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2025-011-E-DEAPR Dept-Gensler-County Trails Plan
Revised 01/24 1 [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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 2 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. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 3 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-OC5434. 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. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 4 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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 5 County Minimum Insurance Coverage Requirements (each document is incorporated herein by reference and may be viewed at http://www.orangecountync.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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 6 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 Law. 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.orangecountync.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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 7 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 Party, 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. f. 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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 8 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: _________________________________ Travis Myren, County Manager By: __________________________________ Chad Parker, Managing Director, Raleigh Printed Name and Title Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Revised 01/24 9 ORANGE COUNTY—INTERNAL USE ONLY ______________________________________________________________________________ Finance Information Vendor Name: Gensler Vendor Contact Person: Jessica Pearson Phone: 919-327-1862 Address: 45 Fremont Street, Suite 1500 City San Francisco State: CA Zip: 94105 Department: DEAPR Amount: $78,000 Purpose: County Trails Plan Budget Code(s): 10695020 720249 Vendor # 68386 Vendor Status with NCSOS: Active Vendor is a BOCC consultant: Yes No Contract Details Contract Type: New Amendment (Original Contract: ) (Most Recent Amendment ) Effective Date 1/1/2025 End Date 9/30/2025 Notice Date 9/6/2024 (Notice Purpose Request for Proposals) Award Approved by Board (Agenda Date: 12/10/24); Made or Administered by Signature Authority - BOCC Express Delegation (Agenda Date: 12/10/24) -Policy 9.4:Under $5,000; Service Under $90,000; Construction Under $250,000 - Budget Policy Section XV (Capital Improvement Project: ) Bidding Informal Bidding ($30k-$90k); Formal RFP ($90k+); Other (<$30k); Exception(# ) Department Affirmation This agreement is approved as to technical form and content and I as Department Director affirmatively state work on this project has not been initiated prior to execution of the agreement. This agreement is approved as to technical form and content. Services related to this agreement have already begun or been completed. Description of the nature of the emergency condition that was addressed: Department Director’s Signature ________________________________________ Date: ________ Information Technologies This agreement has been reviewed and is approved as to information technology content and specifications: Office of the Chief Information Officer___________________________________ Date: ________ Inapplicable because no hardware/software purchases or related services Risk Management This agreement is approved for sufficiency of insurance standards, specifications, and requirements: Office of the Risk Management Officer___________________________________ Date: _________ Financial Services This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act: Office of the Chief Financial Officer ____________________________________ Date: _________ Legal Services This agreement is approved as to legal form and sufficiency: Office of the County Attorney __________________________________________Date: ________ Clerk to the Board All Docusign contracts must be copied to the Clerk upon completion: occlerkdocs@orangecountync.gov The following signature block is for hard copies only and is not required for Docusign contracts: Received for record retention: Office of the Clerk to the Board __________________________________________Date:_________ Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 12/25/2024 1/2/2025 1/2/2025 1/2/2025 ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? INSR ADDL SUBR LTR INSD WVD DATE (MM/DD/YYYY) PRODUCER CONTACT NAME: FAXPHONE (A/C, No):(A/C, No, Ext): E-MAIL ADDRESS: INSURER A : INSURED INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY) AUTOMOBILE LIABILITY UMBRELLA LIAB EXCESS LIAB WORKERS COMPENSATION AND EMPLOYERS' LIABILITY DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) AUTHORIZED REPRESENTATIVE EACH OCCURRENCE $ DAMAGE TO RENTED CLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $ PRO-POLICY LOC PRODUCTS - COMP/OP AGG $JECT OTHER:$ COMBINED SINGLE LIMIT $(Ea accident) ANY AUTO BODILY INJURY (Per person)$ OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $ OCCUR EACH OCCURRENCE $ CLAIMS-MADE AGGREGATE $ DED RETENTION $$ PER OTH- STATUTE ER E.L. EACH ACCIDENT $ E.L. DISEASE - EA EMPLOYEE $ If yes, describe under E.L. DISEASE - POLICY LIMIT $DESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N N / A (Mandatory in NH) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). COVERAGES CERTIFICATE NUMBER:REVISION NUMBER: CERTIFICATE HOLDER CANCELLATION © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORDACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE Lockton Companies, LLC 444 W. 47th Street, Suite 900 Kansas City MO 64112-1906 (816) 960-9000 kcasu@lockton.com GENSLER 500 SOUTH FIGUEROA STREET LOS ANGELES CA 90071 American Guarantee and Liab. Ins. Co.26247 Zurich American Insurance Company 16535 Lloyds of London X X 2,000,000 1,000,000 10,000 2,000,000 4,000,000 4,000,000 X X X X 1,000,000 XXXXXXX XXXXXXX XXXXXXX XXXXXXX XXXXXXX XXXXXXX XXXXXXX N X 1,000,000 1,000,000 1,000,000 PROFESSIONAL LIABILITY $1,000,000 PER CLAIM/$1,000,000 AGGREGATE C BAP3707221 3/1/2024 3/1/2025 A GLO0081063 3/1/2024 3/1/2025 B LDUSA2400176 4/1/2024 4/1/2025 A WC0081062 3/1/2024 3/1/2025 NOT APPLICABLE 3/1/2025 1041756 Y N N N Y 9/19/2024 N N 20089590 20089590 XXXXXXX ORANGE COUNTY ATTN: RISK MANAGEMENT 200 SOUTH CAMERON STREET, PO BOX 8181 HILLSBOROUGH, NC 27278 RE: GREENE TRACT MASTER PLAN (GENSLER PROJECT 090.0536.000). ORANGE COUNTY GOVERNMENT IS AN ADDITIONAL INSURED AS RESPECTS GENERAL LIABILITY, IF REQUIRED BY WRITTEN CONTRACT. WAIVER OF SUBROGATION APPLIES TO WORKERS COMPENSATION/EMPLOYER’S LIABILITY WHERE ALLOWED BY STATE LAW AND IF REQUIRED BY WRITTEN CONTRACT. X See Attachments Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICY WC 00 03 13 (Ed. 04-84) WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT We have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. (This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us.) This agreement shall not operate directly or indirectly to benefit anyone not named in the Schedule. Schedule All persons and / or organizations that are required by written contract or agreement with the insured, executed prior to the Accident or Loss, that Waiver of Subrogation be provided under this policy for work performed by you for that person and / or organization. This endorsement changes the policy to which it is attached and is effective on the date issued unless otherwise stated. (The information below is required only when this endorsement is issued subsequent to preparation of the policy.) Endorsement 03/01/2024 Effective Policy No. WC 0081062 Endorsement No. Insured M. Arthur Gensler Jr. & Associates, Inc.Premium $ Insurance Company American Zurich Insurance Company Countersigned by WC124(4-84) Page 1 of 1 WC 00 03 13 Copyright 1983 National Council on Compensation Insurance, Inc. Attachment Code: D461365 Certificate ID: 20089590 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Includes copyrighted material of Insurance Services Office, Inc., with its permission. U-GL-2162-A CW (02/19) Page 1 of 4 Additional Insured — Automatic — Owners, Lessees Or Contractors ZURICH THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Policy No. GLO0081063 Effective Date: 3/1/2024 This endorsement modifies insurance provided under the: Commercial General Liability Coverage Part A. Section II — Who Is An Insured is amended to include as an additional insured any person or organization whom you are required to add as an additional insured under a written contract or written agreement executed by you, but only with respect to liability for "bodily injury", "property damage" or "personal and advertising injury" and subject to the following: 1.If such written contract or written agreement specifically requires that you provide that the person or organization be named as an additional insured under one or both of the following endorsements: a.The Insurance Services Office (ISO) ISO CG 20 10 (10/01 edition); or b.The ISO CG 20 37 (10/01 edition), such person or organization is then an additional insured with respect to such endorsement(s), but only to the extent that "bodily injury", "property damage" or "personal and advertising injury" arises out of: (1) Your ongoing operations, with respect to Paragraph 1.a. above; or (2) "Your work", with respect to Paragraph 1.b. above, which is the subject of the written contract or written agreement. However, solely with respect to this Paragraph 1., insurance afforded to such additional insured: (a) Only applies if the "bodily injury", "property damage" or "personal and advertising injury" offense occurs during the policy period and subsequent to your execution of the written contract or written agreement; and (b) Does not apply to "bodily injury" or "property damage" caused by "your work" and included within the "products-completed operations hazard" unless the written contract or written agreement specifically requires that you provide such coverage to such additional insured. 2.If such written contract or written agreement specifically requires that you provide that the person or organization be named as an additional insured under one or both of the following endorsements: a.The Insurance Services Office (ISO) ISO CG 20 10 (07/04 edition); or b.The ISO CG 20 37 (07/04 edition), such person or organization is then an additional insured with respect to such endorsement(s), but only to the extent that "bodily injury", "property damage" or "personal and advertising injury" is caused, in whole or in part, by: (1) Your acts or omissions; or (2) The acts or omissions of those acting on your behalf, Attachment Code: D507046 Certificate ID: 20089590 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 in the performance of: (a) Your ongoing operations, with respect to Paragraph 2.a. above; or (b) "Your work" and included in the "products-completed operations hazard", with respect to Paragraph 2.b. above, which is the subject of the written contract or written agreement. However, solely with respect to this Paragraph 2., insurance afforded to such additional insured: (i)Only applies if the "bodily injury", "property damage" or "personal and advertising injury" offense occurs during the policy period and subsequent to your execution of the written contract or written agreement; and (ii) Does not apply to "bodily injury" or "property damage" caused by "your work" and included within the "products-completed operations hazard" unless the written contract or written agreement specifically requires that you provide such coverage to such additional insured. 3.If neither Paragraph 1. nor Paragraph 2. above apply and such written contract or written agreement requires that you provide that the person or organization be named as an additional insured: a.Under the ISO CG 20 10 (04/13 edition, any subsequent edition or if no edition date is specified); or b.With respect to ongoing operations (if no form is specified), such person or organization is then an additional insured only to the extent that "bodily injury", "property damage" or "personal and advertising injury" is caused, in whole or in part by: (1) Your acts or omissions; or (2) The acts or omissions of those acting on your behalf, in the performance of your ongoing operations, which is the subject of the written contract or written agreement. However, solely with respect to this Paragraph 3., insurance afforded to such additional insured: (a) Only applies to the extent permitted by law; (b) Will not be broader than that which you are required by the written contract or written agreement to provide for such additional insured; and (C) Only applies if the "bodily injury", "property damage" or "personal and advertising injury" offense occurs during the policy period and subsequent to your execution of the written contract or written agreement. 