of the plaza into the adjacent Broad/Monterey Street “dogleg” through
permanent or temporary street closures; and
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4. Provide a vision for the future of the plaza and surrounding streets, and prioritize identified
improvements with an overall goal of providing the City a roadmap for planning of future
maintenance and development projects for the plaza.
As the RFP states, the consultant will work with a wide range of stakeholders, conduct research
and perform various forms of public outreach to thoroughly understand the plaza. In addition, the
selected consultant will flesh out issues and concerns of those that maintain, manage, use or are
impacted by the plaza and events. Lastly, the consultant will be responsible for gaining an
understanding of resident and other community member needs and desires for the future of the
plaza, especially in regards to possible expansion of the plaza into the Broad/Monterey Street
“dogleg.”
From this research and outreach, the consultant will prepare a comprehensive report detailing the
findings of the assessment and outreach tasks, develop project goals and objectives based on the
data and input received, and prepare preliminary improvement plans including several alternatives
for incorporating the dogleg. It is anticipated that this comprehensive report will be brought back
to Council in a study session to gain Council’s input prior to moving forward with full
development of concept plans, advisory body review and formal Council adoption of the master
plan. As discussed at the budget hearings, all of this will be done before moving forward with any
major capital investments in upgrade or new infrastructure or amenities in Mission Plaza.
Downtown Concept Plan Update meets the Mission Plaza Assessment
Updating of the 1993 Downtown Concept Plan was approved as part of the newly adopted 2015-17
Financial Plan. It is expected that the findings and outcomes of the Mission Plaza Assessment and
Master Plan work effort will be integrated with this update. The two efforts are planned to move
together through the outreach and approval processes to ensure they fit together when completed.
The Plaza assessment work is beginning in advance of the Downtown Plan as there is a great deal
of data collection to complete prior to outreach efforts.
CONCURRENCES
Through the recent goal setting process, the San Luis Obispo Chamber of Commerce has
expressed their support of the revitalization of Mission Plaza.
FISCAL IMPACT
The Mission Plaza Master Plan Development project is identified in the 2013-15 Financial Plan on
pages 3-381 through 3-383 of the Capital Improvement Plan where Council approved $50,000 of
grant funds as part of the 2013-14 budget. After attempts at gaining a grant failed, Council
authorized $100,000 of Measure Y funding as part of the 2013-15 Financial Plan Supplement to
support the costs of this master planning effort.
ATTACHMENTS
1. Vicinity Map
2. 2013-15 Financial Plan, Major City Goal – Assess and Renew the Downtown
3. Request for Proposal
t:\council agenda reports\2015\2015-07-21\mission plaza assessment-master plan rfp (grigsby-fraser)\car mission plaza rfp-adv.docx
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EXCERPT FROM 1993
DOWNTOWN CONCEPT PLAN
VICINITY MAP
ATTACHMENT 1
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GOAL STATEMENT
Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element (LUCE) update,
revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued development of
cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and adverse behaviors
through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways, and address
limits on alcohol establishments.
OBJECTIVE
Maintain and enhance downtown San Luis Obispo’s role as the cultural, social, and political center of the City.
Improve public safety and enforcement to ensure downtown is a welcoming and safe place for residents and
visitors alike.
DISCUSSION
Proposed Work Scope. Summary description of the proposed work program:
A. Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element update
B. Revitalize Mission Plaza, including consideration of the dogleg and continued support for enhancement
and development of cultural attractions adjacent to Mission Plaza
C. Provide pedestrian-friendly walkways
D. Reduce incidents of illegal activity and adverse behaviors through enhanced public safety presence and
enforcement
E. Address limits on alcohol establishments.
Existing Situation, Work Completed and Proposed Implementation by Work Scope Task:
A. Land Use and Circulation Elements (LUCE) Update
The LUCE update will be completed within the 2013-15 Financial Plan. The process is on-going effort that will
culminate in the certification of an Environmental Impact Report and adoption of focused updates to the
Circulation and Land Use Elements. This process includes community visioning, discussion of issues and
opportunities, and collection of background data. By the beginning of the 2013-15 Financial Plan, various Land
Use and Circulation alternatives will be presented to the community for input and endorsement. Policy and
program evaluation and update will follow with a draft plan and Environmental Impact Report due by May 2014.
The LUCE update is anticipated to be completed and approved by Council by November 2014. The process
includes resident input, review of existing policies and programs and development of land use and circulation
alternatives for consideration as part of the Alternatives Report. Specifically, the update will evaluate and
propose implementation programs designed to address the type, density, and capacity of various types of alcohol
and late night entertainment establishments that are desirable in the community; and will include a Downtown
pedestrian circulation plan.
The Downtown Concept plan was developed in the 1990s through an extensive community engagement process.
Staff, the community and decision-makers refer to this plan when reviewing projects and physical improvements
in the Downtown. The poster is referenced in the General Plan as part of the introduction to the Downtown
chapter of the Land Use Element, and Land Use Element policy 4.19 states, “The City will consider including
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features of “A Conceptual Physical Plan for the City’s Center” as appropriate in its Zoning Regulations,
architectural review guidelines, engineering standards, and capital improvement program.” Over the intervening
years, the flexible plan has provided direction for a vision that will need to be consistent with the LUCE update
once it is adopted. The plan at a minimum should be updated to reflect on the ground development which differed
from what was contemplated in the concept plan; Council discussion of extension of Mission Plaza in 2007; as
well as items listed below:
• Review/update mid-block passage locations
• Reference connections identified in the Pedestrian Plan developed as part of the LUCE
• Review public rights-of-way to identify appropriate locations for bulb-outs, expanded sidewalk locations
along street segments, street pavement markings or material changes; and street closures if any (including
the “dogleg”)
• Identify public viewing and gathering places
• Update integration of relocated transit center
• Consider expansion of area further to the northeast - up Monterey Street
• Update to show Art Center, History Center and other future cultural activities in the Mission Plaza
• Incorporate updated Mission Plaza and cultural corridor concepts into plan
• Update entryway signage
• Expand creek corridor access and connections
The Council considered closing the dogleg in 2002 after a comprehensive analysis by the City with extensive
public input. Closure of the dogleg had been a public issue and the Council responded by allocating resources to a
planning and public outreach effort.
Because of this, the City to prepared a series of concept plans that demonstrate various levels of vehicle access-
e.g. full closure consistent with current policy; one-way traffic flow; through traffic; and cul-de-sac options. After
considering options and public testimony that expressed concerns about the range of alternatives, the City Council
decided to not move forward with any alternatives and drop planning and implementation efforts.
B. Mission Plaza and Downtown Renewal
The City Council approved a Major City Goal for Downtown Maintenance and Beautification in the 2007-09
Financial Plan and a follow-up Other Important Objective in 2009-11. Work in past years has included street
resurfacing, installation of pedestrian lights, new Mission Style sidewalks, repair of Warden Bridge surfacing, and
other minor improvements. More specific program components included improvements in signage, solid waste
collection, tree maintenance, news rack management, and street furniture. Utility line replacements and street
reconstruction work also occurred. Stairs in the Mission Plaza were replaced and tile repairs were made to
sections of Mission Style sidewalk. Staff resources were devoted to keeping the Downtown clean through
sidewalk scrubbing as well as a one-half time temporary employee cleaning up trash each morning.
The City Council adopted the Downtown Pedestrian Lighting Plan and adopted a Downtown Pedestrian Lighting
District in February of 2006 to address pedestrian level lighting for sidewalks. The Plan does not include any
lighting or analysis for Mission Plaza. Since this adoption approximately 34 lights have been installed through
private or City projects, the latest project being the installation of 12 LED pedestrian light fixtures on Higuera
between Garden and Morro as part of the recent Downtown Maintenance and Beautification Project.
In 2007 the Council approved the Downtown Street Tree Maintenance Plan to outline a strategic approach to
replacement of the downtown trees. New trees have been planted with a new style of tree grate to replace trees
that were removed. In addition to the Master Plan, Mission Plaza capital improvement projects continue ongoing
maintenance as well as the evaluation of existing policies on the operations of the Plaza with specific focus on
Special Event permits (frequency, capacity of plaza, use type). Additional improvements and enhancements will
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take place in downtown outside Mission Plaza as part of the ongoing renewal project to replace sidewalks,
enhance lighting, and improve tree grates.
Mission Plaza Master Plan
Issues have surfaced over the last few years regarding the Mission Plaza from users, staff, the general public,
and adjacent uses, and include the following:
Issues Needing Attention:
• Landscaping / irrigation proximity to Mission building
• Impact of permitted special events on the Mission’s operations, the Mission’s residents, and the plaza
itself
• Lemon Eucalyptus tree replacements needed due to disease and proximity to Mission building
• Plant material deterioration
• Capacity of the plaza for events - frequency, size, and types of uses
• Management of runoff from events / cleanliness, in close proximity to creek
• Restroom facility size, condition, and accessibility
• Surface treatments for walkways and drive aisles currently damaged / High maintenance for tiles in
Mission Style pavement
• Maintenance of creek walls – missing wall grout
• Maintenance / replacements for pedestrian/vehicle bridges
• Pedestrian connectivity and circulation
• Inadequate Lighting
• Broad and Monterey Streets (“Dogleg”) uses and design – appearance, function, impacts, and
prioritization of any identified improvements
• Security
• Picket spacing on Mission Style fencing
• Integrating Art Center expansion and potential History Center expansion into public spaces
• Accessibility throughout the plaza
• Creek bank stabilization
• Flag display
A Mission Plaza Master Plan will be prepared to address each of the bulleted items above in its work scope.
Although the closure of the “dogleg” has been discussed in the past, interest continues in adding this element
of the street network to the Plaza. Options of leaving the streets “as-is”, adding the street area permanently to
the Plaza, and creating a versatile area capable of serving both needs, will be reviewed. The City of San Luis
Obispo and the San Luis Obispo Museum of Art are partnering in an application for a grant offered by the
National Endowment for the Arts. The intended goal of the grant would be to prepare a master plan for
Mission Plaza and the surrounding streets for purposes of updating the area to connect the cultural centers of
the Mission, Museum of Art, History Center, and Children’s Museum. The grant focusses on “place-making”
and emphasizes strong community partnerships, vision, and identity.
