HomeMy WebLinkAbout7.2 - SCS Property Community OutreachSTAFF REPORT
CITY COUNCIL
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Agenda Item 7.2
DATE:March 2, 2021
TO:Honorable Mayor and City Councilmembers
FROM:Linda Smith, City Manager
SUBJECT:SCS Property Community Outreach
Prepared by: Amy Million, Principal Planner
EXECUTIVE SUMMARY:
The City Council will receive a report on a City-led community outreach process for the SCS
Property (the undeveloped property between Tassajara Road and Brannigan Street from just
northside of Gleason Drive to I-580), provide input on the guiding principles for the process, and
consider approval of an agreement with ELS Architecture & Urban Design to assist with the
community outreach.
STAFF RECOMMENDATION:
Review the proposed City-led community outreach process, provide input on the guiding
principles for the process and adopt the Resolution Approving a Consulting Services Agreement
Between the City of Dublin and ELS Architecture & Urban Design for the SCS Property Community
Outreach.
FINANCIAL IMPACT:
All costs associated with the community outreach process will be paid by the property owner. The
total cost, including the consulting services and the Urban Land Institute Technical Advisory
Panel, will not exceed $464,450. While the City’s Master Fee Schedule includes a 30 percent
overhead charge on consulting services, the City Manager recommends not charging the overhead
rate for the proposed consultant services. Community outreach for the SCS Property is different
than a typical development project in that it has been directed by the City Council and will be led
by Staff but will not result in any approval for development.
DESCRIPTION:
Background
The subject 76.9-gross-acre property is located north of I-580 between Tassajara Road and
Brannigan Street and extends to the north of Gleason Drive (Figure 1).
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Figure 1. Location Map
In October 2017, the City Council initiated a General Plan and Eastern Dublin Specific Plan
Amendment Study to evaluate changing the land use designations of the project site. The
property’s existing General Plan and Eastern Dublin Specific Plan land use designations are shown
in Figure 2 below.
Figure 2. Existing Land Use Designations
The applicant’s original proposal for the At Dublin project consisted of five land use designations
supporting up to 665 residential units, up to 400,500 square feet of commercial development,and
a 2.23-acre public park. The proposed land use designations and site plan are provided in Figures
3 and 4, respectively.
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Figure 3. Proposed At Dublin Land Use Designations (2018)
Figure 4. Proposed At Dublin Site Plan (2018)
On October 30, 2018, the Planning Commission adopted Resolution No. 18-24, recommending that
the City Council deny the General Plan and Eastern Dublin Specific Plan Amendments and the
entirety of the At Dublin project. The Planning Commission recommended denial on the basis that
the proposed project was not in the public’s best interest, and it was inconsistent with the
longstanding vision for these parcels which is for less housing and more office/commercial with a
town center feel and walkable environment.
In October 2019, the applicant submitted a revised project consisting of up to 566 residential units
composed of apartments, detached small-lot single family homes and 55-and-older age-restricted
single-family homes, and up to 240,000 square feet of retail commercial development. The revised
proposed land use designations and site plan are provided in Figures 5 and 6, respectively.
Figure 5. Proposed At Dublin Revised Land Use Designations (2019)
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Figure 6. Proposed At Dublin Revised Site Plan (2019)
On February 25, 2020, the Planning Commission recommended that the City Council deny the At
Dublin project again (Resolution 20-05). The Commission commented that the proposed project
was an improvement to the previous project presented in 2018, including the addition of the age-
qualified housing. However, they expressed concerns regarding traffic, the little amount of
commercial and retail, the parking layout, the new signalized intersection, and the project’s lack of
contribution to the Tassajara “gateway.”
On August 18, 2020, the City Council,by motion,denied the At Dublin project without prejudice
and directed Staff to leave the General Plan Amendment Study open and work with the property
owner to conduct a community outreach process to gather input on the future use and
development of the property.
Community Outreach Guiding Principles
Staff and the property owner are seeking City Council’s concurrence on principles that will guide
the public outreach process and create a foundation for a preferred plan. Below are the proposed
guiding principles.
1.The goal of the outreach process is to gain consensus on preferred land use and future
development of the property.
2.The outreach process will include a variety of interested parties including the property
owner, adjacent property owners (i.e., Grafton, Lowe’s),adjacent homeowner’s
associations and the Dublin Chamber of Commerce.
3.The preferred plan will create the framework for a mixed-use private project including
limited public amenities.
4.The preferred plan will establish minimum residential densities.
5.The preferred plan will meet the goals of the property owner to create a financially and
economically feasible project in the current market and long-term sustainability for the
City.
Community Outreach Program Overview
In response to the City Council’s direction, Staff is proposing a two-prong approach to gain
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consensus on acceptable land uses and future development of the property. The proposed
approach includes utilizing an Urban Land Institute Technical Advisory Panel (ULI TAP) to create
a foundation for future discussion and a consultant team to assist in engaging the community.
Details on these two efforts is provided below.
Urban Land Institute Technical Advisory Panel
The ULI TAP program provides expert, multidisciplinary advice to local governments on complex
land use issues ranging from site-specific projects to public policy questions. It is envisioned that
the ULI TAP will provide input and recommendations on land uses that optimize the synergy
between land use, economic development, and community compatibility for the SCS property.
The ULI TAP is tentatively scheduled for June 2021. The cost for the ULI TAP is $25,000, which is
within the City Manager’s signature authority and is therefore not included in the attached
Resolution approving consulting services.
Consultant Team
On September 2, 2020, the City released a Request for Proposals (RFP) seeking the services of
qualified consultants with expertise in land use planning and community engagement to assist
with a public outreach process. The selected consultant team would build off the ULI TAP work
product as part of its planning and outreach program.
Three proposals were received in response to the RFP. After reviewing the proposals and
considering the qualifications of each consultant team, Staff recommends that the City utilize ELS
Architecture & Urban Design for this work. The consultant team will work with the community,
property owner, City Staff and other stakeholders to identify viable land uses and development
options for the property. The work will be driven by the guiding principles (above) and consider
feedback from the community, Staff, and City Council, financial and economic feasibility, and goals
of the property owner. The recommended multidisciplinary consultant team is composed of:
ELS Architecture & Urban Design – Project management and urban design
Urban Field Studio – Community engagement
Retail Real Estate Resources - Commercial real estate strategy
Bernese Lane Partners - Residential development
Keyser Marston Associates - Financial feasibility
Kimley-Horn – Traffic and related opportunities and constraints
Considering the protocols necessary to adhere to health guidelines surrounding COVID-19, the
community outreach program will be focused on online engagement activities and will include a
website that will be a clearinghouse for all project-related information. In coordination with the
consultant team, Staff is proposing the following community outreach activities over the course of
the coming year.
Community Outreach Activities
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Task A: Background Research – The consultant team will identify physical, political, and
financial opportunities and constraints, working with key stakeholders, and will begin
building a relationship with the community through a Community Advisory Committee
(CAC). As part of this task, the consultant team will review relevant planning documents
and site history, conduct urban design site analysis, evaluate geographic infrastructure
constraints and opportunities, and complete a market analysis.
Task B: Public Facing Engagement – The consultant team will create a website and
survey to begin to build a relationship with the broader community and explore
development of the site. This task will establish project goals, explore a potential range of
development, and provide insight into the City’s Regional Housing Needs Allocation
(RHNA) obligations.
Task C: Land Use Framework – The consultant team will develop and share three broad
planning concepts, which will consist of different approaches to land planning for the
property and the general organization of parcels, streets, and public spaces. As part of this
task, the consultant team will explore other development case studies, and prepare an
economic viability memo and an educational video. The “Consensus Through Education”
video will be used to summarize the process and provide an overview of Tasks A-C and
create a foundation for the preferred plan (Task D).
Task D: Preferred Plan – The consultant team will focus on presenting and receiving
input on the preferred plan. Presentation of the preferred plan will include a summary of
findings from community outreach, feedback on the initial three land plans, and an
architectural workshop. The economic viability memo will also be updated to reflect the
preferred plan and input received.
Task E: General Plan Amendment Study Recommendation – The consultant team will
prepare a recommendation memo to support a General Plan Amendment, if needed.
Based on feedback from the community, property owner, City Staff, and the City Council, the
consultant team will prepare a site master plan. The plan will be developed with the following
details:
Land use plan including the organization of parcels, streets, and public spaces.
Architectural prototypes for development capacities, including residential and commercial
uses.
Overall building massing, including scale of buildings, public streets, parks, and plazas; four
focused renderings will convey character.
Connectivity within the site and to the surrounding neighborhood context.
Phasing plan for the commercial district illustrating near- and long-term build-out.
Conceptual plans for up to two feature public spaces (one residential oriented, one
commercial oriented).
Table 1 below provides a tentative schedule for the community outreach activities described
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above.
Table 1. Tentative Schedule
Task A
Background
Research
Task B
Public Facing
Engagement
Task C
Land Use
Framework
Task D
Preferred Plan
Task E
GPA Study
Recommendation
April 2021 August 2021 October 2021 January 2022 April 2022
Meeting with
Staff
Meeting with
Staff
Meeting with
Staff
Meeting with
Staff
Meeting with Staff
Build Project
Website
Project
Website
Update
Project Website
Update
Project Website
Update
Landowner
Engagement
Meeting #1
Landowner
Engagement
Meeting #2
Landowner
Engagement
Meeting #3 &
#4
CAC1 Meeting
#1
CAC Meeting
#2
CAC Meeting #3
Synchronous
Community
Meeting #1
Synchronous
Community
Meeting #2
Synchronous
Community
Meeting #3
Asynchronous
Community
Survey #1
Asynchronou
s Community
Survey #2
Asynchronous
Community
Survey #3
Planning
Commission
Meeting #1
Planning
Commission
Meeting #2
Planning
Commission
Meeting #3
City Council
Meeting #1
City Council
Meeting #2
City Council
Meeting #3
“Consensus
Though
Education”
Video
Recommendation
Memo
1 This approach includes forming a Community Advisory Committee (CAC) composed of both proponents and opponents of previous development projects on the SCS Property.
STRATEGIC PLAN INITIATIVE:
None.
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NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Resolution Approving a Consulting Services Agreement Between the City of Dublin and ELS
Architecture & Urban Design for the SCS Property Community Outreach
2) Exhibit A to the Resolution - Consulting Services Agreement
3) Exhibit A to the Agreement - ELS Response to Request for Proposals
4) Exhibit B to the Agreement - ELS Compensation Schedule
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Attachment 1
RESOLUTION NO. XX - 21
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
APPROVING A CONSULTING SERVICES AGREEMENT BETWEEN THE CITY OF DUBLIN
AND ELS ARCHTICTURE & URBAN DESIGN FOR THE SCS PROPERTY COMMUNITY
OUTREACH
WHEREAS,on August 18, 2020, the City Council denied the At Dublin project on the SCS
Property without prejudice and directed Staff to leave the General Plan Amendment Study open
and work with the property owner to conduct a community outreach process to gather input on
the future use and development of the property; and
WHEREAS,in response to the City Council’s direction, the City released a Request for
Proposals seeking the services of qualified consultants with expertise in land use planning and
community engagement to assist the City with a public outreach process; and
WHEREAS, Staff reviewed the three proposals received in response to the Request for
Proposals, and selected ELS Architecture & Urban Design to provide land use planning and
community outreach for the SCS Property; and
WHEREAS,a budget not to exceed $399,500 has been developed for the SCS Property
Community Outreach. Furthermore, in the event that both the City and the Applicant/Property
Owner agree that additional tasks are necessary to successfully complete the project, the City
Council authorizes the City Manager to approve an increase to the scope and budget not to
exceed 10 percent; and
WHEREAS, ELS Architecture & Urban Design will perform the work outlined in the Scope
of Work and Fee Proposals once the contract is executed and once the Applicant/Property Owner
has funded the Developer Deposit Account to complete the work; and
WHEREAS,the City’s Master Fee Schedule includes a 30 percent overhead charge for
consultant services; however, the SCS Property Community Outreach is different than a typical
development project in that it has been directed by the City Council, which the property owner has
agreed to, but will not result in any approval for development. Therefore, the overhead rate for the
proposed consultant services will not be applied for this work.
NOW, THEREFORE, BE IT RESOLVED that the Dublin City Council authorizes the City
Manager to execute a Consulting Services Agreement between the City of Dublin and ELS
Architecture & Urban Design, attached hereto as Exhibit A for the SCS Property Community
Outreach with a budget not to exceed $399,500 plus 10 percent contingency for a total of
$439,450.
PASSED, APPROVED, AND ADOPTED this 2
nd day of March, 2021 by the following vote:
AYES:
NOES:
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ABSENT:
ABSTAIN:
______________________________
Mayor
ATTEST:
______________________________
City Clerk
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Consulting Services Agreement between City of Dublin and [MM/DD/YYYY]
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CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF DUBLIN AND
ELS ARCHITECTURE & URBAN DESIGN
FOR
PLANNING, FACILITATION AND OUTREACH FOR SCS PROPERTY
THIS AGREEMENT for consulting services is made by and between the City of Dublin (“City”) and
ELS Architecture & Urban Design (“Consultant”) (together sometimes referred to as the “Parties”) as of
____________, 2021 (the “Effective Date”).
Section 1.SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant
shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and
place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms
of this Agreement and Exhibit A, the Agreement shall prevail.
1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall
end on May 31, 2022, 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, provided 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 the Agreement as provided for in
Section 8.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this
Agreement in the manner and according to the standards observed by a competent
practitioner of the profession in which Consultant is engaged.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform
services pursuant to this Agreement. In the event that City, in its sole discretion, at any
time during the term of this Agreement, desires the reassignment of any such persons,
Consultant shall, immediately upon receiving notice from City of such desire of City,
reassign such person or persons.
1.4 Time. Consultant shall devote such time to the performance of services pursuant to this
Agreement as may be reasonably necessary to meet the standard of performance
provided in Subsection 1.2 above and to satisfy Consultant’s obligations hereunder.
Section 2.COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed $399,500,
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
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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.
