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HomeMy WebLinkAbout1990-05-22 - AGENDA REPORTS - SPACE PLANNING SERVICES (2)CONSENT CALENDAR DATE: SUBJECT: DEPARTMENT: BACKGROUND • May 22, 1990 Space P1 City n L� AGENDA REPORT City Manager Approval /Y//� - Item to be presented b Ken Pulskamn Services On November 14, 1989, the City Council authorized staff to negotiate an agreement with Hughes Heiss and Associates to perform a space study analysis/needs assessment for the proposed Santa Clarita Civic Center. The preliminary analysis which entailed refining the scope of the Civic Center facility planning study is complete. Phase two of the project will involve the development and evaluation of several master site plans which would include, but are not limited to, the following tasks: - Alternative uses of the entire designated site - Detail specifications (siting, space required, parking needs, access routes) - Footprinting (general site location and gross space needs) - Project workload staffing for all functions to be located at the Civic Center site - Specifications for corporate yard including alternative siting - Project staffing levels and City Hall functions - Develop a detailed office architectural program and adjacency details - Estimate construction costs - Finalize an illustrative master plan to establish building and site development The remainder of the project will take approximately twelve weeks to complete. The total cost of Phases I and II would be $45,000. RECOMMENDATION That the City Council review and authorize staff to execute contract with Hughes Heiss & Associates for space planning services at a cost not to exceed $45,000. ATTACHMENT Professional Services Agreement pPP' �l A / {tem: PROFESSIONAL SERVICES AGREEMENT 11 This Agreement is made and entered into this _ day of , 1990, between the City of Santa Clarita, a body corporate and politic (hereinafter referred to as "City"), and Hughes, Heiss and Associates (hereinafter referred to as "Consultant"). A. Recitals (1) City has heretofore issued its Request for Proposal pertaining to the performance of professional services with respect to preparing a civic center space plan, which is attached hereto as Exhibit "A" and by this reference made a part of this agreement. (2) Consultant has submitted its proposal for the performance of such services, a copy of which is attached hereto as Exhibit "B", and by this reference made a part of this agreement. This includes the Consultant's original proposal dated August 4, 1989 and modified by Consultant's letter of April 3, 1990. (3) City desires to retain Consultant to perform professional services necessary to render advice and assistance to City in conducting a civic center facility planning study. (4) Consultant represents that it is qualified to perform such services and is willing to perform such professional services as hereinafter defined. NOW, THEREFORE, it is agreed by and between City and Consultant as follows: B. Agreement 1. Definitions: The following definitions shall apply to the following terms, except where the context of this Agreement otherwise requires: (a) Project: Described in Exhibit "A" attached hereto, including, but not limited to, the preparation of surveys, reports, and documents, the presentation, both oral and written, of such documents to City as required and attendance at any and all work sessions, public hearings and other meetings conducted by City with respect to the Project. U Services: Such professional services as are necessary to be performed by Consultant in order to complete the Project in accordance with scope of work outlined in Exhibits "A" and "B". • 2. Consultant agrees as follows: (a) Consultant shall forthwith undertake and complete the ro'ect in P project accordance with Exhibits "A" and "B" attached hereto, and all in accordance with Federal, State, and City statutes, regulations, ordinances and guidelines, all to the reasonable satisfaction of the City. (b) Consultant shall supply copies of all reports, plans and documents (hereinafter collectively referred to as "documents") including all supplemental technical documents, as described in Exhibits "A" and "B" to City within the time specified in Exhibit "B". City may thereafter review and forward to Consultant comments regarding said documents and Consultant shall thereafter make such revisions to said documents as are deemed necessary. City shall receive revised documents in such form and in the quantities determined necessary by the City. The time limits set forth pursuant to this section may be extended upon written approval of City. (c) Consultant agrees that all services performed by Consultant shall be performed by individuals described in Exhibit "B", except upon the prior written approval of the City. Consultant shall, at Consultant's sole cost and expense, secure and hire such other persons as may, in the opinion of Consultant, be necessary to comply with the terms of this Agreement. (d) Consultant agrees to provide 10 copies of the final report plus a 'camera ready' copy. 3. City agrees as follows: (a) To pay Consultant a sum not to exceed a maximum of Forty Five Thousand Dollars ($45,000.00) for the performance of the services required hereunder. This sum shall cover the cost of all staff time and all other direct or indirect costs or fees, including the work of employees, consultants and subcontractors to Consultant. Payment to Consultant shall be made in accordance with the schedule set forth below. (b) Payments to Consultant shall be made by City in accordance with the invoices submitted by consultant, on a monthly basis, and such invoices shall be paid within thirty days after said invoices are received by City. In no event, however, will said invoices exceed Forty Five Thousand Dollars ($45,000.00). 0 • 0 0 4. Termination: This Agreement may be terminated by City upon the giving of a written "Notice of Termination" to Consultant at least Fifteen (15) days prior to the date of termination specified in said Notice. In the event this Agreement is so terminated, Consultant shall be compensated at Consultant's applicable hourly rates, as set forth in Exhibit "B", on a pro rata basis with respect to the percentage of the Project completed as of the date of termination. In no event, however, shall Consultant receive more than the maximum specified in paragraph 3(a), above. Consultant shall provide to City any and all documents, data, studies, surveys, and reports, whether in draft of final form, prepared by Consultant as of the date of termination. Consultant may not terminate this Agreement except for cause. 5. Notices and Designated Representatives: Any and all notices, demands, invoices and written communications between the parties hereto shall be addressed as set forth in this paragraph 5. The below -named individuals, furthermore, shall be those persons primarily responsible for the performance by the parties under this Agreement: Kenneth Pulskamp Assistant City Manager City of Santa Clarita 23920 Valencia Boulevard Santa Clarita, California 91351 John W. Heiss Principal Hughes, Heiss & Associates 35 South Raymond Avenue, Suite 220 Pasadena, CA 91105 6. Insurance: Consultant shall neither commence work under this Agreement until it has obtained all insurance required hereunder nor shall Consultant allow any subcontractor to commence work on a subcontract until all insurance required of the subcontractor has been obtained. Consultant shall take out and maintain'at all times during the term of this Agreement the following policies of insurance: (a) Worker's Compensation Insurance: Before beginning work, Consultant shall furnish to City a certificate of insurance as proof that it has taken out full Worker's compensation insurance for all persons whom it may employ directly or through subcontractors in carrying out the work specified herein, in accordance with the laws of the State of California. (b) Public Liability and Property Damage: Throughout the term of this Agreement, at Consultant's sole cost and expense, Consultant shall keep, or cause to be kept, in full force and effect, for the mutual benefit of the City and Consultant, comprehensive, broad form, general public liability and automobile insurance against claims and liabilities for personal injury, death, or property damage arising from Consultant's activities, providing protection of at least One Million Dollars ($1,000,000.00) for bodily injury or death to any one person or for any one accident or occurrence and at least One Million Dollars ($1,000,000.00) for property damage. (c) General Insurance Requirements: All insurance required by express provision of this Agreement shall be carried only in responsible insurance companies licensed to do business in the State of California and policies required under paragraphs 6.(a) and (b) shall name as additional insureds City, its officials, officers, employees and agents. Consultant shall furnish City with certificate evidencing insurance. 