The due date for the application was January 14, 2013 and the specific grant request is $50,000 with
equivalent services matched by the City and volunteers to help finance consultant services to prepare a new
Mission Plaza Master Plan. The City will receive a decision on the grant in July 2013. The grant covers a
two-year work program which corresponds to the Financial Plan time frame. The allocation of General Fund
resources will be necessary to implement this study if the grant is not approved.
Mission Plaza Railing Upgrade: Changes to safety code requirements since the original construction of the
various phases of the Mission Plaza, and Mission Plaza Expansion have included the reduction of spacing
between vertical pickets of guard railing in public places. Vertical railing pickets are now required to be
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spaced apart such that a 4” diameter sphere cannot pass through the pickets. The majority of guard railing
throughout the Mission Plaza area is not compliant with this requirement. This project will modify or replace
approximately 250 lineal feet of Mission Style railing annually for approximately 10 years, for code
compliance.
Downtown Tree and Sidewalk Replacements: In 2006 the City completed an assessment of all trees in the
Downtown. The assessment identified and prioritized trees and sidewalks areas that need to be replaced in the
downtown area. Approximately 130 trees that line the streets of the Downtown core area are approaching
maturity and now pose an elevated maintenance responsibility as well as an increased liability. This project
combines the goals of rebuilding tree wells, expanding the inventory of Mission Style Sidewalk and removing
trip hazards. The City’s 2007 Downtown Street Maintenance Plan specifies a phased approach to removals to
prevent sudden loss of large areas of canopy. Areas will be selected for work to address any immediate
hazards indicating removal and replacement of trees or sidewalks if needed, followed by less urgent tree and
sidewalk needs.
Downtown Renewal: In 2011 a significant project was undertaken to replace sidewalks and lighting on
Higuera Street between Morro and Garden streets. The original project included two other pieces where were
not able to be funded; the replacement of an area of sidewalk which also doubles at the roof of a basement,
and the replacement of sidewalks between Garden and Broad streets. This goal proposes to continue this
renewal work and complete the sidewalk work between Garden and Broad as part of the 2013-15 Financial
Plan. Additional blocks could be added to the program if desired and would cost approximately $550,000 per
block, depending upon the amount of existing Mission Style sidewalk.
Light levels are generally low in the mid-block sections of the downtown. This is largely due to the trees
blocking and interfering with the light from the tall street lights causing large shadows on the sidewalks and
streets. Installation of an additional 210 lights is required to ultimately complete the downtown pedestrian
lighting plan, and pedestrian level lighting was included in the last sidewalk project. The section of Higuera
between Garden and Broad already has pedestrian level lighting, so no additional lighting work is proposed
with this phase of work, but would be included in future phases. Conduits to support the efforts of the
Downtown Association to do tree lighting for this block are included in the project scope.
Mission Plaza Use: Review of Policy and Permit Practices. The evaluation of existing policies on the
operations of the Plaza with specific focus on Special Event permits (frequency, capacity of plaza, use type)
will occur as part of this Major City Goal. Parks and Recreation staff presently permit the use of the plaza
under the City’s existing Special Events Policy. That process will be evaluated with particular focus on the
engagement of all stakeholders involved from the Downtown Association (a frequent permittee) to events
taking place annually in the Plaza, to the Mission to residents. Several advisory bodies will also likely be
engaged in this discussion including the Parks and Recreation Commission, Tourism Business Improvement
District Board, and Promotional Coordinating Committee.
C. Reduction of illegal activity and adverse behaviors through enhanced public safety presence and
enforcement.
Adverse Behavior Impacts: The Police Department responds to a number of calls for service involving
individuals that are not housed and/or are transient. In any given day police calls for service or self-initiated
activity dealing with adverse behaviors presented by a segment of this population can account for up to 30% of
all calls. This adverse behavior has a direct impact on the entire community, particularly in the downtown core.
Panhandling is believed to be a primary source of income for “program resistant” individuals, many which use
these funds to support their drug and alcohol addictions. Consequently, chronic offenders in our downtown
area require a disproportionate demand on police resources.
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Nightlife and excessive alcohol consumption: As a community with a large college age population, nightlife
and bar activity in the downtown core make these outlets popular locations to frequent. As such, the
atmosphere necessitates deployment of significant resources as the Police Department responds to calls for
service regarding alcohol violations, assaults, vandalism, drunk driving, and other criminal activity.
Thefts, Fraud, and white collar related crime: The downtown core is a preferred and highly visited area for
business as well as pleasure. The high volume of shoppers, visitors and opportunities for business transactions
to take place creates a rich environment for thefts, frauds, and other white collar crimes.
Police Downtown Resources
Since March of 2012 the Police Department has implemented a trial Community Action Team (CAT) program on
an interim basis to help address the negative effects of criminal and anti-social behavior in the City. CAT officers
have focused their pro-active efforts by regularly providing extra patrol in locations such as bus stops, City Hall,
the Mission Plaza, Downtown, creeks, parks and neighborhoods.
CAT has proactively circulated through downtown city creek areas (and its perimeter) and has come across wanted
parolees, probationers and other suspects of crime. On several occasions the team has located wanted persons,
including numerous items of stolen property that could be traced back to burglaries that took place in our City.
In November 2012, the City Manager approved the Police Department’s efforts in designating a permanent
two-officer CAT unit. The department shifted resources and deployed one Special Enforcement Team (SET)
position and one Patrol Officer position to accomplish this goal. The mission of CAT will be to continue to
address adverse behaviors and their impacts on the community. The CAT team approach is not limited to
enforcement, and will also incorporate intervention and education as they work with a variety of social, mental
health, and legal agencies that provide services to address long term needs and solutions for the community. A
more complete description of CAT responsibilities is outlined in the Major City Goal of Strategies to Address
Homelessness.
The permanent CAT team was deployed in June 2013 and is currently part of the Police Department’s 2013-15
operating budget.
Daytime Downtown Patrol Officer
The Police Department will introduce several stop gap measures in the form of redeployment and overtime to
provide immediate daytime Downtown coverage for the first six months of the 2013 fiscal year. In January
2014 the Police Department will be in a position to hire two FTE police officer positions and deploy two
officers Downtown as dedicated resources to this area.
The Police Department will enhance directed daytime Downtown patrol efforts starting July 1, 2013. The
School Resource Officer (SRO) is not committed to the school district during the summer months and will be
reallocated to provide a consistent presence in the Downtown area four days a week, ten hours a day for the
months of July and August 2013.
To provide a continuity of coverage when the SRO is not scheduled to work, the Police Department will direct
daytime Downtown overtime patrols five hours a day, three days a week for the months of July and August
2013. Starting in September when the SRO returns to school resource duties the department will provide
daytime overtime coverage dedicated to the Downtown area seven days a week, five hours a day until the end
of December 2013.
The above listed plan provides a single officer resource dedicated to Downtown daytime patrols seven days a
week for the first six months of the 2013-2015 Financial Plan. The department intends to provide a second
officer resource during this same time period through overtime patrols three days a week, eight hours a day.
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The department has the intention to assign two full time police officers dedicated to daytime patrol in the
Downtown area seven days a week, ten hours a day starting in January 2014. This scheduling will remain
flexible in order for the department to adequately respond to crime trends, emergencies, and other community
needs. It will be necessary to hire two new officers by October of 2013 in order to train these officers and have
the appropriate staffing available to deploy two officers Downtown in January 2014.
Coverage is highlighted in the chart below.
Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan 2014-June 2015
Ofc. 1 SRO/OT SRO/OT OT OT OT OT 1 FTE Officer
Ofc. 2 OT OT OT OT OT OT 1 FTE Officer
The newly formed CAT team will work a flexible schedule. It is anticipated that CAT will have the ability to
provide supplemental Downtown patrol/support as the program’s scope and focus will naturally lead the
officers to the Downtown area. CAT will also work in conjunction with the Downtown daytime officers to
provide directed enforcement to address continuing adverse behaviors in the Downtown. Additionally, Patrol
resources will be directed to provide proactive enforcement and support for the daytime Downtown officers
and CAT. The Police Department will continue to provide nighttime bicycle patrol, consisting of two officers
and a sergeant, in the Downtown area to address nightlife and the related adverse behaviors associated with
this area.
Overview of police services provided to the Downtown:
*This resource will be limited to July and August 2013.
**This resource will end in December 2013.
Camera/Video Systems
The Police Department has analyzed the extent of the problems in the downtown core and in Mission Plaza.
Many of the issues that are experienced in the downtown business corridor are also experienced in the Mission
Plaza area and the Creek walk park area known as “the Globe” which surrounds the art piece entitled, “The
Downtown Downtown
Bicycle Team
- Night Patrol
Patrol
Services
Day and Night
Community
Action Team
(CAT)
Downtown
Officer -
Day Patrol SRO* &
Overtime
Downtown
Patrol**
Public Safety
Cameras
Police
Volunteer
Program
Existing Resources
New Resources
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Web of Life”. These areas have experienced high incidents of crime including homicide, assault with a deadly
weapon, robbery, drug dealing, consumption of alcohol, vandalism, and many other minor crimes. During the
last several years both of these locations have been temporarily closed by the Parks and Recreation Department
at the Police Department’s request due to continual illegal activity occurring. The public’s perception
regarding the safety in these areas has adversely impacted their use.
The Police Department recommends the implementation of a public safety video program for both Mission
Plaza and “the Globe.” The video system would consist of several cameras that could be monitored by the
Police Department to detect and deter crime. These cameras would not be routinely monitored by the Police
Department; however, footage could be recovered and analyzed on an as needed basis. The presence of the
cameras can act as a deterrent that can help prevent crime in both the day- and nighttime hours.
