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HomeMy WebLinkAboutAgenda - 12-10-2024; 8-h - Award of Professional Services Agreement for County Trails Plan 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: December 10, 2024 Action Agenda Item No. 8-h SUBJECT: Award of Professional Services Agreement for County Trails Plan DEPARTMENT: Environment, Agriculture, Parks and Recreation (DEAPR), Finance and Administrative Services ATTACHMENT(S): INFORMATION CONTACT: Services Agreement Contract with David Stancil, 919-245-2510 Gensler (with Attachments) Jovana Amaro, 919-245-2651 PURPOSE: To approve and authorize the Manager to execute a services agreement with Gensler Architecture, Design and Planning, P.C. for the creation of a County Trails Plan. BACKGROUND: In 2023-24, the Board of Commissioners approved funding for the creation of a County Trails Plan to tie together different prior trails planning efforts, town trails and greenways, and connectivity possibilities into a comprehensive Orange County Trails Plan. Funding for this project was carried over from FY 2023-24 while the project concepts and preliminary discussions were finalized. The Mountains to Sea Trail (MST) will be part of the Trails Plan effort. The proposed services agreement envisions a Trails Plan, with a community engagement process, to occur during 2025 (as outlined in the project deliverables and proposal attachments). In September, a Request for Proposals (RFP #367-005434) was conveyed to firms to solicit interest. Four (4) firms responded with proposals, and a Project Review Team was convened to review and rank the proposals. The Project Review Team included DEAPR staff members David Stancil and Marabeth Carr; Transportation Director Nishith Trivedi; and, Senior Long-Range Planner Tom Altieri from the Planning and Inspections Department. Purchasing Agent Jovana Amaro advised the process and handled the RFP submittal and receipt of proposals. The four (4) firms that submitted proposals and evaluated were: • Gensler Architecture, Design and Planning, P.C. (selected firm); • Equinox and Clarion Associates, LLC; • Nature Trails NC, LLC; and • Seamon, Whiteside and Associates, Inc. FINANCIAL IMPACT: The negotiated price of the services to be conducted for the County Trails Plan is $78,000. The funding for this contract is included in FY 2024-25 Budget Amendment #4 (Agenda Item 8-1 on this same December 10, 2024 Business meeting agenda). 2 ALIGNMENT WITH STRATEGIC PLAN: This item supports: • GOAL 1: ENVIRONMENTAL PROTECTION AND CLIMATE ACTION OBJECTIVE 5. Review land use policies to promote and connect Town, County and private trails and open spaces. • GOAL 2: HEALTHY COMMUNITY OBJECTIVE 7. Invest in services and programs that improve the health and quality of life of the community (e.g., recreation and public open spaces, arts, etc.) • GOAL 4: MULTI-MODAL TRANSPORTATION OBJECTIVE 6. Update transportation related plans to provide more multi-modal options including rural Orange County. RECOMMENDATION(S): The Manager recommends that the Board: 1. Approve Orange County entering into a Professional Services Agreement with Gensler Architecture, Design and Planning, P.C. for the creation of the Orange County Trails Plan, upon final review of the County Attorney; and 2. Authorize the Manager to execute the initial Agreement and any subsequent design amendments for contingent and unforeseen plan requirements on behalf of the Board. 3 [Departmental Use Only] TITLE County Trails Plan FY 2024-25 NORTH CAROLINA SERVICES AGREEMENT RFP/RFQ ORANGE COUNTY This Services Agreement (hereinafter "Agreement"), made and entered into this 1st day of January, 2025, ("Effective Date") by and between Orange County, North Carolina a political subdivision of the State of North Carolina (hereinafter, the "County") and Gensler Architecture, Design and Planning, P.C., (hereinafter, the "Provider"). WITNESSETH: That the County and Provider, for the consideration herein named, do hereby agree as follows: 1. Services a. Scope of Work. i) This Services Agreement ("Agreement") is for services to be rendered by Provider to County with respect to (insert type of project): the creation of a County Trails Plan in accordance with the scope of work included herein and in Attachments 1 and 2. ii) By executing this Agreement, the Provider represents and agrees that Provider is qualified to perform and fully capable of performing and providing the services required or necessary under this Agreement in a fully competent, professional and timely manner. iii) Time is of the essence with respect to this Agreement. iv) The services to be performed under this Agreement consist of Basic Services, as described and designated in Section 3 hereof. Compensation to the Provider for Basic Services under this Agreement shall be as set forth herein. 2. Responsibilities of the Provider a. Services to be provided. The Provider shall provide the County with all services required in Section 3 to satisfactorily complete the Project within the time limitations set forth herein and in accordance with the highest professional standards. b. Standard of Care. i) The Provider shall exercise reasonable care and diligence in performing services under this Agreement in accordance with the highest generally accepted standards of this type of Provider practice throughout the United States and in accordance Revised 01/24 1 4 with applicable federal, state and local laws and regulations applicable to the performance of these services. Provider is solely responsible for the professional quality, accuracy and timely completion and submission of all work related to the Basic Services. ii) Provider shall be responsible for all errors or omissions of its agents, contractors, employees, or assigns in the performance of the Agreement. Provider shall correct any and all errors, omissions, discrepancies, ambiguities, mistakes or conflicts at no additional cost to the County. iii) The Provider shall not, except as otherwise provided for in this Agreement, subcontract the performance of any work under this Agreement without prior written permission of the County. No permission for subcontracting shall create, between the County and the subcontractor, any contract or any other relationship. iv) Provider is an independent contractor of County. Any and all employees of the Provider engaged by the Provider in the performance of any work or services required of the Provider under this Agreement, shall be considered employees or agents of the Provider only and not of the County, and any and all claims that may or might arise under any workers compensation or other law or contract on behalf of said employees while so engaged shall be the sole obligation and responsibility of the Provider. v) If activities related to the performance of this Agreement require specific licenses, certifications, or related credentials Provider represents that it or its employees, agents and subcontractors engaged in such activities possess such licenses, certifications, or credentials and that such licenses certifications, or credentials are current, active, and not in a state of suspension or revocation. vi) Should this Agreement involve project designs, the construction or creation of which is to be bid out or fulfilled by other contractors, and bidding or negotiation with contractors produce prices which, when added to the other elements of the approved total project cost, produce a cost that is in excess of the approved total project cost, the Provider shall participate with the County in negotiation and design adjustments to the extent such are necessary to obtain prices within the approved total project cost. All activity of the Provider with respect to these matters shall constitute Basic Services and shall be performed by the Provider without additional compensation. If negotiation and design adjustments fail to bring costs within the total project cost the County may reject all bids and Provider will redesign or reduce portions of the project in an effort to reduce the bid prices to within the total project cost and rebid the project. One such redesign is included within Basic Services. If this second letting for bids does not produce bids that are within the approved total project cost initially or after negotiations with the contractor the cost is not reduced to an amount within the total project cost, the Provider is not obligated to engage in further redesign. 3. Basic Services a. Basic Services. Revised 01/24 2 5 i) The Provider shall perform as Basic Services the work and services described herein and as specified in the County's Request for Proposals or Request for Qualifications (the "RFP") "RFP Number 367-005434. for "Orange County Trails Plan" issued September 6, 2024, and the Provider's proposal, which are fully incorporated and integrated herein by reference together with Attachments 1 ("Original Proposal") and 2 (Deliverables and Tasks/Milestones") (designate all attachments). In the event a term or condition in any referenced document or attachment conflicts with a term or condition of this Agreement the term or condition in this Agreement shall control. Should such conflict arise the priority of documents shall be as follows: This Agreement, the County's RFP together with attachments, Provider's Proposal together with attachments. ii) The Basic Services will be performed by the Provider in accordance with the following schedule: (Insert milestones task list, dates and fees. If milestones are not established mark N/A under Milestone Task 1.) Milestone Task Milestone Date Milestone Fee 1. Kickoff 1/1/25 $26,000 2. Task 4 6/1/25 $26,000 3. Completion 10//25 $26,000 4. 5. 6. 7. 8. 9. 10. iii) Should County reasonably determine that Provider has not met the Milestone Dates established in Section 3(a)(ii), County shall notify Provider of the failure to meet the Milestone Date. The County, at its discretion may provide the Provider seven (7) days to cure the breach. County may withhold the accompanying payment without penalty until such time as Provider cures the breach. In the alternative, upon Provider's failure to meet any Milestone Date the County may modify the Milestone Date schedule. Should Provider or its representatives fail to cure the breach within seven (7) days, or fail to reasonably agree to such modified schedule, County may immediately terminate this Agreement in writing, without penalty or incurring further obligation to Provider. This section shall not be interpreted to limit the definition of breach to the failure to meet Milestone Dates. 4. Duration of Services a. Term. The term of this Agreement shall be from January 1, 2025 to September 30, 2025. b. Scheduling of Services i) The Provider shall schedule and perform its activities in a timely manner so as to meet the Milestone Dates listed in Section 3. Revised 01/24 3 6 ii) Should the County determine that the Provider is behind schedule, it may require the Provider to expedite and accelerate its efforts, including providing additional resources and working overtime, as necessary, to perform its services in accordance with the approved project schedule at no additional cost to the County. iii) The Commencement Date for the Provider's Basic Services shall be January 1, 2025. 5. Compensation a. Compensation for Basic Services. Compensation for Basic Services shall include all compensation due the Provider from the County for all services satisfactorily (as determined by the County) performed pursuant to this Agreement. The maximum amount payable for Basic Services is Seventy-eight thousand Dollars ($78,000). In the event the amount stated on an invoice is disputed by the County, the County may withhold payment of all or a portion of the amount stated on an invoice until the parties resolve the dispute. Payment for Basic Services shall become due and payable in direct proportion to satisfactory services performed and work accomplished. Payments will be made as Project milestones as set out in Section 3(a)(ii) are achieved up to the corresponding milestone fee. (For example, Provider may invoice for the amount listed as the milestone fee corresponding to the first milestone task upon County's acknowledgement of the satisfactory completion of Task one. Upon the County's acknowledgement that the second Task has been satisfactorily completed Provider may invoice for that corresponding milestone fee.) Milestone fees shall be the maximum amount payable for its corresponding milestone task which shall not be altered except by written amendment. b. Additional Services. County shall not be responsible for costs related to any services in addition to the Basic Services performed by Provider unless County requests such additional services in writing and such additional services are evidenced by a written amendment to this Agreement. 6. Responsibilities of the County a. Cooperation and Coordination. The County has designated (David Stancil, Environment, Agriculture, Parks and Recreation Director) to act as the County's representative with respect to the Project who shall have the authority to render decisions within guidelines established by the County Manager or the County Board of Commissioners and who shall be available during working hours as often as may be reasonably required to render decisions and to furnish information. 7. Insurance a. General Requirements. Provider shall obtain, at its sole expense, Commercial General Liability Insurance, Automobile Insurance, Workers' Compensation Insurance, and any additional insurance as may be required by County's Risk Manager as such insurance requirements are described in the Orange County Risk Transfer Policy and Orange Revised 01/24 4 7 County Minimum Insurance Coverage Requirements (each document is incorporated herein by reference and may be viewed at http://www.orangecountVnc.gov/departments/purchasing division/contracts.php.) If County's Risk Manager determines additional insurance coverage is required such additional insurance shall consist of N/A (if no additional insurance required mark N/A as being not applicable). Provider shall not commence work until such insurance is in effect and certification thereof has been received by the County's Risk Manager. 8. Indemnity a. Indemnity. To the extent authorized by North Carolina law the Provider agrees, without limitation, to defend, indemnify and hold harmless the County from all loss, liability, claims or expense, including attorney's fees, arising out of or related to the Project and arising from property damage or bodily injury including death to any person or persons caused in whole or in part by the negligence or misconduct of the Provider except to the extent same are caused by the negligence or willful misconduct of the County. It is the intent of this provision to require the Provider to indemnify the County to the fullest extent permitted under North Carolina law. 9. Amendments to the Agreement a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional compensation or a change in duration of this Agreement shall be made by a written Amendment to this Agreement executed by the County and the Provider. The Provider shall proceed to perform the Services required by the Amendment only after receiving a fully executed Amendment from the County. 