HomeMy WebLinkAbout7.1 - 2761 Cultural Arts Center Project
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STAFF REPORT
CITY COUNCIL
DATE: October 15, 2019
TO: Honorable Mayor and City Councilmembers
FROM:
Christopher L. Foss, City Manager
SUBJECT:
Cultural Arts Center Project
Prepared by: La Shawn Butler, Parks and Community Services Direct or
EXECUTIVE SUMMARY:
The City Council will discuss the future Cultural Arts Center, including programming
options such as the inclusion of a black box theater and/or gallery space. Planning for
the Cultural Arts Center is budgeted to begin next fiscal year. Staff is recommending an
amendment to the Capital Improvement Budget to include funding in this fiscal year in
order to utilize Group 4 Architecture Research and Planning, Inc., to develop the space
for a future Cultural Arts Center.
STAFF RECOMMENDATION:
Take the following actions:
1. Provide feedback on the Staff’s recommended inclusion of programmatic
elements, including the black box theater and gallery space;
2. Approve the budget change to shift funding from Fiscal Year 2020 -21 to the
current year; and
3. Adopt the Resolution Approving an Amendment to the
Agreement with Group 4 Architecture Research and Planning, Inc.
FINANCIAL IMPACT:
The Cultural Arts Center Capital Improvement Project (CIP No. GI0001) is currently
budgeted at $5,756,800, beginning in Fiscal Year 2020-21. The cost to hire Group 4
Architecture Research and Planning Inc, is $866,566, which can be covered by the
existing overall project budget but requires a budget change (Attachment 3) to move
funding from Fiscal Year 2020-21 to the current year and to move funding between the
Improvements and the Contract Services categories. Depending on the elements
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included in the design, additional funding for the project may be necessary.
DESCRIPTION:
Background
The City has included the creation of a Cultural Arts Center in its Parks and Recreation
Master Plan and has been collecting fees from development as part of its Public
Facilities Fee program to cover the expense of the improvement.
On February 2, 2016, the City Council authorized the use of architectural design firm
INDIGO / Hammond & Payle Architects, LLP (Indigo) to, among other things, test the
feasibility of adapting the existing Dublin Police Services for a future Cultural Arts
Center. This feasibility included a preliminary review of electrical, plumbing,
mechanical, and structural conditions and to confirm suitability for adaptive re -use of the
building, and it was determined through that study that the proposed cultural arts
activities could be accommodated in the building. The preliminary cost estimate for the
Cultural Arts Center was $5,600,000, which was updated to $5,756,800 in the most
recent Five-Year Capital Improvement Program. In 2016, the programing elements
included circulation gallery, dance studio, classroom spaces and event space.
In 2016, Staff retained ArtsMarket Inc., a nationally recognized consulting firm
specializing in arts-related studies, to conduct a review of Dublin’s existing arts
programs and facilities. As part of that review, the Consultant reviewed the City’s facility
development plans and concurred with INDIGO / Hammond & Payle Architects, LLP’s
that the current Police Services space was suitable fo r a cultural arts facility.
ArtsMarket also included other findings and recommendations, notably that the City
should:
Seek out arts programming that is unique to Dublin. Among recommendations for
the venue, the Consultant recommended more and slightly smaller classrooms, a
maker space, a small performance space and catering kitche n to allow for event
rentals.
Design the outside as event space and regularly offer activities such as art
shows, craft shows, student events, and family art-making days, which seem to
spill out of the building.
In 2016, the Heritage and Cultural Arts Commission recommended to the City Council
that the City proceed with plans to convert the lower level of the Police Services wing at
the Civic Center to a Cultural Arts Center. And, in December 2016, the City Council
authorized Staff to begin planning the re-use of the Police Services wing and include the
project in the five-year Capital Improvement Program.
About the Cultural Arts Center
As envisioned, the 13,000-square-foot Cultural Arts Center would be located on the first
floor of the current Police Services wing of the Civic Center, with administrative offices
for the Parks and Community Services Department on the second floor. The proposed
Cultural Arts Center would be able to accommodate additional dance, art, music, and
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theatre classes that exceeds the City’s current facility limitations at the Heritage Park
and Museums. It is also anticipated, based on the ArtsMarket analysis, that demand
exists for dance studio, music rehearsal, theater, and art gallery space, resulting in
potential new rental revenue. Total revenue and expenses would be established once
the facility usage plan is determined by the City Council.
To inform the facility usage plan, Staff requested that GreenPlay, LLC., the City’s
consultant for the updated Parks and Recreation Master Plan, include a question in its
survey pertaining to the Cultural Arts Center. The following are the top five responses
from residents:
Performance space (66%)
Art classrooms (65%)
Music classrooms (58%)
Gallery space (52%)
Dance studio (49%)
Based on the previous Feasibility Study, Needs Assessment and review of Dublin’s
existing programs and facilities, recent results from the Green Play survey, and spatial
limitations of the building, Staff currently recommends that the City Council study a
Cultural Arts Center containing:
Black Box Theater - a small educational space that can be arranged to stage
intimate performances, rehearsals, auditions, guest lecturers and audio/visual
movies and presentations. It is a simple indoor performance space with plain
black walls and a level floor, designed to provide flexibility in the configuration of
the stage and the audience seating.
Dance rehearsal studio
Art/multi-use Classroom space
Gallery Space
Group 4 Architecture Research and Planning, Inc.
Given that the past feasibility study by INDIGO / Hammond & Payle Architects, LLP was
preliminary, Staff solicited proposals for a more thorough and detailed design, including
construction plans of the future Cultural Arts Center. Staff issued a Reque st for
Proposals (RFP) using the City’s current list of on-call consultant to the following firms:
WRNS Studio, Group 4 Architecture, and LPA.
Group 4 Architecture Research and Planning, Inc. was the only firm to submit a
proposal (Attachment 4). Staff reviewed the proposal, including the firm’s qualifications
for such work and recommends Group 4. The firm has more than 40 years of
experience working with communities to develop sustainable civic facilities. Examples
of their work include the West Sacramento Community Center, the Yorba Linda Library
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and Cultural Arts Center, and the Elk Grove Civic Center. Additional projects completed
by Group 4 can be viewed on their website at http://www.g4arch.com/portfolio/ .
The fee proposal (Attachment 5) from Group 4 is $261,775 for the first phase of the
project which includes any necessary analysis to previous work completed, conceptual
design, and schematic design. The second phase includes construction documents, bid
and award, and construction administration for $604,791, for a total of $866,566 for
Group 4’s services. The current project budget of $5,756,800 includes $779,900 for
contract services, which is slightly more than Group 4’s proposal but still within the total
project budget. Funds would need to be allocated this current year for this work to
begin. At the conclusion of the first phase of Group 4’s work, S taff will return to the City
Council with a recommended design proposal for the Cultural Arts Center along with the
updated construction estimates and potential budget amendments.
Staff is recommending that the City Council take the following actions:
1. Provide feedback on the Staff’s recommended inclusion of programmatic
elements, including the black box theater and gallery space;
2. Initiate work on the Cultural Arts Center this fiscal year with approval of a shift in
project funds by one year (via a budget change);
3. Adopt a Resolution approving an amendment to the City’s existing agreement
with Group 4 Architecture, Research and Planning, Inc. Because they are an
existing on-call consultant, the work will be handled on a task order basis. The
amendment would increase their allowable compensation for the design and
space configuration of the future Cultural Arts Center and include a contract
extension to December 2021 to account for the work associated with this project.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
A copy of the staff report was provided to Group 4 Architecture.
ATTACHMENTS:
1. Resolution Approving an Amendment to the Agreement with Group 4 Architecture
Research + Planning, Inc.
2. Exhibit A to the Resolution - Agreement Amendment
3. Budget Change Form
4. City of Dublin Cultural Arts Center - Group 4 Proposal
5. Group 4 Design Fee Proposal
ATTACHMENT 1
RESOLUTION NO. xx–19
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
* * * * * * * * *
APPROVING AN AMENDMENT TO THE AGREEMENT WITH GROUP 4 ARCHITECTURE
RESEARCH + PLANNING, INC. FOR ARCHITECTURAL SERVICES RELATED TO A
CULTURAL ARTS CENTER
WHEREAS, Staff completed a Request for Proposal (RFP) for design and space
configuration of a Cultural Arts Center utilizing the City’s current list of on -call consultants; and
WHEREAS, Staff reviewed the proposals and recommended Group 4 Architecture Research
and Planning, Inc.; and
WHEREAS, the initial agreement with Group 4 Architecture Research and Planning, Inc. for
an on-call Consulting Services Agreement for architectural services was approved by Resolution 09 -
18.