7. Indemnification: Consultant shall defend, indemnify and save harmless City, its officials, officers, employees and agents from all liability from loss, damage or injury to persons or property, including the payment by Consultant of any and all legal costs and attorney's fees, in any manner -arising out of or incidental to the performance by Consultant of this Agreement, including, but not limited to, all consequential damages, to the maximum extent permitted by law. 8. Assignment: No assignment of this Agreement or of any part or obligation of performance hereunder shall be made, either whole or in part, by Consultant without the prior written consent of City. 9. Independent Contractor: The parties hereto agree that Consultant and its employees, officers, and agents are independent contractors under this Agreement and shall not be construed for any purpose to be employees of the City. 10. Governing; Law: This Agreement shall be governed by and construed in accordance with the laws of the State of California. ` 11. Entire Agreement: This Agreement supersedes any and all other agreements, either oral or written, between the parties with respect to the subject matter herein. Each party to this Agreement acknowledges that no representation by any party which is not embodied herein nor any other agreement, statement, or promise not contained in this Agreement shall be valid and binding. Any modification of this Agreement shall be effective only if it is in writing, signed by all parties. 9 • • IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year set forth above: CONSULTANT V10l,n W HciSl V I C C Pres;deA — Nuphtd, !-ItiN 3 Associo� CITY ATTEST: 9 City of Santa CLi"ta ..an r-e!ct !.laver .o : /1Ce drC! Lfavcr ?-j - i a.^r :.;ri ?over. 'I tennis %1 <ocntz ;:,:�ncc-r-emcer -•vvara -Qucx' 'ACteon 0 23920 VatBlvd Suite 300 a City of Santa Clanta California 91355 July 6, 1989 Phone • (805) 259-2489 Fax � 18051 259-8125 �. Mr. John Heiss Hughes-Heiss & Associates 675 Mariners Island Boulevard Suite 108 San Mateo, CA 94404 Dear John: The City of Santa Clarita is looking for assistance with the construction of a new civic center. The City of Santa Clarita was incoraorated on December 15, 1987. It is the largest incorporation in the history of the State. The population estimate as determined by the State Department of Finance at the time of incorporation was 147,228-. Population estimates indicate that the City will grow to 210,000 by 2000 and 270,000 by 2010. The City of Santa Clarita currently provides the services of planning, code enforcement, parks and recreation and general government. Engineering services and pubii.c works maintenance are contracted with the firm of Willdan Associates and Los Anaeles Count-. Police services are contracted with the Los Angeles County Sheriff's Department and fire services are contracted with Los Angeles County Consolidated Fire District. The City of Santa Clarita currently employs 50 people. The 1989-90 budget includes 82 full-time employees and 12 Dart -time employees. Current employees work on the third floor of the Valencia National Bank building. The entire third floor encompasses City Hall. The third floor is approximately 28,000 square feet. The City is in the first year of a five-year lease for the building. It is hoped that upon the conclusion of the lease, the City will have a new City Hall constructed and ready to be occupied. A report was recently developed regarding a City Hall site. This report was received and adopted by the City Council and is attached. The City is currently issuing two Requests for Proposals regarding this project. The first RFP is for the purpose of hiring a firm to conduct a space needs analysis of a new civic center, to work with the City Council to help determine what components should be included, what quality and style of civic center should be built, and finally to prepare an estimate of the cost of construction of these facilities. The second RFP is to hire a firm that will provide technical and managerial expertise throughout the remainder of the project. The City of Santa Clarita has a limited staff and consequently will rely upon a firm which has had considerable experience in developing city halls. A firm may submit proposals for one or both of these RFPs. A site has not yet been selected for a City Hall site. Should you or your firm be interested in competing for this work, please submit a proposal according to the format indicated by 5:OOPM on August 4, 1989. Should you have any questions, please do not hesitate to contact me at (805) 259-2489. Thank you very much. Yours truly, / Ken Pulskamp Assistant City Manager KRP:sz Attachments • CITY OF SANTA CLAROA PROPOSAL FOR MANAGEMENT OF CIVIC CENTER PROJECT GENERAL CONDITIONS: Limitation: This Request for Proposal (RFP) does not commit the City of Santa Clarita (referred to as the "City") to award a contract, to pay any cost incurred in the preparation of a proposal in response to this request, or to procure or contract for services or supplies. The City reserves the right to accept or reject any or all proposals received as a result of this request, to negotiate with all qualified sources, or to cancel all or part of this RFP. Award: The City may request RFP respondents (also referred to as offeror) to present an oral briefing of their proposal. All finalists may be required to participate in negotiations and to submit such revisions of their proposals as may result from negotiations. The City reserves the right to award a contract without discussion, based upon the initial proposals. Accordingly, each initial proposal should be submitted on the most favorable terms from a price and a technical viewpoint. Criteria which will be used in evaluating proposals include: A. The quality of the proposal, including comprehensiveness and responsiveness to the requirements of this RFP. B. Experience of the principal(s) working on previous civic centers. C. The qualifications of the principal(s). D. willingness and demonstrated ability to meet deadlines. E. Estimated cost. F. Proposed plan of action. Sicgnature: The offeror's proposal shall provide the followinc information: name, title, address, and telephone number of individual_ with authority to bind the offeror and also who may be contacted durinc the period of proposal evaluation. The offeror's proposal shall bE signed by an official authorized to bind the offeror, and shall contair a statement to the effect that the proposal is a firm offer. SUBJECT• This is a Request for Proposal for a person or firm to act as Project Manager for the City of Santa Clarita's civic center project. The City of Santa Clarita is inviting proposals from qualifies consultant firms and individuals experienced with development of civic centers for management of this project. • The City will soon be 'conducting a space needs study and making a determination of what components will be included in the civic center project. Based on this information, the City wishes to proceed with the necessary steps to begin construction as soon as possible. SCOPE OF WORi.: The work of the consultant shall include: 1. Determine appropriate Council, staff and citizen input for the project. 2. Develop a positive public relations campaign for all phases of the project. I. Assist in site identification and land acquisition. 4. Assist in selection of architect. This phase may include a design -competition. 5. Assist in preparation of architectural agreement. 6. Assist in management of design process. Act as project manager during construction phase or assist in the selection of project management firm or person. 8. Assist in furnishing building or assist in selection of firm or person to do so. 9. Prepare open house. 10. Keep all parties communicating effectively during the entire project. 11. Prepare project organizational chart and information system to assure timely and coordinated decisions. PROPOSAL: The prospective consultant shall provide the City with a detailed scope of work concerning the consultant's proposed approach to the project. The project description should be supported with information on the specific methodology the consultant will employ. CONSULTANT EXPERIENCE: The offeror shall provide the City with the following information. 1. A description of the offeror's firm, organizational structure, location of principal offices, number of professional personnel, and other pertinent information including the names and experiencE of all staff members who will work on the project. 4. The terms and scope of the contract will be arrived at on the basis of negotiations between the City and the prospective consultant. If the City and prospective consultant fail to reach a contractual agreement, the City may renegotiate 'with any other top selected offeror. PROPOSAL FORXAT AND CONTENT: All proposals must be complete. Proposal content is important. Although no page limitation is imposed, clarity and concise expressions are essential in assessing the offeror's capabilities. The offeror shall submit ten (10) copies of the proposal with all information requested in this RFP. THE PROPOSAL -GENERAL: To facilitate the offeror's preparation of the proposal "and the subsequent proposal evaluation, each proposal shall contain the following -major sections: A. Introduction to the firm/individual. 1. Summary of capabilities/qualifications. 2. Special expertise. 3. Experience with similar entities. B. Recapitulation of services. C. Resumes of personnel proposed for service to City.* D. List of references.* E. A completed disclosure statement (Attachment A). F. A completed affirmative action statement (Attachment B). G. A completed hold harmless statement (Attachment C). * The City reserves the right to contact these and other entities tc determine the qualification of the proposal. The proposer consent: to this action through submittal of a proposal. 