10. Termination a. Termination for Convenience of the County. This Agreement may be terminated without cause by the County and for its convenience upon seven (7) days prior written notice to the Provider. b. Other Termination. The Provider may terminate this Agreement based upon the County's material breach of this Agreement; provided, the County has not taken all reasonable actions to remedy the breach. The Provider shall give the County seven (7) days' prior written notice of its intent to terminate this Agreement for cause. Either party may terminate this Agreement upon notice to the other party that obligations pursuant to this Agreement are made impractical due to declarations of emergency by Orange County or by North Carolina due to events directly impacting Orange County. Both parties shall remain responsible for all payment and performance due up to the receipt of such notice, but shall have no further obligation or responsibility beyond that date provided the terminating party has taken all reasonable steps to complete the performance of its obligations. c. Compensation After Termination. i) In the event of termination, the Provider shall be paid that portion of the fees and expenses that it has earned to the date of termination, less any costs or expenses Revised 01/24 5 8 incurred or anticipated to be incurred by the County due to errors or omissions of the Provider. Upon request of the County, the Provider shall submit to County all relevant documentation, including but not limited to, job cost records, to support its claims for final compensation. ii) Should this Agreement be terminated, the Provider shall deliver to the County within seven (7) days, at no additional cost, all deliverables including any electronic data or files relating to the Project. d. Waiver. The payment of any sums by the County under this Agreement or the failure of the County to require compliance by the Provider with any provisions of this Agreement or the waiver by the County of any breach of this Agreement shall not constitute a waiver of any claim for damages by the County for any breach of this Agreement or a waiver of any other required compliance with this Agreement. e. Suspension. County may suspend the Basic Services and this Agreement at any time for County's convenience and without penalty to County upon three (3) days' notice to Provider. Upon any suspension by County, Provider shall discontinue the Basic Services and shall not resume the Basic Services until notified to proceed by County. 11. Additional Provisions a. Limitation and Assignment. The County and the Provider each bind themselves, their successors, assigns and legal representatives to the terms of this Agreement. Neither the County nor the Provider shall assign or transfer its interest in this Agreement without the written consent of the other. There are no third-party beneficiaries of this Agreement and nothing in this Agreement, express or implied, is intended to confer on any person other than the parties hereto (and their respective successors, heirs and permitted assigns), any rights, remedies, or obligations. b. Governing. This Agreement and the duties, responsibilities, obligations and rights of respective parties hereunder shall be governed by the laws of the State of North Carolina. c. Compliance with Laws. Provider shall at all times remain in compliance with all applicable local, state, and federal laws, rules, and regulations including but not limited to all state and federal anti-discrimination laws, policies, rules, and regulations and the Orange County Non-Discrimination Policy and Orange County Living Wage Policy (each Orange County policy is incorporated herein by reference and may be viewed at http://www.orangecounty!ic.gov/departments/purchasing division/contracts.php.) Any violation of this requirement is a breach of this Agreement and County may immediately terminate this Agreement without further obligation on the part of the County. This paragraph is not intended to limit and does not limit the definition of breach to discrimination. By executing this Agreement Provider affirms that Provider and any subcontractors of Provider are and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General Statutes. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.58. By executing this Agreement Provider certifies that Provider has not Revised 01/24 6 9 been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.81. d. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages with respect to any provision of, or the performance or non-performance of, this Agreement shall be brought in the General Court of Justice of North Carolina sitting in Orange County, North Carolina. It is agreed by the parties that no other court shall have jurisdiction or venue with respect to such suits or actions. Binding arbitration may not be initiated by either Parry, however, the Parties may agree to nonbinding mediation of any dispute prior to the bringing of a suit or action. e. Entire Agreement. This Agreement, together with the RFP and its attachments and the Proposal and its attachments, represents the entire and integrated agreement between the County and the Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both parties. Modifications may be evidenced by facsimile signatures. £ Severability. If any provision of this Agreement is held as a matter of law to be unenforceable, the remainder of this Agreement shall be valid and binding upon the Parties. g. Ownership of Work Product. Should Provider's performance of this Agreement generate documents, items or things that are specific to this Project such documents, items or things shall become the property of the County and may be used on any other project without additional compensation to the Provider. The use of the documents, items or things by the County or by any person or entity for any purpose other than the Project as set forth in this Agreement shall be at the full risk of the County. h. Non-Appropriation and Government Action. Provider acknowledges that County is a governmental entity, and the validity of this Agreement is based upon the availability of public funding under the authority of its statutory mandate. In the event that public funds are unavailable or not appropriated for the performance of County's obligations under this Agreement, then this Agreement shall automatically expire without penalty to County immediately upon written notice to Provider of the unavailability or non-appropriation of public funds. It is expressly agreed that County shall not activate this non-appropriation provision for its convenience or to circumvent the requirements of this Agreement. In the event of a change in the County's statutory authority, mandate or mandated functions, by state or federal legislative or regulatory action, which adversely affects County's authority to continue its obligations under this Agreement, then this Agreement shall automatically terminate without penalty to County upon written notice to Provider of such limitation or change in County's legal authority. i. Signatures. This Agreement together with any amendments or modifications may be executed electronically. All electronic signatures affixed hereto evidence the consent of the Parties to utilize electronic signatures and the intent of the Parties to comply with Revised 01/24 7 10 Article 11A and Article 40 of North Carolina General Statute Chapter 66. j. Notices. Any notice required by this Agreement shall be in writing and delivered by certified or registered mail, return receipt requested to the following: Orange County Provider's Name &Address Attention: Travis Myren Chad Parker P.O. Box 8181 613 Hillsborough Street Hillsborough,NC 27278 Raleigh,NC 27603 IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have hereunder set their hands and seal, all as of the day and year first above written. ORANGE COUNTY: PROVIDER: By: By: Travis Myren, County Manager Chad Parker, Managing Director, Raleigh Printed Name and Title Revised 01/24 8 11 w - I'. ! J 4 r t r L 7 ORANGE COUNTY NORTH CAROLINA Develop a Countywide Trails Plan RFP# 367-005434 I October 15, 2024 Gensler 12 MM Cover Letter Table of Contents Gensler October 15,2024 613 Hillsborough St. Raleigh.NC 27603 jovana Amaro,Purchasing Agent Tel 919-239-7828 Covera. Fax 919-239-7829 jamaro@orangecountync.gov Subject: Proposal to Orange County Government,Countywide Trails Plan Consultant Services • Title PageRFP#:367-005434 c. Dearjovana: • • • •• • On behalf of Gensler,and our partners,Surface 678 and Palacio Collaborative,we are pleased to provide the enclosed proposal for Orange County Government Request for Proposals to develop a countywide trails plan.Our • Technical Approachi Schedule team looks forward to the opportunity to work with you,local partners,and stakeholders in a process that will empower the local community to actively participate and influence the planning for a trails master plan. Communitye. •.•ement Strategy We are excited at the prospect of continuing our great working relationship with Orange County staff and leadership as we wrap up a ten-month project leading community engagement for the Greene Tract Master plan.We will bring our experiences from this successful process to bear on this effort to plan,lead,facilitate,and f. Experience Qualifications coordinate public engagement and planning for a countywide trails plan.We aim to work with you to extend �.• - the positive,trusting relationships that have developed as part of Orange County outreach associated with your comprehensive planning. 1�1 •. Capability i Capacity to Perform Project 1�1 We understand that the plan must prioritize engagement around building social equity through future public investment in the built environment.We hope to amplify the impact of these investments affording future h. Reference generation with access to an improved,equitable,and resilient trails system to use and enjoy for decades to come. �� io0a We have assembled a team that balances world-class community engagement excellence with local expertise and 11. • • • know how-to ensure that we deliver both an aspirational and implementable planning vision for the trails system: i'-®� - r,F by • Gensler will serve as project lead,managing the overall project and team,as well as bringing an industry leading Acknowledgment of Receipt of ••• • community engagement process and master planning. Surface 678 will bring their expertise in landscape architect,design,and planning,and local knowledge of Orange County. Affidavit FormPalacio Collaborative will provide exceptional knowledge of costs to implement long term plans. With our office in Raleigh,our team is rooted in the community and on the ground to carry out assessment, Non-Discri m i nation • • engagement,and collaboration in real time with the Project Steering Committee and the public.We look forward to working with you,staff,and leadership to fine tune the planning and engagement process.In collaboration with you and your partners,we believe that our approach offers a strong combination of engagement expertise,relationship- m. Supplemental •• •: HUB Form building,planning experience,and creative energy that will successfully meet your goals to create a successful trails master plan for Orange County. Thank you for considering our team for this important opportunity! Chad Parker/Project Principal Jessica Pearson/Project Manager Chad-Parker@gensleccom/919-239-7828 Jessica-Pearson@gensler.com/919-327-1862 a - Gensler 1 2 Gensler 1 3 13 Title Page MM Project Organization Team Organization Chart GRANGE COUNTY --�-^ NOR7F1J CAROLINA ORANGE COUNTY NOR'H I CAROLINA ORANGE COUNTY Request for Proposal#:367-005434 For internal processing, including tabulation of proposals, please provide your PROJECT LEADERSHIP company's Federal Employer Identification Number or alternate identification number. Pursuant to G.S. 132-1.10 (b) this identification number shall not be released to the public.This page will be removed and shredded,or otherwise kept confidential, before the procurement file is made available for public inspection. ' This page is to be filled out and returned with your proposal.Failure to do Cameron Barradale Jessica Pearson Elaine Asal Mikayla Hernandez so may subject your proposal to rejection. Master Planning Strategist Project Manager and Strategy Director& Strategist& Main Point of Contact Engagement Lead Engagement Support ID Number: CORE PROJECT TEAM 94-2594210 Federal ID Number Gensler Architecture, Design&Planning,P.C.(dba Gensler) Consultant Name Swati Khimesra Jeff Israel Michael Palacio Principal Landscape Landscape Architect Cost Estimator Architect Gensler 1 4 Gensler 15 14 Project Organization Project Organization I �•A -r� ems✓ a_ .. Ad& Jessica Pearson, AIA, LEED°AP Elaine Asal,A-AIA,CP3 Mikayla Hernandez Cameron Barradale, RLA Associate Principal Strategist Studo Director Project Manager&Main Point of Contact Strategy Director&Engagement Lead Strategist&Engagement Support Master Planning Strategist 27 Years of Experience 20 Years of Experience 1 Year of Experience 17 Years of Experience Background Background Background Background Bachelor in Architecture,Virginia Polytechnic Institute and State University Bachelor of Architecture,University of Oklahoma Bachelor of Science in Interior Design,Ohio State University Master of Landscape Architecture in Urban Design,Harvard University Master of Business Administration,University of Virginia Associate Member,American Institute of Architects(A-AIA) Member,International Interior Design Association(IIDA) Graduate School of Design,with Distinction,2012 Registered Architect/USGBC LEED®Accredited Professional Bachelor of Landscape Architecture,Clemson University,2005 Selected Project Experience Size(sq ft) Urban Design Semester,Universitat Politecnica de Catalunya,Barcelona, Selected Project Experience Size(sq ft) Selected Project Experience Gaston County Courthouse,5th Floor Renovation,Gastonia,INC N/A Spain,2004; Marbles Kids Museum,Raleigh,INC Eager Park&Pavilion,Baltimore,MD Red Hat Registered Landscape Architect in South Carolina Administrative Workplace Strategy 6,000 Community Engagement&.Design 7 acres Space Management and Occupancy Planning,Raleigh,INC N/A Expansion Feasibility Study N/A Amtrak,Penn Station,Baltimore,MD Interior Design,Brand,&Change Management,Durham,INC 24,000 Selected Project Experience Size(sq ft) Martin Marietta,Change Management,Raleigh,INC Community Engagement&Redevelopment Vision Plan N/A T Rowe Price Action Behavior Centers ABA Therapy,multiple locations N/A Interior Design,Workplace Strategy,&Change Management 150,000 Marbles Kids Museum,Raleigh,NC Headquarters,Workplace Strategy,Baltimore,MD 556,000 Fifth Third Center Repositioning,Charlotte,NC N/A Highwoods Properties,Workplace Strategy&CM,Raleigh,NC 37,000 Administrative Workplace Strategy 