4.If neither Paragraph 1. nor Paragraph 2. above apply and such written contract or written agreement requires that you provide that the person or organization be named as an additional insured: a.Under the ISO CG 20 37 (04/13 edition, any subsequent edition or if no edition date is specified); or b.With respect to the "products-completed operations hazard" (if no form is specified), such person or organization is then an additional insured only to the extent that "bodily injury" or "property damage" is caused, in whole or in part by "your work" and included in the "products-completed operations hazard", which is the subject of the written contract or written agreement. However, solely with respect to this Paragraph 4., insurance afforded to such additional insured: (1) Only applies to the extent permitted by law; (2) Will not be broader than that which you are required by the written contract or written agreement to provide for such additional insured; (3) Only applies if the "bodily injury" or "property damage" occurs during the policy period and subsequent to your execution of the written contract or written agreement; and Includes copyrighted material of Insurance Services Office, Inc., with its permission. U-GL-2162-A CW (02/19) Page 2 of 4 Attachment Code: D507046 Certificate ID: 20089590 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 (4) Does not apply to "bodily injury" or "property damage" caused by "your work" and included within the "products-completed operations hazard" unless the written contract or written agreement specifically requires that you provide such coverage to such additional insured. B. Solely with respect to the insurance afforded to any additional insured referenced in Section A. of this endorsement, the following additional exclusion applies: This insurance does not apply to "bodily injury", "property damage" or "personal and advertising injury" arising out of the rendering of, or failure to render, any professional architectural, engineering or surveying services including: 1.The preparing, approving or failing to prepare or approve maps, shop drawings, opinions, reports, surveys, field orders, change orders or drawings and specifications; or 2.Supervisory, inspection, architectural or engineering activities. This exclusion applies even if the claims against any insured allege negligence or other wrongdoing in the supervision, hiring, employment, training or monitoring of others by that insured, if the "occurrence" which caused the "bodily injury" or "property damage", or the offense which caused the "personal and advertising injury", involved the rendering of or the failure to render any professional architectural, engineering or surveying services. C. Solely with respect to the coverage provided by this endorsement, the following is added to Paragraph 2. Duties In The Event Of Occurrence, Offense, Claim Or Suit of Section IV — Commercial General Liability Conditions: The additional insured must see to it that: (1) We are notified as soon as practicable of an "occurrence" or offense that may result in a claim; (2) We receive written notice of a claim or "suit" as soon as practicable; and (3) A request for defense and indemnity of the claim or "suit" will promptly be brought against any policy issued by another insurer under which the additional insured may be an insured in any capacity. This provision does not apply to insurance on which the additional insured is a Named Insured if the written contract or written agreement requires that this coverage be primary and non-contributory. D. Solely with respect to the coverage provided by this endorsement: 1. The following is added to the Other Insurance Condition of Section IV — Commercial General Liability Conditions: Primary and Noncontributory insurance This insurance is primary to and will not seek contribution from any other insurance available to an additional insured provided that: a.The additional insured is a Named Insured under such other insurance; and b.You are required by written contract or written agreement that this insurance be primary and not seek contribution from any other insurance available to the additional insured. 2. The following paragraph is added to Paragraph 4.b. of the Other Insurance Condition under Section IV — Commercial General Liability Conditions: This insurance is excess over: Any of the other insurance, whether primary, excess, contingent or on any other basis, available to an additional insured, in which the additional insured on our policy is also covered as an additional insured on another policy providing coverage for the same "occurrence", offense, claim or "suit". This provision does not apply to any policy in which the additional insured is a Named Insured on such other policy and where our policy is required by a written contract or written agreement to provide coverage to the additional insured on a primary and non- contributory basis. E. This endorsement does not apply to an additional insured which has been added to this Coverage Part by an endorsement showing the additional insured in a Schedule of additional insureds, and which endorsement applies specifically to that identified additional insured. Includes copyrighted material of Insurance Services Office, Inc., with its permission. U-GL-2162-A CW (02/19) Page 3 of 4 Attachment Code: D507046 Certificate ID: 20089590 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 F. Solely with respect to the insurance afforded to an additional insured under Paragraph A.3. or Paragraph A.4. of this endorsement, the following is added to Section III - Limits Of Insurance: Additional Insured — Automatic — Owners, Lessees Or Contractors Limit The most we will pay on behalf of the additional insured is the amount of insurance: 1.Required by the written contract or written agreement referenced in Section A. of this endorsement; or 2.Available under the applicable Limits of Insurance shown in the Declarations, whichever is less. This endorsement shall not increase the applicable Limits of Insurance shown in the Declarations. All other terms, conditions, provisions and exclusions of this policy remain the same. Includes copyrighted material of Insurance Services Office, Inc., with its permission. U-GL-2162-A CW (02/19) Page 4 of 4 Attachment Code: D507046 Certificate ID: 20089590 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Develop a Countywide Trails Plan RFP# 367-OC5434 | October 15, 2024 Attachment 1Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 2 Gensler | 3 Table of Contents a. Cover Letter b. Title Page c. Project Organization d. Technical Approach & Schedule e. Community Engagement Strategy f. Experience & Qualfications g. Capability & Capacity to Perform Project h. References i. Total Cost j. Acknowledgment of Receipt of Addenda k. E-verify Affidavit Form l. Non-Discrimination Certification Form m. Supplemental Vendor Info: HUB Form October 15, 2024 Jovana Amaro, Purchasing Agent jamaro@orangecountync.gov Subject: Proposal to Orange County Government, Countywide Trails Plan Consultant Services RFP# : 367-OC5434 Dear Jovana: 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 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. 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 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. 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 generation with access to an improved, equitable, and resilient trails system to use and enjoy for decades to come. We have assembled a team that balances world-class community engagement excellence with local expertise and know how – to ensure that we deliver both an aspirational and implementable planning vision for the trails system: • Gensler will serve as project lead, managing the overall project and team, as well as bringing an industry leading community engagement process and master planning. • Surface 678 will bring their expertise in landscape architect, design, and planning, and local knowledge of Orange County. • Palacio 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, 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- 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@gensler.com / 919-239-7828 Jessica_Pearson@gensler.com / 919-327-1862 613 Hillsborough St. Raleigh, NC 27603 Tel 919-239-7828 Fax 919-239-7829 a.OCNC Cover Letter Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 4 Gensler | 5 b.OCNC Title Page c.OCNC Project Organization Team Organization Chart 2 ORANGE COUNTY Request for Proposal #:367-OC5434 For internal processing, including tabulation of proposals, please provide your 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. ID Number: Federal ID Number Consultant Name This page is to be filled out and returned with your proposal. Failure to do so may subject your proposal to rejection. Gensler Architecture, Design & Planning, P.C. (dba Gensler) 94-2594210 Jeff joined Surface 678 in 2013. His wide range of project experience includes working for public and private projects spanning across sectors. Through his work, Jeff is able to be involved in shaping spaces that connect people and provide meaningful and memorable interactions. Jeff’s design work includes cultural projects such as the Sarah P. Duke Gardens and the Texas African American Memorial, as well as residential communities such as Wendell Falls and RiverLights. Jeff Israel, PLA Landscape Architect EDUCATION Master of Landscape Architecture in Urban Design, North Carolina State University, 2013 Bachelor of Art in Painting and Sculpture, North Carolina Central University, 2007 REGISTRATION Registered Landscape Architect: North Carolina #2123 RELEVANT EXPERIENCE Recreation Buffalo Creek Greenway Wendell, North Carolina Buffalo Creek Nature Preserve Wendell, North Carolina Sierra-Lineberry Park Master Plan Raleigh, North Carolina Windsor Chavis Community Center Greensboro, North Carolina Cultural Freedom Park Raleigh, North Carolina NC Museum of Natural Sciences Dueling Dinos Streetscape Improvements Raleigh, North Carolina Texas African American Memorial Austin, Texas Municipal Emily K. Center Addition Durham, North Carolina Exchange and Market Plazas Raleigh, North Carolina Residential Development Nexton Community Summerville, South Carolina RiverLights Community Wilmington, North Carolina Wendell Falls Community Wendell, North Carolina Continuing Care Senior Centers Brightmore at Cary Cary, North Carolina The Cedars Continuing Care Retirement Community Chapel Hill, North Carolina Glenaire Retirement Community Entrances Cary, North Carolina K-12 Hillsborough Charter School Hillsborough, North Carolina NC School of Math & Science Hub Courtyard Durham, North Carolina Wake County Public School System Middle School/High School Wake County, North Carolina University Duke University • West Campus Courtyard Renovations • Wilkinson Building (Pratt School of Engineering) • Sarah P. Duke Gardens Gateway Durham, North Carolina Elizabeth City State University Aviation School Elizabeth City, North Carolina North Carolina State University Fitts-Woolard Hall Raleigh, North Carolina University of North Carolina Chapel Hill • Phase III Student Housing • Marsico Hall • Global Education Center Chapel Hill, North Carolina Jeff Israel Landscape Architect Michael Palacio Cost Estimator Cameron Barradale Master Planning Strategist Elaine Asal Strategy Director & Engagement Lead Jessica Pearson Project Manager and Main Point of Contact Mikayla Hernandez Strategist & Engagement Support Swati Khimesra is a Principal and CEO at Surface 678, a landscape architectural firm based in Durham, NC. Surface 678 is dedicated to innovative thought and the integration of design and technique into creating memorable experiences and places that rejuvenate and bring joy. Swati leads her team at Surface 678 in the design and management of complex projects with multi-disciplinary design teams in both the private and public development sectors. Her practice highlights her firm belief in the collaborative design process, from site inventory and analysis through design and construction. Swati’s career as a leader in landscape architecture encapsulates over 20 years of experience over diverse geographic locations where she has led multiple award-winning projects. Central to her work is the crafting of user experiences that provide a deeper connection to nature through the medium of landscape architecture and the merging of design with art, culture, and sustainable infrastructure. Swati Khimesra, PLA, RELi AP, LEED, AP® Principal Landscape Architect RELEVANT EXPERIENCE Recreation Atlanta Beltline Southside Trail Atlanta, Georgia Clayton Parks and Recreation Master Plan Clayton, North Carolina Cliffhanger Ranch Outpost Master Plan Coeburn, Virginia Destin Harbor Waterfront* Destin, Florida Fair Park Master Plan* Dallas, Texas Jaco Pastorius Park* Oakland Park, Florida Pine Point Regional Park Master Plan* Stillwater, Minnesota Town of Cary • Carpenter Fire Station Road Park • McCrimmon Parkway Park Cary, North Carolina Virginia Key Master Plan* Miami, Florida Municipal Calvert Sports Holly Springs, North Carolina Clayton Small Area Plan Clayton, North Carolina Department of Health and Human Services Campus Raleigh, North Carolina Kildaire Farm Road Master Plan Cary, North Carolina North Carolina Education Campus Raleigh, North Carolina Cultural Colonial Williamsburg Archeology Center Williamsburg, Virginia Freedom Park Raleigh, North Carolina Hindu Society of North Carolina Hindu Cultural Center Morrisville, North Carolina Kaleideum Children’s Museum Winston-Salem, North Carolina Liberty Plaza Winston-Salem, North Carolina National Center for Civil and Human Rights Atlanta, Georgia PNC Arena Expansion Raleigh, North Carolina *Projects from previous experience EDUCATION Master of Urban Design, Distinction, University of Michigan at Ann Arbor, 2003 Bachelor of Landscape Architecture, Louisiana State University, 2002 REGISTRATION Landscape Architecture: Florida #6666990 North Carolina #2131 South Carolina #1657 LEED AP® RELi Accredited Professional #0271-SU18 AFFILIATIONS American Society of Landscape Architects US Green Building Council AWARDS NC ASLA Honor Award, Truist Leadership Institute 1.0 NC ASLA Honor Award, Duke University Medical Campus Central Bed Tower NC ASLA Merit Award, Duke University Interpro- fessional Education & Care Swati Khimesra Principal Landscape Architect PROJECT LEADERSHIP CORE PROJECT TEAM Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 6 Gensler | 7 c.OCNC Project Organization c.OCNC Project Organization 20 Years of Experience Background Bachelor of Architecture, University of Oklahoma Associate Member, American Institute of Architects (A-AIA) Selected Project Experience Eager Park & Pavilion, Baltimore, MD Community Engagement & Design 7 acres Amtrak, Penn Station, Baltimore, MD Community Engagement & Redevelopment Vision Plan N/A Marbles Kids Museum, Raleigh, NC Administrative Workplace Strategy 6,000 Expansion Feasibility Study N/A Park Life/City Movement, The Urban Forest Project, Baltimore, MD N/A Rash Field Park & Pavilion, Baltimore, MD Community Engagement & Design 7,000 Enoch Pratt Library System, Baltimore, MD Real Estate & Facilities Master Plan Study / Employee Engagement N/A Southwest Partnership, Baltimore, MD Master Plan & Community Engagement 700 acres Ashland Neighborhood, Baltimore, MD Master Plan & Community Engagement 10 acres Lower Hill District, Identity & Strategy, Pittsburgh, PA 13 acres Confidential Real Estate Tech Client, Strategy, Richmond, VA N/A Confidential Financial Client, Global Portfolio Study N/A Allegis, Campus Strategy & WISP Implementation, Hanover, MD N/A T. Rowe Price, Headquarters, Workplace Strategy, Baltimore, MD 556,000 NDC/Old Goucher Community Charrette, Baltimore, MD N/A Orange County Greene Tract Master Plan Community Engagement Orange County, NC Black Voices Museum Community Engagement, Fayetteville NC Elaine Asal, A-AIA, CP3 Principal Strategy Director & Engagement Lead Jessica Pearson, AIA, LEED® AP Associate Project Manager & Main Point of Contact 27 Years of Experience Background Bachelor in Architecture, Virginia Polytechnic Institute and State University Master of Business Administration, University of Virginia Registered Architect / USGBC LEED® Accredited Professional