0 Hughes, Heiss & Associates M ANA G E M E N T C ON S U L T ANTS Ken Pulskamp Assistant City Manager City of Santa Clarita 23920 Valencia Boulevard Santa Clarita, California 91351 Dear Ken: r. 675 Mariners Island Blvd./Suite 108 35 S. Raymond Ave./Suite 22C San Mateo, California 94404 Pasadena. California 91105 415/570-6111 818/584-1111 April 3, 1990 We have completed our initial interviews with the Council and staff directed at refining a scope of work for the civic center facility planning study. As we initially agreed, the intent of this first phase was to: Document varying Council and staff perspectives regarding the types of facilities and facility capabilities which should be included in the initial planning effort. Subsequently to hold a City Council planning workshop at which the varying priorities/interests discussed in the first step would be discussed and a final work scope prioritized by the Council. After completion of the initial interviews, it appears that a facility prioritization workshop is unnecessary. The attachment to this letter summarizes the results of our discussion with the Council regarding individual priorities related to Civic Center facility planning priorities. Interview results suggest some significant consistency regarding the types of facilities and facility capabilities which should receive emphasis during the facility planning assignment. They are as follows: A civic center/municipal office building designed to accommodate basic City administrative and public service functions currently housed in the Valencia Bank Building. This building should be planned, designed, and built to make an architectural statement in the Santa Clarita community; to capture the physical and historical characteristics of the Santa Clarita Valley; but should be a cost- effective building within the context of these first two objectives. • 0 • • Planning should include definition of alternative facility approaches for providing community organization meeting space, either within the civic center building or in a community center style facility located at the civic center site. A corporation yard facility to serve as a staging point for Public Works operations once they have been fully established as in-house services. While the need for a detailed plan for a corporation yard facility was universally recognized during Council and staff interviews, there was some concern about whether or not such a facility should be located at the civic center site. Other facilities (e.g. police building, library, performing arts building) were generally recognized as longer range facility issues—facilities which should not receive detailed planning at this point, but which should be considered in the context of a master site plan. Given the above, the space planning project should include development and evaluation of several alternative master site plans which would each encompass the following: - Basic alternative uses of the entire site including provisions for community recreation, potential commercial uses, and footprinting/siting for facilities which could be located on the site, both short term and longer range. - Consistent with the above, recommend alternative locations and site space requirements for facilities which would appropriately be located at the site. This includes: • • Detailed specifications (siting, space required, employee and visitor parking needs, access routes) for the civic center/city hall, and a community center oriented to meeting community meeting space needs as discussed above. • • "Footprinting" (general site location, estimated gross site needs) for longer range facilities which could be located on the site if built. These include a library and police/law ---- enforcement facility. •• Detailed specifications for a corporation yard including. evaluation of each alternative siting from the perspective of compatibility with other facilities located on the site and potential to locate the yard and "screen" it from the civic center from the visual and traffic perspective. 9 • 0 Given this scope of work, our basic analytical approach would consist of the following tasks: • Project workload and staffing for all functions to be located at the civic center site and to receive detailed planning emphasis for a twenty year planning period. This includes: - All "city hall" functions. - Community meeting facility requirements. - All city field maintenance and vehicle maintenance functions which would be housed in a corporation yard. • Develop detailed architectural program(s) to define space requirements associated with the above: - Net and gross square foot projections by function. - Consideration and definition of other facility capacities not directly associated with each department/function (e.g. employee exercise facility; emergency operations center; etc.). - Adjacency diagrams for all departments and functions. - Determination of related space needs (e.g. employee and visitor parking; etc.). • Estimate/project construction costs associated with the basic space plan including ranges related to varying levels/types of facility design and construction. • Prepare and evaluate several alternative master site plans covering the entire site including: - Documentation of the existing site and conditions impacting site planning. Alternative facility "footprints" and other site use configurations, expressed in terms of illustrative area blockouts, building configurations, design concepts, and planning guidelines. - Conceptual cost estimates. 0 i • • Proposal to conduct a Space Study for a New Civic Center CITY OF SANTA CLARITA Patrick Sullivan Associates Claremont Palo Alto • August 4, 1989 Hughes, Heiss & Associates Pasadena San Mateo • • Hughes, Heiss & Associates MANAGEMENT C ONSU LTAN TS Ken Pulskamp Assistant City Manager City of Santa Clarita Suite 300 23920 Valencia Boulevard Santa Clarita, California 91355 Dear Mr. Pulskamp: 0 675 Mariners Island Blvd./Suite 108 35 S. Raymond Ave./Suite 22 San Mateo. California 94404 Pasaaena, California 91105 415i570-6111 818/584-1111 August 4, 1989 We appreciate the opportunity to respond to your request for proposal to conduct a space study for a new civic center for Santa Clarita. We believe we have assembled a uniquely qualified team to conduct the project: Our firm, Hughes, Heiss & Associates would take the lead in evaluating municipal operations, now and in coming vears. and need to be housed in a Santa Clarita civic center. We feel our 15 years of experience conducting management analyses of local government operations provides a unique set of skills in addressing likely future staffing growth by Department and function based on Santa Clarita's specific service philoso- phies and characteristics rather than on more simplistic measures such as industry population ratios. Given the dynamic growth projected for Santa Clarita, in-depth evalua- tion of future staffing levels is a critical component of space planning to avoid problems associated with "underbuiIding" too often associated with municipal space planning. Our work would also includd converting staffing projections to space requirements and determining preferred adjacencies by department and function --areas in which we have extensive project experience including recent civic center space planning projects for Redlands, Rialto, Concord, and Beverly Hills. Patr Assoc Architects, would complement our skills and experience with responsibility for helping the City Council and staff define a basic civic center philosophy/image statement to support space planning and programming; definition of site requirements; preparation of conceptual development options; and construc- tion cost estimating. Headquartered in Claremont, California, 1 • 0 Patrick Sullivan Associates has been providing programming and design services to local government and private sector clients for more than 15 years, including major civic center projects for Claremont and San Luis Obispo County. Hughes, Heiss & Associates and Patrick Sullivan Associates have worked together on space planning projects for ten years. This is not a first time joint venture for the Santa Clarita project. The proposal which follows is structured in four sections, includ- ing: (1) Our Understanding of Key Civic Center Planning Objectives and Issues; (2) Project Analytical and Product Delivery Workplan; (3) Background and Qualifications of our Project Team; and (4) Estimated Project Cost. 1. OUR UNDERSTANDING OF KEY CIVIC CENTER PLANNING OBJECTIVES AND ISSUES As a newly incorporated City, Santa Clarita faces some major challenges as it begins planning for the development of a new civic center: When initially incorporated, the City grouped within its incorporated boundaries the previously distinct communities of Newhall, Valencia, Saugus, and Canyon Country --each with its own history, distinct physical characteristics, and community environment. As the City grows, Council policies and deci- sions will have significant impact on unifying these separate communities into a city. Decisions made regarding the new Civic Center can have major impact on providing a unifying focus for this diverse community. Key decisions include location, image, and facility capabilities (e.g., municipal office building or more comprehensive community resource). While not specifically stated in your Request for Proposal, we believe a major role of the consulting team selected to work with the City will involve: Workino with the Council and top management staff to define a series of facility planninq objectives which could be employed as a basis to structure alternative Facility programs for a new civic center. These objectives could cover such areas as: .. Basic role of the Civic Center. Will it function solely as a seat of municipal government or will it be