HomeMy WebLinkAboutContracts & Agreements_14-2014_CCv0001.pdf AGREEMENT TO PERFORM PROFESSIONAL SERVICES
This agreement for the provision of services associated with the Strategic Plan Strategies
("Agreement") is made and entered in this 4th day of February, 2014 ("Effective Date"), by and
between the City of Redlands, a municipal corporation ("City)" and Atkins North America,
Inc.("Consultant"). City and Consultant are sometimes individually referred to herein as a
"Party" and, together, as the "Parties." In consideration of the mutual promises contained herein,
City and Consultant agree as follows:
ARTICLE 1 —ENGAGEMENT OF CONSULTANT
1.1 City hereby engages Consultant to provide program ramp-up, energy efficiency education
program for decision makers, energy action plan, final plan and reporting tool, and final
program report for the City's Quality of Life Department (the "Services").
1.2 The Services shall be performed by Consultant in a professional manner, and Consultant
represents that it has the skill and the professional expertise necessary to provide the
Services to City at a level of competency presently maintained by other practicing
professional consultants in the industry providing like and similar types of Services.
ARTICLE 2— SERVICES OF CONSULTANT
2.1 The Services that Consultant shall perform are more particularly described in Exhibit
"A," entitled "Scope of Services," which is attached hereto and incorporated herein by
reference.
2.2 Consultant shall comply with applicable federal, state and local laws and regulations in
the perfolinance of this Agreement including, but not limited to State prevailing wage
laws.
ARTICLE 3 —RESPONSIBILITIES OF CITY
3.1 City shall make available to Consultant information in its possession that may assist
Consultant in performing the Services.
3.2 City designates Fred Cardenas, Quality of Life Director, as City's representative with
respect to performance of the Services, and such person shall have the authority to
transmit instructions, receive information, interpret and define City's policies and
decisions with respect to performance of the Services.
ARTICLE 4—PERFORMANCE OF SERVICES
4.1 Consultant shall perform and complete the Services in a prompt and diligent manner in
accordance with the schedule set forth in Exhibit "B," entitled "Project Schedule," which
is attached hereto and incorporated herein by reference. The Services shall commence
within ten (10) days of the Effective Date of this Agreement.
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4.2 If Consultant's Services include deliverable electronic visual presentation materials, such
materials shall be delivered in a form, and made available to the City, consistent with
City Council adopted policy for the same. It shall be the obligation of Consultant to
obtain a copy of such policy from City Staff.
ARTICLE 5 —PAYMENTS TO CONSULTANT
5.1 The total compensation for Consultant's performance of the Services shall not exceed the
amount of Fifty-Six Thousand, Five dollars ($56,005). City shall pay Consultant on a
time and materials basis up to the not to exceed amount, in accordance with Exhibit"C"
entitled"Project Costs," and based upon the hourly rates shown in Exhibit"D,"entitled
"Rate Schedule." Both Exhibits "C" and "D" are attached hereto and incorporated herein
by this reference.
5.1 Consultant shall submit monthly invoices to City describing the Services performed
during the preceding month. Consultant's invoices shall include a brief description
of the Services performed, the dates the Services were performed, the number of
hours spent and by whom, and a description of reimbursable expenses related to the
project. City shall pay Consultant no later than thirty (30) days after receipt and
approval by City of Consultant's invoice.
5.2 All notices shall be given in writing by personal delivery or by mail. Notices sent by
mail should be addressed as follows:
City Consultant
Fred Cardenas, Director Michael Hendrix
Quality of Life Department Principal Project Director
City of Redlands Atkins North America, Inc.
35 Cajon Street, Suite 222 650 East Hospitality Lane, Suite 460
P.O. Box 3005 (mailing) San Bernardino, Ca 92408
Redlands, CA 92373
When so addressed, such notices shall be deemed given upon deposit in the United States
Mail. Changes may be made in the names and addresses of the person to whom notices
and payments are to be given by giving notice pursuant to this section 5.3.
ARTICLE 6—INSURANCE AND INDEMNIFICATION
6.1 Insurance required by this Agreement shall be maintained by Consultant for the duration
of its performance of the Services. Consultant shall not perform any Services unless and
until the required insurance listed below is obtained by Consultant. Consultant shall
provide City with certificates of insurance and endorsements evidencing such insurance
prior to commencement of the Services. Insurance policies shall include a provision
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prohibiting cancellation or modification of the policy except upon thirty (30) days prior
written notice to City.
6.2 Consultant shall secure and maintain Workers' Compensation and Employer's Liability
insurance throughout the duration of its performance of the Services in accordance with
the laws of the State of California, with an insurance carrier acceptable to City as
described in Exhibit "C," entitled "Workers' Compensation Insurance Certification,"
which is attached hereto and incorporated herein by this reference.
6.3 Consultant shall secure and maintain comprehensive general liability insurance with
carriers acceptable to City. Minimum coverage of One Million Dollars ($1,000,000) per
occurrence and Two Million Dollars ($2,000,000) aggregate for public liability, property
damage and personal injury is required. City shall be named as an additional insured and
such insurance shall be primary and non-contributing to any insurance or self-insurance
maintained by City.
6.4 Consultant shall secure and maintain professional liability insurance throughout the term
of this Agreement in the amount of One Million Dollars ($1,000,000) per claim made.
6.5 Consultant shall have business auto liability coverage, with minimum limits of One
Million Dollars ($1,000,000) per occurrence, combined single limit bodily injury liability
and property damage liability. This coverage shall include all Consultant owned vehicles
used in connection with Consultant's provision of the Services, hired and non-owned
vehicles, and employee non-ownership vehicles. City shall be named as an additional
insured and such insurance shall be primary and non-contributing to any insurance or self
insurance maintained by City.
6.6 Consultant shall defend, indemnify and hold harmless City and its elected officials,
employees and agents from and against any and all claims, losses or liability, including
attorneys' fees, arising from injury or death to persons or damage to property occasioned
by a negligent act, omission or failure to act by Consultant, its officers, employees and
agents in performing the Services.
ARTICLE 7—CONFLICTS OF INTEREST
7.1 Consultant covenants and represents that it does not have any investment or interest in
any real property that may be the subject of this Agreement or any other source of
income, interest in real property or investment that would be affected in any manner or
degree by the performance of Consultant's Services. Consultant further covenants and
represents that in the performance of its duties hereunder, no person having any such
interest shall perform any Services under this Agreement.
7.2 Consultant agrees it is not a designated employee within the meaning of the Political
Reform Act because Consultant:
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A. Does not make or participate in:
(i) the making or any City governmental decisions regarding approval of a
rate, rule or regulation, or the adoption or enforcement of laws;
(ii) the issuance, denial, suspension or revocation of City permits, licenses,
applications, certifications, approvals, orders or similar authorization or
entitlements;
(iii) authoring City to enter into, modify or renew a contract;
(iv) granting City approval to a contract that requires City approval and to
which City is a party, or to the specifications for such a contract;
(v) granting City approval to a plan, design, report, study or similar item;
(vi) adopting, or granting City approval of policies, standards or guidelines for
City or for any subdivision thereof.
B. Does not serve in a staff capacity with City and in that capacity, participate in making
a governmental decision or otherwise perform the same or substantially the same
duties for City that would otherwise be performed by an individual holding a position
specified in City's Conflict of interest Code under Government Code section 87302.
7.3 In the event City officially determines that Consultant must disclose its financial
interests, Consultant shall complete and file a Fair Political Practices Commission Form
700, State of Economic Interests with the City Clerks' office pursuant to the written
instructions provided by the City Clerk.
ARTICLE 8 —GENERAL CONSIDERATIONS
8.1 In the event any action is commenced to enforce or interpret any of the tei ins or
conditions of this Agreement the prevailing Party shall, in addition to any costs and other
relief, be entitled to the recovery of its reasonable attorneys' fees, including fees for the
use of in-house counsel by a Party.
8.2 Consultant shall not assign any of the Services, except with the prior written approval of
City and in strict compliance with the terms, and conditions of this Agreement.
8.3 Project related documents, records, drawings, designs, cost estimates, electronic data
files, databases and any other documents developed by Consultant in connection with its
performance of the Services, and any copyright interest in such documents, shall become
the property of City and shall be delivered to City upon completion of the Services, or
upon the request of City. Any reuse of such documents, and any use of incomplete
documents, shall be at City's sole risk.
8.4 Consultant is for all purposes under this Agreement an independent contractor and shall
perform the Services as an independent contractor. Neither City nor of its agents shall
have control over the conduct of Consultant or Consultant's employees, except as herein
set forth. Consultant shall supply necessary tools and instrumentalities required to
perform the Services. Assigned personnel employed by Consultant are for its account
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only, and in no event shall Consultant or personnel retained by it be deemed to have been
employed by City or engaged by City for the account of, or on behalf of City. Consultant
shall have no authority, express by City for the account of, or on behalf of City.
Consultant shall have no authority, express or implied, to act on behalf of City in any
capacity whatsoever as an agent, nor shall Consultant have any authority, express or
implied, to bind City to any obligation.
8.5 Unless earlier terminated as provided for below, this Agreement shall terminate upon
completion and acceptance of the Services by City; provided, however this Agreement
may be terminated by City, in its sole discretion, by providing 30 days prior written
notice to Consultant (delivered by certified mail, return receipt requested) of City's intent
to terminate. If this Agreement is terminated by City, an adjustment to Consultant's
compensation shall be made, but (1) no amount shall be allowed for anticipated profit or
unperformed Services, and (2) any payment due Consultant at the time of termination
may be adjusted to the extent of any additional costs to City occasioned by any default by
Consultant. Upon receipt of a termination notice, Consultant shall immediately
discontinue its provision of the Services and, within five (5) days of the date of the
termination notice, deliver or otherwise make available to City, copies (in both hard copy
and electronic form, where applicable) of project related data, design calculations,
drawings, specifications, reports, estimates, summaries and such other information and
materials as may have been accumulated by Consultant in performing the Services.
Consultant shall be compensated on a pro-rata basis for Services completed up to the date
of termination.
8.6 Consultant shall maintain books, ledgers, invoices, accounts and other records and
documents evidencing costs and expenses related to the Services for a period of three (3)
years, or for any longer period required by law, from the date of final payment to
Consultant pursuant to this Agreement. Such books shall be available at reasonable times
for examination by City at the office of Consultant.
8.7 This Agreement, including the Exhibits incorporated herein by reference, represents the
entire agreement and understanding between the Parties as to the matters contained
herein, and any prior negotiations, written proposals or verbal agreements relating to such
matters are superseded by this Agreement. Except as otherwise provided for herein, an
amendment to this Agreement shall be in writing, approved by City and signed by City
and Consultant.
8.8 This Agreement shall be governed by and construed in accordance with the laws of the
State of California.
8.9 If one or more of the sentences, clauses, paragraphs or sections contained in this
Agreement is declared invalid, void or unenforceable by a court of competent
jurisdiction, the same shall be deemed severable from the remainder of this Agreement
and shall not affect, impair or invalidate the remaining sentences, clauses, paragraphs or
sections contained herein, unless to do so would deprive a Party of a material benefit of
its bargain under this Agreement.
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IN WITNESS WHEREOF, duly authorizes representative of the City and Consultant have
signed in confirmation of this Agreement.
CITY OF REDLANDS
(Th
By: 4 -41 'kJ)
By:
Pete Aguilar, Mayor Michael Hendrix, Principal Project Director
Attest:
SF
Sa n, City Clerk
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Exhibit A
1. Technical Approach and Proposed Schedules
Scope of work
The following scope of work has been developed to meet the objectives of the RFP, to provide an
implementable plan that is aligned with the latest approaches and methodologies for climate
action planning, and to assist staff in developing an education program that facilitates
implementation.
Task 1: Program Ramp-Up
Atkins will attend a Program kickoff meeting with the City's project director, project manager,the
SCE representative, and other appropriate staff to discuss project management procedures,
including invoicing terms and communication protocols, and to refine the work program to meet
SCE and City's staff time needs, budget constraints, and schedule.