WHEREAS, the architectural services work related to the Cultural Arts Center requires an
increase in total compensation as provided in the current agreement, as well as an extension to the
contract term.
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Dublin
does hereby approve the Amendment to the Agreement with Group 4 Architecture Research
and Planning, Inc., attached hereto as Exhibit A, for architectural services related to a Cultural
Arts Center.
BE IT FURTHER RESOLVED that the City Manager is hereby authorized to execute the
Amendment to Agreement and take such further actions as may be necessary or appropriate to
carry out the intent of this Resolution.
PASSED, APPROVED AND ADOPTED this 15th day of October 2019.
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________________
Mayor
ATTACHMENT 1
ATTEST:
_______________________________________
City Clerk
AMENDMENT #1 TO CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF DUBLIN AND GROUP 4 ARCHITECTURE RESEARCH + PLANNING,
INC.
WHEREAS, on February 6, 2018, the City of Dublin (hereinafter referred
to as "CITY") and Group 4 Architecture Research + Planning, Inc. (hereinafter referred
to as " CONSULTANT ") entered into a Consulting Services Agreement for
architectural services (hereinafter referred to as the “AGREEMENT”); and
WHEREAS, the existing project scope and budget are in process and staff
desires additional architectural services related to a Cultural Arts Center; and
WHEREAS, the CITY and CONSULTANT now wish to amend the
Agreement to modify Section 1.1 – Term of Services, Section 2 – Compensation,
Paragraph 10.12, and Section 7.5 of the Agreement; and
NOW THEREFORE, for good and valuable consideration, the sufficiency
of which is hereby acknowledged, the AGREEMENT is amended as follows:
1) Section 1.1 shall be rescinded in its entirety and replaced with the following:
Term of Services. The term of this Agreement shall begin on the Effective Date
and shall end on December 31, 2021, the date of completion specified in Exhibit
A, and Consultant shall complete the work described in Exhibit A on or before
that date, unless the term of the Agreement is otherwise terminated or extended,
as provided for in Section 8. The time provided to Consultant to complete the
services required by this Agreement shall not affect the City’s right to terminate
the Agreement, as referenced in Section 8. Notwithstanding the foregoing this
Agreement may be extended on a month to month basis for up to 6 months upon
the written consent of the Consultant and the City Manager, p rovided that: a)
sufficient funds have been appropriated for such purchase, b) the price charged
by the Consultant for the provision of the serves described in Exhibit A does not
increase. None of the foregoing shall affect the City’s right to terminate th e
Agreement as provided for in Section 8.
2) Section 2. – Compensation shall be rescinded in its entirety and replaced with
the following:
COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed
$1,116,566, notwithstanding any contrary indications that may be contained in
Consultant’s proposal, for services to be performed and reimbursable costs
incurred under this Agreement. In the event of a conflict between this Agreement
and Consultant’s proposal, attached as Exhibit A, regarding the amount of
compensation, the Agreement shall prevail. City shall pay Consultant for
services rendered pursuant to this Agreement at the time and in the manner set
forth herein. The payments specified below shall be the only payments from City
to Consultant for services rendered pursuant to this Agreement. Consultant shall
submit all invoices to City in the manner specified herein. Except as specifically
authorized by City in writing, Consultant shall not bill City for duplicate services
performed by more than one person.
Consultant and City acknowledge and agree that compensation paid by City to
Consultant under this Agreement is based upon Consultant’s estimated costs of
providing the services required hereunder, including salaries and benefits of
employees and subcontractors of Consultant. Consequently, the Parties further
agree that compensation hereunder is intended to include the costs of
contributions to any pensions and/or annuities to which Consultant and its
employees, agents, and subcontractors may be eligible. City therefore has no
responsibility for such contributions beyond compensation required under this
Agreement.
3) Section 7.5 shall be rescinded in its entirety and replaced with the following:
Nondiscrimination and Equal Opportunity. Consultant shall not discriminate,
on the basis of a person’s race, sex, gender, religion (including religious dress
and grooming practices), national origin, ancestry, physical or mental disability,
medical condition (including cancer and genetic characteristics), marital status,
age, sexual orientation, color, creed, pregnancy, genetic information, gender
identity or expression, political affiliation or belief, military/veteran status, or any
other classification protected by applicable local, state, or federal laws (each a
“Protected Characteristic”), against any employee, applicant for employment,
subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant
for any services or programs provided by Consultant under this Agreement.
Consultant shall include the provisions of this Subsection in any subcontract
approved by the Contract Administrator or this Agreement.
4) Paragraph 10.12 Integration shall be rescinded in its entirety and replaced with
the following:
10.12 Integration. This Agreement, including Exhibits A and B and C,
represents the entire and integrated agreement between City and
Consultant and supersedes all prior negotiations, representations, or
agreements, either written or oral.
5) Except to the extent inconsistent with this First Amendment, the Parties ratify and
confirm all of the terms and conditions of the AGREEMENT.
6) All requisite insurance policies to be maintained by the Consultant pursuant to the
Agreement, as may have been amended from time to time, shall include coverage
for the amended term, as described above.
7) The individuals executing this Amendment and the instruments referenced in it on
behalf of Consultant each represent and warrant that they have the legal power,
right and actual authority to bind Consultant to the terms and conditions of this
Amendment.
IN WITNESS WHEREOF, the parties hereto have caused this First Amendment to be
executed as of the date and year first above written.
CITY OF DUBLIN
Dated: ___________ __ By: __________________________
Christopher L. Foss, City Manager
ATTEST:
By:
Caroline Soto, City Clerk
GROUP 4 ARCHITECTURE RESEARCH AND PLANNING, INC.
Dated: By: _____________________________
Dawn Merkes, Principal
Budget Change Reference #:
From Un-Appropriated Reserves X Budget Transfer Between Funds
From Designated Reserves Other
Account Amount Account Amount
GI0120.9200.9202 (Contract Services - Design)$866,566
3300.9301.49999 (Transfers In)$866,566
GI0120.4105 (4105.9301.89101) - PFF - Community Buildings Transfers Out $866,566
10/15/2019
Posted By:Date:
As Presented at the City Council Meeting
**********Finance Use Only**********
CITY OF DUBLIN
REASON FOR BUDGET CHANGE
FISCAL YEAR 2019-20
BUDGET CHANGE FORM
DECREASE BUDGET AMOUNT INCREASE BUDGET AMOUNT
City Council's Approval Required
EXP: Cultural Arts Center GI0120)
Funding for Cultural Arts Center design services; advancing the appropriation of CIP budget from future years to FY 19-20.
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DUBLIN
C A L I F 0 R N I A
City of Dublin
Cultural Arts Center
,"coposal I September 30, 2019
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La Shawn Butler, Parks and Community Services Director
G o u P a CITY OF DUBLIN
100 Civic Plaza, Dublin, CA 94568
ARCHITECTURE
R E S E A R C H+ Re: RFP: DUBLIN CULTURAL ARTS CENTER
PLANNING, INC
Dear Ms. Butler and Members of the Evaluation Committee:
211 LINDEN AVENUE We are pleased to submit our proposal to deliver a vibrant, versatile, and functional
Cultural Arts Center at Dublin's civic center.
SO. SAN FRANCISCO
CA 9 4 0 8 0 USA Group 4 Architecture, Research + Planning has more than four decades of experience
T:650.871.0709 working with communities to develop beautiful and sustainable civic facilities. Each
Group 4 project is planned and designed to respond to and reflect the vision and values of
F : 6 5 0.8 7 1 • 7 911 its community, while incorporating new innovations and best practices from around the
country. For each project, we use our distinctly interactive approach to effectively engage
w w w . g 4 a r c h . c o m staff, stakeholders, and community members in the planning and design process. The result
has been local and national recognition for innovation and excellence in public facility
programming and operations, as well as for design and sustainability.
We have unparalleled experience working with California and Bay Area communities to
support community arts programming and deliver flexible and innovative creative and
performance spaces. Examples include:
JONATHAN HARTMAN
A R C H I T E C T 0 The LEED Gold West Sacramento Community Center, which anchored art and
DAWN E. M E R K E S dance classrooms and a black box theater in that city's civic center. The theater is
A R C H I T E C T now a regular venue for community productions, touring companies, workshops,
D A V I D S C H N E E and other event rentals.
A R C H I T E C T
• The Yorba Linda Library and Cultural Arts Center in southern California, now
ANDREA G I F F O R D under construction, will create a new civic campus including a black box theater
A R C H I T E C T
and support spaces, art exhibition space, art and dance classrooms, and an outdoor
amphitheater, in addition to leveraging synergies with the neighboring library.