6,000 FlexSpace Training,Owings Mills,MD N/A Two Wells Fargo Redevelopment Study,Charlotte,NC N/A WakeMed,Admin Office Building,Workplace Strategy,Raleigh,NC N/A Expansion Feasibility Study N/A Marbles Kids Museum,Raleigh,NC The Yard-Charlotte District Masterplan,Charlotte,NC N/A Adelaide Football Club Workplace Strategy,West Lakes,Australia N/A Park Life/City Movement,The Urban Forest Project,Baltimore,MD N/A Administrative Workplace Strategy 6,000 Seventh&Tryon Development,Charlotte,North Carolina* N/A Asurion Headquarters,Change Management,Nashville,TN 540,000 Rash Field Park&Pavilion,Baltimore,MD Expansion Feasibility Study N/A Charlotte Gateway District,Charlotte,North Carolina* N/A Cone Health,Master Plan&Workplace Strategy,Greensboro,NC N/A Community Engagement&Design 7,000 GFL Environmental,Raleigh,NC Richmond Diamond District,Richmond,VA N/A GFL Environmental,Raleigh,NC Enoch Pratt Library System,Baltimore,MD Interior Design,Workplace Strategy,&Change Management 95,000 Clark Atlanta University Master Plan,Atlanta,GA N/A Interior Design,Workplace Strategy&Change Management 95,000 Real Estate&Facilities Master Plan Study/Employee Engagement N/A Veritas Real Estate,USRS,Test Fit,Marlton,NJ 19,000 Chapel Hill TOD Study,Chapel Hill,NC N/A Johns Hopkins Health System,Workplace Strategy,Baltimore,MD N/A Southwest Partnership,Baltimore,MD Confidential Mixed Use Project,Cary,NC N/A Cornell Tech Campus Framework Plan,New York,New York* N/A Red Hat Master Plan&Community Engagement 700 acres Town of Wake Forest,Workplace Strategy Fairfax Herndon Station West TOD Master Plan,Fairfax,Virginia* N/A Space Management and Occupancy Planning,Raleigh,NC N/A Ashland Neighborhood,Baltimore,MD Town of Wake Forest,Concept Design and Change Management Atlanta University Center Master Plan,Atlanta,Georgia* N/A Interior Design,Brand,&Change Management,Durham,NC 24,000 Master Plan&Community Engagement 10 acres Orange County Greene Tract Master Plan Community Engagement Atlanta Civic Center Redevelopment,Atlanta,GA N/A Relias Learning,Workplace Strategy,Morrisville,INC 100,000 Lower Hill District,Identity&Strategy,Pittsburgh,PA 13 acres Orange County,NC Southwest Downtown Plan,Colorado Springs,Colorado* N/A UNC Morehead Cain,Workplace Strategy,Chapel Hill,NC 25,000 Confidential Real Estate Tech Client,Strategy,Richmond,VA N/A Black Voices Museum Community Engagement,Fayetteville NC Guangzhou Pearl River Framework Plan,Guangzhou,China* N/A City of Hampton,Building Assessments&Capital Planning,VA* N/A Confidential Financial Client,Global Portfolio Study N/A University of Chicago Campus North,Chicago,Illinois* N/A Town of Wake Forest,Workplace Strategy Allegis,Campus Strategy&WISP Implementation,Hanover,MD N/A Icing Abdullah Economic City,Jeddah,Saudi Arabia* N/A Town of Wake Forest,Concept Design and Change Management T.Rowe Price,Headquarters,Workplace Strategy,Baltimore,MD 556,000 Richmond City Center Redevelopment,Richmond,VA 7 Acres Orange County Greene Tract Master Plan Community Engagement NDC/Old Goucher Community Charrette,Baltimore,MD N/A *Experience Prior to Gensler Orange County,NC. Orange County Greene Tract Master Plan Community Engagement Black Voices Museum Community Engagement,Fayetteville NC Orange County,NC *Experience Prior to Gensler Black Voices Museum Community Engagement,Fayetteville INC Gensler 1 6 Gensler 1 7 15 �M Project Organization 'ME Project Organization Swati Khimesra, PLA, REU AP, LEED, AP" Jeff Israel, PLA Principal Landscape Architect Landscape Architect Swati Khimesra is a Principal and CEO at Surface 678,a landscape architectural firm Jeff joined Surface 678 in 2013.His wide range of project experience includes working based in Durham,INC.Surface 678 is dedicated to innovative thought and the integration for public and private projects spanning across sectors.Through his work,Jeff is able of design and technique into creating memorable experiences and places that rejuvenate to be involved in shaping spaces that connect people and provide meaningful and and bring joy.Swati leads her team at Surface 678 in the design and management of memorable interactions.Jeffs design work includes cultural projects such as the Sarah complex projects with multi-disciplinary design teams in both the private and public P.Duke Gardens and the Texas African American Memorial,as well as residential development sectors.Her practice highlights her firm belief in the collaborative design communities such as Wendell Falls and RiverLights. process,from site inventory and analysis through design and construction. Swati's career as a leader in landscape architecture encapsulates over 20 years of RELEVANT EXPERIENCE experience over diverse geographic locations where she has led multiple award-winning t:t Recreation The Cedars Continuing Care projects.Central to her work is the crafting of user experiences that provide a deeper Buffalo Creek Greenway Retirement Community connection to nature through the medium of landscape architecture and the merging of - Wendell,North Carolina Chapel Hill,North Carolina design with art,culture,and sustainable infrastructure. Buffalo Creek Nature Preserve Glenaire Retirement Community Entrances RELEVANT EXPERIENCE Wendell,North Carolina Cary,North Carolina Recreation Atlanta Beltline Southside Trail Department of Health and Human Services Sierra-Lineberry Park Master Plan K-12 EDUCATION Atlanta,Georgia Campus EDUCATION Raleigh,North Carolina Hillsborough Charter School Master of Urban Design,Distinction,University Raleigh,North Carolina Master of Landscape Architecture in Urban Hillsborough,North Carolina of Michigan at Ann Arbor,2003 Clayton Parks and Recreation Master Plan Design,North Carolina State University,2013 Windsor Chavis Community Center Clayton,North Carolina Kildaire Farm Road Master Plan Greensboro,North Carolina NC School of Math 8 Science Hub Courtyard Bachelor of Landscape Architecture,Louisiana Cary,North Carolina Bachelor of Art in Painting and Sculpture,North Durham,North Carolina State University,2002 Cliffhanger Ranch Outpost Master Plan Carolina Central University,2007 Cultural Coeburn,Virginia North Carolina Education Campus Freedom Park Wake County Public School System REGISTRATION Raleigh,North Carolina REGISTRATION Raleigh,North Carolina Middle SdhoollHigh School Landscape Architecture: Destin Harbor Waterfront' Registered Landscape Architect: Wake County,North Carolina Florida#6666990 Destin,Florida Cultural North Carolina#2123 NC Museum of Natural Sciences North Carolina#2131 Colonial Williamsburg Archeology Center Dueling Dinos Streetscape Improvements University South Carolina#1657 Fair Park Master Plan' Williamsburg,Virginia Raleigh,North Carolina Duke University Dallas,Texas • West Campus Courtyard Renovations LEED AP® Freedom Park Texas African American Memorial Wilkinson Building(Pratt School of Jaco Pastortus Park' Raleigh,North Carolina Austin,Texas Engineering) RELi Accredited Professional#0271-SU18 Oakland Park,Florida Sarah P.Duke Gardens Gateway Hindu Society of North Carolina Municipal Durham,North Carolina AFFILIATIONS Pine Point Regional Park Hindu Cultural Center Emily K.Center Addition American Society of Landscape Architects Master Plan' Morrisville,North Carolina Durham,North Carolina Elizabeth City State University Aviation School Stillwater,Minnesota Elizabeth City,North Carolina US Green Building Council Kaleideum Children's Museum Exchange and Market Plazas Town of Cary Winston-Salem,North Carolina Raleigh,North Carolina North Carolina State University AWARDS • Carpenter Fire Station Road Park Fitts-Woolard Hall NC ASLA Honor Award,Twist Leadership • McCrimmon Parkway Park Liberty Plaza Residential Development Raleigh,North Carolina Institute 1.0 Cary,North Carolina Winston-Salem,North Carolina Nexton Community NC ASLA Honor Award,Duke University Medical Summerville,South Carolina University of North Carolina Chapel Hill Campus Central Bed Tower Virginia Key Master Plan` National Center for Civil and Human Rights • Phase III Student Housing Miami,Florida Atlanta,Georgia RiverLights Community Marsico Hall NC ASLA Merit Award,Duke University Interpro- Wilmington,North Carolina Global Education Center fessional Education 8 Care Municipal PNC Arena Expansion Chapel Hill,North Carolina Calvert Sports Raleigh,North Carolina Wendell Falls Community Holly Springs,North Carolina Wendell,North Carolina 'Projects from previous experience Clayton Small Area Plan Continuing Care Senior Centers Clayton,North Carolina Brightmom at Cary Cary,North Carolina i 3 4 s 8[7]8 a f0 11 1, 1a S! 1 rfarp ? 13 4 R S ©B 4 iA 1H 12 1a Sr.irfnrp Gensler 1 8 Gensler 1 9 16 Project Organization Project Organization MICHAEL D. PALACIO, CPE President Chief Cost Manager - ' i 29 Years Industry Experience/18 Years with Palacio Bachelor of Science Architecture,Georgia Institute of Y Technology(1993) F' Certified Professional Estimator(1.4-000306-1101) 35%time commitment on all phases 1AW Michael has over 25 years of SELECT RELEVANT EXPERIENCE experience in the Design and orange County Facilities Master Plan Construction industry.He is the Orange County,NC President and Chief Cost Manager A'� with Palacio Collaborative and in Walker Branch&Hoover Creek Greenway this capacity,Michael leads projects Charlotte,Nc ranging from$1 Million to over$100 McIntyre Creek Greenway Million providing timely and Charlotte,Ncr� accurate cost estimates. z Neuse River Park Master Plan(w/greenway) fit• Raleigh,NC _ Under Michael's oversight,each Ff achieves Palacio r project Cape Fear River Park Master Plan Study � r ' �` Collaborative's core mission to Fayetteville,NCr (\ manage cost from start to finish, Smith Community Park Phase II Master Plan preserve the integrity of the design, Greensboro,NC i ��•- and give the Owner the most building value the budget will allow. .s i . Gensler 111 17 IBMTechnical Approach _ Technical Approach We recommend hosting three workshops over the duration of the Task 4:Priority Trail Corridors—Site Assessment and Cost master plan.The first workshop would be a Vision and Launch Estimate(2 months) Technical Approach to the effort,the second a review of the proposed trail system to collect feedback,and a third workshop would be a presentation Scope: to solicit support. Our fee and scope include one(1).The The team will perform Site Visits at potential trail corridors to Gensler and their consultants(the team)will work alongside Task 1:Community Outreach&Public Engagement additional workshops are covered in our proposed additional assess the opportunities and challenges associated with the the Department of Environment,Agriculture,Parks,and (concurrentwith Trails Master Plan schedule) services. We also recommend that Orange County host a most likely trail connections and corridors for connecting areas Recreation for Orange County,North Carolina to develop webpage on the county website for the project. of Orange County through a trail system.The team will perform a Trails Plan.By engaging the public and working with the Scope: these visits over the course of one week and will limit the total Project Steering Committee,the team will produce a user- The team will begin the project with a kickoff meeting to review number of visits based on the number that can be completed friend) graphically pleasing document,that reflects the the scope,schedule,and begin planning the public engagement Task 2:Project Steering Committee&Reporting y g p y p g p g P g (4 times during the project) during normal working hours.The team will identify potential vison and goals collected through this process. The Map will effort.The team will research and review the Orange County land acquisition and right-of-way needs for the corridors contain a future trails map,and locations of trail creation as previously collected public engagement response data and identified.The team will also provide a cost estimate limited to well as connectivityrecommendations that reflect the Ion develop a public engagement strate The public engagement Scope: g p to aThe team will establish and lead regular meetings with the the general information collected. range vision for the County. should be concurrent with the development of the master p an and offer multiple opportunities for public feedback. Our Project Steering Committee to review and get feedback on with Deliverables: with ort t and to blget support wcoordination r liv ct d rojeeeaes a We believe that the best projects are the result of collaboration proposed fee includes one(1)workshop and content for a public pDocumentation of site visits with photographs and written and co-creation with a wide varietyof affected stakeholders. We facing web a e hosted b Orange Count including an online other County departments.We anticipate meeting three(3) g p g y g y g times with the Project Steering Committee and one(1)meeting narratives of conditions to be included in the Trails Master Plan recognize the value of building on previous County outreach feedback form to posted content. report efforts especially in the areas of climate,strategic planning, with the Orange County Board of County Commissioners to Assessment of feasibility housing,transportation,and land use. Our public engagement Deliverables: present the draft Trails master plan. Gensler cost estimate limited to ROM lab and our process is grounded in social equity. Summary and synthesis of recent County outreach efforts Identification of opportunities and challenges to trail Project website content includingFAQs about the project and Deliverables: f Agendas and presentations for three(3)meetings with the implementation Through our process,our team will develop acommunity- any other presentations created for the project supported plan that can be successfully implemented through Public engagement strategy including a road map,list of Project Steering Committee We recommend additional efforts for future scope to include other plans and programmatic strategies and operations. stakeholders the Count's various environmental,recreational,financial,and identified stakeholders,and recommendations for reaching Presentation for one(1)meeting with the Orange County y g Board of County Commissioners identifying grant sources. • Database of key contacts Task 5:Orange County Trails Plan(2 months) Synopsis of engagement efforts to be featured in the Trails plan We recommend additional meetings monthly if the project extends beyond the proposed schedule of five(S)months.The team proposes a fee of$3,000 for each additional meeting Scope: beyond the total number identified in Task 2. The team will synthesize all the collected information and make recommendations for trail development and connections in a Task 3:GIS Mapping and Analysis(1 month) composite GIS map and report.These initial recommendations will be documented in a report and reviewed with the Project Scope: Steering Committee for alignment with the goals and vision The team will review all the provided GIS information and collected through public engagement and direction from perform a mapping analysis that will form the basis