Deliverables:
• Kickoff meeting, including agenda and summary notes
• Revised project schedule
• Monthly SCE's Invoicing and Reporting Tool completed for the month's work effort
• Monthly status reports to the City project manager
• Regular communication with City project manager
Task 2: Energy Efficiency Education Program for Key Decision Makers
Task 2.1 Assessment and Planning Report for the EE Education Program for Key
Decision Makers
Atkins will assist the City in reviewing and assessing existing training programs for energy
efficiency. We will include training programs offered by SCE, CaISEEC, IHACI, CALBO, and
others as researched by Atkins. Atkins will identify the most effective programs for each training
component, which will include, at a minimum:
- Background on why energy efficiency planning is necessary
- The role of the federal, state, and local governments and other agencies in developing
effective strategies for energy efficiency
- Summary of existing energy efficiency efforts and what current programs are available,
including funding sources, and effectiveness
- Summary of the EAP and how that plan will be implemented, including:
o specific codes and how staff will review plans to ensure codes are being met
o incentive programs and how what program requirements are to obtain incentives
o how to accurately track and report information regarding programs
- Discussion on what sensitive topics may be brought up by community members and how
to address them
- Other topics as applicable
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Gaps in the existing resources will be identified during this process and Atkins will describe how
these gaps may be filled.
In addition, Atkins will work with staff to:
- Identify the policy statement that the City will promote as the purpose of the program
- Prepare a draft agenda with potential topics and speakers
- Prepare a list of potential attendees, including City staff who will be responsible for EAP
implementation, key decision-makers who will need to understand and promote the EAP,
manager-level staff who will build general internal support for the program, and city staff
who interact with the public, such as a public relations specialist for external promotion
of the EAP. Due to time constraints and the Ievel of information needed by the varied
participants, Atkins will identify education "sections", whereby staff need only attend
portions of the training that pertain to their role.
- Develop pre-and post-training surveys to assess the level of effectiveness of the training
- Develop a plan to elicit meaningful feedback from the training so that recommendations
for enhancements can be made.
Deliverables:
• Draft and Final Report
Task 2.2 Curriculum for the Energy Efficiency Education Program for Key Decision
Makers and Promotional Materials
Atkins will use the resources and best-practices identified from Task 2.1 to develop a 1-day
curriculum Program. As discussed, the Program will be broken into sections that will be targeted
to specific audiences, although all participants will be encouraged to join the full Program. Atkins
will finalize speaker selection and work with speakers to develop summary materials or
presentations that will be used in the Program.
Atkins will also work with staff to prepare promotional materials for the Program. All materials
will be "branded" to match the EAP Report, thereby creating consistency throughout the
Program, EAP development, and ongoing implementation. Promotional materials will be
developed that are graphically engaging and informative to maximize participation.
Prior to the Program, Atkins will develop a schedule and package of materials to the City, SCE,
and others as needed for review at least 3 weeks prior to the Program. Changes and edits will
be incorporated into a final curriculum that will be provided to all participants.
Deliverables:
• Draft and Final Curriculum
• Draft and Final Promotional Materials
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Task 2.3 Conduct the Energy Efficiency Education Program for Key City Decision Makers
Atkins will assist the City in running the Program for the City consistent with the curriculum
developed in Task 2.2. Due to Atkins' knowledge of the materials being used to develop the
City's EAP, it is likely that Atkins staff will also be speakers in the program, but speakers will be
diverse and likely include energy-efficiency experts, planners who develop and help implement
code, SCE staff, and others.
Atkins will distribute surveys before and after the meeting to determine participant interest,
engagement, and education on energy-efficiency topics that will be used in Task 2.4.
Atkins will be responsible for keeping the program on-track and on-schedule.
Deliverable:
• Participation in the Education Program
Task 2.4 Assess Value and Benefits of the Energy Efficiency Education Program for
Key City Decision Makers
Atkins will use data collected prior to, during, and after the Program to analyze the effectiveness
of the program, including:
- The percentage of participants invited that attended the Program
- The survey results, to determine the effectiveness of the Program
- A summary of the feedback, to develop recommendations for improving the Program's
curriculum
Atkins will summarize this information for City staff and use the input for Task 2.5
Task 2.5 Plan for Sharing Lessons Learned/Best Practices with Other Local Governments
Using the information gathered in Task 2.4 and throughout the development of the Program,
Atkins will prepare a report that summarized the Program, its effectiveness, and how it could be
improved for other jurisdictions. In addition, Atkins will describe lessons learned throughout the
Program. Atkins will summarize areas where information may need to be tailored for different
jurisdictions, which speakers were the most effective, and how the overall Program, agenda,
promotion, and delivery were received. This unique approach to educating key participants in
the implementation and promotion of the EAP is one that can be built upon and made more
efficient as the basic curriculum is developed.
Deliverables:
• Lessons Learned/Best Practices Report
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Task 3: Customized Energy Action Plan (EAP)
Task 3.1: EAP Assessment and Planning Report(A+P Report)
Atkins will review existing energy and GHG inventory resources for the City and develop an A+P
Report for the development of an EAP, including:
• Summary of current energy and emissions data, projections, and reduction targets.
• Summary of recommended updates to energy and emissions data, projections, and
reduction targets.
• Timeline of work products and completion of EAP.
• Detailed description and justification of recommended updates including detailed
methodology proposed, data collection process and staff involvement, and
recommendations for adopting the final EAP.
• Approaches to community input.
The summary information will provide an at-a-glance summary of what the City has completed at
the community and municipal levels to date as wellas what updates are proposed. Similarly, the
timeline will provide the City a reference for when the final EAP may be anticipated and the
milestones along the way. The A+P Report will also include detailed descriptions for what updates
are recommended, including the following:
• Consistency with the 2013 Community Protocol, which is the current methodology for
developing community-wide energy and emissions inventories (such as including water-
related emissions)
• Updating forecasts with revised SCAG growth forecasts(currently being drafted and
reviewed by jurisdiction)
• The need for energy and emissions projections beyond 2020
• Other updates that reflect SCE requirements and recommendations by the State in the
2013 Scoping Plan Update
• The A+P Report will detail the process for collecting additional data and the staff
involvement anticipated, so the jurisdictions will understand their commitment level. The
A+P Report will also describe the benefits of continuing with full development of the EAP
including:
• Continuing Redlands'tradition of regional collaboration.
• Describing the co-benefits of implementing an EAP and CAP such as improved air quality
and public health.
• Demonstrating consistency with State of California recommendations and regional
planning documents, such as the Regional GHG Reduction Plan and the RTP/SCS.
• Participating in regional energy efficiency efforts, while maintaining a local voice
throughout the process.
The A+P Report will describe how the EAP may be adopted by the municipality, from adoption as
a visioning document to the first step toward developing a qualified streamlining document under
CEQA, which may facilitate CEQA review for new development. Atkins will recommend the
appropriate next steps, including CEQA review (likely an Addendum to the City chapter of the
Regional GHG Reduction Plan EIR) based on the final EAP and a review of other municipal
documents, such as the Redlands Economic Development Action Plan, the General Plan and
General Plan EIR, the Housing Element Update, and the Report on Community Vision.
Finally, the A+P Report will recommend approaches to public involvement. The outreach
approach may differ by jurisdiction, but may include the following:
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• Websites. Citywebsite can be useful to provide information such as project updates and
meeting notifications. SANBAG also has an extensive website that could be used to inform
a wide audience of the program or host webinars.
• Social media.A recent report indicated that social media is used by Redlands to provide
information—these could be enhanced to provide two-way communication, including polls.
• Community forums.While it is often difficult to solicit meaningful input from conventional
public outreach forums, they can provide a more interactive platform than online postings.
Strategically hosting these forums during farmer's markets or other community events can
attract a wide audience and meaningful participation.
• Stakeholder forums.Targeting interested stakeholders from the project's onset, including
business owners and environmental groups, can demonstrate engagement and facilitate
support of the EAP.
• Specialized outreach. Traditional print media and multilingual services may be
recommended in certain communities to provide better access to information.
A mix of public outreach may elicit the widest audience, and Atkins will work with Redlands to
formulate the right amount and type of outreach for this project.
In addition, Atkins staff will be available to meet with City staff at this critical point in the work
program to review the A+P Report.
The draft EAP template will be provided to the City for comment and review.
Deliverables:
• Draft EAP template
• Revised EAP template incorporating comments
Task 3.2: Inventories, Long-term Forecasts, and Targets (IFT)
Task 3.2 will build upon the existing work completed by the City. Redlands currently has
community energy and emissions inventories for 2008; the IFT will include a municipal inventory
for 2008 consistent with the City chapter in the Regional GHG Reduction Plan and updates to the
community inventory, if needed, as described in Task 3.1 (A+P Report). The process for
developing the municipal inventory and potential update to the community inventory will have
been detailed in the A+P Report, including collecting the following information:
• Electricity, natural gas, and water consumption data from SCE, Southern California Gas
Company, and other relevant utilities and water districts
• Population, employment, and land use information from SCAG for the current and
projected years
• Municipal data, such as an inventory of electric equipment used by the City, the number of
employees, and energy consumption
• A study on how electricity is consumed within the community the City serves
The IFT will also identify future forecast years for estimating BAU inventories. Future forecasts
should include year 2020 in order to have an AB 32-compliant reduction target(i.e., reduce
emissions to 1990 levels by 2020 or its surrogate—reduce emissions to 15 percent below existing
baseline emission levels by 2020). We would recommend developing a forecast year beyond
2020 and will recommend a year, such as 2030 or 2035, that is consistent with state
recommendations and the future General Plan update horizon year, or other land use documents,
such as the RTP/SCS.
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The IFT will consist of adjusted BAU forecasts including energy and GHG reductions from federal
and state measures that do not require regional or local action. State and federal energy and
GHG emissions reductions are primarily achieved through regulations, such as Title 24 standards
and the renewable energy portfolio for utilities. Measures regulated and implemented through the
state and federal government achieve reductions without additional actions by local communities.
Reductions attributed to federal and state measures will be included to show likely future energy
and emissions.
Next, the IFT will identify reduction goals consistent with the reduction target chosen by Redlands
in the Regional GHG Reduction Plan and current recommendations by the State and SCE. The
SCE criterion is to have an achievable energy use reduction goal to be met by 2020. The sub-
region is in an ideal position of fulfilling the State recommendations by having a 2008 energy and
emissions inventory; the 2009 Scoping Plan developed by the state includes a recommended
2020 goal for local governments that is 15 percent below"current" levels (taken to mean 2005-
2008). Additional post 2020 targets will be reviewed to provide consistency with General Plan
horizon years.
Based on the adjusted BAU forecast and the reduction targets, it is likely that there will be energy
and associated emissions that need to be reduced to meet the target. This is referred to as the
gap, or the local portion of reductions needed. The IFT will identify the emissions gap for each
participating municipality.
Deliverables:
• Draft 1FT
Task 3.3: Customized EAP Measures
Building on the SCE Energy Leader Partnership Program, the Redlands chapter of the Regional
GHG Reduction Plan, and other energy efficiency efforts already established in Redlands, we will
work with the City to identify all current energy efficient programs, level of energy reductions to
date, anticipated reductions through ongoing participation in the programs (based on historic
data), and costs and savings related to the programs. Next, we will review the potential to
increase participation in these programs (e.g., how to move a municipality from gold to platinum)
to maximize existing programs and resources.We will coordinate with agencies such as SANBAG
and SCAG that are also developing regional energy efficiency programs that could support, fund,
or provide benefits to the existing energy efficiency and GHG reduction programs in Redlands.
Atkins will prioritize municipal energy efficiency projects based on costs, savings, and the
expected pay-back period expected of these projects. Atkins will provide potential funding
mechanisms to implement these municipal projects including potential grant funding.
Finally, we will include recommended programs that can be added to existing and planned
projects to offer additional energy efficiencies in the City and review potential funding
mechanisms. These new or expanded programs will be provided in the draft EAP and included in
the SANBAG CAP Implementation Tools as a menu of options so new development can choose
programs that would be feasible for participation in demonstrating their fare share contribution to
energy efficiency.
Atkins will estimate the potential energy and GHG emissions reductions associated with each
program and present preliminary findings the City. Atkins will also estimate the initial and ongoing
costs and benefits as well as payback period for each program. In addition, Atkins will identify the
co-benefits of each program, such as increased public health through increased bicycling
programs, and potential funding sources for each program.
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Finally, as part of this task, Atkins will provide an energy and emissions monitoring and
implementation tool (EMIT)framework to maximize the potential success of these programs and
allow for easy reporting to the municipality's leaders, SANBAG, SCAG, SCE, or other interested
parties. The EMIT framework will be completely compatible with to the SANBAG CAP
Implementation Tools to provide a consistent reporting mechanism that will be Excel-based.