The department hopes to collaborate with the Downtown Association to determine the feasibility of connecting
with existing business camera systems that view common public areas for safety purposes.
Finally, the Police Department intends to use smaller portable cameras that could be placed in public areas
prone to criminal activity such as under bridges and other secluded areas. These portable cameras are
inexpensive and can be moved to locations as problems present themselves.
Use of Volunteers
The Police Department is currently considering the use of Volunteers in Police Service (VIPS) to increase
police presence throughout the City to include the Downtown core. These volunteer patrols would not engage
in any type of enforcement. The cost of equipping the volunteers would be negligible; primarily consisting of
uniforms and portable radios.
Ambassador Program
Downtown Santa Monica is an entity similar to our Downtown Association and works cooperatively with the
city with focus on economic vitality and public safety. Downtown Santa Monica has contracted with a private
entity known as “Block by Block”. Funding for this relationship is provided by assessed fees from business
owners as well as monies provided directly from the City of Santa Monica. It is a cost sharing program that
requires community involvement and public support, but appears to be an effective tool in this community.
One of the programs offered is the Ambassador Program. Individuals are hired and trained to interact with
citizens and visitors to provide an “inviting and safe atmosphere.” They also serve as an extra set of eyes and
presence that would enhance the identification of criminal activity and increase public safety. Ambassadors
circulate the downtown in casual yet noticeable attire providing several levels of service to include information
about local venues and events, directions, helping tourists find lost cars or children, and provide friendly
advice about minor violations of law.
In Santa Monica the hourly starting wage for an Ambassador is $13.05. “Block by Block” is the contracted
private agency that manages the program. “Block by Block” tends to all staffing needs including medical
insurance, workers compensation benefits, liability and the day-to-day operation and management of the
program.
“Block by Block” is one of a handful private business that provides services to communities in need. A cost
assessment of the program is not practical at this time as an agreement and assessment of services needed
would require concurrence from the many stakeholders involved. However, conceptually, as a cost sharing
measure and multi-directional approach the program has the potential of reducing adverse concerns and could
enhance the atmosphere of our downtown core.
Currently the Downtown Association employs private uniformed security to patrol the downtown core seven
days a week from 12:00 pm to 6:00 pm. It costs the Downtown Association approximately $50,000 annually to
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provide this service. This presence is geared toward creating a safe atmosphere as they predominantly walk a
foot patrol interacting with businesses and citizens. The uniformed security patrols work cooperatively with the
Police Department to identify and discourage adverse behaviors and criminal activity that affect this area. The
City seeks to work with the Downtown Association to determine if uniformed security patrols are the best use
of resources and evaluate the effectiveness of an Ambassador Program as a viable alternative or adjunct to its
existing efforts.
Restroom Facilities
The City has received complaints regarding use of the public street for restroom purposes. Cities across the
country have struggled to deal with providing reliably clean and safe public restrooms in a variety of ways, but
remain challenged to provide a quality solution, particularly when 24 hour operations are expected. Options
such as self-cleaning restrooms have not proved reliable and in some cases, have required regular manual
cleaning. Restrooms have become locations for illegal activities. Vandalism is very common. Some cities have
closed restrooms rather than deal with the maintenance, repair, and attraction of undesirable behavior that the
restrooms result in.
While research into the issue is needed to find the best and most cost effective solution for providing safe
sanitary restroom facilities, it is possible for the City to implement a measured pilot program with some
adjustments to existing facilities. This modest interim option will provide some restroom facilities more
quickly. Two sets of restrooms downtown are being proposed to be used to address the current situation. The
set of restrooms in the parking lot at Broad and Marsh was closed several years ago after constant vandalism
made it impractical to keep them open. However, this is in a prime location to address a problem related to
night time activity, most common during certain portions of the week. These restrooms can be retrofitted to
make them more vandal resistant, and the locking mechanism removed so users can not lock themselves in for
extended periods. As a pilot program, one unit will be repaired and opened Thursday, Friday, Saturday and
Sunday night, to be followed with others if they can be successfully operated. This restroom will be available
to provide areas of use for night time needs. To maximize availability, extended hours will also be made
available at the Mission Plaza restrooms, providing service until midnight, reopening early in the morning with
the arrival of staff at the Plaza.
Future possibilities include further upgrading existing facilities to improve vandal resistance and layout,
contracting for portable restrooms with high cleaning frequencies to maximize cleanliness and prevent
plumbing damage, or restroom monitoring with security personnel. During the first year, solutions used in
other communities will be identified, along with any unique ideas for San Luis Obispo, and feedback on the
extended use of the Mission Plaza restrooms and Broad/Marsh restroom will be provided to Council. Council
will then be able to provide guidance on how best to proceed and provide any necessary resources for
additional improvements. Implementation of any new facilities or changes in operations will follow in the
second year.
RESTROOM - HOURS OF AVAILABILITY
LOCATION
MORNING -
NOON
NOON –
EVENING
EVENING -
MIDNIGHT
MIDNIGHT –
MORNING
Downtown
Broad/ Marsh Lot 2 X (12AM) X (2AM)
City Buildings X X
Library X X
Marsh Garage X X
Mission Plaza X X X (12AM)
Other Locations
Damon Garcia X X X (11PM)
NEW
NEW NEW
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LOCATION
MORNING -
NOON
NOON –
EVENING
EVENING -
MIDNIGHT
MIDNIGHT –
MORNING
Fields
French Park X X
Islay Hill Park X X
Johnson Park X X
Laguna Lake Park X X
Meadow Park X X X (11PM)
Mitchell Park X X
Santa Rosa Park X X X (10PM)
Sinsheimer Park X X X
Throop Park X X
D. Limits on Alcohol Establishments
For the past three years, staff has collected information and developed strategies to reduce public safety problems
and negative impacts associated with alcohol outlets. In October 2009, staff presented a study to the Council that
correlated police-related incidents with alcohol outlets, along with several recommendations. The study,
conducted by Dr. Fried Wittman of CLEW Associates, utilized a tool called Alcohol/Drug Sensitive Information
Planning System in a Geographic Information System, or ASIPS/GIS. Staff received direction from the City
Council to explore a range of strategies, improve local regulation, and engage a wide variety of stakeholders in the
process.
On November 16, 2010, staff provided an update to the Council on progress made in exploring these strategies
and initiated a Nightlife Public Safety Assessment. The Nightlife Public Safety Assessment report was presented
to Council in November 2011. Council direction was to bring forth amendments to the Zoning Regulations to
reduce public safety problems associated with alcohol outlets. On June 19, 2012, the Council adopted Ordinance
1578 to enhance alcohol outlet regulations including:
1. A revised zoning definition of a “restaurant”
2. A new restaurant zoning definition (late hour alcohol service – after 11:00 p.m.),
3. A zoning definition for liquor stores,
4. A required Administrative Use Permit for restaurants with late hour alcohol service and liquor stores, and
5. A deemed approved ordinance for existing alcohol outlets.
During the public hearing and outreach process for the 2012 Alcohol Outlet Amendments and recent use permit
reviews, members of the community questioned “how many is too many” alcohol outlets in the downtown. The
Amendments did not specifically address this question, but provide tools for limiting and regulating alcohol
outlets. The Land Use and Circulation (LUCE) update is scoped to include policy and implementation programs
designed to address the type, density, and capacity of various types of alcohol and late-night entertainment
establishments that are desirable in the community. This component will be a factor addressed as part of the
Alternatives Report. This report will be available this summer and could be used by the Council as background in
further amending City alcohol policies.
The Council is also concerned about the number of alcohol outlets downtown and directed staff to report back
with an exploration of a moratorium on new alcohol outlets. The City Council is considering holding a study
session to review existing local/State laws, additional regulatory tools, and consideration of a moratorium.
Direction from the study session will become part of this Major City Goal.
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MAJOR CITY GOALS
ASSESS AND RENEW THE DOWNTOWN
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
Downtown is the focal point of the City for retail, entertainment, cultural, sightseeing, and increasingly residents.
Residents and visitors have a special connection with the downtown and demand a voice in how it continues to
operate and develop. There will be significant public involvement involved in this Goal.
The revitalization of Mission Plaza will be complex, especially discussions regarding the elimination of the
Monterey St. dogleg. The work scope for the Major City Goal will consider the elimination of the dogleg and
evaluate impacts of the street closure and alternatives to closing the street. It is envisioned that the dogleg would
be incorporated into a street plaza with bollards and surface treatment to enhance the pedestrian experience. The
City Council previously considered, but rejected the idea of closing the dogleg. A variety of alternatives would
be studied in Mission Plaza planning effort and the outright closure of a portion of Monterey Street would require
environmental review and extensive coordination with affected property owners.
The Police Department anticipates that the presence of Patrol, CAT, police volunteers and a dedicated daytime
officer will provide sufficient visibility and enforcement in the Downtown area most days of the week. However,
the police department will experience deployment constraints due to vacation time, sick time, training time,
injuries or other unforeseen vacancies.
Challenges are anticipated in providing consistently clean and safe restroom facilities, based on information
readily available from other communities.
STAKEHOLDERS
Numerous citizen groups have an interest in the assessment and renewal of downtown: Downtown Association,
Chamber of Commerce, Save Our Downtown, Residents for Quality Neighborhoods, San Luis Obispo Museum of
Art, San Luis Obispo Little Theater, History Center and Museum, and the Old Town neighborhood.