Selected Project Experience Size (sq ft) Marbles Kids Museum, Raleigh, NC Administrative Workplace Strategy 6,000 Expansion Feasibility Study N/A Martin Marietta, Change Management, Raleigh, NC Interior Design, Workplace Strategy, & Change Management 150,000 Highwoods Properties, Workplace Strategy & CM, Raleigh, NC 37,000 WakeMed, Admin Office Building, Workplace Strategy, Raleigh, NC N/A Adelaide Football Club Workplace Strategy, West Lakes, Australia N/A Asurion Headquarters, Change Management, Nashville, TN 540,000 Cone Health, Master Plan & Workplace Strategy, Greensboro, NC N/A GFL Environmental, Raleigh, NC Interior Design, Workplace Strategy & Change Management 95,000 Johns Hopkins Health System, Workplace Strategy, Baltimore, MD N/A Red Hat Space Management and Occupancy Planning, Raleigh, NC N/A Interior Design, Brand, & Change Management, Durham, NC 24,000 Relias Learning, Workplace Strategy, Morrisville, NC 100,000 UNC Morehead Cain, Workplace Strategy, Chapel Hill, NC 25,000 City of Hampton, Building Assessments & Capital Planning, VA* N/A Town of Wake Forest, Workplace Strategy Town of Wake Forest, Concept Design and Change Management Orange County Greene Tract Master Plan Community Engagement Orange County, NC Black Voices Museum Community Engagement, Fayetteville NC *Experience Prior to Gensler Mikayla Hernandez Strategist Strategist & Engagement Support 1 Year of Experience Background Bachelor of Science in Interior Design, Ohio State University Member, International Interior Design Association (IIDA) Selected Project Experience Size (sq ft) Gaston County Courthouse, 5th Floor Renovation, Gastonia, NC N/A Red Hat Space Management and Occupancy Planning, Raleigh, NC N/A Interior Design, Brand, & Change Management, Durham, NC 24,000 T. Rowe Price Headquarters, Workplace Strategy, Baltimore, MD 556,000 FlexSpace Training, Owings Mills, MD N/A Marbles Kids Museum, Raleigh, NC Administrative Workplace Strategy 6,000 Expansion Feasibility Study N/A GFL Environmental, Raleigh, NC Interior Design, Workplace Strategy, & Change Management 95,000 Veritas Real Estate, USRS, Test Fit, Marlton, NJ 19,000 Confidential Mixed Use Project, Cary, NC N/A Town of Wake Forest, Workplace Strategy Town of Wake Forest, Concept Design and Change Management Orange County Greene Tract Master Plan Community Engagement Orange County, NC Black Voices Museum Community Engagement, Fayetteville NC Cameron Barradale, RLA Studo Director Master Planning Strategist 17 Years of Experience Background Master of Landscape Architecture in Urban Design, Harvard University Graduate School of Design, with Distinction, 2012 Bachelor of Landscape Architecture, Clemson University, 2005 Urban Design Semester, Universitat Politecnica de Catalunya, Barcelona, Spain, 2004; Registered Landscape Architect in South Carolina Selected Project Experience Size (sq ft) Action Behavior Centers ABA Therapy, multiple locations N/A Fifth Third Center Repositioning, Charlotte, NC N/A Two Wells Fargo Redevelopment Study, Charlotte, NC N/A The Yard - Charlotte District Masterplan, Charlotte, NC N/A Seventh & Tryon Development, Charlotte, North Carolina* N/A Charlotte Gateway District, Charlotte, North Carolina* N/A Richmond Diamond District, Richmond, VA N/A Clark Atlanta University Master Plan, Atlanta, GA N/A Chapel Hill TOD Study, Chapel Hill, NC N/A Cornell Tech Campus Framework Plan, New York, New York* N/A Fairfax Herndon Station West TOD Master Plan, Fairfax, Virginia* N/A Atlanta University Center Master Plan, Atlanta, Georgia* N/A Atlanta Civic Center Redevelopment, Atlanta, GA N/A Southwest Downtown Plan, Colorado Springs, Colorado* N/A Guangzhou Pearl River Framework Plan, Guangzhou, China* N/A University of Chicago Campus North, Chicago, Illinois* N/A King Abdullah Economic City, Jeddah, Saudi Arabia* N/A Richmond City Center Redevelopment, Richmond, VA 7 Acres * Experience Prior to Gensler Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 8 Gensler | 9 c.OCNC Project Organization c.OCNC Project Organization Jeff joined Surface 678 in 2013. His wide range of project experience includes working for public and private projects spanning across sectors. Through his work, Jeff is able to be involved in shaping spaces that connect people and provide meaningful and memorable interactions. Jeff’s design work includes cultural projects such as the Sarah P. Duke Gardens and the Texas African American Memorial, as well as residential communities such as Wendell Falls and RiverLights. Jeff Israel, PLA Landscape Architect EDUCATION Master of Landscape Architecture in Urban Design, North Carolina State University, 2013 Bachelor of Art in Painting and Sculpture, North Carolina Central University, 2007 REGISTRATION Registered Landscape Architect: North Carolina #2123 RELEVANT EXPERIENCE Recreation Buffalo Creek Greenway Wendell, North Carolina Buffalo Creek Nature Preserve Wendell, North Carolina Sierra-Lineberry Park Master Plan Raleigh, North Carolina Windsor Chavis Community Center Greensboro, North Carolina Cultural Freedom Park Raleigh, North Carolina NC Museum of Natural Sciences Dueling Dinos Streetscape Improvements Raleigh, North Carolina Texas African American Memorial Austin, Texas Municipal Emily K. Center Addition Durham, North Carolina Exchange and Market Plazas Raleigh, North Carolina Residential Development Nexton Community Summerville, South Carolina RiverLights Community Wilmington, North Carolina Wendell Falls Community Wendell, North Carolina Continuing Care Senior Centers Brightmore at Cary Cary, North Carolina The Cedars Continuing Care Retirement Community Chapel Hill, North Carolina Glenaire Retirement Community Entrances Cary, North Carolina K-12 Hillsborough Charter School Hillsborough, North Carolina NC School of Math & Science Hub Courtyard Durham, North Carolina Wake County Public School System Middle School/High School Wake County, North Carolina University Duke University • West Campus Courtyard Renovations • Wilkinson Building (Pratt School of Engineering) • Sarah P. Duke Gardens Gateway Durham, North Carolina Elizabeth City State University Aviation School Elizabeth City, North Carolina North Carolina State University Fitts-Woolard Hall Raleigh, North Carolina University of North Carolina Chapel Hill • Phase III Student Housing • Marsico Hall • Global Education Center Chapel Hill, North Carolina Swati Khimesra is a Principal and CEO at Surface 678, a landscape architectural firm based in Durham, NC. Surface 678 is dedicated to innovative thought and the integration of design and technique into creating memorable experiences and places that rejuvenate and bring joy. Swati leads her team at Surface 678 in the design and management of complex projects with multi-disciplinary design teams in both the private and public development sectors. Her practice highlights her firm belief in the collaborative design process, from site inventory and analysis through design and construction. Swati’s career as a leader in landscape architecture encapsulates over 20 years of experience over diverse geographic locations where she has led multiple award-winning projects. Central to her work is the crafting of user experiences that provide a deeper connection to nature through the medium of landscape architecture and the merging of design with art, culture, and sustainable infrastructure. Swati Khimesra, PLA, RELi AP, LEED, AP® Principal Landscape Architect RELEVANT EXPERIENCE Recreation Atlanta Beltline Southside Trail Atlanta, Georgia Clayton Parks and Recreation Master Plan Clayton, North Carolina Cliffhanger Ranch Outpost Master Plan Coeburn, Virginia Destin Harbor Waterfront* Destin, Florida Fair Park Master Plan* Dallas, Texas Jaco Pastorius Park* Oakland Park, Florida Pine Point Regional Park Master Plan* Stillwater, Minnesota Town of Cary • Carpenter Fire Station Road Park • McCrimmon Parkway Park Cary, North Carolina Virginia Key Master Plan* Miami, Florida Municipal Calvert Sports Holly Springs, North Carolina Clayton Small Area Plan Clayton, North Carolina Department of Health and Human Services Campus Raleigh, North Carolina Kildaire Farm Road Master Plan Cary, North Carolina North Carolina Education Campus Raleigh, North Carolina Cultural Colonial Williamsburg Archeology Center Williamsburg, Virginia Freedom Park Raleigh, North Carolina Hindu Society of North Carolina Hindu Cultural Center Morrisville, North Carolina Kaleideum Children’s Museum Winston-Salem, North Carolina Liberty Plaza Winston-Salem, North Carolina National Center for Civil and Human Rights Atlanta, Georgia PNC Arena Expansion Raleigh, North Carolina *Projects from previous experience EDUCATION Master of Urban Design, Distinction, University of Michigan at Ann Arbor, 2003 Bachelor of Landscape Architecture, Louisiana State University, 2002 REGISTRATION Landscape Architecture: Florida #6666990 North Carolina #2131 South Carolina #1657 LEED AP® RELi Accredited Professional #0271-SU18 AFFILIATIONS American Society of Landscape Architects US Green Building Council AWARDS NC ASLA Honor Award, Truist Leadership Institute 1.0 NC ASLA Honor Award, Duke University Medical Campus Central Bed Tower NC ASLA Merit Award, Duke University Interpro- fessional Education & Care Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 10 Gensler | 11 c.OCNC Project Organization c.OCNC Project Organization Michael has over 25 years of experience in the Design and Construction industry. He is the President and Chief Cost Manager with Palacio Collaborative and in this capacity, Michael leads projects ranging from $1 Million to over $100 Million providing timely and accurate cost estimates. Under Michael’s oversight, each project achieves Palacio Collaborative’s core mission to manage cost from start to finish, preserve the integrity of the design, and give the Owner the most building value the budget will allow. MICHAEL D. PALACIO, CPE President | Chief Cost Manager • 29 Years Industry Experience / 18 Years with Palacio • Bachelor of Science Architecture, Georgia Institute of Technology (1993) • Certified Professional Estimator (1.4-000306-1101) • 35% time commitment on all phases SELECT RELEVANT EXPERIENCE Orange County Facilities Master Plan Orange County, NC Walker Branch & Hoover Creek Greenway Charlotte, NC McIntyre Creek Greenway Charlotte, NC Neuse River Park Master Plan (w/greenway) Raleigh, NC Cape Fear River Park Master Plan Study Fayetteville, NC Smith Community Park Phase II Master Plan Greensboro, NC Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 12 Gensler | 13 We recommend hosting three workshops over the duration of the master plan. The first workshop would be a Vision and Launch to the effort, the second a review of the proposed trail system to collect feedback, and a third workshop would be a presentation to solicit support. Our fee and scope include one (1). The additional workshops are covered in our proposed additional services. We also recommend that Orange County host a webpage on the county website for the project. Task 2: Project Steering Committee & Reporting (4 times during the project) Scope: The team will establish and lead regular meetings with the Project Steering Committee to review and get feedback on project deliverables and to get support with coordination with other County departments. We anticipate meeting three (3) times with the Project Steering Committee and one (1) meeting with the Orange County Board of County Commissioners to present the draft Trails master plan. Deliverables: • Agendas and presentations for three (3) meetings with the Project Steering Committee • Presentation for one (1) meeting with the Orange County Board of County Commissioners We recommend additional meetings monthly if the project extends beyond the proposed schedule of five (5) months. The team proposes a fee of $3,000 for each additional meeting beyond the total number identified in Task 2. Task 3: GIS Mapping and Analysis (1 month) Scope: The team will review all the provided GIS information and perform a mapping analysis that will form the basis for recommendations for developing connections, improving existing trails, and establishing new trail corridors and connections. The team will consider the current and planned future parks and open space plans and projects looking for connectivity opportunities. The team will consider existing conditions, existing trail networks, current and future land use, and provide a composite map showing potential trail corridors. Deliverables: • GIS mapping product with prioritized trails • Develop a criteria for evaluation of trail routes Task 4: Priority Trail Corridors – Site Assessment and Cost Estimate (2 months) Scope: The team will perform Site Visits at potential trail corridors to assess the opportunities and challenges associated with the most likely trail connections and corridors for connecting areas of Orange County through a trail system. The team will perform these visits over the course of one week and will limit the total number of visits based on the number that can be completed during normal working hours. The team will identify potential land acquisition and right-of-way needs for the corridors identified. The team will also provide a cost estimate limited to the general information collected. Deliverables: • Documentation of site visits with photographs and written narratives of conditions to be included in the Trails Master Plan report • Assessment of feasibility • Gensler cost estimate limited to ROM • Identification of opportunities and challenges to trail implementation We recommend additional efforts for future scope to include identifying grant sources. Task 5: Orange County Trails Plan (2 months) Scope: The team will synthesize all the collected information and make recommendations for trail development and connections in a composite GIS map and report. These initial recommendations will be documented in a report and reviewed with the Project Steering Committee for alignment with the goals and vision collected through public engagement and direction from Department of Environment, Agriculture, Parks, and Recreation for Orange County. Deliverables: • Draft Trails Master Plan with introduction, overview of existing conditions and current trail systems, recommendations for a trail system, and an implementation strategy • Report outlining process, vision, goals, and recommendations for implementation We recommend additional public engagement and alignment with BOCC feedback be finalized into a Final Trails Master Plan over one additional month of work, extending the schedule from five (5) months to six (6) months.Eager Park, Community Engagement Gensler and their consultants (the team) will work alongside the Department of Environment, Agriculture, Parks, and Recreation for Orange County, North Carolina to develop a Trails Plan. By engaging the public and working with the Project Steering Committee, the team will produce a user- friendly, graphically pleasing document, that reflects the vison and goals collected through this process. The Map will contain a future trails map, and locations of trail creation as well as connectivity recommendations that reflect the long- range vision for the County. We believe that the best projects are the result of collaboration and co-creation with a wide variety of affected stakeholders. We recognize the value of building on previous County outreach efforts especially in the areas of climate, strategic planning, housing, transportation, and land use. Our public engagement lab and our process is grounded in social equity. Through our process, our team will develop a community- supported plan that can be successfully implemented through the County’s various environmental, recreational, financial, and other plans and programmatic strategies and operations. Task 1: Community Outreach & Public Engagement (concurrent with Trails Master Plan schedule) Scope: The team will begin the project with a kickoff meeting to review the scope, schedule, and begin planning the public engagement effort. The team will research and review the Orange County previously collected public engagement response data and develop a public engagement strategy. The public engagement should be concurrent with the development of the master plan and offer multiple opportunities for public feedback. Our proposed fee includes one (1) workshop and content for a public facing webpage hosted by Orange County including an online feedback form to posted content. Deliverables: • Summary and synthesis of recent County outreach efforts • Project website content including FAQs about the project and any other presentations created for the project • Public engagement strategy including a road map, list of identified stakeholders, and recommendations for reaching stakeholders • Database of key contacts • Synopsis of engagement efforts to be featured in the Trails plan d.OCNC Technical Approachd.OCNC Technical Approach Technical Approach Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 14 Gensler | 15 d.OCNC Technical Approachd.OCNC Schedule Month 1 Month 2 Month 3 Month 4 Month 5 Community EngagementTask 1 Site Assessment & $$ Cost EstimateTask 4 GIS Task 3 Task 2 DRAFT Trails PlanTask 5 Schedule Kickoff Steer Co. Steer Co. Steer Co. BOCC Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 16 Gensler | 17 e.OCNC Community Engagement Strategy e.OCNC Community Engagement Strategy Intentional and meaningful public engagement leads to more impactful, just, and resilient project outcomes (and better design). We know that change moves at the speed of trust, and our projects and engagements are informed by this basic premise. Trust takes time, honesty, follow-through, and consistency. For us, engagement process is about building relationships with people, and providing the structure, tools, and resources that build on current strengths, while organizing community expertise through the development process. All of the public engagement conversations will begin with a warm, gracious welcome, relay the purpose of the gathering, and facilitate conversations about the strengths of the community. Then the fun, the learning, and the “a-ha” moments start. This setup is then customized in format and activity for each engagement type. We will design customized formats for each engagement touchpoint, building on the team’s vast experience. We will also design new engagement itineraries based on community conditions, our passion for justice, and our creativity. The following outlines scenarios based on experience. For one-on-one key stakeholder conversations, we apply a systemized approach, framed around the same questions, as designed with your leadership team, to both encourage candor, and to lift common themes. This will generate a data-driven input set to reveal key community alignments. With focus groups, we apply best practices for communities to share their ideas and reflections through small group conversations and ideation, thought-starter worksheets, We believe that bringing communities together through a thoughtful, inclusive process is a critical ingredient for success. Our methodology invites creativity, agency, and joy into the approach to create outcomes beyond this effort and build capacity for your staff and the broader public for years to come. Our team brings a dynamic set of tools, and a team of individuals with strengths to facilitate participatory, energetic, empathetic, and meaningful public engagement, executed with justice- centered inclusive practices. Our strengths are unmatched by any others in the industry. The process will also leverage community assets, including community leaders and community-based organizations alignments to result in a collaborative community impact model that strengthens the client’s role and partnerships. Successful engagement will connect with the broad diversity of users, nearby businesses, neighbors, and residents and to find means that allow their contributions to hold equal weight in discourse. Engagement is about listening and understanding. Great engagement leaves people feeling heard and acknowledged, confirms for people that their opinion is important, and that their participation will help shape the outcome. If constituents come away feeling respected, understood and committed to the success of the project, then the resultant effort will be not only better for it but will create an opportunity for everyone to share in the success when we reach the finish line with you. We strive for a transparent public discourse that: • Engages a Robust Dialogue • Promotes Diversity and Inclusion • Establishes a Transparent Process • Builds Trust • Flows Seamlessly from In-person to Online Tools • Is Data-Driven and Human-Centric • Targets Outreach to a Multiplicity of Constituents • Continues the Conversation Beyond the Project We are out-of-the box designers, employing experience and “take action” techniques to build on these for outreach best practices. • Build from previous processes and leverage any existing outreach efforts, relationships, local engagement • Connect with relevant city agencies, non-profits, and/ or other stakeholders • Consider different modes of outreach from analog to digital including larger stakeholder workshops, local meet-and-greets, digital surveys, and field trips to related spaces. • Utilize current structures spanning mobile, online, print and in-person methods • Amplify existing social media outlets • Engage with existing boards and commissions • Attend events and organizations organizational brief exercises, and “gallery walks,” where participants can see each other’s work pinned up in the room. This encourages community learning, fostering deeper dialogue, to result in shared challenges, aspirations and future roles. We will also encourage gathering community-based organizations and partners to participate in focus group conversations and workshops to articulate shared outcome goals and alignments, while also communicating strengths and gaps. As evident in all of our strategic work with civic and community partners, these conversations will reveal clearly your contributing role, leveraging its already trusted position as a powerful convener, connector, and respected coalition builder. We can design surveys in multiple languages, and are able to deploy them on-line and in-person. Our questions garner valuable insight into community member’s values, priorities, and challenges. We ask questions about their hobbies, how they spend their free time, and what they love about their communities. These questions can build on the behavior patterns of your current insight. Most critically, we want to think across a spectrum of outreach and engagement activities that range from digital to analog and creatively captures the voices and aspirations of community towards building shared vision and creating capacity while we do it. 08030201 04 05 0607Immerse yourself in the community’s history and context Define key stakeholder groups and form community advisory group Develop engagement vision and strategy Empower ownership and collective action Build momentum through early wins Continually communicate the future vision Document community memories, stories, and successes Continue to nurture trust and deepen relationships FEEDBACK LOOPS & ITERATION PUBLIC ENGAGEMENT IS AN ITERATIVE + ORGANIC PROCESS MULTI-CHANNEL OUTREACH Print, Signage, Swag Website + Social Media PR/Media Outreach Public/Town Hall Workshops or Meetings Temporary Activations & Installations ON THE GROUND Include different scales of in-person outreach and engagement to build personal relationships and supplement digital outreach. Leveraging Existing Initiatives DIGITAL & PRINT Include different scales and types of communication formats that reinforce in-person engagement and expand outreach. Community Events Focus Groups, Neighborhood Outreach Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 18 Gensler | 19 About Gensler Gensler is the industry leader in strategy, planning, and design. Our Raleigh office of 35 local staff is committed to Orange County and the broader region. We understand the region and its evolution. What makes us unique is the global knowledge, leading research, and culturally diverse perspectives we can offer our clients. Our local pulse keeps us real and our global reach keeps us informed and forward thinking. We lead with strategy to ensure alignment and a cohesive experience across every channel of user engagement. We take a design thinking approach to community engagement and planning, continuously asking “what could be” rather than simply responding to what is. This discovery process touches on a wide range of considerations beyond physical constraints to inform recommendations and understand the impact to implementation. Often we are aligning the aspirations, priorities, values, and vision of a wide variety of stakeholders. 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 creative and collaborative approach, supported by data and intelligence, enables impactful change, and evolution of your organization, culture, and the environment. Our team has experience supporting the planning and growth of innovative cities in a diversity of contexts throughout North Carolina, especially in the Piedmont Region. Gensler has experience partnering with similarly sized County governments and our public sector experience is robust. Gensler has provided community engagement and master planning services for many clients, including Amtrak, Eager Park/City of Baltimore, Englewood Nature Trail/City of Chicago, Sunrise Tomorrow/City of Citrus Heights, and most recently with Orange County as part of the Greene Tract Master lan, as well as Cumberland County and the City of Fayetteville with the Black Voices Museum. We understand the needs of city, municipality, and government agencies are different from the private sector, and we are committed to using an approach where we listen, learn, and deliver on Orange County’s mission and priorities. f.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 20 Gensler | 21 The Gensler Research Institute is a network of researchers within Gensler with a singular focus: developing a deeper understanding of the connection between design, business, and the human experience. Research is an investment in our future that empowers our teams to seek answers to the pressing questions facing our clients everyday. We view research as central to our ability to support our clients, lead our industry, and properly fulfill our role as global citizens and designers. Taking calculated risks in search of solutions has been part of our firm’s DNA since its founding. Our research program, which today embraces every practice area across our global markets, takes this to a new level. Core to this commitment is the knowledge that great design is value-added. Our research teams seek to put design in the context of larger business and social issues, ensuring that every strategy and every solution makes a difference where it really matters. The Gensler Research Institute is exploring equitable design solutions to create diverse spaces for our clients and communities. A recent project that Elaine Asal worked on: Models for Co-Creation & Partnership with the Black Community We must center and prioritize the Black community in our design decisions and planning processes. Large-scale design decisions have deepened (and continue to reinforce) segregation and disenfranchisement in under-resourced BIPOC communities in the name of progress and profit. How can Gensler empower Black communities in the design and development process through inclusive models of partnership that facilitate equitable co-creation and engagement? Key findings from the research: • Productive partnership is impossible without understanding past and existing power dynamics. Approach communities in a way that acknowledges the past and takes a collaborative approach to building a better future. Center the lived experience of community members and engage them as partners. • Allocate and share resources appropriately—and generously. When working with community-based organizations, be respectful of a community’s time, resources, and capacity. Recognize the value of people’s time and compensate partners accordingly. • Building a more equitable design process requires time, vulnerability, and accountability. In order to show up as meaningful partners, we need to examine our own practices and business models. Being honest about our role in shaping the built environment—and it’s positive and negative impacts—can be uncomfortable. Commit to doing the work for however long the work takes. f.OCNC Experience & Qualifications The Gensler Research Institute Center for Research on Equity and the Built Environment, formed in the wake of George Floyd’s murder and the growing Black Lives Matter Movement, is directly focused on addressing issues of systemic racism, inequity, and social injustice through the lens of the built environment. METHODOLOGY We conducted 11 in-depth, structured interviews with Black professionals from a variety of sectors, including community-based non-profits, architecture/planning, art/culture, academia, government, and media/journalism. We complemented these interviews with a review of secondary sources that included background readings, lectures, and existing resources/guides relating to equity-based community engagement. MODELS FOR CO-CREATION AND PARTNERSHIP WITH THE BLACK COMMUNITY © 2022 We must center and prioritize the Black community in our design decisions and planning processes. Large-scale design decisions have deepened (and continue to reinforce) segregation and disenfranchisement in under-resourced BIPOC communities in the name of progress and profit. How can Gensler empower Black communities in the design and development process through inclusive models of partnership that facilitate equitable co-creation and engagement? 