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HomeMy WebLinkAboutRFP - 7503 MISCELLANEOUS SUSTAINABILITY SERVICESADDENDUM No. 1 SPECIFICATIONS AND CONTRACT DOCUMENTS Description of BID 7503: Miscellaneous Sustainability Services OPENING DATE: 3:00 PM (Our Clock) May 3, 2013 To all prospective bidders under the specifications and contract documents described above, the following changes/additions are hereby made and detailed in the following sections of this addendum: Exhibit 1 – Questions & Answers Exhibit 2 – Triple Bottom Line Additional Information Please contact Ed Bonnette, CPPB, CPM, Buyer at (970) 416-2247 with any questions regarding this addendum. RECEIPT OF THIS ADDENDUM MUST BE ACKNOWLEDGED BY A WRITTEN STATEMENT ENCLOSED WITH THE BID/QUOTE STATING THAT THIS ADDENDUM HAS BEEN RECEIVED. Financial Services Purchasing Division 215 N. Mason St. 2nd Floor PO Box 580 Fort Collins, CO 80522 970.221.6775 970.221.6707 fcgov.com/purchasing EXHIBIT 1 – QUESTIONS & ANSWERS 1. Would the City foresee considering under any circumstances selecting consultants separately for any of the individual projects/tasks – such as the Climate Action Plan - if they felt that proposals submitted for the entire RFP package did not meet their needs, and/or would result in a more effective outcome for the City? Response: Yes, this is a possibility. 2. The RFP mentions the evolution of the City’s carbon accounting system since 2008. Are any significant changes (e.g. addition of new emission sources or changes in protocol) in the emissions inventory anticipated as part of the new CAP development or will this process use the current inventory as it is? Some of the potential areas of investigation for international best practices mentioned in the RFP imply an expansion of the inventory’s scope (e.g. food)? Response: The City will be evolving towards use of the ICLEI Community protocol. This has involved adding emissions associated with landfill operations, energy used in delivery of water used by the community, use of wastewater services, and removing (reporting for information purposes only) emissions from “Energy Embodied in Recyclable Materials that are currently landfilled”. It may be appropriate to add emissions from food; this has not been determined yet. Further additions to be considered include emissions from combustion of Utility-delivered fuels and use of refrigerants. The development of the goals and CAP may drive decisions on future inventory changes. In any case, the City will be responsible for the work to complete the inventory, perhaps in consultation with the consultant on content of inventory. 3. Will the City’s GHG accounting database system be expanded to support the forecast and analysis of opportunities/strategies or will this be done with another tool? Does the City have preferences for the tool used to conduct this analysis? Response: At this time, it is not likely the City’s GHG accounting database, GEMS, will be expanded to incorporate an emission forecast. Inclusion of mitigation strategies is under consideration. The City does not currently have a specific alternative tool (spreadsheet, program, etc.) that it will require the consultant to use. The City will make available to the consultant past approaches it has used for analyzing forecasts and mitigation strategies. 4. Emission forecasting for Fort Collins will be significantly impacted by existing programs aimed to reduce GHG emissions. Does the City anticipate that gathering or developing long-term forecasts for the performance of existing programs will be a necessary step in forecasting future GHG emissions? Response: Yes, the City agrees that it will be important to incorporate the benefit of future federal, state and local initiatives into the future forecast to generate a meaningful forecast. 5. Process-wise, the RFP indicates the intent to convene a “Sustainability Board of Advisors/Directors”. a. Will this group be engaged for the entire scope, including the CAP? Response: It is anticipated the Board of Advisors will be convened to provide input throughout the entire process. b. How many people does the City envision for this group? Will other stakeholders and citizens will be included on this group? Response: Currently, the Board of Advisors is envisioned as an internal group, made up of City of Fort Collins employees at mid to upper levels throughout the organization. It is not expected that this group will be expanded to include outside stakeholders. It is likely that four new technical teams consisting of staff and possibly, citizens, may need to be empaneled for each of the following parts: Gap Analysis and Social Sustainability Strategic Plan; CAP update; Sustainability Community Plan; and TBL Decision Tool. c. How much interface does the City envision between the consultant and this group? Will the consultant be responsible for facilitating this group’s activities or will the City? Response: City staff will facilitate the Board of Advisors. The consultant will be expected to attend meetings of the Board of Advisors as needed, provide advice to the City’s Project Manager’s on agenda topics, and provide written/verbal progress reports as needed. The degree of consultant involvement with the staff technical team will be determined in the final scope of services but could range from full scale facilitation of these teams to less coordination/facilitation of the teams but would still involve presenting information to the teams. d. What are the City’s expectations with respect to public engagement besides the Board? Response: It is expected in order to build the relationships and partnerships