HomeMy WebLinkAbout2024-10-22; City Council; Resolution 2024-232RESOLUTION NO. 2024-232
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ACCEPTING THE PROPOSAL AND AWARDING AN AGREEMENT
TO ALTA PLANNING + DESIGN, INC. TO PROVIDE PROFESSIONAL
TRANSPORTATION DEMAND MANAGEMENT SERVICES FOR AN AMOUNT
NOT TO EXCEED $259,872 FOR THE FIRST YEAR AND $229,485 FOR THE
SECOND YEAR
WHEREAS, on Sept. 22, 2015, the City Council of the City of Carlsbad, California adopted
Resolution No. 2015-244, approving the Climate Action Plan which aims to reduce communitywide
greenhouse gas emissions; and
WHEREAS, Measures K-1 and K-7 of the Climate Action Plan required adopting a citywide
transportation demand management plan detailing a mix of strategies to reduce travel by single
occupancy vehicles; and
WHEREAS, on Feb. 26, 2019, the City Council adopted Resolution No. 2019-024, approving a
citywide transportation demand management plan; and
WHEREAS, on Jun e 13, 2024, staff posted a request for proposals for transportation demand
management consulting services; and
WHEREAS, on July 17, 2024, one proposal was received; and
WHEREAS, a selection committee evaluated the proposal using criteria outlined in the request
for proposals and rated Alta Planning + Design, Inc. as a qualified and expert professional services
provider who will meet the city's needs and address the city's goals and objectives; and
WHEREAS, payments made to the consultant for these transportation demand management
services shall be funded from the Transportation Planning and Mobility Division's operating budget,
which has sufficient funding available to award this agreement; and
WHEREAS, in accordance with California Public Resources Code Section 21065, the action to
award a professional services agreement for transportation demand management services does not
constitute a project within the meaning of the California Environmental Quality Act in that it ha s no
potential to cause either a direct physical change in the environment, or a reasonably foreseeable
indirect physical change in the environment and therefore does not require environmental review.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
l. That the above recitations are true and correct.
2. That the professional services agreement with Alta Planning + Design, Inc. is hereby
approved.
3. That the Mayor is hereby authorized and directed to execute the professional services
agreement, attached hereto as Attachment A, with Alta Planning + Design, Inc., in an
amount not to exceed $259,872 for the first year and $229,485 for the second year.
4. That the City Manager is authorized to extend the agreement for a period of up to three
one-year terms, in an amount not to exceed $229,485 per agreement term.
5. That the City Manager or designee is authorized to sign all other documents necessary
for regulatory compliance, to extend funding opportunities, or to otherwise implement
and finalize the project, all of which are subject to review and approval as to form by
the City Attorney's office.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 22nd day of October, 2024, by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
KEITH BLACKBURN, Mayor
SHERRY FREISINGER, City Clerk
(SEAL)
Attachment A
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Incremental payments, if applicable, will be made on invoices submitted monthly on progress made as
outlined in attached Exhibit "A".
6.CONSTRUCTION MANAGEMENT SOFTWARE
Procore Project Management and Collaboration System. This project may utilize the Owner’s Procore
(www.procore.com) online project management and document control platform. The intent of utilizing
Procore is to reduce cost and schedule risk, improve quality and safety, and maintain a healthy team
dynamic by improving information flow, reducing non-productive activities, reducing rework and
decreasing turnaround times. The Contractor is required to create a free web-based Procore user
account(s) and utilize web-based training / tutorials (as needed) to become familiar with the system.
Unless the Engineer approves otherwise, the Contractor shall process all project documents through
Procore because this platform will be used to submit, track, distribute and collaborate on project. If
unfamiliar or not otherwise trained with Procore, Contractor and applicable team members shall
complete a free training certification course located at http://learn.procore.com/procore-certification-
subcontractor. The Contractor is responsible for attaining their own Procore support, as needed, either
through the online training or reaching out to the Procore support team. It will be the responsibility of the
Contractor to regularly check Procore and review updated documents as they are added. There will be no
cost to the Contractor for use of Procore.
It is recommended that the Contractor provide mobile access for Windows, iOS located at
https://apps.apple.com/us/app/procore-construction-management/id374930542 or Android devices
located at https://play.google.com/store/apps/details?id=com.procore.activities with the Procore App
installed to at least one on-site individual to provide real-time access to current posted drawings,
specifications, RFIs, submittals, schedules, change orders, project documents, as well as any deficient
observations or punch list items. Providing mobile access will improve communication, efficiency, and
productivity for all parties. The use of Procore for project management does not relieve the contractor of
any other requirements as may be specified in the contract documents.
7.STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit
of Contractor's independent calling, and not as an employee of City. Contractor will be under control of
City only as to the result to be accomplished but will consult with City as necessary. The persons used by
Contractor to provide services under this Agreement will not be considered employees of City for any
purposes.
The payment made to Contractor pursuant to the Agreement will be the full and complete compensation
to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of
Contractor or its agents, employees or subcontractors. City will not be required to pay any workers'
compensation insurance or unemployment contributions on behalf of Contractor or its employees or
subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement
contribution, social security, overtime payment, unemployment payment or workers' compensation
payment which City may be required to make on behalf of Contractor or any agent, employee, or
subcontractor of Contractor for work done under this Agreement. At the City’s election, City may deduct
the indemnification amount from any balance owing to Contractor.
8.SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval of City. If
Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and
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omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the
subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor.