Deliverables:
• Menu of energy and GHG reduction programs,
• Calculation of energy and GHG reduction potential and whether targets are being met
• Measures with EMIT framework
Task 3.4: Stakeholder Outreach
Atkins will assist the City in a Stakeholder forum. Atkins recommends collaborating with
SANBAG in stakeholder outreach since SANBAG will be holding stakeholder outreach forums
for the CAP Implementation Tools project. Including the Redlands EAP Stakeholder forum with
the SANBAG CAP Implementation Tools Stakeholder forum would benefit both agencies and
give a better perspective to stakeholders of how these two projects interrelate. Atkins will
provide a draft PowerPoint presentation and provide handouts explaining the EAP, the
Redlands chapter of the Regional GHG Reduction Plan, the Redlands component of the
SANBAG CAP Implementation Tools, and how these three projects interrelate. After the
conclusion of the Stakeholder forum, Atkins will provide a Report on Stakeholder input both from
the forum and other Stakeholder outreach efforts (website and social media: See Task 3.1
above).
Deliverables:
• Stakeholder forum handouts
• Presentation at the Stakeholder forum
• Stakeholder outreach input Report
Task 35: Draft EAP and Reporting Tools
Atkins will provide a draft Energy Action Plan(EAP)and reporting tools for the City. The draft EAP
will contain a summary of existing energy and GHG emissions inventories, future BAU and
adjusted BAU energy and emissions, energy and GHG emissions reduction targets, and measures
and programs that will achieve those targets. The document will be produced in an easy-to-read
format that provides the details necessary for EAP implementers and reviewers, but puts the
majority of the technical information in appendices. We propose soliciting photos from the
community for these documents as part of the outreach process, which will enhance the look of
the document and provide greater community connection. The document will be produced in MS
Word so that information can be easily updated or transferred to other reporting documents
without specialized software. The template will likely contain, at a minimum,the following
chapters:
• Chapter 1: Climate Change Science and Planning. Describe climate change, energy
efficiency, and why the City is undertaking EAP development. Describe existing
regulations and benefits of an EAP including CEQA streamlining and public health.
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• Chapter 2: Energy and Emissions Inventory, Forecast, and Targets. Present the
existing energy use and GHG emissions inventories and projected energy and emissions
by sector. The chapter will include a business-as-usual (BAU)forecast and adjusted BAU
forecast, which will include applicable federal and state measures that result in lowering
energy use and GHG emissions without further action by the City. The chapter will
conclude with the "gap"of remaining reductions needed to meet the targets through local
or regional measures. To help the reader visualize this information, graphic depictions of
the inventories, forecasts, targets, and gap analysis will be provided.
• Chapter 3: Energy Efficiency Strategies and GHG Reduction Measures. Describe the
regional and local energy efficiency measures and actions that will lead to energy
efficiencies and GHG emissions reductions. Measures are presented by sector and
include the level of energy and GHG reductions anticipated, level of implementation
(mandatory or voluntary), responsible staff or agency for implementation, and co-benefits
(such as increased public health)for each action. This chapter will highlight the efforts
Redlands has made through the Regional GHG Reduction Plan and other sustainability
programs the City has implemented. Graphic depictions and photo examples of the
energy efficiency strategies and GHG reduction measures will be provided to facilitate the
reader's understanding of these strategies and measures.
• Chapter 4: EAP Implementation. Describe the public participation, inclusion of the EAP
as an energy chapter in the City's Climate Action Plan, environmental review, and ongoing
monitoring processes.
• Appendices. Detailed methodology and assumptions so that the document and all
calculations are transparent.
Based on the discussion and comments from Task 3.3, Atkins will prepare an Emissions
Monitoring and Implementation Tool (EMIT) as discussed in Task 3.3. The tool will be completely
compatible with the SANBAG CAP Implementation Tools and include the following tabs:
• Plan-at-a-Glance Summary tab of information, including historic and anticipated energy
and emissions, with and without an EAP. It will also show progress to date of total energy
and emissions per year(as entered by the user) and the energy and emissions targets.
• Input tab for users to input annual data, including electricity, natural gas, water, vehicle
miles traveled, and waste data for municipal and community emissions. Input units will be
based on how data would be provided to the municipality, such as kilowatt hours for
electricity.
• Summary tabs that show, in tabular and graphic format, energy consumption (kWh for
electricity and BTU for natural gas), GHG emissions (metric tons of CO2-equivalent), and
cost data by sector and year, allowing several methods for evaluating and reporting data
and showing annual progress
• Strategy Summary tab that identifies the measures the City will implement as well as the
timing of implementation. This will be flexible to allow users to enter additional measures in
the future.
• Input Year tab that will show a summary of the user-inputted data including consumption,
emissions, and cost data for reporting annual energy and emissions.
• Default and User-Defined Options tab that will allow the user to define specific
emissions factors or cost data, if available. Otherwise the tool will use default factors that
will be defined in the tool.
• Instructions tab that provides easy-to-understand instructions to the user.
Atkins will populate the tool with data from the EAP Report; therefore, staff will not be required to
input any data until the next energy and emissions inventory is conducted. Atkins will conduct a half
8
day workshop training for City staff.The training will consist of an interactive classroom format
through which Atkins staff will distribute the tool to participants and walk them through the use of the
tool. Additional Atkins staff will be available for one-on-one guidance during the instruction.
Atkins will present the Summary EAP Report findings and an overview of the tool to City staff, and
deliver the reports electronically to City staff for comment and review.
Deliverables:
• Draft EAP
• Draft monitoring tools
• Tool training workshop
• Presentation of results to the EAP committee
Task 3.6: Final EAP and Reporting Tools
Atkins will incorporate comments from City staff into the final EAP and provide the documents to
the City. Atkins will incorporate comments on the tool in order to make it more user friendly and to
make any necessary adjustments.Atkins will provide City staff the final tools for distribution.
Deliverables:
• Final EAP
• Final monitoring tools
Task 4: Invoicing and Reporting
Atkins will provide monthly invoicing and reports on the work effort completed each month using
the SCE IR Tool. The IR tool includes an Excel based timecard for each employee showing the
hours worked on each task and brief description of work. The IR tool including the Excel based
timecards will be submitted to City staff by the 5th calendar day of the month so that the City is
able to submit to the SCE CPM on or before the 15th calendar day of the month.
Deliverables:
• Monthly IR tool filled out with SCE compliant invoices and monthly reports on
project progress.
Task 6: Final Program Report
After completion of the project Atkins will provide a Final Program Report reviewing the
Program's progress, lessons learned, and accomplishments using the SCE Final Report
Template. City staff can edit the Final Report as deemed necessary and submit to SCE.
Deliverables:
• Final Program Report.
9
EXHIBIT `B'
Strategic Plan Strategies for Energy Efficiency 11..
Approach and Methodology
Proposed project schedule
The following timeline is based on the deliverable dates
provided in the RFR
Task Description • Date
Task 1: Project Kickoff meeting Determined by SCE after the issuance of the NTP
Task 1: Completed IR tool IR Tool training plus 5 business days
Task 2: Draft A+P Report for EE Education Program NIP plus 2.5 months
Task 2: Final A+P Report for EE Education Program NTP plus 3 months •
Task 2: Draft Curriculum for EE Education Program NTP plus 6 months
Task 3:A+P Report for EAP NTP plus 6 months.
Task 2: Final Curriculum for EE Education Program NTP plus 7 months
Task 3: IFT NTP plus 7 months
Task 3: Measures NTP plus 8 months
Task 2: Conduct EE Education Program NTP plus 8 months
Task 3: Stakeholder Outreach forum NTP plus 8 mpnths
Task 3: Draft EAP NTP plus 8 months
Task 3: Final EAP NIP plus 9 months
Task 2:Assess value&benefits of EE Education Program NTP plus 10 months
Task 2: Plan for sharing Lessons Learned/best practices NTP plus 11 months
Task 4:Invoicin and Reporting Monthly
Task 5: Final Program Report NTP plus 12 months
Task 3:Adoption of EAP by City Council NTP plus 16 months
•
•
•
0414 J373/1 0114 Atkins!Proposal for City of Redlands
EXHIBIT 'C'
Strategic Plan Strategies for Energy Efficiency I
PROPOSAL DOCUMENTS:
PROPOSAL COVER PAGE
Name of Firm, Entity or Organization: Atkins North America, Inc.
Federal Employer Identification Number(EIN): 59-0896138
State of California License Number(If Applicable): N/A
Name of Contact Person: Michael Hendrix
Title: Principal Project Director-Air Quality and Climate Change
E-Mail Address: michaeihendrix@atkirrsglobal.com
Mailing Address: 650 East Hospitality Lane, Suite 460
Street Address (if different):
City, State, Zip: San Bernardino, CA 92408
Telephone: 909.521.3765 Fax: 909.890.3610
Organizatioi
Corporation ] Partnership® Proprietorship❑ Joint Venture Other
If Corporation:
Date of Incorporation: February 29, 1960 State of Incorporation: Florida
States Registered in as Foreign Corporation: California
•
Authorized Signature:
.. Print Name: Terri S.Avila .
•
Signature:
Title: Vice President, Environmental West
Phone: 310.893.2323
This document must be completed and returned with your Submittal.
0414.037871.0114 • Atkins I Proposal for City of Redlands
•
Strategic Plan Strategies for Energy Efficiency 1 2
PROPOSER'S CERTIFICATION
Submit To:City of Redlands
Quality of Life Department CITY OF REDLANDS
•
35 Cajon Street,Suite 222
Redlands,CA 92373 REQUEST FOR PROPOSAL(RFP)CERTIFICATION
Phone 909-798-7507
Fax 909-798-7697 AND ADDENDA ACKNOWLEDGMENT
DUE DATE: January 7,2014 DUE TIME: 2:00pm
TITLE: RFP FOR STRATEGIC PLAN STRATEGIES FOR ENERGY EFFICIENCY
VENDOR NAME: PHONE NUMBER:
Atkins North America, Inc. 909.521.3765
VENDOR MAILING ADDRESS: FAX NUMBER:
•
650 East Hospitality Lane,Suite 460 909.890.3610
CITYISTATEIZIP: E-MAIL ADDRESS:
San Bernardino, CA 92408 michael.hendrix@atkinsglobaLcom
"I,the undersigned,certify that I have reviewed the addenda listed below(list all addenda received to date). I understand that timely
commencement will be considered in award of this RFP and that cancellation of award will be considered if commencement lime is
not met,and that untimely commencement may be cause for assessment of liquidated damages claims. I further certify that the
services will meet or exceed the RFP requirements. I, the undersigned, declare that I have carefully examined the RFP,
specifications, terms and conditions as applicable for this Request, and that I am thoroughly familiar with all provisions and the
quality and type of coverage and services specified. I further declare that I have not divulged,discussed,or compared this RFP with
any other Offer or and have not colluded with any offerors or parties to an RFP whatsoever for any fraudulent purpose."
#1 •
Addendum# Addendum# Addendum# Addendum# Addendum#
"I certify that this quote is made without prior understanding, agreement, or connection with any corporation, firm, or person
submitting an RFP for the same material,supplies,equipment or services and is In all respects fair and without collusion or fraud. 1
agree to abide by all conditions of this RFP and certify that I am authorized to sign this response and that the offer is in compliance
with all requirements of the RFP, including but not limited to certification requirements. In conducting offers with an agency for
the City of Redlands respondent agrees that if this proposal is accepted,the respondent will convey,sell,assign,or transfer to the
City all rights,title and Interest in and to all causes of action it may now or hereafter acquire under the anti-trust laws of the
United States for price fixing relating to the particular commodities or services purchased or acquired by the City. At the
City's discretion,such assignment shall be made and become effective at the time the purchasing agency renders final payment
to the respondent."