necessary to achieve progress in sustainability, the planning process will require extensive opportunity for collaboration and comment from residents; boards and commissions; school districts; Colorado State University; businesses; non-profit agencies; City staff; and direction from City Council. The City anticipates that the planning process will include an extensive communication and public engagement process such as a project website and social media, presentations, key public events such as workshops and public meetings, and meetings/presentations to City Council, City boards and commissions and other groups and organizations such as service clubs. The most focus will be on the preparation of the Gap Analysis and Social Sustainability Strategic Plan; CAP update; and Sustainability Community Plan. The development of the TBL Decision Tool will be mostly internal to the City organization and City Council. The City anticipates making a commitment of significant staff resources to communications and public engagement throughout the planning process. Proposers should include possible options to minimize costs that may alternatively be performed by the City that might otherwise be provided by the Proposer. 6. How does the City envision the CAP update integrating with development of the Sustainability Community Plan? Response: We envision the CAP update to be an important precursor to the completion of the Community Sustainability Plan. The CAP is one of the central plans under the environmental pillar of the Community Sustainability Plan, just as the existing Economic Health Strategic Plan is a key plan in the economic pillar and the to-be-developed Social Sustainability Strategic Plan will be a key plan in the social pillar. 7. Has the City conducted any additional testing of the TBL Decision Support Tool since some initial testing was completed with City staff in long-range planning? Response: No 8. Is the City currently applying TBLAM, and if so, in what specific applications and decisions? Response: Yes. The following is a list of many of the examples that we know City staff has used the TBLAM process and form for decision making.  Fort Collins Housing Authority: Site Selection for Supportive Housing Project  Oil and Gas Regulations  Foothills Mall Redevelopment  Transfort Bus Engine Platform Selection  Adoption of Low Impact Development Practices and Policies  Implementation of proposed “Detention Pond Landscape Standards and Guidelines”  Water Quality Best Management approaches for individual basins (9)  Higher Poudre River Floodplain Regulations  Acquisition of Gravel Pit for Water Resources  Recycling options for Electric Meter Disposal  ONE Planet Employee Incentive Program Rewards: Corporate Selection Considerations  Smart Phone Options  Corn Ethanol Use  Outsourced Internal Mail Delivery  Shifting Time of Day for Cleaning  Community Renewable Energy Planning  Shower Room Abatement  Purchase and Use of Carbon City GIS modeling tool  Disposal of Water Treatment Facility solids  Staffing needs evaluation 9. The City has a PDF and web-based version of its community scorecard with associated performance metrics. Has a separate set of complementary performance metrics been developed for Plan Fort Collins as was envisioned in the development of the TBL Decision Support Tool? If not, does the City plan to do so? Response: The City Plan performance monitoring effort initiated in 2011 was later merged with City of Fort Collins Community Performance Measurement Dashboard program that went live February, 2013. Information is available at: www.fcgov.com/performancemeasurement. 10. Does the city need an updated GHG community inventory conducted by the consultant, or is that done by staff? How often are GHG inventories conducted for the local government and the community and when was the last one done? Response: GHG inventories for the community and the municipal government are completed annually by staff. See http://www.fcgov.com/climateprotection/ for links to both the community and municipal “Quality Management Plans” for our GHG inventories. The 2011 inventories are complete and the 2012 inventories are nearly complete. 11. Does the city want the consultant to facilitate conversations around the updated CAP, or to develop the ideas for initiatives, or both? Response: We would like the consultant to assist in facilitating discussion of strategies for the updated CAP and to be familiar with carbon mitigation best practices. 12. How much writing of actual plans does the city expect to do versus have the consultant do? Response: Ideally, we want consultants to do the writing of actual plans. However, the City anticipates making a commitment of significant staff resources to this project throughout the planning process. Proposers should include possible options to minimize costs, including tasks including but not limited to writing, that may alternatively be performed by the City that might otherwise be provided by the Proposer. 13. Does the city have an ideal or model in mind for the various components? Has another local government addressed these issues in a way that you would like them addressed? Response: Seattle and Portland have been leaders on climate action planning. A text-light, easily accessible version of a CAP would be valuable. There are fewer local governments engaged in social sustainability planning; we are aware of the efforts of the City of Boulder CO, King County WA, and Burnaby BC. We are seeking consultants who are knowledgeable about best practices in other local government. 