1 Gensler Research Institute | Models for Co-Creation and Partnership with the Black Community HISTORICAL CONTEXT Urban planning practices in the United States have created physical and economic segregation through policy, planning, and infrastructural systems. For example, initiatives like the Federal- Aid Highway Act of 1956 (which provided funding for the construction and design of freeways and interstate highways) and urban renewal policies enabled by the Housing Act of 1949 (which provided cities with funding to modernize local neighborhoods) resulted in the intentional destruction of Black communities, the widespread displacement of residents, and the disruption and/or demolition of Black-owned homes and businesses. As designers and planners, it is essential to center and prioritize Black communities in our design decisions and planning processes. If we are better able to collaborate with community stakeholders, we can actively work toward a more equitable built environment and not perpetuate oppressive building practices. DATA & INSIGHTS As part of the world’s largest architecture firm, it is our responsibility to enact a model reparative planning and design process. What will it take to incorporate this new process systematically and authentically into our projects? Throughout our conversations, we identified 10 key findings and themes (see boxed text) to help us attain this goal: KEY FINDINGS Productive partnership is impossible without understanding past and existing power dynamics. Approach communities in a way that acknowledges the past and takes a collaborative approach to building a better future. Center the lived experience of community members and engage them as partners. Allocate and share resources appropriately—and generously. When working with community-based organizations, be respectful of a community’s time, resources, and capacity. Recognize the value of people’s time and compensate partners accordingly. Building a more equitable design process requires time, vulnerability, and accountability. In order to show up as meaningful partners, we need to examine our own practices and business models. Being honest about our role in shaping the built environment—and it's positive and negative impacts—can be uncomfortable. Commit to doing the work for however long the work takes. Listen, learn, and atone. The design field has a lot to atone for—past and present. Research the embedded social histories of each site. Listen to communities and their lived experience to learn how repair can happen. This is a challenging process—expect discomfort. “ People need to be restored just as much as buildings do. Let the community tell you how they can be healed from past harms.” AfroUrbanist & Equity Facilitator, Detroit, MI Build capacity and share resources. Community-based organizations may not have the resources and technical expertise that large firms have. Be patient and generous by sharing knowledge, tools, and materials to build up capacity when needed. This could include holding workshops locally and assisting with RFP processes and business development; sharing marketing resources such as graphic design and layout assistance for proposals; and/or providing the training and tools for communities to be involved in their own design research. “ What if we de-centered Gensler and was an AOR for an MBE firm— how can we build up someone who needs it?” Senior Designer, Chicago, IL “ Start by RFP writing together and co-create the project—formalized MOU agreements are huge — full transparency from beginning.” Senior Designer, Baltimore, MD Start early and lead with honesty. Clearly define the role of community and engagement in a project (informing versus influencing) and how decisions are being made. And start by bringing the community into the project as early as possible to align goals and priorities and draft proposals in partnership. Be honest with what is and isn’t possible—transparency and communication throughout the design process are key. 2 Gensler Research Institute | Models for Co-Creation and Partnership with the Black Community Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 22 Gensler | 23 f.OCNC Experience & Qualifications f.OCNC Experience & Qualifications Gensler Research Project: Aligning Practice with Climate Justice Gensler worked on a two-year research project focused on how we can bring climate justice into our projects by engaging community partners. We see drastic inequities in our cities in the form of homelessness, blight, poverty, crime, and more. Over the course of two years, Gensler’s research team explored climate justice, which overlays the built environment with the effects of climate change and social justice. Due to a long history of systemic racism and injustice, we see a direct link between climate change and the disproportionately negative impacts of climate change on communities of color. Many neighborhoods, originally designated by redlining policies “as undesirable, poorly maintained, and vandalized” have gone decades without public investment, leaving them more vulnerable to extreme weather events, heat waves, and other climate-related disasters. Through our research we realized there were many clear differences between the way predominantly Black neighborhoods are treated when compared to more affluent neighborhoods. We looked at the areas of focus of the Climate Action Plan: Energy Savings & Supply; Land Use; Transportation; Water Infrastructure; and Air Quality. This legacy of climate injustice is not likely to improve without strategic changes in the realms of policy and design. How do we address systemic inequities in our cities through the work we do? • By understanding how things are and how they got that way and recognizing that climate change is already exacerbating existing issues. • By understanding current efforts and the challenges they face and building on the knowledge and experience of others. • By becoming advocates and leaders in climate justice action through equitable policy, community engagement, collaborative partnerships, and the thoughtful integration of our knowledge with the design process. What is the role we might play in the design and construction process? We believe the best place to start is by establishing strong local partnerships with organizations currently working on issues of climate justice in our communities. For design professionals, community partnerships have the potential to develop into real projects and support real change for local neighborhoods. While every connection may not yield ground- breaking results, every connection is a valuable step in the right direction. With proper preparation and relationship building, future progress can flourish. Work where trust is established through relationships create greater impact. Finding that the typical design process does not consistently prioritize partnerships and climate justice evaluations, the framework shown here has been developed as a tool for design teams to discover what opportunities there may be to integrate equitable climate action into their projects. It provides both general waypoints and more specific areas of inquiry highlighting the importance of strong partnerships and early action. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 24 Gensler | 25 f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Orange County Greene Tract Master Plan Community Engagement Chapel Hill, NC Gensler is working with Orange County, the Town of Chapel Hill, and the Town of Carrboro providing Community Engagement Services for the Greene Tract Master Plan, a jointly owned 167 acre site adjacent to a historically black neighborhood and the landfill. The Greene Tract Master Plan is an opportunity to advance the voice of a marginalized community and deliver a vision of a community that has been crafted over forty years of discussion on this site. The historic Rogers Road community has local origins that date back as far as the 1700s, and in the 1960s, current residents began exploring, building relationships, and creating memories on the Greene Tract. When the Orange County Regional Landfill was placed adjacent to the neighborhood in 1972, residents were faced with adverse environmental and health impacts. They advocated for themselves for many years, seeking environmental justice and improvements to the area until the landfill was closed in 2013. They were promised recreational facilities, sewer line hook-ups, clean water, and improved infrastructure in exchange for the landfill’s negative effects but these promises by the County were never realized. This, along with planning efforts for the Greene Tract that stalled for several decades, led to significant distrust. This community engagement effort is the conduit for the Greene Tract Master Plan to deliver on the community’s vision and rebuild long term trust and accountability between residents and local institutions. Our team has provided monthly meetings with a Stakeholder Advisory Group, interactive workshops, interviews with adjacent property owners, monthly newsletters, and reports sharing the evolution of insights from engagement activities into Guiding Principles for the Master Plan team. A final report documenting the community engagement process will be delivered at the conclusion of the project. 167 acres Expected Completion October 2024 Services Provided Site Tour Community Engagement Equity Strategy Stakeholder Mapping Planning Research Monthly Focus Groups Online Survey Stakeholder Interviews Workshops Presentations Newsletters Promotional Banner Let’s plan for the future of our community, together. Register to attend by scanning the QR code or visiting https://bit.ly/ GreeneTract Spanish, Mandarin, Burmese, and Karen interpretation services will be provided. GREENE TRACT COMMUNITY WORKSHOPS LAUNCH WORKSHOP PLAN WORKSHOP CELEBRATION EVENT Sunday, April 14th 2:00 - 5:00 PM Sunday, June 9th 2:00 - 5:00 PM Sunday in September Date & time to be confirmed Morris Grove Elementary 215 Eubanks Rd Chapel Hill, NC 27516 Morris Grove Elementary 215 Eubanks Rd Chapel Hill, NC 27516 Location is being finalized and will be posted on the website. Check back soon! GREENE TRACT COMMUNITY WORKSHOP April 14 & June 9 Promotional Yard Sign Workshop Flyer, Spanish Translation Project Schedule & Engagement Road Map TALLER COMUNITARIO DE GREENE TRACT ++++ SU VOZ ES IMPORTANTE En colaboración con:Facilitado por: Escanee el código QR o visite https://bit.ly/GreeneTract para inscribirse en el taller y solicitar servicios de interpretación. Morris Grove Elementary 215 Eubanks Rd Chapel Hill, NC 27516 Domingo 22 de septiembre Las actividades comenzarán a las 2:00 p.m. ¿DÓNDE?¿CUÁNDO? Comprendiendo la visión compartida para nuestra comunidad 22 de septiembre Morris Grove Elementary School ¡ACOMPÁÑENOS! de 2:00 p.m. a 5:00 p.m. Una presentación y foro abierto para revisar, discutir y proporcionar retroalimentación para el informe del Plan Maestro de Greene Tract. El objetivo es revisar cómo las reacciones de la comunidad a la dirección inicial de Greene Tract se han incorporado al Plan Maestro Conceptual actualizado, y compartir los próximos pasos para el proyecto. Si está interesado en el desarrollo futuro de Greene Tract, ¡este taller es para usted! ¿DE QUÉ SE TRATA? ¿POR QUÉ? ¿PARA QUIÉN? Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 26 Gensler | 27 Eager Park Community Engagement & Design Baltimore, MD This multidisciplinary design project engages a diverse user group and serves the recreational and programmatic needs of local residents, nearby workers, students, and visitors. The park supports health, wellness, and environmental sustainability and also features East Baltimore’s unique character. 