CAROLYN CARLBERG
ARCHITECT • We are currently overseeing build -out of a new Elk Grove Civic Center. Group 4
projects on that campus include a multigenerational community center with art and
G A R Y C H I N G music classrooms (now under construction, and targeting Net Zero Energy) and
A R C H I T E C T the study of a joint use library and performing arts center.
1 I L L E Y R E S
A R C H I T E C T Our proposed team includes two Group 4 principals who have each played leadership roles
on the above and dozens of other community projects. Dawn Merkes has guided the
B E N J A M I N IRINAGA community -responsive success of civic campus projects ranging from the West
A R C H I T E C T
Sacramento Community Center to the Palo Alto Rinconada Library renovation. David
D A N I E L LAROSSA Schnee has extensive experience on adaptive reuse projects that re -activate civic districts,
A R C H I T E C T including the Scotts Valley Library (a former roller rink) and San Pablo Library (a former
W I L L I A M L I M Walgreens). Jonathan Hartman manages the technical aspect of facility design including
A R C H I T E C T sustainability strategies that earned LEED Platinum for the Palo Alto Mitchell Park Center
and the San Jose Environmental Innovation Center. Andrea Gifford translates community
T E R E S A R O M
A R C H I T E C T
m:\proposals\2019\897 dublin cultural arts center\proposal\0-1 121 .docx
30 September 2019 La Shawn Butler Page 2
vision into intuitive and engaging spaces and interiors, whether for community centers or
administrative offices.
Our consultant team is composed of firms who have a long history of successful
collaborations with Group 4, and share our values of close coordination, quality design,
and excellent service. Many of our proposed consultants hail from the Dublin area and are
eager to support such an important project for their community.
The majority of our projects include public art, either by working with artists who are part
of our design team, or by working with artists that have gone through a separate selection
process. Whichever path the City chooses, we welcome the opportunity to collaborate with
artists and to seamlessly integrate the public art into the project.
We understand that the Cultural Arts Center project is an important project and a big step
in the provision of cultural and arts spaces and services to the Dublin community, and are
committed to this project's success. Thank you for your consideration, and please do not
hesitate to contact us at 650-871-0709 or via email (below) with questions about any aspect
of our proposal or interest in this exciting project.
Sincerely,
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING, INC.
,Oau��- Mf-" V
Dawn Merkes AIA LEEDAP
Principal
dmerkes@g4arch.com
d ea Giffo RA LEEDAP
Principal
agifford@g4arch.com
PROJECT UNDERSTANDING
In 2015, a Dublin Parks and Recreation Master Plan identified the
need for a cultural arts facility. The City commissioned a Cultural
Arts Needs Assessment to develop recommendations for innovative
and successful arts programming informed by extensive community
outreach and peer analysis.The study found a strong and broad interest
in expanded arts and cultural programming, including a dedicated
arts facility that offered performing and visual arts instruction spaces,
a small performance space, and gallery space. The City approved a
total of six cultural arts recommendations, including: transformation
of the former Police Services Wing of the Dublin Civic Center into a
cultural arts facility; providing multicultural programming reflective of
Dublin's diverse community; and engaging community -at -large and
arts organizations for activity planning and promotion.
For its 2016-2021 Capital Improvements Master Plan, the City
included a $8.76M, 12,000 SF Cultural Arts Center. Since the approval
of that plan, the City's Police Services Department has secured
relocation from its wing of the Civic Center. The City has approved
the transformation of east wing's first floor into a Dublin Cultural Arts
Center. A Data Center, and EOC meeting room would share space
on this floor, while, a reconfiguration of the second floor would
accommodate Parks and Community Services Department offices
and possibly an exercise room for City staff.
Now, the city seeks a qualified architect to perform two phases of
design services for the Cultural Arts Center: Phase One involving
highly participatory conceptual design and design development;
Phase Two involving preparation of construction documents and
specifications for a LEED-Silver facility. An ideal candidate will
have extensive experience with public clients and community and
stakeholder engagement, on interior renovations and office space
design, a portfolio of inspiring and community -reflecting public and
cultural spaces, and a track record of effective project management,
accurate project budgets, and sustainable project performance.
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Group 4 has an excellent record of successfully managing the entire project delivery process,
including projects with multiple client/stakeholder groups and accelerated time schedules.
Group 4's project team provides effective planning, programming, and design services to
ensure that facilities will meet users' functional needs. Group 4 uses a number of tools and
procedures to guide projects to timely, budget -compliant completion.
• Quality Assurance. Our Quality Assurance approach focuses on the successful delivery of
high quality services — and a high quality project— on time and within budget. A consistent,
committed staff, identification of clear project goals and objectives with our clients,
and strong communication with the project management team contribute to Group 4's
exceptional project quality.
Quality Control. Group 4's design integration and quality control approach seeks to
coordinate concept, cost, and constructability — something we call "C4." We initiate the
process at the earliest project phase, identifying a schedule of C4 project milestones as
well as senior Group 4 staff who will participate in milestone reviews. During planning and
early design phases, the C4 process emphasizes alignment of project scope, budget, and
schedule with our clients' program and design needs.
Cost Control. Cost estimating is an integral part of every phase of project planning at
Group 4. Rather than look at costs only at the end of each phase, we continually monitor
costs by updating the estimate — and communicating with the client — each time a major
design decision is made. The cost impacts of revisions also tend to increase exponentially
overtime, meaning that decisions made late in the design process or during construction
will be much more costly than changes made during the programming and schematic
design phases. Group 4 has repeatedly demonstrated its ability to accurately estimate the
cost of a building project, and to work within those parameters.
• Project Schedule. The project schedule is an important tool for controlling project design
costs for all parties by maintaining efficient work flow. The use of the schedule as a
communication aid is especially effective when working on a project with many participants.
It keeps client representatives and sub consultants informed about responsibilities and
deadlines, allowing not only for effective management of responsibilities and deliverables,
but also for appropriate and timely project staffing.
STAKEHOLDER AND COMMUNITY ENGAGEMENT
Group 4 believes that a well -managed interactive process that effectively and efficiently
involves staff, stakeholders, and the community is fundamentally the most effective
approach to successful public projects. Group 4 has the knowledge and experience to
develop a participation plan that will build consensus, advocacy, and a project poised
for implementation.
WORKING WITH STAFF
Our approach to working with staff begins with the establishment of a Project
Management Team (PMT) that meets at regular intervals, in person and via
webconference, to make decisions and provide overall project direction. The PMT
may include the City's project manager, other key Departmental staff, and the Group
4 project team. The PMT will monitor the project participation plan closely, and review
content and exhibits before presentations to the commissions, and City Council.
During the design phases, we anticipate meeting with the PMT bi-weekly.
At key points in the project, we will conduct technical meetings focused on specific
topics. We will meet multiple times in the design phases process with City divisions
such as Community Development and Fire Services and Prevention to keep them
abreast of the project and to solicit their input on relevant planning, code, and other
design decisions. We will also meet with the Parks and Community Services staff to
review and confirm topics related to programming and operations for the second -
floor administrative spaces, beginning with the program, space layouts, and functional
plans, and continuing through to furniture selection.
One of our most effective ways of including staff input into our projects is our Integrated
Design Workshop (IDW) process. We use the IDW to establish common project goals
and objectives, balance program and functional requirements and sustainability
targets with the project budget, and clearly communicate and demonstrate decision -
making. The IDW process results in informed decision -making and a project that is
clearly understood by City staff. The IDWs include City staff, the Group 4 team, and
key subconsultants, including our cost consultant Our first IDW will be held during the
Conceptual Design phase to confirm project performance and sustainability design
goals and develop a common understanding of the project parameters. We will
address durability, maintainability, and first-time and life cycle cost considerations. We
will review the LEED matrix and identify strategies for achieving LEED Silver. Together
we will identify a course for design that will become the basis for the preliminary
design documents.
During Schematic Design we will facilitate the second IDW to confirm and coordinate
system selections, including anticipated life cycle costs, maintenance, and functional
performance. We will review the LEED matrix and confirm the credits to be pursued.
Athird IDW will occur in Phase 2, during the 60% Construction Documents phase, with
an emphasis on value engineering to confirm choices and the budget. We will review
the LEED matrix and identify any adjustments/ refinements that may be required.
WORKING WITH LEADERSHIP, STAKEHOLDERS, AND THE COMMUNITY
For the new Dublin Cultural Arts Center, we will work closely with the City to develop
the most effective participation plan that will provide the most benefit to the project.
During Conceptual and Schematic Design phases we are proposing to meet 3 times
with the Heritage and Cultural Arts Commission and the Parks and Community
Services Commission, twice during Conceptual Design and once during Schematic
design. We will present the project to City Council at the end of each design phase
for approval.