14. Can you email or provide a link to the sustainability decision tool described in the RFP? Response: We will make available the link to the tool. 15. Can you tell us is there is an incumbent organization for the city’s existing sustainability plans? Response: Sustainability Services 16. Is there a website where responses to all questions will be posted regarding this RFP and will there be a pre-bid meeting for prospective consulting teams? Response: There will not be a pre-proposal meeting. All questions will be consolidated and posted to the BuySpeed website as Addendum #1. 17. After reviewing the RFP, prospective members of our team really only have one question and that is whether a budget has been identified for the scope as outlined? Response: While we have a general estimate of a budget, the purpose of this RFP is to determine competitive and accurate expenses for the work described herein. 18. Budget – is there a target budget for the project? Specifically, for the social sustainability tasks? Response: See Question 17. 19. Sustainability Plan Charrette – I understand that the city conducted an internal Charrette to generate ideas for the community sustainability plan/approach. Is there any work product or summary of that effort that is available to review? Response: A written summary of the charrette exists. Since it has not been shared with the public or with City Council yet, it will be made available to the selected consulting team but not posted publically in advance. 20. Coordination within City – can you give us any sense of how the various city staff team members will be organized to address the multiple parts of this project? For example, the rfp identifies you as overall pm, but 4 other team members/leaders for the other component parts. We imagine that there will also be many other community and organizational stakeholders involved with different aspects of the process. How do you anticipate coordinating among the different parts of the process? Response: An internal Board of Advisors will be formed to oversee this process, made up of City of Fort Collins employees at mid to upper levels throughout the organization. It is not expected that this group will be expanded to include outside stakeholders. It is likely that four new technical teams consisting of staff and possibly, citizens, may need to be empaneled for each of the following parts: Gap Analysis and Social Sustainability Strategic Plan; CAP update; Sustainability Community Plan; and TBL Decision Tool. Staff anticipates working with the selected consultant to develop an overall project plan that layout out timelines for various aspects, and coordinates and optimizes the public input as much as possible. The public involvement plan should include a project website and social media, presentations, key public events such as workshops and public meetings, and meetings/presentations to City Council, City boards and commissions and other groups and organizations such as service clubs. Triple Bottom Line Decision Flow Chart LEVEL 2. Complete a TBLAM to analyze all perspectives of your decision, project or policy, following the 10 best practices while avoiding common pitfalls. LEVEL 3. Quantifiable + qualifiable key indicators fall out of the TBLAM. LEVEL 1. Develop a long-term sustainable perspective for your decision, project or policy. LEVEL 1. Commit to considering the decision, project or policy in a Triple Bottom Line (TBL) format. LEVEL 3. Prepare a benefit-cost analysis for quantifiable economic indicators and considerations. LEVEL 4. Prepare decision matrix. LEVEL 4. Prepare summary memorandum. LEVEL 4. Seek funding sources. LEVEL 5. Prepare final recommendations to present to decision-makers for approval. LEVEL 6. Final decision approved. If acceptable, go to Level 6 If not acceptable, fall back to Level 2 or 4 EXHIBIT 2 - TRIPLE BOTTOM LINE ADDITIONAL INFORMATION TRIPLE BOTTOM LINE EVALUATION TOOL This spreadsheet tool is intended to help evaluate the "Triple Bottom Line" economic, environmental, and human impacts of key policies and/or projects for Plan Fort Collins. This tool is intended to provide staff and decision makers with a disciplined methodology so that they can evaluate the benefits and tradeoffs of policies and projects using a broad systems perspective that incorporates not just one discipline or point of view, but rather multiple perspectives- economic, environmental, and human . This evaluation tool is designed to be complementary with other associated modeling efforts associated with Plan Fort Collins, such as the Cost Recovery Model and transportation modeling efforts. Outputs from those models can be integrated into this tool, along with a broader set of triple bottom line indicators, to further inform the benefits and tradeoffs of policy choices and projects. The following workbook contains a set of tool instructions, a dictionary of key metrics and definitions, and a template for your evaluation. CITY OF FORT COLLINS SUSTAINABILITY DECISION SUPPORT TOOL TOOL OVERVIEW This tool has been developed to support the Plan Fort Collins decision-making process by providing a disciplined, transparent, consistent, and organized way in which to evaluate principles, policies, and/or projects through the lens of sustainability and the "triple bottom line" - economic, human, and environmental considerations. It is intended to guide the evaluator in integrating outputs from individual Plan Fort Collins modeling efforts (e.g., transportation, cost recovery, etc.) with other available quantitative and qualitative information and considerations so that principles/policies/projects can be evaluated with a broad, systems perspective. This tool is not