Nothing contained in this Agreement will create any contractual relationship between any subcontractor
of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind
every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement
applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved
in writing by City.
9.OTHER CONTRACTORS
The City reserves the right to employ other Contractors in connection with the Services.
10.INDEMNIFICATION
Contractor agrees to defend (with counsel approved by the City), indemnify, and hold harmless the City
and its officers, elected and appointed officials, employees and volunteers from and against all claims,
damages, losses and expenses including attorney’s fees arising out of the performance of the work
described herein caused by any negligence, recklessness, or willful misconduct of the Contractor, any
subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any of
them may be liable.
If Contractor’s obligation to defend, indemnify, and/or hold harmless arises out of Contractor’s
performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then,
and only to the extent required by Civil Code Section 2782.8, which is fully incorporated herein,
Contractor’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to
the negligence, recklessness, or willful misconduct of the Contractor, and, upon Contractor obtaining a
final adjudication by a court of competent jurisdiction. Contractor’s liability for such claim, including the
cost to defend, shall not exceed the Contractor’s proportionate percentage of fault.
The parties expressly agree that any payment, attorney’s fee, costs or expense City incurs or makes to or
on behalf of an injured employee under the City’s self-administered workers’ compensation is included as
a loss, expense or cost for the purposes of this section, and that this section will survive the expiration or
early termination of this Agreement.
11.INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all amendments,
insurance against claims for injuries to persons or damage to property which may arise out of or in
connection with performance of the services by Contractor or Contractor’s agents, representatives,
employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and
authorized to do business in the State of California. The insurance carrier is required to have a current
Best's Key Rating of not less than "A-:VII"; OR with a surplus line insurer on the State of California’s List of
Approved Surplus Line Insurers (LASLI) with a rating in the latest Best’s Key Rating Guide of at least “A:X”;
OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC)
latest quarterly listings report.
11.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits
indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum
amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations
under this Agreement. City, its officers, agents and employees make no representation that the limits of
the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect
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Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will
obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense.
The full limits available to the named insured shall also be available and applicable to the City as an
additional insured.
11.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an “occurrence” basis,
including personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general
aggregate limit applies, either the general aggregate limit shall apply separately to this project/location
or the general aggregate limit shall be twice the required occurrence limit.
11.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for
City). $2,000,000 combined single-limit per accident for bodily injury and property damage.
11.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as
required by the California Labor Code. Workers' Compensation will not be required if Contractor has no
employees and provides, to City's satisfaction, a declaration stating this.
11.1.4 Professional Liability. Errors and omissions liability appropriate to Contractor’s profession
with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years
following the date of completion of the work.
11.2 Additional Provisions. Contractor will ensure that the policies of insurance required under this
Agreement contain, or are endorsed to contain, the following provisions:
11.2.1 The City will be named as an additional insured on Commercial General Liability which
shall provide primary coverage to the City.
11.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be
written as claims-made coverage.
11.2.3 If Contractor maintains higher limits than the minimums shown above, the City requires
and will be entitled to coverage for the higher limits maintained by Contractor. Any available insurance
proceeds in excess of the specified minimum limits of insurance and coverage will be available to the City.
11.2.4 This insurance will be in force during the life of the Agreement and any extensions of it
and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant
to the Notice provisions of this Agreement.
11.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement,
Contractor will furnish certificates of insurance and endorsements to City.
11.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages,
then City will have the option to declare Contractor in breach or may purchase replacement insurance or
pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor
is responsible for any payments made by City to obtain or maintain insurance and City may collect these
payments from Contractor or deduct the amount paid from any sums due Contractor under this
Agreement.
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11.5 Submission of Insurance Policies. In the case of a claim, City reserves the right to require, at any
time, complete and certified copies of any or all required insurance policies and endorsements.
12. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as
may be amended from time-to-time.
13. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred under this
Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during
normal business hours to examine, audit, and make transcripts or copies of records and any other
documents created pursuant to this Agreement. Contractor will allow inspection of all work, data,
documents, proceedings, and activities related to the Agreement for a period of four (4) years from the
date of final payment under this Agreement.
14. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this
Agreement is the property of City upon full payment to Contractor according to the terms of this
agreement. In the event this Agreement is terminated, all work product produced by Contractor or its
agents, employees and subcontractors and paid for by the City pursuant to this Agreement will be
delivered at once to City. Contractor will have the right to make one (1) copy of the work product for
Contractor’s records. In the event of any Contractor documents are subsequently modified in any respect
without Contractor’s involvement and oversight, the City hereby agrees to release, indemnify, and hold
Contractor, its officers, employees, and consultants harmless against any claims or damages arising from
the reuse or modification of said documents.
15. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor
relinquishes all claims to the copyrights in favor of City.
16. NOTICES
The name of the persons who are authorized to give written notice or to receive written notice on behalf
of City and on behalf of Contractor under this Agreement are:
For City For Contractor
Name Nathan Schmidt Name Aaron Gaul
Title
Transportation Planning &
Mobility Manager Title Project Manager
Department Public Works Address 101 SW Main St. Ste 2000
City of Carlsbad Portland, OR 97204
Address 1635 Faraday Ave. Phone No. 503-230-9862
Carlsbad, CA 92008 Email
aarongaul@altago.com, with copy
to contracts@altago.com
Phone No. 442-339-2734
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Each party will notify the other immediately of any changes of address that would require any notice or
delivery to be directed to another address.
17. CONFLICT OF INTEREST
Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the
requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report investments or
interests as required in the City of Carlsbad Conflict of Interest Code.