2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the
term of this Agreement, based on the cost for services performed and reimbursable costs
incurred prior to the invoice date. No individual performing work under this Agreement shall
bill more than 2,000 hours in a fiscal year unless approved, in writing, by the City Manager
or his/her designee. Invoices shall contain the following information:
Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
The beginning and ending dates of the billing period;
A Task Summary containing the original contract amount, the amount of prior billings,
the total due this period, the balance available under the Agreement, and the
percentage of completion;
A copy of the applicable time entries or time sheets shall be submitted showing the
following:
o Daily logs of total hours worked by each individual performing work under
this Agreement
o Hours must be logged in increments of tenths of an hour or quarter hour
o If this Agreement covers multiple projects, all hours must also be logged
by project assignment
o A brief description of the work, and each reimbursable expense
The total number of hours of work performed under the Agreement by Consultant and
each employee, agent, and subcontractor of Consultant performing services
hereunder;
The Consultant’s signature;
Consultant shall give separate notice to the City when the total number of hours
worked by Consultant and any individual employee, agent, or subcontractor of
Consultant reaches or exceeds 800 hours within a 12-month period under this
Agreement and any other agreement between Consultant and City. Such notice shall
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include an estimate of the time necessary to complete work described in Exhibit A and
the estimate of time necessary to complete work under any other agreement between
Consultant and City, if applicable.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for
services satisfactorily performed, and for authorized reimbursable costs incurred. City
shall have 30 days from the receipt of an invoice that complies with all of the requirements
above to pay Consultant.
2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this
Agreement within 60 days after completion of the services and submittal to City of a final
invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to
this Agreement. City shall not pay any additional sum for any expense or cost whatsoever
incurred by Consultant in rendering services pursuant to this Agreement. City shall make
no payment for any extra, further, or additional service pursuant to this Agreement.
In no event shall Consultant submit any invoice for an amount in excess of the maximum
amount of compensation provided above either for a task or for the entire Agreement,
unless the Agreement is modified prior to the submission of such an invoice by a properly
executed change order or amendment.
2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed
the amounts shown on the compensation schedule attached hereto as Exhibit A.
2.6 Reimbursable Expenses. Reimbursable expenses are included in the total amount of
compensation provided under this Agreement that shall not be exceeded.
2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes
incurred under this Agreement and any similar federal or state taxes.
2.8 Payment upon Termination. In the event that the City or Consultant terminates this
Agreement pursuant to Section 8, the City shall compensate the Consultant for all
outstanding costs and reimbursable expenses incurred for work satisfactorily completed as
of the date of written notice of termination. Consultant shall maintain adequate logs and
timesheets to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any
services or incur any costs whatsoever under the terms of this Agreement until receipt of
authorization from the Contract Administrator.
Section 3.FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole
cost and expense, provide all facilities and equipment that may be necessary to perform the services
required by this Agreement. City shall make available to Consultant only the facilities and equipment listed
in this section, and only under the terms and conditions set forth herein.
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City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be
reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and
the information in possession of the City. The location, quantity, and time of furnishing those facilities shall
be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve
incurring any direct expense, including but not limited to computer, long-distance telephone or other
communication charges, vehicles, and reproduction facilities.
Section 4.INSURANCE REQUIREMENTS. Before fully executing this Agreement, Consultant, at its
own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance
listed below against claims for injuries to persons or damages to property that may arise from or in
connection with the performance of the work hereunder by the Consultant and its agents, representatives,
employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof
satisfactory to City of such insurance that meets the requirements of this section and under forms of
insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work.
Consultant shall maintain the insurance policies required by this section throughout the term of this
Agreement. The cost of such insurance shall be included in the Consultant's bid or proposal. Consultant
shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all
insurance required herein for the subcontractor(s) and provided evidence to City that such insurance is in
effect. VERIFICATION OF THE REQUIRED INSURANCE SHALL BE SUBMITTED AND MADE PART OF
THIS AGREEMENT PRIOR TO EXECUTION. Consultant shall maintain all required insurance listed
herein for the duration of this Agreement.
4.1 Workers’ Compensation.
4.1.1 General Requirements. Consultant shall, at its sole cost and expense, maintain
Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for
any and all persons employed directly or indirectly by Consultant. The Statutory
Workers’ Compensation Insurance and Employer’s Liability Insurance shall be
provided with limits of not less than $1,000,000 per accident. In the alternative,
Consultant may rely on a self-insurance program to meet these requirements, but
only if the program of self-insurance complies fully with the provisions of the
California Labor Code. Determination of whether a self-insurance program meets
the standards of the California Labor Code shall be solely in the discretion of the
Contract Administrator.
The Workers’ Compensation policy shall be endorsed with a waiver of subrogation
in favor of the entity for all work performed by the Consultant, its employees,
agents, and subcontractors.
4.1.2 Submittal Requirements. To comply with Subsection 4.1, Consultant shall
submit the following:
a.Certificate of Liability Insurance in the amounts specified in the section;
and
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b.Waiver of Subrogation Endorsement as required by the section.
4.2 Commercial General and Automobile Liability Insurance.
4.2.1 General Requirements. Consultant, at its own cost and expense, shall maintain
commercial general liability insurance for the term of this Agreement in an amount
not less than $1,000,000 and automobile liability insurance for the term of this
Agreement in an amount not less than $1,000,000 per occurrence, combined
single limit coverage for risks associated with the work contemplated by this
Agreement. If a Commercial General Liability Insurance or an Automobile Liability
form or other form with a general aggregate limit is used, either the general
aggregate limit shall apply separately to the work to be performed under this
Agreement or the general aggregate limit shall be at least twice the required
occurrence limit. Such coverage shall include but shall not be limited to, protection
against claims arising from bodily and personal injury, including death resulting
therefrom, and damage to property resulting from activities contemplated under
this Agreement, including the use of owned and non-owned automobiles.
4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as
broad as Insurance Services Office Commercial General Liability occurrence form
CG 0001 (most recent edition) covering comprehensive General Liability on an
“occurrence” basis. Automobile coverage shall be at least as broad as Insurance
Services Office Automobile Liability form CA 0001, Code 1 (any auto). No
endorsement shall be attached limiting the coverage.
4.2.3 Additional Requirements. Each of the following shall be included in the
insurance coverage or added as a certified endorsement to the policy:
a.The Insurance shall cover on an occurrence or an accident basis, and not
on a claims-made basis.
b.City, its officers, officials, employees, and volunteers are to be covered as
additional insureds as respects: liability arising out of work or operations
performed by or on behalf of the Consultant; or automobiles owned,
leased, hired, or borrowed by the Consultant.
c.Consultant hereby agrees to waive subrogation which any insurer or
contractor may require from vendor by virtue of the payment of any loss.
Consultant agrees to obtain any endorsements that may be necessary to
effect this waiver of subrogation.
d.For any claims related to this Agreement or the work hereunder, the
Consultant’s insurance coverage shall be primary insurance as respects
the City, its officers, officials, employees, and volunteers. Any insurance
or self-insurance maintained by the City, its officers, officials, employees,
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or volunteers shall be excess of the Consultant’s insurance and shall not
contribute with it.
4.2.4 Submittal Requirements. To comply with Subsection 4.2, Consultant shall
submit the following:
a.Certificate of Liability Insurance in the amounts specified in the section;
b.Additional Insured Endorsement as required by the section;
c.Waiver of Subrogation Endorsement as required by the section; and
d.Primary Insurance Endorsement as required by the section.
4.3 Professional Liability Insurance.
4.3.1 General Requirements. Consultant, at its own cost and expense, shall maintain
for the period covered by this Agreement professional liability insurance for
licensed professionals performing work pursuant to this Agreement in an amount
not less than $2,000,000 covering the licensed professionals’ errors and
omissions. Any deductible or self-insured retention shall not exceed $150,000 per
claim.
4.3.2 Claims-Made Limitations. The following provisions shall apply if the professional
liability coverage is written on a claims-made form:
a.The retroactive date of the policy must be shown and must be before the
date of the Agreement.
b.Insurance must be maintained and evidence of insurance must be
provided for at least 5 years after completion of the Agreement or the
work, so long as commercially available at reasonable rates.
c.If coverage is canceled or not renewed and it is not replaced with another
claims-made policy form with a retroactive date that precedes the date of
this Agreement, Consultant shall purchase an extended period coverage
for a minimum of 5 years after completion of work under this Agreement.
d.A copy of the claim reporting requirements must be submitted to the City
for review prior to the commencement of any work under this Agreement.
4.3.3 Additional Requirements. A certified endorsement to include contractual liability
shall be included in the policy.
4.3.4 Submittal Requirements. To comply with Subsection 4.3, Consultant shall
submit the Certificate of Liability Insurance in the amounts specified in the section.
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4.4 All Policies Requirements.
4.4.1 Acceptability of Insurers. All insurance required by this section is to be placed
with insurers with a Bests' rating of no less than A:VII.
4.4.2 Verification of Coverage. Prior to beginning any work under this Agreement,
Consultant shall furnish City with complete copies of all Certificates of Liability
Insurance delivered to Consultant by the insurer, including complete copies of all
endorsements attached to the policies. All copies of Certificates of Liability
Insurance and certified endorsements shall show the signature of a person
authorized by that insurer to bind coverage on its behalf. If the City does not
receive the required insurance documents prior to the Consultant beginning work,
it shall not waive the Consultant’s obligation to provide them. The City reserves
the right to require complete copies of all required insurance policies at any time.
4.4.3 Deductibles and Self-Insured Retentions. Consultant shall disclose to and
obtain the written approval of City for the self-insured retentions and deductibles
before beginning any of the services or work called for by any term of this
Agreement. At the option of the City, either: the insurer shall reduce or eliminate
such deductibles or self-insured retentions as respects the City, its officers,
employees, and volunteers; or the Consultant shall provide a financial guarantee
satisfactory to the City guaranteeing payment of losses and related investigations,
claim administration and defense expenses.
4.4.4 Wasting Policies. No policy required by this Section 4 shall include a “wasting”
policy limit (i.e. limit that is eroded by the cost of defense).
4.4.5 Endorsement Requirements. Each insurance policy required by Section 4 shall
be endorsed to state that coverage shall not be canceled by either party, except
after 30 days’ prior written notice has been provided to the City.
4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its
policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall be subject to all of the
requirements stated herein.
4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide
or maintain any insurance policies or policy endorsements to the extent and within the time
herein required, City may, at its sole option exercise any of the following remedies, which
are alternatives to other remedies City may have and are not the exclusive remedy for
Consultant’s breach:
Obtain such insurance and deduct and retain the amount of the premiums for such
insurance from any sums due under the Agreement;
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Order Consultant to stop work under this Agreement or withhold any payment that
becomes due to Consultant hereunder, or both stop work and withhold any payment,
until Consultant demonstrates compliance with the requirements hereof; and/or
Terminate this Agreement.
Section 5.INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES. Refer to the attached
Exhibit C, which is incorporated herein and made a part of this Agreement.
Section 6.STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall
be an independent contractor and shall not be an employee of City. This Agreement shall
not be construed as an agreement for employment. City shall have the right to control
Consultant only insofar as the results of Consultant's services rendered pursuant to this
Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise
City shall not have the right to control the means by which Consultant accomplishes
services rendered pursuant to this Agreement. Contractor further acknowledges that
Contractor performs Services outside the usual course of the City’s business; and is
customarily engaged in an independently established trade, occupation, or business of the
same nature as the Contractor performs for the City, and has the option to perform such
work for other entities. Notwithstanding any other City, state, or federal policy, rule,
regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents,
and subcontractors providing services under this Agreement shall not qualify for or
become entitled to, and hereby agree to waive any and all claims to, any compensation,
benefit, or any incident of employment by City, including but not limited to eligibility to
enroll in the California Public Employees Retirement System (PERS) as an employee of
City and entitlement to any contribution to be paid by City for employer contributions and/or
employee contributions for PERS benefits.
6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no
authority, express or implied, to act on behalf of City in any capacity whatsoever as an
agent. Consultant shall have no authority, express or implied, pursuant to this Agreement
to bind City to any obligation whatsoever.
Section 7.LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with
all laws and regulations applicable to the performance of the work hereunder, including but
not limited to, the California Building Code, the Americans with Disabilities Act, and any
copyright, patent or trademark law. Consultant’s failure to comply with any law(s) or
regulation(s) applicable to the performance of the work hereunder shall constitute a breach
of contract.
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7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by
fiscal assistance from another governmental entity, Consultant and any subcontractors
shall comply with all applicable rules and regulations to which City is bound by the terms of
such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and
its employees, agents, and any subcontractors have all licenses, permits, qualifications,
and approvals of whatsoever nature that are legally required to practice their respective
professions. Consultant represents and warrants to City that Consultant and its
employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect
at all times during the term of this Agreement any licenses, permits, and approvals that are
legally required to practice their respective professions. In addition to the foregoing,
Consultant and any subcontractors shall obtain and maintain during the term of this
Agreement valid Business Licenses from City.
7.5 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.
Section 8.TERMINATION AND MODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written
notification to Consultant.
Consultant may cancel this Agreement upon 30 days’ written notice to City and shall
include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services
performed to the effective date of termination; City, however, may condition payment of
such compensation upon Consultant delivering to City any or all documents, photographs,
computer software, video and audio tapes, and other materials provided to Consultant or
prepared by or for Consultant or the City in connection with this Agreement.
8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this
Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a
written amendment to this Agreement, as provided for herein. Consultant understands and
agrees that, if City grants such an extension, City shall have no obligation to provide
213
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Consultant with compensation beyond the maximum amount provided for in this
Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no
obligation to reimburse Consultant for any otherwise reimbursable expenses incurred
during the extension period.
8.3 Amendments.The Parties may amend this Agreement only by a writing signed by all the
Parties.
8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this
Agreement contemplates personal performance by Consultant and is based upon a
determination of Consultant’s unique personal competence, experience, and specialized
personal knowledge. Moreover, a substantial inducement to City for entering into this
Agreement was and is the professional reputation and competence of Consultant.
Consultant may not assign this Agreement or any interest therein without the prior written
approval of the Contract Administrator. Consultant shall not subcontract any portion of the
performance contemplated and provided for herein, other than to the subcontractors noted
in the proposal, without prior written approval of the Contract Administrator.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all
provisions of this Agreement allocating liability between City and Consultant shall survive
the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms
of this Agreement, City’s remedies shall include, but are not limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any
other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not
finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work
described in Exhibit A that is unfinished at the time of breach and the amount that
City would have paid Consultant pursuant to Section 2 if Consultant had
completed the work.
Section 9.KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps,
models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications,
records, files, or any other documents or materials, in electronic or any other form, that
Consultant prepares or obtains pursuant to this Agreement and that relate to the matters
covered hereunder shall be the property of the City. Consultant hereby agrees to deliver
those documents to the City upon termination of the Agreement. It is understood and
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agreed that the documents and other materials, including but not limited to those described
above, prepared pursuant to this Agreement are prepared specifically for the City and are
not necessarily suitable for any future or other use. City and Consultant agree that, until
final approval by City, all data, plans, specifications, reports and other documents are
confidential and will not be released to third parties without prior written consent of both
Parties.