Terri S.Avila,
Vice President, Environmental West January 7, 2014
Authorized Agent Name,Title(Print) Authorized Signature Date
This form must be completed and returned with your Submittal
U,.14 U3/0/1 0114 Atkins I Proposal for City of Redlands
ATKINS Direct Costs
DESCRIPTION TOTALS
Pt Task Type Quantity Unit Unit Cost Cost
Travel,Meeting 1per person 4 VARIES $150.00 $600.00
Travel, Meeting+1 4 VARIES $50.00 $200.00
Printing 20 VARIES $100.00 $2,000.00
•
•
TOTAL. $2 800
• Final Fee EstimateRedlands_CLxlsm-1/7/2014
Budget Summary
Task No. Task Description Cost Percent of Total
1 Program Ramp Up&Kickoff $ 1,560 3%
2 EE Eductation Program $ 16,290 29%
3 Customized EAP $ 27,825 50%
4 Project Management $ 4,860 9%
5 Final Program Report $ 2,670 5%
expenses $ 2,800 5%
Total •
$ 56,005 100%
Detailed Labor Hours and Cost
ATKINS Page 1 of i
TASK DESCRIPTION LABOR CODE/STAF HOURS TOTALS
Pt Task Task/Sub SSW SSII Sill SII AS SPEC - • - - - - HOURS FEE
MH CL HD ST JK RC - - - - - -
A i /
1 Kickoff Meeting 4 4 8 $1,560
2.1 A+P for EE Education Program 2 4 16 8 30 $3,550
2.2 Curricuum for EE Education 2 4 32 16 • 54 $5,990
2.3 Conduct EE Education Program 4 8 8 20 $3,460
_ 2.4 Assess EE Education Program 1 4 8 2 . 15 $1,795
2.5.. Plan for Sharing Lessons Learned 1 4 4 2 11 $1,495
3.1 A&P Report 2 4 4 4 12 26 $2,950
3.2 IFT 2 4 20 4 20 50 $5,550
3.3 Measures 4 4 4 8 16 36 $5,080
3.4 Stakeholder Forum 4 8 20 32 $3,400
3.5' Draft EAP&Reporting Tools 5 12 12 48 77 $7,545
3.6 Final EAP& Reporting Tools 2 4 2 4 20 32 $3,300
4 Invoicing and Reporting 4 24 28 $4,860
5 Final Program Report 2 4 6 12 24 $2,670
Ssly ssll Sill_ SD AS SPEC - - - - - - PAGE TOTALS
TOTAL-THIS PAGE 39 72 46 34 200. 52 443 $53,205
TOTAL-ALL PAGES 39 72 46 34 200 52 443 $53,205
Final Fee EstimateRedlands CL.xlsm-1/7/2014
Exhibit D
Rate Schedule
Michael Cheryl Heather Sharon Janelle Rebecca
Hendrix Laskowski Dubois Toland Kassarjian Cole
Principal Project Senior Associate Public
Scientist
in Charge Manager Scientist Scientist Outreach Total Total Total
$225/Hr $165/Hr $125/Hr $110/Hr $75/Hr $155/Hr Hours By Cost By Cost By
Task No. Task Description Hours Hours_ Hours Hours Hours Hours Sub-Task Sub-task Task
1 Kickoff Meeting 4 4 I 8 $ 1,560
Task 1 Total: $ 1,560
2.1 A+P for EE Education Program 2 4 16 8 30 $ 3,550
2.2 1Curricuum for EE Education 2 4 ;--- 32 16 54 $ 5,990
2.3 Conduct EE Education Program 4 8 j 8 20 $ 3,460
2.4 Assess EE Education Program 1 4 ! 8 2 15 $ 1,795
2.5 Plan for Sharing Lessons Learned 1 4 I 4 2 11 $ 1,495
Task 2 Total: $ 16,290
3.1 A&P Report 2 4 4 4 12 26 $ 2,950
3.2 [FT 2 4 20 4 20 { 50 $ 5,550
3.3 Measures 4 4 j j 4 8 16 36 $ 5,080
3.4 Stakeholder Forum 4 ! 8 20 I 32 $ 3,400
3.5 Draft EAP&Reporting Tools 5 j 12 12 48 77 $ 7,545
3.6 !Final EAP&Reporting Tools 2 4 2 4 20 32 $ 3,300
( J —— Task 3 Total: $ 27,825
4 !Invoicing and Reporting 4 24 28 $ 4,860
___ ___ ! _ Task 4 Total: $ 4,860
5 Final Program Report 2 ( 4 J 6 12 _— 24 $ 2,670
Task S Total: $ 2,670
'Total Hours by each Staff Member 39 72 46 34 200 52 443 $ 53,205
Expenses (printing,meetings etc): $ 2,800
Total Cost(Labor+Expenses): $ 56,005
ATTACHMENT
"B"
Strategic Plan Strategies for Energy Efficiency (
PROPOSAL DOCUMENTS:
PROPOSAL COVER PAGE
Name of Firm, Entity or Organization:
Atkins North America, Inc,
Federal Employer Identification Number(EIN): 59-0896138
State of California License Number(If Applicable): N/A
Name of Contact Person: Michael Hendrix
Title: Principal Project Director-Air Quality and Climate Change
E-Mail Address: michael.hendrix@atkinsglobal.com
Mailing Address: 650 East Hospitality Lane, Suite 460
Street Address (if different):
City, State,Zip: San Bernardino,CA 92408
Telephone: 909.521.3765 Fax: 909.890.3610
Organizatioi
Corporation I21c Partnership❑ Proprietorship® Joint Venture 1=1 Other
If Corporation:
Date of Incorporation: February 29, 1960 State of Incorporation: Florida
States Registered in as Foreign Corporation: California
Authorized Signature:
Print Name: Terri S.. vila
Signature:
Title: Vice President, Environmental West
Phone: 310.893.2323
This document must be completed and returned with your Submittal.
0414.037871.01m Atkins i Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 12 •
•
PROPOSER'S CERTIFICATION
Submit To:City of Redlands
Quality of Life Department CITY OF REDLANDS
35 Cajon Street,Suite 222
Redlands,CA 92373 REQUEST FOR PROPOSAL(RFP)CERTIFICATION
Phone 909-798-7507 '
Fax 909-798-7697 AND ADDENDA ACKNOWLEDGMENT
DUE DATE: January 7, 2014 DUE TIME: 2:00pm
TITLE: RFP FOR STRATEGIC PLAN STRATEGIES FOR ENERGY EFFICIENCY
VENDOR NAME: PHONE NUMBER:
Atkins North America, Inc. 909.521.3765
VENDOR MAILING ADDRESS: FAX NUMBER:
650 East Hospitality Lane, Suite 460 909.890.3610 •
CITY/STATEIZIP: _ E-MAIL ADDRESS:
San Bernardino, CA 92408 michael.hendrix@atkinsglobal.com
1,the undersigned,certify that I have reviewed the addenda listed below(list all addenda received to date). I understand that timely
commencement will be considered In award of this RFP and that cancellation of award will be considered if commencement time is
not met,and that untimely commencement may be cause for assessment of liquidated damages claims. I further certify that the
services will meet or exceed the RFP requirements. I, the undersigned, declare that I have carefully examined the REP,
specifications, terms and conditions as applicable for this Request, and that l am thoroughly familiar with all provisions and the
quality and type of coverage and services specified. I further declare that I have not divulged,discussed,or compared this REP with
any other Offer or and have not colluded with any offerors or parties to an RFP whatsoever for any fraudulent purpose."
#1 •
Addendum# Addendum# Addendum# Addendum# Addendum#
"I certify that this quote is made without prior understanding, agreement, or connection with any corporation, firm, or person
submitting an RFP for the same material,supplies,equipment or services and is in all respects fair and without collusion or fraud. I
agree to abide by ail conditions of this RFP and certify that I am authorized to sign this response and that the offer Is In compliance
with all requirements of the RFP, including but not limited to certification requirements. in conducting offers with an agency for
the City of Redlands respondent agrees that if this proposal is accepted,the respondent will convey,sell,assign,or transfer to the
City all rights,title and interest in and to all causes of action it may now or hereafter acquire under the anti-trust laws of the
United States for price fixing relating to the particular commodities or services purchased or acquired by the City. At the
City's discretion,such assignment shall be made and become effective at the time the purchasing agency renders final payment
to the respondent" /
Terri S.Avila, f •
Vice President, Environmental West '' January 7, 2014
Authorized Agent Name,Title(Print) Authorized Signature Date
This form must be completed and returned with your Submittal
0414.03787 I,[i l:i Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Fnergy Efficiency 1 3
Executive Summary
Contents Atkins is also working with the San Bernardino
Proposal Cover Page Associated Governments(SANBAG) in completing the
San Bernardino County Regional GHG Reduction Plan.
Proposer's Certification 2 The City of Redlands is a Participating City in that plan.
Atkins knows first hand the details in the Redlands
• Executive Summary 3 City chapter of the Regional GHG Reduction Plan and
Approach and Methodology 5 can complement that work in this forthcoming Energy
Action Plan for the City.Atkins is also working with the
Firm Information/Organization 13 Western Riverside Council of Governments(WRCOG) in
Staffing 16 completing energy action plans for 11 jurisdictions.
These qualifications and experience provide the City
References 19 with unmatched ability to integrate this project into the
Exceptions or Deviations to Specifications 20 other energy efficiency and GHG emission reduction
programs Redlands is conducting,without repeating
Fee/Cost Proposal submitted separately work that is already completed and integrating it into
a broader cohesive program.Atkins can provide the
strategies that allow Redlands to implement the energy
Company overview action plan and climate action plan so that the City •
remains economically competitive.
Atkins is a local firm with a national presence.We have
123 professionals located in four southern California Relevant experience
offices(San Bernardino, San Diego,Orange, and Los
Angeles). Our San Bernardino office is just 20 minutes Atkins has extensive public agency experience as both •
from the City offices.Atkins' corporate structure a client and as a key stakeholder in projects.This
enables us to draw upon the technical resources of the experience includes working with SCE,WRCOG, and
entire firm,as needed,to successfully accomplish any the 11 participating cities on 11 Energy Action Plans
assignment. Our large volume of repeat business-90 that provide the sub-regional implementation of the
percent—reflects the firm's commitment to: California long-range Energy Efficiency Strategic Plan:
Key staff on this project has also worked with the
• Professionally complete assignments on time and settlement agreement between the AG Office and
within budget. the County of San Bernardino, requiring the County
• Seek innovative, but practical solutions to problems to provide a CAP during the General Plan Update. In
when more traditional approaches do not meet the developing the settlement agreement,Atkins worked
client's needs. with the Governor's Office of Planning and Research
(OPR), California Air Resources Board (CARB), and South
Qualifications overview Coast Air Quality Management District(SCAQMD).Atkins
has also worked with the California Energy Commission
Atkins is a recognized expert in providing sustainability (CEC), Southern California Association of Governments
planning,climate action planning,energy planning (SCAG),and more than 50 local county and city
elements, energy efficiency projects, and greenhouse governments during development of energy efficiency
gas(GHG)emissions inventories in compliance with planning and climate action planning projects.
energy efficiency planning grants by SCE, San Diego Gas
&Electric(SDG&E),and the Strategic Growth Council Approach overview
(SGC).Atkins assisted San Bernardino County during the
settlement agreement between the California Attorney Atkins proposes to use the work, data,and information
General's(AG)Office and the County that resulted in already completed and gathered during the development
the County's GHG Reduction Plan.The assistance Atkins of the Redlands Chapter of the Regional GHG Reduction
provided the County turned an adversarial relationship Plan administered by SANBAG. We will take that
between the AG's Office and the County to one of information and data—including energy use and baseline
collaboration. In addition,the business-friendly approach inventories, forecasting,target setting,and reduction
that Atkins designed into the County's GHG Reduction measures—focused on energy efficiency and renewable
Plan provided an implementation strategy that was energy and configure it in a format suitable for SCE.
economically competitive for development.
0414 03141 .0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 14 •
Executive Summary
Because of our past work, including the WRCOG energy Atkins proposes a strategy in implementing the energy
action plans, Atkins can efficiently use this information efficiency and GHG reduction measures in a business-
in a way that will streamline the project and integrate it friendly manner that will keep the City economically
as an energy chapter in a comprehensive climate action competitive in attracting development and provide
plan for the City.Through the SANBAG project,Atkins economic growth that thrives and is sustainable.
has already engaged many of the stakeholders that Finally, Atkins proposes a scope of work that •
will be interested in this project including the Building incorporates three projects into one:The Redlands
Industry Association (BIA),AG's Office, and Center chapter of the Regional GHG Reduction Plan,the
for Biological Diversity(CBD).Atkins has successfully SANBAG CAP Implementation Tools, and the Energy
balanced the needs of these stakeholders to keep their Action Plan proposed here. Incorporating these three
participation in the SANBAG project positive.We can do projects will result in a synergy that will allow Redlands
this for Redlands as well. to take the greatest advantage of all three efforts and
Atkins proposes energy action plan monitoring tools build them into a comprehensive effort.
that will be completely compatible with the SANBAG
CAP implementation tools.This means that City staff
will have software tools for this project to allow efficient
input that will also populate the SANBAG tools,and
can monitor progress on both energy efficiency and
comprehensive GHG emissions reductions.This will
reduce City staff time and stress in monitoring the
various energy efficiency and GHG reduction programs.