Yes ☐ No ☒
If yes, list the contact information below for all individuals required to file:
Name Email Phone Number
18. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which
in any manner affect those employed by Contractor, or in any way affect the performance of the Services
by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and
regulations and will be responsible for the compliance of Contractor's services with all applicable laws,
ordinances and regulations.
Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will
comply with those requirements, including, but not limited to, verifying the eligibility for employment of
all agents, employees, subcontractors and consultants whose services are required by this Agreement.
19. CALIFORNIA AIR RESOURCES BOARD (CARB) ADVANCED CLEAN FLEETS REGULATIONS
Contractor’s vehicles with a gross vehicle weight rating greater than 8,500 lbs. and light-duty package
delivery vehicles operated in California may be subject to the California Air Resources Board (CARB)
Advanced Clean Fleets regulations. Such vehicles may therefore be subject to requirements to reduce
emissions of air pollutants. For more information, please visit the CARB Advanced Clean Fleets webpage
at https://ww2.arb.ca.gov/our-work/programs/advanced-clean-fleets.
20. DISCRIMINATION AND HARASSMENT PROHIBITED
Contractor will comply with all applicable local, state and federal laws and regulations prohibiting
discrimination and harassment.
21. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following procedure will be used
to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties.
Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A
copy of such documented dispute will be forwarded to both parties involved along with recommended
methods of resolution, which would be of benefit to both parties. The representative receiving the letter
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will reply to the letter along with a recommended method of resolution within ten (10) business days. If
the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will
be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended
by each party and may then opt to direct a solution to the problem. In such cases, the action of the City
Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the
parties from seeking remedies available to them at law.
22. TERMINATION
In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may terminate
this Agreement for nonperformance by notifying Contractor by certified mail of the termination and,
following notice, Contractor fails to cure or begin to cure such breach or failure within ten (10) days of
receipt of notice. If City decides to abandon or indefinitely postpone the work or services contemplated
by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon
notification of termination, Contractor has five (5) business days to deliver any documents owned by City
and all work in progress to City address contained in this Agreement. City will make a determination of
fact based upon the work product delivered to City and of the percentage of work that Contractor has
performed which is usable and of worth to City in having the Agreement completed. Based upon that
finding City will determine the final payment of the Agreement.
City may terminate this Agreement by tendering thirty (30) days written notice to Contractor. Contractor
may terminate this Agreement by tendering thirty (30) days written notice to City. In the event of
termination of this Agreement by either party and upon request of City, Contractor will assemble the work
product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for
work performed to the termination date; however, the total will not exceed the lump sum fee payable
under this Agreement. City will make the final determination as to the portions of tasks completed and
the compensation to be made.
23. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or person, other than a
bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has
not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission,
percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award
or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this
Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or
otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent
fee.
24. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be
asserted as part of the Compensation as set forth in this Agreement and not in anticipation of litigation or
in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to City, it may be
considered fraud and Contractor may be subject to criminal prosecution. Contractor acknowledges that
California Government Code sections 12650 et seq., the False Claims Act applies to this Agreement and,
provides for civil penalties where a person knowingly submits a false claim to a public entity. These
provisions include false claims made with deliberate ignorance of the false information or in reckless
disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the False
Claims Act, it is entitled to recover its litigation costs, including attorney's fees. Contractor acknowledges
that the filing of a false claim may subject Contractor to an administrative debarment proceeding as the
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result of which Contractor may be prevented to act as a Contractor on any public work or improvement
for a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is grounds
for City to terminate this Agreement.
25. JURISDICTION AND VENUE
This Agreement shall be interpreted in accordance with the laws of the State of California. Any action at
law or in equity brought by either of the parties for the purpose of enforcing a right or rights provided for
by this Agreement will be tried in a court of competent jurisdiction in the County of San Diego, State of
California, and the parties waive all provisions of law providing for a change of venue in these proceedings
to any other county.
26. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and
their respective successors. Neither this Agreement nor any part of it nor any monies due or to become
due under it may be assigned by Contractor without the prior consent of City, which shall not be
unreasonably withheld.
27. THIRD PARTY RIGHTS
Nothing in this Agreement should be construed to give any rights or benefits to any party other than the
City and Contractor.
28. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated by it, along with
the purchase order for this Agreement and its provisions, embody the entire Agreement and
understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the
Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be
amended, modified, waived or discharged except in a writing signed by both parties. This Agreement may
be executed in counterparts.
29. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor
each represent and warrant that they have the legal power, right and actual authority to bind Contractor
to the terms and conditions of this Agreement.
[signatures on following page]
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EXHIBIT A
SCOPE OF SERVICES AND FEE
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8RFP24-3465TRAN Transportation Demand Management Consultant Services
Introduction
The TDM Ordinance and Program continue to grow requiring care
in process improvements, scaling, customer service, and resource
management. Our project approach embeds project and time
management tactics, organizational development skills, data
protection protocols, and resource management tools into each
task.
Scaling and quality control for each task will be achieved through
our project management protocols/tools, technology, and TDM
expertise. By equipping the City with an Alta team of tenured
experts in both TDM and project management, our team will
deliver each project task on time, on budget, and in coordination
with City direction.
The following scope of work is dynamic by nature to ensure
applicability through various external variables and intercorrelated
steps between the tasks. Our approach leverages Gantt charts,
interdisciplinary meetings, and project pulse check analysis to
ensure each task works as part of the bigger scope of work.