for Department of Environment,Agriculture,Parks,and Recreation -, recommendations for developing connections,improving existing for Orange County. a trails,and establishing new trail corridors and connections.The team will consider the current and planned future parks and open Deliverables: space plans and projects looking for connectivity opportunities. Draft Trails Master Plan with introduction,overview of existing conditions and current trail systems,recommendations for a A The team will consider existing conditions,existing trail networks, trail system,and an implementation strategy current and future land use,and provide a composite map Report outlining process,vision,goals,and recommendations showing potential trail corridors. for implementation • We recommend additional public engagement and alignment _ - Deliverables: GIS mapping product with prioritized trails with BOCC feedback be finalized into a Final Trails Master Plan �• f over one additional month of work,extending the schedule from Develop a criteria for evaluation of trail routes five(5)months to six(6)months. Gensler 1 12 Gensler 1 13 18 OC OC Approach NC d• NC d• Schedule Month 1 Month 2 Month 3 Month 4 Month 5 � �. -fJJ ` ,,' Task 1 Community Engagement f"� Task z Kickoff Steer Co. Steer Co. Steer Co. BOCC Task 3 GIS Task 4 Site Assessment&$$Cost Estimate 1 Ole ■ Gensler 1 14 Gensler 1 15 Task 5 DRAPTTrails Plan Y 9+_ � � 2Y 19 Community Engagement Strategy MM Community Engagement Strategy Gensler T PUBLIC ENG9GEME I MULTI CHANNEL OUTREACH Intentional and meaningful public engagement leads to more impactful,just, \ and resilient project outcomes(and better design). ��■■■■■■�� TemporaryActivations Public/Town Hall Website+ Leveraging We believe that bringing communities together through a We strive for a transparent public discourse that: a lnstouotions Workshops or Meetings social Medio existing imaat es thoughtful,inclusive process is a critical ingredient for success. Engages a Robust Dialogue Our methodology invites creativity,agency,and joy into the Promotes Diversity and Inclusion approach to create outcomes beyond this effort and build Establishes a Transparent Process capacity for your staff and the broader public for years to come. Builds Trust Flows Seamless) from In-person to Online Tools cornmun¢y Focus Groups, agent, a Outreach Seamlessly p Events Neighborhood Outreach Signage,Swag Outreach Our team brings a dynamic set of tools,and a team of individuals Is Data-Driven and Human-Centric with strengths to facilitate participatory,energetic,empathetic, Targets Outreach to a Multiplicity of Constituents and meaningful public engagement,executed with justice- Continues the Conversation Beyond the Project ON THE GROUND DIGITAL&PRINT centered inclusive practices.Our strengths are unmatched by any others in the industry.The process will also leverage community We are out-of-the box designers,employing experience and"take Include different scales of in-person outreach Include different scales and types of assets,including community leaders and community-based action"techniques to build on these for outreach best practices. and engagement to build personal relationships communication formats that reinforce organizations alignments to result in a collaborative community Build from previous processes and leverage any existing and supplement digital outreach. in-person engagement and expand outreach. impact model that strengthens the client's role and partnerships. outreach efforts,relationships,local engagement Connect with relevant city agencies,non-profits,and/or other Successful engagement will connect with the broad diversity stakeholders We know that change moves at the speed of trust,and our organizational brief exercises,and"gallery walks,"where of users,nearby businesses,neighbors,and residents and Consider different modes of outreach from analog to digital projects and engagements are informed by this basic premise. participants can see each other's work pinned up in the room. to find means that allow their contributions to hold equal including larger stakeholder workshops,local meet-and-greets, Trust takes time,honesty,follow-through,and consistency. For This encourages community learning,fostering deeper dialogue, weight in discourse.Engagement is about listening and digital surveys,and field trips to related spaces, us,engagement process is about building relationships with to result in shared challenges,aspirations and future roles. understanding.Great engagement leaves people feeling heard Utilize current structures spanning mobile,online,print and people,and providing the structure,tools,and resources that and acknowledged,confirms for people that their opinion in-person methods build on current strengths,while organizing community expertise We will also encourage gathering community-based organizations is important,and that their participation will help shape Amplify existing social media outlets through the development process. and partners to participate in focus group conversations and the outcome.If constituents come away feeling respected, Engage with existing boards and commissions workshops to articulate shared outcome goals and alignments, understood and committed to the success of the project,then Attend events and organizations All of the public engagement conversations will begin with a while also communicating strengths and gaps.As evident in all the resultant effort will be not only better for it but will create an warm,gracious welcome,relay the purpose of the gathering,and of our strategic work with civic and community partners,these opportunity for everyone to share in the success when we reach facilitate conversations about the strengths of the community. conversations will reveal clearly your contributing role,leveraging the finish line with you. Then the fun,the learning,and the"a-ha"moments start. its already trusted position as a powerful convener,connector, This setup is then customized in format and activity for each and respected coalition builder engagement type.We will design customized formats for each PUBLIC ENGAGEMENT IS AN Empowl-tive tiro, throBuilgheadymomentum ana�eile�tiveartien tnrougnearlywins engagement touchpoint,building on the team's vast experience. We can design surveys in multiple languages,and are able ITERATIVE+ORGANIC PROCESS We will also design new engagement itineraries based on to deploy them on-line and in-person.Our questions garner 0� community conditions,our passion forjustice,and our creativity. valuable insight into community member's values,priorities, 04 v The following outlines scenarios based on experience. and challenges.We ask questions about their hobbies,how they spend their free time,and what they love about their I ' For one-on-one key stakeholder conversations,we apply a communities.These questions can build on the behavior patterns OQ systemized approach,framed around the same questions,as of your current insight. I' V designed with your leadership team,to both encourage candor, and to lift common themes.This will generate adata-driven input Most critically,we want to think across a spectrum of Immerse yourself in the Define key stakeholder Developeogagement e continue to nurture set to reveal key community alignments. outreach and engagement activities that range from digital an7munity:history groups and form vision and strategy O� OU trustanddeepen to analog and creatively captures the voices and aspirations ontext community advisory relationships With focus groups,we apply best practices for communities of community towards building shared vision and creating group Document community continually to share their ideas and reflections through small group capacity while we do it. memories,stories,and communicate suroesses the future vision conversations and ideation,thought-starter worksheets, Gensler 1 16 Gensler 1 17 20 Experience & Qualifications . About Gensler We are committed to helping Orange County implement community engagement, by ensuring that our strategy approach for the Trails Master Plan aligns with your vision, mission,values,and goals.As people living and working in North Carolina,we are an integrated design strategy practice focused on enabling transformation.Our I creative and collaborative approach,supported by data and intelligence,enables gw impactful change,and evolution of your organization,culture,and the environment. _ Gensler is the industry leader in strategy,planning,and design. Our team has experience supporting the planning and growth Our Raleigh office of 35 local staff is committed to Orange of innovative cities in a diversity of contexts throughout North County and the broader region.We understand the region and Carolina,especially in the Piedmont Region.Gensler has its evolution.What makes us unique is the global knowledge, experience partnering with similarly sized County governments leading research,and culturally diverse perspectives we can offer and our public sector experience is robust.Gensler has provided — our clients.Our local pulse keeps us real and our global reach community engagement and master planning services for keeps us informed and forward thinking. many clients,including Amtrak,Eager Park/City of Baltimore, Englewood Nature Trail/City of Chicago,Sunrise Tomorrow/City We lead with strategy to ensure alignment and a cohesive of Citrus Heights,and most recently with Orange County as part experience across every channel of user engagement.We take of the Greene Tract Master Ian,as well as Cumberland County a design thinking approach to community engagement and and the City of Fayetteville with the Black Voices Museum. planning,continuously asking"what could be"rather than r _ simply responding to what is.This discovery process touches We understand the needs of city,municipality,and government on a wide range of considerations beyond physical constraints agencies are different from the private sector,and we are to inform recommendations and understand the impact to committed to using an approach where we listen,learn,and implementation.Often we are aligning the aspirations,priorities, deliver on Orange County's mission and priorities. <. .r values,and vision of a wide variety of stakeholders. s -f rr we packed .. meals! bank 111 1 , t9ju I Gensler 1 18 Gensler 1 19 21 IBMExperience & Qualifications MODELS FOR CO-CREATION AND PARTNERSHIP WITH THE BLACK COMMUNITY The Gensler Research Institute Large-scale design decisions have deepened (and continue to reinforce)segregation and disenfranchisement in under-resourced BIPOC // We must center and prioritize The Gensler Research Institute is a network of researchers within Gensler with communities ilex a pow r lackc communities How can Gensler empower Black communities � the Black community in a singular focus:developing a deeper understanding of the connection between in the design and development process through // our design decisions and g p g P g inclusive models of partnership that facilitate planning processes. 0 , design, business,and the human experience. equitable co-creation and engagement' • Research is an investment in our future that empowers our teams in the name of progress and profit.How can Gensler empower to seek answers to the pressing questions facing our clients Black communities in the design and development process O everyday.We view research as central to our ability to support through inclusive models of partnership that facilitate equitable our clients,lead our industry,and properly fulfill our role as co-creation and engagement?Key findings from the research: global citizens and designers.Taking calculated risks in search of solutions has been part of our firm's DNA since its founding. Productive partnership is impossible without understanding OO Our research program,which today embraces every practice area past and existing power dynamics.Approach communities in • , O across our global markets,takes this to a new level.Core to this a way that acknowledges the past and takes a collaborative commitment is the knowledge that great design is value-added. approach to building a better future.Center the lived 00 Our research teams seek to put design in the context of larger experience of community members and engage them as nErawococy e..„n°.r,°aY.— business and social issues,ensuring that every strategy and every partners. 11211 rerpia•ago• �M �e k Allocate and share resources appropriately—and enerousl. <p^Ty solution makes a difference where it really matters. generously. "„emn�c­Wra dGg en,<:`,:e W e n o 1It,e";'ame When working with community-based organizations,be re,a, " `.�,Irb"e°`°mm°^It, The Gensler Research Institute is exploring equitable respectful of a community's time,resources,and capacity. �d,w<d .,a<.�P•.R.,.�a.la<om." —Mar aeseAeaINS—02ozz design solutions to create diverse spaces for our clients and Recognize the value of people's time and compensate communities.A recent project that Elaine Asal worked on: partners accordingly. KEY FINDINGS HISTORICAL CONTEXT DATA b INSIGHTS Building a more equitable design process requires time, productive pa:tner bipuirpossible11 Models for Co-Creation&Partnership with the vulnerability,and accountability.In order to show up as without understanding past and existing „,oea"p°P„";; a°,;,,;,a;;, '°" a I,­`dIt—" a Black Communitymeaningful partners,we need to examine our own practices power dynamics.Approach communities sbiwn'nliko1h,1 d—I way that acknowledges he past and fo,1h,1-b.,,,d do v,°r fr,, y: l,d°g:. and business models.Bein honest about our role insha in takesaeonab,rative approach tobnildinga hlghways)a^a°,da",e".wa • n<me`ce°eb°.<ae;P'lo p a11 h, g . We must center and prioritize the Black community in our design g shaping -1 bv,ne„°°,;^gIt.11949 vW,aa.n°�`°,' better future.Center the lived experience of I;°a, cniaw,mr°"amgmm.....:< decisions and planning processes.Large-scale design decisions the built environment—and it's positive and negative unity members and engage them as Blackcommu.rtres thewido-spread buaaing prsetces,ana tlen have deepened(and continue to reinforce)segregation and impacts—can be uncomfortable.Commit to doing the work partners. ae °"'°"°` ,,y<a';e,oge , disenfranchisement in under-resourced BIPOC communities for however long the work takes. —d« Allocate and share resources • ^g appexopworking rtateny—and generously. ^pyaInoau�e peo'a�a: Wh rb orki gwith community-based ­.41—.1s. o."� orgamzatrons,be respectful ofacommunity's u.aa.r..n.wa>r>a. n at time resources and capacity.Recognize d „ the value of people's time and compensate o partners accordingly. D Building a more equitable design -.3t pmeess requires time,vulnerability,and • p.