9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books
of account, invoices, vouchers, canceled checks, and other records or documents
evidencing or relating to charges for services or expenditures and disbursements charged
to the City under this Agreement for a minimum of 3 years, or for any longer period
required by law, from the date of final payment to the Consultant to this Agreement.
9.3 Inspection and Audit of Records. Any records or documents that Subsection 9.2 of this
Agreement requires Consultant to maintain shall be made available for inspection, audit,
and/or copying at any time during regular business hours, upon oral or written request of
the City. Under California Government Code Section 8546.7, if the amount of public funds
expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to
the examination and audit of the State Auditor, at the request of City or as part of any audit
of the City, for a period of 3 years after final payment under the Agreement.
Section 10.MISCELLANEOUS PROVISIONS.
10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for
declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing
party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which
that party may be entitled. The court may set such fees in the same action or in a
separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this
Agreement, the Parties agree that trial of such action shall be vested exclusively in the
state courts of California in the County of Alameda or in the United States District Court for
the Northern District of California.
10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this
Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so
adjudged shall remain in full force and effect. The invalidity in whole or in part of any
provision of this Agreement shall not void or affect the validity of any other provision of this
Agreement.
10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this
Agreement does not constitute a waiver of any other breach of that term or any other term
of this Agreement.
10.5 Successors and Assigns.The provisions of this Agreement shall inure to the benefit of
and shall apply to and bind the successors and assigns of the Parties.
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10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written
studies and other printed material on recycled paper to the extent it is available at equal or
less cost than virgin paper.
10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within
the corporate limits of City or whose business, regardless of location, would place
Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act,
codified at California Government Code Section 81000 et seq.
Consultant shall not employ any City official in the work performed pursuant to this
Agreement. No officer or employee of City shall have any financial interest in this
Agreement that would violate California Government Code Section 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous 12 months,
an employee, agent, appointee, or official of the City. If Consultant was an employee,
agent, appointee, or official of the City in the previous 12 months, Consultant warrants that
it did not participate in any manner in the forming of this Agreement. Consultant
understands that, if this Agreement is made in violation of California Government Code
Section 1090 et seq., the entire Agreement is void and Consultant will not be entitled to
any compensation for services performed pursuant to this Agreement, including
reimbursement of expenses, and Consultant will be required to reimburse the City for any
sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it
may be subject to criminal prosecution for a violation of California Government Code
Section 1090 et seq., and, if applicable, will be disqualified from holding public office in the
State of California.
At City’s sole discretion, Consultant may be required to file with the City a Form 700 to
identify and document Consultant’s economic interests, as defined and regulated by the
California Fair Political Practices Commission. If Consultant is required to file a Form 700,
Consultant is hereby advised to contact the Dublin City Clerk for the Form 700 and
directions on how to prepare it.
10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or
interview related to this Agreement, either orally or through any written materials.
10.9 Contract Administration. This Agreement shall be administered by the City Manager
("Contract Administrator"). All correspondence shall be directed to or through the Contract
Administrator or his or her designee.
10.10 Notices. Any written notice to Consultant shall be sent to:
Ryan Call
ELS Architecture & Urban Design
2040 Addison Street
Berkeley, CA 94704
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Any written notice to City shall be sent to:
City of Dublin
Attn: Amy Million, Principal Planner
100 Civic Plaza
Dublin, CA 94568
10.11 Integration. This Agreement, including the scope of work attached hereto and
incorporated herein as Exhibits A, 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.
Exhibit A Scope of Services
Exhibit B Compensation Schedule & Reimbursable Expenses
Exhibit C Indemnification
10.12 Counterparts. This Agreement may be executed in multiple counterparts, each of which
shall be an original and all of which together shall constitute one agreement.
10.13 Certification per Iran Contracting Act of 2010. In the event that this contract is for
one million dollars ($1,000,000.00) or more, by Consultant’s signature below Consultant
certifies that Consultant, and any parent entities, subsidiaries, successors or subunits of
Consultant are not identified on a list created pursuant to subdivision (b) of Section 2203 of
the California Public Contract Code as a person engaging in investment activities in Iran as
described in subdivision (a) of Section 2202.5, or as a person described in subdivision (b)
of Section 2202.5 of the California Public Contract Code, as applicable.
SIGNATURES ON FOLLOWING PAGE
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The Parties have executed this Agreement as of the Effective Date. The persons whose signatures appear
below certify that they are authorized to sign on behalf of the respective Party.
CITY OF DUBLIN ELS Architecture & Urban Design
Linda Smith, City Manager [NAME, TITLE]
Attest:
Consultant’s DIR Registration Number
(if applicable)
Marsha Moore, City Clerk
Approved as to Form:
City Attorney
218
Attachment 2
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EXHIBIT A
SCOPE OF SERVICES
219
Attachment 2
Consulting Services Agreement between City of Dublin and Last revised [MM/DD/YYYY]
___ for ___ Exhibit B – Page 1 of 1
EXHIBIT B
COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
220
Attachment 2
EXHIBIT C
INDEMNIFICATION
Consultant shall indemnify, defend with counsel acceptable to City, and hold harmless City and its officers,
elected officials, employees, agents and volunteers from and against any and all liability, loss, damage,
claims, expenses, and costs (including without limitation, attorney’s fees and costs and fees of litigation)
(collectively, “Liability”) of every nature arising out of or in connection with Consultant’s performance of the
services called for or its failure to comply with any of its obligations contained in this Agreement, except
such Liability caused by the sole negligence or willful misconduct of City.
Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by
California Civil Code Section 2782, as may be amended from time to time, such duties of Consultant to
indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.
The Consultant’s obligation to defend and indemnify shall not be excused because of the Consultant’s
inability to evaluate Liability or because the Consultant evaluates Liability and determines that the
Consultant is not liable to the claimant. The Consultant must respond within 30 days to the tender of any
claim for defense and indemnity by the City. If the Consultant fails to accept or reject a tender of defense
and indemnity within 30 days, in addition to any other remedy authorized by law, so much of the money due
the Consultant under and by virtue of this Agreement as shall reasonably be considered necessary by the
City, may be retained by the City until disposition has been made of the claim or suit for damages, or until
the Consultant accepts or rejects the tender of defense, whichever occurs first.
221
Dublin SCS Property
Planning, Facilitation & Public Outreach Services
Response to Request for Proposal
October 28th, 2020
Attachment 3
222
Contents
1. Introduction
2. Scope of Work
3. Process and Schedule
4. Personnel, Equipment and Facilities
5. Qualifications & References
6. Cost Schedule
7. Statement of Offer and Signature
8. Comments on Consultant Agreement
+ Appendix: Resumes
3
5
11
12
14
18
20
20
2
September 30, 2020
Dear Ms. Million,
We greatly appreciate this opportunity to present our proposal for Planning, Facilitation and
Public Outreach Services at the SCS Property for the City of Dublin. This property offers the
chance to build much needed housing and to create a meaningful and fulfilling place for the
community to enjoy. We will help the City employ a transparent, consensus-oriented process
involving listening, idea exploration and collaborative design. Our goal is to build trust and align
the public’s interest with the obectives of those in the private sector who will be building the
vision we create.
We recognize that the character of this area of Dublin has its own unique context and that the
potential program of the site will require expertise in residential development of a different
scale than on our effort in Downtown Dublin. To that end, our team has executive-level
experience in homebuilding (much of it in Dublin) to support productive engagement with the
landowners and add greater realism to our design.
Lastly, we realize that in order for the community to fully support the vision it must go
beyond the plan and capture the more subjective challenge of character. We have proposed
in our outreach a discussion on architecture that is designed to educate but also to reveal
preferences in the community.
We hope that the following proposal clearly outlines our approach and enthusiasm to
collaborate with the City of Dublin. We are happy to discuss in detail any questions you might
have and can provide any additional information you might need to move forward.
Should you have any questions, please do not hesitate to contact Ryan Call at 510.260.4306
or email rcall@elsarch.com.
Sincerely,
Ryan Call, AIA | Principal
ELS Architecture & Urban Design
Jane Lin, AIA | Founding Principal
Urban Field Studio
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3
The Dublin SCS property is a key parcel in the development of
the City of Dublin. The adjacent Tassajara Road extends through
a suburban, rural and urban landscape, connecting Danville and
Dublin before it becomes Santa Rita Road and eventually turns into
Pleasanton’s Main Street. The borders of this property represent
nearly every scale of development, encompassing a full spectrum
of residents and commercial tenants. It is no surprise that with
this dynamic address and prominence, the question of what this
site “should be” has no single answer or form of development.
These characteristics mean that the site is at odds with the typical
approach to suburban development, where guidelines often rely on
efficiency, repetition and covering large areas of land with one or
two product types.
Proposals for the site, while high in material quality, have not yet
presented a vision that is acceptable to City Council and the
community. We are eager to learn more about why the past
proposals didn’t work and to understand the concerns. We see this
process as an opportunity to explore, discuss, and consider the
factors that shape development.
Building on our collaboration for the Downtown Dublin plan, ELS and
Urban Field Studio are teaming again, with ELS as prime. Our team
holds the following strengths:
ELS brings a highly informed perspective through our work with
private developers and skills in master planning and architecture.
Urban Field Studio (UFS) will customize the community engagement
approach, drawing on extensive and innovative experience in online
public engagement from an urban design lens.
Retail Real Estate Resources (RRER) will provide insight into the
rapidly changing commercial landscape, offering crucial local
knowledge of what works and what doesn’t.
Keyser Marston Associates (KMA) gives us the ability to test and tune
our assumptions regarding the financial feasibility of our proposals.
Bernese Lane Partners, which we have added to our group for this
effort, brings executive level experience in the homebuilding sector,
much of it in Dublin. They will assist in our discussions with private
stakeholders and help the team understand residential market
conditions specific to Dublin.
This collaborative team structure represents an important advantage
when planning a challenging, even controversial, site. We believe
that the landowner deserves a clear picture of what they must
do, and we must in turn communicate their constraints to the
community. We strive to build our platform around finding real-
world consensus, on behalf of the community and the landowner.
PUBLIC OUTREACH PLAN DEVELOPMENT
The goal of this exercise is to facilitate a vision that excites the
community as much as the developers who will build it. This vision
will complete the General Plan Amendment study that was left open
by City Council.
The public outreach plan for the site will include the community,
property owner, and City Staff. Our recommendation includes
forming a Community Advisory Committee (CAC) composed of
both proponents and opponents of the projects to serve as a
focus group. We also anticipate a ULI TAP will be convened at the
beginning of the project. Our strategy for engaging those who are
concerned about this development includes offering different levels
of involvement, ways of understanding the site, and attracting broad
participation so that ownership of the conclusions is shared and
championed.
Prior to the beginning of the COVID-19 pandemic, our team was
experimenting with the online tools that are required for community
engagement today. There are many options available - Maptionnaire,
Neighborland, CoUrbanize, each of which addresses a different
need. For this work, we will create a central project website with
exhibits and activities that will be accessible to participants on their
1. Introduction
224
PUBLIC OUTREACH PLAN DEVELOPMENT cont.
4
Diverse Expertise
We have assembled a team able to speak
to the various voices in the community,
whether it is the long term resident worried
about traffic and growth, the developer who
would just like to get something built, the
tenants who see an opportunity to open in
Dublin, or a City Council whose very job is
determining how Dublin grows and responds
to the needs of existing residents as well as
the needs of future generations.
ELS + UFS
RRER
KMA
Bernese
LaneCommercial
Development
Financial
Feasibility
Residential
Development
Design and
Outreach
own time and use events and messaging to draw them in. Visual
communication has always been a strength of our team - whether
through renderings, graphic layouts, video, or in combination. Now
that we live our lives online and are accessing information largely
asynchronously, our planning work needs to speak for itself.
Over the last few months, we have become adept at transforming
what would have been in-person community meetings into engaging
synchronous events, using Zoom and a host of online tools to deliver
charrettes and workshops. We have designed highly interactive
public virtual events for groups of 10-50 people and conducted
webinars reaching many more. Our facilitation skills, developed
over years of live community events, have been adapted for virtual
engagements.
We invite you to see what we have done for the City of Milpitas (https://
www.milpitasmetro.org/), the City of San Leandro (https://www.
sldevelopmentstandards.com/), the City of Albany (https://www.
sanpablospecificplan.org/), and the Delta Protection Commission. The
online community engagement approach for this project in Dublin would
be tailored to involve as many participants as possible, in a straightforward
way with visually appealing and inviting design.
PROCESS
Our process in outline form is as follows:
A. Background Research - Identify physical, political, financial
opportunities and constraints, with key stakeholders and a
Community Advisory Committee
B. Public Engagement - Explore, Learn and Listen. Establish
a relationship with the community using a comprehensive
communications plan with a website and survey, and online
events and activities for dialogue.
C. Land use Framework – Create land use framework options
that respond to the input from stakeholder groups to explain
and explore the tradeoffs of various schemes and the
development process through educational outreach, with the
objective of building consensus to set the foundation for the
preferred plan.
D. Preferred Plan - The preferred plan will be prepared with
supporting financial analysis, three-dimensional exhibits in a
digital format for presentation to the Community.
E. General Plan Amendment Study Recommendation - A
concise report will be prepared to recommend land use and
development policy to amend the General Plan.
F. Implementation Support - Work with landowners as advisors
reviewing development proposals
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5
Task A: Background Research
For Task A, we will identify the political, physical, and financial
opportunities and constraints, working with key stakeholders. We will
also begin building a relationship with the landowner, Community
Advisory Committee (CAC), City Council and Planning Commission.
Background Research will be conducted parallel with ULI TAP. The
background research, combined with the ULI TAP, will help inform
our content for Task A Outreach.
Planning Document Review: ELS and UFS will review the General
Plan, East Dublin Specific Plan, and previous design submittals for
the site. We will work with City Staff to confirm our understanding of
the site’s development capacity, reviewing existing planning policies
and any anticipated changes to policies that might inform the master
plan vision. The planning document review will be summarized in a
presentation to be posted on the project website (when available).
Landowner Interview (1): We will meet with the landowner to learn
about the history of the site, discuss our public-engagement
approach, identify key themes, and identify opportunities and
constraints from the ownership perspective.