a more extensive community resource and provide a focus for community activities, cultural events, or the arts in Santa Clarita? .. The kind of image or architectural statement the facility should make in the context of Santa Clarita and its diverse constituent communities. Should this statement draw together the unique 2 0 characteristics of Valencia, Saugus, Newhall, etc., or should it capture the Santa Clarita of the future and embark on a new visual direction? .. Site location issues related to the two areas noted above. While we understand that some preliminary work has been accomplished in regard to identifying a potential site for the new Civic Center (i.e., the Saugus Rehabilitation site), initial and subsequent space planning will probably need to include evalu- ating this as well as other alternative sites in the context of: (1) The role of th civic center as a community resource and focus; (2) Expected changes in the City's circulation system as the existing minimal road network is expanded and refined; and (3) Consistency with basic physical space and - configuration requirements resulting from the space planning study. As a new city, Santa Clarita's City government is in its infancy. Staff is extremely limited in terms of absolute numbers; many services are in their developmental stages (e.g., Parks and Recreation; Planning and Community Develop- ment) while other core municipal services are provided by external agencies through contract (e.g., law enforcement, public works) or by another governmental agency (e.g., fire service). A key component of the civic center space planning project will need to address which functions will be incorpo- rated into/ accommodated by the new civic center, both in the near term and longer range future. For example: - Should planning provide for incorporating all municipal administrative functions in a new civic center complex? - Would such functions as police services be accommodated in a central civic center building or in a separate facility on a central, consolidated civic campus? - Would the civic center complex include such functions as Parks/Recreation administrative and program staff, or would they be outstationed at a community recreation facility? Given such issues, we believe the civic center space needs to satisfy the following objectives to provide Santa Clarita with a compre- hensive space plan which incorporates the following: An upfront workshop with the City Council to bring out and refine Council attitudes regarding civic center image, commu- nity role, and service capacities which will provide the basis for subsequent space planning efforts. Several alternative space and cost plans, each based on different assumptions about what role the civic center will 3 • 0 • The type of "statement" the ,facility should make in the context of the greater Santa Clarita community. Council attitudes and expectations involving city servic- es initially explored with the City Manger and his staff. Take the results of the initial interviews and the workshop and prepare a statement of civic center planning objectives. Products: The product of this initial work task will be a set of recommended civic center planning objectives which will establish the parameters for all subsequent study work tasks. At a minimum, this statement of facility planning objectives will address: The "mission" of the civic center in the Santa Clarita commu- nity. The specific functions to be covered in the civic center space needs plan including: - Core municipal services currently provided by contract. - Other non-traditional functions/capabilities. Basic planning time frame, assumed to be 20 years for the purposes of this proposal and subsequent study work tasks. Consensus projections about facility image and statement which could impact space planning and programming. Once completed, this list of planning issues and objectives will be reviewed with the Council and City Manager to ensure accuracy. Task 2 --Document Current Services and Develop a Methodology for Projecting Future Staffing Levels. Purpose: To establish a basis for projecting staffing levels and other programs impacting space needs identified as likely to be included in the Civic Center at the conclusion of Task 1 above. Methodology: Given the nature of- Santa Clarita as a new city, it will be impossible to employ historical staffing and workload relationships to project likely future staffing levels as the city grows. As a result, the project team will need to develop an understanding of basic program philosophy by service area and administrative support function. Once the future direction of Santa Clarita's programs and administrative support functions has been explored, the team will need to develop sufficient data to provide a basis for developing a specific methodololgy for projecting staffing and related space needs for each municipal function to be accommodated in the Civic Center. Basic steps in the analysis are as follows: Vi 0 i Interview all kev managers and staff in the existinq Santa Clarita city government organization. These interviews will focus on determining: - The scope and content of current programs, staff assign- ments, staffing levels, and other activities impacting current and future space needs. - Expected future program scope as currently planned by department heads and key management staff. - Where services are contracted or contract staff bear a significant responsibility for current operations, the potential and likely timing of moving contract services to in-house staff. A special focus will be placed on: .. Planning and development. .. Engineering and related public works office -based functions. .. Law enforcement services. Develop a detailed understanding of projected community population growth. We will review available data outlining basic population growth projected for Santa Clarita over the next twenty years. Again, as a new city, we understand the detailed population projections for Santa Clarita are not completely available. However, we can draw on the results of the fire study which was recently completed, which included a detailed projection of planned development for the next five to ten years, and convert these data to expected increases in city population. Additionally, the Hart School District will be contactedto collect existing projections related to expected growth in school enrollment --information which can be converted into projected growth in total city population. These sources will be combined to fashion twenty-year popula- tion projections in five-year increments for Santa Clarita. Develop indicators for projecting staffing increases for each department and support service function to be accommodated in a new Civic Center. Based on the above, we will define relationships and develop methodologies which can be employed to project staffing levels for each function and service to be accommodated in the new Civic Center. We expect methodologies to vary by department and function. Development of these methodologies can be expected to include the following: Surveying other California cities comparable in popula- tion and service approach to Santa Clarita, both now and as anticipated over the twenty-year planning period. Through survey, we would document staffing levels by department, function, and work responsibility for all functions which would be accommodated in a new Santa Clarita Civic Center. It should be noted we have devel- oped a significant data base of departmental staffing levels in other cities --a data base which would be updated and expanded as appropriate during the course of this project. During the initial City Council workshop and in subse- quent interviews with department heads, we will have developed an understanding of service level philosophy by service and function in Santa Clarita. Employing a variety of industry standards and data collected from comparable jurisdictions, these service level philoso- phies can be employed to estimate staffing requirements for various service areas and functions over the course of the planning period. Where sufficient data exist, we will collect historical workload data and evaluate relationships between workload trends and city population levels. These relationships will be subsequently employed to convert expected growth in city population to likely staffing levels. Products: Based on completion of the work steps outlined above, we would prepare a description of basic planning assumptions we will employ to project staffing by department and function. These assumptions will be • reviewed with the City Manager and department heads, and modified as appropriate. Task 3 --Forecast Staffing Needs for all Designated Organizational Units and Functions. Purpose: To project workload and staffing for all organizational units and functions to be accommodated in a new Civic Center at five, ten, fifteen, and twenty year increments over the planning period. In addition, project other activities which will have impact on departmen- tal space requirements and overall Civic Center structure and function. For example, non -staffing related items, such as expected public con- tacts in those agencies having substantial daily public intake volume, and the like, will need to be projected. Methodology: As noted above, our methodology for projecting future staffing will need to be tailored to reflect the fact that Santa Clarita is a new city with little historical workload background. Once projec- tion methodologies have been defined, we will take the additional step of