We understand that the community has already provided input about programs and
services for the new cultural arts center. At the City's option, we can develop and
facilitate outreach events to solicit community input on specific topics. For example,
for many of our projects, we facilitate workshops with teens, seniors, and/or other
community groups to focus on certain topics, from program and design concepts
to input on furniture and finish palettes. We also have a variety of strategies for
soliciting broad community outreach, including informal events at farmers markets
and community festivals as well as traditional meetings and surveys.
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GROUP 4 BACKGROUND + APA i �73 S
Group 4 Architecture, Research + Planning, Inc., is a full -service
architecture firm dedicated to creating vibrant public places that
cultivate dynamic communities. For more than four decades, our
inspired and talented staff has provided quality services to public
clients and the cities, counties, and districts they serve. Our distinctly
inclusive design process engages diverse public, staff, and stakeholder
groups in shaping the future of their communities. Our projects
encompass new buildings, renovations, expansions, adaptive reuse,
interior redesigns, tenant improvements, and furniture and signage
design.
Group 4 offers comprehensive architectural services, from pre -design
through design, construction documents, bidding, construction
administration, and post -construction support. Our pre -design
services include master planning, site selection and analysis,
needs assessment, and programming. We provide special studies,
renderings, life cycle cost analysis, value engineering, tenant services,
and graphic design as needed to support our clients' project needs.
We understand the unique concerns of public clients, including
the multi -agency approvals process and the need to demonstrate
fiscal responsibility with public funds. Our civic projects are close
collaborations with their communities, celebrate local identity, and
quickly become civic anchors and destinations for discovery and
enjoyment. We also work to ensure our facilities grow with their
communities well into the future, including strategies for operational
efficiency, spatial flexibility, and environmental sustainability.
We design work environments to meet our clients' unique
organizational cultural vision, functional requirements, and employee
and customer aspirations. Flexibility is a key consideration in our
design approach; ratherthan simply outfitting the entire office in one
particular systems furniture style, we bring together a rich palette of
fun and flexible modular units that can easily adapt to our clients'
changing needs. We also carefully design the infrastructure — power/
data, lighting, and acoustics —to support change and meet individual
and team needs in the near term as well as evolving organizational
structures and work flows over time.
Group 4 is committed to sustainable design that serves the client for
decades to come. For us, an integrated design is one that not only
respects the environment, but also maximizes functionality, minimizes
ongoing operating expenses, exceeds aesthetic expectations, and
serves as a community model of environmental stewardship. We
have completed high-performance buildings at all levels of LEED
certification, including two LEED Platinum projects, and have also
designed projects to Net Zero levels of performance.
"TEAM + KEY PERSONNEL
We are pleased to present a project team led by Group 4 principals, each bringing decades of experience on
educational, cultural, and social public projects.
■ Principal Dawn Merkes AiA LEES AP will be Principal -in -Charge, serve as primary point of contact to the City of
Dublin, and coordinate client, stakeholder, and public engagement throughout the course of the contract.
■ Principal David Schnee AIA LEES AP has served as Design Director and collaborative leader for successful public
facilities across the country, including the dramatic reenvisioning of existing facilities for new uses.
■ Principal Jonathan Hartman RA LEES AP oversees the development of the technical aspects of Group 4 projects
and coordinates with our project engineers and subconsultants.
■ Principal Andrea Gifford RA LEEo AP, as Director of Interiors, transforms a building's signature design into interior
motifs through finishes, furniture, and signage.
SUBC0NSULTANTS
The subconsultant team we has built for the Dublin Cultural Arts Center project consist of longtime collaborators
who share our values and commitment to a collaborative process, quality design, and excellent service.
• Cost consultant —TBD Consultants' Gary Holland has worked with Group 4 for decades, working from early
phases to deliver accurate project budgets throughout the course of the project.
■ Landscape architecture — San Ramon -based Gates and Associates has worked with Group 4 on projects
including Milpitas Library, Mitchell Park Center, San Leandro Senior Center, and Roosevelt Community Center.
• Mechanical engineering — Capital Engineering has provided mechanical engineering services to cities across
California.
■ Electrical — San Ramon -based Atium Engineering delivers net -zero levels of electrical and telecom design to
area public and private buildings.
• Structural engineering — Pleasanton resident Badri Prasad of OLMM has worked with Group 4 on dozens of
public projects.
• Civil engineering — BKF is a longtime Group 4 collaborator, and would engage their Walnut Creek office on
the Dublin Cultural Arts Center project.
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Dawn Merkes
San Leandro Senior Community Center
NRPA Facility Design Award -Class I
LEED Gold
BLVD Recreation Center, Dublin
DAWN MERKES AIp rseo - PRINCIPAL -IN- CHARGE
Award -winning architect Dawn Merkes has excellent experience
planning and designing a wide range of projects for public clients.
The foundation for the success of Dawn's projects is her commitment
to active communication with client project management at every
project phase. She is highly skilled at helping clients build the
foundation for successful projects through pre -design services
including initial assessments, feasibility studies, comprehensive
project budgeting, implementation planning, and funding strategies.
Dawn's design projects are characterized by a high degree of
functionality and operational efficiency, and excellent budget and
schedule performance. Her projects have won honors at the local and
national levels for design excellence and community impact.
EDUCATION AND REGISTRATION
Bachelor of Architecture, Montana State University, Bozeman
Registered Architect, State of California, C24206
LEED Accredited Professional BD+c
REPRESENTATIVE PROJECTS
• Brookfield BLVD Recreation Center, Dublin
• Elk Grove Civic Center Master Plan
• Elk Grove Multigenerational Community Center
• Elk Grove Library + Cultural Arts Center Feasibility Study
• West Sacramento Community Center
• Burlingame Recreation Center
• Millbrae Recreation Center
• Belmont Community Center
• San Bruno Recreation + Aquatic Center
• Palo Alto Mitchell Park Center
• Palo Alto Rinconada Library
• Menlo Park City Hall and Police Station
• South San Francisco Civic Campus Feasibility + Programming
• San Rafael Pickleweed Park Library+Community Center
■ San Jose Roosevelt Community Center
• San Leandro Senior Community Center
• Walnut Creek Library
• Milpitas Public Library
• Newark Civic Center/Library Master Plan
�o
Elk Grove Civic Center projects
DAVID SCHNEE AIA rrE® — DIRECTOR OF DESIGN
David Schnee is a recognized leader in the planning and design of
innovative, technology -oriented, sustainable, and beautiful public
architecture. His designs are as diverse as the clients he serves,
as each project reflects and celebrates unique qualities of site,
program, and community. In each he artistically combines space and
light with a keen sensitivity to how people use and experience their
environments. He has been incorporating sustainable practices into
his projects for more than 25 years including more than a dozen LEED
projects to date.
His approach to architectural projects is highly collaborative, creative,
and solution -oriented. David is one of the top public meeting
facilitators in the Bay Area, and was chosen by San Francisco to
lead the public outreach process for the design of the Harvey Milk
Memorial Plaza.
EDUCATION AND REGISTRATION
Master of Architecture/City Planning, UC Berkeley
Bachelor of Architecture, Cornell University
Program in Environmental Design, Harvard GSD
Registered Architect, State of California, C27893
LEED Accredited Professional BD+c
REPRESENTATIVE PROJECTS
• Yorba Linda Library + Cultural Arts Center
• Palo Alto Mitchell Park Center
• San Jose Roosevelt Community Center
• San Bruno Recreation + Aquatic Center
• San Leandro Senior Community Center
• Milpitas Public Library
• San Rafael Pickleweed Park Center Renovation/Expansion
• Marin City Center For Community Life
• Contra Costa Water District Center Modernization
• Walnut Creek Library
• San Lorenzo Library
• San Pablo Library adaptive reuse
• Scotts Valley Library adaptive reuse
• Santa Clara Central Park Library
• San Jose Berryessa Branch Library
David Schnee
Milpitas Public Library
AIA East Bay Award of Merit
Pickleweed Community Center Renovation
League of California Cities Helen Putnam Award
AIA San Mateo County Citation Award
IESNA Nor Cal Award of Merit
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Jonathan Hartman
San Jose Roosevelt Community Center
APWA Project of the Year
CPRS Award of Excellence
SJBT Green Project of the Year
SCVURPPP Site Design Award
Stormwater Solutions Top 7 0 Project
LEED Gold
Palo Alto Mitchell Park Center
CPRS Award of Excellence
ASCE-SF Community Improvement Project of the Year
ASHRAE Golden Gate Chapter - Second Place
SCVURPPP Site Design Award
LEED-NC Platinum
JONATHAN HARTMAN RA LEER - PRINCIPAL ARCHITECT
Jonathan Hartman leads Group 4's technical design and construction
administration team, helping clients and designers evaluate and
incorporate innovative and proven architectural strategies.