7 acres Completed 2017 Services Provided Community Engagement Social Impact Assessment Programming Architectural Design Park Design Awards 2018, NAIOP Maryland, Award of Excellence, Best Community Impact Project 2018, AIA Baltimore, Design Awards, Cultural / Institutional Category, Honor Award Gensler teamed with Mahan Rykiel Associates, Landscape Architects, to design a new seven- acre urban park as the centerpiece of an eighty- eight-acre urban development at the edge of the renowned Johns Hopkins Medical Campus. The park sits north of the new Marriott Residence Inn, which Gensler also designed, and connects visitors of the hotel to the community and neighborhood at large. The development is a partnership between private developer, nonprofits and government agencies that leverages proximity to Johns Hopkins as a strong driver for growth. The upfront design process for Eager Park presented an opportunity for Gensler to use some new and existing visioning tools. Exercises were developed over the course of three sessions in which different community groups, stakeholders, community advisors, and the public engaged with each other. The park consists of three main areas: The Grove is home to a children’s play area, community clubhouse, a health and wellness exercise circuit, and the farmers’ market. The history of East Baltimore and its residents is celebrated throughout The Grove with artistic displays and profiles of distinguished community members. The Lawn encompasses a 150 foot-wide field dedicated to a variety of outdoor activities and projects in the arts and sciences. The Performance Amphitheater is the main destination for outdoor performances, stage productions, and community gatherings. f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 28 Gensler | 29 Englewood Nature Trail Community Engagement & Master Plan Chicago, IL The Englewood Nature Trail presents a unique opportunity to create a neighborhood anchoring amenity for members of the Englewood community which will support economic growth and community revitalization. Gensler is working with the City of Chicago, Department of Planning and Development as well as the Department of Transportation to repurpose 1.75 miles of an abandoned railroad into a natural recreation trail in the Englewood neighborhood on the city’s South Side. Known as the Englewood Nature Trail, the recreational path will incorporate bike paths and a walking trail on the elevated rail embankment while preserving the natural landscape that has taken over the rail line since it was shuttered in the early 1970’s. The trail will serve as the spine to a larger plan that will serve as a catalyst for revitalization for the nation’s first Agro-Eco district, where Englewood will serve as a economic center for urban agriculture for both indoor and outdoor farming. This emerging, neighborhood based plan is focused on supporting racial equity and economic growth in a historically disadvantaged community. It 1.75 miles 230 acres Completed 2023 Services Provided Community Engagement Master Planning Architectural Design Urban Design will also provide employment opportunities to local residents and build upon the growing urban agricultural presence that has been in place for the last 10 years. Since Gensler began the planning process, the Englewood Nature Trail has secured more than $35 million in state and federal grants from the State of Illinois and the US Department of Transportation. In a series of community engagement sessions throughout 2022 and 2023, Gensler and the City of Chicago collaborated with members of the Englewood community to listen to their feedback and goals for the development of the trail. Top concerns were job creation, adaptive reuse of buildings and promoting active transportation and connections to transit, as well as improve safety and mobility. All have been incorporated into the plan and are in the process of being implemented. f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 30 Gensler | 31 Southwest Partnership Community Engagement & Master Plan Baltimore, MD Southwest Baltimore has been disinvested in for a long period of time: block-busting. red-lining, urban renewal, white flight, displacement. These seven neighborhoods have rallied together to change the narrative. They’re dreamers, but they’re extraordinarily driven. Gensler was hired to help connect dots, think beyond borders, and develop a master plan that tells a compelling story. 700 acres Completed 2014 Services Provided Visioning Master Planning Community Engagement Awards 2015 AIA Baltimore, Design Award, Honorable Mention The Gensler team held dozens of work sessions with subcommittee leaders to distill key issues, ideate around design solutions, and bolster findings with qualitative and quantitative data. Design synthesis and analysis was reported back to the stakeholder groups in several different formats. Each presentation allowed us to connect dots, pitch design concepts, and propel ideas forward. Public design workshops in tandem with smaller stakeholder meetings pulled neighborhoods, anchor institutions, future commercial tenants and potential investors together. 7 neighborhoods, infinite possibilities. Our process uncovered commonalities, revealed unique history and characteristics, and defined the inherent differences between the neighborhoods. f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Blur boundaries and stitch together. We challenged perceived and real boundaries, discovered potential connecting elements, then built upon neighborhood strengths by leveraging social capital. Big ideas. Research and engagement informed the development of 4 focal areas. These urban design interventions will shape the future of Southwest as a whole. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 32 Gensler | 33 f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Marbles Kids Museum Expansion Feasibility Study & Community Engagement Raleigh, NC Gensler worked with Marbles Kids Museum to provide strategy services to determine the demand, feasibility, and sustainability of opening spoke locations or programs in Wake County through meaningful community engagement and research. Completed 2023 Services Provided Community Engagement Feasibility Study The approach was to utilize an engaging and equity-driven process that honors and reflects the invaluable commitment Marbles demonstrates to the community as they extend their impact. Gensler gathered and analyzed several data points to understand Marbles Kids Museum’s operations, challenges, visitor perceptions, and vision for the future to support recommendations for the potential satellite experience(s). Throughout the discovery process, the team engaged with the internal Marbles team, visitors, and partners, in addition to analyzing the sites. Over the course of this study, Gensler visited and become aware of 11 potential locations for the Marbles satellite experience. Each of these sites was analyzed as it relates to Community Assets and our Site Urgency / Selection Framework. Using feedback from Marbles leadership and staff, five categories were developed to evaluate each potential satellite location. These evaluations are based on nearby demographics within a 15-minute drive of the proposed site. Based on the five site selection criteria categories, which were defined by staff and leadership in the early phases of the project, there is immense opportunity for several parts of Wake County to meet the needs for a Marbles satellite experience. In general, with the 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 developed a six-step process to help Marbles prepare for the expansion and bring the satellite experience to life in Wake County. 1. Outreach & Partnership Development – Connect with cities, program partners, and other stakeholders in high-need areas to understand potential partnership capacity and funding or resource alignment. 2. Business & Operational Due Diligence – Refine business plans and operational considerations for the four typologies to inform priorities, implementation needs, and staffing capacity. Explore service models that might support the different typologies / satellite formats. 3. Pilot – Explore Minimum Viable Product pilots that leverage existing resources to implement and test market need. For example, Pilot Outdoor Experiences using existing context at a low-investment location (e.g. community center, elementary school, etc.) Expand mobile programming to test new formats, locations, and audience potential. Build organizational capacity of Museum through training, testing, learning, and partnership engagement. 4. Fundraising / Capital Campaign / Design & Development – Select location & typology concept(s) to further conduct design due diligence. Depending on the typology, select design partners to begin developing initial planning and design concepts. Launch fundraising campaign to support expansion, leveraging collateral from the design process (after schematic design). Engage in site-specific community engagement and stakeholder /partnership development. 5. Implementation – Assumes typical building planning and development process for typologies that require a brick and mortar footprint. 6. Evaluate & Refine – Plan for a test and learn period that can support evaluation of impact against key objectives and evolution over time. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 34 Gensler | 35 f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Enoch Pratt Free Library System Real Estate Portfolio Strategy Baltimore, MD 21 library branches Completed 2022 Services Provided RE Portfolio Strategy Facilities Master Plan The Baltimore City, MD-based Enoch Pratt Free Library (EPFL) sought a future-focused, 10-year plan that made recommendations for how the 21-library branch system would accomplish its strategic priorities. Gensler, in collaboration with Margaret Sullivan Studio (MSS) and the Baltimore Neighborhood Indicators Alliance (BNIA), delivered a strategic master planning study that provided extensive analysis of real estate & facilities, programming & services, partnerships, and the ability of the library system to service the Baltimore City population. Since then, the master plan has empowered executive leadership with a clear, creative, data- informed perspective for how to effectively marshal the library system over the next decade. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 36 Gensler | 37 San Francisco Public Library System Strategic Plan & Engagement San Francisco, CA An equity-driven vision for the future of San Francisco’s thriving library system co-created with stakeholders and local community. Gensler was hired by the San Francisco Public Library system to align 21st century library services with community ambitions and institutional goals. Recognizing the ambitious and impactful goals for this effort, Gensler has partnered with national library leader, Margaret Sullivan Studios (MSS) for internal engagement; Contigo for community engagement; and CC&G for data research and surveying. Gensler’s approach to managing the SFPL strategic planning process is tailored around co-creating a collaborative environment which is agile and fluid. Each activity builds upon previous activities to create ideas and deepen an understanding of the core issues that will inform the SFPL Strategic Plan. Through this process, the Gensler team is currently generating a variety of integrated deliverables including data analytics to provide clear evidence of current need and future demand, to illustrate the areas of San Francisco experiencing the most extreme social and economic disparities, library facility analysis to understand current use and future opportunities, and community asset maps to illustrate gaps and strengths of San Francisco’s current social impact eco-system. 28 library branches Estimated Completion January 2024 Services Provided Strategic Planning Community Outreach & Engagement Data Analysis Urban Planning The Gensler team is providing planning strategies to position SFPL as a leader in equity-driven urban planning methodologies, prioritization diagrams and recommendations to launch a successful implementation strategy, partnering best practices and strategies to foster sustainable long-term partner successes, and clear guiding planning principles to create a shared decision-making structure when unexpected scenarios inevitably will arise. This strategic work is being conducted in six phases. The final strategic document will be delivered in December 2023. • Phase I: Launch: Planning, Current State Research & Analysis • Phase II: Discover: Information Gathering, Research & Analysis, and Community Outreach • Phase III: Sensemake: Identify Strategic Alignments • Phase IV: Iterate: Envision Future Community & Employee Experiences • Phase V: Refine: Create Strategic Roadmap & Toolkits • Phase VI: Document: Strategic Roadmap Feedback & Documentation f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications / -$)"*(($// /$)"Ҟ - #спстҞтф )- ) $. *0 '$ $ - -4Ҟ/- / "$ ' ))$)" )$/$ /$1 )- ) $. *0 '$ $ - -4Ҟ/- / "$ ' ))$)" )$/$ /$1 $ - -4*(($..$*)- . )/ /$*)Ҟ 0'4спстҞт *(($..$*)Ҟпцѵспѵст сч "Living with intention" # /2 '$ 1 ѵ*/%0./#*2 2 /- /*0-+ /-*).Ѷ 0/#*2 2 /- / #*/# -ѵ ѿWhat we Believeѿ *-(/# !*0) /$*)*) 2#$ #2 2*-&!*-/# *((0)$/4 ) *) 0 / *0-. 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'/#,0$/4 +/ѵ*! -'4#$' #** ' ))$)" +/ѵ +/ѵ*!#$' 0++*-/ -1$ . +/ѵ*!"$)" ) 0'/ -1$ .җҘ 0( )$"#/.*(($..$*) Mayor’s Office of Housing ) *((0)$/4 1 '*+( )/ )- ) $. *)$!$ #**' $./-$ / +/ѵ*!#$' - )Ѷ*0/# ) # $- ($'$ . $/4 ($)$./- /*- +/ѵ*! *( ' .. ) 0++*-/$1 *0.$)" -ѵ ) " -. -" )$5 *- + $ '+ - /$*).р - ) # ) " -. $)ҝҝ ) " -. *0/# -1$ . ''/ !!ҿр + $ '+ - /$*).с 0'/ -1$ . $- 0' /$*) -1$ . ''/ !!ҿс *))$ *'! 0- )$ Ţ+ 5 / 0 )" -$ *' ) - - . )* -4 ѵ *( 3Ҋ #$- - 055$ 0. ) '' ( .. *- /$)"ҿр ( .. *- /$)"ҿс ( .. *- /$)"ҿт ( .. *- /$)"ҿу ( .. *- /$)"ҿф / !! '0 .0-1 4 җ - #Ҋ 0) Ҙ *(+' / .ѷухп ''Ҋ/ !! 0-1 4 Ҋ (* 0. -*0+. - ) #$/ $.$/. ۙ спст ۙ 41$ 2 #$) /*2) 3 '.$*- *-/# # $..$*) -/ " $ #(*) ./ -) $/$*) $.$/ $*) '' 4 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 38 Gensler | 39 Baltimore Penn Station / Amtrak Community Engagement Baltimore, MD The public engagement strategy around Baltimore Penn Station’s redevelopment forms an inspiring foundation for how to best serve citizens in the midst of urban transformation. Baltimore Penn Station is more than just a gateway to the city. It is a connector for all sorts—from transitory visitors to longtime residents. A regional hub and a destination in itself, it is a mainstay for the local community. Redevelopment of such an iconic and locally impactful site requires a deep dive into public discourse to accurately pin down civic priorities and needs. With this in mind, Amtrak, Penn Station Partners, and Gensler are working in conjunction to lead a campaign of public engagement to explore a strategy around the station’s expanding operations. The team held three public meetings with attendees from all walks of life, representing a remarkably diverse range of intimately local and broadly regional interests that span the socioeconomic spectrum. Since communication styles are as diverse as perspectives, the meeting types are varied to incorporate as many voices as possible via town hall, open house, and roundtable discussions. With one meeting down and two to go, the roundtable discussion was a successful and profoundly educational event. With 230 attendees congregated at the University of Baltimore and broken up into ten-person tables, Cross Street Partners, Beatty Development, PSP, and Gensler were able to thoroughly engage with residents and interested parties. More than just a rail station; it is a transit hub for buses, taxi service, ridesharing, and a number of other growing and intersecting modalities that will continue to redefine how people get around Baltimore and the greater region. An exploration with this level of rigor and detail was necessary because of the wide range of options for the previously vacant parcels under development. Possibilities abound, from Class A office space to hotel options to retail, green public space, and student housing. In spite of the anticipated variety, the public meetings revealed that regardless of which options are chosen, the additional parcels would have to be developed with a particular character and identity that integrates the identity and character of the arts and cultural district it sits adjacent to. Above all else, it would have to be a people-focused locale: walkable, green, and culturally expressive. The Baltimore Penn Station public engagement story reminds us of what can happen when design is not disassociated from the communities it affects. It advocates for a more comprehensive process that goes beyond checking a box; we must resolve to make it more and providing pathways for the city to have its voice heard and build our future together. 