AGR-7506 - FEHR & PEERSDocuSign Envelope ID:C4A217CB-D24C-4491-8AA8-DA97C8FD9E94
AGR-7506 FOS
PROFESSIONAL SERVICES AGREEMENT
Transit Planning Services]
THIS PROFESSIONAL SERVICES AGREEMENT (the "Agreement") is made at
Orange, California, on this 23rd day of May 2023 (the "Effective Date")by and
between the CITY OF ORANGE, a municipal corporation ("City"), and FEHR & PEERS, a
California corporation("Contractor"), who agree as follows:
1. Services. Subject to the terms and conditions set forth in this Agreement,
Contractor shall provide to the reasonable satisfaction of City the services.set forth in Exhibit"A,"
which is attached hereto and incorporated herein by reference. As a material inducement to City
to enter into this Agreement,Contractor represents and warrants that it has thoroughly investigated
and considered the scope of services and fully understands the difficulties and restrictions in
performing the work. The services which are the subject of this Agreement are not in the usual
course of City's business and City relies on Contractor's representation that it is independently
engaged in the business of providing such services and is experienced in performing the work.
Contractor shall perform all services in a manner reasonably satisfactory to City and in a manner
in conformance with the standards of quality normally observed by an entity provided such
services to a municipal agency. All services provided shall conform to all federal, state and local
laws, rules and regulations and to the best professional standards and practices. The terms and
conditions set forth in this Agreement shall control over any terms and conditions in Exhibit "A"
to the contrary.
Larry Tay, City Traffic Engineer ("City's Project Manager"), shall be the person to whom
Contractor will report for the performance of services hereunder. It is understood that Contractor's
performance hereunder shall be under the supervision of City's Project Manager (or his/her
designee), that Contractor shall coordinate its services hereunder with City's Project Manager to
the extent required by City's Project Manager, and that all performances required hereunder by
Contractor shall be performed to the satisfaction of City's Project Manager and the City Manager.
2. Compensation and Fees.
a. Contractor's total compensation for all services performed under .this
Agreement, shall not exceed SIXTY-FIVE THOUSAND EIGHT HUNDRED FIFTY DOLLARS
and 00/100 ($65,850.00) without the prior written authorization of City.
b. The above compensation shall include all costs, including, but not limited
to, all clerical, administrative, overhead, insurance, reproduction, telephone, travel,'auto rental,
subsistence and all related.expenses.
c.In addition to the scheduled services to be performed by the Contractor,the
parties recognize that additional, unforeseen work and services may be required by City's Project
Manager. In anticipation of such contingencies, the sum of SIX THOUSAND FIVE HUNDRED
EIGHTY-FIVE DOLLARS and 00/100 ($6,585.00) has been added to the total compensation of
this Agreement. City's Project Manager may approve the additional work and the actual costs
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incurred by the Contractor in performance of additional work or services in accordance with such
amount as City's Project Manager and the Contractor may agree upon in advance. Said additional
work or services and the amount of compensation therefor, up to the amount of the authorized
contingency, shall be memorialized in the form of an Amendment to Agreement approved by the
City Manager on a form acceptable to the City Attorney. The Contractor agrees to perform only
that work or those services that are specifically requested by the City's Project Manager. Any and
all additional work and services performed under this Agreement shall be completed in such
sequence as to assure their completion as expeditiously as is consistent with professional skill and
care in accordance with a cost estimate or proposal submitted to and approved by City's Project
Manager prior to the commencement of such services.
d. The total amount of compensation under this Agreement, including
contingencies, shall not exceed SEVENTY-TWO THOUSAND FOUR HUNDRED THIRTY-
FIVE DOLLARS and 00/100 ($72,435.00).
3. Payment.
a. As scheduled services are completed, Contractor shall submit to City an
invoice for the services completed, authorized expenses and authorized extra work actually
performed or incurred.
b. All such invoices shall state the basis for the amount invoiced, including
services completed, the number of hours spent and any extra work performed.
c.City will pay Contractor the amount invoiced within thirty (30) days after
the approval of the invoice.
d. Payment shall constitute payment in full for all services, authorized costs
and authorized extra work covered by that invoice.
4. Change Orders. No payment for extra services caused by a change in the scope
or complexity of work, or for any other reason, shall be made unless and until such extra services
and a price therefor have been previously authorized in writing and approved by City as an
amendment to this Agreement. City's Project Manager is authorized to approve a reduction in the
services to be performed and compensation therefor. All amendments shall set forth the changes
of work, extension of time,and/or adjustment of the compensation to be paid by City to Contractor
and shall be signed by the City's Project Manager, City Manager or City Council, as applicable.
5. Licenses. Contractor represents that it and any subcontractors it may engage,
possess any and all licenses which are required under state or federal law to perform the work
contemplated by this Agreement and that Contractor and its subcontractors shall maintain all
appropriate licenses, including a City of Orange business license, at its cost, during the
performance of this Agreement.
6. Independent Contractor. At all times during the term of this Agreement,
Contractor shall be an independent contractor and not an employee of City. City shall have the
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right to control Contractor only insofar as the result of Contractor's services rendered pursuant to
this Agreement. City shall not have the right to control the means by which Contractor
accomplishes services rendered pursuant to this Agreement. Contractor shall, at its sole cost and
expense, furnish all facilities, materials and equipment which may be required for furnishing
services pursuant to this Agreement. Contractor shall be solely responsible for, and shall
indemnify, defend and save City harmless from all matters relating to the payment of its
subcontractors, agents and employees, including compliance with social security withholding and
all other wages, salaries, benefits, taxes, exactions, and regulations of any nature whatsoever.
Contractor acknowledges that it and any subcontractors, agents or employees employed by
Contractor shall not,under any'circumstances,be considered employees of City,and that they shall
not be entitled to any of the benefits or rights afforded employees of City,including,but not limited
to, sick leave, vacation leave, holiday pay, Public Employees Retirement System benefits, or
health, life, dental, long-term disability or workers' compensation insurance benefits.
7. Contractor Not Agent. Except as City may specify in writing, Contractor shall
have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an
agent. Contractor.shall have no authority, express or implied, to bind City to any obligation
whatsoever.
8. Designated Persons. Only those qualified persons authorized by City's Project
Manager, or as designated in Exhibit"A,"shall perform work provided for under this Agreement.
It is understood by the parties that clerical and other nonprofessional work may be performed by
persons.other than those designated.
9. Assignment or Subcontracting. No assignment or subcontracting by Contractor
of any part of this Agreement or of funds to be received under this Agreement shall be of any force
or effect.unless the assignment has the prior written approval of City. City may terminate this
Agreement rather than accept any proposed assignment or subcontracting. Such assignment or
subcontracting may be approved by the City Manager or his/her designee.