Lastly, the Alta project team provides a foundational and tested
partnership between City staff and the selected consultants to
deliver the following scope of work.
Scope of Work
Alta will leverage the insights and priorities from the TDM
workshop our team facilitated with City staff in February 2024
to deliver the following scope of services while prioritizing
efficiencies as the TDM Ordinance scales quickly to new members.
TASK 1 – REVIEW EXISTING TDM ORDINANCE, RESEARCH, AND RESOURCES
TDM has an important role in helping the City fulfill its Climate
Action Plan commitments and goals as well as complementing
the infrastructure improvements planned and implemented as
part of the City’s Sustainable Mobility Plan. Having worked with
the City of Carlsbad to support this program, our team has an
excellent understanding of the TDM ordinance, the handbook,
and current implementation processes and procedures as well as
the TDM requirements stemming from the mobility element of the
General Plan. Our team proposes taking advantage of this task
to thoroughly review and confirm the priorities identified in the
Strategic Planning Workshop in February and set a schedule for
implementing high priority actions.
Task 1 Deliverables:
•High-priority action workplan
•Ad-hoc TDM research and resource development as needed
TASK 2 – EXPLORE FEASIBILITY OF EXPANDED TDM PROGRAM
A feasibility analysis to assess expanding the City’s TDM Ordinance
and plan to cover uses beyond non-residential uses must consider
several factors including political considerations, the benefits
and costs of expanding the ordinance to other land uses, and the
resources required to staff an expanded program.
To complete the analysis, our team will work closely with City of
Carlsbad staff to assist in the selection of land uses that should
be prioritized based on factors to be identified in collaboration
with City staff. Land uses to be considered include schools,
Homeowners Associations (HOAs), and community districts.
Factors could include trip generation, expected potential for new
development based on zoning, potential legal implications, and
implications for TDM programming and services offered by the
City.
Once land uses have been identified, we will consider lessons
learned from peer communities that include these land use types
in their TDM ordinances. Our team recommends conducting
outreach to affected groups to help inform the structure of an
expanded ordinance. Finally, we anticipate coordinating with the
City’s attorney to examine the legal options associated with the
various alternatives and determine how existing regulations and
laws may impact implementation options.
5. Project Approachand Scope of Work
Alta has conducted multiple outreach efforts in the Carlsbad community through our previous TDM work with the City.
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9RFP24-3465TRAN Transportation Demand Management Consultant Services
b. Replica or Streetlight data, tools that model trips by mode
based on location-based data. It is available more frequently
with less lag time than ACS data. The most important benefit of
location-based data is that it captures non-work trips in addition
to the journey to work data available from Census data.
c. Our team will consider additional data, such as transit
ridership and the San Diego Association of Governments’
(SANDAG’s) regional data model, to see whether they provide
additional insights either into the baseline mode share
calculation or to provide travel trends over time.
5. Alta will work closely with City staff to review the site-level
monitoring currently conducted through commute surveys to
identify efficiencies in the data collection, analysis, and tracking
over time (see Task 4). At a minimum, this will involve developing
an online submission process for biannual TDM reports to
improve the quality of the data received, timeliness of reporting,
and to minimize manual data entry.
6. Both overall mode share in the City and site-level mode share
will be tracked to monitor progress towards CAP goals.
Task 3 Deliverables:
• Updates to the TDM Handbook and related resources
• Updates to the baseline mode share
• Updated monitoring framework
TASK 4 – TDM SURVEY AND DATA COLLECTION DEVELOPMENT
The TDM monitoring program includes biannual surveys of
properties subject to the ordinance to assess the site’s mode
share over time and to compare it to the mode share goals
identified for the site. To reduce the administrative effort and cost
with monitoring an increasing number of sites as the program
grows, our team will work in the short term to find efficiencies in
administering the surveys and uploading the data into the City’s
database to confirm that data is accessible for City staff and
leadership at any time. At the same time, Alta will work closely
with the City on a seamless, automated report submission process
to gather and upload data into the City’s database. Long-term, a
fully automated survey tool could further reduce administrative
costs and effort. Our team will help City staff identify funding
opportunities and develop specifications to enable the
development of an automated survey and reporting tool.
Publicly reporting results is important to maintaining the TDM
program’s visibility and political support. Alta will summarize
program results and metrics for the City’s annual Active
Transportation Monitoring report.
If an expansion to one or several other land uses is feasible, our
team will identify proposed processes and resource requirements
for the City to begin implementation.
Task 2 Deliverables:
• Feasibility memo on TDM expansion options
TASK 3 – UPDATE TDM HANDBOOK AND MONITORING STRUCTURE FOR TDM PROGRAM
The TDM Handbook is a critical component of the TDM program
as it lays out the detailed requirements for ordinance compliance,
including the TDM plan development and review process,
subsequent implementation requirements, the monitoring
program, and compliance ramifications. Alta staff will work with
City staff to identify gaps, update processes, the handbook, and
create resources to continue to refine the TDM program and verify
its effectiveness and efficiency in helping the City reach its Climate
Action Plan goals. Specific updates will include guidance on TDM
strategies, process refinements, and changes to the monitoring
program:
1. Verify that the strategy guidance and requirements consider
emerging technologies, such adapting the requirements for bike
parking to ensure it accommodates e-bikes, cargo bikes, and
e-scooters.