•
•
•
•
•
•
041403/fir(.311,i Atkins I Proposal for City of Redlands
•
Strategic Plan Strategies for Energy Efficiency l 5
Approach and Methodology
Redlands has demonstrated its commitment to increasing political context and sensitivities and how to work
environmental quality and awareness among its residents toward consent and support among stakeholders.
and local businesses while maintaining economic • Demonstrated results in climate action planning.
prosperity through effective sub-regional coordination. Having an adopted plan is one thing. However,
Now, Redlands is taking the next step in climate action implementing a plan and tracking the results in energy
planning by creating an energy efficiency document efficiency and GHG reductions is the real purpose of
through the development of an Energy Action Plan(EAP). climate action planning. Our team has assisted local
The Atkins team is well positioned to help Redlands meet governments throughout southern California in both
this objective—we have worked on similar projects and drafting plans and implementing CAPs,which includes
bring our unmatched experience and expertise to augment conducting outreach and information sessions to the -
your work and raise it to the next level.We offer our public,stakeholders,and decision-makers to build
best practices to expedite this process and will maximize consensus for the project throughout the community.
Redlands and SANBAG's resources with tools we have In addition,the Atkins team includes seasoned
already developed. professionals who understand funding time constraints and
are immediately available to meet the proposed schedule.
Our team views itself as an extension of staff that
• can provide technical expertise and innovative The Atkins team of experts has the knowledge
approaches to enhance the sustainability and skill sets to move expeditiously to prepare
commitment of Redlands.We have brought quality products.
together an unparalleled team with the capacity
and expertise that will complement Redlands We believe we are uniquely positioned to complete the
staff in developing an Energy Action Plan. work program and will build upon the abundance of
existing resources as a starting point to take advantage of
• SANBAG and Atkins'work done to date.
Atkins offers the following benefits:
Scope of work
• Unmatched expertise that enables expedience
and cost-effectiveness.Our team is completing nearly The following scope of work has been developed
identical SCE-administered Energy Action Plans for to meet the objectives of the RFP,to provide an
Western Riverside Council of Governments(WRCOG), implementable plan that is aligned with the latest
including an energy efficiency chapter and monitoring approaches and methodologies for climate action
tools for 11 jurisdictions. Our team has also worked planning, and to assist staff in developing an education
with the San Bernardino Associated Governments program that facilitates implementation.
(SANBAG)in the development of the San Bernardino
County Regional GHG Reduction Plan and Redlands Task 1: Program Ramp-Up
is a Participating City in that work. We understand Proper project coordination is essential to having a project
• the level of coordination and management needed completed time and on budget, •
to successfully complete an energy action plan that
complements the work Redlands has already done. In Atkins'approach to effective project management includes
addition,we have developed many templates and tools clear communication from the onset of the project.A
that are transferrable to this project,which will help kickoff meeting allows staff and the consultant team to
expedite the project and keep it on budget. meet and develop an understanding of the final product.
• Local knowledge.While the City understands the We will attend a Program kickoff meeting with the City's
• local context better than anyone else,the Atkins team project director,project manager,the SCE representative,
has worked on the Redlands chapter of the SANBAG and other appropriate staff to discuss project management
project and has completed numerous CAPs and energy procedures,including invoicing terms and communication
efficiency planning documents under SCE-administered protocols, and to refine the work program to meet SCE and
grant program in the region.We understand the City's staff time needs, budget constraints,and schedule.
p.j187I 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 16
Approach and Methodology
Deliverables: - incentive programs and how/what program
• Kickoff meeting,including agenda and summary notes requirements are to obtain incentives
how to accurately track and report information
• Revised project schedule regarding programs .
• Monthly SCE Invoicing and Reporting Tool completed • Discussion on what sensitive topics may be brought up
for the month's work effortby community members and how to address them
• Monthly status reports to the City project manager • Other topics as applicable
• Regular communication with City project manager During this process,Atkins will identify gaps in existing
Task 2: Energy Efficiency Education resources and describe how these gaps may be filled.
Program for Key Decision Makers The A+P Report will detail the process for collecting
additional data and the staff involvement anticipated,
Plans are only effective if they are properly implemented. so the jurisdictions will understand their commitment
Key decision-makers need to understand the process level.The A-i-P Report will also describe the benefits of
by which the EAP has been developed;the City's role in continuing with full development of the EAP including: •
implementation;resources available for implementation, • Identify the policy statement that the City will promote
such as funding sources;and how to converse on the topic as the purpose of the program
to build consensus instead of divisions among potentially
divergent groups.Technical detail, while important for the • Prepare a draft agenda with potential topics and speakers
EAP development itself,can be summarized in a non- • Prepare a list of potential attendees,including City
confusing yet still informative manner. The Atkins team staff who will be responsible for EAP implementation,
has conducted public forums and webinars, presented at key decision-makers who will need to understand and
• Council and Board meetings,and met with environmental promote the EAP, manager-level staff who will build
and business groups.We have also led educational lectures general internal support for the program,and city staff
through professional workshops and in a classroom who interact with the public,such as a public relations
setting;therefore,we are well-experienced to help the City specialist for external promotion of the EAR Due to .
develop an educational program that will be effective and time constraints and the level of information needed
can be used as a template for other jurisdictions. by the varied participants,Atkins will identify education
"sections",whereby staff need only attend portions of
Task 2.1 Assessment and Planning Report the training that pertain to their role.
(A-iP Report)for the EE Education • Develop pre-and post-training surveys to assess the
Program for Key Decision Makers level of effectiveness of the training
Atkins will assist the City in reviewing and assessing • Develop a plan to elicit meaningful feedback from the
existing training programs for energy efficiency.We will training so that recommendations for enhancements
include training programs offered by SCE, Ca1SEEC,IHACI, can be made.
CALBO,and others as researched by Atkins.Atkins will Deliverables:
identify the most effective programs for each training
component,which may include: • Draft and final report
• Background on why energy efficiency planning is necessary Task 2.2 Curriculum for the Energy Efficiency
• The role of the federal, state, and local governments Education Program for Key Decision
and other agencies in developing effective strategies for Makers and Promotional Materials
energy efficiency Atkins will use the resources and best-practices identified
• Summary of existing energy efficiency efforts and from Task 2.1 to develop a 1-day curriculum Program.
what current programs are available, including funding As discussed,the Program will be broken into sections
sources,and effectiveness that will be targeted to specific audiences,although all
• Summary of the EAP and how that plan will be participants will be encouraged to join the full Program.
implemented, including: Atkins will finalize speaker selection and work with
- specific codes and how staff will review plans to speakers to develop summary materials or presentations
ensure codes are being met that will be used in the Program.
0,114 037871 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 17
Approach and Methodology
•
Atkins will also work with staff to prepare promotional Task 2.5 Plan for Sharing Lessons Learned/Best
materials for the Program.All materials will be "branded" Practices with Other Local Governments
to match the EAP Report,thereby creating consistency Using the information gathered in Task 2.4 and throughout
throughout the Program, EAP development,and ongoing the development of the Program,Atkins will prepare a
implementation. Promotional materials will be developed report that summarized the Program,its effectiveness,
that are graphically engaging and informative to and how it could be improved for other jurisdictions.
maximize participation. In addition,Atkins will describe lessons learned
Prior to the Program,Atkins will develop a schedule and throughout the Program.Atkins will summarize areas
package of materials to the City, SCE,and others as where information may need to be tailored for different
needed for review at least 3 weeks prior to the Program. jurisdictions,which speakers were the most effective,and
Changes and edits will be incorporated into a final how the overall Program,agenda, promotion,and delivery
curriculum that will be provided to all participants. were received.This unique approach to educating key
Deliverables• participants in the implementation and promotion of the
• EAP is one that can be built upon and made more efficient
• Draft and Final Curriculum as the basic curriculum is developed.
• Draft and Final Promotional Materials Task 3: Customized Energy Action Plan
Task 2.3 Conduct the Energy Efficiency Education The City of Redlands as a Participating City in the San
Program for Key City Decision Makers Bernardino County Regional Greenhouse Gas Reduction
• Atkins will assist the City in running the Program for the Plan(Regional GHG Reduction Plan)administered by
City consistent with the curriculum developed in Task 2.2. SANBAG has a unique opportunity of combining the
Due to Atkins'knowledge of the materials being used to work already completed,with the grant funded SANBAG
develop the City's EAP, it is likely that Atkins staff will also Climate Action Plan Implementation Tools set to begin
be speakers in the Program, but speakers will be diverse in February 2014, and the work in this SCE administered
and likely include energy-efficiency experts,planners who grant funded project to implement a set of comprehensive
develop and help implement code, SCE staff,and others. energy efficiency and GHG reduction programs without
redundancy. Ideally,all of these efforts will result in
Atkins will distribute surveys before and after the meeting to a completed climate action plan for the City.Atkins
determine participant interest, engagement,and education proposes to assist the City in drafting a customized EAP
on energy-efficiency topics that will be used in Task 2.4. that utilizes the work already completed and complements
• Atkins will be responsible for keeping the Program on-track the other GHG emission reduction efforts of the City into
and on-schedule. a cohesive program.As such,the customized EAP will
Deliverables: become the "energy chapter" in the City's forthcoming
Climate Action Plan.The following subtasks provide a
• Participation in the Education Program detailed scope of work needed to complete the EAP.
Task 2.4 Assess Value and Benefits of the Task 3.1: EAP Assessment and Planning Report
Energy Efficiency Education Program Task 3.1 is an important step in summarizing what has
for Key City Decision Makers been accomplished to date and identifying areas to
Atkins will use data collected prior to,during,and update or supplement,which will provide the City an EAP
after the Program to analyze the effectiveness of the that is consistent with the Redlands chapter of the San
Program, including: Bernardino County Regional GHG Reduction Plan and
state approaches in energy efficiency and GHG emission
• The percentage of participants invited that attended reductions.The A+P Report is also important in obtaining
the Program City staff buy-in through review and edits from City staff,
• The survey results,to determine the effectiveness of ensuring climate planning collaboration within the various
the Program City departments.Atkins will review existing energy and
• A summary of the feedback,to develop recommendations GHG inventory resources for the City and develop an A+P
•
for improving the Program's curriculumReport for the development of an EAP,including:
Atkins will summarize this information for City staff and
use the input for Task 2.5
0.11403/371 011,1 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 8 •
•
Approach and Methodology
• Summary of current energy and emissions data, recommend the appropriate next steps,including CEQA
projections,and reduction targets. review(likely an Addendum to the City chapter of the
• Summary of recommended updates to energy and Regional GHG Reduction Plan EIR)based on the final EAP
emissions data, projections,and reduction targets. and a review of other municipal documents,such as the
• Timeline of work products and completion of EAP. Redlands Economic Development Action Plan,the General
• Detailed description and justification of recommended Plan and General Plan EIR,the Housing Element Update,
and the Report on Community Vision.
updates including detailed methodology proposed,
data collection process and staff involvement,and Finally,the A+F Report will recommend approaches to
recommendations for adopting the final EAP. public involvement.The outreach approach may differ by
• Approaches to community input. jurisdiction,but may include the following:
The summary information will provide an at-a-glance • Websites. City website can be useful to provide
summary of what the City has completed at the information such as project updates and meeting
community and municipal levels to date as wellas what notifications. SANBAG also has an extensive website
updates are proposed. Similarly,the timeline will provide that could be used to inform a wide audience of the
the City a reference for when the final EAP may be program or host webinars.
anticipated and the milestones along the way.The A+P • Social media.A recent report indicated that social
Report will also include detailed descriptions for what media is used by Redlands to provide information—
updates are recommended, including the following: these could be enhanced to provide two-way
• Consistency with the 2013 Community Protocol,which communication,including polls.
is the current methodology for developing community- • Community forums.While it is often difficult to solicit
wide energy and emissions inventories(such as including meaningful input from conventional public outreach
water-related emissions) forums,they can provide a more interactive platform
• Updating forecasts with revised SLAG growth forecasts than online postings.Strategically hosting these forums .
during farmer's
(currently being drafted and reviewed by jurisdiction) markets or other community events can
attract a wide audience and meaningful participation.
• The need for energy and emissions projections beyond 2020 • Stakeholder forums.Targeting interested stakeholders
• Other updates that reflect SCE requirements and from the project's onset, including business owners and
recommendations by the State in the 2013 Scoping environmental groups, can demonstrate engagement
Plan Update and facilitate support of the EAP.
• The A+P Report will detail the process for collecting • Specialized outreach.Traditional print media and
additional data and the staff involvement anticipated, multilingual services may be recommended in certain
so the jurisdictions will understand their commitment communities to provide better access to information.
level.The A-FP Report will also describe the benefits of
continuing with full development of the EAP including: A mix of public outreach may elicit the widest audience, •
- Continuing Redlands'tradition of regional and Atkins will work with Redlands to formulate the right
collaboration. amount and type of outreach for this project.