defining service indicators (e.g., workload, client volume, etc.) for each organizational unit and function to provide a basis for estimating staffing and other related space requirements for the planning period. Assumptions will then be developed which will portray the impacts of projected city and workload growth on future staffing levels. Then, staffing by type and function will be projected for each city service and activity which will be accommodated in the new Civic Center. Basic Z work steps required to employ this analytical approach include the • following: Identification of a representative service or work measure for each organizational unit. Sample indicators employed might include: - Planning: Number of development permits by type pro- cessed by the Planning Department. Personnel: Number of city employees and/or number of recruitments and selections conducted. Once service level or workload indicators have been defined, relationships developed in Task 2 will be employed to project likely future workload volume. Once these data have been assembled, they will be analyzed in the form of relationships with both population and the staffing of each unit involved in the space planning study. We will also develop a series of assumptions on a unit -by -unit basis covering how relationships or ratios can be expected to change, if appropriate, over the course of the planning period. This would include identifying factors contributing to decreases or increases in service indicator/population ratios, such as potential growth in service demand at a rate faster than population. Once basic assumptions have been developed involving service indicators/population ratios, City population projections will be employed to convert these ratios into expected workload or service volume by five-year increments over the planning period. Once workload and service demand have been projected, we will convert service and workload demand to estimated staffing for each organizational unit and function covered by the study. Then, based on our experience in analyzing productivity and staff/workload relationships in virtually all local government agency functions and our analysis of staff -workload relation- ships in Santa Clarita, we will develop a series of assump- tions which reflect: - The extent to which staff can be expected to absorb increasing workload or caseload over the course of the planning period --resulting in staff growing at a rate slower than City population and related workload. - Where potential changes in policies might lead to staffing -workload relationships resulting in staffing increases or decreases different than those that might be expected through application of the ratio method. 10 Once appropriate assumptions have been developed, resulting staff/workload or service indicator ratios willbe applied to projected workload or service levels to project staffing requirements by organization and function over the planning period. Once completed, these projections and the assumptions related to them will be reviewed with key managers from each department and with the City Manager before being finalized. At the time of the preparation of this proposal, it was unclear to the project team whether or not police services would be included as part of the space planning study. Nevertheless, to illustrate the type of approach we employ to project staffing levels, we have assumed that the city would include police services as part of the Civic Center planning project. To project likely police service staffing levels if the city established its own police department which was accommodated in a Civic Center, we would review current workload and service demand data available through the Los Angeles County Sheriff's Department and employ them to structure an in-house police department employing the methodolo- gy outlined in Exhibit I, which follows this page. Comparable approach- es would be taken for each city department and function to be accommo- dated in the Civic Center. Products: The products of this work task will be a series of tables and profiles describing expected workload and staffing levels for each organization and function by five, ten, fifteen, and twenty-year incre- ments over the planning period. In addition to basic staffing projec- tions developed according to the methodology noted above, this task will also include preliminary evaluation of key adjacencies among departments and within departments comprised of multiple operating units. These basic adjacency issues will be evaluated from two perspectives: Impact of departmental and functional adjacency on providing public service accessibility. Impact of adjacencies on effecting efficiencies' in both workload processing and required staffing levels in future years. Task 4 --Project Gross Space Requirements. Purpose: To quantify the gross amount of space needed by five, ten, fifteen, and twenty-year increments to accommodate projected staff and - other activities. Methodology: In determining projected space needs for organizational units and functions which would be accommodated in a new Civic Center, the following work steps will be accomplished: Refine detailed space standards to be employed to project future space needs. Our evaluation will include detailed analysis of space standards to be employed to ensure that they are not overly lavish, yet are consistent with the Civic Center image and "statement" defined in conjunction with the Council in the completion of Task 1. • • • EXHIBIT I City of Santa Clarita POLICE SERVICE AND WORKLOAD ANALYTICAL APPROACHES PATROL STAFFING Validate population forecasts currently available to the City or other -relevant projections through the year 2010. Develop a ratio of calls for services (CFS) per 1,000 population. Determine average time required to handle a CFS, including back-up. and report writing. Determine the percentage of time desired for field personnel for crime prevention and traffic accident control. Determine average duty hours available for work after time -off requirements are considered. Calculate field personnel needed to handle projected CFS and crime/accident prevention. Determine percentage and number of field personnel who will be police officers and paraprofessionals. Determine percentage and number of field personnel on each duty shift. Adjust forecast of field operations staff to reflect proposed operational changes. Determine the ratio of Sergeants to field personnel and project number needed. COMMAND STAFFING Determine number of higher command positions needed based on workload and program responsibilities. INVESTIGATIVE STAFFING Determine percentage of cases to be actively investigated and forecast number of follow-up investigations. Determine average time needed to handle follow-up investigations. 12 • EXHIBIT I (2) Determine manpower availability of detectives. Calculate number of detectives needed to handle projected follow-up investigations. RECORDS/OTHER PERSONNEL Project number of other types of personnel needed for other work tasks based on work. Adjust projections of other police operations personnel to reflect proposed operational changes. DISPATCH STAFFING Document CFS and other transmissions handled. Project future workload based on previous police workload projections. Determine average time dispatchers are available for work. Calculate number of dispatchers needed on each duty shift. Determine percentage and number of CFS that occur in different time periods. Determine average time to handle CFS's dispatched and other trans- missions. VEHICLE REQUIREMENTS Determine vehicle needs for all law enforcement functions. For patrol, this would be based on availability by time of day, expect- ed downtime, etc. 13 0 • Apply resulting space standards to projected numbers of staff by position type to determine basic space requirements by organization and function over the twenty year planning period. Compute space needs for other functions, such as reception areas, training facilities, employee parking, public parking, and other specific uses to be accommodated in the Civic Center and identified at the conclusion of Task 1. Determine space needs for circulation, storage, walls, and other building functions. Identify areas and space which can be shared by various organizational units and functions. Tabulate and array amounts of space needed for individual department activities and shared functions. Refine the previous analysis of workflows and adjacencies of functional activities. Products: The product of this analytical task will be a set of statis- tical tables and narratives which will profile by five, ten, fifteen, and twenty-year increments, the following information: (1) Gross square feet forecasted for each organization and unit or function. (2) Detailed space requirements by staff position and other function over the course of the planning period. (3) Identification of key adjacency or locational requirements involv- ing projected space and departmental operations. (4) Other relevant space uses to include storage, dedicated equipment area, employee and public parking, and the like. (5) Recommended adjacencies on an organizational unit and functional basis. Task 5 --Develop Basic Facility and Site Strategies for Meeting Projected Space Requirements. Purpose: To provide recommended facility and site strategies and needs in sufficient detail to support both short and long-range capital facility programming and planning efforts. Methodclogy: In completing this task, we will accomplish the following worksteps: Finalize adjacency