Background Research would continue after meeting with the
Landowner and Document Review with:
Urban Design Site Analysis: ELS and UFS will work together to
identify important patterns in circulation, context, and nature of the
surrounding built environment that may influence plan concepts.
Geographic Infrastructure Constraints and Opportunities: The
design team will work with City Staff to understand limits of the
site infrastructure, including utilities, stormwater management,
and transportation. We will also be assessing any natural physical
features or grades that may influence the design. We will utilize the
extensive traffic analysis work that has been completed through the
previous project submittal.
The analysis of Urban Design and Geographic Infrastructure will be
summarized in a presentation to be posted on the project website
(when available).
Market Analysis: RRER, KMA, and Bernese Lane will look into
near- and long-term anticipated commercial and residential
market demands for the site and develop content for a summary
presentation to be posted on the project website (when available).
After the ULI TAP, anticipated in March 2021, the first meetings with
the CAC, City Council, and Planning will take place.
CAC Meeting (1): We will rely on City Staff to identify potential
committee members in the community that can serve as part of this
focus group. Our agenda is:
• to present background information to set the stage for discussion
• to learn about their thoughts on previous proposals and their
general priorities for development in Dublin
• to discuss the greater engagement strategy, including organizing
up to 3 follow-up stakeholder interviews
City Council and Planning Commission Meeting (1 each): The team
will present to both the City Council and Planning Commission at
working sessions that will cover:
• the outreach strategy for this project
• background information collected from landowner, ULI TAP, CAC,
and initial interviews
• initial understanding of opportunities and constraints and
desired objectives
• discussion questions about their concerns and objectives for the
property and Dublin
Task A
Background Research
Schedule
Task A would ideally begin in January 2021
with meetings with the City Council and
Planning Commission scheduled about
a month after the ULI TAP. A ULI TAP is
anticipated to take place on or around
03/04/2021.
Cost
Task A will cost $70,000 to complete.
Support
Task A will require the City to provide
relevant planning documents, provide
access to previous site submissions, and
identify and create a CAC.
2. Scope of Work
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6
Task B
Public Engagement
Schedule
Task B is expected to last 4 weeks.
Cost
Task B will cost $37,000 to complete and
includes a budget for digital outreach
tools. Use of Neighborland, Typeform,
Exhibbit, Mural, Vimeo, and other tools
will enhance the content on the website,
hosted on Squarespace.
Support
Task B will require the City to review and
approve content for Community Meeting
#1 and the online engagement project
website.
Task B: Public Engagement
In Task B, the team will Explore, Learn and Listen, launching a
relationship with the community to explore the mechanics of
development through the creation of a project website and online
engagement. Our objective with outreach in Task B is to establish
project goals.
In this task:
• A comprehensive communications plan will be developed
• The project website will launch and become the centralized
place for project information and announcements.
• Synchronous Community Meeting #1: Our team will engage
the community in an online meeting to discuss their values
for community development, what they liked or disliked about
the previous development proposals, and what places or
developments that they believe could be a source of inspiration
moving forward and why.
• Asynchronous Online Survey #1: A survey that parallels the
information in our Synchronous Meeting will be posted to the
project website for asynchronous responses using the platform
most preferred by City staff and Consultant team. This survey
may utilize forums, word clouds, thought exchanges, and any
tools that help to reflect the range of discussion.
The educational content communicated as part of the outreach will
include:
• Insight regarding the City’s Regional Housing Needs Allocation
(RHNA) obligations, state laws on housing, growth mandates,
and where developments in Dublin offer the greatest chance of
success
• Exploration of the potential range of development possible for
the area
• Education about the development process and trade-offs
Meetings with Staff
Landowner Engagement
Meetings
CAC Meetings
Asynchronous
Community SurveyProject Website
Update
Synchronous
Community Meetings
City Council
Meetings
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7
Task C
Land Use Framework
Schedule
Task C will take 6-8 weeks to complete.
Landowner engagement is anticipated
to begin prior to Memorial Day followed
by public stakeholder and community
engagement that will continue through
the summer of 2021.
Cost
Task C will cost $114,500 to complete.
Support
Task C will require the City to review
and approve content for the online
engagement project website.
Initial plans should push the envelope on development potential, balance
and scale of public open spaces, parcel sizes, and degree of connectivity
to the existing urban fabric. Following our initial pass at the three concepts,
KMA will assess each concept from their perspective for cost and financial
feasibility. This content will be developed for posting to the website.
Economic Vitality Report: KMA will prepare a series of static pro-forma
analyses to test the economic viability of development alternatives.
The pro formas will model horizontal and vertical development costs,
net operating income and supported private investment, potential land
proceeds, and the need for public financing (if any). The pro-forma analysis
assists in identifying development alternatives that best achieve the City’s
objectives while meeting the financial requirements of the private sector.
This content will be developed for posting to the website.
Landowner Engagement (1): Following the completion of the conceptual
pro formas our team will meet with property ownership to share the three
initial plans. We will use this opportunity to identify any problematic areas
of the design that may require attention prior to the Town Hall.
CAC Meetings (1): We will meet with the CAC to discuss three initial plans
and findings from our specialty consultants. We will use the feedback from
this meeting to refine and improve our approach to public engagement.
Council Member and Planning Commission Meetings (1 each): We will
present the three concepts to City Council and Planning Commission in
two separate working sessions. Once we have collected their impressions,
we will make any necessary refinements before presenting the schemes to
the community.
Consensus Through Education Video (1): ELS and UFS will produce a short
video (approximately one 3-minute video or a series of three 1-minute
videos) to be used for the purpose of documenting the design process,
defining the fixed and flexible parameters of the project, and serving as a
primer for discussion about the land use trade-offs. The video will cover
basic mechanics of development, the different characteristics of the land
use options, and explore the strengths and weaknesses of each.
Synchronous Community Meeting #2: The second town hall will include a
presentation of the three broad master plan options, using the video.
Asynchronous Online Survey #2: The same video will be posted online,
with an accompanying survey that parallels the Synchronous Community
Meeting. These online activities may include a standard survey, discussion
forums, word clouds, thought exchanges, and any tools that help to reflect
the range of discussion. This survey will remain active for a month.
Task C: Land Use Framework
Task C will focus on land use plan exploration and consensus building.
From the design perspective, the plans will be creative, contextual, inspired
by innovation and financially feasible. From the consensus building
perspective, outreach will be structured to educate the community on the
trade-offs the developer must make to bring the project to fruition and
where there is flexibility for the plan to respond to the community’s needs.
Upon the completion of the Task C process we will produce an educational
video summarizing the following:
• The design narrative that inspired the three plan options
• The financial constraints the plan must respond to
• Where there is flexibility in the design to be tailored to the community’s
needs
• The developer and community feedback on the three plans
• The resulting principals from this process and feedback that will guide
the preferred plan
In the early stages of planning we recommend a process where planning
concepts are conceptually and financially vetted to avoid any back-tracking
regarding amenities (such as parks and plazas), scale, and density. We will
explore innovative projects relative to this market, combining case studies
with the market analysis performed in Task A; this integration will keep our
master-planning efforts focused on realistic parameters.
Innovative Case Studies: RRER and Bernese Lane will research examples
of exciting projects across the nation to help expand our team’s
understanding of the best possible design approach. The market analysis
in Task A will help provide context to identify projects that are analogous to
our effort. This content will be developed for posting to the website.
Three Broad Planning Concepts: ELS and UFS will be working together
on three different approaches to land use planning, and the general
organization of parcels, streets, and public spaces. The substantial scale
of the project area as well as its adjacency to a diverse collection of land-
uses and density will support the notion of distinctive community scaled
districts within the site. We will make general assumptions of product type
and configuration. In this task we will be asking questions such as:
• How can sub-districts positively relate to land uses and densities on
neighboring parcels?
• How can the network of streets, parks and plazas improve connectivity
for the larger neighborhood as well as on-site?
• How can amenities improve the value and return on development
within the parcel? What is the investment balance?
• How flexible is the urban design plan in responding to fast-changing
market conditions?
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8
Task D: Master Plan Development of the
Preferred Plan
Based on feedback from the City Council, Community, City Staff
and Property Ownership, the design team will finalize the overall
framework of the site master plan. This plan will likely be a hybrid of
characteristics as desired in the initial three concepts. The Master
Plan will be posted to the website as a deliverable. The Preferred
Plan will show:
• The Development Capacity of the Site, the amount of
development by land use, using typical architectural prototypes
• Renderings to convey the character of the overall building
massing to express scale of buildings, public streets, parks and
plazas. (4 total)
• An illustrative district plan that establishes the connectivity within
the site and to the surrounding context
• A Phasing Plan for the site illustrating near- and long-term build-
out
• Conceptual plans for up to two feature public spaces (one
residential oriented, one commercial)
• Updates to Economic Viability Report
• A 1-minute update to the Video to describe the Preferred Plan
It is our assumption that traffic and infrastructure concepts will
be based on data from the previous “At Dublin” project. If new
infrastructure, or traffic design and analysis is required for this
visioning effort, the City can utilize on-call consultants such as
Kimley Horn to complete specific assignments related to these
analysis’. These services are not included in this contract.
Land Owner Meetings (2): Our team anticipates two meetings with
property ownership to finalize the plan. The first meeting will occur
mid-progress to allow input, followed by a second meeting to
approve.
CAC Meeting (1): Prior to presenting to Council and the Community
Town Hall, we will run ideas by the CAC for feedback.
City Council and Planning Commission Meetings (1 each): We will
present the final plan with supporting exhibits and support of
property ownership.
Synchronous Community Meeting #3: This town hall will present
summary findings of our community outreach, including reactions
to the three concept plans and the architectural workshop. We will
describe in detail the following:
• How the community’s values have been incorporated into the
project design
• How the project relates to and elevates the quality of
neighboring developments and the larger neighborhood
• Placemaking and special features, focusing on key public spaces
and streets as well as a sense of place
• Expectations and next steps for development
Asynchronous Online Survey #3: A survey and video that parallels
the information in the Synchronous Community Meeting will be
posted to the project website for asynchronous responses using
the platform most preferred by City staff and Consultant team. This
survey may utilize forums, word clouds, thought exchanges, and any
tools that help to reflect the range of discussion.
Conceptual Rendering of Frieda Park for the 3rd Street project in Bloomington, IN, by ELS.
Task D
Master Plan Development
of the Preferred Plan
Schedule
Task D will take place in Fall 2021.
Cost
Task E will cost $133.000 to complete.
Support
Task D will require the City to assist in
project notifications.
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9
Task E
General Plan Study
Recommendation
Schedule
Task E will begin after Task D and is
expected to take 4 weeks, concluding
before the end of 2021.
Cost
Task E will cost $10,000 to complete.
Task F
Implementation Support
Schedule
Task F includes On-Call services on a
Time and Materials, not-to-exceed, as-
needed basis.
Budget
$20,000
Task E: General Plan Study
Recommendation
A concise report will be prepared to recommend land use and
development policy to amend the General Plan using the findings
from the Preferred Plan. This recommendation will lay out guidance
to City Staff on how to apply the findings from this effort to City
Policy.
Task F: Implementation Support
Following the Public Engagement process, our team has the skill
and the capacity to work with the landowners (as advisors) and with
the City (as reviewers of development proposals) to ensure that the
consensus-based Plan is adhered to.
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231
11
Prime Consultant
ELS ARCHITECTURE & URBAN DESIGN
Qualifications: Founded in 1967, ELS Architecture and Urban Design is a California
C Corporation with 53 years of experience in the planning, design, and creation
of great public places and catalyst projects, particularly for mixed-use and retail
environments. We have offices in Berkeley, Sacramento and Los Angeles. We were
included in Architect magazine’s 2019 list of the top 50 U.S. firms for Business and
Sustainability, and in Architectural Record’s 2020 Top 300 Architecture Firms.
Many ELS projects have focused on the redevelopment of aging downtowns and
adjacent commercial strips for private and public clients. Our firm excels in the
creation of master plans that bridge public and private interests, making our work
attractive to both the community and private development.
We augment our comprehensive and mixed-use master plans with our extensive
experience in retail, entertainment, dining, hospitality, commercial office, and
residential design. This infusion of practical knowledge allows us to craft plans
for evocative public spaces that are supported by flexible, leasable, and feasible
land-use strategies. Our portfolio illustrates our commitment to mixed-use
planning that creates dense, active districts that become regional destinations and
memorable centers for community activity. Many of our projects have spurred the
revitalization of surrounding properties and districts.
Responsibilities: ELS will serve as the Prime Consultant for the contract. In
addition to urban design ELS will provide project management and serve as the
primary contact for the City.
4. Personnel, Equipment and Facilities
Subconsultants
URBAN FIELD STUDIO | PUBLIC OUTREACH LEAD, URBAN
DESIGN
Qualifications: Urban Field Studio is an urban design firm that specializes in
development strategy and community outreach. Urban Field Studio has worked
with local cities on Specific Plans, Objective Design Standards for Multi-Family
Housing, and Visioning. We strive to facilitate a realistic process in defining
potential development. We aim to lay the groundwork for activated places and a
high quality public realm.
Urban Field Studio has worked closely with the Cities of Milpitas, Albany, San
Leandro, and with San Jose State University over the last year to develop a
number of methods to deliver online engagement to continue the public process
during the pandemic. Urban Field Studio has been experimenting with technology
that can be used to facilitate the creative design process and communicating the
development potential of neighborhoods on the verge of change. Urban Field
Studio brings an understanding of mixed-use development, a California-specific
understanding of housing, and an approach that puts equity and consensus at the
forefront.
Responsibilities: UFS will customize the community engagement approach drawing
on extensive and innovative experience in online public engagement from an
urban design lens.
KEYSER MARSTON ASSOCIATES | MARKET ANALYSIS
Qualifications: Founded in 1973, Keyser Marston Associates is a real estate advisory
firm that has served over 700 clients on more than 2,000 projects, including some
of the most high-profile public/private partnerships in California.
As real estate advisors, KMA often collaborates with design professionals on the
production of development strategies and adds value by assessing the market and
financial factors that affect development potential. The firm has recently advised
on downtown development sites in San Jose, Oakland, Redwood City, and Walnut
Creek to name a few. In addition, KMA conducted the market study that informed
the preparation of the Downtown Dublin Specific Plan and continues to work with
the City on a range of assignments including evaluating the fiscal impacts of the
proposed At Dublin mixed-use project and the proposed IKEA retail center.
Responsibilities: KMA will provide an ability to test and tune our assumptions
regarding the financial feasibility of our proposals.
