HomeMy WebLinkAbout1st Amend - Walker ConsultantsFIRST AMENDMENT TO AGREEMENT TO PERFORM PROFESSIONAL SERVICES
This first amendment ("First Amendment") to the agreement for the provision professional
services associated with the preparation of a Downtown Parking Study and professional consulting
services ("Agreement"), dated September 6, 2022, by and between the City of Redlands, a municipal
corporation and a general law city ("City"), and Walker Consultants, Inc., a Michigan corporation
("Consultant"), is made and entered into this 5th day of September 2023.
RECITALS
WHEREAS, the Parties entered into a Professional Services Agreement ("Agreement") on
September 6, 2022, for the provision professional services associated with the preparation of a
Downtown Parking Study and the provision of professional consulting services to the City;
WHEREAS, the Parties entered into a First Amendment to the Agreement ("First
Amendment") on September 5, 2023; and
WHEREAS, it is the desire of the Parties to amend their existing Agreement, specifically to
article 5.1 to increase the payment to the Consultant from one hundred twenty-one thousand five
hundred sixty-six dollars ($121,560) to one hundred thirty-four thousand five hundred sixty dollars
($134,560), and amend the Exhibits accordingly.
NOW, THEREFORE, for good and valuable consideration in the receipt of which is hereby
acknowledged City and Consultant agree as follows:
AGREEMENT
Section 1. Article 5.1 of the Agreement; entitled "Payments to Consultant," is hereby amended
to read as follows:
"5.1 Compensation: Total compensation for Consultant's performance of the Services shall not
exceed the amount of one hundred thirty-four thousand five hundred sixty dollars ($134,560). City
shall pay Consultant on a time and materials basis up to the not to exceed amount in accordance with
Exhibit "C" titled, ("Fee Schedule") which is attached hereto and incorporated herein by this
reference."
Section 2. Exhibit "A" entitled, "Scope of Services" is hereby amended and replaced with a
new Exhibit "A", which is attached hereto and incorporated herein and into the Agreement by this
reference as Attachment 1.
Section 3. Exhibit `B" entitled, "Project Schedule" is hereby amended and replaced with a
new Exhibit `B", which is attached hereto and incorporated herein by reference as Attachment 2.
Section 4. Exhibit "C" entitled, "Fee Schedule" is hereby amended and replaced with a new
Exhibit "C", which is attached hereto and incorporated herein and into the Agreement by this reference
as Attachment 3.
Section 5. All other provisions of the Agreement shall remain unchanged by this First
Amendment and in effect.
IN WITNESS WHEREOF, the parties have executed this First Amendment, to be effective as
of September 5, 2023.
CIT
ddie Tejeda, Mayor
ATTEST:
Z
Donaldson, City Clerk
WALKER CO SU. TANT
By:
Steffe uroff, Principal Charge
ATTACHMENT 1
Project Approach and
EXHIBIT "A"
SCOPE OF SERVICES
Methodology (Revised August 15, 2023)
The City of Redlands, its businesses, residents, and visitors are at the confluence of converging and
complimentary trends, providing an opportunity to rethink how travel and access should be provided to
enhance the quality of life in its historic Downtown area. The traditional paradigm of transportation in
California that requires a parking space for every person who patronizes and works at a restaurant or other
business in the City is evolving. New technologies and changing consumer preferences for the simple
convenience and pleasure of bicycling and walking allow the public choices other than relying on driving and
parking to reach their destination. At the same time, Walker recognizes that the majority of access will
continue to occur via;private vehicles, which should be accommodated and managed efficiently to maximize
the use and utility of' parking assets.
The inefficiency and cost of devoting too much land to parking spaces and inefficient management of that
space can be detrimental to the vibrancy of a mixed -use Downtown area, constrains business and limits the
City's ability to advance mobility and climate goals. An inefficient parking system increases traffic, deters
bicycling and walking, prevents existing businesses from expanding or new business from opening, and limits
the number of businesses and destinations to visit in the City.