« pec : <�m o ' attoungful partners, In oldertoshow up as meaningful part dto examine our v R, own practices and b models Being e.psrrywa+con 1 honest about ourt - shaping the built 1 e ronment a d it z positive and negative �I y. impacts—cart be uncomfortable.Comrnrt to a work for howeverl g e doing the on th wodctake �j Q oIh III as i Gensler 1 20 Gensler 1 21 22 'ME Experience & Qualifications 'E Experience & Qualifications Finding that the typical design process does not Gensler Research Project: consistently prioritize DESIGN METHODS artnershi sand climate justice evaluations,the framework shown here Aligning Practice with Climate Justice ' F • ' C% has beendeveloped as a tool for design ______________________________ teams to discover what -i Yfia�1 tl opportunities there may be to integrate equitable Gensler worked on a two-year research project focused on how we can bring climate action into their projects.It provides both climate justice into our projects by engaging community partners. general waypoints and AM%$of more speciftf �►:/ I iey inquiry highlig PROPOSAL ghtinreasg he �:i '\V:d We see drastic inequities in our cities in the form of address systemic inequities in our cities through the work we do? ---�-------------------- - -- ---- ------ ---- --- --------- - importance of strong homelessness,blight,poverty,crime,and more.Over the course By understanding how things are and how they got that way partnershipsandearly action. of two years,Gensler's research team explored climate justice, and recognizing that climate change is already exacerbating which overlays the built environment with the effects of climate existing issues. change and social justice.Due to a long history of systemic By understanding current efforts and the challenges they face STRATEGT& racism and injustice,we see a direct link between climate change and building on the knowledge and experience of others. RlSEARCFI and the disproportionately negative impacts of climate change on By becoming advocates and leaders in climate justice communities of color.Many neighborhoods,originally designated action through equitable policy,community engagement, by redlining policies"as undesirable,poorly maintained,and collaborative partnerships,and the thoughtful integration of vandalized"have gone decades without public investment, our knowledge with the design process. leaving them more vulnerable to extreme weather events,heat waves,and other climate-related disasters. What is the role we might play in the design and construction - - process?We believe the best place to start is by establishing CONCEPT riMM5N....................__ Through our research we realized there were many clear strong local partnerships with organizations currently working O differences between the way predominantly Black neighborhoods on issues of climatejustice in our communities.For design are treated when compared to more affluent neighborhoods.We professionals,community partnerships have the potential to "dr looked at the areas of focus of the Climate Action Plan:Energy develop into real projects and support real change for local Savings&Supply;Land Use;Transportation;Water Infrastructure; neighborhoods.While every connection may not yield ground- _ and Air Quality. breaking results,every connection is a valuable step in the right IF direction.With proper preparation and relationship building, SCHUMTIC This legacy of climate injustice is not likely to improve without future progress can flourish.Work where trust is established strategic changes in the realms of policy and design.How do we through relationships create greater impact. oeslr.N Understanding current inequities,..* OEVE[APMENr - --------- ---- ...and how climate change is alreadyexacerbating ...� g X11 , CONSTRUCnON these conditions.. +a� ® DOCWAhENTATtON C0 `i *...��,wn..r towu NaaN VMusrF „' .rte,s] .. .... m...,... �.�... CONSTRICTION lop A DMINMTRATiON ------------------------------------------ - ---- -------__ ________ _________ _-------- _-_..-..- ..`rr.Lr�YNY vewiw rr r�� ..rrevr.nw, ,um. •nYa-� .� m naww. P�a+Y �•+�+•1 POST OCCUPANCY ---- ----------_-- -- --_— AV General High Level Partnerships/ Community Engagement FocusAre" Note.on De.igr�Team Stakeholders Communication .�. ..,.........5..., �w.m.e,.v. Gensler 1 22 Gensler 1 23 23 MEExperience & Qualifications 'E Experience & Qualifications I� LAUNCH WORKSHOP day ral G April aem M:Iq i PM enury Let's plan for .1ank ns E�be gd the future of Orange County Greene Tract3 peIHIILN 2151¢ our community, together. GREENE TRACT PLANlWORKSHOP eendby Master Plan Community Engagement SumhY�une T' Gree ingrtae QRcode or COMMUNITY gs�PM gnteP•/,bitdy, Morris Grove Elementary net ct WORKSHOPS oh °`agd Chapel Hill,NC travel Hnl,rvcnns svamstr,aaddxaren i<rpataom^service: CELEBRATION EVENT well be vravieetl. gendayin5eptember Gensler is working with Orange County,the Town of Chapel Hill, 167 acres DMa B,imeNbeea firmed Illi/l///////1\\\111111111 ane win be vowed on me and the Town of Carrboro providing Community EngagementExpected Completion Services for the Greene Tract Master Plan,a jointly owned 167 acre October 2024 Promotional Banner site adjacent to a historically black neighborhood and the landfill. Services Provided .Site Tour GREENETRACT Y g planning Community Engagement COMMUNITY The Greene Tract Master Plan is an opportunity to Count were never realized.This,along with tannin �+ advance the voice of a marginalized community efforts for the Greene Tract that stalled for several Equity Strategy Stakeholder Mapping WORKSHOP JOIN US! and deliver a vision of a community that has been decades,led to significant distrust.This community Planning Research April 14 crafted over forty years of discussion on this site. engagement effort is the conduit for the Greene Tract Monthly Focus Groups & Master Plan to deliver on the community's vision and Let's plan far the h futn of Online Survey our community then. June g The historic Rogers Road community has local rebuild long term trust and accountability between origins that date back as far as the 1700s,and in the residents and local institutions. Stakeholder Int¢ iews L-,dot.,,x 4 Workshops 1960s,current residents began exploring,building c4..w•nrr�.drs. _.,,;•,,,,,,. Presentations relationships,and creating memories on the Greene Ourteam has provided monthly meetings with a Newsletters —LM x Tract.When the Orange County Regional Landfill Stakeholder Advisory Group,interactive workshops, was placed adjacent to the neighborhood in 1972, interviews with adjacent property owners,monthly residents were faced with adverse environmental newsletters,and reports sharing the evolution of Promotional and health impacts.They advocated for themselves insights from engagement activities into Guiding yard sign TALLER _ � �- for many years,seeking environmental justice and Principles for the Master Plan team.A final report COMUNITARIO DE improvements to the area until the landfill was documenting the community engagement process GREENS TRACT Iza aM ePRENOse 'too closed in 2013.The were Promised recreational will be delivered at the conclusion of the project. C—p di—do la yW6a oraPctda de 2:oD p.m.e t facilities,sewer line hook-ups,clean water,and pat-nue --idad s:uD P.m- P MorrisGmve TRAT improved infrastructure in exchange for the IDE QUESEo Elel tary5[hmol landfill's negative effects but these promises by the P1,,M preen 6ryrnrnabert.pararev a dlsc�tir.y p rer mnoaumentacmn paw el Intorme del Plan aes[ro de Greene Trac[. , 2POR QUEI R1.1few.,D EI bjetiv b d — mmmmm =-- a nd d d- '6 1-W" d G T se por d,,1 P1M C p l t l-.ado y • • i . _ _ ^M QUIENt h11n/b Irs Q _,_ J sleaa mi esado en el desarrone f�lmm de b eery + fG Gremetraco esroci1R­pa a d. oro,:e��ns ae 6teipreoxan. o o _ - iD6NDEt tCUANDOi � t Morrs Grove Elementary D g 22 de sept embre 215 Eubanks Rd Las actividades comenzarin Chapel Hill,NC27516 alas 2:0c p.m. Project Schedule&Engagement Road Map workshop Flyer Spanish Translation `a`�d w ...._.�.. Ralrea+%b+ll.�;. Gensler 1 24 Gensler 1 25 24 MEExperience & Qualifications Experience & Qualifications Eager Park Community Engagement & Design Baltimore,MID ~'� This multidisciplinary design project engages a diverse user 7acres ggroup and serves the recreational and programmatic needs of n. p p g completed 2017 v� f'--� "` _ local residents, nearby workers,students,and visitors.The park - Services Provided -e° - 1 _'� \.^ �= - _ ^► " ` supports health,wellness,and environmental sustainability and Community Engagement !!__ also features East Baltimore's unique character. Social Impact Assessment Programming Architectural Design Gensler teamed with Mahan Rykiel Associates, which different community groups,stakeholders, Park Design Landscape Architects,to design a new seven- community advisors,and the public engaged with acre urban park as the centerpiece of an eighty- each other. Awards eight-acre urban development at the edge ofthe 2078,NAIOP Maryland, renowned Johns Hopkins Medical Campus.The The park consists of three main areas:The Grove Award of excellence, park sits north ofthe new Marriott Residence Inn, is home to a children's play area,community Best community Impact which Gensler also designed,and connects visitors clubhouse,a health and wellness exercise Project ofthe hotel to the community and neighborhood circuit,and the farmers'market.The history of 2018,AIA Baltimore, at large.The development is a partnership between East Baltimore and its residents is celebrated Design Awards,cultural private developer,nonprofits and government throughout The Grove with artistic displays and Institutional category, x` agencies that leverages proximity to Johns Hopkins profiles of distinguished community members.The Honor Award as a strong driver for growth. Lawn encompasses a 150 foot-wide field dedicated to a variety of outdoor activities and projects in the The upfront design process for Eager Park arts and sciences.The Performance Amphitheater R presented an opportunity for Gensler to use some is the main destination for outdoor performances, t, new and existing visioning tools.Exercises were stage productions,and community gatherings. A developed over the course of three sessions in 4004n� li _ I I ws+. � - - Gensler 1 26 Gensler 1 27 25 Experience & Qualifications Experience & Qualifications Englewood Nature Trail i. 4 Community Engagement & Master Plan a r f x =A Chicago,IL - 4`'a y. The Englewood Nature Trail presents a unique opportunity to 1.75 miles 230acresIN create a neighborhood anchoring amenity for members of the fir:F Englewood community which will support economic growth and Completed 2023 r.. community revitalization. Services provided I r• - - :�- ,z Community Engagement Gensler is working with the City of Chicago, will also provide employment opportunities to master Planning Department of Planning and Development as well local residents and build upon the growing urban Architectural Design ! as the Department of Transportation to repurpose agricultural presence that has been in place for the urban Design K {'0 1.75 miles of an abandoned railroad into a natural last 10 years. 1, recreation trail in the Englewood neighborhood on the city's South Side. Known as the Englewood Since Gensler began the planning process,the y W�. •_ Q444E'AVP Nature Trail,the recreational path will incorporate Englewood Nature Trail has secured more than$35 bike paths and a walking trail on the elevated million in state and federal grants from the State of rail embankment while preserving the natural Illinois and the US Department of Transportation. landscape that has taken over the rail line since it In a series of community engagement sessions was shuttered in the early 1970's. throughout 2022 and 2023,Gensler and the City of Chicago collaborated with members of the X. The trail will serve as the spine to a larger plan that Englewood community to listen to their feedback r will serve as a catalyst for revitalization for the and goals for the development of the trail.Top nation's first Agro-Eco district,where Englewood concerns were job creation,adaptive reuse of will serve as a economic center for urban buildings and promoting active transportation and � e v agriculture for both indoor and outdoor farming. connections to transit,as well as improve safety This emerging,neighborhood based plan is focused and mobility.All have been incorporated into the on supporting racial equity and economic growth plan and are in the process of being implemented. p `~ n a historically disadvantaged community.ItMM a ro a _ � ��. ► Wig.. P } _ x Gensler 128 Gensler 129 26 MEExperience & Qualifications Experience & Qualifications Where is your favorite place to eat/shop? Southwest Partnership Community Engagement & Master Plan Baltimore,MD Southwest Baltimore has been disinvested in for a long period 700 acres „ of time: block-busting. red-lining, urban renewal,white flight, Completed 2014 displacement.These seven neighborhoods have rallied together to Services Provided _ change the narrative.They're dreamers, but they're extraordinarily visioning sWI driven.Gensler was hired to heli•r' Y connect dots,think beyond Master Planning Community Engagement - borders,and develop a master plan that tells a compelling story. Awards The Gensler team held dozens of Blur boundaries and stitch together.We challenged perceived 2015 AIA Baltimore,Design work sessions with subcommittee and real boundaries,discovered potential connecting elements, Award,Honorable leaders to distill key issues,ideate then built upon neighborhood strengths by leveraging social Mention around design solutions,and capital. bolster findings with qualitative and quantitative data.Design synthesis Big ideas.Research and engagement informed the development and analysis was reported back to of 4 focal areas.These urban design interventions will shape the the stakeholder groups in several future of Southwest as a whole. different formats. Each presentation allowed us to rt`, connect dots,pitch design concepts, and propel ideas forward.Public t rT �k.�.PY, „,•, ti 1 d w[ARwsL[us[o-TEeH -� design workshops In tandem with �-_-�- �m'o`,�;, �--;, 1...,..., r' I•• f �� - � {0hIPhNY.40 PEOPLE _ smaller stakeholder meetings pulled j m.«n,o.,._a.n�.,•.n ' HEALTH IT START-0UP neighborhoods,anchor institutions, __ I. 50PEOKL future commercial tenants and +—��-w•-=.-� ` -��- ----•��' \, ,�I: potential investors together. CARPtNrarrRgrHlNcsH� - �'c•F f -I. 1 I �i■ . COMAAIINRY root BANK 7 neighborhoods,infinite ���!!! ■■ possibilities.Our process uncovered uNaroanw+n"0q commonalities,revealed unique history and characteristics,and .•... _�. _ �..re,v.