RETAIL REAL ESTATE RESOURCES | COMMERCIAL
DEVELOPMENT
Qualifications: With 30 years of experience, Retail Real Estate Resources is a
privately-owned, specialty real estate development strategy consulting company.
RRER focuses on retail and mix-use development, urban retail revitalization for
Downtowns and older shopping centers, along with tenant representation, and
property representation through our associated brokerage company, Metrovation
Retail Resources.
RRER has provided consulting services to many city agencies throughout the
San Francisco Bay Area focusing on retail revitalization, zoning, and urban
planning. RRER’s skill at identifying and planning for the pitfalls of development
is unparalleled and brings great value and benefits to clients. RRER is also
deeply involved in pre-construction leasing, ground-up center master planning,
merchandising and re-positioning shopping centers. RRER’s founder has
represented national anchor retail chains in the San Francisco Bay Area including
Kohl’s, Andronico’s Markets, Safeway, SteinMart, Office Depot, Century Theatres,
AMC Theatres, Wal-Mart and Costco. RRER has extensive experience in taking
the lead role in the renovation of existing properties for future success. All
redevelopment efforts stem from the leasing lens, so concepts, plans, and actions
are based in reality, not wishful thinking.
Responsibilities: RRER will provide insight to the rapidly changing commercial
landscape, and local knowledge of what works and doesn’t.
BERNESE LANE PARTNERS | RESIDENTIAL DEVELOPMENT
Qualifications: Robert Donnelly is Managing Member of Bernese Lane Partners, a
privately held diversified real estate development company primarily engaged in
the acquisition, entitlement, development, and disposition of residential and mixed
use projects in and around the San Francisco Bay Area.
Previously, Mr. Donnelly was Vice President of Land Acquisition at TRI Pointe
Homes, a national publicly-traded homebuilding company, where he directed all
aspects of the company’s Northern California land acquisition and development
efforts. During his six year tenure with TRI Pointe Homes, Mr. Donnelly acquired
more than 2,300 residential lots/units in 28 communities, totaling over $380MM in
land spend. Under his leadership, Mr. Donnelly grew the division from 31 deliveries
in 2012 ($31.8MM gross revenue) to 439 deliveries in 2018 ($375MM gross revenue),
which helped transition the company from a small, privately held start-up to a
large highly respected merchant homebuilder.
Responsibilities: Bernese Lane will assist in our discussions with private
stakeholders and help the team understand the specific residential market
conditions in Dublin.
KIMLEY-HORN | TRAFFIC
Qualifications: Kimley-Horn has been providing a wide variety of services for
private development projects since its founding in 1967.
Kimley-Horn has a long history working with the City of Dublin and associated
developers for more than 20 years. Kimley-Horn staff prepared a specific plan
and EIR for the downtown Dublin. The goal of the specific plan was to create a
mixed-use district with high-density residential that takes advantage of nearby
BART station and regional transit facilities. The EIR addressed a number of key
issues including aesthetics, transportation, and public services. In particular,
the City Council adopted a new policy endorsing a lower level of service (LOS)
on roadways, and thereby encouraging higher urban density transit-oriented
developments and a more pedestrian-friendly downtown. We have worked on a
number of projects in and around the downtown area and are on City’s on-call list
which has been extended through 2021.
Responsibilities: Kimley-Horn will help us understand traffic and related
opportunities and constraints.
ELS Headquarters in downtown Berkeley.
232
Chris Jung will lead the
architectural design of the buildings
in the character renderings
David Masenten will be a Resource
Principal for Mixed-Use Design
Kelly Elmore will assist Lauren and
Ryan on graphics production and
revit modeling for renderings
PM coordinates schedules, production of content, integration of consultant
content into presentations, and will assist Jane and Ryan in Urban Design
RYAN CALL, AIA
MASTER PLANNING LEAD,
PRINCIPAL IN CHARGE MAIN CONTACT
CITY OF DUBLIN
• CITY OFFICIALS
• PUBLIC STAKEHOLDERS
• PRIVATE STAKEHOLDERS
LAUREN WYNVEEN, AIA
PROJECT MANAGER
CHRIS JUNG, ASSOC.
AIA, LEED AP BD+C:
DESIGN DIRECTOR
VERTICAL VISIONING
DAVID MASENTEN. AIA,
LEED AP BD+C:
MIXED-USE DESIGN
REVIEW
KELLY ELMORE, ASSOC.
AIA, LEED AP BD+C:
PRODUCTION AND
GRAPHIC DESIGN
JANE LIN, AIA
PUBLIC OUTREACH LEAD
URBAN DESIGN
4. Personnel, Equipment and Facilities
KEYSER MARSTON
MARKET ANALYSIS
RRER
COMMERCIAL
DEVELOPMENT
BERNESE LANE
PARTNERS
RESIDENTIAL DEVELOPMENT
KIMLEY-HORN
TRAFFIC
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+ Appendix
David Masenten, AIA, LEED AP BD+C
MIXED USE RESOURCE PRINCIPAL
David directs ELS’ Mixed-Use practice and has extensive experience designing large, multi-
use projects that incorporate the best green practices. Projects include high-rise commercial
and residential buildings, large-scale urban master planning and urban design, town planning,
commercial tenant fi t-out for national retailers, and corporate interiors for international
companies. David has worked on numerous complex projects that involve lengthy and
challenging approvals requiring political outreach and public sensitivity. He has also worked
strategically with developers to create economic strategies for long-term planning scenarios.
Prior to joining ELS, David worked for nine years on entitling complex mixed-use high-rise
projects in San Francisco, as well as managing master planning and urban design projects in
cities across China including Guangzhou, Zhuhai, and Shanghai. David managed the planning
approvals process for the fi rst LEED ND-Platinum (Stage 1) project in the world, the Emeryville
Marketplace, and has helped lead the 15.5-square-mile Guangzhou South Axis Master Plan, a
redesign of the city’s southern center, which is currently under construction.
RELEVANT EXPERIENCE
• Downtown Dublin Urban Design Plan | Dublin, CA
• Project Elevate Retail Mixed-Use Master Plan | Elk Grove, CA
• Austin Energy Offi ce Headquarters | Austin, TX
• Fremont Bank Mixed-Use Residential Master Plan | Fremont, CA
• Fremont Bank Offi ce Headquarters | Fremont, CA
• NewPark Specifi c Plan | Newark, CA
• Third Street Bloomington Mixed-Use Retail District | Bloomington, IN
• Stonestown Galleria | San Francisco, CA
• AEG Mixed-Use and Entertainment District, Nashville Yards | Nashville, TN
• Kitsap Mall Redevelopment | Silverdale, Washington
• University of Chicago 53rd Street District Mixed-Use Master Plan | Chicago, IL
• 505 Brannan (Pinterest HQ) | San Francisco, CA*
• 350 Bush Offi ce Tower | San Francisco, CA*
• 1510 Webster Mixed-Use High-Rise Residential Tower | Oakland, CA*
• Kismet Resort Master Plan | Cloverdale, CA*
• Emeryville Marketplace LEED ND Platinum Mixed-Use Master Plan | Emeryville, CA*
• 447 Battery Mixed-Use High-Rise Hotel and Residences | San Francisco, CA*
• San Francisco State University Housing Master Plan | San Francisco, CA*
• Hornblower Cruises Pier Projects | San Francisco, CA*
• Expo 2020 Master Plan for the Governor of California | Mountain View, CA*
• Masonic Auditorium Remodel | San Francisco, CA*
• Pacifi ca Town Center Master Plan | Pacifi ca, CA
• Guangzhou Central Axis Master Plan | Guangzhou, China*
• Guangzhou TIT Mixed-Use Retail, Offi ce, and Residential Center | Guangzhou, China*
• Zhangjiagang Sustainable Master Plan | Zhangjiagang, China*
• Yaohai Master Plan and Urban Park Concept | Hefei, China*
• Zhuhai Lover’s Road Urban Design and Master Plan | Zhuhai, China*
• Yangpu Riverfront Urban Design | Shanghai, China*
• Nansha Sustainable Regional Master Plan | Guangzhou, China*
*Projects performed prior to joining ELS.
dmasenten@elsarch.com
EDUCATION
Master in City Planning,
Massachusetts Institute of
Technology, 2004
Bachelor of Architecture,
Rhode Island School of Design,
1998
PROFESSIONAL
REGISTRATION
Registered Architect, California,
#C-29921
AFFILIATIONS
Member, SPUR
Member, USGBC
Member, AIA
Ryan Call, AIA
PRINCIPAL IN CHARGE/URBAN RETAIL STRATEGY LEAD
Ryan directs ELS’ Urban Design portfolio. Since joining ELS in 2001, Ryan has developed a
particular expertise in master planning mixed-use urban communities, with a focus on vibrant
retail districts and public spaces. His primary interest lies in the strategic aspects of the
design process, and he has participated in many urban design and feasibility concept studies.
His presentation expertise has proven key to the success of many ELS projects, especially
during the critical public process and approvals phases.
Ryan has been involved with the Mueller Aldrich Street District Master Plan since its
inception, where he was a quick and dependable resource for Catellus’ Austin team, covering
the full spectrum of tasks from big picture conceptual thinking to data analysis and lease
exhibits. He is working on the master plan for the transformation of the Hillsdale Shopping
Center in San Mateo, taking advantage of the center’s urban infi ll and transit friendly location
and reinforcing its place as a retail and entertainment destination.
Ryan volunteers extensively with several organizations, including Berkeley Design Advocates,
Downtown Berkeley Association, and Urban Land Institute’s Urban Plan Program. Ryan served
on the ULI Technical Advisory Panel for Brentwood. He co-wrote and illustrated the S-17
Residential Open Space guidelines for the City of Oakland. In Berkeley, Ryan has volunteered
with the Downtown Berkeley Association advocating for safer streets and more vibrant public
spaces. Through his work with Berkeley Design Advocates, Ryan co-led two charettes for
the revitalization of Telegraph Avenue. Ryan was the recipient of the 2014 Apgar award and
regularly contributes articles to ULI. His most recent ULI article, “Creating Streets People Can
Identify With,” was published in November of 2017.
RELEVANT EXPERIENCE
• Downtown Dublin Urban Design Plan | Dublin, CA
• Project Elevate Retail Mixed-Use Master Plan | Elk Grove, CA
• Mueller Aldrich Street District | Austin, TX
• Austin Energy Offi ce Headquarters | Austin, TX
• NewPark Specifi c Plan | Newark, CA
• Third Street Bloomington Mixed-Use Retail District | Bloomington, IN
• Hillsdale Shopping Center Mixed-Use Master Plan | San Mateo, CA
• Hillsdale Shopping Center North Block | San Mateo, CA
• Stonestown Galleria Anchor Redevelopment | San Francisco, CA
• University of Chicago 53rd Street District Mixed-Use Master Plan | Chicago, IL
• Merced Hotel Expansion | Merced, CA
• NOKIA Theatre L.A. LIVE | Los Angeles, CA
• Telegraph Avenue Charette | Berkeley, CA
• Sunnyvale Downtown Urban Design Plan | Sunnyvale, CA
• Ward Village Shops | Honolulu, HI
• Glendale Galleria | Glendale, CA
• Fort Collins Midtown Commercial Redevelopment Study | Fort Collins, CO
• Downtown Westminster Master Plan | Westminster, CO
• Las Montañas Marketplace | Indio, CA
• Eastridge Mall | San Jose, CA
• Village of Merrick Park | Coral Galbes, FL
• Downtown Summerlin Design Guidelines | Summerlin, NV
rcall@elsarch.com
EDUCATION
Bachelor of Architecture,
Washington State University
PROFESSIONAL
REGISTRATION
Registered Architect, California,
#C-31102
AFFILIATIONS
Member, ULI Technical
Advisory Panel, Brentwood
Board Member, Berkeley
Downtown Business
Association (DBA)
Full Member, Urban Land
Institute, Co-Author, Apgar
Award winning article “New
Suburbanism,” and Author,
“Creating Streets People Can
Identify With”
Urban Plan Instructor, Urban
Land Institute
234
lwynveen@elsarch.com
Since joining ELS in 2013, Lauren has worked on a variety of projects, including mixed-use
planning and retail centers, and has experience in residential building design as well. Lauren
strongly believes that good, thoughtful design can substantially improve the environment.
Lauren was the design lead in the exploration of an expansion of the Austin Thinkery at
Mueller. From the plan through 3D massing and images she helped the client understand
and visualize both the opportunities and constraints in three dimensions. She continues to
provide her creative talents in both conceptual and technical phases of a variety of projects.
As a team member on the NewPark Mall redevelopment, Lauren aided in the preparation of
documents and presentations, including presentation renderings, for all phases of design.
Lauren also worked with the Downtown Summerlin team, focusing primarily on construction
documents and detailing.
RELEVANT EXPERIENCE
• Downtown Dublin Urban Design Plan | Dublin, CA
• NewPark Specifi c Plan | Newark, CA
• Third Street Bloomington Mixed-Use Retail District | Bloomington, IN
• Mueller Town Center | Austin, TX
• Stanford Shopping Center | Palo Alto, CA
• NewPark Mall | Newark, CA
• Downtown Summerlin | Las Vegas, NV
• Hillsdale Shopping Center | San Mateo, CA
• Stonestown Galleria | San Francisco, CA
• Kitsap Mall | Silverdale, WA
• River Park Shopping Center | Fresno, CA
• Woodlands Mall | Newark, CA
• Fashion Outlets of Los Angeles Design Competition | Los Angeles, CA
• Southland Mall Façade Concepts | Hayward, CA
• University of Chicago Hyde Park Mixed-Use Master Plan | Chicago, IL
• Stonestown Family YMCA Parking Improvements | San Francisco, CA
• Mills College Lisser Hall Renovation | Oakland, CA
• Annenberg Center | Rancho Palos Verdes, CA
• Merced Emergency Center Operations Facility + 911 Dispatch | Merced, CA
• Clovis Pet Adoption Center | Clovis, CA
• Palm Springs Animal Care Facility | Palm Springs, CA
• East Bay SPCA Parking Improvements | Oakland, CA
• Saratoga Wildlife Rehabilitation Center | Saratoga, CA
• Lau Houses | El Cerrito, CA
• Simpatico Prefabricated Homes | Northern CA
Lauren Wynveen
PROJECT MANAGER
EDUCATION
BArch with Highest Honors, UC
Berkeley
REGISTRATION
Registered Architect, California,
#C-36356
AFFILIATIONS
TAP & Leadership Scholarship
Application Evaluator, UC
Berkeley Alumni Association,
2015-Present
Habitat Restoration, HandsOn
Bay Area, 2018-Present
Home Tour Docent, AIA East
Bay, 2013-Present
Mentor, Fam 1st Architecture
Summer Camp, 2019
Christopher Jung, Assoc. AIA, LEED AP
DESIGN DIRECTOR FOR ARCHITECTURE
Since joining ELS in 1992, Chris has worked on a variety of project types. His diverse
portfolio features completed mixed use, retail, offi ce, entertainment, community,
educational, recreational and performing arts projects. Chris has delivered feasibility studies,
programming, conceptual designs, design development, and production for facilities ranging
from 20,000 to 150,000 sf.