- Describing the co-benefits of implementing an In addition,Atkins staff will be available to meet with City
EAP and CAP such as improved air quality and staff at this critical point in the work program to review
public health. the A+P Report.
- Demonstrating consistency with State of California
recommendations and regional planning Task 3.2: Inventories, Long-term Forecasts,and
documents,such as the Regional GHG Reduction Targets(IFT)
Plan and the RTP/SCS. The IFT takes the inventories, forecasts and target
- Participating in regional energy efficiency setting work already done in the Redlands Chapter of
efforts,while maintaining a local voice the Regional GHG Reduction Plan, adding a municipal
throughout the process. inventory and forecasts and provides a comprehensive
The A+P Report will describe how the EAP may be look at energy and GHG emissions in the City by providing
adopted by the municipality,from adoption as a visioning consistent energy and GHG emissions inventories for
document to the first step toward developing a qualified municipal operations and the community,assessing what
streamlining document under CEQA,which may future energy use and GHG emissions are likely to be
facilitate CEQA review for new development.Atkins will under a business-as-usual(BAU)scenario and an adjusted
0414.03/811 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 19
Approach and Methodology .
BAU scenario that incorporates existing federal and state Next,the IFT will identify reduction goals consistent with the
actions, and recommending SCE compliant targets for reduction target chosen by Redlands in the Regional GHG
future energy consumption and emissions.The IFT sets Reduction Plan and current recommendations by the State •
the stage for what level of local action must be taken to and SCE.The SCE criterion is to have an achievable energy
meet the recommended targets and allow an informed use reduction goal to be met by 2020.The sub-region is
conversation to begin among participants regarding how in an ideal position of fulfilling the State recommendations
reductions can best be met. by having a 2008 energy and emissions inventory;the
Task 3.2 will build upon the existing work completed 2009 Scoping Plan developed by the state includes a
by the City. Redlands currently has community energy recommended 2020 goal for local governments that is 15
and emissions inventories for 2008;the IFT will include percent below "current" levels(taken to mean 2005-2008).
• a municipal inventory for 2008 consistent with the City Additional post 2020 targets will be reviewed to provide
chapter in the Regional GHG Reduction Plan and updates consistency with General Plan horizon years.
to the community inventory, if needed, as described Based on the adjusted BAU forecast and the reduction
in Task 3.1 (A+P Report)The process for developing targets, it is likely that there will be energy and associated
the municipal inventory and potential update to the emissions that need to be reduced to meet the target.This
community inventory will have been detailed in the A+P is referred to as the gap,or the local portion of reductions
Report, including collecting the following information: needed. The IFT Reports will identify the emissions gap for
• Electricity, natural gas, and water consumption data each participating municipality.
from SCE,Southern California Gas Company, and other Deliverables:
relevant utilities and water districts • Draft IFT
• Population, employment,and land use information from
SCAG for the current and projected years Task 3.3: Customized EAP Measures
• Municipal data,such as an inventory of electric Building on the SCE Energy Leader Partnership Program,
equipment used by the City,the number of employees, the Redlands chapter of the Regional GHG Reduction Plan,
and energy consumption and other energy efficiency efforts already established in
• A study on how electricity is consumed within the Redlands,we will work with the City to identify all current
community the City serves energy efficient programs,level of energy reductions to
The IFT will also identifyfuture forecastyears for date,anticipated reductions through ongoing participation
in the programs(based on historic data), and costs and
estimating BAU inventories.Future forecasts should savings related to the programs. Next,we will review
include year 2020 in order to have an AB 32-compliant the potential to increase participation in these programs
reduction target(i.e., reduce emissions to 1990 levels by (e.g.,how to move a municipality from gold to platinum)
2020 or its surrogate—reduce emissions to 15 percent to maximize existing programs and resources.We will
below existing baseline emission levels by 2020).We coordinate with agencies such as SANBAG and SCAG that
would recommend developing a forecast year beyond are also developing regional energy efficiency programs
2020 and will recommend a year, such as 2030 or 2035, that could support,fund,or provide benefits to the existing
that is consistent with state recommendations and the energy efficiency and GHG reduction programs in Redlands.
future General Plan update horizon year,or other land use
documents, such as the RTP/SCS. Atkins will prioritize municipal energy efficiency projects
The 1FT will consist of adjusted BAU forecasts includingbased on costs,savings,and the expected pay-back period
expected of these projects.Atkins will provide potential
energy and GHG reductions from federal and state funding mechanisms to implement these municipal
. measures that do not require regional or local action. projects including potential grant funding.
State and federal energy and GHG emissions reductions
are primarily achieved through regulations,such as Title Finally,we will include recommended programs that
24 standards and the renewable energy portfolio for can be added to existing and planned projects to offer
utilities. Measures regulated and implemented through the additional energy efficiencies in the City and review
state and federal government achieve reductions without potential funding mechanisms.These new or expanded
additional actions by local communities. Reductions programs will be provided in the draft EAP and included
attributed to federal and state measures will be included to in the SANBAG CAP Implementation Tools as a menu of
show likely future energy and emissions. options so new development can choose programs that
would be feasible for participation in demonstrating their
fare share contribution to energy efficiency.
041,10-3/8/10,14 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 110 •
Approach and Methodology
•
Atkins will estimate the potential energy and GHG Task 3.5: Draft EAP and Reporting Tools
emissions reductions associated with each program and The draft EAP will contain a summary of existing energy
present preliminary findings the City.Atkins will also and GHG emissions inventories,future BAU and adjusted
estimate the initial and ongoing costs and benefits as well BAU energy and emissions,energy and GHG emissions
as payback period for each program. In addition,Atkins will reduction targets,and measures and programs that will
identify the co-benefits of each program,such as increased achieve those targets.The document will be produced in
public health through increased bicycling programs,and an easy-to-read format that provides the details necessary
potential funding sources for each program. for EAP implementers and reviewers,but puts the majority
Finally,as part of this task,Atkins will provide an energy of the technical information in appendices.We propose
and emissions monitoring and implementation tool(EMIT) soliciting photos from the community for these documents
framework to maximize the potential success of these as part of the outreach process,which will enhance the
programs and allow for easy reporting to the municipality's look of the document and provide greater community
leaders, SANBAG, SCAG, SCE,or other interested parties. connection.The document will be produced in MS Word
The EMIT framework will be completely compatible with so that information can be easily updated or transferred to
to the SANBAG CAP Implementation Tools to provide a other reporting documents without specialized software.
consistent reporting mechanism that will be Excel-based. The template will likely contain,at a minimum,the
Deliverables: following chapters:
• Menu of energy and GHG reduction programs, • Chapter 1:Climate Change Science and Planning.
Describe climate change, energy efficiency, and why the
• Calculation of energy and GHG reduction potential and City is undertaking EAP development. Describe existing
whether targets are being met regulations and benefits of an EAP including CEQA
• Measures with EMIT framework streamlining and public health. •
Task 3.4: Stakeholder Outreach • Chapter 2:Energy and Emissions Inventory,
Subsequent to completion of Task 3.3 is a good time to Forecast,and Targets.Present the existing energy
This is because stakeholders will use and GHG emissions inventories and projected
solicit Stakeholder input.
energy and emissions by sector.The chapter will include
have enough data and context to provide meaningful a business-as-usual(BAU)forecast and adjusted BALI
input and allow focus to a Stakeholder forum.Atkins will forecast,which will include applicable federal and
assist the City in a Stakeholder forum.Atkins recommends state measures that result in lowering energy use and
collaborating with SANBAG in stakeholder outreach since GHG emissions without further action by the City.The
SANBAG will be holding stakeholder outreach forums chapter will conclude with the "gap" of remaining
for the CAP Implementation Tools project.Including the reductions needed to meet the targets through local
Redlands EAP Stakeholder forum with the SANBAG CAP or regional measures.To help the reader visualize this
Implementation Tools Stakeholder forum would benefit information,graphic depictions of the inventories,
both agencies and give a better perspective to stakeholders forecasts, targets, and gap analysis will be provided.
of how these two projects interrelate.Atkins will provide
a draft PowerPoint presentation and provide handouts • Chapter 3:Energy Efficiency Strategies and GHG
explaining the EAP,the Redlands chapter of the Regional Reduction Measures. Describe the regional and local
GHG Reduction Plan,the Redlands component of the energy efficiency measures and actions that will lead
SANBAG CAP Implementation Tools,and how these three to energy efficiencies and GHG emissions reductions.
projects interrelate.After the conclusion of the Stakeholder Measures are presented by sector and include the level
forum,Atkins will provide a Report on Stakeholder input of energy and GHG reductions anticipated, level of
both from the forum and other Stakeholder outreach implementation(mandatory or voluntary),responsible
efforts(website and social media: See Task 3.1 above). staff or agency for implementation,and co-benefits '
Deliverables: (such as increased public health)for each action.This
chapter will highlight the efforts Redlands has made
• Stakeholder forum handouts through the Regional GHG Reduction Plan and other
• Presentation at the Stakeholder forum sustainability programs the City has implemented.
• Stakeholder outreach input Report Graphic depictions and photo examples of the energy
efficiency strategies and GHG reduction measures will
be provided to facilitate the reader's understanding of
these strategies and measures.
0114 03i8 )ai•,s Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 111
Approach and Methodology
• Chapter 4:EAP Implementation.Describe the public Atkins will present the Summary EAP Report findings
participation, inclusion of the EAP as an energy chapter and an overview of the tool to City staff, and deliver the
in the City's Climate Action Plan, environmental review, reports electronically to City staff for comment and review.
and ongoing monitoring processes, Deliverables:
• Appendices. Detailed methodology and assumptions so • Draft EAP
that the document and all calculations are transparent.
• Draft monitoring tools
Based on the discussion and comments from Task 3.3, • Tool training workshop
Atkins will prepare an EMIT as discussed in Task 3.3.The
• Presentation of results to the EAP committee
tool will be completely compatible with the SANBAG CAP
Implementation Tools and include the following tabs: Task 3.6: Final EAP and Reporting Tools
• Plan-at-a-Glance Summary tab of information, Atkins will incorporate comments from City staff into the
including historic and anticipated energy and emissions, final EAP and provide the documents to the City.Atkins
with and without an EAP. It will also show progress to will incorporate comments on the tool in order to make it
date of total energy and emissions per year(as entered more user friendly and to make any necessary adjustments.
by the user)and the energy and emissions targets. Atkins will provide City staff the final tools for distribution.
• Input tab for users to input annual data,including
electricity, natural gas,water,vehicle miles traveled, and Deliverables:
waste data for municipal and community emissions. Input • Final EAP
units will be based on how data would be provided to • Final monitoring tools
the municipality,such as kilowatt hours for electricity.
• Summary tabs that show, in tabular and graphic Task 4: Invoicing and Reporting
format,energy consumption(kWh for electricity and
BTU for natural gas),GHG emissions(metric tons of Atkins will provide monthly invoicing and reports on the
CO2-equivalent), and cost data by sector and year, work effort completed each month using the SCE 1R Tool.
allowing several methods for evaluating and reporting The IR tool includes an Excel based timecard for each
data and showing annual progress employee showing the hours worked on each task and
• Strategy Summary tab that identifies the measures brief description of work.The IR tool including the Excel
the City will implement as•well as the timing of based timecards will be submitted to City staff by the
implementation.This will be flexible to allow users to 5th calendar day of the month so that the City is able to
enter additional measures in the future. submit to the SCE CPM on or before the 15th calendar
• Input Year tab that will show a summary of the user- day of the month.
•
inputted data including consumption,emissions,and Deliverables:
cost data for reporting annual energy and emissions.
• Default and User-Defined Options tab that will • Monthly IR tool filled out with SCE compliant invoices
allow the user to define specific emissions factors or and monthly reports on project progress.
cost data, if available.Otherwise the tool will use default Program Task 5: Final Report
factors that will be defined in the tool. p
• Instructions tab that provides easy-to-understand After completion of the project Atkins will provide a Final
instructions to the user. Program Report reviewing the Program's progress, lessons
Atkins will populate the tool with data from the EAP learned,and accomplishments using the SCE Final Report
Report;therefore,staff will not be required to input Template. City staff can edit the Final Report as deemed
any data until the next energy and emissions inventory necessary and submit to SCE.
is conducted.Atkins will conduct a half day workshop Deliverables:
training for City staff.The training will consist of an . Final Program Report.
interactive classroom format through which Atkins staff
will distribute the tool to participants and walk them
through the use of the tool.Additional Atkins staff will be
available for one-on-one guidance during the instruction.