10. Time of Completion. Except as otherwise specified in Exhibit "A," Contractor
shall commence the work provided for in this Agreement within five(5)days of the Effective Date
of this Agreement and diligently prosecute completion of the work in accordance with the time
period set forth in Exhibit"A"hereto or as otherwise agreed to by and between the representatives
of the parties.
11. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall "
do all things necessary and incidental to the prosecution of Contractor's work.
12. Reserved.
13. Delays and Extensions of Time. Contractor's sole remedy for delays outside its
control, other than those delays caused by City, shall be an extension of time. No matter what the
cause of the delay,Contractor must document any delay and request an extension of time in writing
at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the
length of the delay outside Contractor's control. If Contractor believes that delays caused by City
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will cause it to incur additional costs, it must specify, in writing, why the delay has caused
additional costs to be incurred and the exact amount of such cost at the time the delay occurs. No
additional costs can be paid that exceed the not to exceed amount stated in Section 2.a, above,
absent a written amendment to this Agreement.
14. Products of Contractor. The documents, studies, evaluations, assessments,
reports,plans, citations, materials, manuals, technical data, logs, files, designs and other products
produced or provided by Contractor for this Agreement shall become the property of City upon
receipt. Contractor shall deliver all such products to City prior to payment for same. City may
use, reuse or otherwise utilize such products without restriction.
15. Equal Employment Opportunity. During the performance of this Agreement,
Contractor agrees as follows:
a. Contractor shall not discriminate against any employee or applicant for
employment because of race, color, religion, sex, national origin, mental or physical disability, or
any other basis prohibited by applicable law. Contractor shall ensure that applicants are employed,
and that employees are treated during employment, without regard to their race, color, religion,
sex, national origin, mental or physical disability, or any other basis prohibited by applicable law.
Such actions shall include,but not be limited to the following: employment, upgrading, demotion
or transfer,recruitment or recruitment advertising,layoff or termination,rates of pay or other forms
of compensation and selection for training, including apprenticeship. Contractor agrees to post in
conspicuous places, available to employees and applicants for employment, a notice setting forth
provisions of this non-discrimination clause.
b. Contractor shall, in all solicitations and advertisements for employees
placed by, or on behalf of Contractor, state that all qualified applicants will receive consideration
for employment without regard to race, color, religion, sex, national origin, mental or physical
disability, or any other basis prohibited by applicable law.
c.Contractor shall cause the foregoing paragraphs (a) and(b)to be inserted in
all subcontracts for any work covered by this Agreement, provided that the foregoing provisions
shall not apply to subcontracts for standard commercial supplies or raw materials.
16. Conflicts of Interest. Contractor agrees that it shall not make, participate in the
making, or in any way attempt to use its position as a consultant to influence any decision of City
in which Contractor knows or has reason to know that Contractor, its officers, partners, or
employees have a financial interest as defined in Section 87103 of the Government Code.
17. Indemnity.
a. To the fullest extent permitted by law, Contractor agrees to indemnify,
defend and hold City, its City Council and each member thereof, and the officers, officials, agents
and employees of City (collectively the"Indemnitees") entirely harmless from all liability arising
out of:
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1) Any and all claims under workers' compensation acts and other
employee benefit acts with respect to Contractor's employees or Contractor's subcontractor's
employees arising out of Contractor's work under this Agreement, including any and all claims
under any law pertaining to Contractor or its employees' status as an independent contractor and
any and all claims under Labor Code section 1720 related to the payment of prevailing wages for
public works projects; and
2) Any claim, loss, injury to or death of persons or damage to property
caused by any act, neglect, default, or omission other than a professional act or omission of
Contractor, or person, firm or corporation employed by •Contractor, either directly or by
independent contract, including all damages due to loss or theft sustained by any person, firm or
corporation including the Indemnitees, or any of them, arising out of, or in any way connected
with the work or services which are the subject of this Agreement, including injury or damage
either on or off City's property;but not for any loss, injury, death or damage caused by the active
negligence or willful misconduct of City. Contractor, at its own expense, cost and risk, shall
indemnify any and all claims, actions,,suits or other proceedings that may be brought or instituted
against the Indemnitees on any such claim or liability covered by this subparagraph, and shall pay
or satisfy any judgment that may be rendered against the Indemnitees, or any of them, in any
action, suit or other proceedings as a result of coverage under this subparagraph.
b. To the fullest extent permitted by law, and as limited by California Civil
Code 2782.8, Contractor agrees to indemnify and hold Indemnitees harmless from all liability
arising out of any claim, loss, injury to or death of persons or damage to property to the extent
caused by its negligent professional act or omission in the performance of professional services
pursuant to this Agreement.
c.Except for the Indemnitees, the indemnifications provided in this
Agreement shall not be construed to extend any third party indemnification rights of any kind to
any person or entity which is not a signatory to this Agreement.
d. The indemnities set forth in this section shall survive any closing,
rescission,or termination of this Agreement, and shall continue to be binding and in full force and
effect in perpetuity with respect to Contractor and its successors.
18. Insurance.
a. Contractor shall carry workers' compensation insurance as required by law
for the protection of its employees during the progress of the work. Contractor understands that it
is an independent contractor and not entitled to any workers' compensation benefits under any
City program.
b. Contractor shall maintain during the life of this Agreement the following
minimum amount of comprehensive general liability insurance or commercial general liability
insurance: the greater of (1) One Million Dollars ($1,000,000) per occurrence; or (2) all the
insurance coverage and/or limits carried by or available to Contractor. Said insurance shall cover
bodily injury, death and property damage and be written on an occurrence basis.
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C.Contractor shall maintain during the life of this Agreement, the following
minimum amount of automotive liability insurance: the greater of(1) a combined single limit of
One Million Dollars ($1,000,000); or (2) all the insurance_coverage and/or limits carried by or
available to Contractor. Said insurance shall cover bodily injury, death and property damage for
all owned,non-owned and hired vehicles and be written on an occurrence basis.
d. Any insurance proceeds in excess of or broader than the minimum required
coverage and/or minimum required limits which are applicable to a given loss shall be available
to City. No representation is made that the minimum insurance requirements of this Agreement
are sufficient to cover the obligations of Contractor under this Agreement.
e.Each policy of general liability and automotive liability shall provide that
City, its officers,,officials, agents, and employees are declared to be additional insureds under the
terms of the policy, but only with respect to the work performed by Contractor under this
Agreement. A policy endorsement to that effect shall be provided to City along with the certificate
of insurance. In lieu of an endorsement, City will accept a copy of the policy(ies)which evidences
that City is an additional insured as a contracting party. The minimum coverage required by
Subsection 18.b and c, above, shall apply to City as an additional insured. Any umbrella liability
insurance that is provided as part of the general or automobile liability minimums set forth below
shall be maintained for the duration of the Agreement.
f.Contractor shall maintain during the life of this Agreement professional
liability insurance covering errors and omissions arising out of the performance of this Agreement
with a minimum limit of One Million Dollars ($1,000,000) per claim. Contractor agrees to keep
such policy in force and effect for at least five (5) years from the date of completion of this
Agreement.
g. The insurance policies maintained by Contractor shall be primary insurance
and no insurance held or owned by City shall be called upon to cover any loss under the policy.