5 acres Completed 2020 Services Provided Community Engagement Master Planning Urban Design Architectural Design Interior Architectural Design Signage & Wayfinding please use local artists from Baltimore City heavily represent Black artists leverage made in baltimore movement supply chain consideration PENN STATION SOUTH PLAZA | COMMUNITY MEETING #1 | 9 Community Engagement Engagement Approach Consider art exhibits and installations in both the public realm and in the interior of the station. Create multiple entrances and exits to the station that connect passengers to the community. Emphasize the station as a point of discovery for the city, taking advantage of the opportunity to be a point of civic pride and engage visitors and residents beyond the commuter population. Create intuitive and clear wayfinding that communicates walkable amenities and destinations in adjacent neighborhoods.Make pedestrian-friendly streetscape and plaza improvements that support walkability, activation and public transit access (i.e., playgrounds, fountains, gardens, ice skating rink, reflection areas, amphitheater). Create a public realm that supports active lifestyle uses such as fitness, yoga, playground, basketball court. 230+Meeting Attendees f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 40 Gensler | 41 City of Citrus Heights, Sunrise Tomorrow Community Engagement & Master Plan City of Citrus Heights, CA Gensler was tasked with setting development policy for the next twenty years for a suburban community outside of Sacramento through a specific planning process. The City of Citrus Heights desired to make their decision process on this project more inclusive and precise. As designers, this gave Gensler a role as facilitators – designing processes to bring people and resources together to arrive at the most preferred outcome for the future of the Sunrise Mall site. Impact • Increased buy-in and excitement for the project from community members, elected officials, and developers • Collected and analyzed thousands of data points to better understand community issues and preferred plan options and generate community- led evaluation criteria • Promoted alignment and shared values across stakeholder groups and made the process of design and development strategy more transparent, effective, and impactful for the City of Citrus Heights • Engaged with over 400 people in-person and more than 3,100 unique online users over 6 mo. engagement Highlights • Gensler-designed, facilitated brainstorming process used to create a compelling project brand (Sunrise Tomorrow) in collaboration with the City • Deep-dive conversations with 50+ project stakeholders including city residents, elected officials, and representatives from regional organizations • Gensler-designed, interactive and user-friendly co-creation experience with 300+ members of the community to help shape the specific plan vision early in the process • Periodic interactive discussions with mall ownership to share design progress and facilitate feedback • Virtual engagement platform with an “Idea Wall” and interactive mapping feature to reach a broader audience and respond to COVID-19 100 acres Completed 2021 Services Provided Community Engagement Stakeholder Engagement Master Planning Urban Design f.OCNC Experience & Qualificationsf.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 42 Gensler | 43 NCDURHAM Founded in 1993, Surface 678 is a landscape architecture fi rm dedicated to design excellence and the integration of natural systems and craft into our work. It is our belief that great public spaces allow both human culture and ecological health to thrive. Through meaningful inquiry and collaboration, our goal is to create iconic landscapes that refl ect and inspire communities, giving shape to a more sustainable and equitable future. Our ethos is wrapped in our name—Surface 678. Surface is where users perceive the design benefi ts expressed by our ideas. Surface becomes the visual and cultural expression of the landscapes’ beauty and function, serving the needs of the user, providing for social interaction, and refl ecting and enhancing the sites natural and built composition. 678 represents a horticultural zone map region we connect to a similar set of cultural and physical contextual complexities like people, temperature, rainfall, soils, climate, vegetation, and horticulture. To that end, Surface 678 is committed to creating iconic landscapes throughout the southeastern United States—focused upon horticultural zones 6, 7, and 8. Each of our designs begins with a generative idea that shapes the foundation of our concept and expresses itself throughout the design. Idea and expression create a sense of place and relevance in our work. It is our role as designer to orchestrate the functional and technical aspects of a project that respects their eff ectiveness, while holding true to the idea. The result is distinctive and sustainable landscapes that satisfy residents, attract visitors, enrich working lives, and encourage communities to take full advantage of their place. Along with design excellence, a major hallmark of our fi rm is our emphasis on collaboration and communication. We achieve successful design through open, honest, and positive design collaboration among all parties. The collective intelligence derived from this communication presents itself as a satisfying and meaningful combination of architecture, landscape, and community. FOUNDED IN-1993 -MARKET SECTORS Annual Service Community Colleges Continuing Care Senior Centers Corporate Cultural Developers Federal Innovation Districts K-12 Medical Municipal Recreation Residential Transportation University 30YEARS 31TEAM OF 13 REGISTERED LANDSCAPE ARCHITECTS LOCATED IN FIRM PRINCIPALS Swati Khimesra, PLA, RELi AP, LEED AP® Principal, President and CEO (919) 282-9144 skhimesra@surface678.com M. Eric Davis, PLA, FASLA, LEED AP® Principal, Vice President (919) 282-9122 edavis@surface678.com Walter R. Havener, PLA, FASLA, LEED AP® Principal, Director of Design (919) 282-9121 whavener@surface678.com Charles Bradley, PLA Principal & Partner (919) 282-9127 cbradley@surface678.com Robert Pratt, PLA, LEED AP® Principal & Partner (919) 282-9128 rpratt@surface678.com HUB CERTIFIED PHILOSOPHY & OVERVIEW 30 +LEED CERTIFIED PROJECTS 3 GREEN GLOBES CERTIFIED PROJECTS 100 +LOCAL, REGIONAL, & NATIONAL AWARDS5LEED AP®1 RELI AP f.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 44 Gensler | 45 f.OCNC Experience & Qualifications f.OCNC Experience & Qualifications ATLANTABELTLINE SOUTHSIDE CORRIDOR Linking the Eastside and Westside trails, the four-mile trail between University Avenue & Glenwood Avenue will create the longest contiguous pathway for the Beltline since the trails fi rst opened in 2008. Surface 678 is working with Kimley-Horn to create focal nodes along the corridor, placemaking and designing special views, vistas, experiences, and meeting places. The design aims to connect neighborhoods, create meaningful public spaces, and intentionally provides for the temporary and permanent display of public art. Atlanta, Georgia Site Design Ongoing Cost $65,000,000 TOWN OF CHAPEL HILL BOLIN CREEK GREENWAY PHASE III For Phase III of the Bolin Creek Greenway, the trail was designed using the existing MLK boulevard underpass and best available route. Greenway connections included spurs conjoining public facilities in dense, urban areas of Chapel Hill and a major park to the existing city greenway system. The final development of the trail introduced cultural nodes by local artists in key trail locations. Chapel Hill, North Carolina Site Design Completed 2020 Cost $2,500,000 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 46 Gensler | 47 f.OCNC Experience & Qualifications f.OCNC Experience & Qualifications TOWN OF WENDELL BUFFALO CREEK GREENWAY Surface 678 is leading the design and planning services for the Town of Wendell’s proposed Buffalo Creek Greenway and Phase I Implementation. Buffalo Creek Greenway’s short term goal will connect residential neighborhoods, Wake Tech Community College’s East Campus and 4.0 building, and Carver Elementary School along a 3.5 mile path. Long term, the greenway will extend and connect residents between downtown Wendell and Wake County’s Robertson Mill Pond Reserve. In total, the greenway segments to 18,480 linear feet. Wendell, North Carolina Site Design Ongoing FIRM PROFILE Firm Overview Palacio Collaborative is a minority-owned full-service construction cost management firm with 6 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 proactive collaboration. Palacio completed over 450 government projects nationwide including federal, judicial, and municipal facilities. Additionally, they estimated for over 130 parks + recreation projects nationwide including federal parks, local community spaces, and academic recreation facilities. Firm Highlights • Establishment: Founded in 2006, S-Corporation, DUNS #790798081 • Staff Resources: We have 22 employees (16 Cost Managers & 6 Operational Staff) located in 6 offices serving clients nationwide. • Expertise: Our diverse portfolio includes higher education, PK-12 education, science & technology, civic + cultural, corporate + commercial, healthcare, and several other markets. • Capabilities: Our services include preliminary budgeting/budget verification, conceptual cost modeling/estimating, design phase estimating, alternatives pricing, value engineering, sustainable design impact analysis, and contractor estimate review and reconciliation. • Minority Certifications: We currently hold multiple minority designations including in Georgia (DBE, MBE), North Carolina (DBE, MBE, NC HUB), Texas (DBE), and Virginia (SWaM). • Litigation: Palacio Collaborative has never had any claims made against us related to professional conduct or services. Firm Relevant Experience Key Differentiators • 130+ parks + recreation projects estimated nationwide • 35+ Orange County projects estimated • 45+ community parks project estimated • Explore recent parks & recreation projects on our website. • 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 • Walker Branch & Hoover Creek Greenway – Charlotte, NC Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 48 Gensler | 49 • McIntyre Creek Greenway - Charlotte, NC • Neuse River Park Master Plan (w/greenway) – Raleigh, NC Select Community Park Experience • Cape Fear River Park Master Plan Study – Fayetteville, NC • Lee County OT Sloan Park Aquatics Center Renovation & Addition – Sanford, NC • John Chavis Memorial Park Phase II Heritage Plaza & Aquatics Center – Raleigh, NC • Olsen Park Maintenance Facility – Wilmington, NC • Mecklenburg County Eastland Park (Buildings Only) – Charlotte, NC • Smith Community Park Phase II Master Plan – Greensboro, NC • Neuse River Park Master Plan – Raleigh, NC • 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, NC • 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 RiverLands 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 • McKoy Park - Decatur, GA • Cracker Williams Park - Savannah, GA • Winder Park - Winder, GA • Veterans Memorial Park Museum - Conyers, GA • Burnt Hickory Park - Dallas, GA • Matt Community Park Recreation Center – Cumming, GA • City of Oneonta Recreation Park Baseball Field Renovation - Oneonta, AL • City of Oneonta Recreation Park Soccer Park - Oneonta, AL • Matt Community Park Recreation Center – Cumming, GA • City of Warner Robins Memorial Park Recreation Center - Warner Robbins, GA • Best Friends Park Recreation Center Renovation - Norcross, GA f.OCNC Experience & Qualifications f.OCNC Experience & Qualifications Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 50 Gensler | 51 g.OCNC Capability & Capacity to Perform Project Current and Projected Workload Staff Member Current / Projected Workload Jessica Pearson Project Manager / Main POC • Black Voices Museum Community Engagement – 10% over next 4 months • Town of Wake Forest Change Management – 10% over next 12 months • Orange County Greene Tract Master Plan Community Engagement – 10% over next month • Town of Apex Environmental Center – 10% over next 4 months • Change Management Regional Support – 25% over next 4 months Elaine Asal Engagement Lead • Black Voices Museum Community Engagement – 10% over next 4 months • Town of Apex Environmental Center – 5% over next 4 months • 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 Mikayla Hernandez Communication Support • Black Voices Museum Community Engagement – 25% over next 4 months • Town of Wake Forest Change Management – 25% over next 12 months • Confidential Financial Services Change Management – 50% over next 6 months Cameron Barradale Urban Designer • Confidential Redevelopment project – 10% over next 6 months • Confidential Master Plan – 5% over next 6 months • Behavior Center – 5% over next 3 months • Building repositioning – 5% over next 6 months h.OCNC References Client References Company Name Contact Name Telephone Number & Email Orange County, North Carolina Perdita Holtz Deputy Director, Long Range Planning & Administration Division 919-245-2578 photlz@orangecountync.gov Town of Chapel Hill, North Carolina Judy Johnson Assistant Planning Director 919-969-5078 jjohnson@townofchapelhill.org Town of Carrboro, North Carolina Marty Roupe Director of Development Review 919-918-7333 mroupe@carrboronc.gov Town of Wake Forest, North Carolina Allison Snyder Assistant Town Manager 919-435-9412 asnyder@wakeforestnc.gov Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 52 Gensler | 53 i.OCNC Total Cost Total Cost Tasks Description Price Recommended Scope Task 1 Community Outreach & Public Engagement $10,000 $30,000 Task 2 Project Steering Committee & Reporting $9,000 $15,000 Task 3 GIS Mapping and Analysis $12,000 $22,000 Task 4 Priority Trail Corridors – Site Assessment $28,000 $28,000 Task 5 Orange County Trails Plan $19,000 $30,000 TOTAL -$78,000 $125,000 Scalable Community Engagement (Optional)$20,000 Note: Incorporating additional community engagement is included in the recommended scope column. 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 Addendum No 1 Addendum No 2 Addendum No 3 j.OCNC Acknowledgment of Receipt of Addenda *Note: Printing costs for community outreach not included and is estimated at $2,500 per workshop. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 54 Gensler | 55 l.OCNC Living Wage Form Section I: General Government and Administration 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 Policy Statement It is the policy of Orange County to ensure its employees, and all individuals who provide services for Orange County, are paid a living wage. Purpose To encourage all vendors and contractors to pay a living wage to all employees who perform work pursuant to a contract with Orange County. Applicability Applies to all Orange County contracts and purchases. Policy 10.1 Living Wage 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 living wage is as reflected in the adopted Orange County Budget and as that budget document is amended from time to time. To the extent possible, Orange County recommends that contractors and vendors seeking to do business with Orange County provide a living wage to their employees. 10.1.2 Prior to final execution of a contract with Orange County all contractors and vendors seeking to 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. This policy may be reviewed annually and updated as needed by the Manager’s Office Acknowledged Receipt by: ____________________________________________________ Company Name: ____________________________________________________________ Date: ___________________________________________________________________ October 5, 2024 Gensler Architecture Design & Planning, P.C. Chad Parker k.OCNC E-Verify Affidavit Form Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 56 Gensler | 57 k.OCNC E-Verify Affidavit Form Chapter 12 Civil Rights. Sections 12-23 –12-49 Reserved. AN ORDINANCE PROHIBITING DISCRIMINATION THROUGHOUT ORANGE COUNTY Sec.12-50.-Title. This Ordinance shall be known and may be cited as the Orange County Non-Discrimination Ordinance. Sec. 12-51.–Policy and Severability. (a)It is the policy of Orange County not to enter into a contract with any business, company, or 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 unlawful use of individual or personal characteristics regarding such vendor's,suppliers, commercial customers,employees,or owners in connection with a county contract or solicitation; provided that nothing in this non-discrimination policy shall prohibit or limit otherwise lawful efforts to remedy the effects of discrimination that has occurred or is occurring in the marketplace. 1.It is the policy of Orange County that every Orange County created contract and subcontract for goods or services shall contain a non-discrimination clause that prohibits discrimination as that term is defined herein. (b)It is further the policy of Orange County that discrimination has no place in Orange County, North 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, and transportation. (c)Should any provision of this Ordinance be found to be unconstitutional by a court of law such provision shall be severed from the remainder of the Ordinance and such action shall not affect the enforceability of the remaining provisions of the Ordinance. Sec.12-52.-Definitions. (a)Discrimination means any disadvantage,difference,or distinction in the solicitation,selection, hiring, service to,or treatment of a vendor,supplier,subcontractor,or customer on the basis of Protected Class status or on the basis of any otherwise unlawful use of personal or individual characteristics. (b)Housing and public accommodations have the same common meaning as those terms are defined in the Orange County Civil Rights Ordinance. (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. (d)Protected Class means age (as defined in the Orange County Civil Rights Ordinance), race, ethnicity, color, national origin, religion, creed, sex, sexual orientation, gender, gender identity, gender expression, marital status, familial status, source of income, disability, political affiliation, veteran status, disabled veteran status. (e)Public Accommodation has the same meaning as that term is defined in the Orange County Civil Rights Ordinance except that for purposes of this Ordinance Public Accommodation includes: 1.Transportation companies and transportation providers operating company-owned or privately- k.OCNC E-Verify Affidavit Form owned vehicles providing transportation to the general public;and 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 consecutive days, in exchange for a charge for the occupancy. Sec.12-53.-Contractor bid requirements. (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: The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1.In preparing its enclosed bid or proposal,the bidder or proposer has considered all bids and proposals submitted from qualified,potential subcontractors and suppliers,and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non- discrimination Ordinance. 2.Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that,if this certification is false,such false certification will constitute grounds for Orange C ounty to reject the bid or proposal submitted with this 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 or bid processes for up to two years. 3.As a condition of contracting with Orange County,the bidder or proposer agrees to promptly 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 subcontractors in connection with this 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 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 years after the expiration of the contract. 4.As part of its bid or proposal,the bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors,vendors,suppliers,or commercial customers,and a description of the status or resolution of that complaint,including any remedial action taken. 5.As a condition of submitting a bid or proposal to Orange County the bidder or proposer agrees to comply with the Orange County Non-discrimination Ordinance.Falsification of this certification shall constitute a violation of the Orange County Non-Discrimination Ordinance and shall be grounds for rejection of the bid or proposal or termination, without fault to Orange County, of a contract. 6.As a condition of submitting a bid or proposal to Orange County the bidder or proposer agrees that Orange County may consider the information submitted as part of this certification in its 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 rejection is based, in its entirety, on information contained in this certification. Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 58 Gensler | 59 k.OCNC E-Verify Affidavit Form Sec.12-54.-Prohibited acts. (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 personal characteristics. (b)It shall be unlawful for any person to make,print,circulate,post,mail 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 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 characteristics,or that any person's patronage of or presence at a place of public accommodation is objectionable,unwelcome,unacceptable,or undesirable on the basis of Protected Class status or on 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: 1.Perform or attempt to perform 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 perceived or actual Protected Class status or on the basis of any otherwise unlawful use of individual or personal characteristics. 2.Solicit, encourage, compensate, assist, or conspire with another to perform or attempt to perform 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 perceived or actual Protected Class status or on the basis of any otherwise unlawful use of individual or personal characteristics. (d)No person shall be found to have violated this Ordinance solely on the basis of the content of any speech or communication used by such person. Sec. 12-55. Exemptions. (a)All applicable exemptions found in Section 12-11 of the Orange County Civil Rights Ordinance related to housing shall apply to alleged violations of Section 12-54 of this Ordinance. Sec. 12-56.Investigation, Enforcement,and Remedy. (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. Any remedies available through said sections of the Orange County Civil Rights Ordinance shall be available hereunder. l.OCNC Non-Discrimination Certification Form ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1.In preparing its enclosed bid or proposal, the undersigned bidder or proposer has considered all bids and proposals submitted from qualified, potential subcontractors and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non-discrimination Ordinance. 2.Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the bid or proposal submitted with this 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 or bid processes for up to two years. 3.As a condition of contracting with Orange County, the undersigned bidder or proposer agrees to promptly 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 subcontractors in connection with this 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 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 years after the expiration of the contract. 4.As part of its bid or proposal, the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 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 ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1.In preparing its enclosed bid or proposal, the undersigned bidder or proposer has considered all bids and proposals submitted from qualified, potential subcontractors and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non-discrimination Ordinance. 2.Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the bid or proposal submitted with this 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 or bid processes for up to two years. 3.As a condition of contracting with Orange County, the undersigned bidder or proposer agrees to promptly 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 subcontractors in connection with this 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 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 years after the expiration of the contract. 4.As part of its bid or proposal, the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 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 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 of these cases are confidential. ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 1.In preparing its enclosed bid or proposal, the undersigned bidder or proposer has considered all bids and proposals submitted from qualified, potential subcontractors and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Orange County Non-discrimination Ordinance. 2.Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the bid or proposal submitted with this 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 or bid processes for up to two years. 3.As a condition of contracting with Orange County, the undersigned bidder or proposer agrees to promptly 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 subcontractors in connection with this 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 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 years after the expiration of the contract. 4.As part of its bid or proposal, the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers, or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 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 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 Gensler | 60 Gensler | 61 l.OCNC Non-Discrimination Certification 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 Orange County. 6.As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees that Orange County may consider the information submitted as part of this certification in its determination of the responsibility of the undersigned bidder or proposer. The undersigned bidder or proposer, as the case may be, waives the right to challenge the rejection of a bid or proposal when such rejection is based, in its entirety, on information submitted as part of this certification. The bidder or proposer certifies the undersigned has full authority to sign on its behalf. By:________________________________________ ___________________________________________ Printed Name and Title On behalf of _________________________________ ___________________________________________ Company or Corporate name Gensler Gensler Architecture, Design & Planning, P.C. Chad Parker, Principal Supplemental Vendor Information: HISTORICALLY UNDERUTILIZED BUSINESSES 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. Pursuant to G.S. 143B-1361(a), 143-48 and 143-128.4, the County invites and encourages participation in this procurement process by businesses owned by minorities, women, disabled, disabled business enterprises and non-profit work centers for the blind and severely disabled. This includes utilizing 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- 2330. The Vendor shall respond to question #1 and #2 below. 1) Is Vendor a Historically Underutilized Business? Yes No 2) Is Vendor Certified with North Carolina as a Historically Underutilized Business? Yes No If so, state HUB classification m.OCNC Supplemental Vendor Info: HUB Form X X N/A Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 613 Hillsborough Street Raleigh NC 27603 USA Tel 919. 239. 7828 Fax 919. 239. 7829 gensler.com Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7 AƩachment 2 ‐ Tasks and Deliverables Item CompleƟon Date (all dates 2025) Task 1 Community Outreach and Public Engagement (concurrent with Trails Master Plan Schedule) Kickoff meeƟng Late‐January Summary and synthesis of recent County outreach March 1 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 plan August Task 2 Project Steering CommiƩee & ReporƟng (4 Ɵmes throughout project) Agendas and presentaƟons for 3 meeƟngs with the steering commiƩee MeeƟng 1: February 5 MeeƟng 2: April 2 MeeƟng 3: June 4 PresentaƟon for 1 meeƟng with BOCC September 16 Task 3 GIS Mapping and Analysis (one month) GIS mapping product with prioriƟzed trails April 30 Develop a criteria for evaluaƟon of trail routes April 30 Task 4 Priority Trail Corridors – Site Assessment and Cost EsƟmate (three months) Site visits to potenƟal trail corridors March DocumentaƟon of site visits with photographs and wriƩen narraƟves of condiƟons March Assessment of Feasibility April Gensler Cost esƟmate limited to ROM April‐May IdenƟficaƟon of opportuniƟes and challenges May 31 Task 5 Orange County Trails Plan (three months) IniƟal recommendaƟon report reviewed with Steering CommiƩee June 4 DraŌ Trails Master Plan July 31 Report outlining implementaƟon August 31 AddiƟonal public engagement and alignment with BOCC feedback finalized into Final Plan September 30 Docusign Envelope ID: EA417244-1B08-4F71-884E-045B78625FB7