designed to make decisions, or to weight or prioritize outcomes. Rather, it is intended to provide staff, decision makers, and others with information on all aspects of the triple bottom line so that they can make informed decisions about principles/policies/projects. This tool complements the Fort Collins Utilities Triple Bottom Line Analysis Methodology (TBALM), which has been developed by staff from Utilities over a two-year process as a way to focus and guide triple bottom line evaluation using a "SLOT" (Strengths, Limitations, Opportunities, Threats) approach. It does so by providing a tool that is specific to the Plan Fort Collins process, including a set of sustainability metrics that build on past Plan Fort Collins efforts and have been developed specifically for this planning process and the evaluation of pertinent principles, policies, and projects. TOOL INSTRUCTIONS While evaluation of each principle/policy/project should be led by a Lead Evaluator, this tool is intended to foster cross-disciplinary collaboration among staff with expertise in various economic, human, and environmental topics. Here are the suggested steps for the use of the tool: 1. A Lead Evaluator should be identified for the key Plan Fort Collins principle, policy, and/or project to be evaluated with the tool. This tool has the flexibility to be used at any level; however, the more conceptual the level, the more effort will be required to establish "scenarios" to which metrics and evaluation can be applied. 2. Once the principle/policy/project has been identified, click on the Key Metrics and Definitions tab, where you will find a dictionary of sustainability metrics, including definitions, units of measure, and data sources. Identify those key metrics that pertain to your particular principle/policy/project. If you require assistance determining whether a particular metric applies to your principle/policy/project, each has been assigned a staff contact, or "Technical Lead" knowledgeable about that particular metric. This is intended to assist you in evaluating whether or not a metric is pertinent to your evaluation, and what data may be available for you to draw on. 3. Once you have identified the key metrics that pertain to your principle/policy/project, click on the "Evaluation" tab. You will find a blank template in which you can evaluate your topic. The top one-half of this spreadsheet is structured so you can fill in background information on your principle/policy/project as well as a summary of outcomes from your evaluation. Comments are provided to help guide you in filling out this section. 4. The bottom one-half of this spreadsheet is organized around the triple bottom line topics of Economic, Environmental, and Human. Within each section, you will find on the left column line-by line pull-down menus with a list of all of the metrics included in the dictionary. Under each triple bottom line topic, select the metrics that pertain to your principle/policy/project. 5. For each metric, you can select whether you have any quantitative information about the outcome of implementation of your principle/policy/project, or if your evaluation is qualitative in nature, or both. Quantitative results may be available from associated Plan Fort Collins modeling efforts (e.g., transportation, cost recovery, etc.), or from other related efforts. In some cases, the Lead Evaluator may be able to conduct an independent quantitative evaluation of the principle/policy/choice with data available from the City (e.g., estimates of energy use or savings). To do so, a Lead Evaluator may be required to develop reasonable and feasible but hypothetical scenarios to evaluate. All such scenarios should be clearly documented in the Assumptions section, and all data sources referenced. For this task, the Lead Evaluator should consult with an metric's Technical Lead for support in the evaluation effort. 6. In some cases, policy/project/choice specific quantitative data may not be available. There may, however, be other reports, studies, etc. that more generally quantify this relationship on a regional, national, state level, etc. Where such information is available, the Lead Evaluator may include this data in the spreadsheet but should clearly document data sources in the Comment section. 7. Recognizing that quantitative data may span a range based on scenarios developed or other factors, the spreadsheet gives the evaluator the option disclose a range in the data (high/low), and then to select what spectrum of that range is used in the evaluation. For example, a principle/policy/project may have a low and high impact on creating new businesses and jobs, but the Lead Evaluator can choose the low end of the range to be conservative in their evaluation. 8. Whether or not there is direct quantitative data available for a particular metric, the Lead Evaluator can also conclude there is a relationship between a principle/policy/project and a key metric that is qualitative in nature. In all cases, the Lead Evaluator should use any pertinent available information to substantiate their evaluation to the extent feasible (e.g., national studies, past reports, personal communications, etc.). 