Contractor will determine its own needs in procurement of insurance to cover liabilities other than
as stated above.
h. Before Contractor performs any work or prepares or delivers any materials,
Contractor shall furnish certificates of insurance and endorsements, as required by City,
evidencing the aforementioned minimum insurance coverages on forms acceptable to City,which
shall provide that the insurance in force will not be canceled or allowed to lapse without at least
ten(10) days' prior written notice to City.
i.Except for professional liability insurance coverage that may be required by
this Agreement, all,insurance maintained by Contractor shall be issued by companies admitted to
conduct the pertinent line of insurance business in California and having a rating of Grade A or
better and Class VII or better by the latest edition of Best Key Rating Guide. In the case of
professional liability insurance coverage, such coverage shall be issued by companies either
licensed or admitted to conduct business in California so long as such insurer possesses the
aforementioned Best rating.
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j Contractor shall immediately notify City if any required insurance lapses or
is otherwise modified and cease performance of this Agreement unless otherwise directed by City.
In such a case, City may procure insurance or self-insure the risk and charge Contractor for such
costs and any and all damages resulting therefrom, by way of set-off from any sums owed
Contractor.
k. Contractor agrees that in the event of loss due to any of the perils for which
it has agreed to provide insurance, Contractor shall look solely to its insurance for recovery.
Contractor hereby grants to City, on behalf of any insurer providing insurance to either Contractor
or City with respect to the services of Contractor herein,a waiver of any right to subrogation which
any such insurer may acquire against City by virtue of the payment of any loss under such
insurance.
1.Contractor shall include all subcontractors, if any, as insureds under its
policies or shall furnish separate certificates and endorsements for each subcontractor to City for
review and approval. All coverages for subcontractors shall be subject to all of the requirements
stated herein.
19. Termination. City may for any reason terminate this Agreement by giving
Contractor not less than five (5) days' written notice of intent to terminate. Upon receipt of such
notice, Contractor shall immediately cease work, unless the notice from City provides otherwise.
Upon the termination of this Agreement, City shall pay Contractor for services satisfactorily
provided and all allowable reimbursements incurred to the date of termination in compliance with
this Agreement, unless termination by City shall be for cause, in which event City may withhold
any disputed compensation. City shall not be liable for any claim of lost profits.
20. Maintenance and Inspection of Records. In accordance with generally accepted
accounting principles, Contractor and its subcontractors shall maintain reasonably full and
complete books, documents, papers, accounting records, and other information (collectively, the
records")pertaining to the costs of and completion of services performed,under this Agreement.
City and its authorized representatives shall have access to and the right to audit and reproduce
any of Contractor's records regarding the services provided under this Agreement. Contractor shall
maintain all such records for a period of at least three (3)years after termination or completion of
this Agreement. Contractor agrees to make available all such records for inspection or audit at its
offices during normal business hours and upon three(3) days' notice from City, and copies thereof
shall be furnished if requested.
21. Compliance with all Laws/Immigration Laws.
a. Contractor shall be knowledgeable of and comply with all local, state and
federal laws which may apply to the performance of this Agreement.
b. If the work provided for in this Agreement constitutes a"public works," as
that term is defined in Section 1720 of the California Labor Code,for which prevailing wages must
be paid, to the extent Contractor's employees will perform any work that falls within any of the
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classifications for which the Department of Labor Relations of the State of California promulgates
prevailing wage determinations, Contractor hereby agrees that it, and any subcontractor under it, •
shall pay not less than the specified prevailing rates of wages to all such workers. The general
prevailing wage determinations for crafts can be located on the website of the Department of
Industrial Relations (www.dir.ca.gov/DLSR). Additionally, to perform work under this
Agreement,Contractor must meet all State registration requirements and criteria,including project
compliance monitoring.
c.Contractor represents and warrants that Contractor:
1) Has complied and shall at all times during the term of this
Agreement comply, in all respects, with all immigration laws, regulations, statutes, rules, codes,
and orders, including, without limitation, the Immigration Reform and Control Act of 1986
IRCA); and
2) Has not and will not knowingly employ any individual to perform
services under this Agreement who is ineligible to work in the United States or under the terms of
this Agreement; and
3) Has properly maintained, and shall at all times during the term of
this Agreement properly maintain, all related employment documentation records including,
without limitation, the completion and maintenance of the Form I-9 for each of Contractor's
employees; and
4) Has responded, and shall at all times during the term of this
Agreement respond, in a timely fashion to any government inspection requests relating to
immigration law compliance and/or Form I-9 compliance and/or worksite enforcement by the
Department of Homeland Security, the Department of Labor, or the Social Security
Administration.
d. Contractor shall require all subcontractors or subconsultants to make the
same representations and warranties as set forth in Subsection 21.c.
e.Contractor shall, upon request of City, provide a list of all employees
working under this Agreement and shall provide,to the reasonable satisfaction of City,verification
that all such employees are eligible to work in the United States. All costs associated with such
verification shall be borne by Contractor. Once such request has been made, Contractor may not
change employees working under this Agreement without written notice to City, accompanied by
the verification required herein for such employees.
f.Contractor shall require all subcontractors or sub-consultants to make the
same verification as set forth in Subsection 21.e.
g. If Contractor or subcontractor knowingly employs an employee providing
work under this Agreement who is not authorized to work in the United States, and/or fails to
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follow federal laws to determine the status of such employee,that shall constitute a material breach
of this Agreement and may be cause for immediate termination of this Agreement by City.
h. Contractor agrees to indemnify and hold City, its officers, officials, agents
and employees harmless for,:of and from any loss, including but not limited to fines,penalties and
corrective measures City may sustain by reason of Contractor's failure to comply with said laws,
rules and regulations in connection with the performance of this Agreement.