ACTION PLAN
Task Date
1. Utilize Volunteers in Police Service (VIPS) as downtown patrols Jan 2014
2. Present concept of an Ambassador Program to the DA for consideration Jan 2014
3. Community Action Team Downtown Deployment (CAT) July 2013
4. Dedicated School Resource Officer Daytime Downtown Deployment July 2013
5. Dedicated Daytime Overtime Downtown Deployment Sept 2013
6. Two Daytime Downtown Officers Jan 2014
7. Public Safety Video Purchase and Implementation in Mission Plaza area July 2013
8. Extend Mission Plaza Hours Ongoing
9. Retrofit Broad / Marsh restroom and open Sept 2013
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MAJOR CITY GOALS
ASSESS AND RENEW THE DOWNTOWN
10. Research additional restroom options and constraints Dec 2013
11. Council update on additional hours of restroom availability impacts, and recommendations
for additional implementation efforts
Mar 2013
12. Consideration of a moratorium on additional alcohol outlets Aug 2013
13. Mission Plaza Master Plan Initiation Jan 2014
14. Assess public safety access to existing business camera systems Feb 2014
15. Employ portable cameras in secluded high crime public areas June 2014
16. Alcohol Concentration Evaluation and Adoption of Code Amendments Nov 2014
17. Mission Plaza Master Plan Adoption Sep 2015
18. Mission Plaza Railing Upgrade Ongoing
19. Removal and replacement of damaged or hazardous downtown trees and sidewalks June 2015
20. Downtown Renewal, including sidewalks and appurtenances Jan 2015
21. Initiate and Complete review of Special Event Policy and Use of Mission Plaza Jan 2015
KEY WORK PROGRAM ASSUMPTIONS
A key assumption is that current staffing levels remain constant.
RESPONSIBLE DEPARTMENT
Public Works will be the lead Department in accomplishing this goal. Key support Departments are Community
Development for the Mission Plaza Plan, Parks and Recreation for the use and event planning for Mission Plaza,
the Police Department and the City Attorney’s Office for safety and enforcement, and Administration for
continued support of cultural attractions.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Some of these expenses are funded using Measure Y resources.
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MAJOR CITY GOALS
ASSESS AND RENEW THE DOWNTOWN
Cost Summary
2013-142014-152013-142014-15
Mission Plaza Master Plan 50,000
Mission Style Railing 30,00030,000
Video Surveillance Camera 25,000
Tree and Sidewalk Replacements 40,000
Downtown Renewal 525,000
Restroom Janitorial Service 3,5007,500
Daytime Downtown Overtime (July - Aug)10,600
Daytime Downtown Overtime (Sept - Dec)49,900
Daytime Downtown Overtime (July - Dec)48,800
Two New Daytime Downtown Officers & Equipment 204,800310,400
Total $317,600$317,900$105,000$595,000
Operating Programs Capital Improvement Plan
Funding Sources
2013-142014-152013-142014-15
NEA Grant (General Fund if grant not secured)50,000
General Fund 317,600317,90055,000595,000
Total $317,600$317,900$105,000$595,000
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
There is no direct potential for General Plan revenues from these projects; however, downtown renewal,
revitalization, and public safety enforcement will support increased tourism and shopping. A successful and
inviting downtown may contribute to stronger sales tax and transient occupancy tax revenues. Staff will seek
grants to support update of the Downtown Concept Plan and has already submitted a grant application for the
Mission Plaza Master Plan.
OUTCOME - FINAL WORK PRODUCT
These programs and projects will result in maintenance and enhancement to the Downtown, including Mission
Plaza. Increased law enforcement and the new alcohol outlet regulations will make the downtown a safer place
for visitors and residents alike.
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PUBLIC WORKS DEPARTMENT – ENGINEERING DIVISION
Notice Requesting Proposals for
MISSION PLAZA ASSESSMENT AND MASTER PLAN
Specification No. 91300
July 2015
The City of San Luis Obispo is requesting sealed proposals for professional services associated with
the Mission Plaza Assessment and Master Plan pursuant to Specification No. 91300. All sealed
proposals must be received by the Public Works Department at 919 Palm Street, San Luis Obispo, CA
93401 by 2:00 P.M. on August 27, 2015 when they will be opened publicly.
Proposals received after said time will not be considered. To guard against premature opening, each
proposal shall be submitted to the Public Works Department in a sealed envelope plainly marked with
the proposal title, specification number, Consultant name, and time and date of the proposal opening.
Proposals shall be submitted using the forms provided in the specification package.
Obtaining a Specification Package
1. Download from the City’s Web site www.slocity.org - Doing Business/Bids & Proposals page or
using the following link:
http://www.slocity.org/doing-business/doing-business-with-the-city/bids-and-proposals
2. Pick up a copy of the RFP at the above address
Requests must include the RFP title and specification number.
A list of companies that have requested a copy of the proposal is maintained on the project’s web
page.
General Work Description:
In general, primary objectives for this project are to assess the present condition, uses and policies
related to the existing Mission Plaza; determine impacts of plaza events on adjacent residential
neighbors, businesses, Old Mission Church operations and San Luis Obispo Creek habitat; explore
expansion of the plaza into the adjacent Broad/Monterey St. “dogleg” through permanent or temporary
street closures; and provide a vision for the future of the plaza and surrounding streets. The overall
goal is to revitalize and refresh this important community hub and provide the City a roadmap for
planning of future maintenance and development projects for the plaza.
Questions
Questions should be directed to Bridget Fraser, Project Manager/Senior Civil Engineer, Public Works
Department by email at bfraser@slocity.org on or before August 20, 2015.
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 2 of 28
TABLE OF CONTENTS
A. DESCRIPTION OF WORK ....................................................................................................................................... 3
1. INTRODUCTION ............................................................................................................................................... 3
2. PROJECT BACKGROUND .............................................................................................................................. 3
3. SCOPE OF CONSULTANT’S WORK .............................................................................................................. 7
4. PROJECT BUDGET ......................................................................................................................................... 9
5. BACKGROUND INFORMATION- RESOURCES ............................................................................................. 9
6. INFORMATION PROVIDED BY THE CITY ...................................................................................................... 9
7. EXHIBITS .......................................................................................................................................................... 9
B. GENERAL TERMS AND CONDITIONS ................................................................................................................ 12
1. PROPOSAL REQUIREMENTS ...................................................................................................................... 12
2. CONTRACT AWARD AND EXECUTION ....................................................................................................... 13
C. PROPOSAL CONTENT AND SELECTION PROCESS ........................................................................................ 14
1. PROPOSAL CONTENT .................................................................................................................................. 14
2. PROPOSAL EVALUATION AND CONSULTANT SELECTION ..................................................................... 14
D. FORM OF AGREEMENT ...................................................................................................................................... 16
E. PROPOSAL SUBMITTAL FORMS ....................................................................................................................... 24
1. ACKNOWLEDGEMENT ................................................................................................................................. 24
2. INSURANCE CERTIFICATE .......................................................................................................................... 24
3. STATEMENT OF PAST CONTRACT DISQUALIFICATIONS ....................................................................... 25
4. CONSULTANT REFERENCES ...................................................................................................................... 26
5. SUBCONSULTANT LISTING ......................................................................................................................... 26
F INSURANCE REQUIREMENTS: Consultant Services ......................................................................................... 28
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 3 of 28
A. DESCRIPTION OF WORK
1. INTRODUCTION
The City of San Luis Obispo (City) is seeking qualifications/proposals from qualified firms (Consultant)
to provide comprehensive services for the Mission Plaza Assessment and Master Plan project
(Project). It is anticipated the consultant, and/or subconsultants, will provide expertise in urban design
and planning, infrastructure assessment, and event management. In general, primary objectives for this
project are to assess the present condition, uses and policies related to the existing Mission Plaza
(Plaza); determine impacts of Plaza events on adjacent residential neighbors, businesses, Mission
Church operations and creek habitat; explore expansion of the Plaza into the adjacent Broad /Monterey
St. “dogleg” through permanent or temporary street closures; provide a vision for the future of the Plaza
and surrounding streets; and prioritize identified improvements. The overall goal is to revitalize and
refresh this important community hub and provide a roadmap for planning of future maintenance and
development projects for the Plaza.
2. PROJECT BACKGROUND
Whether it’s a downtown employee having a quiet lunch break by the creek, kids riding the holiday
carousel, or a lively summer concert series, Mission Plaza plays host to a wide variety of events and
uses and is often referred to as the City’s “jewel.” Since its inception in the 1970s, Mission Plaza has
served as the cultural and historical “heart” of the San Luis Obispo’s downtown with its adjacency to the
Mission San Luis Obispo de Tolosa, and serves as the gateway to the City’s cultural center along
Monterey Street to the west as well as the City’s vibrant downtown. Mission Plaza functions as both a
City “park” as well as a public event space.
a. Mission Plaza Development.
Mission Plaza is situated in the downtown core, sandwiched between the Old Mission Church
properties to the north, San Luis Obispo Creek to the south and flanked east and west by Chorro
and Broad Streets. The Plaza was derived from the closure of one block of Monterey Street
between Chorro and Broad Streets and the properties to the south of the street bordering the creek.
A majority of the Plaza development occurred in the early 1970s consisting of the main plaza area,
a fountain, planters, steps fronting the active Old Mission Church, a lower deck overlooking the
creek, restrooms, a small amphitheater, lighting, walkways and railings along the creek and
landscaping throughout. Since this initial development, repairs and replacements have occurred
throughout the plaza including replacement of stairs and railings, replacement of a footbridge,
remodel of the restroom for ADA compliance and repairs to the railings and the deck of the Warden
Bridge.
Between 1986 and 1999, further development of the creek-side walkways continued downstream
along both sides of San Luis Obispo Creek into the next block from Broad Street to Nipomo Streets.
Although this “creek walk” is considered a part of Mission Plaza, it is not a part of this project.
These creek walk projects are referred to in many archives as Mission Plaza Expansion or Mission
Plaza Extension and should not be confused with references to Mission Plaza expansion into the
Broad/Monterey Street “dogleg.”
b. Project Site - Physical Boundaries.
For the purposes of this assessment and master planning effort, the project site will focus on the
existing main Plaza areas bounded by Broad Street, Chorro Street, the Old Mission Church and
San Luis Obispo Creek, including Warden Bridge and the pedestrian bridge approximately 240’
downstream. This project will also include the two-block section of right-of -way referred to as the
Broad/Monterey Street “dogleg” which begins at Palm and Broad Streets to the north and ends at
Broad and Monterey Streets to the south at the San Luis Obispo Museum of Art. Refer to Exhibit A
for a vicinity map showing the project limits.