requirements for each Civic Center function in terms of workflows, citizen contact requirements, reporting relationships, and the like. 14 • Evaluate overall space needs, recommended adjacencies, and timing of projected needs and identify basic construction requirements for each five-year increment over the planning period. At this point in the project, we expect to develop preliminary space plans for several Civic Center alternatives, reflecting varying assumptions about the services- and func- tions which would be accommodated in a facility if and when it were built. For example, alternatives can expect to be fashioned which will include law enforcement as a function accommodated in the Civic Center, while another may involve an alternative which excludes law enforcement services. Similar- ly, alternatives may include variations of non -administrative and service functions which could be accommodated in the Civic Center and defined by the Council during the workshop in Task 1. For each potential alternative, we will identify a basic set of site criteria which could be employed for more detailed. facility planning purposes including: - Approximate site size, including building size, expected needs for parking, and other related needs. - Location from the public access perspective, where appropriate. Recommended occupants by organizational unit and function considering adjacencies analyzed earlier in the project. Broad estimates of impact on surrounding areas, such as traffic. - Relationship between site and the role of the Civic Center as a focus for unifying the diverse Santa Clarita community. Phasing options, including such potential alternatives as building more space than is required in the short-term, leasing unneeded space until required, or providing "shell" unfinished construction, which can be completed or built out as Civic Center functions increase. Assess the costs/benefits of alternative building configura- tions. Products: The products of this work task will include the following: (1) A time -phased plan which sets forth: the amount of space to be built by five-year increment over the planning and for what uses; types of facilities and general configurations to be constructed and when; basic criteria to be employed for subsequent site selec- tion and facility planning purposes. 15 • 9 (2) Discussion relating to the advantages and disadvantages of each facility alternative. (3) A conceptual adjacency plan for all functions. (4) Definition of basic site requirements. Task 6 --Evaluate Site Alternatives Purpose: At the time of the preparation of this proposal, we were unclear as to whether or not the project will include actual site evaluation. To fully estimate likely construction costs, site evalua- tion will ultimately need to be completed. In the preparation of this proposal, we have proposed this task as an optional task which could be completed at the discretion of the City. The purpose of this task will be to evaluate alternative potential sites, compare them to the .basic site criteria defined in Task 5, and analyze each as a suitable site for a new Civic Center. Methodology: If Task 6 is included as part of the analysis, we would accomplish the following: Identify alternative sites in consultation with city staff. Develop basic criteria which can be employed to evaluate alternative sites. They can be expected to include factors such as -the following: - The area of the site required to support buildings, exterior parking and service functions, and future expansion. Access to the site --pedestrian and vehicle -- is a key criteria which will need to be considered. - The topography (contours or slope) of each site will need to be carefully reviewed. If slopes are too severe, access, drainage, and construction may be difficult and costly. - Utilities, such as water, sewer, gas, and electricity may not be easily accessible or may not be available. The cost of providing these services is,.significant and will need to be identified as a new site is evaluated. The orientation of the site and exposure to natural elements will influence the future design of facilities. Energy and operating costs depend on the exposure to the sun, wind, rain, and prevailing winds on *the building surface mass. The cost and character of the ultimate building design are also influenced by the aesthetic qualities of the site. Natural views, approach to the site, appearance of surrounding land uses, ambient noise levels, and vegeta- 16 tion may suggest building forms which respond directly to issite factors and may impact the suitability of the site to provide a Civic Center consistent with the image and statement factors defined in Task 1, earlier in the project. When considering new, undeveloped sites, the ecology of the surroundings need to be considered before an environ- mental impact statement is required. It also must be possible to purchase the site being studied. If the city does not own the property, owner- ship must be determined. Convert these criteria to a quantitative weighting scheme for use in comparative evaluation of each alternative site. Conduct a physical evaluation of each site, including: - Aerial photographic survey - Physical, on-site inspection - Special analyses as required Apply the site evaluation waiting system to provide a compara- tive evaluation of each site. Rank each.site. Products: The results of this task will be detailed comparative evalua- tion of each alternative site, covering such factors as: Detailed site development costs. Strengths and weaknesses of each site in terms of the evalua- tion criteria developed above. Each alternative site recommended in rank order by the project team. Task 7 --Project Construction Costs Purpose: To provide the city with detailed estimates of the capital costs of a new Civic Center facility. Methodology: In projecting capital costs of a new Civic Center facili- ty, the consulting team will: Estimate land acquisition costs if necessary. Estimate site preparation costs, or include a detailed esti- mate of site preparation costs if the city proceeds with Task 6 as described above. 17 Identify alternative types of construction consistent with economics, as well as preferred aesthetics defined in Task 1. Estimate basic construction costs, incorporate the items noted above and convert the space requirements for each alternative into expected construction costs. Estimate the costs of fixed equipment. Estimate other costs impacted by construction, such as street improvements. Estimate architectural/engineering fees and costs. Combine these into a capital cost estimate for each alterna- tive and project costs based upon inflation and other cost escalators. Time -phase cost projections based on construction timing. Products: The product of this seventh work task will be a narrative and statistical plan, which will project the anticipated building costs of of each Civic Center alternative. Once Task 7 has been completed, the City will have the basic results of the space needs study. These will include: Projected Civic Center space requirements, including adjacen- cies. Site evaluation, if requested. Detailed projected construction costs for each alternative Civic Center configuration and plan. These products would satisfy requirements as outlined in your Request for Proposal. An additional task could be completed to convert these data into a Civic Center master plan. Because we understand the City is considering a design competition, we have included the master planning task as an optional task which is described as Task 8 below. Task 8 --Prepare a Recommended Civic Center Master Plan Purpose: To provide conceptual drawings and detailed site plans for the proposed Civic Center. The results of this task would take the project to a point at which an architect could be retained to develop detailed drawings. As noted above, this task is presented as an optional course of option, because it could overlap with a design competition if one is undertaken by the City. Methodology: Basic work steps required to complete this final task include the following: W. Review alternatives developed in previous tasks with the City Council and top City management, and select a basic space plan and set of planning assumptions which can be refined into a Civic Center master plan. We anticipated that the alternative analysis and selection would take place in another workshop between the project team and the City Council. Refine gross and usable square footage requirements for internal organizational functions. Further evaluate workflows and internal relationships between and among internal building functions. Define building configuration most consistent with projected space needs, Civic Center image as defined by the City Coun- cil, and site characteristics. Convert space assignments and conceptual adjacencies previously prepared into schematic floor layout plans. Develop detailed site layout plans for facilities required over the next five, ten, fifteen, and twenty years.. Refine construction and site preparation costs as appropriate. Products: The product of this final work task would be a detailed Civic Center facility master plan which wou.ld include: Schematic floor layout and site plans for the Civic Center over the planning period. Site maps showing the size, location, and physical relation- ship of the Civic Center, as well as other facilities required on the site within the planning period. Conceptual drawings of alternative facility exteriors and configurations which are consistent with Council expectations related to Civic Center image and community statement. A final report, including drawings, which incorporates all of the above information. Exhibit II, which follows this page, shows the estimated project work schedule. The entire project, including Tasks 6 and 8, if they are commissioned, would require sixteen weeks to complete. If Tasks 6 and 8 are omitted, timeframe for the project would be reduced to twelve weeks. 