In his capacity as Design Director, Chris has lent his expertise to the Elk Grove Project Elevate
Mixed-Use Master Plan, Downtown Dublin Urban Design Plan, and Austin Energy Offi ce
Headquarters, and to projects for the cities of Dublin, Oakland, Menlo Park, Santa Clara and
Redwood City.
Chris has also participated in several international design competitions, including for the
Aalborg Aquatics Center in Denmark, the Pop Music Center in Taipei, and the Grand Egyptian
Museum in Cairo. He is regularly invited to participate in architectural studio critiques for the
College of Environmental Design at UC Berkeley and the Academy of Art University in San
Francisco.
RELEVANT EXPERIENCE
• Project Elevate Retail Mixed-Use Master Plan | Elk Grove, CA
• Stanford Shopping Center Renovation & Expansion | Palo Alto, CA
• Austin Energy Offi ce Headquarters | Austin, TX
• NOKIA Theatre L.A. LIVE | Los Angeles, CA
• City of Redwood City Veterans Memorial Senior Center | Redwood City, CA
• East Oakland Sports Center | Oakland, CA
• Menlo Park Burgess Pool and Gymnasium | Menlo Park, CA
• Santa Clara International Swim & Community Recreation Center | Santa Clara, CA
• Waterman Community Recreation & Aquatic Center | San Bernardino, CA
• UC Berkeley Legends Aquatic Center | Berkeley, CA
• UC Berkeley Spieker Aquatic Center | Berkeley, CA
• UC Berkeley Hellman Tennis Center | Berkeley, CA
• UC Berkeley Indoor Practice Facility Planning Study | Berkeley, CA
• University of the Pacifi c Tennis Complex | Stockton, CA
• Stanford University Avery Aquatic Center | Palo Alto, CA
• Berkeley High School Student Union and Recreation Facility | Berkeley, CA
• Santa Clara Youth Soccer Park | Santa Clara, CA
• Blair Park Recreation Complex | Piedmont, CA
EDUCATION
Bachelor of Architecture, UC
Berkeley, 1990
AFFILIATIONS
LEED Accredited
Professional
Associate Member, AIA
cjung@elsarch.com
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JANE LIN / FOUNDING PARTNER, AIA
URBAN FIELD STUDIO
Jane is a licensed architect and urban designer with twenty years of
experience working with municipalities and agencies in the San Francisco
Bay Area and beyond. Her work includes urban design for streetscape
improvements, transit area planning, and revitalizing mixed-use districts. Jane
is lecturer at UC Berkeley and teaches architecture to school aged students
(K-12). It is important to Jane that large groups of non-designers become
empowered with creative communication skills because they are the key to
making our communities better.
SELECT PROJECTS
SPECIFIC PLANS
Milpitas Metro Specific Plan, City of Milpitas
Old Town Newark Specific Plan, City of Newark
San Pablo Avenue Specific Plan, City of Albany
Belmont Specific Plan, City of Belmont CA
LAND USE STRATEGY
Downtown Dublin Vision, City of Dublin
Coliseum Development Study, City of Oakland CA
Mission San Jose Commercial Strategy Study, City of Fremont
PUBLIC OUTREACH AND EDUCATION
San Jose State Campus Master Plan
Santa Clara Downtown Community Vision, City of Santa Clara CA
Santa Cruz Corridors Planning, City of Santa Cruz CA
Delta Communities Vision, Delta Planning Commission
DESIGN/ DEVELOPMENT STANDARDS AND GUIDELINES
North Hollywood Station Guide for Development, Metro Joint Development CA
Irvington BART Station Area Plan, City of Fremont and BART
San Leandro Multi-Family Design Standards, City of San Leandro
Greater Downtown Guide for Development, City of Anaheim CA
PROFESSIONAL AWARDS
Artist-In-Residence Educator with LEAP Arts in Education
Eisner Prize in City Planning, UC Berkeley
APA Award for the Belmont Village Specific Plan
COMMUNITY ACTIVITIES
ULI Urban Plan Juror, Facilitator, Curriculum Contributor, and Piedmont High
School Champion
ULI Technical Assistance Panelist for the City of Dublin
Panel Discussion Organizer for the San Francisco Urban Film Fest
Piedmont Unified School District Facilities Steering Committee
Piedmont Arts Fund Chair
Piedmont Makers Board Member
EDUCATION
University of California, Berkeley
Master of City Planning with
Concentration in Land Use, 2005
University of California, Berkeley
Master of Science in Architecture
with Concentration in Building
Science, 2005
University of California, Berkeley
Bachelor of Arts in Architecture,
1999
CERTIFICATIONS
Licensed Architect in California
LEED AP - ND Leadership in
Energy and Environmental Design
Accredited Professional with a
Specialty in Neighborhood Design
ASSOCIATIONS
Lecturer, UC Berkeley
ED 201 Master of Urban Design
Studio
CP140 Urban Design and
Placemaking
National League of Cities and ULI,
Rose Center for Public Leadership,
Faculty Advisor to the City of Tucson
ULI Associate Member
AIA East Bay Member
SPUR Member
SCUP Member
www.urbanfieldstudio.com
kelmore@elsarch.com
Kelly Elmore, LEED AP BD+C, Assoc. AIA
DESIGNER - GREEN LEADER
Kelly joined ELS as a Designer shortly after graduating from the University of Oregon in 2016
and has worked on a variety of projects in sectors including retail, residential, mixed-use,
offi ce, and sports & recreation, and is an active member of the ELS Sustainability Committee
and Design Tech Group.
Environmentally conscious and artistically driven, Kelly supports senior staff by creating
renderings, 3D models, inspiration boards, visual communication diagrams, and energy
models. Kelly has worked on many project phases from design to completion and within the
Design Tech Group she leads the energy modeling sector.
RELEVANT PROJECTS
• Laney College Theater Renovation | Peralta Community College District, Oakland, CA
• Recreational Sports Facility Universal Locker Room | University of California, Berkeley
• Veterans Memorial Senior Center & Aquatic Center | City of Redwood City
• City Aquatic Center | City of Alameda
• Elk Grove Civic Aquatics Center | City of Elk Grove
• Redwood City Public Library Downtown Library Makerspace | Redwood City, CA
• Belmont Corporation Yard | City of Belmont
• Mental Health Services Offi ces ZNE Renovation | City of Berkeley
• VillaSport Athletic Club & Spa | San Bruno, CA
• Bayfair Center Redevelopment | San Leandro, CA
• Hillsdale Shopping Center | Hillsdale, CA
• Stonestown Galleria Redevelopment | San Francisco, CA
• NewPark Specifi c Plan | City of Newark
• Offi ce Building | Austin, TX
• Headquarters | Fremont Bank
• Metreon | San Francisco, CA
• 595 Mariposa Street | San Francisco, CA*
• 535 Lorimer Street | Brooklyn, NY*
• Oregon BILDS Hope Loop | Eugene, OR*
• Schonfeld Residence | Mt. Kisco, NY*
• Cazneau Avenue Residence | Sausalito, CA*
• Santos Community Rec Center | Provedencia de los Santos, Costa Rica*
*Project completed prior to ELS
EDUCATION
B.Arch, University of Oregon
AFFILIATIONS
LEED BD+C Accredited
Professional
Associate Member, AIA
236
(09/20)
ROBERT PATRICK DONNELLY
204 Hillside Avenue, Piedmont, CA 94611 (925) 382-0300 rpdonnelly8@gmail.com
EXPERIENCE BERNESE LANE PARTNERS, LLC Piedmont, CA
Managing Member January 2020 to Present
• Privately held diversified real estate development company primarily engaged in the acquisition, entitlement,
development, and disposition of residential and mixed-use projects throughout northern California
• In addition to investing in and developing projects on its own accord, Bernese Lane Partners offers
consulting and advisory services to both public and private sector clients with land acquisition or
entitlement processing needs
TRI POINTE HOMES, INC. (NYSE: TPH) San Ramon, CA
Vice President of Land Acquisition December 2012 to December 2018
• Department leader responsible for the acquisition, entitlement, and management of the company’s land
pipeline for future development for the Northern California division of TRI Pointe Homes
• Grew the division from 31 deliveries in 2012 ($31.8MM gross revenue) to 439 deliveries in 2018 ($375MM
gross revenue), making Northern California one of the most profitable and fastest growing regions of TRI
Pointe Homes during that time period
• Acquired 2,334 lots/units in 24 transactions (28 “storefronts”) totaling over $380MM in land spend
• Managed annual acquisitions budget of $50MM to $80MM
• Managed the entitlement process and secured governmental approvals for new projects before handing off
to operations including the DeRose Property in Morgan Hill (65 homes), Parasol in Fremont (39 townhomes),
and Green Valley in Fairfield (53 homes)
• Experience and relationships in multiple jurisdictions including over 20 different Bay Area cities, numerous
other special districts, and state and federal resource agencies
TOLL BROTHERS, INC. (NYSE: TOL) San Ramon, CA
Land Acquisition Manager September 2008 to December 2012
• Responsibilities included guiding and rebuilding the Bay Area Division’s land pipeline through and out of the
2008-2010 Great Recession
• Managed all aspects of land acquisitions from initial evaluation through close of escrow
• Assisted with the project management of legacy assets, including re-positioning, re-designing, and re-
entitling projects to meet buyer demand in response to changes in the housing market
• Successfully acquired four (4) new projects when the housing recovery began in 2010, including Norris
Canyon Annex in San Ramon (18 Lots), Diablo Estates in Clayton (24 lots), Toll Brothers at The Ridge in
Brisbane (71 Lots), and The Reserve at Pleasanton (19 Lots)
RICHMOND AMERICAN HOMES OF CALIFORNIA, INC. (NYSE: MDC) Pleasanton, CA
Director of Land Acquisition November 2003 to September 2008
• Responsibilities included land acquisition and disposition activities in the Bay Area, Sacramento, Central
Valley, and Fresno regions for Richmond American Homes, a top ten national homebuilder and subsidiary
of publicly traded M.D.C. Holdings, Inc., a Fortune 500 company
• Promoted from manager to director in June 2005
• Successfully acquired over $50MM of “in-fill” property totaling 319 lots in the core SF Bay Area
EDUCATION & ADDITIONAL UNIVERSITY OF CALIFORNIA AT BERKELEY Berkeley, CA
BA, International & Area Studies; Minor, City & Regional Planning 1997
Memberships & Affiliations: Urban Land Institute (Associate Member), California Alumni Association, Charter
Hill Society, (Life Member)
CHRISTINE FIRSTENBERG
Retail Real Estate Resources | Principal | Metrovation Brokerage
00973135
+1 925 381-8666
PROFILE
Christine Firstenberg is a senior level real estate specialist focusing on retail lease negotiations,
retail and mix-use development/ redevelopment, urban retail revitalization, tenant
representation, and property representation.
EXPERIENCE
Ms. Firstenberg’s deep experience in California entitlement issues and land use analysis has led to
successes throughout her development consulting and retail real estate brokerage career, as well
as her leadership roles in industry organizations. Having sold over 3.2 million square feet of retail
buildings; leased over 4.6 million square feet, and participated in the entitlement process for a
multitude of shopping centers, Ms. Firstenberg has a distinct knowledge base from which to pull
from.
Christine’s has experience in pre-construction leasing, ground-up development master planning,
merchandising planning and retailer strategic expansion plans.
Ms. Firstenberg is currently a Principal with Retail Real Estate Resources, a development
consulting company and Partner at Metrovation Retail Brokerage.
Previously (March, 2015 to March, 2018) she was Senior Vice President at JLL where she was the
principal person to identify and secure a relationshiop with a major mall development company.
Prior to that, (2002 to 2015) she was Partner/Managing Director and co-founder of
Metrovation Brokerage, (which she founded with ICSC retail legend Merritt Sher in 2002),
focusing on the development of strategic expansion plans for retail tenants interested in
opening retail stores in the tight markets of the San Francisco Bay Area. Prior to that, (1993 -
2002) she spent 9 years at San Francisco-based Terranomics Retail Services, and six years at
McMasters and Westland/TRI, always focused on retail real estate.
In addition, Christine founded and served as the Northern California International Council of
Shopping Centers (ICSC) Alliance/P3 chairman for the private sector, and she used her experience
in ground up shopping center development in consulting to Cities and Counties regarding retail
commercial corridors and downtowns.
A representative list of clients include:
Kohl’s Department Stores
Target Stores
Andronico’s Markets
Crow Family Holdings Group
AMC Theatres
Wal-Mart
Stein Mart
Serra Center Holdings
Safeway Stores
Costco
Longs Drugs/CVS
Catellus
Starwood Retail Partners
Century Theatres
Safeway Development Company (PDC)
The Sobrato Organization
Regency Centers
Berkeley Farms Land
Ms. Firstenberg has been active on Bay
Area real estate councils, serving as Vice
President and Board Member of the
Contra Costa Council for 18 years, as
well as a speaker at UC Berkeley’s Haas
School of Business, and Committee
member and participant on the Urban
Land Institute’s Technical Assistant
Panels. At the same time holding a
leadership role in the retail shopping
center’s industry association, The
International Council of Shopping
Centers (ICSC) for nearly 24 years,
Chairman, Program Committee
Chairman, Committee Member, Panel
Speaker and founder and chairman of
the Alliance/P3 Program in Northern
California.
AFFILIATIONS
AFFILIATIONS
Ms. Firstenberg has been active on Bay
Area real estate councils, serving as Vice
President and Board Member of the
Contra Costa Council for 18 years, as well
as a speaker at UC Berkeley’s Haas School
of Business, and Committee member and
participant on the Urban Land Institute’s
Technical Assistance Panels.
She has held a leadership role in the retail
shopping center’s industry association,
The International Council of Shopping
Centers (ICSC) for nearly 24 years, serving
as the Government Affairs Chairman,
Program Committee
Chairman, Committee Member, Panel
Speaker and founder and chairman
of the Alliance/P3 Program in
Northern California.