22. Governing Law and Venue. This Agreement shall be construed in accordance
with and governed by the laws of the State of California and Contractor agrees to submit to the
jurisdiction of California courts. Venue for any dispute arising under this Agreement shall be in
Orange County, California.
23. Integration. This Agreement constitutes the entire agreement of the parties. No
other agreement,oral or written,pertaining to the work to be performed under this Agreement shall
be of any force or effect unless it is in writing and signed by both parties. Any work performed
which is inconsistent with or in violation of the provisions of this Agreement shall not be
compensated.
24. Notice. Except as otherwise provided herein, all notices required under this
Agreement shall be in writing and delivered personally, by e-mail, or by first class U.S. mail,
postage prepaid, to each party at the address listed below. Either party may change the notice
address by notifying the other party in writing. Notices shall be deemed received upon receipt of
same or within three (3) days of deposit in the U.S. Mail, whichever is earlier. Notices sent by e-
mail shall be deemed received on the date of the e-mail transmission.
CONTRACTOR" CITY"
Fehr&Peers City of Orange
101 Pacifica, Suite 300 300 E. Chapman Avenue
Irvine, CA 92618 Orange, CA 92866-1591
Attn.: Matt Benjamin Attn.: Larry Tay
Telephone: (949) 308-6305 Telephone: (714) 744-5534
E-Mail: M.Benjamin@fehrandpeers.com E-Mail: ltay@cityoforange.org
25. Counterparts. This Agreement may be executed in one or more counterparts,each
of which shall be deemed an original, but all of which together shall constitute one and the same
instrument. Signatures transmitted via facsimile and electronic mail shall have the same effect as
original signatures.
Signatures on next page]
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IN WITNESS of this Agreement, the parties have entered into this Agreement as of the
year and day first above written.
CONTRACTOR" CITY"
FEHR&PEERS, a California corporation CITY OF ORANGE, a municipal corporation
DocuSigned by: DocuSigned by:
ewtia, gaily
By: 9FFCF1F6590A484 By: OvRBR777A20^17
Printed Name: Steven J. Brown. Daniel R. Slater,Mayor
Title: Sr Vice-President
DocuSigned by:
By: gangnDnDr3ei1A3 ATTEST:
Printed Name: Lysa Wollard DocuSigned by:
Title: Chief Financial Officer
DB2REDf-BRBEG43A
Pamela Coleman, City Clerk
APPROVED AS TO FORM:
DDoocuSigned by:
C VI Il
CDC307DCOA7548A...
Nathalie Adourian, Sr. Assistant City Attorney
NOTE:City requires the following signature(s) on behalf of the Contractor:
1)the Chairman of the Board, the President or a Vice-President,AND (2)the
Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary
or an Assistant Treasurer. If only one corporate officer exists or one corporate
officer holds more than one corporate office,please so indicate. OR
The corporate officer named in a corporate resolution as authorized to enter
into this Agreement. A copy of the corporate resolution, certified by the
Secretary close in time to the execution of the Agreement, must be provided to
City.
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EXHIBIT "A".
SCOPE OF SERVICES
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DocuSign Envelope ID:C4A217CB-D24C-4491-8AA8-DA97C8FD9E94
Orange Community Circulator Transit Planning Study
March 16,2023
Project Team
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Matt Benjamin,RSP
Principal
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Jeremiah LaRose,AICP
Project Manager
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Natalie Chyba Delia Votsch,PE Gary Hewitt
Transit Planner Deputy PM TMD Project Manager
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Fehr&Peers TMD •
Availability:35% Availability:25% Availability:20%
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DocuSign Envelope ID:C4A217CB-D24C-4491-8AA8-DA97C8FD9E94
Orange Community Circulator I ransit Planning Study
March 16,2023
JEREMIAH LAROSE, MCP, Fehr &Peers
PROJECT MANAGER
Jeremiah LaRose is a multimodal transportation planner and project manager with a background in transit service
planning and operations.Prior to joining Fehr&Peers,Jeremiah served as the Manager of Operations&Service
Planning for COAST,a public transit agency serving 14 communities in New Hampshire.With Fehr&Peers,
Jeremiah's work has included comprehensive transit system analyses,service planning for retirement communities,
fare and funding policy study,and transit-supportive roadway design.He also recently led the Irvine Transit
Vision study.
Jeremiah will be responsible for the day-to-day oversight of the project and will oversee all project tasks.
MATT PENJAMIN,. RSP, Fehr &Peers
PRINCIPAL
Matt has 20 years of experience leading complex multimodal planning projects with an emphasis on active
transportation,shared mobility,and transit. Matt is the Office Leader for the Fehr&Peers'Irvine office and has
experience working with our teaming partner,TMD,on similar projects in Irvine and Anaheim.
Matt will provide high-level guidance and technical expertise,and will contribute to all project tasks.
DELIA VOTSCH, PE, Fehr & Peers
DEPUTY PROJECT MANAGER
Delia is an associate with eight years of experience.She currently serves as the Operations Manager for the Orange
County/Inland Empire office.She was drawn to transportation engineering because of the potential to serve
communities by improving the built environment.Delia recently led the Orange County Collaborative SB 743 and
Old Towne Orange Parking Studies,and contributed to the City of Orange Mitigation Fee program,and would be
thrilled to have another opportunity to partner with the City of Orange on another exciting project in
their community.
Delia will prepare monthly progress reports and invoicing for Task 1,and will oversee the analysis in Tasks 3.3,3.4,
and 3.5.She will contribute to events and materials in Task 2 and preparation of the feasibility report and
presentation in Task 6.
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Orange Community Circulator Transit Planning Study
March 16,2023
NATALIE CHYBA, Fehr & Peers
PROJECT K ANNER
Natalie is a senior transportation planner with a focus on transit in the Fehr&Peers Los Angeles office.As a deputy
project manager and task lead for transit and multimodal corridor projects,she brings an innovative and thoughtful
approach to all her projects.Her involvement in research and development of our Transit Travel Markets and Transit
Equity concepts helps her serve both as a resource internal to Fehr&Peers and to her clients.She particularly excels
at communicating complex and technical efforts to a broad audience,including elected officials,policy makers,and
the general public,making her an invaluable resource on large,multifaceted projects.
Natalie will be involved in preparation of materials for Tasks 2,3,4,5,and 6.She will oversee the preparation of
memoranda,figures,and report writing for Tasks 3.2,4.1,and Task 6.
GARY HEWITT, TMD
TMD P.ROJ EC T MANAGER
Gary brings over 25 years of transit planning and operations experience to this project.He is a new addition to the
TMD team.Prior to joining TMD,he worked for several small municipal and large regional transit agencies in
Southern California including OCTA,City of Irvine,LA Metro,and City of Glendale.Through this experience he has •
developed transit service recommendations for fixed-route and microtransit services,provided planning and
implementation support for agency innovation projects,managed short-and long-range transit studies,and
collaborated with board members and stakeholders.