9. Finally, the spreadsheet contains an area where the evaluator should comment on "other considerations" associated with a principle/policy/project. Here, the Lead Evaluator should include other information for staff and decision makers, such as capacity, in-house expertise, management considerations, conflicting interest, degree of support, etc. Once complete, the final evaluation will be fed into an Output tool that will provide an easily readable, understandable output of the results. DICTIONARY OF METRICS Metric DEFINITION UNITS OF MEASURE WHERE METRIC IS CURRENTLY APPLIED Businesses and Jobs This metric measures the number of jobs created, retained, or lost as a result of a proposed (principle/policy/project). It includes both total and targeted industry employment. # of jobs City is already tracking in City Plan Monitoring Project Biennial metric Report. Resident Unemployment This metric measures the increase or decrease in resident unemployment as a result of a proposed (principle/policy/project). % unemployment City is tracking on Scorecard. Diversity of Sectors This metric measures the increase or decrease in the number of different business sectors represented in the City economy as a result of a proposed (principle/policy/project). # of different business sectors per SIC codes City is tracking on Scorecard. Jobs-Households Balance This metric measures the effect of a (principle/policy/project) on the ratio of jobs to households in the City. X: X ratio City is already tracking in City Plan Monitoring Project Biennial metric Report. Housing Affordability This metric measures the effect of a (principle/policy/project) on housing affordability, expressed as the median household income relative to the income needed to purchase a median-priced house. $ median income/income needed City is tracking on Scorecard; also in City Plan Monitoring Project Biennial metric Report. Costs and Savings This metric includes the costs or savings (capital and operations and maintenance costs) resulting from a principle/policy/project. Allocate between public and private sector in analysis if possible (who pays, who saves). $ costs or cost savings City is tracking on Scorecard. Capital and O&M costs for particular principles/policies/projects can be estimated on a case by case basis. Return on Investment Degree of financial return on investment (if any) resulting from a (principle/policy/project). Simple payback in years; ROI. ROI can be estimated for individual principle/policy/project on a case by case basis. Effect on Government Revenues Positive or negative effect of a (principle/policy/project) on incoming City revenues (taxes, fees, and charges collected). $ revenues City is tracking on Scorecard. Development in Activity Centers/Spine Positive or negative effect of a (principle/policy/project) on the number of new housing units and non-residential square footage in a designated activity center or spine area. # new units, square footage City Planning/GIS Analysis Regional Retail Sales to Convenience Retail Sales Using NAICS codes this metric compares traditional comparison shoppers goods (e.g. electronics, clothing) to essential goods (e.g. groceries, personal care products, liquor); the resulting ratio helps the City understand if it largely services a local consumer or a regional consumer. The metric will help evaluate whether a principle/policy/project increases or decreases this ratio. $ regional sales/local sales City's retail sales forecasting tool. Retail Sales Per Capita This metric measures the effect of a (principle/policy/project) on the amount of retail sales per capita. $ sales per capita City is tracking on Scorecard Land Absorption Fort Collins has been tracking this metric since the first City Plan. It measures how much vacant land remains in the growth management area and how many units and jobs could be built on these lands. This metric can be used to evaluate whether or not a key principle/policy/project increases or decreases the number of housing units or jobs per acre. # of housing units or jobs per acre City is already tracking in City Plan Monitoring Project Biennial metric Report. Carbon emissions Increase or decrease in equivalent tons of carbon dioxide (CO2e) as a result of the (principle/policy/project). metric tons CO2e City is tracking with Scorecard, through Climate Action Plan. Energy Consumption Million metric BTU (MMBtu) equivalent of fossil fuel-based energy consumed or saved as a result of the (principle/policy/project). MMBtu City is tracking with Scorecard, through Climate Action Plan. Water Quality (Poudre River) Increase or decrease in levels of select pollutants in the Poudre River as a result of the (principle/policy/project). ug/L, mg/L, 10ml : e coli, metals, nitrate/nitrite, phosphorus, etc. Poudre River water quality being monitored by Utilities, Poudre Monitoring Alliance below Shields Street. See Poudre River and urban creek water quality monitoring report. Water Use Per Capita Thousand gallons (kgals) per capita of water consumed or saved as a result of the (principle/policy/project). kgals/capita Utilities data; GRI. Air Quality/Mobile Emissions Increase or decrease in air quality/mobile emissions (ozone, PM, CO) as a result of the (principle/policy/project). PPM of criteria pollutants City is tracking through City Plan Monitoring Project Biennial metric Report, through Climate Action Plan. Wildlife Habitat Protected/Restored Increase or decrease in the number of acres of designated wildlife habitat resulting from the (principle/policy/project). acres City is tracking through Scorecard. Protected Open Space Increase or decrease in the number of acres of open space as a result of the (principle/policy/project). acres City is tracking through Scorecard, City Plan Monitoring Project Biennial metric Report. Vehicle Miles Traveled Increase or decrease in the number of vehicle miles traveled per capita as a result of a (principle/policy/project). vehicle miles traveled (modeled) City is tracking through City Plan Monitoring Project Biennial metric Report, through