With the planned addition of 1,000+ residential units to downtown Redlands, the time is now for the City
to take a comprehensive look at parking and mobility in its Downtown core to ensure that the system serves
the needs of both existing and future businesses, residents, and visitors in an effective and efficient manner.
The City is also constructing a new parking garage that will support the downtown Redlands train station as
well as intensifying downtown land uses and activity. The garage should promote a "park once" strategy,
creating a more active transportation -oriented downtown.
We will approach this effort from all perspectives, real estate, infrastructure, design, policy, management,
financial, and most of all the human experience. How can the City get the highest and best use out of its
parking facilities while maintaining a high-level of customer service and satisfaction? How can we use
parking policies to efficiently managed demand while also providing incentives for non -auto travel? How
can the recommendations and policies determined in this study support the goals of both the General Plan
and Transit Villages Specific Plan?
Is parking pricing appropriate as a management tool and as an essential method for fostering equity and
balance among diverse populations and user groups? What is the right curb allocation and usage of the curb
beyond traditional on -street parking? This is just as important, with ride apps, commercial delivery, and
micro mobility options continually changing transportation behaviors and how we use this precious,
valuable space.
Walker's parking plans and policies, parklet designs and programs, shared use analyses for parking facilities,
wayfinding plans, technology plans, curb management plans, financial analysis, and active transportation
and mobility plans, have answered these questions for our clients, to maximize their parking and generate
infinite imagination of those who seek to be together in more livable spaces.
Our Process
In the era of changing mobility and consumer demands, how can valuable parking assets, curb space, and
public space be planned, organized, and optimized to prioritize needs, accommodate demand, and achieve
the City's goals. In keeping with this mandate, we propose to focus on the following core areas of
achievement:
• Understand the City of Redland's holistic approach. The City's planning efforts embrace the
connections between economic, social, modal, environmental, and cultural impacts.
Recommendations developed through this work will be equally comprehensive in their scope and
impact.
• Use the City's goals as a north star. The General Plan and Transit Village Specific Plan can provide a
path for all efforts related to parking, mobility, and access. Walker will view the City's goals for
climate, mode share, access, equity, and economic development as our "north star" for developing
recommendations that meet the core vision and values of the City and its constituents.
• Be aspirational and inspirational, but also data -driven in identifying best practices. In identifying
best practice solutions from across the country and around the world, Walker will evaluate not only
aspiration and innovation, but also the effectiveness in performance of those best practice
solutions from a quantitative and qualitative standpoint. The guiding question in this search will
always be "to what extent will this solution serve the Redlands community?"
• Focus on clear and unified messaging. We will ensure that this effort is an extension and
continuation of the City's comprehensive planning efforts through clear and unified messaging in
open and collaborative partnership with City staff and stakeholders.
Scope of Work
Based on Walker's understanding of the City's goals and objectives, and the scope of work provided int he
RFP, the following is Walker's detailed scope of work, outlining how the Project Team will work with the
City, the community, and other stakeholders to achieve the goals and objectives of the project as outlined
in the RFP. Walker will honor the goals of the tasks as set forth in the RFP as well as add value using creative
solutions with a pragmatic and implementable focused deliverable.
Task 1— Project Management
Jeff Weckstein, the Project Manager for this engagement, is known for his technical, data -driven style,
aligned with client's needs and goals. Jeff's, and Walker's, goal is always to develop a mutual understanding
of outcomes and conclusions and monitor project progress, and a unified, branded messaging to all
constituents. Jeff's responsive, creative, and flexible approach enables him to maintain original budgets and
schedules even when project goals and scope changes. He will organize and lead regular project
management meetings and develop action items for follow up. Jeff will be supported by Walker's effective
project management practices created from over 56 years of experience.
Task 1.1 Project Management Plan. Walker will develop the project management plan, identifying major
work elements, deliverables, milestones, and the schedule.
Task 1.2 Ongoing Project Management. Walker will provide routine project management using earned
value and/or other tools to monitor and manage the project scope, schedule, team, and deliverable. Walker
will prepare and submit invoices and progress reports, execute subconsultant agreements, and develop
and review contract amendments as needed. Walker will provide document management, perform quality
assurance and quality control function, and be responsible for project close-out activities.