Jonathan's projects are characterized by excellent budget and
schedule performance, and he builds effective and collaborative
partnerships with consultant and construction teams. He has also
managed projects with innovative and complex sustainable design
elements, such as the multiple award -winning LEED-NC Platinum
Environmental Innovation Center in San Jose and the LEED-NC
Platinum Mitchell Park Community Center in Palo Alto.
EDUCATION AND REGISTRATION
Master of Architecture, UC Berkeley
Bachelor of Architecture, Cal Poly Pomona
Registered Architect, State of California, C30361
LEED Accredited Professional BD+c
REPRESENTATIVE PROJECTS
• Brookfield BLVD Recreation Center, Dublin
• West Sacramento Community + Arts Center
• Yorba Linda Library + Cultural Arts Center
■ Elk Grove Multigenerational Community Center
■ San Jose Roosevelt Community Center
• San Bruno Recreation + Aquatic Center
■ San Rafael Pickleweed Park Center Renovation/Expansion
• Contra Costa Water District Center Bldg. Modernization
• Palo Alto Mitchell Park Center
• Palo Alto Rinconada Library Renovation
• Palo Alto Downtown Library Renovation
• Burlingame Recreation Center
• Carlsbad Dove and Cole Library Renovations
■ Anaheim Euclid and Sunkist Library Renovations
■ San Jose Environmental Innovation Center
ANDREA GIFFORD RA LEED - DIRECTOR OF INTERIORS
Andrea Gifford has been instrumental in the transformation of
projects from architectural vision to finished buildings that align
with user and community goals. She has a keen understanding of
functional building use, fluid user circulation, and clear aesthetic
design solutions.
Andrea has developed unique and elegant designs for many award -
winning projects, including the West Sacramento Community Center
and Palo Alto Mitchell Park Center. Her administrative space planning
work has assisted such agencies as the County of Santa Clara and
City of Milpitas.
EDUCATION AND REGISTRATION
Bachelor of Science, Architectural Studies, University of Illinois,
Urbana -Champaign
Registered Architect, State of California, C32830
LEED Accredited Professional io+c
REPRESENTATIVE PROJECTS
• Brookfield BLVD Recreation Center, Dublin
• West Sacramento Community Center
• Milpitas City Hall Space Planning
• Palo Alto City Hall Interiors
• South San Francisco City Hall Annex
■ Santa Clara County 70 W. Hedding 7th & 9th Fir. Space Planning
• Santa Clara County Berger Campus Space Feasibility Study
• Santa Clara County Department of Revenue Programming
• Contra Costa Water District Center Bldg. Modernization
• Delta Diablo Water District Administrative Space Planning
• San Leandro Senior Community Center
• Elk Grove Multigenerational Community Center
• Yorba Linda Library + Community Arts Center
■ San Mateo Co. Library Administrative Office Interiors
• San Rafael Pickleweed Park Center Renovation/Expansion
• Palo Alto Mitchell Park Center
• Palo Alto Downtown Library Renovation
• Palo Alto Rinconada Library Renovation
• Carlsbad Cole + Dove Library Modernizations
• San Jose Roosevelt Community Center
• Belmont Community Center
• Millbrae Recreation Center
• Walnut Creek Library
• San Jose Environmental Innovation Center
Andrea Gifford
West Sacramento Community Center
CPRS Award of Excellence
APWA Sacramento Chapter Project of the Year
ed+c Excellence in Design Award
LEED-NC Gold
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Santa Clara County 70 West Hedding
9th Floor Counsel Office Space
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Econsultants
more value, less risk-
111 Pine Street
Suite 1315
San Francisco
CA, 94111
Phone: (415) 981 9430
Fax (415) 981 9434
www.tbdconsultants.com
Project Manager
holland c.tbdconsultants.com
BACKGROUND
Gary Holland is a Project Manager and Senior Cost Estimator of TBD Consultants working on all aspects
of Cost Planning focusing on Public, Healthcare and Institutional sectors. Prior to the formation of TBD, he
was an Associate Director and Senior Estimator at Davis Langdon.
Prior to TBD Consultants, Gary was the owner of GWH Construction Cost Consulting and have spent over
35 years working for a worldwide construction cost planning and management firm providing cost
management services to architects, design professionals, owners, institutions and government agencies
throughout the United States.
Gary has a proven track record for providing quality and accurate cost estimates.
EDUCATION
Architecture and Construction Management, West Valley College, Saratoga, California, 1982
CERTIFICATIONS / AFFILIATIONS
Certified Professional Estimator (CPE) with the American Society of Professional Estimators (ASPE)
Member of the American Institute of Architects (AIA)
Over 35 years of industry experience
REFERENCES
Jason Hull Anderson Brule Architects 408 298 1885
Dawn Merkes Group 4 Architecture, Research + Planning, Inc. 650 871 0709
Brian Wright TLCD Architecture 707 525 5600
RELVANT EXPERIENCE
Elk Grove Community Senior Center, Elk Grove, California
City of San Jose, Seven Trees Library & Community Center, San Jose, California
City of San Jose, Bascom Library & Community Center, San Jose, California
City of Palo Alto, Mitchell Park Library & Community Center, Palo Alto, California
City of San Jose, Almaden Library & Community Center, San Jose, California
City of San Jose, Roosevelt Community Center, San Jose, California
West Sacramento Community Center, West Sacramento, California
North Natomas Community and Aquatic Center, Natomas, California
UC Davis — Activities and Recreation Center (ARC), Davis, California
San Jose State University, Spartan Complex Renovation, San Jose, California
UC Davis — Student Community Center, Davis, California
Project 1\J?anagemen-r 'Construction, Cost Ma, agement
San Francisco • Los Angeles • Sacramento • Los Altos • San Diego • Dublin (Ireland)
AF'cA.S ;JF EXPEIFTI'7E
• Construction Review
• Construction Documents
• CAD Design
• Bay -Friendly Landscapes
• Technical Review
• LEED Certification
• Green/Sustainable Design
• Green Roof Design
• Playground Structures
• Playground Safety
• ADA Requirements
• Roofdeck Design
• Synthetic Turf / Sports Fields
PEuISTP,ATIi; NS
Landscape Architect, #4721,
California 2002
Expiration: September 2021
?F'OFcSSI0NAL EXP!=1=vE NJ
Gates & Associates, 1998 — Present
LARE Grading Instructor,
ASLA, 2002
Sustainable Communities
Consortium, 1997-1998
_- ID'.J -A 10 N
B.S. in Landscape Architecture,
U.C. Davis, 1998
California Parks and Recreation
Society
CHARLES GAR ELLA
PRINCIPAL-!N-CHARGE
IARI..ES GARDELLA has worked on a wide range of public and
private projects with a focus on construction documentation and
administration. His technical expertise makes him an exceptional
Project Manager. Chuck is well versed in the design of LEED, CHPS
and Bay -Friendly projects. He is a Bay -Friendly Qualified Landscape
Professional and an Accredited Green Roof Professional and therefore
has extensive sustainable design expertise. As an active youth sports
parent, ASLA and CPRS member, Charles lives the Gates' slogan, "get
people outside" by his extensive use of parks across the western
United States.
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LOCAL EXPERIENCE
• CLPCCD District Office
• Dougherty Road Improvements
• Dublin Boulevard
• Dublin Civic Center
• Emerald Glen Park
• Hacienda Crossings
• Imagination All -Abilities Playground
• Murray Elementary School
• St. Raymond's School
CIVIC/ COMMUNITY CENTERS
• Alamaden Library and Community Center, San Jose, CA
• Berryessa Library, San Jose, CA
• Castro Valley High School Performing Arts Center, Castro Valley, CA
• Castro Valley Library, Castro Valley, CA
• Colma Police Facility, Colma, CA
• Fairfield Library, Fairfield, CA
• Foster City Civic Center Master Plan, Foster City, CA
• Green Valley Pond, Fairfield, CA
• Hill Recreation Area, Novato, CA
• Roosevelt Community Center, San Jose, CA
• Northside Library, Santa Clara, CA
• Oakley Recreation Center, Oakley, CA
• Santa Rosa City Hall Demonstration Garden, Santa Rosa, CA
• West Sacramento Community Center, West Sacramento, CA
ADDITIONAL PROJECT EXPERIENCE
• Parks and Open Space Master Plan, Daly City,
• San Leandro Senior Center, San Leandro, CA
• Twin Pines Park Master Plan, Belmont, CA
• Westborough Park, South San Francisco, CA
PROFESSIONAL CONSULTANT SERVICES STATEMENT OF QUALIFICATIONS GATES
+ASSOCIATES
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EDUCATION
Bachelor of Science, Mechanical
Engineering Technology, 2002,
California Polytechnic State
University, San Luis Obispo
Mr. Stillman has served as Mechanical
Engineer and Project Manager sincejoining
the Capital team in 2002. His responsibilities
include day-to-day project management for
the mechanical engineering design team,
design concept development, engineering
and documentation management and
general project administration. Kevin has
been a licensed Professional Engineer in the
State of California since 2006.