Climate Action Plan. Solid Waste Diversion Increase or decrease in the number of tons of solid waste diverted from landfill as a result of a (principle/policy/project). tons City is tracking through Scorecard. Public Safety Increase or decrease in: 1) percentage of residents that feel safe in their neighborhood during the day; 2) percentage that feel safe in their neighborhood during the night; 3) crime rate per thousand residents for property crime; and 4) crime rate per thousand residents for violent crime. (Other safety considerations include fire and flood hazards.) % respondents and/or rate/1,000 Scorecard Citizen Correspondence and Service Area Requests Increase or decrease in the number of citizen correspondence and service area requests as a result of a (principle/policy/project). # of correspondence and requests City Manager's Office Voting in Local Elections Increase or decrease in the percentage of registered voters who vote in local (April) elections as a result of a (principle/policy/project). % of registered voters Voting records. Walkability Score A land use and a transportation metric measured by the population living within walking distance of certain destinations. These destinations could include grocery stores, parks, schools and transit stops (e.g., the % of population living 1/4 mile from a grocery store). This metric measures the increase or decrease in the population living within this distance from the implementation of a (principle/policy/project). % population living within 0.25 mile of community facilities and essential services City planning/GIS analysis. Neighborhood Involvement Increase or decrease in the degree of neighborhood involvement, as tracked in the annual Citizen Survey, as a result of a (principle/policy/project). %, or # residents involved in neighborhood activities Annual citizen survey. Community Physical Activity Increase or decrease in the number of residents using City parks and recreation facilities as a result of a (principle/policy/project). # of residents participating in use of city facilities Steve Burner (Recreation) says data are available, they don't separate out resident and non-resident use, but he thinks at least 90% of users are Fort Collins residents. Data updated every year. Public Health Increase or decrease in mortality rates due as a result of a principle/policy/project. (Other options: obesity, infant mortality) # deaths per 100,000 (cancer, cardiovascular disease, etc.) CDPHE data, also can be accessed through Larimer County COMPASS web site. Only for Larimer County, does not go down to City level. No response from PVH. Local Food Production Increase or decrease in the value of products farmers sell locally. $ direct sales sold locally Data is from US Census. Need to check on how "local" is defined and how products are defined. Checked with Be Local and Larimer County- no other good metrics come to mind. Self Sufficient Households Increase or decrease in the number of families eligible (by income) for a housing subsidy through the Fort Collins Housing Authority as a result of a principle/policy/project- therefore the number of self-sufficient vs. non self-sufficient households. # of self sufficient households Project Self Sufficiency-Fort Collins Housing Authority Arts and Culture Activity Total non-profit arts and cultural audience expenditures annually. $ spent by audiences for City arts and culture events. Americans for the Arts: Arts & Economic Prosperity III: The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in the City of Fort Collins. (Updated every four years.) Housing Diversity The increase or decrease in the ratio of single family to multi- family housing as a result of a principle/policy/project- both citywide and in spine/activity centers. The City currently tracks a crude metric showing the ratio between single family and multi- family housing citywide. ratio of sf to mf City is tracking through Scorecard. Could other housing choices (ADUs, etc.) be tracked moving forward to follow housing demand/needs for the City's changing demographic? To make it stronger, consider location-specific splits (e.g., in neighborhood quadrants surrounding activity centers). Mobility/Travel Modes Increase or decrease/changes in mode splits (SOV travel, transit, biking/walking) as a result of a principle/policy/project. Percent mode splits. Data available from NFRMPO based on citizen surveys. Can be focused on just Fort Collins. PRINCIPLE/POLICY/PROJECT: TRIPLE BOTTOM LINE EVALUATION DATE XX/XX/2010 LEAD EVALUATOR BASELINE YEAR/SCENARIO PROJECTION YEAR/SCENARIO RELATED PRINCIPLES/POLICIES/PROJECTS ASSUMPTIONS (HOW DID I GET HERE?) SUMMARY OF TRIPLE BOTTOM LINE ANALYSIS (WHAT'S THE BOTTOM LINE OUTCOME?) METRIC QUANTITATIVE - Low Estimate QUANTITATIVE - High Estimate QUANTITATIVE - Selected Estimate QUALITATIVE FINDINGS EXPLANATION OF FINDINGS Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Emphasis on Infill and Redevelopment DESCRIPTION PRINCIPLE/POLICY/PROJECT Increase in Development in Targeted Redevelopment Areas and Activity Centers 2035 LIV 5.1 - 5.4 2010 Advance Planning ECONOMIC 15% of all new housing units through redevelopment 7% of all new jobs through redevelopment Increasing development in targeted redevelopment areas and activity centers would provide benefits to the economy, environment and social aspects of the community. Economically, infill and redevelopment projects cost more to developers and the community, but there could be cost savings thorugh the use of adequate existing infrastructure. Emphasis on redevelopment in the Midtown area may result in the retention of some