Task 1.3 Monthly Project Team Meetings/Project Updates. Walker will conduct virtual monthly project team
meetings with the Walker and City teams to review project progress, milestone, status, data, roadblocks,
and preliminary findings.
Tasl< 1.4 Public Meetings. Walker anticipates meeting twice with the traffic and parking commission during
the Project. This scope of work assumes one virtual and one in -person meeting with the traffic and parking
commission. In addition to the presentation meetings included in Task 6, this scope of work assumes one
meeting with City Council during the project but before the presentation stage.
Deliverables:
• Meeting minutes and follow up action items
• Monthly invoices
Task 2 — Analysis of Existing Resources and Utilization Rates
We believe that data is the foundation to great outcomes. Our team focuses not only on data analysis, but
on clear data visualization to ensure findings are digestible to the community.
Task 2.1 Review of Existing Materials. Walker will review the 2017 Initial Downtown Parking Study and
Draft Transit Village Specific Plan.
Task 2.2 Downtown Parking Survey. Walker will prepare a draft downtown parking and mobility survey, and
work with City staff to finalize the survey. Walker will work with the City to identify appropriate
means/methods to disseminate the survey, which will include, at a minimum, an intercept survey to occur
over two days with one Walker staff persons performing the survey during key time periods to be discussed
with the City.
Task 2.3 Business Community outreach. Walker staff will attend two (2) meetings with business community
representatives to discuss the goals and objectives of the study and hear specific concerns or interests of
the business community related to parking management. This scope of work assumes that the meetings
will occur on one day (such as a daytime and evening session) and that the City of Redlands will arrange the
meeting locations and attendees.
Task 2.4 Downtown Parking Standards Review. Walker will review parking standards and requirements in
the Downtown area. Walker will research parking standards and requirements in up to three (3) peer cities,
determined jointly with City staff.
Task 2.5 Data Collection. Walker proposes to partner with IDAX Data Solutions to conduct the data
collection effort. IDAX, overseen by Walker, will lead a multi -day data collection effort in the study area to
understand and document existing parking conditions. Specifically, we propose to:
a. Conduct an inventory of public on -street and off-street parking spaces. The inventory will include
gathering the number of parking spaces and current parking restrictions on a block -by -block basis.
The inventory will also include other curb uses such as bus stops and loading zones and will be
provided in GIS format.
b. Conduct parking occupancy counts of public on -street and off-street parking spaces. Walker
anticipates thefollowing:
a. Two (2) day of on the ground data collection
i. Weekday (Tuesday, Wednesday, or Thursday) — every hour hours from 9am to 9pm
ii. Weekend (Saturday or Sunday) — every hour from 9am to 9pm
iii. Turnover (length of stay) data will be collected at select parking facilities/in select locations
concurrently with the parking occupancy counts.
b. To provide the public and stakeholder more confidence our data collection efforts will
include an analysis of off and on -street parking transaction and revenue data (to be
provided by the City as available). We will compare this analysis to our on the ground data
collection and analyze to find trends in occupancy, turnover, and peak parking times.
c. We can provide additional data collection if the City has additional budget available. We are happy
to work with the City on the appropriate data collection process based on the City's preferences
and needs.
Task 2.6 Existing Conditions. Walker will summarize the findings from Tasks 2.1-2.4 in a report chapter. Data
collection will be presented using tables and through "heat maps" showing the locations in which parking
demand is concentrated and locations with more availability. Congested parking areas and underutilized
parking facilities will be identified through the analysis and graphics. The report will include survey results,
a discussion of where parking may be added to the downtown through restriping or reconfiguration of on -
street spaces, and recommendations related to the existing parking standards in the City's current land use
ordinances.
Deliverable:
• Existing Conditions chapter of parking study report
Task 3 — Confirmation of Vision, Goals, and Policies
Building on learnings from previous tasks, Walker will work with the City to confirm the vision, goals, and
policy agenda that has already been put in place in the City's general Plan.