2. Review TDM strategies and their impact on mode share and
vehicles miles traveled. The impact of TDM strategies on single
occupancy vehicle (SOV) trips, mode share, and VMT varies
greatly based on several factors, including the availability of
transportation options, land use mix, business type, and to what
degree transportation options are being promoted. Our team will
analyze published literature and survey data collected through
the City’s TDM program to identify opportunities for providing
additional resources to TDM plan preparers and implementers,
and more closely predict TDM’s impact. This review will include
an update on any emerging technologies as well as any new
behavior change insights that might be incorporated into the
TDM program.
3. Develop guidance for new audiences to accommodate any
expansion of the TDM ordinance.
4. Update the current baseline mode share calculation of 22%,
which was based on ACS data. Our team will incorporate
the following data sources into a comprehensive analysis to
determine the current baseline mode share and to develop an
updated framework and monitoring structure to track the mode
share over time compared to the baseline mode share:
a. The latest available American Community Survey (ACS)
estimates (1-year estimates from 2022) and five-year estimates
(2018-2022), which measure journey to work data by mode. ACS
data was the basis of the current baseline mode share. Data is
updated once a year and typically not released until close to
two years after it is collected.
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TASK 6 – ONGOING MONITORING OF APPROVED TDM PLANS
To allow for ongoing compliance with the TDM ordinance, our team
will monitor approved TDM plans for compliance using the survey
described in Task 4 as well as the monitoring process laid out in
the TDM Handbook. This includes outreach and coordination to
employers and property managers to ensure they are notified of
the survey and monitoring requirements and participate.
Alta staff will collaborate with the City to address properties
that do not comply with the TDM monitoring requirements or
do not meet their mode share goals. Our team will work with
properties that do not meet their mode share goals to identify
additional strategies or changes to their current TDM plan and
implementation efforts. They will be guided through the process
of identifying the most impactful changes and preparing and
submitting an updated plan or changing the way their existing plan
is executed.
Additionally, our team will expand the current monitoring process
to specifically track compliance and implementation at shell
or speculative buildings to ensure that TDM requirements are
implemented according to the approved plans by property owners
and tenants.
Task 6 Deliverables:
• Updated monitoring and compliance tracking process
• Survey and monitoring outreach and communication
• Data analysis and summary
TASK 7 – OUTREACH AND MARKETING
Alta understands how to build marketing and outreach
opportunities that can scale as the TDM program grows with
the ordinance while also approaching proactive employers and
properties to join voluntarily. Here’s how we’ll do it:
7.1 Annual Workplan: The cornerstone of a successful TDM
outreach program is developing a concise document that
provides the roadmap for resources to achieve goals. To build
this document, our team will organize information from other
relevant tasks and identify key services Carlsbad should offer
to businesses. Our team will develop a high-level workplan
which includes program goals, mission, key objectives, metrics,
and priority target employers/properties to serve. This plan will
be finalized based on feedback from City staff and associated
external variables/stakeholders.
Task 4 Deliverables:
• Survey efficiency and data reporting improvements
• Scope and specifications for a fully automated survey tool
• TDM monitoring section for the Annual Transportation
Monitoring report
TASK 5 – TECHNICAL REVIEW OF TDM PLANS FOR
DEVELOPMENT PROJECTS
Continuing our close working relationship with City of Carlsbad
staff, the project team will review TDM plans submitted by
developers for City approval as part of the building permit or
discretionary review process. Our team will provide assistance
to developers to ensure that the proposed plan is appropriate
given the development context and expected tenants and can
feasibly meet the alternative mode share goals required to meet
the City’s CAP targets. Staff will work with the developer to finalize
the plan and to make sure that the developer fully understands
the implementation details to avoid lack of compliance in the
future. To successfully accomplish this effort, we will draw on our
strong knowledge of the TDM ordinance, the TDM handbook,
which we helped develop and revise during the first five years of
implementation, and our experience conducting TDM plan review
for the City. This depth of experience will allow for a smooth
process for both developers and the City.
Our work with developers will inform potential revisions to the
TDM handbook (Task 3) to make sure it adequately addresses all
mandated TDM plans and contexts and provides the guidance in a
user-friendly format.
Staff will monitor the time spent on all aspects of the TDM plan
review, including developer communication and consultation,
thorough plan review, preparation of comments, and plan
approval. Alta already tracks time spent on projects by task and
activity and has a system in place to track time associated with
each plan review. Using this information and results from the
real-world implementation of the TDM ordinance, our team will
work with City staff to investigate the feasibility and structure of a
TDM plan fee that could be implemented to cover administrative
expenses related to the program. We will also collect any relevant
fee benchmarks or best practices from other communities whom
implement TDM fees to inform future steps.
Task 5 Deliverables:
• Technical review of TDM plans
• Developer consultations and assistance
• Time and activity reporting for monitoring resource
requirements
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7.2 Member Events and CRM: Each employer and developer
member will require unique approaches reflective of their specific
worksite while also being provided efficient services/tools that
allow Carlsbad to achieve its measurable goals. A valuable and
tangible product to guide those approaches is the development of
annual engagement plans that identify unique worksite commuter
attributes, strategies and campaigns to employ for behavior
change, services provided by Carlsbad, and measurable goals
to achieve. We will also leverage a site assessment process to
catalog member attributes and we will use a database customer
relationship management (CRM) tool to manage and evaluate
these partnerships.
7.3 Marketing Materials and Outreach Events: Creating branded
and memorable mode-specific campaigns allows the program to
focus on a realistic and under-performing mode/incentive/benefit.