�,•d ^�^� defined the inherent differences 0 wfv w,c„v{ between the neighborhoods. µa + Gensler 1 30 Gensler 1 31 27 Experience & Qualifications Experience & Qualifications 'IV all II. .. II 116 iia ua Marbles Kids Museum ��i 4; - 0 Expansion Feasibility Study & Community Engagement I' i"' i 16 5 Raleigh,NC Gensler worked with Marbles Kids Museum to provide strategy Completed 2023 services to determine the demand,feasibility,and sustainability Services Provided 77 of opening spoke locations or programs in Wake County through Community Engagement ■ meaningful community engagement and research. Feasibility Study The approach was to utilize an engaging and Gensler developed a six-step process to help Marbles prepare for the equity-driven process that honors and reflects the expansion and bring the satellite experience to life in Wake County. -- invaluable commitment Marbles demonstrates 1. Outreach&Partnership Development-Connect with cities, to the community as they extend their impact. program partners,and other stakeholders in high-need areas to r i Gensler gathered and analyzed several data points understand potential partnership capacity and funding or resource to understand Marbles Kids Museum's operations, alignment. F��F�" challenges,visitor perceptions,and vision for 2. Business&Operational Due Diligence-Refine business plans and 1`d►r. 11 the future to support recommendations for the operational considerations for the four typologies to inform priorities, potential satellite experience(s).Throughout the implementation needs,and staffing capacity.Explore service models - discovery process,the team engaged with the that might support the different typologies/satellite formats. internal Marbles team,visitors,and partners,in 3. Pilot-Explore Minimum Viable Product pilots that leverage existing addition to analyzing the sites. resources to implement and test market need.For example,Pilot Outdoor Experiences using existing context at a low-investment Over the course of this study,Gensler visited and location(e.g.community center,elementary school,etc.)Expand mobile become aware of 11 potential locations for the programming to test new formats,locations,and audience potential. Keys Fi ndings I Visitors Marbles satellite experience.Each of these sites Build organizational capacity of Museum through training,testing, was analyzed as it relates to Community Assets learning,and partnership engagement. and our Site Urgency/Selection Framework. 4. Fundraising/Capital Campaign/Design&Development-Select Using feedback from Marbles leadership and staff, location&typology concept(s)to further conduct design due diligence. _ five categories were developed to evaluate each Depending on the typology,select design partners to begin developing M _ Urgency Index potential satellite location.These evaluations are initial planning and design concepts.Launch fundraising campaign to based on nearby demographics within a 15-minute support expansion,leveraging collateral from the design process(after -E drive of the proposed site.Based on the five site schematic design).Engage in site-specific community engagement and selection criteria categories,which were defined stakeholder/partnership development. by staff and leadership in the early phases of the 5. Implementation-Assumes typical building planning and development project,there is immense opportunity for several process for typologies that require a brick and mortar footprint. IN p, parts of Wake County to meet the needs for a 6. Evaluate&Refine-Plan for a test and learn period that can support ._.- Marbles satellite experience.In general,with the evaluation of impact against key objectives and evolution overtime. exception of areas close to the existing downtown museum,there is high urgency within the 15-min drive-shed area of proposed satellite locations. Gensler 1 32 Gensler 1 33 28 MEExperience & Qualifications 'ME Experience & Qualifications arlAbraryurgency % Enoch Pratt Free Library System av Real Estate Portfolio Strategy W4 Y 7=6 Baltimore,MD —0 7% Strallegle Haled l7wililles The Baltimore City, MD-based Enoch Pratt Free Library(EPFL) 21 library branches sought a future-focused, 10earplan that made recommendations Completed 2022 ................ for how the 21-library branch system would accomplish its Services provided strategic priorities. RE Portfolio Strategy isle Facilities Master Plan Gensler,in collaboration with Margaret Sullivan system to service the Baltimore City population. Studio(MSS)and the Baltimore Neighborhood Since then,the master plan has empowered Indicators Alliance(BNIA),delivered a strategic executive leadership with a clear,creative,clata- master planning study that provided extensive informed perspective for how to effectively marshal analysis of real estate&facilities,programming& the library system over the next decade. services,partnerships,and the ability of the library WO R.W.W4.1016" ...........nil,r.1— Stratcgic Plait ftninylvallia 'To W Avenue 1--ifilk,11-1-pisi.1.1-1.gicApp-11. Ruildin,T)pahKi-F ,41 41—K. 2 3 ...................... Gensler 1 34 Gensler 1 35 29 MEExperience & Qualifications 'E Experience & Qualifications San Francisco San Francisco Public Library System Public Library Strategic Plan & Engagement Strategic Namingfniti°n°e SFPL Commission 107,20.23 San Francisco,CA An equity-driven vision for the future of San Francisco's thriving 29 library branches library system co-created with stakeholders and local community. Project Process&rfmrline# EntcrnaJ Engagement Estimated Completion January 2024 Gensler was hired by the San Francisco Public The Gensler team is providing planning strategies ,..� �� �=.,_ 0:�... lu Library system to align 21st century library services to position SFPL as aleader inequity-driven urban Services Provided with community ambitions and institutional goals. planning methodologies,prioritization diagrams Strategic Planning - ~ •� + Recognizing the ambitious and impactful goals for and recommendations to launch a successful Community outreach& • • "'" this effort,Gensler has partnered with national implementation strategy,partnering best practices engagement iw� �is+rrrr rrrarrrrr library leader,Margaret Sullivan Studios(MSS) and strategies to foster sustainable long-term Data analysis •+►.rr+r++.+.+.... ........,. for internal engagement;Contigo for community partner successes,and clear guiding planning Urban Planning —...... - �—•-•• engagement;and CC&G for data research and principles to create a shared decision-making surveying. structure when unexpected scenarios inevitably will arise. Gensler's approach to managing the SFPL strategic planning process is tailored around re-creating a This strategic work is being conducted in six phases. What do the collaborative environment which is agile and fluid. The final strategic document will be delivered in Each activity builds upon previous activities to December 2023. vision, nussion create ideas and deepen an understanding of the Phase I:Launch:Planning,Current State Research and values core issues that will inform the SFPL Strategic Plan. &Analysis Through this process,the Gensler team is currently Phase II:Discover:Information Gathering, to do for SFPL? generating a variety of integrated deliverables Research&Analysis,and Community Outreach including data analytics to provide clear evidence Phase III:Sensemake:Identify Strategic of current need and future demand,to illustrate Alignments the areas of San Francisco experiencing the most Phase IV:Iterate:Envision Future Community& r11 _ extreme social and economic disparities,library Employee Experiences r facility analysis to understand current use and Phase V Refine:Create Strategic Roadmap& r_ future opportunities,and community asset maps Toolkits r n, ,.r n to illustrate gaps and strengths of San Francisco's • Phase VI:Document:Strategic Roadmap current social impact eco-system. Feedback&Documentation � ��i��� fill. �� - i s ., • lo, ` Gensler 1 36 Gensler 1 37 30 MEExperience & Qualifications 'E Experience & Qualifications Baltimore Penn Station /Amtrak } 7 Consider art exhibits and Community Engagement Meeting nava"°ns inb°`h me Attendees %1I pubicrealmana In [he interior of the station. Baltimore,MD k Emphasize the station a, fit _ a a point of discovery Create intuitive and the city,taking advantage - clear wayhnding that of[he opportunity to be The public engagement strategy around Baltimore Penn Station's 5acres ateswalkable apointofcivicpride and f,f _s= ani ies and engage visitors and v a -416- A destinations in adjacent residents beyond the redevelopment forms an inspiring foundation for how to best Completed 2020 neighb°rho°ds. commuter population. b # s L� Make padeatin,"rriendly P treetscape and plaza serve citizens in the midst of urban transformation. ` mpr°"eme"'=`ha` pport walkability, Services Provided s activation and public Create a public realm Create multiple transit access O.e., Community Engagement mat su t t an trances and exits m p ygruun Baltimore Penn Station is more than just a gateway is a transit hub for buses,taxi service,ridesharing, pppr sa=me —-- ————, la ds, Master Planning lifestyle uses such as me station that connect fauntams,gardens,ice to the city.It is a connector for all sorts-from and a number of other growing and intersecting fimess,yoga,playground. passenge 00 skating rink,reftection transitory visitors to longtime residents.A regional modalities that will continue to redefine how urban Design basketbaLL court. o[he community. * 041 areas,amphitheater). hub and a destination in itself,it is a mainstay people get around Baltimore and the greater Architectural Design F, � ` �ft 0 t -� for the local community.Redevelopment of such region. Interior Architectural Design an iconic and locally impactful site requires a Signage&Wayfinding deep dive into public discourse to accurately pin An exploration with this level of rigor and detail down civic priorities and needs.With this in mind, was necessary because of the wide range of YT ABT if 1111111i Amtrak,Penn Station Partners,and Gensler are options for the previously vacant parcels under working in conjunction to lead a campaign of public development.Possibilities abound,from Class engagement to explore a strategy around the A office space to hotel options to retail,green station's expanding operations. public space,and student housing.In spite of the i�. d�'�' A anticipated variety,the public meetings revealed k The team held three public meetings with that regardless of which options are chosen,the eyerage attendees from all walks of life,representing additional parcels would have to be developed with _ made in a aiamore a remarkably diverse range of intimately local a particular character and identity that integrates ti e � ,. ent „ea,eu,e hea. and broadly regional interests that span the the identity and character of the arts and cultural — , v r i om,t, rep, socioeconomic spectrum.Since communication district it sits adjacent to.Above all else,it would N °^ °' � merecry styles are as diverse as perspectives,the meeting have to be a people-focused locale:walkable,green, d . ., types are varied to incorporate as many voices as and culturally expressive. possible via town hall,open house,and roundtable discussions.With one meeting down and two to The Baltimore Penn Station public engagement li go,the roundtable discussion was a successful and story reminds us of what can happen when design profoundly educational event.With 230 attendees is not disassociated from the communities it - congregated at the University of Baltimore and affects.It advocates for a more comprehensive broken up into ten-person tables,Cross Street process that goes beyond checking a box;we must x Partners,Beatty Development,PSP,and Gensler resolve to make it more and providing pathways for were able to thoroughly engage with residents and the city to have its voice heard and build our future r l interested parties.More than just a rail station;it together. • 9 I - S Gensler 1 38 Gensler 1 39 31 MEExperience & Qualifications 'E Experience & Qualifications ,n City of Citrus Heights, Sunrise Tomorrow Community Engagement & Master Plani,_; ry ti City of Citrus Heights,CA {la. i t- _ Gensler was tasked with setting development policy for the next 100 acres twenty years for a suburban community outside of Sacramento Completed 2021 ` through a specific planning process.The City of Citrus Heights Services Provided - desired to make their decision process on this project more Community Engagement inclusive and precise.As designers,this gave Gensler a role as Stakeholder Engagement _ Master Planning facilitators—designing processes to bring people and resources Urban Designr � - together to arrive at the most preferred outcome for the future ofuar ,{7iV amarraw � � 4 the Sunrise Mall site. --- • Impact Highlights Increased buy-in and excitement for the project • Gensler-designed,facilitated brainstorming , from community members,elected officials,and process used to create a compelling project developers brand(Sunrise Tomorrow)in collaboration with ` °..,W Collected and analyzed thousands of data points the City a _ to better understand community issues and • Deep-dive conversations with 50+project ,�� � a �'�`c%-- �• . preferred plan options and generate community- stakeholders including city residents,elected led evaluation criteria officials,and representatives from regional f Promoted alignment and shared values across organizations stakeholder groups and made the process Gensler-designed,interactive and user-friendly L 6 .F of design and development strategy more co-creation experience with 300+members of r transparent,effective,and impactful for the City the community to help shape the specific plan of Citrus Heights vision early in the process l;Jim _ Q s: Engaged with over400 people in-person and Periodic interactive discussions with mall more than 3,100 unique online users over 6 mo. ownership to share design progress and facilitate o _ - engagement feedback - ; M Virtual engagement platform with an"Idea l Wall"and interactive mapping feature to reach a ! y broader audience and respond to COVID-19 s , i•`J Gensler 1 40 Gensler 1 41 32 Experience & Qualifications ;y 1 1 PHILOSOPHY& OVERVIEW i Founded in 1993,Surface 678 is a landscape architecture firm MARKET SECTORS FOUNDED I N dedicated to design excellence and the integration of natural Annual Service systems and craft into our work.It is our belief that great public Community Colleges Medical -1993- --f•- spaces allow both human culture and ecological health to thrive. Continuing Care Municipal y Through meaningful inquiry and collaboration,our goal is to create Senior Centers Recreation HUB CERTIFIED - iconic landscapes that reflect and inspire communities,giving shape Corporate Residential toamore sustainable and equitable future. Cultural Transportation LOCATED IN t Developers University Ourethos is wrappedin ourname—Surface 678.Surface iswhere Federal a users perceive the design benefits expressed by our ideas.Surface Innovation Districts becomes the visual and cultural expression of the landscapes' �y. beauty and function,serving the needs of the user,providing for YEARS TEAM OF 'o social interaction,and reflecting and enhancing the sites natural REGISTERED and built composition. 