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 4 of 28
c. Current Plaza Uses.
Mission Plaza hosts a variety of small to large scale events that are scheduled throughout the year
such as concerts, art fairs, and community events. Small and medium scale events are held
within the confines of the Plaza. Large scale events require the temporary closure of the “dogleg” to
vehicular traffic. In these cases, the roadway itself is used as public plaza space for these larger
events.
The adjacent Old Mission Catholic Church also periodically uses Mission Plaza for activities
associated with weddings, funerals and graduation ceremonies for Mission College Preparatory
School.
For reference, a Plaza events list for the year 2014 is attached as Exhibit B.
Although the plaza is home to many lively and/or large weekend events, it is also used daily by
many for passive activities. You may see kids tossing pennies in the “Bear” fountain, or families
wading through the creek on hot summer days or someone finding a quiet bench to read. The
passive uses of Mission Plaza are equally as important to the community and visitors as the larger
scheduled events. The Plaza periodically experiences use that is not compatible with envisioned
community and visitor uses, requiring police response or partial closures.
In addition to the many uses of the plaza, a property owner retains vehicular access rights through
the plaza and over Warden Bridge to a private parking lot and building on the easterly side of the
creek.
d. Project Stakeholders.
Mission Plaza is an important and well used community space. Any planned extensions or changes
to the plaza will be of key interest to those who use, manage, and maintain the plaza and to those
who live or operate business nearby. Key stakeholders currently identified for this project include:
Internal (City)
1) Parks and Recreation Department - responsible for permitting and management of plaza
events
2) Parks Maintenance Division of the Public Works Department - responsible for maintenance of
the Plaza facilities
3) Transportation Division of the Public Works Department – responsible for traffic circulation, bus
routes and bus stops, parking facilities
4) Police and Fire Departments
5) Utilities Department
6) Natural Resources Division of the Administration Department
External Stakeholders:
1) Organizations that sponsor events in the plaza,
2) People who use the plaza daily or on an occasional basis (both San Luis Obispo residents and
visitors)
3) Adjacent businesses and property owners
4) Residential neighbors
5) Old Mission Catholic Church
6) San Luis Obispo Downtown Association
7) San Luis Obispo Chamber of Commerce
8) Ken Schwartz, Pierre Rademaker, Chuck Crotser, Andrew Merriam – 4 of the 5 original
creators of the City’s 1993 Downtown Concept Plan
9) San Luis Obispo Museum of Art
10) Historical Center of San Luis Obispo
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 5 of 28
e. Existing Conditions, Issues, Concerns.
Given the age and popularity of the plaza, many issues and concerns have arisen which should be
addressed as part of this project. The following is a list of issues or areas of concerns currently
known to the City. It is anticipated that more issues or concerns may be revealed during the
research and stakeholder/public outreach phases.
Infrastructure
1) Effects of plaza landscaping and irrigation adjacent to the Old Mission building. The Lemon
Eucalyptus trees need replacement due to disease and their proximity to the Mission
building. Moisture from the turf irrigation and its effects on the Mission building are also of
concern.
2) Review the drought tolerance of the plaza landscaping.
3) Plant material is becoming deteriorated.
4) Management of runoff from events into creek – Cleanliness is a requirement in such close
proximity to creek.
5) Review surface treatments for damaged walkways and drive aisles. Tiles in Mission-style
pavement are high maintenance.
6) Maintenance of creek walls – grout is missing from walls.
7) Maintenance or replacements for pedestrian and vehicle bridges.
8) Bank stabilization.
9) Lighting – Needs updating. Wood poles are failing. Review light levels and light placement
and compliance with Night Sky Ordinance requirements.
10) Public restroom facility size, condition, location and accessibility – Is the existing facility
adequate?
11) Accessibility throughout the plaza – restroom, amphitheater, walkways, creek walks.
12) Flag display – Is it located properly? Where is best location?
13) Creek drainage maintenance.
14) Creek native landscape opportunity.
15) Control of highly invasive species (“Tree of Heaven”) in the creek area.
Events & Uses
1) Impact of events on Old Mission Church operations – including timing, noise, duration and
size.
2) Impact of events on nearby residents and businesses.
3) Capacity of the plaza for events - size and types of events – existing and future.
4) Frequency of events.
5) Public access to the Plaza and the Church during events.
6) Pedestrian connectivity and circulation.
7) Broad/Monterey Street “dog leg” uses and design- appearance, function, traffic circulation
impacts, impacts to neighbors. (More “dogleg” background information below.)
8) Security. Visibility of plaza areas during day and night for enforcement personnel. Increase
active elements in plaza to increase number of people present in the facility.
9) Impact of future SLO Museum of Art expansion and potential History Center of SLO
expansion.
10) Impacts of illegal activities.
11) Impacts of gatherings of people, dogs off leash, and other activities associated with
transient behaviors.
12) Special Event Permittees not following permit conditions.
13) Should the Plaza contain more Public Art elements?
14) Should play equipment or more “park” like amenities be incorporated into the plaza?
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 6 of 28
f. Background of Mission Plaza Expansion and Closure of Adjacent Streets.
As part of this project, the consultant is being asked to explore uses (and closure or intermittent
closure) for the adjacent 2-block street area southerly of the current plaza, known as the “dogleg,”
as an area for potential expansion of the Plaza. It is important for the Consultant to be aware of
past efforts and events associated with expansion into this street area
Although never realized, this “vision” for expanding the Plaza southerly into the adjacent streets has
been around since the early 1990s with mixed support from Council throughout the years.
In 1993, Council adopted “A Conceptual Physical Plan for the City’s Center” (Downtown Concept
Plan) which provides guidance to private and public developments in the downtown. This concept
plan states that Broad Street (Palm to Higuera) and Monterey Street (Broad to Nipomo) should be
abandoned and converted into pedestrian ways as an extension to Mission Plaza. This identifies a
four-block closure of Broad and Monterey Streets southerly of the Plaza. Refer to Exhibit A -
Downtown Concept Plan.
This vision of closing streets and expanding Mission Plaza was carried forward with Council’s
adoption of the 1994 Circulation Element which identifies a planned capital project to close Broad
Street (Palm to Higuera) and Monterey Street (Nipomo to Broad) consistent with the Downtown
Concept Plan and expand Mission Plaza.
Expansion of the Plaza surfaced again in the 1995-97 and 1997-99 Financial Plans but was never
adopted into a budget until the 1999-2001 Financial Plan where funds were budgeted to provide
study and design for the closure of the Monterey/Broad Street dogleg and expansion of Mission
Plaza into that area. This project was for a 2-block closure of the Monterey/Broad Street dogleg not
the 4 block closure identified in the Downtown Concept Plan or the 1994 Circulation Element.
In 2001 and 2002, considerable work was completed on the study and design of the dogleg closure
including traffic studies, stakeholder and community meetings, development of four concept plans
based on varying degrees of street access and closure and phasing plans. Before moving forward
with a final concept plan to close the dogleg, these options were presented to Council at a study
session to decide whether to proceed with design of the full street closure consistent with the
Downtown Concept Plan and 1994 Circulation Element, or proceed with a partial closure as a step
toward the ultimate goal of full closure, or continue to provide one- or two-way circulation with
temporary closures for events as a permanent solution. Council opted to leave the dogleg open to
two-way traffic.
Based on Council direction, the concept plans developed for the dogleg area maintained the two
way traffic but brought the street into the plaza not by closure but through street and landscaping
improvements giving the area a similar look and feel of the plaza. In 2003, the concept plans were
reviewed and approved by the City’s Cultural Heritage Committee and the Architectural Review
Commission. In 2004, work ceased on the project and the remaining funds to develop construction
documents was eliminated due to the fiscal challenges at that time and lack of construction funding
to implement the concept.
Consideration of elimination of the dogleg resurfaced again in 2013 with the adoption of 2013-15
Financial Plan including a Major City Goal to Assess and Renew the Downtown. The Goal includes
a work program to update and prepare a new master plan for Mission Plaza. The tone has changed
somewhat where the emphasis, this time, is to consider eliminating the dogleg, identify uses and
design of this street segment as part of Mission Plaza and to review options of: 1) leaving the
dogleg as is, 2) adding the dogleg area permanently to the Plaza and 3) creating a versatile area
capable of serving both needs.
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 7 of 28
In 2014, Council adopted an updated Land Use Element which carries forward the vision of
expanding Mission Plaza but rather than direct full closure, it states to explore the full or partial
closure of the dogleg street section (LU 4.27). This 2014 Land Use Element identifies just the two
block “dogleg” portions of Monterey and Broad not the original four-block section identified in the
Downtown Concept Plan and the 1994 Circulation Element.
g. Related Work.
Updating of the Downtown Concept Plan is scheduled to occur over the next year. It is expected
that the work of this Mission Plaza Assessment and Master Plan will be highly integrated with the
updated Downtown Concept Plan. The consultant should anticipate coordinating outreach efforts
and deliverables with the consultant selected for the Concept Plan update. The consultant is
encouraged to propose on both projects.
3. SCOPE OF CONSULTANT’S WORK
The consultant will be responsible for comprehensive services, studies and all related materials
required to provide the project objectives and deliverables described below and ultimately deliver a
Council-approved comprehensive Master Plan for the revitalization and possible expansion of Mission
Plaza.
It is anticipated that, at a minimum, the scope of Consultant’s work will generally include the following
task/services/deliverables including the estimated timelines for completion:
a. Coordination with Downtown Concept Plan Update Consultant. October 2015
Work with the Downtown Concept Plan Update consultant to coordinate work and outreach efforts
and deliverables. Update project schedule.
b. Evaluation and Assessment of Existing Conditions. November-December 2015
Through investigation, evaluation, research, special studies, and stakeholder outreach, develop a
thorough understanding and assessment of:
1) Current internal stakeholders responsibilities, concerns, needs and desires.