Building on the incredible existing TDM brand and marketing
assets of Carlsbad Commuter, our team will efficiently build
additional resources to support at least two annual campaigns and
provide employers with necessary resources to implement their
programs. Our team knows it is vital to coordinate our messaging
and marketing with the City’s communications and Life in Action/
Economic Development teams. Marketing and outreach efforts will
be based on the annual workplan and likely include:
• Website development and maintenance: Our team will
maintain a mobile-responsive website targeted towards current
and prospective employees and commuters in the Carlsbad
market as well as employers. Our experience building and
maintaining www.CarlsbadCommuter.com and the TDM
technology tools provides the City with critical efficiencies as
the TDM program grows. Based on the City’s direction, we may
deem it is necessary to use some of the direct-cost budget to
secure TDM technology services such as trip matching, planning,
and evaluation.
• Special Events and Campaigns: Our team will continue the
annual tradition of planning, coordinating, and delivering
memorable outreach events such as Bike to Work Day, Earth
Day, and Try Transit events that have been hosted previously by
Carlsbad Commuter.
• Automation and Segmentation: Ongoing follow-up electronic
outreach will be conducted to commuters participating in
programs. For the past five years, our team has developed and
distributed effective email segmentation campaigns across
the thousands of opt-in registrants at Carlsbad Commuter. This
automation helps maintain efficiency in the system and customer
service while protecting privacy.
With so much awesome progress happening in Carlsbad, ourjob is to help get everyone to work. When we do, it results inmore savings, less stress, and fresher air for everyone! Tostart, we wanted to give you a tour of some of the best ways to get to, from, and around our community.
If your worksite is closeenough to your home, trycommuting to work by bike.
01
Grab life bythe handlebars.The view is better fromthe HOV lane. Scan the QRcode to start a search fora nearby carpool partner.
Share a car ridefor twice the fun.
02
Discover What KeepsCarlsbad Moving
Ditch the bumper-to-bumper drive fora relaxing oceanfront ride to/from workon NCTD's Coaster train.
03
Ride the rail & watch the waves.
Earn rewards for thegood you're doing.
Catch the 444 & 445Breeze bus from CarlsbadPoinsettia Station to travelto key local destinations.
Catch thebus—it's a Breeze.
Discover upcoming events, in-personor virtual classes, tips for gettingaround, and other fun Carlsbad facts.
Explore more onthe Seven Miles blog.
Have abackup plan.
Enroll in the San Diegoregion's Guaranteed RideHome program. Scan theQR code for more.
Carlsbad Commuter is a program powered by the City of Carlsbadto help people just like you travel to and from work sustainably.
Learn more: www.carlsbadcommuter.com
Make your sustainable trips and work from home days count toward milestones & prizes through the Carlsbad Commuter platform, including a chance at winning gift cards.
Scan to get started
or go tocoast.carlsbadcommuter.com
06
04 05 07
,
Just imagine yourself in a carpool to Carlsbad. Passing the traffic in the HOV lanes. Skipping costly trips to the gas station. Sleeping better knowing you helped the air we breathe. Carlsbad Commuter makes finding a carpool partner easy. Even if it’s just one day a week.
hare the Drive forTwce the Impac
https://coast.carlsbadcommuter.com/s/gia-gemological-institute
Scan the QR Code above to join Carlsbad Commuter. You can then use the commuting tool to find carpool partners.
FIND CARPOOL PARTNER
Alta will build upon the incredible range of assets, graphics, and marketing materials that we developed previously for TDM work in Carlsbad, like Carlsbad Commuter.
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allow for real-time access for City and consultant staff and reduce
redundancies.
Metrics tracked in the database include:
• Survey schedules, response rates, and mode share: Our team
will collect data as directed in previous tasks and verify surveys
are conducted on time, with the prescribed confidence levels,
and measure changes in mode share.
• Participation: Our team will monitor participation in the
Carlsbad Commuter program and related campaigns and
activities. Metrics may include reach, participation rates,
behavioral impacts, and overall outcomes.
• CRM: Employer and commuter contacts and activities will be
tracked and updated to maintain ongoing communications
channels with transportation coordinators and the ability to
reach commuters to promote sustainable transportation options.
Program management requires purposeful and iterative
interactions to ensure the City of Carlsbad and the consultant
team are on the same page and moving forward together. Each
year our team will host a facilitated workshop with relevant City
staff to review the TDM program’s progress and identify priorities
for the following year. Additionally, Alta staff will be available to
present program results to the City’s Traffic Safety and Mobility
Commission annually. Lastly, Alta staff will be available to meet
weekly with City staff to discuss task progress, coordinate work,
and discuss outstanding questions or issues that arise.
Task 8 Deliverables:
• Consolidated program monitoring database
• Weekly staff check-ins
• Annual TDM Workshop with City Staff
• Annual presentation to the Traffic and Safety Mobility
Commission
OPTIONAL TASK 9 – FLEXIBLE FLEETS PLAN
Flexible Fleets must be grounded in conclusive data that
demonstrates a reduction in transportation barriers, efficiency
for cost management, and high-quality service to residents,
commuters, and/or visitors. Our team brings extensive
knowledge and experience in designing and delivering award-
winning microtransit programs in Southern California that have
shown success beyond pilot stage. Our team also brings direct
experience assisting the City of Carlsbad with the Carlsbad
Connector in 2019 prior to COVID ending that pilot.
There are four key components to developing Carlsbad’s Flexible
Fleets Plan:
1. Data Analysis: Our team will leverage two key data sources to
build a foundation of information.