PROFILE
Christine Firstenberg is a senior level real estate specialist focusing on retail
lease negotiations, retail and mix-use development/ redevelopment, urban retail
revitalization, tenant representation, and property representation.
EXPERIENCE
Ms. Firstenberg’s deep experience in California entitlement issues and land use
analysis has led to successes throughout her development consulting and retail real
estate brokerage career, as well as her leadership roles in industry organizations.
Having sold over 3.2 million square feet of retail buildings; leased over 4.6 million
square feet, and participated in the entitlement process for a multitude of shopping
centers, Ms. Firstenberg has a distinct knowledge base from which to pull from.
Christine’s has experience in pre-construction leasing, ground-up development
master planning, merchandising planning and retailer strategic expansion plans. Ms.
Firstenberg is currently a Principal with Retail Real Estate Resources, a development
consulting company and Partner at Metrovation Retail Brokerage.
Previously (March, 2015 to March, 2018) she was Senior Vice President at JLL where
she was the principal person to identify and secure a relationship with a major mall
development company.
Prior to that, (2002 to 2015) she was Partner/Managing Director and co-founder of
Metrovation Brokerage, (which she founded with ICSC retail legend Merritt Sher in
2002), focusing on the development of strategic expansion plans for retail tenants
interested in opening retail stores in the tight markets of the San Francisco Bay Area.
Prior to that, (1993 - 2002) she spent 9 years at San Francisco-based Terranomics
Retail Services, and six years at McMasters and Westland/TRI, always focused on
retail real estate.
In addition, Christine founded and served as the Northern California International
Council of Shopping Centers (ICSC) Alliance/P3 chairman for the private sector, and
she used her experience in ground up shopping center development in consulting
to Cities and Counties regarding retail commercial corridors and downtowns.
Broker #00973135
925 381-8666
christine@cfirstenberg.com
CHRISTINE FIRSTENBERG
Retail Real Estate Resources | Principal | Metrovation Brokerage
A representative list of clients:
• Kohl’s Department Stores
• Target Stores
• Andronico’s Markets
• Crow Family Holdings Group
• AMC Theatres
• Wal-Mart
• Office Depot
• Serra Center Holdings
• Safeway Stores
• Costco
• Longs Drugs/CVS
• Catellus
• Starwood Retail Partners
• Century Theatres
237
Key Role
Debbie brings years of experience and strong technical skills to develop analytical methodologies,
efficiently evaluate public/private real estate development issues, and provide state-of-the art
solutions.
P3 and Public Benefits
Debbie has evaluated the development economics of hundreds of proposed projects, representing a full spectrum of land uses,
including: residential, office, hotel, retail, entertainment, industrial, and numerous mixed-use developments. The purpose of the
evaluations is to determine the magnitude of public subsidy or development incentives that are needed to realize specific public
benefits, such as the inclusion of non-profit arts space in a development, or affordable housing.
Infrastructure and Public Facility Finance
Debbie is a leader in the field of infrastructure finance. She has developed effective financing plans for new facilities triggered
by a proposed real estate development, rehabilitation of existing structures, citywide capital improvement plans, and specific
plans. Structures are often comprised of multiple funding sources, including: Enhanced Infrastructure Financing Districts (EIFDs),
Community Facility Districts (CFDs), value-added entitlements, and new markets tax credits.
Fiscal and Economic Impacts
Debbie has evaluated the fiscal and economic impacts of a full-range of land uses, from residential to sports facilities. The analyses
have been undertaken within the context of processing development entitlements for specific projects and formulating land
use policies. Recent impact analyses include: LinkedIn’s campus in Mountain View; Brisbane Baylands; Vallco Town Center; and
Apple’s presence in Cupertino. Debbie has used the findings of the analysis to recommend incentive packages to attract and retain
businesses, metering requirements to balance the impacts of different land uses, and CFD maintenance obligations or developer
exactions to mitigate negative impacts.
Professional Credentials
Debbie holds a master’s degree in economics from Columbia University and a bachelor’s degree in economics from the University of
California at Berkeley. She is a member of the Phi Beta Kappa honor society. Debbie is a member of CALED’s Economic Development
Finance and Real Estate Committee
DEBBIE KERN, Keyser Marston Associates, Inc.
Debbie Kern is the Managing Principal in Keyser Marston Associates’ Northern California
office with over 30 years of experience in public / private real estate consulting.
Dublin Crossing (Boulevard)Downtown Windsor
Debbie analyzed the financial feasibility of a new civic center
and joint commercial development in downtown Windsor.
Debbie evaluated the fiscal impacts and financing plan of the
189-acre project area.
Key Role
Kevin focuses on real estate feasibility and market analysis, fiscal and economic impact assessments,
and infrastructure finance.
Land Use Strategies
Kevin is experienced working with cities and communities to define and achieve their economic development and land use
objectives. His work in this area has involved demographic and market analysis, physical and land use assessments, as well as
focus groups with business, community, and public agency stakeholders. Recent assignments include market demand analysis for
the redevelopment of the 180-acre Sonoma Developmental Center and a development strategy for the Port of Redwood City’s
commercial area.
Real Estate Feasibility & Public-Private Partnerships
Kevin evaluates the market and financial feasibility of residential, commercial, and industrial projects to inform the structuring of
development agreements, development incentives, and public benefits. His experience includes financial modeling of development
alternatives based on local market conditions and the evaluation of developer proposals for publicly-owned sites.
Infrastructure Finance
Kevin assists local jurisdictions in the preparation of financing plans and funding strategies for community facilities and public
infrastructure. He has also analyzed the leveraging capacity of specific tools such as Enhanced Infrastructure Financing Districts and
Community Facilities Districts. Kevin’s infrastructure finance experience includes community facilities adjacent to light rail stations in
Calgary (Canada), economic development projects in Solano County, and multiphase development projects in Reno and Sacramento.
Professional Credentials
Kevin holds a Bachelor’s degree from Harvard University, and a Master’s degree in city planning from the Massachusetts Institute of
Technology.
KEVIN FEENEY, Keyser Marston Associates, Inc.
Kevin Feeney is a Principal in Keyser Marston Associates’ Northern California office with
ten years of experience in urban planning, public finance, and real estate analysis. Prior to
rejoining KMA in 2018, Kevin worked as an economist for a global infrastructure firm.
CityLine Sunnyvale
Downtown Dublin
Kevin analyzed market demand for land uses within 36-acre
development.
Kevin evaluated economic viability and identified funding sources
for public improvements.
Key RoleDebbie brings years of experience and strong technical skills to develop analytical methodologies, efficiently evaluate public/private real estate development issues, and provide state-of-the art solutions.P3 and Public BenefitsDebbie has evaluated the development economics of hundreds of proposed projects, representing a full spectrum of land uses, including: residential, office, hotel, retail, entertainment, industrial, and numerous mixed-use developments. The purpose of the evaluations is to determine the magnitude of public subsidy or development incentives that are needed to realize specific public benefits, such as the inclusion of non-profit arts space in a development, or affordable housing. Infrastructure and Public Facility Finance Debbie is a leader in the field of infrastructure finance. She has developed effective financing plans for new facilities triggered by a proposed real estate development, rehabilitation of existing structures, citywide capital improvement plans, and specific plans. Structures are often comprised of multiple funding sources, including: Enhanced Infrastructure Financing Districts (EIFDs), Community Facility Districts (CFDs), value-added entitlements, and new markets tax credits. Fiscal and Economic ImpactsDebbie has evaluated the fiscal and economic impacts of a full-range of land uses, from residential to sports facilities. The analyses have been undertaken within the context of processing development entitlements for specific projects and formulating land use policies. Recent impact analyses include: LinkedIn’s campus in Mountain View; Brisbane Baylands; Vallco Town Center; and Apple’s presence in Cupertino. Debbie has used the findings of the analysis to recommend incentive packages to attract and retain businesses, metering requirements to balance the impacts of different land uses, and CFD maintenance obligations or developer exactions to mitigate negative impacts.Professional CredentialsDebbie holds a master’s degree in economics from Columbia University and a bachelor’s degree in economics from the University of California at Berkeley. She is a member of the Phi Beta Kappa honor society. Debbie is a member of CALED’s Economic Development Finance and Real Estate CommitteeDEBBIE KERN, Keyser Marston Associates, Inc.Debbie Kern is the Managing Principal in Keyser Marston Associates’ Northern California office with over 30 years of experience in public / private real estate consulting.Downtown CommonsTreasure IslandDebbie advised on the infrastructure financing plan for the Treasure/ Yerba Buena Islands Development Project.Debbie evaluated the financial feasibility of a mixed-use project next to the Golden 1 Center in Sacramento. Key RoleDebbie brings years of experience and strong technical skills to develop analytical methodologies, efficiently evaluate public/private real estate development issues, and provide state-of-the art solutions.P3 and Public BenefitsDebbie has evaluated the development economics of hundreds of proposed projects, representing a full spectrum of land uses, including: residential, office, hotel, retail, entertainment, industrial, and numerous mixed-use developments. The purpose of the evaluations is to determine the magnitude of public subsidy or development incentives that are needed to realize specific public benefits, such as the inclusion of non-profit arts space in a development, or affordable housing. Infrastructure and Public Facility Finance Debbie is a leader in the field of infrastructure finance. She has developed effective financing plans for new facilities triggered by a proposed real estate development, rehabilitation of existing structures, citywide capital improvement plans, and specific plans. Structures are often comprised of multiple funding sources, including: Enhanced Infrastructure Financing Districts (EIFDs), Community Facility Districts (CFDs), value-added entitlements, and new markets tax credits. Fiscal and Economic ImpactsDebbie has evaluated the fiscal and economic impacts of a full-range of land uses, from residential to sports facilities. The analyses have been undertaken within the context of processing development entitlements for specific projects and formulating land use policies. Recent impact analyses include: LinkedIn’s campus in Mountain View; Brisbane Baylands; Vallco Town Center; and Apple’s presence in Cupertino. Debbie has used the findings of the analysis to recommend incentive packages to attract and retain businesses, metering requirements to balance the impacts of different land uses, and CFD maintenance obligations or developer exactions to mitigate negative impacts.Professional CredentialsDebbie holds a master’s degree in economics from Columbia University and a bachelor’s degree in economics from the University of California at Berkeley. She is a member of the Phi Beta Kappa honor society. Debbie is a member of CALED’s Economic Development Finance and Real Estate CommitteeDEBBIE KERN, Keyser Marston Associates, Inc.Debbie Kern is the Managing Principal in Keyser Marston Associates’ Northern California office with over 30 years of experience in public / private real estate consulting.Downtown CommonsTreasure IslandDebbie advised on the infrastructure financing plan for the Treasure/ Yerba Buena Islands Development Project.Debbie evaluated the financial feasibility of a mixed-use project next to the Golden 1 Center in Sacramento.
238
Mike Mowery, P.E.
Project Manager
Michael is a Team Leader in the Northern
California offices of Kimley-Horn. Michael’s
experience in the fields of site development as
well as transportation planning and design
brings a well-rounded background to any project team. He is recognized
in the area for his wide range of background including work from site
development, TOD project design, entitlements, and transportation
design and specific/area plans. For both public and private clients, Mike
has been the point person of new development sites for office
campuses, hospitality, retail, and residential projects. Through his work
on more than 300 projects at the state, regional, and local level, Michael
offers a balanced approach to each project to best serve all modes of
motorists, cyclists, and pedestrians while creating a safe and
comfortable environment to travel to and from their project destination.
Relevant Experience
• Downtown Dublin Mixed-Use Development, Dublin, CA
• Ikea Retail Center, Dublin, CA
• Dougherty Road Improvements (Sierra Lane to North City Limit), Dublin, CA
• Newpark Specific Plan, Newark, CA
• Stoneridge Shopping Mall Redevelopment, Pleasanton, CA
• Broadway Plaza Redevelopment, Walnut Creek, CA
• San Ramon City Center Transportation EIR Evaluation, San Ramon, CA
• Stanford Shopping Mall Redevelopment, Palo Alto, CA
• Hillsdale Shopping Center North Block Redevelopment, Menlo Park, CA
• Blackhawk Plaza Civil Engineering Services, Danville, CA
• Vallco Town Center Specific Plan, Cupertino, CA
• San Antonio Shopping Center Area Precise Plan, Mountain View, CA
• Los Gatos General Plan Update, Los Gatos, CA
• Graton Rancheria Casino and Hotel EIS aka Graton Resort and Hotel EIS, Rohnert Park, CA
• Facebook Menlo Gateway Mixed-Use Development, Menlo Park, CA
• Bay Meadows Phase I and II Specific Plan and Amendment, San Mateo, CA
• Moffett Towers Office Development, Sunnyvale, CA
• 725 S Fair Oaks Avenue Hotel, Sunnyvale, CA
• Albany Target Peer Review, Albany, CA
• El Cerrito Plaza Mixed-Use SEIR Peer Review, Albany, CA
• Empire Shopping Center Study, Antioch, CA
• Rancho San Juan Mixed-Use DEIR Peer Review, Salinas, CA
• University Village Mixed-Use Peer Review, Albany, CA
Professional Credentials
•Bachelor of Science, Civil
Engineering, Colorado State
University
•Professional Engineer in
California #C66353
•American Society of Civil
Engineers (ASCE), Member
•Institute of Transportation
Engineers (ITE), Member
•International Parking
Institute (IPI), Associate
Member
•International Council of
Shopping Centers (ICSC),
member
Ben Huie, P.E.
Traffic Engineering
Ben is a transportation engineer with more than
13 years of experience in safe routes to school
projects, bicycle plans, intersection control
evaluations, traffic impact studies, traffic signal
design plans, freeway congestion performance monitoring, ramp
metering plan development, speed surveys, and roadway design
projects. Ben is a project manager with experience working with public
and private sector clients. He has worked on projects with agencies
throughout the Bay Area. Ben is skilled in the latest versions of Traffix,
Synchro, Highway Capacity Software, FreQ, AutoCAD, and Microsoft Office.