2) Project constraints and limitations.
3) Previous Mission Plaza expansion design work performed in 2001-2003 and determine if
useable for current project.
4) Potential uses for the two-block dogleg street segment as an expansion to Mission Plaza and
identify options of: 1) leaving the dogleg as is, 2) adding the dogleg area permanently to the
Plaza through permanent closure of the street segment, and 3) creating a versatile area
capable of serving both needs as a street and a plaza.
5) Circulation and access patterns of pedestrians, bicyclists and motorists in and adjacent to
existing and proposed plaza boundaries. (Consultant will prepare traffic impact studies for
possible dogleg street closure in accordance with the City’s Multimodal Transportation Impact
Study Guidelines. Refer to link provided in Background Information-Resources.)
6) Current plaza uses and events.
7) Impacts of existing plaza use/events on, and needs of:
Adjacent residential neighbors
Mission Church operations
Adjacent businesses
Creek/Sensitive habitat
Trees, turf and plant materials
8) Current physical condition of plaza amenities (bridges, restroom, walkways, amphitheater, trees
and vegetation, etc.) and supporting infrastructure (water, sewer, electrical, etc.).
9) Size and dimensions of the plaza, amenities, streets, and utility locations.
10) Current City policies relating to the Plaza and identify deviation/conformance to existing policy.
11) Current codes and regulations governing the Plaza and identify any deficiencies.
12) Current codes and policies that relate to event size and event type.
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 8 of 28
13) Current codes and regulations governing impacts of development on creek habitat and cultural
resources.
14) Impact of population growth on Plaza amenities, infrastructure, Plaza capacity, event types and
sizes.
15) Operations & event management of other City’s with special facilities such as Mission Plaza
that are both a “park” plaza as well as a public event space.
c. Public/Stakeholder Outreach. December 2015 - January 2016
Prepare all materials and conduct presentations and surveys to engage the public and stakeholders
through various forms of outreach - public workshops, opinion surveys, social media, websites to
gain input into the public/stakeholders concerns, needs and desires for the future of the plaza
particularly with regards to:
1) Possible expansion.
2) Traffic circulation and options for closure (permanent, temporary) of the dogleg.
3) Type and size of plaza events.
4) Safety concerns.
5) Desires for new park/plaza amenities – play equipment, public art, etc.
6) Changes to the existing conditions, uses, policies.
d. Assessment/Pre-design Report. February 2016
Prepare a comprehensive report detailing the findings and outcomes of the assessment and
outreach tasks. Prepare project goals and objectives based on data and input received. Provide
recommendations/alternatives for achieving the project goals and objectives including several
recommendations/alternatives for use of the dogleg. Sketch formats should be used. Develop
criteria to use for prioritization of repairs and improvements. Present materials to staff/Stakeholders.
Revise as needed.
e. Combined Council/Planning Commission Study Session. March 2016
Present assessment/pre-design report at a study session to gain Council’s input/direction on
preferred alternatives for achieving project goals and objects and use of the dogleg.
f. Develop Draft Plans. April – May 2016
Based on Council direction and all input received, prepare:
1) Draft concept plan (scaled) for improvements to the existing plaza and dogleg areas.
2) Draft phasing plan for implementation of the concept including prioritization and high level cost
estimates for each phase.
3) Draft Maintenance and Repair Plan for upgrade or replacement of Plaza infrastructure and
amenities based on current and future uses of the Plaza
4) Events Management Plan for the Plaza to include items such as hours of use, restrictions on
use, days of use, types of use, and event capacity.
5) Planning Application and checklist materials as required for all Public Hearings/approvals.
Attend pre-application meetings with planning staff.
Submit all draft materials to staff for review. Revise as needed.
g. Public Review/Approval Process. June - July 2016
Prepare for and present draft plans at the following City advisory body public hearings:
1) Parks and Recreation Commission
2) Cultural Heritage Committee
3) Architectural Review Commission
4) Planning Commission
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 9 of 28
h. Council Review of Draft Plans. August 2016
Prepare for and present draft plans to City Council including input received from all advisory bodies.
i. Final Council Approval. September 2016
Based on input from Council’s review of the draft plans, prepare final assessments, reports, plans,
cost estimates and present to Council for final approval.
4. PROJECT BUDGET
A budget of $90,000 is earmarked for consultant services for this project.
5. BACKGROUND INFORMATION- RESOURCES
The following items are available for download via the links, if given, below or available for review at the
Public Works Department upon request:
a. 2013-15 Financial Plan Major City Goal Statement-Assess and Renew the Downtown (page C-
52): http://www.slocity.org/Home/ShowDocument?id=5823
b. 2013-15 Capital Improvement Plan Project Description – Mission Plaza Master Plan
Development (page 3-381): http://www.slocity.org/Home/ShowDocument?id=4889
c. 1993 Conceptual Physical Plan for City’s Center – Poster available for purchase
d. General Plan: http://www.slocity.org/government/department-directory/community-
development/planning-zoning/general-plan
e. San Luis Obispo Museum of Art: Proposed Expansion
f. 2002 Mission Plaza Dogleg Project – Council Study Session Report and exhibits, ARC Report
and exhibits.
g. Planning Application and checklists and other information Planning information:
http://www.slocity.org/how-do-i/apply-for/permits/permits-for-developers-and-contractors
h. Special Events Application and Agreement Template.
i. Mulitmodal Transportation Impact Study Guidelines:
http://www.slocity.org/home/showdocument?id=6029
6. INFORMATION PROVIDED BY THE CITY
The following data and information is available to the consultant for the purposes of this project.
Consultant shall use at their own risk.
a. GIS data and maps – available on City Website: http://www.slocity.org/government/department-
directory/finance-and-it/gis-mapping-division
b. Autocad Drawings – various CAD files/drawings from prior Mission Plaza construction projects
c. Electronic Drawings of past Mission Plaza construction projects
The City will provide the following task/services for this project:
a. Preparation of Initial Study
b. Traffic Counts
7. EXHIBITS
The following exhibits follow this section:
a. Vicinity Map with Project Limits and Excerpt of 1993 Downtown Concept Map
b. 2014 Mission Plaza Scheduled Events
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EXHIBIT B
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B. GENERAL TERMS AND CONDITIONS
1. PROPOSAL REQUIREMENTS
a. Requirement to Meet All Provisions. Each individual or firm submitting a proposal (Consultant) shall meet
all of the terms, and conditions of the Request for Proposals (RFP) specifications package. By virtue of its
proposal submittal, the Consultant acknowledges agreement with and acceptance of all provisions of the RFP
specifications.
b. Proposal Submittal. Each proposal must be submitted on the form(s) provided in the specifications and
accompanied by any other required submittals or supplemental materials. Proposal documents shall be
enclosed in an envelope that shall be sealed and addressed to the Public Works Department, City of San
Luis Obispo, 919 Palm Street, San Luis Obispo, CA, 93401. Each proposal submittal shall include one
electronic copy of the proposal, submitted in Adobe Acrobat format on CD or flash drive. In order to guard
against premature opening, the proposal should be clearly labeled with the proposal title, specification
number, name of Consultant, and date and time of proposal opening. No FAX submittals will be accepted.
c. 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 Consultant’s insurance coverage
during proposal evaluation; as discussed under paragraph 13 below, endorsements are not required until
contract award. The City’s insurance requirements are detailed in Section F.
d. Submittal of References. Each proposer shall submit a statement of qualifications and references on the
forms provided in the RFP package.
e. Statement of Contract Disqualifications. Each proposer shall submit a statement regarding any past
government disqualifications on the form provided in the RFP package.
f. Proposal Withdrawal and Opening. A Consultant may withdraw its proposal, without prejudice prior to the
time specified for the proposal opening, by submitting a written request to the City Engineer for its withdrawal,
in which event the proposal will be returned to the Consultant unopened. No proposal received after the time
specified or at any place other than that stated in the "Notice Requesting Proposals" will be considered. All
proposals will be opened and declared publicly. Consultants or their representatives are invited to be present
at the opening of the proposals.
g. 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 Consultant submitting a
proposal, or who has quoted prices on materials to such Consultant, is not thereby disqualified from
submitting a sub-proposal or from quoting prices to other Consultants submitting proposals.
h. 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.
i. Alternative Proposals. When specifically requested, 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.
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2. CONTRACT AWARD AND EXECUTION
a. 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.
b. Competency and Responsibility of Consultant. The City reserves full discretion to determine the
competence and responsibility, professionally and/or financially, of Consultants. Consultants will provide, in a
timely manner, all information that the City deems necessary to make such a decision.
c. Contract Requirement. The Consultant to whom award is made (Consultant) 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.
d. Insurance Requirements. The Consultant shall provide proof of insurance in the form, coverages and
amounts specified in Section G of these specifications within 10 (ten) calendar days after notice of contract
award as a precondition to contract execution.
e. Business License & Tax. The Consultant must have a valid City of San Luis Obispo business license and
tax certificate before execution of the contract. Additional information regarding the City's business license
and tax program may be obtained by calling (805) 781-7134.
f. Failure to Accept Contract. The following will occur if the Consultant to whom the award is made
(Consultant) 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 Consultant's bond or security is required; and an award
may be made to the next highest ranked Consultant with whom a responsible compensation is negotiated,
who shall fulfill every stipulation as if it were the party to whom the first award was made.
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C. PROPOSAL CONTENT AND SELECTION PROCESS
1. PROPOSAL CONTENT
a. Submittal Forms
1) Acknowledgement
2) Certificate of Insurance
3) References from at least three firms for whom you have provided similar services.
4) Statement of Past Disqualifications
b. Qualifications
1) Experience of your firm in performing similar services
2) Experience of the staff to be assigned to the project in performing similar services
3) Redundancy in the company of staff experienced in this type of work
4) Resumes of the individuals who would be assigned to this project, including any sub-
consultants
5) Statement and explanation of any instances where your firm has been removed from a project
or disqualified from proposing on a project
6) Standard hourly billing rates for consultant and sub-consultant staff
c. Work Program
1) Description of your approach to completing the work. Provide a breakdown of the major tasks to
be performed with a detailed description of the work performed for each task.