Task 3.1 Confirm Vision and Goals. In partnership with City staff and drawing on the General Plan and
learnings from the survey and peer cities review, Walker will confirm the vision and goals for the Parking
Plan aligned with the General Plan. The vision will clarify the goals of the parking and mobility program and
focus on balancing the needs of the downtown area stakeholders.
Task 3.2 Develop Policies. Based on the data and policy analysis, we will confirm a set of realistic policies,
drawn largely from policies set forth in the General Plan. Policies will be grounded in the reality of staff and
technology resources and capabilities, guiding regulations and statutes. Policies will address parking and
access issues in downtown Redlands based on the findings in Tasks 2 and the vision and goals established
in Task 3.1.
Task 3.3 Existing City Hall Redevelopment. Walker's functional designers will prepare preliminary
conceptual parking layouts for the existing City Hall site which will be vacated. Concepts will involve
demolition of the existing parking structure on the site, but potentially involve retaining the existing
subterranean parking and integrating it into the conceptual above -grade design.
Deliverable:
• Vision, goals, and policies chapter of parking study report.
Task 4 — Development of Strategies and Actions (Parking Priorities and
Recommendations)
We know parking and transportation is a political process. Our team is comprised of policy experts who
have shepherded policy initiatives through local, state, and federal elected bodies, from fundamental
change to minor amendments. We will work with the City to frame policy strategies and actions based
on goals, data, visualizations, and real -life examples, to convey the story for policy change.
Task 4.1 Strategies and Actions. Walker will develop a list of parking, access, and mobility strategies to
support the goals identified in Task 3. Walker will also recommend actions to implement the strategies
and actions identified.
Deliverable:
• Strategies and actions chapter of parking study report that addresses parking issues in line with the vision,
goals, and policies identified in Task 3.
Task 5 — Implementation and Measurement of Success
Task 5.1 Action Implementation. For each action identified in Task 4, develop a "business plan" that
defines implementation of each strategy and action. The "business plan" is assumed to include each
of the following for implementation:
• Whether each action will be short-, medium-, or long-term.
• The responsible City departmentfor implementing each action, as well as departments that will support
each action.
• Define how success will be measured, develop Key Performance Indicators (KPIs) for each action
and an evaluation strategy to measure success.
Walker anticipates presenting the list of strategies and actions in a visual, easy to digest format, such
as a matrix.
Deliverable:
• Business plan/implementation chapter of parking study report.
Task 6 — Deliverables, Draft, and Final Document
Once all deliverables from previous tasks are completed and approved, we will create an illustrative
and digestible Downtown Parking Study report.
Task 6.1 Administrative Review Document. Based on all previous tasks, Walker will prepare the draft
report for City staff review and comment. Walker will receive one (1) set of consolidated comments
on the draft report.
Task 6.2 Update Administrative Review Document. Based on comments received, Walker will update
the report.
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Task 6.3 Power Point Presentation. Walker will prepare a power point presentation summarizes the
key elements of the report to present to the Traffic and Parking Commission and City Council. Task
6.4 Traffic and Parking Commission Review. Walker will update the report based on comments
received from the Traffic and Parking Commission.
Task 6.5 City Council Review. Walker will finalize the report based on comments received from City
Council. Task 6.6 Final Document. Walker will submit a final document to the City.
Task 6.4a. Traffic and Parking Commission, City Council, Business Associations, Chamber of Commerce
and City Staff. Walker will prepare and continue to prepare written response to comments and questions
received from downtown business association, chamber of commerce, Traffic and Parking
Commissioners, City staff, and City Council.
Task 6.4b. Traffic and Parking Commission, City Council, Business Associations, Chamber of Commerce
and City Staff. Walker will interface with members of the downtown business groups, including business
associations and chamber of commerce, along with the Traffic and Parking Commission, City Council,
and city staff.
Task 6.4c. City Council Attendance and Review. Attendance at upcoming City Council meeting(s), date(s)
TBD.