• Annual Champion Celebration and Designations: Our team
will host an annual meeting, inviting all existing employer/
property manager/stakeholder members to discover inspiring
insights from our international best practices of similar
commuter programs, share best practices, be celebrated for
their efforts, network, and identify how to improve their existing
program. This could be combined with a recruitment meeting to
attract prospective members.
7.4 Internal Carlsbad TDM Framework and Policies: The team
will further the internal City of Carlsbad TDM worksite program to
serve as an example to employers and aid in recruitment efforts.
This effort will include:
• Research of cutting-edge and innovative TDM programming at
municipal worksites that leverage concepts related to Carlsbad
context. The review will help identify unique activities that may
be applicable to Carlsbad, processes for streamlining TDM
activities, ways to lead by example, and staffing requirements.
• Through this process, we will also review all TDM related efforts
within different departments of the City to create clarity for staff
and confirm that efforts are mutually reinforcing.
• Based on the review of the internal program and other cities,
the project team will develop recommendations for the City. Our
team will also help present these efforts to relevant decision
makers as needed.
• Finally, our team will help launch any new TDM programs with
special events, marketing campaigns, and outreach to amplify
awareness and engagement.
Task 7 Deliverables:
• Annual Outreach Workplan
• Branded website, flyers, swag and other associated assets
• TDM Annual campaign(s) and associated materials
• All production ready files of marketing materials
• Digital marketing analytics
• Social media content and accounts (if needed)
• Automation service
• City Internal TDM Framework
• TDM Technology Tool
• Presentation materials
TASK 8 – PROGRAM MONITORING DATABASE, REPORTING, AND MAINTENANCE
Based on the updated monitoring framework and the data
collected, Alta will work closely with City staff to consolidate
existing tracking mechanisms and databases to track and report
the activities and results of the Citywide TDM program. The
database should be integrated with the City’s database system to
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Project Manager Aaron Gaul at an outreach event for the City of Carlsbad. With our previous work with the City, the Alta team is uniquely positioned to support the City’s ongoing TDM work.
13RFP24-3465TRAN Transportation Demand Management Consultant Services
3. Service Design and Simulation: Our team will facilitate a
workshop with key City staff to identify goals and key performance
metrics. Within this effort our team will then create a high-level
service design and simulation of service fleet concepts. This
will equip the City with clarity on opportunities and resources
needed to serve various groups such as first/last mile train riders,
underserved communities, and school trip makers.
4. Conceptual Report and Presentations: Our team will develop
a conceptual report outlining key strategies, potential benefits,
and preliminary cost considerations for the program. We will
also develop a presentation that outlines specific findings from
the three above components as well as key elements of the
conceptual report, messaging to reach future stakeholders such
as SANDAG and North County Transit District (NCTD). Our team will
be available to attend and present at key meetings where needed
and possible.
Task 9 Deliverables
• Conceptual report and presentation
a. Quantitative: Our team will analyze robust data sources
from existing ordinance survey data, existing Carlsbad Good
Ride data, existing Carlsbad Connector data, existing data
from school partnerships/sources, and existing relevant GIS
layers from the state/SANDAG/City/NCTD. Our team is familiar
with the breadth and depth of data available to inform future
components of the plan such as the thousands of survey
responses from Carlsbad Commuters regarding a potential
service.
b. Qualitative: Our team will identify up to three communities
facing similar context and opportunities to benchmark
microtransit service from similar sized agencies with respect to
complementing and/or replacing existing fixed route. This will
provide lessons learned but also showcase proof of concept.
2. Stakeholder Coordination: Our team will design and implement
a stakeholder engagement plan that outlines when, how, who
and why specific stakeholders should be engaged for future
implementation. This will include stakeholders such as SANDAG
and NCTD as well as stakeholders relevant to future funding
opportunities such as state, federal, and other such grant sources.
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Throughout this project, Aaron Gaul, Principal-in-Charge and
Project Manager, will be in regular contact with City staff to keep
them apprised of the project effort and to seek their input at key
decision points. This will include face-to-face meetings, e-mails,
phone calls, video conferences, and written documents. We will
produce monthly progress reports that summarize tasks completed
and outline tasks to be completed over the next 30 days.
In addition, Alta will produce detailed meeting minutes that
summarize the discussion items and will include a list of follow-up
tasks and the responsible party for each task.
Our commitment to communicating with stakeholders and
conducting in-person outreach is built into our tasks for this
project, particularly with:
• Stakeholder Coordination: Our team will design and implement
a stakeholder engagement plan that outlines when, how, who
and why specific stakeholders (such as SANDAG and NCTD)
should be engaged for future implementation.
• Special Events and Campaigns: Our team will continue
the annual tradition of planning, coordinating and delivering
memorable outreach events such as Bike to Work Day, Earth
Day, and Try Transit events that have been hosted previously
by Carlsbad Commuter. We will support at least two annual
campaigns and provide employers with necessary resources to
implement their programs.
• Annual Champion Celebration and Designations: Our team
would host an annual meeting, inviting all existing employer/
property manager/stakeholder members to discover insights
and identify how to improve their existing program.
6. Project Team Responsiveness and Presence
The team we propose has the capacity to be highly responsive
to the requests of the City, and to maintain a steady presence
throughout the duration of the project. For the past five years,
Alta staff proposed for this project have maintained two weekly
meetings with City staff to ensure both TDM programming and
ordinance priorities are achieved. We will build on this trust,
cadence, and responsiveness. Our team is also aware of vital TDM
partnerships within the City such as with Communications and Life
in Action teams; we will continue this collaboration.