regional retail as well. Environmentally, a greater number of households would be in closer proximity to important destinations and have the opportunity to travel by modes other than single occupant vehicles, with resulting reductions in air quality, carbon emissions, and other benefits. Socially, the benefits are less clear but there would be an increase in travel modes, walkability, and potentially more engagement in the community. DECISION SUPPORT TOOL OUTCOMES - RELEVANT QUALITATIVE AND QUANTITATIVE METRICS Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: ENVIRONMENTAL Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: HUMAN Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: OTHER CONSIDERATIONS (POLITICAL, TECHNICAL, STAFF RESOURCING, ETC.) Metric Qualitative Businesses and Jobs No change. Projection remains the same regardless of job allocation. However, a greater distribution of jobs will occur into the targeted redevelopment areas and activity centers, though net effect overall is is minor. Resident Unemployment No change. Diversity of Sectors Increases the supply of office and to a lesser extent retail in targeted areas Better assurance of retaining retail (esp. regional retail) in existing commercial areas such as Midtown. Less pressure for office/retail in employment areas as the market is absorbed in targeted areas. Overall diversity is the same. Jobs-Households Balance No change. Overall balance is the same because same job & household projection is used. Housing Affordability Infill/redevelopment projects to date have not necessarily been attainable due to higher project costs & market support. However, with a greater supply of these types of units there will be opportunities for lower priced units & for rent units. Costs and Savings Redevelopment & infill projects have higher costs than greenfield developments for both a developer (direct) and the City (indirect - if there are subsidies involved). A developer pays higher on-site costs including land, parking, site clearance, and greater building cost due to multi-story buildings. The costs for infrastructure can be lower depending if existing infrastructure needs to be replaced or not. The City (or other jurisdictions) may bear higher costs by providing subsidies in the form of "BOB" tax increases for infrastructure improvements or other indirect subsidies. Finally, O&M costs possibly less due to concentration vs. diffusion of infrastructure. Return on Investment Unknown. Effect on Government Revenues Possibly neutral, though increased development in Midtown & other commercial areas may increase capture of regional retail with resulting sales & use tax collections. Development in Activity Centers/Spine Development in these areas will increase according to the assumptions. Regional Retail Sales to Convenience Retail Sales Increases ability to compete for regional retail especially in Midtown. Retail Sales Per Capita If regional retail remains stable or increases, then sales per capita will remain the same or increase the ratio. Land Absorption The number of years until build-out will increase primarily for housing and to a lesser extent for jobs. Staff estimates an additional 2-4 years for housing and 1-2 years for jobs. Carbon emissions Overall, CO2 should decrease due to concentration of housing & jobs due to: 1) more alt. transp use; 2) shorter trips; 3) more energy efficient buildings per s.f. (efficiencies of scale). Energy Consumption Less energy consumption overall (see carbon emissions above). Water Quality (Poudre River) Possibly slighter greater impact due to the proximity of some infill/redevelopment projects near the Poudre River. Water Use Per Capita Lower water use due to less turf & landscaping per unit. Air Quality/Mobile Emissions Create local air quality hot spots but overall reduction in air quality emissions (see explanation under carbon emissions). Wildlife Habitat Protected/Restored Little change because Land Use Code provides protection for wildlife habitats. Could be slightly less pressure for development in habitat areas as infill areas assumed to absorb additional housing and jobs demand and those areas typically do not have any remaining habitat value. Protected Open Space Potentially greater protection due to accomodation of development in infill areas away from community fringes. Vehicle Miles Traveled Slight decrease in VMT due to higher levels of non-SOV use. Solid Waste Diversion Unknown. However, more potential for solid waste diversion due to efficiencies of scale (more concentration of housing). Public Safety Unknown. Depends on maintenance and design of infill spaces. Citizen Correspondence and Service Area Requests Unknown. Voting in Local Elections Unknown. Potentially, people in infill areas could feel more engaged in the community due to reliance and use of existing infrastructure and closer proximity of other residents and services/destinations. Walkability Score Higher walkability score due to close proximity of more residents to shopping, jobs and other destinations. Neighborhood Involvement Unknown. Potentially, people in infill areas could feel more engaged in the community due to reliance and use of existing infrastructure and closer proximity of other residents and services/destinations. Community Physical Activity Studies show a relationship between community design and physical activity, with more comfortable pedestrian environments equated with higher levels of walking. Therefore, increasing the number of residents that have the opportunity to walk to major destinations could provide higher levels of physical activity. Public Health See