Gary and the TMD team will attend the kick-off meeting and be available for two additional project meetings as part
of Task 1.They will also lead Tasks 3.1 and 4.2,and assist Fehr&Peers with the other elements of Tasks 3,4,5,and 6.
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Orange Community Circulator Transit Planning Study
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Experience and
Qualifications
FEHR4PEERS
Effective transit planning goes beyond expertise in transit alone.At Fehr&Peers,we know that access to transit and
an understanding of the multimodal operating environment are as important as transit service quality and coverage.
By bringing transit data to life,we complement our underlying knowledge on what makes great transit tick.Using
our innovative tools,we help our clients craft transit investments and policies that allow communities to thrive and
operating agencies to prosper in a dynamically changing world.Successful transit planning and design also relies on
strategic responses to markets—both existing and emerging—to anticipate how changing trends,mobility options,
and demographics will shape future context.Through our Next Generation Transit practice,our experts are on the
cutting edge of integrating new and emerging forms of mobility(such as microtransit)into existing and future
transit networks.
As we grow,our commitment to inclusive,local,and long-term community relationships remains central to our
philosophy.Many of our client relationships are decades long,built on years of listening,understanding,
collaboration,and successful outcomes.Our clients have appreciated our long-term commitments to the
communities we serve,trusting us as their objective partners in transportation since 1985.Together with our clients,
we are motivated by shared success,inclusive partnerships,and the positive impact our work has on the
communities we serve.Our proposed team includes experienced transportation professionals with expertise
specific to the City of Orange's needs.You can expect our project team to be responsive,dependable,approachable,
and solutions-oriented.Fehr&Peers'
customer service philosophy is simple:
help our clients meet their goals,treat Our ...idEsc nuH and cxc( ticd expectations:
them with respect,and value each 100100%% 98%opportunity to work for them.As pa2022
of our commitment to providing our alit' gii.iIit e
clients with outstanding service,we Client
regularly perform surveys to assess ,
client satisfaction and identify areas of SLIrvey 99 O
improvement.We send a client survey say[key would
after every completed project.During J1Dc-1_iltc
useusaPain.
the past 10 years,we have received
more than 23,000 completed surveys.
4
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Orange Community Circulator Transit Planning Study
March 16,2023 •
TRANSPORTATION
MANAGEMENT & DESIGN
TMD
Transportation Management&Design,Inc.(TMD)is an industry-leading transit planning firm dedicated to helping
transit agencies develop and implement innovative,productive,and sustainable public mobility solutions since
1988.For over 33 years,we have enabled a broad range of domestic and international transit systems to optimize
their resources to operate more efficiently and grow ridership in a strategic,sustainable manner.We are a highly
experienced firm that focuses solely on transit supporting a"Vision.Plan.Implement."approach to improving transit
systems.Our team includes approximately 20 staff in our corporate headquarters in San Diego,CA,with regional
support in the San Francisco Bay Area,New York,Washington,D.C.,and Tampa.Our staff represents a broad range
of industry experience in transit service planning and design,operations,capital and financial planning,and public
outreach.Several of our senior managers have served numerous years at transit agencies,bringing firsthand
knowledge from a variety of bus,paratransit,and specialized transit systems.The collective experience of our team
adds value to our practice,and helps ensure our work is innovative,comprehensive,and readily executed.
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Orange Community Circulator Transit Planning Study
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Irvine Transit Vision (Irvine, CA) •
Fehr&Peers led a study,in collaboration with TMD, for
the City of Irvine to understand current and future
opportunities to improve local circulation with new u t
shuttle routes or innovative forms of transit in response to
resident requests,a growing population,and to reduce
auto-dependency in order to meet climate action policies
and objectives.We previously conducted a study by the
same name in 2009 which led to the implementation of
the City's iShuttle routes which connect business and
employment centers with Metrolink stations.In this new Vision,we are re-examining the community makeup and
transportation needs after more than a decade of both residential and office growth and development,and in the
context of a global pandemic.Our study included a series of community engagement pop-up activities,two
community organization stakeholder workshops,and public workshops to engage residents and businesses in
defining the needs and shaping the service concepts.
OCTA Transit Master Plan (Orange County, CA)
The OCTA Transit Master Plan takes a high-level look at long-term transit needs throughout Orange County,as well
as important connections to transit investments by other local transit agencies.In this project,a series of corridors
suitable for transit capital investment have been identified based on existing and future transit market analysis.
Future considerations of transit services in these corridors range from bus rapid transit to fixed-guideway
alternatives.A comprehensive evaluation on ridership within these identified transit corridors has been conducted
to analyze the use of transit in each corridor.
Fehr&Peers was responsible for developing ridership forecasting for proposed transit services in each identified
transit corridor.By using OCTAM TransCAD,Fehr&Peers coded all the proposed transit lines with the corresponding
revision in the background networks,following OCTAM's network coding convention.After running the model,the
ridership data was summarized and analyzed to better understand the transit travel demand and how these
corridors have been utilized.
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i .
Orange Community Circulator 1 ransit Planning Study
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Laguna Woods Village SRTP (Laguna Woods, CA)
The Laguna Woods Village senior living community of over 16,000 residents hired Fehr&Peers to conduct a
thorough analysis of its community shuttle and paratransit services following a major shakeup some years prior that
was unsatisfactory for residents.Our study began with a series of in-person engagement workshops to gather input
from the community,and continued with on-board observations of the route operation and challenges that are
unique to an older population with limited mobility,analysis of performance data,and regular coordination
between the administration and the transit advocates in the community.Fehr&Peers carefully considered service
design and policy changes to balance the desire for a more effective service with the limitations of a constrained
operating budget.Our final recommendations were to retain a fare-free system for the benefit of the community,
realign routes to better serve demand and improve efficiency for the areas and residents of the Village using the bus
most often,and alter policies which placed an excessive burden on the demand-response service by people who
were otherwise capable of using the more cost-efficient fixed route services.
OCTA Making Better Connections Study (Orange County, CA)
TMD
The Making Better Connections Study was
a comprehensive reimagining of the OC
t'
Bus network.The project started with a rgit
comprehensive look at existing OC Bus, " ' —•- r
OC Flex,and OC ACCESS service1,141 r `
performance and ridership trends,
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p
OCFLEx'°"°
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changes in regional travel patterns,and a d
community and operator outreach effort.
f"
r __ •-.