Deliverables:
• Draft and Final document, presentation
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ATTACHMENT 2
EXHIBIT "B"
PROJECT SCHEDULE
Year
2022
Sept Oct Nov Dec
2023 2024
lan Feb Mar Apr May June Jully Aug Sept Oct Nov Dec Jan
Month
Task 1: Project Management
1.1 Project Nick -Off Meeting
1 2 Confirm Scope & Schedule
1.3 Project Meetings y' m onth IVI
1.4 Public Meetings
WV
Task 2: Existing Conditions Analysis
2.1 Review of Existing Materials
2.2 Downtown Parking Survey
2.3 Business Community Outreach
2.4 Downtown Parking Standards Review
2.5 Data Collection
2.6 Existing Conditions Chapter
I
Task 3: Confirmation of Vision, Goals & Policies
3.1 Confirm Vision & Policies
3.2 Develop Policies
3.3 Conceptual Design for Parking on Old City Hair Site
Task 4: Development of Strategies & Actions
4.1 Strategies & Actions
I I
I
Task 5: Impiementa6on and Measures -of Success
5.1 Action, Implementation, Business Pi'len
Task 6: Deliverables, draft and final document
6.1 Administrative Review Document
6.2 Update Administrative Review Document
6.3 Power Point Presentation
6.4 Traffic and Parking Commission
6.5 City. Council
6.6 Fugal Document
Icing°
41111111.10.-
_...._..
.. ..-
y�
Meetings & Project Administration
Tasks
Outreach
Deliverable
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, Project Team
Iker Consultants I; Primel
Steffen Turoff - Principal in
Charge
Jeff VVeckstein - Project
Manager 220
Tan is schleck - Parking
Planner & 0II5 175 0 $
EIIen. Schwartz- Parking
Planner 175 0
Efrain Gonzalez - senior
Technician 190 0 $
Chrissy Ma mini -Nichols -
M1ulu4Modal Plamnin,? 220 0
Task 1
Project Management and
Administration
250
Hours
22
32
Amount
5 5,500.00
7,040.00
ATTACHMENT 3
EXHIBIT "C"
FEE SCHEDULE
Task 2 Task 3 Task 4 Task 5 Task 6
Analysis of Existing Resources Development of Vision, Development of Irnpiementation/Measur Deliverables, Draft and Grand Total
and Utilization Rates
Hours
Goals and Policies Strategies and Actions ement of Success Final Document
,Amount Hours Amount
13 S 3,250.00 6 . 1,500.00 1
44 $ 9,630.00 15 5 3„300.00 16
52 9,100.00 25 S 4,,375.00 15
35 5 ,6,125.00 15 S 2,625.00 0
0 _ - 55 S 10,450.00 0 S -
5 5 1,100.00 6 S 1„320. 0 10 $ 2,200.00
Hours
Amount
$ 1,000.00
5 3,520.00
$ 2,625.00
Hours
Amount Hours Amount
28 $ 7,000.00 77 $ 19,250.00
30 $ 11,000.00 173 $ 38,050.00
20 $ 3,500.00 126 $ 22,050.00
0 5 20 5 3,500.00 70 5 12,250.00
0 5 - 0 5 - 55 5 10,450.00
10 5 2,200.00 4 5 160.00 35 S 7,700.09
Amount
4 5 1,000.00
16 $ 3,520.04
14 $ 2,450.00
liours
IDAX dsubconsultantj
Mtanagenrent 100
Techn:iaa n,+Colllector 80
$
120 5 12,0 0.00
150 5 12,8C0.00
$
120 $ 12,000.00
160 $ 12,300.00
Total 54 $ 12,540.00 429 $ 54,055.00 122 5 23,570.00 d5 5 9,345.00 44 $ 9,.170.00 122 $ 25,1300.00 616 $ 134,560.00
Note: Scope,,+fee can be modified based orr the agreed upon study area. 'Current Task 2 fee assumes 5 IDAX data collectors needed for 16 hours (including trevell time) for both the weekday and weekend count.
Note: Retesrfee are inclusive of project expenses.
Walker proposes to provide the modified scope of service for a lump sum fee of S134,560, and will invoice the City of Redlands monthly based on the percent complete for each task. The above (hours
breakdown is for illustrative purposes. The current fee schedule reflects an addition of $13,0 D0 to the original project fee of S 121,5611,
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