Sacramento Convention Center (Theatre)
PROFESSIONAL REGISTRATION Sacramento
Professional Engineer, Registration
#M33498, California
LEED Accredited Professional SUMMARY OF RELEVANT PROJECTS
Efigmaniffimp
American Society of Heating,
Refrigerating and Air -
Conditioning Engineers
U.S. Green Building Council
CAPITAL
ENGINEERING CONSULTANTS, INC.
» Power -House Science Center Museum,
Sacramento
» California State Capitol, Sacramento
» Cathedral of the Blessed Sacrament,
Sacramento
» Fausel Professional Building, Placerville
» Sacramento City Hall, Sacramento
» Sacramento Memorial Auditorium,
Sacramento
» SMUD Headquarters Rehabilitation,
Sacramento
» Wilson McConnel House, Columbia State
Park
» American River College Performing Arts
Building, Los Rios Community College
District
» Antelope High School Performing Arts
Building, Roseville Joint Union High
School District
» Cosumnes River College Performing Arts
Building, Los Rios Community College
District
» Roseville High School Performing Arts
Building, Roseville Union High School
District
» Sacramento Convention Center Theatre,
Sacramento
» University of the Pacific Conservatory of
Music Programming, Stockton
» Folsom Public Library, Folsom
» California Highway Patrol Field Office,
Stockton
» California Highway Patrol Field Office,
Stockton
» City of Sacramento 911 Call Center,
Sacramento
» East Valley Water District Sterling Natural
Resources Center & Operations Center,
San Bernardino
» El Dorado County Public Safety Facility,
Diamond Springs
» Jackson Rancheria Public Safety Building,
Jackson
» Placer County Assessor Finance
Administration Building, Auburn
» Placer County Community Development
Resource Agency, Auburn
» Sacramento County Office Building and
Corporation Yard, Sacramento
» Sacramento Regional County Sanitation
District, Sacramento
» Santa Clara County Office of Education,
San Jose
» Turlock Irrigation District Operations
Center, Turlock
at4inm
ENGINEERING
J. DAVID MAINO
P.E. (CA Lic. El9203), LEED AP
Principal, Electrical Engineer
EDUCATION
The Pennsylvania State University
Bachelor of Architectural Engineering
Master of Architectural Engineering
EXPERIENCE
Atium Engineering (2017 - current)
Owner, Electrical Engineer
Integral Group (2006 - 2017)
Principal, Electrical Engineer
CIVIC
• Atherton Civic Center - Atherton, CA
- New police station, library, city hall
• Portola Valley Town Center - Portola
Valley, CA
- New library and town hall
• Rosegarden Library - San Jose, CA
- New library
• East Carnegie Library - San Jose, CA
- New library expansion and historic library
renovation
• Santa Clara County Open Space Authority
- San Jose, CA
- Office renovation
• Mulford Marina Library
- New library facility pursuing LEED v4.1
3533 York Ln
San Ramon, CA 94582
913.961.1658
maino@atiumeng.com
www.atiumeng.com
DESIGN HILOSOPHY
During his career, Dave has built upon the
collaborative approach encouraged as part
of his Architectural Engineering curriculum
to focus on a whole -building approach to
design. Careful collaboration between
disciplines is at the core of his design
philosophy. This collaborative approach
has led to successes in a wide variety of
commercial, public works, educational,
residential, and civic projects.
Dave focuses on highly efficient electrical,
lighting, and low voltage systems that are
convenient and easy for owners, building
occupants, and maintenance staff to use
and interact with. Of critical importance is
that the building be usable and flexible for
the occupants to allow them the ability to
work and enjoy the space without
interruption, and as such Dave focuses on
understanding the needs of the space, the
owner, and the end users.
EXPERTISE
Lighting Design
Electrical Power Distribution
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Fire Alarm Design
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Security Systems
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• McClellan Ranch Nature Preserve -
+
Cupertino, CA
- Historic blacksmith renovation, new
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• NatureBridge National Environmental
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Science Center -Yosemite, CA
- New landscape lighting, cabins, facilities
buildings, dining hall
• California Shakespeare Theater - Orinda,
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- Theater renovation, new landscape
lighting, ticket booth, dressing rooms,
store, and cafe
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• Presidio - San Francisco, CA
- Seed Lab and Greenhouse
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Structural Engineer
CA S4401
Civil Engineer
CA C53556
WA 33097
« * IL
MS in Structural Engineering
University of Arizona, Tucson
M. Tech. in Structural Engineering,
Mysore University, India
BE in Civil Engineering,
Bangalore University, India
Professional Affiliations
American Society of Civil
Engineers
Structural Engineers Association
of Northern California
Earthquake Engineering Research
Institute
American Institute of Steel
Construction
Author of Seismic Design
Guides and published papers
and presentation on seismic
design
Badri K. Prasad, SE
Principal
Badri has over 30 years of experience leading design
teams for the structural engineering of major new
buildings, including healthcare facilities, courts, airports,
schools, and seismic retrofits. His areas of expertise
include the structural design of complex buildings of all
types and materials, seismic rehabilitation of existing
buildings, non -linear static push -over analyses, design
execution, and project management. Mr. Prasad's
selected project experience is highlighted below:
Brookfield Boulevard Recreation Center, Dublin,
CA: Design of a new 10,000 square feet 2-story
recreation center consisting of club house,
gymnasium and office/cafe buildings. Steel braced
frame system was used for the office/caf6 building
with Buckling Restrained Braces (BRBs). Other two
buildings were wood framed buildings.
Murphy Park Recreation Center, Sunnyvale, CA:
Renovation of existing one story 10,000 sq. ft. wood
framed building with a high bay in the center. Work
involved seismic evaluation per ASCE 31-03 and
voluntary upgrade to mitigate the deficiencies
associated with clerestory windows. New steel rod
braces were added along with new wood shear walls
to improve the lateral load resistance of the building.
San Mateo County Transit District, SamTrans
Office Building Seismic Evaluation, San Carlos,
CA: Work involved seismic evaluation using ASCE
41-13 for a 4-story 100,000 sq. ft. steel moment
frame building with one-story concrete parking level
below grade. Tier 1 and Tier 2 evaluation was
performed to determine the seismic deficiencies.
Conceptual level retrofit drawings were prepared
along with a brief report.
Cole & Dove Library, Carlsbad, CA: Renovation of
existing 2-story library building that consists of
exterior CMU shear walls with interior steel framing to
support gravity loads. Work involved seismic
evaluation per ASCE 41-13 and voluntary upgrade
and strengthening due to new openings in existing
shear walls. Work also involved addition of new
stand-alone exterior 2-story steel elevator and design
of new steel atrium structure.
South San Francisco Grand Avenue Library, San
Francisco, CA: Renovation of existing library
building to accommodate programming changes
associated with library renovation. Work involved new
outdoor recreation area, design of new entrance
canopy, design of new retaining walls as well as
seismic strengthening.
■ Marin Library, Fairfax, CA: Renovation of portion of
the existing single story, wood framed library building
to accommodate programming changes as part of
library renovation.
EDUCATION
B.S., Civil Engineering,
Santa Clara University
REGISIRATIO N
Professional Civil
Engineer, CA No S9903
AF 11_!,I DNS
LEED Accredited
Professional, US Green
Building Council
American Society of Civil
Engineers
K-)C AI_ YEARS
E.XPE!�IE_NCCE
23 years, 22 years with
firm
ERIC , IRO 1 , I I. (,I } ,'` I
Eric Girod's management approach is grounded on clear communication and
hands on design involvement. He strives to gain a thorough understanding
of a project's needs and goals from the onset, which frames the process for
delivering projects. Combining these objectives with the specific project
issues, constraints, and opportunities, Eric forms a work plan to guide the
design effort. He coordinates this work plan with other consultants, agencies,
and special interests to provide a systematic design solution. With a critical
eye on scope, schedule, and budget, Eric manages his projects to meet his
clients' desires and expectations.
Eric's experience is varied from single family custom home projects to master
planned mixed -used redevelopment projects. By emphasizing in urban in -fill,
transit oriented development, and redevelopment projects, Eric promotes
sustainable design.