3. BACKGROUND AND QUALIFICATIONS OF OUR PROJECT TEAM As noted at the beginning of this proposal, we are approaching this project as a joint effort of Hughes, Heiss & Associates and Patrick Sullivan Associates. 19 i E 20 EXHIBIT II iCity of Santa Clarita PROJECT WORK SCHEDULE Weeks Following Project Start Date Task 0 1 2 3 4 5 6 7 8 10 11 12 U 11 11 1L 1 - Document Civic Center Planning Issues 2 - Document Current --- Services and Develop Staff Projection Methodology 3 - Project Staffing Levels 4 - Project Space Requirements 5 - Develop Facility and Site Strategies for Meeting Projected Space Requirements 6 - Evaluate Site , Alternatives* 7 - Project Construction Cost 8 - Prepared Recommended Civic Center Master Plan* *Optional Task 20 0 • Hughes, Heiss & Associates was established in 1974 to provide management consulting services to local government. In the 15 years of our operations, we have extensive experience in two major areas directly relevant to the Santa Clarita Civic Center Space Needs Study. We have extensive experience in conducting management audits of virtually every municipal government function --experience which is invaluable in evaluating and projecting future staffing levels, especially in a new city like Santa Clarita. Exhibit III, which follows this page, illustrates our manage- ment audit experience by departmental area. In recent years, facility needs assessments have comprised a significant portion of our business. We have completed a number of space planning studies involving civic centers, special purpose municipal facilities (e.g., policy facilities, community centers; etc.), and county administrative and criminal justice facilities. The paragraphs which follow summarize our space planning project experience. Civic Center !deeds Assessment --City of Redlands Comprehensive space needs evaluation for all municipal func- tions. Included evaluation .and costing of several facility alternatives. Reference: Mr. Gary Luebbers, Project Manger 0 (714)_798_7525 Civic Center Needs Assessment -- City of Rialto, California. I'n this recently completed project, we evaluated long-range facility needs together with short and long-term organization- al, staffing and operational alternatives for this rapidly growing City. Reference: Mr. Ray Farmer, Police Chief (714) 830-2572 Facility Heeds Assessment -- City of Clearlake, California. In this project, which was completed last year, we forecasted staffing and space needs for this newly incorporated City which will double in population (to 25,000) before the end of the century. Reference: Mr. Izzy Rodriguez, City Manager (707) 994-8201 Facility Planning Study -- City of Concord, California. We conducted a staffing and space projection analysis, space programming, cost analysis and site .selection for the entire City -- including all decentralized service functions (e.g., leisure services). Reference: Mr. George Straka, Police Chief (415) 671-3232 21 • • Law Enforcement Alameda County Sheriff Anaheim PD Anchorage, Alaska PD Butte County Sheriff Cupertino (contract service from Santa Clara County) E1 Cajon PD Escondido PD Glendale PD 0 EXHIBIT III City of Santa Clarita MANAGEMENT AUDIT EXPERIENCE OF HUGHES, HEISS & ASSOCIATES Kern County Sheriff National City PD Oceanside PD Parlier (contract service from Fresno County) Pasadena PD San Bernardino County Sheriff San Bernardino PD San Diego PD San Jose PD Public Works (Engineering and Field Maintenance) Concord Hayward _ Palo Alto Pasadena San Diego County Purchasing Marin County Finance Marin County Modesto Communications San Bernardino County Personnel Burlingame East Bay Municipal Utilities District Palo Alto 22 Santa Rosa Shreveport (Louisiana) Siskiyou County Tustin Sonoma County Mountain View Oceanside San Mateo Ontario San Mateo County San Mateo County Community College District • E, 0 Planning and Communitv Development Cupertino Dublin Hayward Los Altos Novato Fleet Management and Maintenance Burbank Glendale Monterey County Pasadena Fire Service Monterey County Orange County Pasadena Salt Lake City San Fernando -(contract) San Mateo County Parks and Recreation Chula Vista Dublin Escondido N. Bakersfield Parks and Recreation Department Libraries Escondido Richmond 23 EXHIBIT III (2) San Diego County San Mateo County San Ramon Santa Rosa Sioux City, Iowa San Bernardino San Jose Santa Cruz Whittier Santa Clarita Sonoma County Snohomish County, WA Stanislaus County Tulare County Tustin (contract) Salt Lake City San Ramon Santa Barbara Washoe County, Nevada San Mateo San Mateo County Patrick Sullivan -- Architect and Space Planner. For the past fifteen years Mr. Sullivan has been responsible for innovative programming and facility design. His extensive design back- ground encompasses projects completed in Massachusetts, Minnesota, California, Colorado and Alberta, Canada. Since 1975, Mr. Sullivan has been the principal architect and owner of Patrick Sullivan Associates. Concurrently, he served as assistant professor at California Polytechnic State Univer- sity in San Luis Obispo and instructor at the University of Minnesota, as well as visiting critic at the University of Southern California, the University of Virginia, and Oxford Polytechnic University in Oxford, England. At present, Mr. Sullivan is a professor and former Chairman of the Department of Architecture, California State Polytechnic University in Pomona. Mr. Sullivan has presented papers and lectured at the ACSA administrator conference, EDRA conferences, southern California campuses, AIA chapter presentations, and numerous professional seminars. In 1987 Mr. Sullivan was the Chairman of the design awards for the Committee on Architecture for Justice. American Institute of Architects. Mr. Sullivan is the recipient of numerous awards for excel- lence in architecture including the 1977 Rotch Traveling Scholarship. His work was presented at the original Monterey Design Conference. Mr. Sullivan's firm has been honored with six awards from the AIA/ACA, Exhibition of Architecture for Justice. In addition, his firm received a 1977 and 1982 Progressive Architecture Award for applied research; a 1978 Citation from the American Institute of Architects, Santa Barbara -Chapter; three 1982 Design Awards from the American Institute of Architects, California Central Coast Chapter; a Citation of Merit, 1980 Plywood Design Award, from the Ameri- can Plywood Association; and a 1988 Award of Honor from the American Institute of Architects, Pasadena and Foothill Chapter. He has a Bachelor of Architecture from the University of Minnesota and a Master of Architecture from the Harvard Graduate School of Design. He holds registrations in Califor- nia, Massachusetts, and Minnesota. Richard Van Anda -- Architect and Cost Estimator. Mr. Van Anda is a principal of Patrick Sullivan Associates. His combined architectural talents and construction background has provided an extremely valuable resource to the firm's multi -disciplined professionals. His knowledge of the con- struction process has direct application during the prepara- tion of preliminary cost estimates. The accuracy of these estimates is important to the success of any specialized architectural assignment. Prior to joining PSA, Mr. Van Anda was associated with the offices of the Architectural Research Team in Pomona, California, and Collier Zabaldo Associates in W. i • San Francisco, California... He was involved with multi -family projects, specialized research, and contract document produc- tion. Mr. Van Anda has a Bachelor Science in Architecture from California State Polytechnic University, Pomona, and is registered in California. 4. PROJECT COST As noted in the approach section of this proposal, our work plan includes two optional tasks involving site evaluation and analysis (Task 6) and proportion of a detailed master plan (Task 8). As a result, the task cost list below includes the tasks required to complete the basic space needs study as outlined in your Request for Proposal and the additional tasks, identified as optional services. Base Study Optional Task Cost Service 1 --Document Planning Issues $3,300 2 --Document Services/Projection 4,500 --- Methodology 3 --Project Staffing Levels 9,000 --- 4--Project Space Requirements 7,200 --- 5--Develop Facility/Site 12,000 --- Strategies 6 --Evaluate Site Alternatives --- $8,400 7 --Project Construction Cost 7,500 --- 8--Prepare Master Plan --- 10,000 TOTAL $43,500 These costs include charges for professional time and reimbursable expenses and and have been developed based on the ,hourly billing rates shown below: Hughes, Heiss Position & Associates Project Manager $90 Senior Analyst 75 Cost Estimator --- Principal Architect --- 29 Patrick Sullivan Associates $75 90 We would be pleased to enter into a fixed price contract based on the scope of services desired by the City and outlined in the task list above. We appreciate the opportunity to submit our proposal. If you ,have any questions, please do not hesitate to contact me. Sincerely yours W V. _HUGHES, HEISS & ASSOCIATES John W. Heiss Principal JWH:mb • • 30 0 0 ATTACHMENT A CITY OF SANTA CLARITA DISCLOSURE STATEMENT The following information must be disclosed: 1. List the names of all persons having a financial interest in the application. John W. Heiss Richard A. Hughes Richard W. Perry Richard P. Brady Patrick Sullivan - - Hughes,Heiss Patrick Sullivan Assoc & Associates 2. If any person identified pursuant to 1. above is a corporation or partnership, list the names of all individuals owning more than 10% of the shares in the corporation or owning any partnership interest in the partnership. Same as I, Above 3. If any person identified pursuant to 1. above is a non-profit orcranization or a trust, list the names of any persons serving as a director of the non-profit organization or as a trustee or beneficiary or trustor of the trust. N/A 4. Have you had more than $250.00 worth of business transacted wits any member of city staff, boards, commissions, committees anc council within the past twelve months? If yes, please indicate the person(s) with whom you have conducted business. N/A Note: Attach additional pages as necessary. Vim.