The development of network
recommendations focused on creating a
strong foundational grid network with all-
day frequent service,increasing the population with access to all-day 10-to 15-minute service by over 100%.
Understanding that transferring is a critical part of a grid network,the plan focused on reducing transfer waits by
increasing frequencies and coordinating timed transfers at major hubs.The plan also sought to make the system
more equitable by investing more resources in later evening and weekend service,divesting from the traditional 9-5
peak commute periods.This helps ensure that service is available for those who need to use it at more times of day
and days of week.The Final Service Plan was adopted by the OCTA Board of Directors in October 2022.OCTA
implemented the first phase of changes in February 2023 and will continue to implement changes in phases over the
next two to three years.TMD will be working with OCTA in each phase to identify appropriate service changes based
on available resources and ridership trends.
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Rancho Santa Margarita Transit Feasibility Study
Rancho Santa Margarita, Ca)
TMD
TMD completed a Transit Feasibility Study for the City of Rancho Santa Margarita to assess demand for a new transit
circulator service within the City.The City is served by two fixed routes operated by Orange County Transportation
Authority(OCTA)which underwent significant service reductions in October 2016.A large portion of the City lost
service altogether and all Saturday service was discontinued.The goal of the Transit Feasibility Study is to determine
if there is enough demand in the City to support a new circulator service that would replace some of the
discontinued service and integrate into the larger OCTA network.The transit circulator service would be funded
through OCTA Project V funds,a program that sponsors community mobility services in OCTA member cities.To
receive funding,the proposed services would need to satisfy established performance criteria.
The Transit Feasibility Study involved a community survey to assess resident and employee demand for transit
service within the City,an analysis of demographic characteristics,a review of relevant planning documents,an
overview of available transportation services,and a peer review examining how other Orange County cities have
used Project V funding.TMD evaluated pilot partnerships with transportation network companies(TNCs)such as
Uber and Lyft to see what challenges other cities faced in implementation.TMD developed three different potential
service options for the City to consider and estimated operating costs,fare revenue,and ridership in order to project
service performance and required subsidies per passenger boarding.TMD shared the results with the City of Rancho
Santa Margarita Planning Commission and City Council in October2017.
City of Mountain View Shuttle Study (Mountain View, CA)
TMD
TMD conducted a transit shuttle study for the City of Mountain View,CA.The purpose of the study was to develop
short-,medium-,and long-term strategies for delivering transit service that provides internal circulation within the
city in order to help Mountain View meet its sustainability and emission reduction goals.The study developed a city
transit strategy that is sustainable and contributes to achieving transit market share and single-occupancy vehicle
trip reduction targets.TMD conducted a community-wide survey that gathered information about where and when
residents travel,how often they use Caltrain,and their familiarity with existing transit services.TM D also analyzed
existing ridership and performance trends,as well as the distribution of key demographic groups and key
destinations and employment centers within the city.
The final plan presented a menu of options for improving internal circulation within the city.Recommendations
addressed the needs of three primary travel markets in Mountain View:first/last mile trips from Caltrain to home
and to major employers,students traveling to/from school,and seniors with limited mobility options.
g .
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Project Understanding
and Approach
Task 1: Project Management
Fehr &Peers is
uniquely positioned A successful project begins with a project team kick-off that connects client
for this study,
staff and leadership with the consultant team and orients everyone to the
client's objectives,expectations,and working style.Fehr&Peers will assist
having recently in scheduling the kick-off meeting.We will develop a meeting agenda with acompletedtheOld
review from the City's project manager.Following the meeting,we will
Towne Orange
provide a meeting summary with a list of action items.Key anticipated
Parking Study, agenda items include a discussion of the City's key goals and desired
which included a
outcomes,a draft work plan,schedule,and data needs.This meeting could
recommendation
be either in-person or virtual.
and conceptual
layout of a,local TASK 1 DELIVERABLES
microtransit
circulator for In-person attendance at kick-off meeting
Old.Towne. Project schedule
Meeting agenda and minutes
Our local experience
Monthly progress reports
and transit
planning expertise Task 2: Community Engagement
will combine to
provide a Fehr&Peers believes that the best community engagement is customized
framework for and tailored to local context.The team will develop a targeted engagement
identifying funding and outreach strategy to engage diverse audiences starting with initial •
opportunities,
stakeholder outreach.Initial stakeholder outreach is a critical component of
service strategies, the project's overall public engagement strategy.Early engagement builds
and developing community buy-in and trust that carries through and helps inform the rest
metrics that
of the project cycle.
support local, state, Task 2.1 City Staff and Stakeholder Engagement
and federal goals.
Fehr&Peers and TMD will coordinate and facilitate one meeting with
stakeholders and community members as project partners in the
development of goals,objectives,and a vision responsive to community
9.
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needs.The team will work with the City to identify stakeholders for the Working Group including City departments,
and regional stakeholders which could include the Orange County Transportation Authority,Orange Police
Department,Orange Unified School District,and Alliance for a Healthy Orange County.The team will then work with
the City to identify members of the general public,especially community members/organizations that have
historically been under-represented in planning processes and those who represent underserved communities.The
working group participant list should typically comprise between 8 and 12 individuals.
The working session will employ the use of visuals,maps,graphics,and aids to help the team facilitate
conversations that are fruitful and informative.Meeting content will include a project overview,an explanation of
transit service design choices and discussion of the trade-offs involved,community goal setting,and a discussion of
current transit conditions/needs.Meeting materials will be accessible to all stakeholders involved,including those
less familiar with transit service planning topics,with a clear and simple visual communication style.
While select OCTA representatives are assumed to be involved in the stakeholder Working Group,Fehr&Peers will
host an additional coordination meeting with OCTA to engage additional staff and inform them of the scope of the
study,the outcome of prior stakeholder and community engagement,and the draft service concepts.We will host a
discussion seeking initial feedback from OCTA staff,allowing time in the project schedule for their consolidated
written comments to be submitted prior to the completion of the draft feasibility study.
Task 2.2 Website Updates and Online Survey
In collaboration with the City,Fehr&Peers will develop content to post on a website hosted by the City with a
project description,schedule,and interim project updates.
The team will develop an initial survey prior to the pop-up events and will advertise through a variety of channels
such as through stakeholders from Task 2.1,social media,and existing bus stops.The survey will also be posted on
the project website and open for completion by members of the community.