04140373/1,0116 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency j 12 •
Approach and Methodology
Proposed project schedule
The following timeline is based on the deliverable dates
provided in the RFP.
Task Description Date
Task 1: Project Kickoff meeting Determined by SCE after the issuance of the NTP
Task 1: Completed IR tool IR Tool training plus 5 business days
Task 2:Draft A+P Report for EE Education Program NTP plus 2.5 months •
Task 2:Final A+P Report for EE Education Program NTP plus 3 months
Task 2:Draft Curriculum for EE Education Program NTP plus 6 months
Task 3:A+P Report for EAP NTP plus 6 months
Task 2:Final Curriculum for EE Education Program NIP plus 7 months
Task 3:IFT NTP plus 7 months
Task 3:Measures NTP plus 8 months
Task 2:Conduct EE Education Program NTP plus 8 months
Task 3:Stakeholder Outreach forum NTP plus 8 months
•
Task 3:Draft EAP NTP plus 8 months
Task 3:Final EAP NTP plus 9 months
Task 2:Assess value&benefits of EE Education Program NTP plus 10 months
Task 2: Plan for sharing Lessons Learned/best practices NIP plus 11 months
Task 4:Invoicing and Reporting Monthly
Task 5:Final Program Report NTP plus 12 months
Task 3:Adoption of EAP by City Council NTP plus 16 months
•
•
•
«ivy o r n o i Atkins I Proposal for City of Redlands
•
• Strategic Plan Strategies for Energy Efficiency 113
Firm Information/organization
Key personnel Michael Hendrix
Atkins believes the success of any project is largely Principal-in-Charge
dependent on the qualifications and experience of the Michael Hendrix will provide strategic direction,technical
project team. We have assembled a team of qualified oversight,and quality control. He has done extensive
professionals to efficiently prepare an energy action plan. research analyzing specific technical issues of air quality,
GHG emissions,and global climate change as related to
project compliance with NEPA and CEQA. He is recognized
Primary contacts for providing business-friendly solutions for reducing
GHG emissions within CAPs. His experience also includes
Michael Hendrix public outreach efforts for project-specific meetings as
Atkins Principal Project Director—Air Quality and well as for informing local and state officials on air quality,
Climate Change GHG emissions,and acoustical issues.As chairperson of
650 East Hospitality Lane, Suite 460 AEP's Climate Change Committee, Mr. Hendrix directs
San Bernardino, CA 92408 committee activities such as the recently released white
Tel: 909.521.3765 - paper on "Community-wide Greenhouse Gas Emissions
Email: michael.hendrix@atkinsglobal.com Inventory Protocols,"where he and other key committee
Cheryl Laskowski, Ph.D. members met with the International Council for Local
AtkinsherProjectLaskLaskowski,
Manaer—Climate Environmental Initiatives(ICLEI)in drafting protocols
Road,Climate
Suite Change related to community-wide inventories. Mr. Hendrix is
3570 Diego,Carmel Mountain92130 also overseeing the drafting of a white paper,advising
SanTel: 8 .1082 local jurisdictions on the mandates of SB 375 and
Tel:
8 8.51cheryl.laskowski®atkinsglobal.com how components of SB 375,such as the Sustainable
ECommunities Strategy, can be incorporated into General
Plan updates and CEQA analysis of projects within its
Atkins has identified a specialized team, led by proposed jurisdiction. Representative projects include the following:
project manager Cheryl Laskowski, Ph.D.,to drive • San Bernardino County Settlement Agreement and
achievement of the project milestones within budget. GHG Reduction Plan (05/2008-01/2012)
Dr. Laskowski will be supported by Michael Hendrix,a • Western Riverside Council of Governments Energy
leading authority on climate change and GHG emissions. Action Plans(01/2012—ongoing)
Dr. Laskowski and Mr. Hendrix have worked together on
several projects and committees,including the Technical •
SANBAG Multijurisdictional GHG Reduction Plan and
Advisory Committee for the County of San Diego EIR(01/2010—ongoing)
Significance Guidelines for Greenhouse Gas analysis • Riverside County Climate Action Plan as part of the
in CEQA, Western Riverside Council of Governments General Plan Update(06/2010—ongoing)
energy and climate projects,and the Association of • City of Pasadena GHG Reduction Plan(09/2008—
Environmental Professionals(AEP) Climate Change 03/2010)
Committee.The skills and expertise of these professionals • City of Corona Renewable Energy Generation Planning
are complementary and overlapping, ensuring a team within the Climate Action Plan(01/2010-01/2013)
with excellent technical and managerial leadership. Dr. • City of Escondido Climate Action Plan and General Plan
Laskowski will also be supported by additional technical Update(01/2011-12/2013)
analysts and experts in CEQA compliance,policy,
planning, stakeholder facilitation,and public outreach.
0414 03/38.0114 Atkins I Proposal for City of Redlands
•
Strategic Plan Strategies for Energy Efficiency 14 •
Firm Information/Organization
Project team organization • County of San Diego,Climate Action Plan and CEQA
GHG Threshold Guidelines(11/2010-06/2012)
• City of Mission Viejo Sustainability Action Plan
City of Redlands (02/2012-08/2013)
Quality of Life Department • Los Angeles County Metropolitan Transportation
Authority 2013 Sustainability Plan(01/2013-07/2013)
Heather Dubois
Principal-in-Charge GHG Analysis and Tool Development
Michael Hendrix Heather Dubois has 12 years of experience as an
environmental scientist/planner with local and regional
jurisdictions in California. Ms.Dubois is certified in
air dispersion modeling and risk assessment and is
Project Manager well-versed in using GHG emission inventory tools.
Cheryl Laskowski, Ph.D. Representative projects include the following:
• City of Santa Monica Energy Efficiency and Climate
Change Analysis(06/2009-04/2010) •
Core Team • City of Corona Alternative Energy Generation Planning
within the Climate Action Plan (01/2010-01/2013)
GHG Analysis and • City of Pasadena GHG Emissions Reduction Plan
Tool Development (09/2008-03/2010)
Heather Dubois • Localized Significance Impact and Climate Change
Sharon Toland Analysis, Los Angeles County Exposition Authority
Janelle Kassarjian (03/2009-10/2010)
Public Outreach
Rebecca Cole Sharon Toland
GHG and Climate Change Analyst
Cheryl Laskowski, Ph.D. Sharon Toland has CEQA,climate change,and air
Project Manager quality analysis experience involving preparation of GHG
•
inventories,and CAPs.She has a strong education in
As project manager,Dr.Cheryl Laskowski will environmental science with a specialization in CEQA and
be responsible for day-to-day activities,project climate change. Her current responsibilities with Atkins
management, resource allocation,team performance, include preparing CEQA documents, CAPs,and analyzing
coordination with the City,and technical oversight so climate change impacts. Representative projects include
that quality goals are met, budgets are maintained, the following:
and the project is delivered on time. Dr. Laskowski is a
climate change expert specializing in climate mitigation • County of San Diego General Plan Update EIR and
and adaptation planning, and conducting GHG analyses Global Climate Change Analysis(01/2008-08/2011)
for projects complying with CEQA and NEPA. She has • City of Escondido General Plan Update,Climate Action
managed numerous CAPs and GHG analyses throughout Plan, and Downtown Specific Plan Update EIR
southern California. Her experience also includes (01/2011-12/2013)
outreach and public speaking to various audiences • CSUSM University Student Union Air Quality and GHG
such as government representatives, communities, and Emissions Technical Reports(06/2010-07/2011)
students. Representative projects include the following: • City of San Bernardino Palm/Industrial Distribution
• Western Riverside Council of Governments Climate Center Air Quality and GHG Emission Studies
Action Plan(02/2012—ongoing) (08/2012-08/2013)
• San Diego County Water Authority Climate Action Plan
and Master Plan Update EIR(10/2011—ongoing)
•
0,114 037871 On Atkins l Proposal for City of Redlands
•
•
Strategic Plan Strategies for Energy Efficiency 1 15
Firm Information/Organization
Janelle Kassarjian Rebecca Cole
GHG Analysis and Tool Development Public Outreach
Janelle Kassarjian is an environmental analyst with a Rebecca Cole has 20 years of communications and public
focus on energy efficiency,CEQA/INEPA documentation, outreach experience. She manages public affairs and
permitting,and research. She has assisted in the community relations programs for a variety of Atkins'
preparation of energy action plans and GHG emission clients,and has developed and implemented award-
monitoring tools. In a previous planning intern position winning public affairs programs for local municipal
with the City of Santa Barbara Planning Division, Ms. agencies. She specializes in providing public outreach
Kassarjian wrote staff reports and recommendations for to impacted communities,elected officials, media
the Planning Committee, City Council,and Commission representatives, and civic groups about important project
based. Representative projects include the following: milestones using proven communication tactics.She has
• WRCOG Energy Efficiency Strategic Plan Implementation provided a range of public relations activities in southern
California including facilitating community meetings
(2012—ongoing) and workshops; conducting presentations;and creating
• Otay Ranch Villages 8 and 9 West Sectional Planning comprehensive communication plans,briefing materials,
Area Plan Second Tier EIR(03/2010—ongoing) and informational materials; and has worked closely
• Otay Mesa Conveyance and Disinfection System Project with the general public, civic/social organizations, public
Initial Study and Scoped EIR(09/2013—ongoing) advisory committees,stakeholders, and elected officials.
Representative projects include the following:
• City of Oceanside Solar Installation at San Luis Rey
Water Reclamation Facility(01/2012-06/2012)
• Communication Program for Recycling Program Rollout
(04/2012-10/2012)
• Water Conservation and Rate Increase Public Outreach
(05/2010-06/2011)
•
•
•
0414 03/3/1 0114 Atkins I Proposal for City of Redlands
•
Strategic Plan Strategies for Energy Efficiency 16
Staffing
Project management and quality control are critical to the • QA/QC checklists are used during the QA/QC process
success of any project.Atkins has established tools and prior to delivering documents to the client.These
procedures that help keep our projects on schedule,within checklists are customized for each task to provide
budget, and at consistently high levels of quality.We use continuity within the document and consistency with
team meetings and regularly scheduled status reports to other supporting documents.As an example,the checklist
share information,and will maintain continuous, open, for the IFT will verify that key protocols, methods of •
and effective communication with the City of Redlands so analysis, and quantification are correctly used, and that
that you can take full advantage of the expertise and local the inventory update is consistent with the existing 2005
knowledge of our project team. baseline inventory of GHG emissions.
This project will be managed by Cheryl Laskowski,Ph.D. Communication
She will be responsible for day-to-day activities,project
management,resource allocation,team performance, Communication is the key to any successful project,and
coordination with the City,and technical oversight so that communication begins with the management team. Our
quality goals are met,budgets are maintained,and the project manager, Dr. Laskowski,will be Redlands'primary
project is delivered on time. Michael Hendrix will provide contact.She will establish regular communication with the
strategic direction and additional technical oversight and City's project managers to keep staff fully informed of the
will make sure Dr. Laskowski has the resources needed to progress of each task.We will work closely with City staff
achieve project milestones. throughout the preparation of the EAP,which will allow
This section describes our approach to document us to identify and resolve issues quickly—before they have
management, communication, quality control,scheduling, a chance to become larger problems that could affect the
financial management, and resource allocation. project schedule or budget.
Document management All team members will be provided with a copy of the
g agreed-upon scope of work so that each individual involved
Atkins will document every stage of the process in the with the project will have the same understanding of the
development of the energy action plan. Record-keeping arequired
d the prevailing k products,contentchedule and of t budget constraints.he rkproducts,Atkins
• will be handled as follows: • technical staff will report to Dr. Laskowski in the execution
• Meeting agendas will be provided prior to each of tasks so that she can stay apprised of the progress and
project meeting to highlight key points and action provide direction and oversight as appropriate.
items to discuss during each meeting.Agendas will be We will hold weekly status updates and data-sharing
provided to the project team and City staff at least 1 meetings to discuss work progress and address questions.
day prior to each meeting. We will coordinate information transfer as necessary via
• Meeting summary memorandums will review key frequent email or telephone conferences with the City.
points discussed in meetings, document any action items Our communication tools include the following:
decided during a meeting as well as due dates for those
items,and identify those responsible for completing the Conference calls. In order to facilitate the timely delivery
action items.Meeting summary memorandums will be of a comprehensive and technically adequate document,
provided to the project team and City staff within 3 days Atkins will hold biweekly conference calls with City staff •
following each meeting. and other key team members as deemed appropriate.