2) Tentative schedule by phase and task for completing the work
3) Estimated hours for your staff in performing each major phase of the work, including sub-
consultants
4) Services or data anticipated to be provided by the City
5) Any other information that would assist us in making this contract award decision
d. Proposal Length and Copies
1) Proposals should be the minimum length to provide the required information. Charts and other
short form approaches to conveying information are encouraged.
2) 5 copies of the proposal must be submitted.
3) 1 Adobe Acrobat PDF format electronic copy must be submitted on CD or flash drive.
2. PROPOSAL EVALUATION AND CONSULTANT SELECTION
a. Written Proposal Review/Finalist Candidate Selection
Proposals will be reviewed by a selection committee and ranked in accordance with the
responsiveness, qualifications and understanding of the Consultant relative to these specification
requirements. Generally, proposals/candidates will be ranked on the following criteria:
1) Understanding of the work required by the City.
2) Familiarity with the project, the issues involved with the site and proposed function of the
Mission Plaza.
3) Demonstrated competence and professional qualifications necessary for successfully
performing the work required by the City.
4) Recent experience in successfully performing similar services.
5) Proposed approach in completing the work.
6) References.
7) Background and experience of the specific individuals to be assigned to this project.
8) Quality, clarity and responsiveness of the proposal.
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Where one proposal is rated consistently higher than the others, the consultant may be selected as
the top ranked consultant for purposes of contract negotiation. Alternatively, a group of finalist
candidates (generally the top 3 to 5 five proposers) may be selected for follow-up interviews and
presentations, or requests for additional clarifying information, before a final top ranked consultant
is determined.
b. Oral Presentations/Interviews
Finalist candidates will be requested to make an oral presentation to the review committee and
answer questions about their proposal, or respond to a written request for additional information
within an allotted time. The purpose of this second phase is two-fold: to clarify and resolve any
outstanding questions or issues about the proposal; and, in the case of presentations, to evaluate
the proposer’s ability to clearly and concisely present information orally.
c. Consultant Selection and Compensation
At or before the Oral Presentations/Interviews, finalist candidates will submit proposed
compensation costs for the work, including a proposed payment schedule tied to accomplishing key
project milestones or tasks.
After evaluating the proposals and discussing them further with the finalists or the tentatively
selected Consultant, the City reserves the right to further negotiate the proposed workscope and/or
method and amount of compensation. If the City is unable to come to an agreement on the terms
of the contract or the amount of compensation, the City reserves the right to negotiate with the next
highest ranked consultant.
Contract award will be based on a combination of factors that represent the best overall value for
completing the workscope as determined by the City, including: the written proposal criteria
described above; results of background and reference checks; results from the interviews and
presentations phase; and proposed compensation.
d. Proposal Review and Award Schedule
The following is an outline of the anticipated schedule for proposal review and contract award:
1) Issue RFP 7/25/2015
2) Receive proposals 8/27/2015
3) Complete proposal evaluation 9/10/2015
4) Conduct finalist interviews 9/21/2015
5) Finalize staff recommendation 9/22/2015
6) Negotiate Final Workscope 9/30/2015
7) Award contract 10/09/2015
8) Execute contract 10/16/2015
9) Start work/Project Kickoff Meeting 10/19/2015
e. Questions.
Questions or information concerning this project for preparations of proposal may be directed to
Bridget Fraser, City of San Luis Obispo, Public Works Department, 919 Palm Street, CA 93401,
(805) 781-7192, bfraser@slocity.org, no later than 4:00 p.m. on Thursday, August 20, 2015.
Questions received after this time and date will not receive responses.
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D. FORM OF AGREEMENT
AGREEMENT
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on [day, date, year] by and
between the CITY OF SAN LUIS OBISPO, a municipal corporation, hereinafter referred to as City, and
[CONSULTANT’S NAME IN CAPITAL LETTERS], hereinafter referred to as Consultant.
W I T N E S S E T H
WHEREAS, on __________, City requested proposals for comprehensive professional services for the
Mission Plaza Assessment and Master Plan per Specification No. 91300.
WHEREAS, pursuant to said request, Consultant submitted a proposal that was accepted by City for said
services.
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. Start of Work. Work on this project shall begin within 7 calendar days after contract execution.
3. Incorporation by Reference. The following are here by incorporated in and made a part of this agreement:
a) City Specification No. 91300
b) Consultant's proposal dated ___________
c) Attachment A. Consultant’s Amended Work Plan and Compensation Schedule
To the extent that there are any conflicts between the City’s specification and this Agreement and the
Consultant’s proposal, the terms of the City’s specification and this Agreement shall prevail, unless
specifically agreed otherwise in writing signed by both.
4. City's Obligations. For providing consulting services as specified in this Agreement, City will pay and
Consultant shall receive compensation to be paid on a time and materials basis in a total sum not to exceed
$___________ in accordance with the tasks identified in Attachment A - Consultants Work Plan and
Compensation Schedule hereto attached. Payments will be based upon the actual project billing as invoiced
by the consultant.
5. Consultant's Obligations. For and in consideration of the payments and agreements hereinbefore
mentioned to be made and performed by City, Consultant agrees with City to do everything required by this
Agreement, said specifications, referenced documents and attachments.
6. 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 Engineer.
7. Work Delays. Should the Consultant 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 Consultant. 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.
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8. Working Out of Scope. If, at any time during the project, the consultant is directed to do work by persons
other than the City Project Manager and the Consultant believes that the work is outside of the scope of the
original contract, the Consultant shall inform the Project Manager immediately. If the Project Manager and
Consultant both agree that the work is outside of the project scope and is necessary to the successful
completion of the project, then a fee will be established for such work based on Consultant's hourly billing
rates or a lump sum price agreed upon between the City and the Consultant. Any extra work performed by
Consultant without prior written approval from the City Project Manager shall be at Consultant's own expense.
9. Termination. If, during the term of the contract, the City determines that the Consultant is not faithfully
abiding by any term or condition contained herein, the City may notify the Consultant in writing of such defect
or failure to perform. This notice must give the Consultant a 10 (ten) calendar day notice of time thereafter in
which to perform said work or cure the deficiency.
If the Consultant 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 Consultant 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
Consultant'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 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 workscope.
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 full and complete accounting of
costs. In no event, however, shall the Consultant be entitled to receive in excess of the compensation quoted
in its proposal.
If, at any time during the term of the contract, the City determines that the project is not feasible due to
funding shortages or unforeseen circumstances, the City reserves the right to terminate the contract.
Consultant will be paid compensation due and payable to the date of termination.
10. 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.
11. Sub-contract Provisions. No portion of the work pertinent to this contract shall be subcontracted without
written authorization by the City, except that which is expressly identified in the Consultant’s proposal. Any
substitution of sub-consultants must be approved in writing by the City. For any sub-contract for services in
excess of $25,000, the subcontract shall contain all provisions of this agreement.
12. Contract Assignment. The Consultant 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.
13. Inspection. The Consultant shall furnish City with every reasonable opportunity for City to ascertain that the
services of the Consultant 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 Consultant of any of its obligations to fulfill its contract
requirements.
14. Record Retention and Audit. For the purpose of determining compliance with various laws and regulations
as well as performance of the contract, the Consultant and sub-consultants shall maintain all books,
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documents, papers, accounting records and other evidence pertaining to the performance of the contract,
including but not limited to the cost of administering the contract. Materials shall be made available at their
respective offices at all reasonable times during the contract period and for (3) three years from the date of
final payment under the contract. Authorized representatives of the City shall have the option of inspecting
and/or auditing all records.
15. Conflict of Interest. The Consultant shall disclose any financial, business, or other relationship with the City
that may have an impact upon the outcome of this contract, or any ensuing City construction project. The
Consultant shall also list current clients who may have a financial interest in the outcome of this contract, or
any ensuing City construction project which may follow. The Consultant staff shall provide a Conflict of
Interest Statement where determined necessary by the City.
The Consultant 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
Consultant further covenants that, in the performance of this work, no sub-consultant or person having such
an interest shall be employed. The Consultant 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 Consultant shall at all times be deemed an independent Consultant
and not an agent or employee of the City.
16. Rebates, Kickbacks or Other Unlawful Consideration. The Consultant warrants that this contract was not
obtained or secured through rebates, kickbacks or other unlawful consideration, either promised or paid to
any City employee. For breach or violation of the warranty, the City shall have the right in its discretion; to
terminate the contract without liability; to pay only for the value of the work actually performed; to deduct from
the contract price; or otherwise recover the full amount of such rebate, kickback or other unlawful
consideration.
17. Covenant Against Contingent Fees. The Consultant warrants by execution of this contract that no person
or selling agency has been employed, or retained, to solicit or secure this contract upon an agreement or
understanding, for a commission, percentage, brokerage, or contingent fee, excepting bona fide employees
or bona fide established commercial or selling agencies maintained by the Consultant for the purpose of
securing business. For breach or violation of this warranty, the City has the right to annul this contract
without liability; pay only for the value of the work actually performed, or in its discretion, to deduct from the
contract price or consideration, or otherwise recover the full amount of such commission, percentage,
brokerage, or contingent fee.
18. Compliance with Laws and Wage Rates. The Consultant 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. This includes compliance
with prevailing wage rates and their payment in accordance with California Labor Code. For purposed of this
paragraph, “construction” includes work performed during the design and preconstruction phases of
construction, including but not limited to, inspection and land surveying work.
19. Payment of Taxes. The contract prices shall include full compensation for all taxes that the Consultant is
required to pay.
20. Permits, Licenses and Filing Fees. The Consultant shall procure all permits and licenses, pay all charges
and fees, and file all notices as they pertain to the completion of the Consultant’s work. The City will pay all
application fees for permits required for the completion of the project including any planning/building and
regulatory permit application fees. Consultant will provide a 10 day notice for the City to issue a check.