,LET P 2U I `=',T E.X Pr_'?`'
Serra Center Redevelopment
Milpitas
South First Street Redevelopment
San Jose
Tanforan Redevelopment
South San Francisco
Pleasanton BART Redevelopment
Pleasanton
Curran Theater Electrical Upgrade
San Francisco
Redwood City Branch Library
Redwood City
Castlewood Country Club - Bocce
Pleasanton
Creekside Clubhouse, Rossmoor
Walnut Creek
Moraga Country Club
Moraga
CC Walden Green - Phase H
Pleasant Hill
Half Moon Bay Golf Club
Half Moon Bay
Livermore Valley Tennis Club
Livermore
Mission Bay Block P23 and P24 CD's
San Francisco
Mission Bay Pump Station # 5
San Francisco
Old Course Club House Survey
Redwood City
Tom Bates Regional Sports Center
Phase U
Berkeley
St. Patrick Way Mapping
Dublin
Dublin Public Safety NFL Building
Dublin
Dublin Maintenance Facilities
Dublin
Dublin Essex Development CD's
Dublin
Dublin Station Apartments
Dublin
Golden Gate Drive Streetscape
Dublin
Carr America Corporate Campus
Hacienda Business Park
Pleasanton
Midpoint Tech. Park/North Campus
Redwood City
Mission Bay Block P22
San Francisco
167 Powell Street
San Francisco
3595 Utah Street
Pleasanton
Mission Bay
San Francisco
Symphony Towers
San Francisco
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WEST SACRAMENTO COMMUNITY + ARTS CENTER
CPRS Award of Excellence
APWA Sacramento Chapter Project of the Year
ed+c Excellence in Design Award — Honorable Mention
LEED-NC Gold
Group 4 provided full planning and architectural services for a new
22,000 SF community center in West Sacramento's civic center.
Originally scoped as a senior center, the project evolved into a
cultural arts community center after a citywide recreation services
needs assessment by Group 4 revealed a strong demand for
multigenerational programs focused on the cultural arts.
The center's two entrances face the civic plaza and a commercial
corridor, helping it achieve prominent visibility and accessibility
within the West Sacramento community, as well as local acclaim as
an event venue.
The program for the center includes a black box theater, storefront
art gallery, crafts spaces, dance studios, multipurpose room, cafe,
senior lounge, and early childhood recreation classrooms.
Responding to the combination of a years -long effort to expand
library services and uncovered need for an arts and community
center, the City of Yorba Linda commissioned Group 4 to develop a
joint use project creating a "civic heartbeat" adjacent to a new Town
Center shopping district.
The 4.7 acre campus positions a two story, 46,000 SF library and a
14,000 SF arts center to share a pedestrian paseo. The arts center
will include gallery space, dance studios, a black box theater, and
an outdoor amphitheater. The library will provide a full range of
community spaces and activities, including reading areas and a range
of collaborative spaces capable of supporting programs and groups
large and small. The campus connects visitors to the various public
amenities, gardens, art, and other features on site, and to the Town
Center across the street.
This new civic campus will celebrate its place in the community
through materials creating an inviting and nurturing place to
explore and thrive through warm colors and textures, and holistic,
sustainable, human -scaled design. The architectural language was
carefully selected to speak with the Town Center while asserting a
distinguished civic presence. Part of the parking lot can be closed
to increase the effective size of the paseo for special events and
farmers' markets.
The project is currently in construction.
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SA T.A CLARA COUNTY Obi -CALL SEMCES
Group 4 has performed services for the County of Santa Clara on an
on -call basis since 2013. Projects have included:
• 70 West Hedding 7th 9th and 10th Floor Redesigns. The
County commissioned Group 4 to redesign the 71h floor of the
East Wing of the County Government Center, serving multiple
County departments. Group 4's office space designs improved
functionality and customer service, internal and external
collaboration, maximized space efficiency, and promoted
comfort, safety, wellness, and productivity. Group 4 also provided
space planning, interior and casework design, furniture selection,
and limited construction administration services. The County
later asked for similar services for the building's 91h, and now 101h,
floors.
• Berger Campus Space and Site Feasibility Study. 270,000
SF between two buildings of the County's 1970s Berger
administrative campus were studied to maximize space efficiency,
organizational flexibility, and customer service, and meet current
ADA, Title 24, and workplace standards. Space and site needs
assessment led to a refinement of conceptual design options
and development of a space plan and project budget.
• DOR Space Study. A study of the consolidation of Department
of Revenue spaces as part of the adaptive reuse of a 23,000 SF
1977 Credit Union building. Work included facility assessment,
Department needs confirmation through staff surveying, program
confirmation, conceptual design, and code and parking studies.
AIASF Merit Award
Project of the Year, APWA Silicon Valley
Institutional Restoration & Remodel Award, PAST Heritage
CPF Preservation Design Award Winner
LEED-NC Silver
The renovation/expansion of Palo Alto's Rinconada Library preserves
and restores the character, materials, and vision of the original
building, designed by renowned modernist architect Edward Durell
Stone, while simultaneously updating spaces, systems, and furniture
to support modern library service. The expansion includes a new
entry, conference room, community program room, and group study
rooms that respond to and remix the existing architectural vocabulary.
Group 4 performed services beginning with the citywide library
system master plan. Work on the library included careful study,
documentation, and renovation of existing structure, mechanical,
electrical, and interiorfinishes, design and construction of the addition,
address of deferred maintenance items, and site improvements.
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CIVIC CENTER SOUTH MASTER PLAN
In 2015, the City of Elk Grove commissioned Group 4 to lead the
development of a re -envisioned Civic Center Master Plan for 56 acres
of undeveloped land west the intersection of Big Horn Boulevard and
Civic Center Drive. Building upon years of previous work, including
City Council review, community input, and identified facility needs,
Group 4 established a conceptual Civic Center campus for the
southern portion of the site.
Campus facilities include a new community/senior center, a new
library and cultural arts center, and an aquatics center. The facilities
are connected by an outdoor Commons weaving between new
buildings, existing trees, and outdoor activity spaces. The facilities
are clustered along Civic Center Drive to allow much of the site to
remain open parkland. Phase 1 construction commenced in 2017 and
will reach substantial completion in 2019.
MULTIGENERATIONAL COMMUNITY CENTER
Among these initial projects, a new 32,000 SF Elk Grove
Multigenerational Community Center grew out of extensive
community needs assessment conducted by Group 4 as part of
the Civic Center Master Plan. Identified needs included dedicated
programming for seniors, all -ages community activities, veterans
hall, and accommodation of large revenue -generating events.
Through an iterative design process with community, stakeholders,
and various City departments, Group 4 developed a program able
to meet various user group needs within a single building, while
simultaneously integrating the building within the Civic Center plan.
The Community Center will have a prominent presence both along
Civic Center Drive and activated connections to the Civic Center
pedestrian promenade. The design includes a 500 person ballroom
liaising to a patio and park space. A caf6 will be adjoined by covered
outdoor seating along the promenade.
The Center is designed to be Zero Net Energy. It broke ground in
March 2018, with completion anticipated for fall 2019.
LIBRARY + CULTURAL ARTS CENTER FEASIBILITY STUDY
In 2017, the City asked Group 4 to conduct a feasibility study for a
joint public library and cultural/performing arts center, envisioned as
the prominent facility of the city's new Civic Center campus.
Group 4 worked with a market analysis subconsultant to compile
stakeholder feedback engaging a focus group of City leadership,
community leaders, and the Arts Commission, in addition to an online
community survey and segmented market research. Environmental
conditions and comparative venues were also analyzed. The results
confirmed feasibility and demand for community arts programming
at a dedicated venue, and determined the ideal size and composition
of the performing arts facility, and project operational and financial
implications. Group 4 developed facility concepts and visioning to
position the project for next steps.
PROPOSED PROJECT WORK PLAIN
Our proposed work plan for the Dublin Cultural Arts Center is summarized in the following
narrative and in the graphic schedule located elsewhere in this proposal. We have not yet
had the opportunity to review our proposed approach with the City staff, and look forward to
working with you to tailor this to meet the City's scope, budget, and timeline needs.
PHASE 1: ANALYSIS + CONCEPTUAL DESIGN + SCHEMATIC DESIGN
(4 MONTHS)
TASK ]A: ANALYSIS (CONCURRENT WITH TASK 113)
We will establish project controls including a detailed work plan, a participation plan, and
project schedule. The project controls will be updated and used throughout the project.
The critical first step of the design process will be to confirm the alignment of the project
scope, program, and budget with staff, stakeholder, and community leadership's expectations.
Developing a clear definition of project parameters will be an important step in defining the
scope and budget for an adaptive reuse project. We will conduct an analysis of the existing
building to identify opportunities and constraints of current building systems and confirm the
findings of the feasibility study. We will tour the facility with our engineer consultants and City
facility maintenance staff, as well as review available drawing and documents. We will prepare
base drawings for the building and site. Meetings and Deliverables for this task are in included
in the summary for Task 1 B.