Our staff across Southern California possess the specialized
skillset needed to support the City, and are poised to be highly
collaborative and responsive via phone, virtual calls, and online
meetings. Additionally, our staff’s local presence in the Carlsbad
area will allow us to respond quickly to in-person requests and
outreach and marketing efforts. The staff for this project have
been selected based on the task needs, their expertise, and their
local knowledge of the City of Carlsbad.
Alta Senior Associate Kristin Haukom facilitates a walk audit at Sage Creek High School in Carlsbad with City staff, school stakeholders, and project partners.
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Project Manager and Principal-in-Charge Senior Associate Planner Senior Associate Planner Planning Associate II Programs Associate I
Programs Specialist III Planner III Project Accountant Marketing Associate I Planner III Alta's Hours Alta's Sub Total
Aaron Gaul Ursula (Ulla) Hester Kristin Haukom Amy Johnson
Pedro (Jossimar) Fuentes Noe S olano
Caledonia (Callie) Orsini Jorge Mil Arias Patrick Haire Charles (R obby) Long
$257 $200 $257 $184 $158 $121 $137 $121 $147 $14711..0000RReevviieeww eexxiissttiinngg TTDDMM oorrddiinnaannccee,, rreesseeaarrcchh aanndd rreessoouurrcceess 22 88 00 88 00 00 2255 00 00 00 4433 $$66,,999933 4433 $$66,,9999331.010 2 8 8 25 43 $6,993 43 $6,993
22..0000EExxpplloorree ffeeaassiibbiilliittyy ooff eexxppaannddeedd TTDDMM pprrooggrraamm 22 2200 1100 1122 00 00 4400 00 00 00 8844 $$1144,,774422 8844 $$1144,,774422
2.010 2 20 10 12 40 84 $14,742 84 $14,742
33..0000UUppddaattee TTDDMM HHaannddbbooookk aanndd mmoonniittoorriinngg ssttrruuccttuurree ffoorr TTDDMM pprrooggrraamm 22 2266 00 44 00 00 2200 00 00 00 5522 $$99,,116677 5522 $$99,,116677
3.010 2 26 4 20 52 $9,167 52 $9,167
44..0000TTDDMM ssuurrvveeyy aanndd ddaattaa ccoolllleeccttiioonn ddeevveellooppmmeenntt 22 2288 00 00 00 00 4400 00 00 88 7788 $$1122,,773377 7788 $$1122,,773377
4.010 2 28 40 8 78 $12,737 78 $12,737
55..0000TTeecchhnniiccaall rreevviieeww ooff TTDDMM ppllaannss ffoorr ddeevveellooppmmeenntt pprroojjeeccttss 00 4466 00 4444 00 00 00 00 00 00 9900 $$1177,,226622 9900 $$1177,,226622
5.010 46 44 90 $17,262 90 $17,262
66..0000OOnnggooiinngg mmoonniittoorriinngg ooff aapppprroovveedd TTDDMM ppllaannss 22 3388 00 2200 00 00 7755 00 00 1100 114455 $$2233,,447788 114455 $$2233,,447788
6.010 2 38 20 75 10 145 $23,478 145 $23,478
77..0000OOuuttrreeaacchh aanndd mmaarrkkeettiinngg 117733 00 1188 00 9955 116600 00 00 9900 00 553366 $$9966,,664477 553366 $$9966,,664477
7.010 173 18 95 160 90 536 $96,647 536 $96,647
88..0000PPrrooggrraamm mmoonniittoorriinngg ddaattaabbaassee,, rreeppoorrttiinngg,, aanndd mmaaiinntteennaannccee 2211 2288 00 00 1100 5588 2288 1144 00 4400 119999 $$3300,,995599 119999 $$3300,,995599
8.010 21 28 10 58 28 14 40 199 $30,959 199 $30,959
99..0000OOppttiioonnaall TTaasskk -- FFlleexxiibbllee FFlleeeettss PPllaann 1166 22 1100 00 8899 00 4400 00 88 1188 118833 $$3300,,338877 118833 $$3300,,338877
9.010 16 2 10 89 40 8 18 183 $30,387 183 $30,387
SSttaaffff HHoouurrss 222200 119966 3388 8888 119944 221188 226688 1144 9988 7766 11441100 11441100 $$224422,,337722
LLaabboorr TToottaall $$5566,,559955 $$3399,,110022 $$99,,777766 $$1166,,117700 $$3300,,555555 $$2266,,332244 $$3366,,558822 $$11,,669911 $$1144,,440066 $$1111,,117722 $$224422,,337722 $$224422,,337722
Alta Reimbursable Expenses(TDM Technology Tool, Swag, Incentives, and Travel)$17,500 $$1177,,550000
PPrroojjeecctt TToottaall $$5566,,559955 $$3399,,110022 $$99,,777766 $$1166,,117700 $$3300,,555555 $$2266,,332244 $$3366,,558822 $$11,,669911 $$1144,,440066 $$1111,,117722 $$225599,,887722 $$225599,,887722
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7. Proposed Fee for Services
This proposed Fee for Services (including 1. an estimate of hours for
Alta Planning + Design and fee for each task proposed in the scope of
work and 2. a budget for reimbursable expenses) reflects the scope
outlined in this proposal. The Alta team is flexible in our approach and
looks forward to working with the City of Carlsbad to finalize the scope
and budget to meet the needs of the City and project.
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