678 represents a horticultural zone map 30 31 13 LANDSCAPE region we connect to a similar set of cultural and physical contextual ARCHITECTS complexities like people, temperature, rainfall, soils, climate, vegetation,and horticulture.To that end,Surface 678 is committed 1 �oO,F LOCAL, to creatingiconic landscapes throughout the southeastern United LEED RELI REGIONAL, p 9 8 NATIONAL States—focused upon horticultural zones 6,7,and 8. AP" AP AWARDS Each of our designs begins with a generative idea that shapes the foundation of our concept and expresses itself throughout the 30+ LEED GREEN GLOBES design.Idea and expression create a sense of place and relevance CERTIFIED CERTIFIED in our work.It is our role as designer to orchestrate the functional and PROJECTS PROJECTS technical aspects of a project that respects their effectiveness,while holding true to the idea.The result is distinctive and sustainable FIRM PRINCIPALS landscapes that satisfy residents,attract visitors,enrich working Swati Khimesra,PLA,REU AP,LEED AP- Charles Bradley,PLA Principal,President and CEO Principal&Partner lives,and encourage communities to take full advantage of their (919)262-9144 (919)282-9127 place. skhimears@...face678.com ct,.dley@surf..678.pom Along with design excellence,a major hallmark of our firm M.Eric Davis,PLA,FASLA,LEED AP' Rahert PraH,PLA,LEED AW Principal,Vice President Principal&Partner is our emphasis on collaboration and communication. we (919)282-9122 (919)282-9128 achieve successful design through open, honest, and positive edavis@avdam678.wnn rprad@aurface678.wrn design collaboration among all parties.The collective intelligence Walter R.Havener,PLA,FASLA,LEED AV derived from this communication presents itself as a satisfying and Principal,Director of Design (919)282-9121 meaningful combination of architecture,landscape,and community. h.-ner@aurfaca676..rn Gensler 1 42 33 MEExperience & Qualifications M® Experience & Qualifications ATLANTA BELTLINE TOWN OF CHAPEL HILL SOUTHSIDE CORRIDOR BOLIN CREEK GREENWAY PHASE III s d• _ M1 ~` ` Y y r `§.4 Chapel Hill,North Carolina For Phase III of the Bolin Creek Greenway,the trail was designed using the existing MLK Atlanta,Georgia Linking the Eastside and Westside trails,the four-mile trail between University Avenue& Site Design boulevard underpass and best available route. Greenway connections included spurs Glenwood Avenue will create the longest contiguous pathway for the Beltline since the trails conjoining public facilities in dense,urban areas of Chapel Hill and a major park to the Site Design first opened in 2008.Surface 678 is working with Kimley-Horn to create focal nodes along Completed 2020 existing city greenway system.The final development of the trail introduced cultural nodes Ongoing the corridor, placemaking and designing special views,vistas,experiences,and meeting by local artists in key trail locations. places.The design aims to connect neighborhoods,create meaningful public spaces,and Cost$2,500,000 Cost$65,000,000 intentionally provides for the temporary and permanent display of public art. z , . , $o8 � ,o ,, ,z „ St,rfar- , rs488�® „� ,, .z ,� Stirfar.¢ Gensler 1 44 Gensler 1 45 34 MEExperience & Qualification,. 'E Experience & Qualifications TOWN OF WENDELL FIRM PROFILE BUFFALO CREEK GREENWAY Firm Overview &NibPalacio Collaborative is a minority-owned full-service construction cost - management firm with b locations serving clients nationwide.A certified DBE,MBE, and NC HUB firm,their team has over 150 years of combined team experience in providing Clients accurate construction cost estimates through innovative tools and Abiil proactive collaboration.Palacio completed over 450 government projects '• , �r nationwide including federal,judicial,and municipal facilities.Additionally,they — R estimated for over 130 parks+recreation projects nationwide including federal parks,local community spaces,and academic recreation facilities. aroma ' -► - -.- Firm Highlights • Establishment:Founded in 2006,S-Corporation,DUNS#790798081 m�.n -- s<nmi • Staff Resources:We have 22 employees(16 Cost Managers&6 Operational Staff)located in 6 r offices serving clients nationwide. } r:; '. w - • Expertise:Our diverse portfolio includes higher education,PK-12 education,science&technology, civic+cultural,corporate+commercial,healthcare,and several other markets. �'k"^• '" • Capabilities:Our services include preliminary budgeting/budget verification,conceptual cost 'IND �w.a.n - modeling/estimating,design phase estimating,alternatives pricing,value engineering,sustainable rrn WY .,"'� -.•�., ,�,,., _ = 1 design impact analysis,and contractor estimate review and reconciliation. Minority Certifications:We currently hold multiple minority designations including in Georgia(DBE, v""' "` t MBE),North Carolina(DBE,MBE,INC HUB),Texas(DBE),and Virginia(SWaM). Litigation:Palacio Collaborative has never had any claims made against us related to professional w conduct or services. Firm Relevant Experience Wendell,North Carolina Surface 678 is leading the design and planning services for the Town of Wendell's Key Differentiators proposed Buffalo Creek Greenway and Phase I Implementation. Buffalo Creek • 130+ arks+recreation projects estimated nationwide Site Design Greenway's short term goal will connect residential neighborhoods, Wake Tech p p Ongoing Community College's East Campus and 4.0 building,and Carver Elementary School • 35+Orange County projects estimated along a 3.5 mile path.Long term,the greenway will extend and connect residents • 45+community parks project estimated between downtown Wendell and Wake County's Robertson Mill Pond Reserve.In total, • Explore recent parks&recreation projects on our website. the greenway segments to 18,480 linear feet. • 150+years of combined team experience in cost estimating • 10 million square feet of firm total cost estimated in 2023 • We provide accurate&timely estimates through the use of our proprietary conceptual estimating tool-Genesys®(learn more about this tool and our accuracy performance data) Select Greenway Experience 11 11 . Walker Branch&Hoover Creek Greenway—Charlotte,NC 1 1 4 6 8�8 1 16 11 17 13 tirf;;rP Gensler 146 �; ! • 35 Experience & Qualifications Experience & Qualifications • McIntyre Creek Greenway-Charlotte,NC • McKoy Park-Decatur,GA • Neuse River Park Master Plan(w/greenway)—Raleigh,NC • Cracker Williams Park-Savannah,GA • Winder Park-Winder,GA Select Community Park Experience • Veterans Memorial Park Museum-Conyers,GA • Cape Fear River Park Master Plan Study—Fayetteville,NC • Burnt Hickory Park-Dallas,GA • Lee County OT Sloan Park Aquatics Center Renovation&Addition—Sanford,NC • Matt Community Park Recreation Center—Cumming,GA • John Chavis Memorial Park Phase II Heritage Plaza&Aquatics Center—Raleigh,NC • City of Oneonta Recreation Park Baseball Field Renovation-Oneonta,AL • Olsen Park Maintenance Facility—Wilmington,NC • City of Oneonta Recreation Park Soccer Park-Oneonta,AL • Mecklenburg County Eastland Park(Buildings Only)—Charlotte,NC • Matt Community Park Recreation Center—Cumming,GA • Smith Community Park Phase II Master Plan—Greensboro,NC • City of Warner Robins Memorial Park Recreation Center-Warner Robbins,GA • Neuse River Park Master Plan—Raleigh,NC • Best Friends Park Recreation Center Renovation-Norcross,GA • Green Road Park Renovation—Raleigh,NC • Dorothea Dix Park Graham Building Renovation Study-Raleigh,NC • Crabtree Creek Nature Park-Morrisville,NC • Stanley White Recreation Center—New Bern,NC • Walker Branch&Hoover Creek Greenway—Charlotte,NC • McIntyre Creek Greenway-Charlotte,NC • Memorial Park Community Center&Pool—Thomasville,NC • Morrisville Community Park Renovation-Morrisville,INC • Worthdale Park Wetlands Boardwalks&Overlook—Raleigh,NC • River Walk Phase 2—Belville,NC • Wake County Blue Jay Point Park Renovation—Raleigh,NC • Meadowbrook Park Low Hazard Dam Removal—Garner,NC • Cass Holt Road Park Phase 1-Holly Springs,NC • New Hanover Smith Creek Park Restroom Building—Wilmington,NC • City of Greenville Dream Park Community Building—Greenville,NC • Barber Park Amphitheater Renovation—Greensboro,NC • Tennis Park Master Plan Study—Cary,NC • Keeley Park Mountain Bike Parking Lot—Greensboro,NC • Peace Park Public Restroom—Jasper,GA • Athens-Clarke County Bishop Park Pool Renovation—Athens,GA • Chattahoochee Riverl-ands Gateway Park—Mableton,GA • Grove Park Theatre Renovation—Atlanta,GA • Coast Guard Beach Park—St.Simons Island,GA • Discovery Area Community Park Site—Lawrenceville,GA • JAX Downtown Park—Jacksonville,FL • Gretna City Park Renovation-New Orleans,LA • Old Clarkdale Park-Clarkdale,GA • Atlanta Beltline Enota Park-Atlanta,GA • Atlanta Beltline Westside Park Extension-Atlanta,GA • Johns Creek Linear Park Pricing Review-Johns Creek,GA 36 Capability & Capacity to Perform Project M® References Current and Projected Workload Client References Staff Member Current/ Projected Workload Company Name Contact Name Telephone Number& Email Black Voices Museum Community Engagement-10%over next 4 months Town of Wake Forest Change Management-10%over next 12 months Jessica Pearson Perdita Holtz Orange County Greene Tract Master Plan Community Engagement-10%over next month Orange County, 919-245-2578 Project Manager/Main POC Town of Apex Environmental Center-10%over next 4 months North Carolina Deputy Director,Lang Range Planning photlz@orangecountync.gov Change Management Regional Support-25%over next 4 months &Administration Division • Black Voices Museum Community Engagement-10%over next 4 months Town of Chapel Hill, Judy Johnson 919-969-5078 ElaineAsal Town of Apex Environmental Center-5%over next 4 months North Carolina Assistant Planning Director jjohnson@townofchapelhill.org Engagement Lead Confidential Financial Services Change Management-5%over next 6 months Pierce County Libraries Capital Planning-5%over next 10 months Clemson Feasibility Study-5%over next month Town of Carrboro, Marty Roupe 919-918-7333 North Carolina Director of Development Review mroupe@carrboronc.gov Mikayla Hernandez • Black Voices Museum Community Engagement-25%over next 4 months Communication Support Town of Wake Forest Change Management-25%over next 12 months Confidential Financial Services Change Management-50%over next 6 months Town of Wake Forest, Allison Snyder 919-435-9412 North Carolina Assistant Town Manager asnyder@wakeforestnc.gov • Confidential Redevelopment project-10%over next 6 months Cameron Barradale Confidential Master Plan-5%over next 6 months Urban Designer Behavior Center-5%over next 3 months Building repositioning-5%over next 6 months Gensler 1 50 Gensler 1 51 37 M® Total Cost '® Acknowledgment of Receipt of Addenda Total Cost DescriptionTasks _ Recommended Scope ADDENDUM ACKNOWLEDGEMENT FORM Consultants must acknowledge receipt of addendums posted by Orange County before the RFP/RFQ deadline.Please initial for Addendums received.https://orangecountync.gov/bids.aspx Task 1 Community Outreach $10,000 $30,000 &Public Engagement Addendum No 1 Addendum No 2 Project Steering Task2 $9,000 $15,000 Committee&Reporting Addendum No 3 Task 3 GIS Mapping and $12,000 $22,000 Analysis Task 4 Priority Trail Corridors— $25,000 $28,000 Site Assessment Task 5 Orange County S19,000 $30,000 Trails Plan TOTAL $78,000 $125,000 Scalable Community Note:Incorporating additional Engagement(Optional) $20,000 community engagement is included in the recommended scope column. *Note:Printing costs for community outreach not included and is estimated at$2,500 per workshop. Gensler 1 52 Gensler 1 53 38 M0Living Wage Form M® E-Verify Affidavit Form SUBMIT WITH YOUR PROPOSAL STATE OF NORTH CARD LINA AFFIDAVIT Section I: General Government and Administration ORANGE COUNTY Policy 10.0: Living Wage Contractor Policy Reviewed by: County Attorney/County Manager ..................... Approved by: County Manager Original Effective Date: April 21,2016 Revisions: August 1,2016 1 Ch_ p v I, d(�, a r F^�([heitnd�iv�pirdppual attestinghetow},being duiyauthorixed 6y and an behalf of Policy Statement tn CiM1$t� ttfe YA hiddiog on project hereinafter"Employer':)after first being duly It is the policy of Orange County to ensure its employees,and all individuals who provide services for Orange �$�� q h f Y y ltl5t County,are paid a living wage. swornh rebyswearsora(firmsasfo ws: Purpose 1. Employer understands that E-V ri is the federal E-Verify program operated by the united States To encourage all vendors and contractors to pay a living wage to all employees who perform work pursuant to a Department of Homeland Security and other federal agencies,or any succeswror equivalent program used to verify contract with Orange County. the work authorization of newly hired employees pursuant to federal law in accordance with NCGS§64.25(5)- Applicability Applies to all Orange County contracts and purchases. 2. Employer understands that Emalovers Must Use E-VeriEt. Each employer,after hiring an employee to work in the United States,shall verify the work authorization of the employee through E•Verify in accordance with Policy NCGSW-261a}- 10.1 Living Wage 3, Employer is person,business entity,or other organization that transacts business in this State and that employs 25 or more employees in this Slate- (mark res or Noj 10.1.1 Orange County is committed to providing its employees with a living wage and encourages all contractors and vendors doing business with Orange County to pursue the same goal. Orange County's a-YES or living wage is as reflected in the adopted Orange County Budget and as that budget document is b. NO amended from time to time. To the extent possible,Orange County recommends that contractors and 4. Employer's subcontractors comply with E-Verify,and if Employer is the winning bidder on this project vendors seeking to do business with Orange County provide a living wage to their employees. Employerwill ensure compliance with E-Verity hyany 5ut7con[ractorssubsequentlyhired by Employer, 10.1.2 Prior to final execution of a contract with Orange County all contractors and vendors seeking to This nay of UL-te o -r_2011 do business with Orange County shall submit to the County's representative a statement indicating whether those employees who will perform work on the Orange County contract are paid at least the living wage amount set out above. If such employees do not make at least the living wage amount set out above the contractor or vendor shall indicate in the statement the actual amount paid to such employees. For bid projects this statement should be submitted as part of the bid packet. Sr ure of Man Print or Type Name: �I„�_ This policy may be reviewed annually and updated as needed by the Manager's Office State of North Carolina, ]N A County _ ��`'��,4 l ire'1 Acknowledged Receipt by: 4^" a''� Chad Parker �t _.� QQ x Signed and sworn to for affirmed]before me,this the -! � 'y�' t�10Tiq}�Y'•�(0= 2 7 = Company Name: Gensler Architecture Design&Planning,P.C. dayof�,2024 2 :,P1�13ifG.,�,+: Date: [ October 5,2024 my Commission Expires �i d "rqr CQIjhj5;■`' Notary Public — Gensler 1 54 Gensler 1 55 39 M® E-Verify Affidavit Form M® E-Verify Affidavit Form Chapter 12 Civil Rights. owned vehicles providing transportation to the general public;and Sections 12-23—12-49 Reserved. 2. Private residences providing short-term rentals to members of the general public.A short-term rental means the provision of a room,space,or residential unit that is suitable or intended for occupancy for dwelling, sleeping, or lodging purposes, for a period of fewer than 30 AN ORDINANCE PROHIBITING DISCRIMINATION THROUGHOUT ORANGE COUNTY consecutive days,in exchange for a charge for the occupancy. Sec.12-50.