21. Safety Provisions. The Consultant shall conform to the rules and regulations pertaining to safety
established by OSHA and the California Division of Industrial Safety.
22. Public and Employee Safety. Whenever the Consultant'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.
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23. Preservation of City Property. The Consultant 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 Consultant's operations, it shall be replaced or restored at the Consultant's expense. The facilities shall
be replaced or restored to a condition as good as when the Consultant began work.
24. Immigration Act of 1986. The Consultant warrants on behalf of itself and all sub-consultants 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.
25. Consultant Non-Discrimination. In the award of subcontracts or in performance of this work, the
Consultant agrees that it will not engage in, nor permit such sub-consultants as it may employ, to engage in
discrimination in employment of persons on any basis prohibited by State or Federal law.
26. 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. Consultants 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 Consultant and all sub-consultants named in its proposal shall bear sole responsibility for proposal
preparation errors resulting from any misstatements or omissions in the 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 specifications will be as determined by law, any patent ambiguity or
defect shall give rise to a duty of Consultant to inquire prior to proposal submittal. Failure to so inquire shall
cause any such ambiguity or defect to be construed against the Consultant. An ambiguity or defect shall be
considered patent if it is of such a nature that the Consultant, assuming reasonable skill, ability and diligence
on its part, knew or should have known of the existence of the ambiguity or defect. Furthermore, failure of the
Consultant or sub-consultants to notify City in writing of specification 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 Consultant to achieve the project’s objective or standard beyond the
amounts provided therefor 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 specifications, or any other matter whatsoever, Consultant shall immediately notify the City in
writing, and the Consultant and all sub-consultants 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 Consultant'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.
27. Indemnification for Professional Liability. To the fullest extent permitted by law, the Consultant shall
indemnify, protect, defend and hold harmless the City and any and all of its officials, employees and
agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and
expenses, including attorney’s fees and cost which arise out of, pertain to, or relate to the negligence,
recklessness, or willful misconduct of the Consultant.
28. Non-Exclusive Contract. The City reserves the right to contract for the services listed in this proposal from
other consultants during the contract term.
29. City Standards. Where applicable, documents shall conform to City Standards and City furnished templates
shall be used.
30. Consultant Endorsement. Where applicable, technical reports, plans and specifications shall be stamped
and signed by the Consultant where required.
31. Required Deliverable Products and Revisions. The Consultant will be required to provide documents
addressing all elements of the workscope. Draft plans may be submitted for staff level review using either the
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full D (24x36) format or a reduced 11x17 format or electronically in PDF format if requested by the City.
Consultant shall ensure that drawings and notes are clearly legible if using the reduced format. .
City staff will review any documents or materials provided by the Consultant and, where necessary, the
Consultant will respond to staff comments and make such changes as deemed appropriate. Submittals shall
include the previous marked up submittal (returned to the Consultant) to assist in the second review.
Changes shall be made as requested or a notation made as to why the change is not appropriate.
Provide 3 copies of the draft preliminary reports, technical studies, plans and cost estimates.
Provide 2 copy of the final plans, reports, studies, and estimates plus markups
.
Draft reports and plan submittals shall be submitted as paper copies or electronically if requested by the City.
Final documents shall be submitted as camera-ready original, unbound, each page printed on only one side,
including any original graphics in place and scaled to size, ready for reproduction AND one electronic copy
submitted in Adobe Acrobat PDF format including all original stamps and signatures
Electronic files shall be submitted on CD or flash drives and all files must be compatible with the Microsoft
operating system. Each CD/Flash Drive must be clearly labeled and have a printed copy of the directory.
Files may be emailed to the City in lieu of providing them on CD/Flash drives.
32. Ownership of Materials. Upon completion of all work under this contract, ownership and title to all reports,
documents, plans, specifications, and estimates produced as part of this contract will automatically be vested
in the city and no further agreement will be necessary to transfer ownership to the City. The Consultant shall
furnish the City all necessary copies of data needed to complete the review and approval process.
The Consultant is not liable for claims, liabilities, or losses arising out of, or connected with the modification,
or misuse by the City of the machine-readable information and data provided by the Consultant under this
agreement. Further, the Consultant is not liable for claims, liabilities, or losses arising out of, or connected
with any use by City of the project documentation on other projects, except such use as may be authorized in
writing by the Consultant.
33. Release of Reports and Information. Any reports, information, data, or other material given to, prepared
by or assembled by the Consultant 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 Consultant without
the prior written approval of the City.
The Consultant shall not issue any news release or public relations item of any nature, whatsoever, regarding
work performed or to be performed under this contract without prior review of the contents thereof by the City
and receipt of the City’s written permission.
34. Copies of Reports and Information. If the City requests additional copies of reports, drawings,
specifications, or any other material in addition to what the Consultant is required to furnish in limited
quantities as part of the work or services under these specifications, the Consultant shall provide such
additional copies as are requested, and City shall compensate the Consultant for the costs of duplicating of
such copies at the Consultant's direct expense.
35. Attendance at Meetings And Hearings. As part of the workscope and included in the contract price is
attendance by the Consultant at public meetings as stated in the Consultant’s work scope to present and
discuss its findings and recommendations. Consultant shall attend as many "working" meetings with staff as
necessary in performing workscope tasks.
36. Consultant Invoices. The Consultant shall deliver a monthly invoice to the City, itemized by project work
phase or. Invoice must include a breakdown of hours billed and miscellaneous charges and any sub-
consultant invoices, similarly broken down, as supporting detail.
37. Payment. For providing services as specified in this Agreement, City will pay and Consultant shall receive
therefore compensation as specified in Attachment A. Should the Consultant’s designs, drawings or
specifications contain errors or deficiencies, the Consultant shall be required to correct them at no increase in
cost to the City.
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Progress payments shall be made on a monthly basis as invoiced by the Consultant for expenses incurred
with cumulative monthly payments not to exceed the amounts for the work tasks identified in Attachment A:
The Consultant shall be reimbursed for hours worked at the hourly rates attached to this agreement. Hourly
rates include direct salary costs, employee benefits, overhead and fee. In addition, the Consultant shall be
reimbursed for direct costs other than salary and vehicle cost that have been identified and are attached to
this agreement. The Consultant’s personnel shall be reimbursed for per diem expenses at a rate not to
exceed that currently authorized for State employees under State Department of Personnel Administration
rules.
38. Payment Terms. The City's payment terms are 30 days from the receipt and approval by the City of an
original invoice and acceptance by the City of the services provided by the Consultant (Net 30).
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.
Any dispute concerning a question of fact arising under an audit of this contract that is not disposed of by
agreement, shall be reviewed by the City’s Chief Fiscal Officer. Not later than 30 days after issuance of the
final audit report, the Consultant may request a review by the City’s Chief Fiscal Officer of unresolved audit
issues. The request for review must be submitted in writing.
Neither the pendency of a dispute, nor its consideration by the City will excuse the consultant from full and
timely performance in accordance with the terms of this contract.
40. 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. For and in consideration of the payments and agreements hereinbefore mentioned to be
made and performed by City, Consultant agrees with City to do everything required by this Agreement, the
said specification and incorporated documents.
41. Agreement Parties.
City: Project Manager
City of San Luis Obispo/Public Works
Department
919 Palm Street
San Luis Obispo, CA 93401
Consultant: Name, Title
Firm Name
Address
All written notices to the parties hereto shall be sent by United States mail, postage prepaid by registered or
certified mail addressed as shown above.
42. Authority to Execute Agreement. Both City and Consultant 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.
CITY OF SAN LUIS OBISPO: CONSULTANT:
Name of Company
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 22 of 28
___________________________________
By: ___________________________________
Katie Lichtig, City Manager Name of CEO/President
Its: CEO/President
APPROVED AS TO FORM:
___________________________________
Christine Dietrick, City Attorney
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 23 of 28
WORK PLAN &COMPENSATION SCHEDULE ATTACHMENT A
(INSERT CONSULTANT’S FINAL NEGOTIATED WORK PLAN AND COMPENSATION SCHEDULE)
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 24 of 28
E. PROPOSAL SUBMITTAL FORMS
1. ACKNOWLEDGEMENT
The undersigned declares that she or he:
Has carefully examined Specification No. 91300, which is hearby made a part of this proposal.
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:
Printed Name
Title:
2. INSURANCE CERTIFICATE
Insurance Company’s A.M. Best Rating
Certificate of insurance attached
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 25 of 28
3. 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
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 26 of 28
4. CONSULTANT 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
5. SUBCONSULTANT LISTING
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 27 of 28
Describe briefly the work scope of each sub-consultant. Attach additional pages if required.
Sub-consultant
Company Name
Contact Individual
Telephone & FAX number
Street Address
City, State, Zip Code
Description of services to be
provided.
Sub-consultant
Company Name
Contact Individual
Telephone & FAX number
Street Address
City, State, Zip Code
Description of services to be
provided
Sub-consultant
Company Name
Contact Individual
Telephone & FAX number
Street Address
City, State, Zip Code
Description of services to be
provided
ATTACHMENT 3
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Mission Plaza Assessment and Master Plan: Specification No. 91300 Page 28 of 28
F INSURANCE REQUIREMENTS: Consultant Services
The Consultant 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 Consultant, its agents, representatives, employees or sub-consultants.
Minimum Scope of Insurance. Coverage shall be at least as broad as:
1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 20 10 Prior to 1993 or
CG 20 10 07 04 with CG 20 37 10 01 or the exact equivalent as determined by the City).
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. Consultant 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 Consultant
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 Consultant; products and completed
operations of the Consultant; premises owned, occupied or used by the Consultant; or automobiles owned,
leased, hired or borrowed by the Consultant. 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 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.
3. The Consultant'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. The Consultant
agrees to notify the City in the event that the policy is suspended, voided or reduced in coverage or limits. A
minimum of 30 days prior written notice by certified mail, return receipt requested, will be provided.
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. Consultant 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.
ATTACHMENT 3
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