-7-25-�5 Siy azure of Applicant/Date John W. Heiss, Vice President Hughes Heiss & Associates Print or Type Name of Applicant • ATTACHMENT B • EOUAL OPPORTUNITY/AFFIRMATIVE ACTION STATEMENT The offeror hereafter described will not discriminate against any employee or applicant for employment because of race/color, national origin, sex, sexual preference, religion, age, or handicapped status in employment or the provision of services. By S�2��-28'—k9 Signature John W. Heiss, Vice President Typed Name and Title 0 ATTACHMENT C HOLD HARMLESS AGREEMENT Consultant agrees to indemnify and hold harmless the City of Santa Clarita against and from any and all damages to property or injuries to or death of any person or persons, including employees or agents of the City, and shall defend, indemnify and hold harmless the City, its officers, agents and employees, from any and all claims, demands, suits, actions or proceedings of any kind or nature, of or by anyone whomsoever, in any way resulting from or arising out of the negligent or intentional acts, errors or omissions of the consultant or any of its officers, agents, or employees. By . <51 Sianature John W. Heiss, Vice President Typed Name and -Title • CITY OF SANTA CLARITA PROPOSAL SPECIFICATIONS FOR SPACE STUDY FOR CIVIC CENTER GENERAL CONDITIONS: Limitation: This Request for Proposal (RFP) does not commit the Cit, of Santa Clarita (referred to as the "City") to award a contract, ti pay any cost incurred in the preparation of a proposal in response ti this request, or to procure or contract for services or supplies. Thi City reserves the right to accept or reject any or all proposal: received as a result of this request, to negotiate with all qualifier sources, or to cancel all or part of this RFP. Award: The City may request RFP respondents (also referred to a: offeror) to present an oral briefing of their proposal. All finalist: may be required to participate in negotiations and to submit suc] revisions of their proposals as may result from negotiations. The Cit, reserves the right to award a contract without discussion, based upoi the initial proposals. Accordingly, each initial proposal should bE submitted on the most favorable terms from a price and a technica. viewpoint. Criteria which will be used in evaluating proposals include: A. The quality of the proposal, including comprehensiveness an( responsiveness to the requirements of this RFP. B. Experience of the principal(s) working on previous civic center space studies. C. The qualifications of the principal(s). D. Willingness and demonstrated ability to meet deadlines. E. Estimated cost. F. Proposed plan of action. Signature: The offeror's proposal shall provide the followinc information: name, title, address, and telephone number of individual: with authority to bind the offeror and also who may be contacted durin+ the period of proposal evaluation. The offeror's proposal shall bi signed by an official authorized to bind the offeror, and shall contai: a statement to the effect that the proposal is a firm offer. 11 • SUBJECT: This is a Request for Proposal to prepare an analysis of space needz and cost factors of a permanent civic center. The City of Santa Clarita is inviting proposals from qualifiec consultant firms and individuals experienced with development of civic centers for the preparation of and analysis of space requirements anc cost. The purpose of this project is to provide the City with information or which to proceed with the development of a permanent civic center. SCOPE OF WORK: The work of the consultant shall result in distinct products as follows: 1. A consensus of the City Council as to the size, style ant components of a civic center. 2. A report summarizing the findings of City staff and City Council regarding the types of services anticipated and the types of facilities required for the City. 3. An estimate of required area including specialized facilities whicr may be identified as a result of number 1 above such as vault space, Council Chambers, police facilities, etc. 4. An estimate of cost for construction of those facilities. When the consultant has concluded these phases of the project, the consultant shall meet with the City staff and City Council to describE the findings. PROPOSAL: The prospective consultant shall provide the City with a detailed SCOPE of work concerning the consultant's proposed approach to the project and the types of investigations the consultant proposes to undertakE during the -course of the study. The project description should bE supported with information on the specific methodology the consultant will employ, the breadth and depth of the study (including whether primary or secondary research will be undertaken), and'the study'; output. CONSULTANT EXPERIENCE: The offeror shall provide the City with the following information. 1. A description of the offeror's firm, organizational structure, location of principal offices, number of professional personnel and other pertinent information including the names and experiencf of all staff members who will work on the project. • • • i • 2. Related project experience and client references. 3. The name of the principal or project manager in the firm who will have direct and continued responsibility for the project. This person will be the City staff contact on all matters dealing with the project and will handle the day-to-day activities through tc completion. An experience and project resume of this individual shall be included. 4. The names of any outside consultants or subcontractors to bE utilized, along with the experience and project resume. FEES• The offeror's proposal shall provide a listing of positions to bE employed on the project and their corresponding hourly rates. In preparing the cost proposal, offeror shall consider the estimatec level of effort in the performance schedule set forth elsewhere in the RFP. Offeror must set forth an all-inclusive, not -to -be -exceeded cost for services. Offeror will not exceed the stated fee unless additional work is approved prior to the work actually being performed. The City is under no obligation to approve such additional work. TIME SCHEDULES: The offeror shall indicate the total time frame proposed to completE the study. The time _required to complete each task identified in the scope of work shall also be presented. This section should bE presented in graphic form. The proposals must be submitted prior to 5:0OP2^__on August 4, 1985 Ocostmarks are not accepted). The bid shall be delivered in a sealed envelope marked "Space Study for Civic Center". The documents should be submitted to Ken Pulskamp, Citj of Santa Clarita, 23920 Valencia Boulevard, Suite 300, City of SantE Clarita, California 91355. Any questions regarding the City or the proposal may be addressed to Assistant City Manager, Ken Pulskamp, at (805) 259-2489. GENERAL INFORMATION: 1. The proposal shall be signed by an authorized official of the consulting firm. 2. The proposal shall state that itis a firm offer and valid for minimum of ninety (90) days. 3. Please provide any exceptions, additions or suggestions which wil: aid the City in its selection process. 4. The terms and scope of the contract will be arrived at on the basis of negotiations between the City and the prospective consultant. If the City and prospective consultant fail to reach a contractual agreement, the City may renegotiate with any other top selected offeror. PROPOSAL FORMAT AND CONTENT: All proposals must be complete. Proposal content is important. Although no page limitation is imposed, clarity and concise expressions are essential in assessing the offeror's capabilities. The offerox shall submit ten (10) copies of the proposal with all information requested in this RFP. THE PROPOSAL -GENERAL: To facilitate the offeror's preparation of the proposal and the subsequent proposal evaluation,- each proposal shall contain the following major sections-: A. Introduction to the firm/individual. 1. Summary of capabilities/qualifications. 2. Special expertise. 3. Experience with similar entities. B. Recapitulation of services. C. Resumes of personnel proposed for .service to City.* D. List of references.* E. ---A completed disclosure statement (Attachment A). F. A completed affirmative action statement (Attachment B). G. A completed hold harmless statement (Attachment C). * The City reserves the right to contact these and other entities tc determine the qualification of the proposal. The proposer consent; to this action through submittal of a proposal.