Task 2.3"Pop-Up"and Outreach Events
Fehr&Peers will develop and execute an innovative pop-up strategy that will resonate with community members
and will help facilitate feedback and input.The pop-up events will provide community members the opportunity to
provide input on personal transportation needs and challenges,and to learn more about the project.Pop-ups will
center around an eye-catching interactive activity,such as physically mapping community transit needs or visual
voting that displays community ideas in real time,which will draw community members in to learn more about the
project and fill out the survey.The survey developed in Task 2.1 will be shared with community members at pop-up
sites both virtually and in paper form for those with limited technology literacy.The survey will be available in
multiple languages,and the team will assist community members who need help completing the survey.Our staff
can provide materials in English,Spanish,and Mandarin;we will work with the City's Public Information Office
to determine if additional languages are needed.We anticipate two pop-events as part of this scope.Of the
locations outlined in the RFP,we believe the Outlets are most likely to draw people from outside the core study area.
Alternatively,one event may be more community-focused and invitation-based rather than pop-up to maximize
community engagement.
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If additional consultant team involvement with community engagement is desired,additional meetings(in-person
or phone conference)can be incorporated into the scope on a time-and-materials basis.
TASK 2 DELIVERABLES
Stakeholder list
Stakeholder meeting agenda,minutes,and meeting materials
OCTA coordination meeting
Website updates
Outreach events
Draft survey questions
Survey results and community feedback
Task 3: Data Collection and Needs Assessment
Task 3.1 Existing Programs and Service
Fehr&Peers will complete a literature review of the relevant plans,policies,and best practices related to public
transportation and local circulation that are applicable to the City of Orange.We anticipate this will focus on
California statetransportation funding programs and transit programs.
One of the key elements for developing relevant transit service recommendations is a comprehensive review of the
existing transit services currently operating in Orange.This information will also be useful for the public and
stakeholders to develop a shared understanding ofwhat is currently working well and areas where services can be-
improved.It will be important to look at transit service ridership both before and during the COVID-19 pandemic to
understand changes in travel demand and trip purpose.TMD has extensive experience completing these type of
multimodal,existing conditions reports for transit agencies and cities across country.TMD will prepare the summary
of existing transit service in Orange,including available ridership data.The existing summary will include a review of
the following transportation services:
OCTA OC Bus-Our team will analyze the existing OCTA bus routes in the City.This will include mapping the
service frequencies,ridership,and productivity to make the existing service easy to understand for the
public and stakeholders.TMD will also document changes to the OC Bus service in Orange over the past
five years.Gary Hewitt was previously the Transit Planning Manager at OCTA and has a working knowledge
of the routes in Orange and their unique characteristics.
OCTA OC ACCESS-Our team will request data from OCTA on trip usage for their complementary
paratransit service.This information will be helpful in identifying areas of the community which may have
high concentrations of populations with specialized mobility needs.
Metrolink-A review will be completed of the existing commuter and inter-city rail services in operation,
and Orange station.This will include frequency,destinations,and ridership if available.
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Task 3.2 Environmental Issues
Fehr&Peers will complete a review of the relevant environmental issues related to public transit applicable to
Orange.This will include state and local public health and climate policies and goals,as well as any laws and
regulations that would require compliance.
Task 3.3 Needs Assessment
Fehr&Peers has been an industry leader in applying big data analytics to travel market analyses,in part because
we tailor our approach to each project.We begin by asking questions—in this case,where are the key centers of
activity in Orange(such as Old Towne,Chapman University,the N Tustin Street corridor,the UCI,CHOC,and St.
Joseph Medical Campuses,and several others),and where are travelers to these centers coming from that could be
served by improved public transportation offerings?Are those centers creating travel demand at certain times of the
day,or throughout the day?What communities in Orange are underserved or disadvantaged and how are they
affected by auto-oriented travel patterns?Are there diverse populations or minority groups that are
underrepresented in some data sets that require additional insights to address equity and inclusion?We will
collaborate with the City and key stakeholders to identify key questions for analysis and agree on the purpose,
parameters,and expected outcomes of an origin/destination data analysis.
Following the development of the guiding questions,our process continues with a thorough geospatial and tabular
analysis of community demographics to identify disadvantaged communities,people of color,people living with
mobility challenges(including older adults or people with disabilities),people experiencing homelessness,and
low-income resident and workers.With the guiding questions and objectives,we identify areas of focus where
needs and opportunities may align.
Our understanding is that the City has identified a service corridor.In coordination with the City,Fehr&Peers will
use this service corridor as a starting point for our origin/destination data analysis.We will conduct a travel analysis
using location based data,which are sources from a large anonymous sample of actual trips taken over time.These
data are aggregated up to"zones,"such as Census tracts,to help group travel into common places of origin or
destination.Fehr&Peers will design the big data travel analysis based on the key questions developed with the
project team and stakeholders and coordination with City staff.We will collect data from up to ten
origin/destination zones and use these to develop a travel pattern analysis to understand time-of-day flows and
demand patterns to inform the service planning and potential stop locations in Task 4.
The big data analysis is expected to cover the period of 2019 prior to the pandemic,although recent data are also
available.The design of the analysis will depend on assumptions about whether travel patterns will return to
pre-pandemic conditions in the near-term.Fehr&Peers will collaborate with the City to determine the appropriate
big data study period.
Task 3.4 Identify Gaps
Fehr&Peers will consider how community and stakeholder input,origin/destination data analysis,and the draft
goals reveal gaps in the current transportation network.
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Determining what constitutes a gap or opportunity is an iterative process:it involves reviewing community input,
existing conditions,and big data analysis to consider how mobility and access differ among residents and workers in
Orange.This process typically generates a long list that includes specific issues such as the following:
No service is present at all
Service is very limited
Access to transit service is non-existent or very poor
Connectivity between disadvantaged communities to key destinations is missing or poor,especially in
comparison to other villages or for other demographics
Origin-destination pairs that have very high travel demand and contribute significantly to congestion or
parking constraints;if transit already serves these origin-destination pairs,it may be a gap in terms of
service design,frequency,utility,or public awareness
Based on the analysis,Fehr&Peers will develop strategies to address these gaps,informed by our industry
experience and national best practices guidance.Our team will also seek out opportunities to apply innovative
approaches.Strategies may range from new services and a variety of service designs to infrastructure and policy
changes that elevate the effectiveness of transportation services provided by the City:
Task 3.5 Forecasting
Transportation demand forecasting is a complex and challenging exercise that,while unable to perfectly predict the
future,can help guide the selection of alternatives,set expectations for outcomes,and develop performance
benchmarks. For local public transit,it can be difficult to extract meaningful results because of the limitations of
detail in regional travel demand forecasting models such as OCTAM.
OCTAM and SCAG forecasts will serve as the foundation for future demographics analysis. Fehr&Peers is
experienced with both the OCTA and SCAG models and their applications in future demographics and land use
changes as well as transit modeling.