TASK 1 B: CONCEPTUAL DESIGN (2 MONTHS)
Based on the program and analysis developed in the Dublin Cultural Arts Center Feasibility
Study we will develop two conceptual design options for the proposed adaptive reuse project.
We will work closely with the PMT and City staff to review and refine the options for presentation
and discussion with the Heritage and Cultural Arts Commission and the Parks and Community
Services Commission. In addition to the space plan options we also will develop interior design
value options for the commissions and staff to weigh in on. We will prepare a project budget
and construction cost model for the options and conduct our first IDW confirm project scope,
system options and project sustainability goals. We will conduct technical meetings with
City's Community Development Department to review design options and to coordinate code
requirements. We will work with the PMT and City staff to analyze and evaluate the conceptual
options, taking into account feedback gathered from the meetings and presentations, to
select the preferred conceptual option. We will prepare the final preferred conceptual design
option for new Cultural Arts Center and make presentations to both commissions and the City
Council.
Summary of Task IA+B Meetings + Presentations
• Kickoff meeting
• Four (4) PMT meetings
• One (1) technical meeting with Community Development Department
• One (1) Integrated Design Workshop
• Two (2) Heritage and Cultural Art Commission meetings
• Two (2) Parks and Community Services Commission meetings
• City Council presentation
Summary of Task IA+B Deliverables
• Facility assessment report
• Two conceptual design options
• Conceptual project budget
• Final conceptual design package
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TASK 1 C: SCHEMATIC DESIGN (2 MONTHS)
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We will refine conceptual design based on the City's input. We will prepare narratives
describing the building and options for major systems to form the basis for an estimate of
probable construction cost. We will conduct the second Integrated Design Workshop (IDW)
to review options for each of the building's architectural components and discuss durability,
maintainability, and cost. The schematic design, including interior vignettes and furniture
plans with material, finishes and color options, will be presented to the Heritage and Cultural
Arts Commission and the Parks and Community Services Commission.
We will work with the PMT and City Staff to confirm and finalize the City spaces including
the Park and Community Services offices, the EOC, the staff gym and the Data Center. We
will conduct technical meetings with the City's Building Department to confirm our code
analysis relative to the proposed scope of work, and with the Planning Department to confirm
requirements for development and design.
At the end of this phase, we will present the schematic design and project budget to the
Heritage and Cultural Arts Commission, the Parks and Community Services Commission and
the City Council
Summary of Task 1 C Meetings + Presentations
• Four (4) PMT meetings
• One (1) technical meeting with Community Development Department
• One (1) Integrated Design Workshop
• One (1) Heritage and Cultural Art Commission meeting
■ One (1) Parks and Community Services Commission meeting
• City Council presentation
Summary of Task 1 C Deliverables
• Schematic design project budget
• Final schematic design package
PHASE 2;
60 % CONSTRUCTION DOCUMENTS +
90% CONSTRUCTION DOCUMENTS + PLAN CHECK +
BID & AWARD + CONSTRUCTION ADMINISTRATION
(1 8 MONTHS)
TASK 2A 60% CONSTRUCTION DOCUMENTS (3 MONTHS)
We will develop the 60% Construction Documents that will include plans, elevations, building
sections, renderings, and other documents that will describe the character and scale of the
project components. We will:
• Prepare 60% Construction Document drawings to describe building systems design
and coordination for landscape and civil disciplines, structural, mechanical, plumbing,
and electrical disciplines, and fire alarm/fire protection and telecommunications/data
disciplines.
• Update the estimate of probable construction cost to reflect decisions made in this phase.
• Conduct a third Integrated Design Workshop (IDW), where we will confirm selection
of major building systems, cost analysis, maintenance requirements, and functional
performance.
• Review the updated LEED matrix to track sustainable design goals and explore additional
cost-effective strategies.
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TASK 26: 90% CONSTRUCTION DOCUMENTS AND PLAN CHECK (3 MONTHS)
In these phases the building systems and design concepts will be developed with details and
calculations. All building systems, including structural, mechanical, electrical, lighting design,
interior design concepts, and finishes will be documented. We will conduct PMT meetings
throughout this phase to ensure continued project team involvement in design decisions as
the project is developed. Updated design, budget, and schedule information will be presented
that reflects the most current project information. All deliverables will be consistent with City
standards.
We will assist in the preparation of the permit application and revisethe construction documents
to reflect City plan check review comments. We will prepare the bid set and final estimate of
probable construction cost. We will present the project to City Council.
Summary of Task 2 Meetings + Presentations
• Up to six (6) PMT meetings
• Up to two (2) technical meetings
• One (1) Integrated Design Workshop
• One (1) City Council meeting
Summary of Task 2 Deliverables
• 60% Construction Documents (plans, interior elevations, sections, and outline
specifications for Architectural, Landscape, Civil, Structural, Mechanical, Electrical,
Plumbing, Fire Alarm/Fire Protection, Telecommunications/Data)
• 90% Construction Documents (Plan Check) package
• 100% Construction Documents (Back Check) package
• Updated estimate of probable construction costs
• Presentation graphics
• Meeting agendas, exhibits, and minutes
TASK 3: BID + AWARD (2 MONTHS)
We will assist the City in advertising the project, responding to contractors' questions,
preparing project addenda, evaluating bids, notifying the successful bidder, and collecting
and reviewing bonds, insurance certificates, and construction schedules.
Summary of Task 3 Meetings + Presentations
• Prebid meeting
• City Council meeting —Award of Contract
Summary of Task 3 Deliverables
• Project addenda as needed
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TASK 4: CONSTRUCTION (12 MONTHS)
We will prepare for and conduct the preconstruction conference; help the City monitor and
document the project's progress for quality, cost, and liability control; and inform the City
about project progress. We will respond to RFIs, review product submittals and shop drawings,
analyze and assist in negotiation of change orders as needed, review pay requests, review the
punch list, prepare final inspection reports, and attend regular construction meetings. Group 4
will complete applicable certificates, review the contractor's record drawings, and collect and
coordinate all written warranties and maintenance manuals required of the contractor.
Project closeout tasks include finalizing all building commissioning tasks, warranties and
operating manuals and completion of as -built drawings.
During this phase we will also engage the City staff user group to confirm furniture needs and
assist with procurement and installation, as needed — see Optional Services below.
Summary of Task 4 Meetings + Presentations
• Preconstruction meeting
• Monthly construction site visits
Summary of Task 4 Deliverables
• Responses to RFls and Substitution Requests; ASIs, RFls, submittals, etc.
• As -built documents
OPTIONAL ADD ITIO NAL SERVICES
As an optional service, Group 4 is proposing FF&E selection and procurement. Group 4's
design versatility spans from the overall architectural concept to the details of each piece of
furniture and custom casework. At the City's discretion, we will complete the following optional
service that will help shape a cohesive and clear experience and aesthetic to the new facility:
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Furniture design and selection: Group 4 will facilitate a series of workshops with the PMT
and Stakeholders to set the furniture budget, develop furniture concepts, review and
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Ugoals. Group 4 will work interactively with staff to translate program items (seating types,
V' etc.) into specific furniture items and designs.
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0 Programs, lists, plans, and specifications for FF&E, signage, and custom casework
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N A graphic schedule showing key tasks and milestones from our proposed approach appears
A on the following page. The schedule is based on our understanding of the City's scope and
O our experience with other similar projects. We look forward to the opportunity to refine the
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a schedule to meet the City's needs.
D EEE PROPOSAL
A proposed schedule of fees and project expenses associated with our proposed work plan
and schedule are included as a separately sealed component of this Proposal package.
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ONSULTANT FEE PROPOSAL
Group 4 is pleased to include this fee proposal for the Dublin Cultural Arts Center project,
submitted September 30, 2019. Proposed fees are broken down by the two phases described
in the Request for Proposals, and are based on a $6.0 million construction cost. We have not
yet had the opportunity to review our proposed scope and fees with the City, and we look
forward to the opportunity to work with you to refine them to fit your needs and budget.
FEES FOR PHASE 1 BASIC SERVICES (includes Group 4 and cost consultants)
Phase 1: Analysis, Conceptual Design, Schematic Design $241,175
SUBTOTAL
Reimbursable Allowance
TOTAL PHASE 1 NOT -TO -EXCEED
$241,175
$261,775
FEES FOR PHASE 2 BASIC SERVICES (includes Group 4 and cost consultants)
Phase 2: Construction Documents, Bid & Award, Construction Admin. $555,291
SUBTOTAL
Reimbursable Allowance
$555,291
$49, 500
TOTAL PHASE 1 NOT -TO -EXCEED $604,791