• Draft document transmittal checklist will be provided These calls will be a forum to discuss project issues,
with each deliverable,specifying the type of document schedule,and progress during the course of the project.
(memorandum,A+P Report, Draft EAP,etc.),date of the Meetings.While the biweekly calls are a great
document,version(internal draft, administrative draft, communication tool,we also understand the importance
public review draft, or final), authors of the document, of face-to-face meetings.At critical times throughout the
and date of delivery. EAP process, Dr. Laskowski will schedule meetings to bring
• the team together in order to adequately convey project
information, discuss key issues, and develop solutions.
These face-to-face meetings will supplement the biweekly
conference calls as needed throughout the project. •
0•114 rs7e71.ofaa Atkins I Proposal for City of Redlands
•
•
•
Strategic Plan Strategies for Energy Efficiency 117
Staffing
1? , t `- qw '105,,s, rk1' r-r ;Y=%
- � In addition to quality checks and assurances,our processes
are designed to get the right staff assigned to the
. .:
� right project elements in order to strengthen our overall
f delivery.Atkins project managers are well trained to focus
�' • `` `1, on quality—project metrics and project performance are
S
_ `yf ' regularly reviewed and tracked throughout all levels of the
organization,and communication plans are designed so
"4; •, that the specific expectations and objectives of the client
• :, err "",;;;:nil�` ' ;,` remain paramount.
f? ` r- , ` a `",,,A At Atkins,quality focus begins the moment we begin
our project pursuits and continues as a fundamental
� r +*.; ', „: component of the project life cycle.We use the lessons
� :/i learned on each and every assignment to improve and
Face-to-face meetings facilitate effective team collaboration, refine our QA/QC process.All of these factors combine to
especially during critical times throughout the EAP process. create an overarching, comprehensive quality platform that
is intrinsic to the way Atkins conducts business.
QA/QC Cost and schedule control
At Atkins, quality is an integral part of every project process Dr. Laskowski will be responsible for timely completion
and deliverable. In support of this commitment to quality,
of
contract Standard compawork ny fiscal n the confines
nf i controls dthe assigned ed
we have embedded best management practices consistent •
with the internally recognized standards of the Project computerized fiscal reporting are designed to maximize the
Management Institute(PMI)into all of our project and efficiency and accuracy of project budget management.
program life cycles.Through this process,the structure of Dr. Laskowski will review labor and non-labor charges to
our internal protocols is such that quality remains at the project tasks on a weekly basis.Weekly labor summaries
forefront of each and every project we undertake. are shown by job and task,including information on any
individuals who have charged to a task, number of hours
Atkins' quality program includes a series of procedures charged,total dollar value of the labor charged against the
addressing all contract documents and deliverables.Our task,and estimated remaining budget available. Non-labor
program also involves quality control reviews by senior- charges are also reported on the weekly summary reports.
level staff,and mandates creation of comprehensive Dr. Laskowski will closely monitor all charges to the project
project-specific quality plans. Our project managers are to ensure efficient management of the budget. Monthly
trained to identify and track project risks and create summaries,which provide labor and non-labor charges by
plans to mitigate and monitor those risks throughout project and task for each billing period,are the basis for
the project life cycle.This level of risk management and preparing monthly invoices.
awareness is essential to our focus on QA/QC and allows Dr. Laskowski will also be responsible for ensuringoverall
us to identify any project elements that need particular p
attention,thereby verifying that the right level and adherence to the project schedule. She will work closely
qualifications of staffing is working on the task and the with the City to develop internal milestones and deadlines
final deliverable meets our client's needs. for deliverables,with emphasis on maintaining the
integrity of the critical path for achieving the specified
Our quality plans provide detailed information on the project completion date.Where possible, milestones will
procedures for checking everything from our calculations be established so that minor changes will not impact the
and project staffing to the formats and presentation of overall schedule.
final deliverables. Our project-specific quality plans also On a regular basis, Dr. Laskowski will compare actual
define the procedures for logging, disseminating,and progress and milestone achievements to the project
filing all project correspondence into proper indices as schedule based on interviews with—and a brief review
well as provide a means for tracking compliance with the of products prepared by—EAP professional support staff.
overall plan. Quality reviews are carefully planned prior
Significant deviations orproblems in meetingthe schedule
to the onset of the project and tracked throughout its 9
duration to verify compliance. will be identified, and any necessary corrections or
nai,1:o 17371 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency 118
Staffing
modifications will be made.All actual or potential conflicts Dr. Laskowski will manage this project from Atkins'San
with other project requirements will be resolved through Diego office. Mr. Hendrix will oversee this project from
discussions with the project team. Regular review of Atkins'San Bernardino office.As project demands dictate,
work completed versus schedule milestones will facilitate we can supply additional technical and support personnel •
schedule management. by calling upon resources in our other California offices
(Los Angeles, Orange, Roseville, and San Francisco).
Financial management Atkins customarily manages numerous projects with multiple
Dr.Laskowski will use our Oracle-based financial system priorities.The assessment of workload is conducted weekly
to track and evaluate performance by individual task to determine the appropriate allocation of resources so
assignment as well as by all work performed under the that all of our client's needs can be met.With our qualified
program.This method of measuring and evaluating staff,we are confident we have the depth of resources to
performance enhances the ability to identify potential effectively manage our current workload while meeting
trouble spots at an early stage and to predict the potential all of the City's scheduled deliverables.We consistently
impact on the project as a whole.This, in turn,is used to meet deadlines,even in situations where our document
guide the development of corrective actions.Information preparation time has been considerably reduced as a result
regarding labor and other direct costs, as well as project of unforeseen,outside factors. Should accelerated service
progress, is keyed into the Oracle system on a weekly be requested,Atkins will be able to respond accordingly
basis. Standard weekly reports are automatically printed for without jeopardizing the schedule's for other submittals.
analysis and review by the project manager.This provides Atkins has 70 offices and 2,700 employees nationwide.
accurate, up-to-date information to the project manager for All of our offices are electronically networked,providing
use in updating the Microsoft Project schedule and providing effective communication and swift transfer of information.
accurate invoice billing data to the City. Our proven ability to form geographically dispersed teams
enables us to provide quick,efficient,and responsive
Resources services. Atkins' depth of resources and technical
capabilities,coupled with our local knowledge and
Effective project management allows current staff and established relationships,will result in successful and timely
company workloads to be adjusted as needed to stay on EAP for the City of Redlands.
schedule.The commitment of our team,together with the
additional support available throughout our nationwide
network of offices,provides the City of Redlands with a
responsive and available project team.
•
041,1 037371 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency I 19
References
Atkins is proud of the successful projects we have Client: SANBAG
accomplished, and the agencies that have placed their Project description:San Bernardino County Regional
confidence in our services. Please contact our references to GHG Reduction Plan and EIR.Atkins is assisting SANBAG
confirm the efficiency, attention to detail,communication and 21 participating cities including Redlands in
skills, and commitment of our team. development of a regional GHG reduction plan.
Project dates:January 2010(ongoing due to end
Client:WRCOG Spring 2014)
Project description:WRCOG Energy Efficiency Strategic Client contact:Steve Smith
Plan Implementation.This program was implemented Tel:909.884.8276 Email:ssmith@sanbag.ca.gov
• by the Western Riverside Energy Leader Partnership in Atkins staff that participated in the project:Michael
cooperation with the 11 WRCOG member agencies served Hendrix, Project Manager; Heather Dubois,Assistant
by SCE.Atkins assisted WRCOG in the development of Project Manager;Sharon Toland,Analyst
energy action plans for the 11 member agencies.
Project dates:January 2012 (ongoing, due to end Client:County of San Bernardino
Spring 2014) Project description:Settlement Agreement with the
Client contact: Barbara Spoonhour AG's Office and GHG Reduction Plan.Michael Hendrix of
Tel:951.955.8313 Email:spoonhour@wrcog.cog.ca.us Atkins was the technical advisor to the County during the
Atkins staff that participated in the project: Michael Settlement Agreement between the AG's Office and County
Hendrix, Project Director;Cheryl Laskowski, Project that resulted in the GHG Reduction Plan.Atkins also provided
Manager;Janelle Kassarjian,Analyst;Sharon Toland,Analyst a business friendly approach toward implementation of
energy efficiently and GHG reduction measures.
Client:County of Riverside Project dates:May 2008 to January 2012
Project description:Riverside County Climate Action Client contact Chris Warrick
Plan.Atkins assisted the County in drafting their CAP Tel:909.387.4112 Email:cwarrick@lusd.sbcounty.gov
which included municipal inventories of emissions Atkins staff that participated in the project:Michael
associated with County government operations and Hendrix, Project Manager; Heather Dubois,Analyst
community-wide GHG emissions.
Project dates:June 2010(ongoing,due to end Spring 2014) Client: City of Escondido
Client contact: Kristy Lovelady Project description: City of Escondido Climate Action
Tel:951.955.6097 Email:klovelady@rctlma.org Plan.Atkins assisted the City in drafting their CAP.Atkins
Atkins staff that participated in the project: Michael provided an approach that emphasized local control and
Hendrix, Project Manager; Heather Dubois,Analyst economic competitiveness in the implementing the CAP.
Project dates:January 2011 to December 2013
Client:City of La Habra Client contact:Jay Petrek
Project description:La Habra Climate Action Plan. Tel:760.839.4556 Email:Jpetrek@ci.escondido.ca.us
Atkins assisted the City in the drafting of their CAP Atkins staff that participated in the project:Michael
which included municipal energy efficiency projects and Hendrix, Project Manager; Heather Dubois,Analyst;
a prioritization of GHG reduction measures to match Sharon.Toland,Analyst
expected cost savings.Target setting included both a
2020 and 2035 reduction targets to match with State
recommendations and General Plan horizon year.
• Project dates:March 2011 to January 2014
Client contact:Carlos Jaramillo
Tel: 562.905.9724 Email:carlosj@lahabracity.com
Atkins staff that participated in the project: Michael
Hendrix, Project Manager; Heather Dubois,Analyst
0414.0.1/3/1 0114 Atkins I Proposal for City of Redlands
Strategic Plan Strategies for Energy Efficiency i 20
EXCEPTIONS OR DEVIATIONS TO SPECIFICATIONS
Note: Proposer must sign the appropriate statement below as applicable.
(X) Proposer understands and agrees to all terms, conditions, requirements and
specifications stated herein.
Firm: Atkins North America, Inc.
i •
Signature: Terri S.Avila, Vice President, Environmental West
( ) Proposer takes exceptions to terms, conditions, requirements or specifications stated
herein. (Proposer must itemize each exception below and return with the Proposal
Form.)
Firm:
Signature:
If Atkins is awarded the contract as the most qualified bidder,Atkins would like the •
opportunity to discuss potential changes to the City of Redlands'professional services
agreement and specifically the indemnification language;however,we may accept the
agreement"as is"depending upon the circumstances at the time of the award of the contract.
Proposer should note that any exceptions taken from the stated terms and/or specifications may, but not necessarily
will be cause for their submittal to be deemed"non-responsive",risking rejecting of the submittal.
Attached are 0 additional pages.
This document must be completed and returned with your Submittal
o r-�
0b:18/!011,1 Atkins I Proposal for City of Redlands
ATTACHMENT
SINGLE BID ATTACHMENT "C"
BID TITLE: Strategic Plan Strategies for Energy Efficiency
BID NUMBER: ITEMS: 1-18
Although only two bids were received, eight bids were solicited from other potentially responsive bidders who
had reasonable opportunity to bid, the specifications are not restrictive (except for genuine repair parts), the bid
price is fair and reasonable, the bid submitted meets minimum requirements for award , and resolicitation is not
in the best interest of the City.
If any part of the above statement is not true, explain (use additional sheets as necessary):
A sampling of vendors on the mailing list who did not bid were called. Details are as follows:
VENDOR CONTACT/PHONE # DATE/TIME COMMENTS ,
Charlotte Wagner 1/15/14 Did not get bid in on time
EnerNOC (949)930-1590
Marshall (805) 547- 1/15/14 9:02 am Out of scope
Abraxas Energy 2050
IMS Angelique (858)490- 1/15/14 8:35 am Do not bid on projects
8800
Jim Hargrove (916)366- 1/15/14 8:45 am Do not bid on projects, but
James R. Hargrove 7604 forward them on to other
Consulting Services prospective bidders.
Laure Franco (949)860- 1/15/14 8:57 am Out of scope
Owen Group, Inc. 4800
ARUP Leah Hislop (415)957- 1/16/14 10:58 Out of scope
9445 am
Analyst Date Director/Supervison Date
Purchasing Services Manager Date