In addition to demographics,Fehr&Peers will use existing ridership data and travel patterns collected in earlier
tasks and research-based elasticities to estimate future ridership demand.
Fehr&Peers will work with the City to consider these and potentially other options for forecasting.Once a
methodology is selected,we will document the methodology and input data and summarize the results.Although
incorporated as part of Task 3,Fehr&Peers envisions the forecasting task to largely fall in Task 4 in conjunction with
TMD's development of routes and service designs.
TASK 3 DELIVERABLES
Memorandum on:
Existing programs and service
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Environmental issues
Needs assessment
Identifying gaps.
Forecasting
Task q.: Route Plan and Service/Operations Plan
Task 4.1 Route Plan
TMD brings extensive experience developing transit services including fixed-route bus,community circulators,rail-
feeder routes,and microtransit services which may be applicable to this project.TMD follows a two-pronged
approach to the development of transit service recommendations:top-down and bottom-up.The top-down
approach ensures the network works together as one cohesive unit,not as a collection of individual routes.The
bottom-up approach optimizes the efficiency of each route to make sure the City is'maximizing its use of available'
resources.The bottom=up approach also pays attention to cycle times,layover locations,and turning movements so
there are no surprises during implementation.
Fehr&Peers will develop recommendations with collaboration from the City,TMD,and OCTA which may include
changes to existing services,new services,and ways to better integrate services.All proposed recommendations will
include route maps and potential stop locations.
Task4.2 Service/Operations Plan
Our team will develop service delivery options based on the type of recommended service.Options for bus service
may include contracting with OCTA,contracting with a private transit provider,or using City employees.Options for
microtransit or other on-demand services could be operated as public-private partnerships with taxicab operators
or transportation network companies.TMD has experience assisting transit agencies in acquiring services from
third-party vendors.
TMD will prepare a service and operations plan which will include hours of operations and frequency/headways.
Based on the type of service identified in Task 4.1,vehicle size and type will also be identified.Additional resources
for the ongoing operations of the service,such as maintenance locations and servicing and paratransit needs,will
be identified.
TASK 4 DELIVERABLES
Route plan
Services and operations plan
o Maintenance program
o Paratransit plan
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Task 5: Funding'Opportunities and Implementation Plan
Task 5.1 Funding Opportunities
Our team will develop estimated costs for capital purchases and ongoing operating costs for the recommended
transit services.TMD is known for developing accurate cost estimates for their clients,which will be important in
developing project budgets and grant applications.
Our team will also identify potential local,regional,and state funding opportunities.This will include a summary of
project eligibility,funding timelines,and local match requirements for each program.One key local funding
opportunity is the OCGO Project V Community Circulator program through OCTA. Subtask leader,Gary Hewitt,
brings experience developing and reviewing Project V applications,ensuring that potential projects are"grant ready"
and include the necessary information for completing an application.Another funding opportunity is CaISTA SB1
and Cap-and-Trade grant programs,which may help fund capital components of new service.
Task 5.2 Implementation Plan
Our team will develop an implementation plan for the Orange Community Shuttle.This implementation plan will be
developed in coordination with City staff and OCTA.Proposed TMD project manager Gary Hewitt figs been involved
in the implementation•of other OC community shuttles,including the negotiations of the current City of Irvine
agreement with OCTA to operate the existing iShuttle routes.
The implementation plan will include a high-level timeline and identify if any environmental documentation would
be required.
TASK 5 DELIVERABLES
Memorandum on: •
Funding strategies
Implementation plan
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Task 6: Final Report and Presentation of Feasibility Study
Task 6.1 Draft Report .
Fehr&Peers will produce a draft Feasibility Study documenting both the process and substance of the study effort.
The draft report is intended to be a concise document that supplies the data,analysis,and all prepared memoranda
leading to the recommendations for the Orange Community Shuttle.
Task 6.2 Final Report
We will respond to one round of review and consolidated comments from the City before preparing the final report.
Task 6.3 Presentation of the Feasibility Study
Fehr&Peers will lead one presentation to the City's Traffic Commission and/or City Council at the conclusion of the
Feasibility Study to present study findings and recommendations.
TASK 6 DELIVERABLES
Draft report
Final report
Presentation materials
Presentation to City Traffic Commission and/or City Council
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Cost Proposal for Orange Community Circulator Transit Planning Study
Fehrf Pee_s TMD
Project Principal-in Deputy Transp. Graphics Analyst Admin
Labor
Project ',
Manager Charge Project Planner Manager
Manager ou s
Tasks 7z .--- -' R = g 205 310 200 165 . ` $145 160 145 .„ ,
e
168 tmow .-- . , . .u. ti •. ..a , v.P, ,..
Task 1 - Project Management
16 2 2 31 23 $4,735 6
Task 2 -Community Engagement.
2.1 City Staff and Stakeholder Engagement 8 4 2 2 2 18 $3,860
2.2 Website Updates and Online Survey 2 - 2 2 2 1 9 $1,495
2.2 "Pop-Up" and Outreach Events 4- 2' 2- 2 f 11 $1,985
Task 3 - Data Collection and Needs Assessment
3.1 Existing Programs and Service 1 2 0 3 535 6
3.2 Environmental Issues 2 4 1 7 $1,215'
3.3 Needs Assessment 2 1 2 8 4 8 3 28 $4,735
3.4 Identify Gaps 4 1 1 2 4' 4 2 18 $3,170 2
3.5 Forecasting 2 1 1 8 8 3 23 $3,955
Task 4- Route Plan and Service/Operations Plan
4.1 Route Plan 4 2 2 8 4 3 23 $4,175 4
4.2 Service/Operations Plan 2 2 4 1 9 $1,835 12
Task 5 - Funding Opportunities and Implementation Plan
5.1 Funding Opportunities 2 2 4- 1 9 $1,835 12
5.2 Implementation Plan 4' 2` 2 12 3 23 $4,255 4
Task 6- Final Documentation
6.1 Draft Report 2 1 2 20 8 4 37 $6,160 6
6.2 Final Report 2' 8 1 11 $1,875 2
6.3 Presentation of the Feasibility Study 4. 2 1 7 $1,365
Data Needs
StreetLight Data (OD Data)
T,atalift$r`Tallj1iasks 611 181 f81 . 841 ' 2-9 2 1 1 1111M $470 8 4 54 j
Notes:
This fee proposal is valid for a period of 90 days from the proposal submittal date.
Actual billing rate at the time of service may vary depending on the final staffing plan at the time the project starts;the overall fee will not be exceeded.