Relevant Experience
• At Dublin Project EIR, Dublin, CA
• At Dublin Traffic Signal, Dublin, CA
• Dublin High School Review, Dublin, CA
• Dublin Westin Hotel CEQA, Dublin, CA
• Dublin Kaiser, Dublin, CA
• Dublin Moller Ranch TIS, Dublin, CA
• Dougherty Road Improvements, Dublin, CA
• Blackhawk Plaza, Danville, CA
• Broadway Plaza Redevelopment, Walnut Creek, CA
• Downtown Napa Specific Plan, Napa, CA
• Livermore Old Town TIA, Livermore, CA
• MTC, Program for Arterial System Synchronization (PASS), Berkeley, CA
• City Center Traffic Study, Sunnyvale, CA
• Napa Civic Center, Napa, CA
• San Leandro Technology Park, San Leandro, CA
• Sequoia Gateway TIS, Visalia, CA
• Lake Merritt BART, Oakland, CA
• Newman Development, Vallejo, CA
• Graton Casino, Rohnet Park, CA
• Cal High Parking Study, San Ramon, CA
• O’Connell Napa TIA, Napa, CA
• Pittsburg Fire Station TIA, Pittsburg, CA
• Richmond Traffic Safety, Richmond, CA
• Menlo Gateway Traffic Planning, Menlo Park, CA
• Bay Meadows, San Mateo, CA
• Tracy Hills Specific Plan, Tracy, CA
• Hills at Vallco, Cupertino, CA
• Napa Trinitas Hotel TIA, Napa, CA
• Onnie Christie TIA, Emeryville, CA
• Tasman Drive Traffic Study, Santa Clara, CA
Professional Credentials
•Bachelor of Science, Civil
and Environmental
Engineering, University of
California, Berkeley
•Professional Engineer in
California #C76682
Mike Mowery, P.E. Project Manager Michael is a Team Leader in the Northern California offices of Kimley-Horn. Michael’s experience in the fields of site development as well as transportation planning and design brings a well-rounded background to any project team. He is recognized in the area for his wide range of background including work from site development, TOD project design, entitlements, and transportation design and specific/area plans. For both public and private clients, Mike has been the point person of new development sites for office campuses, hospitality, retail, and residential projects. Through his work on more than 300 projects at the state, regional, and local level, Michael offers a balanced approach to each project to best serve all modes of motorists, cyclists, and pedestrians while creating a safe and comfortable environment to travel to and from their project destination. Relevant Experience • Downtown Dublin Mixed-Use Development, Dublin, CA • Ikea Retail Center, Dublin, CA • Dougherty Road Improvements (Sierra Lane to North City Limit), Dublin, CA • Newpark Specific Plan, Newark, CA • Stoneridge Shopping Mall Redevelopment, Pleasanton, CA • Broadway Plaza Redevelopment, Walnut Creek, CA • San Ramon City Center Transportation EIR Evaluation, San Ramon, CA • Stanford Shopping Mall Redevelopment, Palo Alto, CA • Hillsdale Shopping Center North Block Redevelopment, Menlo Park, CA • Blackhawk Plaza Civil Engineering Services, Danville, CA • Vallco Town Center Specific Plan, Cupertino, CA • San Antonio Shopping Center Area Precise Plan, Mountain View, CA • Los Gatos General Plan Update, Los Gatos, CA • Graton Rancheria Casino and Hotel EIS aka Graton Resort and Hotel EIS, Rohnert Park, CA • Facebook Menlo Gateway Mixed-Use Development, Menlo Park, CA • Bay Meadows Phase I and II Specific Plan and Amendment, San Mateo, CA • Moffett Towers Office Development, Sunnyvale, CA • 725 S Fair Oaks Avenue Hotel, Sunnyvale, CA • Albany Target Peer Review, Albany, CA • El Cerrito Plaza Mixed-Use SEIR Peer Review, Albany, CA • Empire Shopping Center Study, Antioch, CA • Rancho San Juan Mixed-Use DEIR Peer Review, Salinas, CA • University Village Mixed-Use Peer Review, Albany, CA Professional Credentials •Bachelor of Science, Civil Engineering, Colorado State University •Professional Engineer in California #C66353 •American Society of Civil Engineers (ASCE), Member •Institute of Transportation Engineers (ITE), Member •International Parking Institute (IPI), Associate Member •International Council of Shopping Centers (ICSC), member
Ben Huie, P.E. Traffic Engineering Ben is a transportation engineer with more than 13 years of experience in safe routes to school projects, bicycle plans, intersection control evaluations, traffic impact studies, traffic signal design plans, freeway congestion performance monitoring, ramp metering plan development, speed surveys, and roadway design projects. Ben is a project manager with experience working with public and private sector clients. He has worked on projects with agencies throughout the Bay Area. Ben is skilled in the latest versions of Traffix, Synchro, Highway Capacity Software, FreQ, AutoCAD, and Microsoft Office. Relevant Experience • At Dublin Project EIR, Dublin, CA • At Dublin Traffic Signal, Dublin, CA • Dublin High School Review, Dublin, CA • Dublin Westin Hotel CEQA, Dublin, CA • Dublin Kaiser, Dublin, CA • Dublin Moller Ranch TIS, Dublin, CA • Dougherty Road Improvements, Dublin, CA • Blackhawk Plaza, Danville, CA • Broadway Plaza Redevelopment, Walnut Creek, CA • Downtown Napa Specific Plan, Napa, CA • Livermore Old Town TIA, Livermore, CA • MTC, Program for Arterial System Synchronization (PASS), Berkeley, CA • City Center Traffic Study, Sunnyvale, CA • Napa Civic Center, Napa, CA • San Leandro Technology Park, San Leandro, CA • Sequoia Gateway TIS, Visalia, CA • Lake Merritt BART, Oakland, CA • Newman Development, Vallejo, CA • Graton Casino, Rohnet Park, CA • Cal High Parking Study, San Ramon, CA • O’Connell Napa TIA, Napa, CA • Pittsburg Fire Station TIA, Pittsburg, CA • Richmond Traffic Safety, Richmond, CA • Menlo Gateway Traffic Planning, Menlo Park, CA • Bay Meadows, San Mateo, CA • Tracy Hills Specific Plan, Tracy, CA • Hills at Vallco, Cupertino, CA • Napa Trinitas Hotel TIA, Napa, CA • Onnie Christie TIA, Emeryville, CA • Tasman Drive Traffic Study, Santa Clara, CA Professional Credentials •Bachelor of Science, Civil and Environmental Engineering, University of California, Berkeley •Professional Engineer in California #C76682
239
6. Cost Schedule
Task Description/Outreach Cost ($)
A. BACKGROUND RESEARCH 70,000
A.1 Planning Doc Review (ELS, UFS)10,000
A.2 Urban Design Site Analysis (ELS, UFS) 10,000
A.3 Land Use Market Analysis (KMA, RRER, BLP)15,000
1 Landowner Meetings (#1) (Team)10,000
1 Community Advisory Committee Meetings (#1 ) (Team)10,000
1 City Council & 1 PC Meeting (#1) (Team)15,000
B. PUBLIC ENGAGEMENT 37,000
B.1 Project Website Setup and Content and Maintenance (ELS, UFS)15,000
1 Asynchronous Online Survey (#1) (ELS, UFS)10,000
1 Snychronus Community Meeting (#1) (Team)12,000
Digital Outreach Tools (beyond zoom) 15,000
C. LAND USE FRAMEWORK 114,500
C.1 Innovative Development Case Studies (RRER, BLP)10,000
C.2 Three Broad Planning Concepts (ELS. UFS)25,000
C.3 Economic Viability Memo (KMA)7,500
1 Landowner Meeting (#2) (ELS, UFS, KMA, RRER, BLP)10,000
1 Community Advisory Committee Meeting (#2) (Team)10,000
1 City Council & 1 PC Meeting (#2) (Team)15,000
1 Synchronus Community Meeting (#2) (Team)12,000
1 Asynchronous Online Survey (#2) (ELS. UFS)10,000
1 Consensus Through Education Video (ELS. UFS)15,000
Task Description/Outreach Cost ($)
D. PREFERRED PLAN 133,000
D.1 Preferred Plan 33,000
D.2 4 Character Renderings (ELS. UFS)25,000
D.3 Building Program Area Analysis (ELS)5,000
D.4 Economic Viability Memo update (KMA)4,000
2 Landowner Meetings (#3 and #4) (ELS, UFS, KMA, RRER, BLP) 19,000
1 Community Advisory Committee Meeting (#3) (ELS, UFS, KMA, RRER) 10,000
1 City Council & 1 PC Meeting (#3) (Team)15,000
1 Synchronous Community Meeting (#3) (Team)12,000
1 Asynchronous Community Meeting (#4) (Team) 10,000
E. GENERAL PLAN AMENDMENT STUDY SUMMARY REPORT
A brief report for General Plan Amendment if needed (ELS, UFS)10,000
F. ON CALL IMPLEMENTATION SUPPORT
Consultants to provide on-call services TBD on hourly basis NTE 20,000
A-F. ALL TASKS AND MEETINGS + OUTREACH TOOLS
Tasks A-F 399,500
General Notes:
1. Each task to be delivered in a digital presentation format to be posted to project website.
2. All Community Meetings and City Council Workshops to be recorded in Zoom and include digital
presentations to be posted to project website.
3. Meetings for preparation, progress, coordination and project management are provided as needed per
City’s preference and built into fees.
4. Due to the dynamic nature of the work represented here, we may allocate funds not used in certain
tasks to other tasks.
5. If meetings require in-person attendance at City Hall in Dublin, a cost of $550 per attendee will be
in addition to the above fees. In-person attendance limited to groups of 12 people or less in a socially
distanced setting.
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Attachment 4
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Subconsultants
HOURLY BILLING RATES ($) BY CLASSIFICATION
URBAN FIELD STUDIO
Principal in Charge 235.00 KEYSER MARSTON ASSOCIATES
Chairman, President, Managing Principals* 280.00
Senior Principals* 270.00
Principals* 250.00
Managers* 225.00
Senior Associates 187.50
Associates 167.50
Senior Analysts 150.00
Analysts 130.00
Technical Staff 95.00
Administrative Staff 80.00
* Rates for individuals in these categories will be increased by 50% for time spent in court testimony.
RETAIL REAL ESTATE RESOURCES
Principal in Charge 285.00
BERNESE LANE PARTNERS
Principal in Charge 225.00
KIMLEY-HORN
Senior Professional II 275.00 - 310.00
Senior Professional I 210.00 - 285.00
Professional 170.00 - 210.00
Senior Technical Support 130.00 - 200.00
Analyst 125.00 - 170.00
Technical Support 100.00 - 140.00
Support Staff 95.00 - 115.00
ELS Architecture and Urban Design
HOURLY BILLING RATES ($) BY CLASSIFICATION
Principals 185.00–260.00
Associate Principals 175.00–225.00
Associates 130.00–180.00
Professional Staff 90.00–190.00
Technical/Support Staff 80.00–145.00
Rates are subject to revision on June 1, 2021 in accordance with cost of living adjustments. Individual billing rates and/or
classifications may change during the year to reflect a change in status and/or merit salary adjustments.
REIMBURSABLE EXPENSES
Reimbursable expenses shall be billed at cost times 1.1 and shall include actual expenditures made in the interest of the project, in
the following categories:
1. Outside consultants
2. Expense of transportation and living expenses in connection with out-of-town travel, as authorized by the Client
(international flights shall be business class)
3. Long distance communications and facsimiles
4. Reproduction and photography
5. Postage, shipping, and delivery
6. Fees paid for securing approval of authorities having jurisdiction over the project
7. Professional renderings and models as requested by the Client
MISCELLANEOUS PROVISIONS
Invoices will be submitted monthly and are due upon receipt. Invoices more than 60 days overdue will be subject to a handling
charge of 1.5 percent per month. If the Owner fails to make payment when due, the Architect may, at its option, upon seven days
written notice to the Owner, suspend performance of services.
Architect’s services may be terminated by either party upon seven days’ written notice. In the event of termination that is not the
fault of the Architect, the Architect shall be compensated for services performed and expenses incurred prior to termination.
The Drawings, Specifications, and other documents prepared by the Architect for this Project are instruments of the Architect’s
service for use solely with respect to this Project and, unless otherwise provided, the Architect shall be deemed the author of
these documents and shall retain all common law, statutory, and other reserved rights, including the copyright. The Owner shall
be permitted to retain copies, including reproducible copies, for the Architect’s Drawings, Specifications, and other documents
for information and reference in connection with the Owner’s use and occupancy of the Project. The Architect’s Drawings,
Specifications, and other documents shall not be used by the Owner or others on other projects, for additions to this Project,
or for completion of this Project by others, unless the Architect is adjudged to be in default under the Agreement, except by
agreement in writing and with appropriate compensation to the Architect. If the Owner, or others through the Owner, request
copies of electronic data files (“CAD Data”) prepared by the Architect or its Consultants for the Project, the parties agree to
execute the Architect’s CAD Agreement prior to the transfer of such CAD Data.
Unless otherwise provided, the Architect and its Consultants shall have no responsibility for the discovery, presences, handling,
removal or disposal of, or exposure of persons to, hazardous materials in any form at the Project site, including but not limited to
asbestos, asbestos products, polychlorinated biphenyl (PCB), or other toxic substances.
6. Billing Rates
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SCS Property Community OutreachCity CouncilMarch 2, 2021
SCS Property Location
Background•October 2017 – GPA Imitation Study •January 2018 – At Dublin Application Submittal•October 2018 – Planning Commission•October 2019 – At Dublin Revised Application•February 2020 – Planning Commission•August 2020 – City Council
2018 At Dublin Project
2019 At Dublin Project
Community Outreach•City Council August 2020 directive–Leave GPA Study open–Work with property owner and conduct community outreach for input on future use and development•Urban Land Institute Technical Advisory Panel–Multidisciplinary advice on complex land issues–Tentative scheduled for June 2021•ELS Architecture & Urban Design–Urban design, community engagement, commercial real estate
Community Outreach cont’d.•Task A: Background Research (April 2021)•ULI TAP (June 2021)•Task B: Public Facing Engagement (August 2021)•Task C: Land Use Framework (October 2021)•Task D: Preferred Plan (January 2022)•Task E: GPA Study Recommendation (April 2022)
Guiding Principles•The goal of the outreach process is to gain consensus on preferred land use and future development of the property.•The outreach process will include a variety of interested parties including the property owner, adjacent property owners (i.e., Grafton, Lowe’s), adjacent homeowner’s associations and the Dublin Chamber of Commerce.•The preferred plan will create the framework for a mixed-use private project including limited public amenities.•The preferred plan will establish minimum residential densities.•The preferred plan will meet the goals of the property owner to create a financially and economically feasible project in the current market and long-term sustainability for the City.
RecommendationReview the proposed City-led community outreach process, provide input on the guiding principles for the process and adopt the ResolutionApproving a Consulting Services Agreement Between the City of Dublin and ELS Architecture & Urban Design for the SCS Property Community Outreach.