-Title. Sec.12-53.-Contractor bid requirements. This Ordinance shall be known and may be cited as the Orange County Non-Discrimination Ordinance. (a) All requests for bids or proposals issued for county contracts shall include a certification to be completed by the bidder or proposer in substantially the following form: Sec.12-51.—Policy and Severability. The undersigned bidder or proposer hereby certifies and agrees that the following information is (a) It is the policy of Orange County not to enter into a contract with any business,company,or correct: firm that has discriminated in the solicitation,selection,hiring or treatment of vendors,suppliers, subcontractors or commercial customers against a Protected Class,or on the basis of any otherwise 1. In preparing its enclosed bid or proposal,the bidder or proposer has considered all bids and unlawful use of individual or personal characteristics regarding such vendor's, suppliers, proposals submitted from qualified,potential subcontractors and suppliers,and has not commercial customers,employees,or owners in connection with a county contract or solicitation; engaged in discrimination as defined in Section 12-52 of the Orange County Non- provided that nothing in this non-discrimination policy shall prohibit or limit otherwise lawful discrimination Ordinance. efforts to remedy the effects of discrimination that has occurred or is occurring in the marketplace. 2. Without limiting any other remedies that Orange County may have for a false certification, 1. It is the policy of Orange County that every Orange County created contract and subcontract for it is understood and agreed that,if this certification is false,such false certification will goods or services shall contain a non-discrimination clause that prohibits discrimination as that constitute grounds for Orange County to reject the bid or proposal submitted with this term is defined herein. certification,and terminate any contract awarded based on such bid or proposal.It shall also subject the bidder or proposer to disqualification from participating in county contracts (b)It is further the policy of Orange County that discrimination has no place in Orange County,North or bid processes for up to two years. Carolina and it is the intent of this ordinance to provide uniform legal protection to individuals in all Protected Classes,making it unlawful for any person to discriminate in housing;public accommodations, 3. As a condition of contracting with Orange County,the bidder or proposer agrees to promptly and transportation. provide to Orange County all information and documentation that may be requested by Orange County from time to time regarding the solicitation and selection of suppliers and (c) Should any provision of this Ordinance be found to be unconstitutional by a court of law such provision subcontractors in connection with this solicitation process.Failure to maintain or failure to shall be severed from the remainder of the Ordinance and such action shall not affect the enforceability provide such information constitutes grounds for Orange County to reject the bid or proposal of the remaining provisions of the Ordinance. and to terminate,without penalty to Orange County,any contract awarded on such bid or proposal. All such information and documentation shall be maintained for a period of three See.12-52.-Definitions. years after the expiration of the contract. (a)Discrimination means any disadvantage, difference, or distinction in the solicitation, selection, 4. As part of its bid or proposal,the bidder or proposer shall provide to Orange County a list of hiring,service to,or treatment of a vendor, supplier, subcontractor, or customer on the basis of all instances within the past ten years where a complaint was filed or pending against Protected Class status or on the basis of any otherwise unlawful use of personal or individual bidder or proposer in a legal or administrative proceeding alleging that bidder or characteristics, proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers,and a description of the status or resolution of that complaint,including any (b)Housing and public accommodations have the same common meaning as those terms are defined in the remedial action taken. Orange County Civil Rights Ordinance. 5. As a condition of submitting a bid or proposal to Orange County the bidder or proposer (c)Person means any individual,business,or company,regardless of organizational structure,providing for profit goods,facilities,services,accommodations,transportation,or access to the general public. agrees comply with the Orange County Non-discrimination Ordinance.Falsification of this (d)Protected Class means age(as defined in the Orange County Civil Rights Ordinance),race,ethnicity, certification ion shall constitute a violation the Orange County Non-Discrimination Ordinance color, national origin, religion, creed, sex, sexual orientation, gender, gender identity, gender and shall f grounds for rejection of the bid or proposal or termination,without fault to Orange County,of a contract. expression,marital status,familial status,source of income,disability,political affiliation,veteran status,disabled veteran status. 6. As a condition of submitting a bid or proposal to Orange County the bidder or proposer agrees (e)Public Accommodation has the same meaning as that term is defined in the Orange County Civil Rights that Orange County may consider the information submitted as part of this certification in its Ordinance except that for purposes of this Ordinance Public Accommodation includes: determination of the responsibility of the bidder or proposer. The bidder or proposer,as the case may be,waives the right to challenge the rejection of a bid or proposal when such 1. Transportation companies and transportation providers operating company-owned or privately- rejection is based,in its entirety,on information contained in this certification. Gensler 1 56 Gensler 1 57 40 M® E-Verify Affidavit Form MM Non-Discrimination Certification Form Sec.12-54.-Prohibited acts. ORANGE COUNTY NONDISCRIMINATION CERTIFICATION (a) It.shall be unlawful for any person to deny any person the full and equal enjoyment of the goods, services,facilities,privileges,advantages,and accommodations of a place of public accommodation on the basis of Protected Class status or on the basis of any otherwise unlawful use of individual or The undersigned bidder or proposer hereby certifies and agrees that the following personal characteristics. information is correct: (b)It shall be unlawful for any person to make, print, circulate,post, trail or otherwise cause to be published a statement,advertisement,or sign which indicates that the full and equal enjoyment of the transportation,access,goods, services, facilities,privileges, advantages, and accommodations of a 1. In preparing its enclosed bid or proposal,the undersigned bidder or proposer has place of public accommodation will be refused,withheld from,or denied any person on the basis of Protected Class status or on the basis of any otherwise unlawful use of individual or personal considered all bids and proposals submitted from qualified,potential subcontractors and characteristics,or that any person's patronage of or presence at a place of public accommodation is suppliers,and has not engaged in discrimination as defined in Section 12-52 of the objectionable, unwelcome, unacceptable, or undesirable on the basis of Protected Class status or on Orange County Non-discrimination Ordinance. the basis of any otherwise unlawful use of individual or personal characteristics;provided,however,this section does not apply to a private club or other establishment not,in fact,open to the public. (c) It shall be unlawful for any person to intentionally or knowingly: 2. Without limiting any other remedies that Orange County may have for a false 1. Perform or attempt to perform any act which directly or indirectly results in an individual's bodily certification,it is understood and agreed that,if this certification is false,such false injury or property damage where such act is directed at an individual or a group of individuals certification will constitute grounds for Orange County to reject the bid or proposal because of that person's or that group's perceived or actual Protected Class status or on the basis submitted with this certification,and terminate any contract awarded based on such bid ofany otherwise unlawful use ofindividual or personal characteristics. or proposal.It shall also subject the bidder or proposer to disqualification from 2. Solicit,encourage,compensate,assist,or conspire with another to perform or attempt to perform participating in county contracts or bid processes for up to two years. any act which directly or indirectly results in an individual's bodily injury or property damage where such act is directed at an individual or a group of individuals because of that person's or that group's perceivedor actual Protected Class status or on the basis of any otherwise unlawful use of individual or personal characteristics. 3. As a condition of contracting with Orange County,the undersigned bidder or proposer agrees to promptly provide to Orange County all information and (d)No person shall be found to have violated this Ordinance solely on the basis ofthe content of any speech documentation that may be requested by Orange County from time to time regarding or communication used by such person. the solicitation and selection of suppliers and subcontractors in connection with this Sec.12-55. Exemptions. solicitation process.Failure to maintain or failure to provide such information constitutes grounds for Orange County to reject the bid or proposal and to terminate,without (a) All applicable exemptions found in Section 12-11 of the Orange County Civil Rights Ordinance penalty to Orange County,any contract awarded on such bid or proposal. All such related to housing shall apply to alleged violations of Section 12-54 of this Ordinance. information and documentation shall be maintained for a period of three years after the Sec.12-56. Investigation,Enforcement,and Remedy. expiration of the contract. (a) Sections 12-16 through and including 12-21 of the Orange County Civil Rights Ordinance shall be followed and adhered to during the investigation of any alleged violation of this Ordinance. Anyait of its bid u, osal' remedies available through said sections of the Orange County Civil Rights Ordinance shall be available hereunder. Gensler has performed a large volume of projects throughout the United States and abroad and is very proud of its record and ability to resolve disputes quickly and amicably.Over the past five years,Gensler has been involved in a few cases as a defendant. None of these cases has had a material impact on Gensler's financial standing,and current pending litigation is being covered by insurance and will not have a material impact on Gensler's financial standing.The particulars ofthese cases are confidential. 5. As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees to comply with the Orange County Non-discrimination Ordinance.Falsification of this certification shall constitute a violation of the Orange Gensler 1 58 Gensler 1 59 41 PIENon-Discrimination Certification Form M® Supplemental Vendor Info: HUB Form County Non-Discrimination Ordinance and shall be grounds for rejection of the bid or proposal or termination of an existing contract,without fault or further obligation to Supplemental Vendor Information:HISTORICALLY UNDERUTILIZED BUSINESSES Orange County. Historically Underutilized Businesses(HUBs)consist of minority,women and disabled business firms that are at least fifty-one percent owned and operated by an individual(s)of the categories.Also included in this category are disabled business enterprises and non-profit work centers for the blind and severely disabled. 6. As a condition of submitting a bid or proposal to Orange County the undersigned Pursuant to G.S.1436-1361(a),143-48 and 143-128.4,the County invites and encourages participation in bidder or proposer agrees that Orange County may Consider the information submitted this procurement process by businesses owned by minorities, women, disabled, disabled business as part of this certification in its determination of the responsibility of the undersigned enterprises and non-profit work centers for the blind and severely disabled. This includes utilizing bidder or proposer. The undersigned bidder or proposer,as the case may be,waives subcontractors to perform the required functions in this RFP/RFQ.Any questions concerning NC HUB certification,contact the North Carolina Office of Historically Underutilized Businesses at(919)807- the right to challenge the rejection of a bid or proposal when such rejection is based,In 2330.The Vendor shall respond to question#1 and#2 below. its entirety,on information submitted as part of this certification. 1) Is Vendor a Historically Underutilized Business? ]Yes M No 2) Is Vendor Certified with North Carolina as a Historically Underutilized Business? ]Yes ® No The bidder or proposer certifies the undersigned has full authority to sign on its behalf. If so,state HUB classification N/A By: 45 l Chad Parker,Principal Printed Name and Title On behalf of Gensler Gensler Architecture,Design&Planning,P.C. Company or Corporate name Gensler 1 60 j �'2i � 1�.M�f'+F F^S4' y a-a. �C�F'�� ' r�� • `'� ��' � �+d i1 POP 613 Hillsborough Street NC 27603 - USA R; Tel 919.239.7828 " Fax 919.239.7829 gensler.com 43 Attachment 2-Tasks and Deliverables Item Completion Date (all dates 2025) Task 1 Community Outreach and Public Engagement (concurrent with Trails Master Plan Schedule) Kickoff meeting Late-January Summary and synthesis of recent County March 1 outreach Project website content created (1 workshop) March Public engagement strategy January-February Database of key contacts February Synopsis of engagement efforts to be featured in August plan Task 2 Project Steering Committee & Reporting (4 times throughout project) Agendas and presentations for 3 meetings with Meeting 1: February 5 the steering committee Meeting 2: April 2 Meeting 3:June 4 Presentation for 1 meeting with BOCC September 16 Task 3 GIS Mapping and Analysis (one month) GIS mapping product with prioritized trails April 30 Develop a criteria for evaluation of trail routes April 30 Task 4 Priority Trail Corridors—Site Assessment and Cost Estimate (three months) Site visits to potential trail corridors March Documentation of site visits with photographs March and written narratives of conditions Assessment of Feasibility April Gensler Cost estimate limited to ROM April-May Identification of opportunities and challenges May 31 Task 5 Orange County Trails Plan (three months) Initial recommendation report reviewed with June 4 Steering Committee Draft Trails Master Plan July 31 Report outlining implementation August 31 Additional public engagement and alignment with September 30 BOCC feedback finalized into Final Plan 44 SCHEDULE GRAPHIC Chart to be added