Physical Activity above. Local Food Production Unknown. Could be fewer private garden space but more demand for public gardens due to smaller lots and more multi-family housing. Self Sufficient Households Unknown. See Housing Opportunity metric. Arts and Culture Activity Unknown. Potentially, the demand for arts and culture could increase due to greater access and closer proximity of households to cultural activities and venues. Housing Diversity Ratio of multi-family to single family would increase under the assumptions. Mobility/Travel Modes Plan would result in a greater use of non-SOV travel modes for reasons stated in other qualitative metric responses. TRIPLE BOTTOM LINE DECISION SUPPORT TOOL This decision support tool is intended to help evaluate the "Triple Bottom Line" economic, environmental, and human impacts of key policies, strategies, and/or projects specifically associated with Plan Fort Collins. This tool is intended to provide staff and decision makers with a disciplined methodology so that they can evaluate the benefits and tradeoffs of policies, strateges, and/or projects using a broad systems perspective that incorporates not just one discipline or point of view, but rather multiple perspectives- economic, environmental, and human . This decision support tool is designed to be complementary with modeling efforts associated with Plan Fort Collins, such as the Cost Recovery Model and transportation modeling efforts as well as other applicable models. Outputs from those models can be integrated into this tool, along with a broader set of triple bottom line indicators included in the tool's list of key indicators and definitions, to further inform the benefits and tradeoffs of policy choices, strategies, and/or projects. The following workbook contains a set of tool instructions, a dictionary of key indicators and definitions, and a template for your evaluation. CITY OF FORT COLLINS TRIPLE BOTTOM LINE DECISION SUPPORT TOOL TOOL OVERVIEW This tool was developed specifically to support Plan Fort Collins by providing a disciplined, transparent, consistent, and organized way in which to evaluate policies, strategies, and/or projects associated with Plan Fort Collins through the lens of sustainability and the "triple bottom line" - economic, human, and environmental considerations. It is intended to guide the evaluator in integrating outputs from individual Plan Fort Collins modeling efforts (e.g., transportation, cost recovery, etc.) with other available quantitative and qualitative information and considerations so that policies, strategies, and/or projects can be evaluated with a broad systems perspective. This tool is not designed to make decisions, or to weight or prioritize outcomes. Rather, it is intended to provide staff, decision makers, and others with information on all aspects of the triple bottom line so that they can make informed decisions. This tool complements the Fort Collins Utilities Triple Bottom Line Analysis Map (TBLAM), which has been developed by staff from Utilities over a two- year process as a way to focus and guide triple bottom line evaluation using a "SLOT" (Strengths, Limitations, Opportunities, Threats) approach. It does so by providing a tool that is specific to policies, strategies, and/or projects associated with Plan Fort Collins, including a set of sustainability performance indicators that have been tailored with staff and community input to the Plan Fort Collins planning and performance monitoring process. TOOL INSTRUCTIONS While evaluation of each policy/strategy/project should be led by a Lead Evaluator, this tool is intended to foster cross-disciplinary collaboration among staff with expertise in various economic, human, and environmental topics. Here are the suggested steps for the use of the tool: 1. A Lead Evaluator should be identified for the key policy, strategy, and/or project to be evaluated with the tool. This tool has the flexibility to be used at any level; however, the more conceptual the level, the more effort will be required to establish "scenarios" to which indicators and the overall evaluation can be applied. 2. Once the policy/strategy/project has been identified, click on the Key Indicators and Definitions tab, where you will find a dictionary of sustainability indicators including definitions, units of measure, and data sources. Identify those key indicators that pertain to your particular policy/strategy/project. If you require assistance determining whether a particular indicator applies to your policy/strategy/project, each has been assigned a staff contact, or "Technical Lead" knowledgeable about that particular indicator. Contact this Techncal Lead person to discuss and collaborate on the applicability of the indicator to your evaluation. This is intended to assist you in evaluating whether or not a indicator is pertinent to your evaluation, and what data may be available for you to draw on. In addition, the dictionary allows for other key optional indicators to be added for a specific subject or situation; a transportation project, for example. 3. Use the "Indicator Checklist" tab to record whether or not you are evaluating a particular indicator. Answer "yes" or "no" for each indicator and use the comments space to record any comments on your decision. This step is intended to ensure you consider the full range of topics and indicators relevant to your evaulation. The rationale for including additional optional indicators can also be provided here. 4. Once you have identified the key indicators that pertain to your policy/strategy/project, click on the "Evaluation" tab. You will find a blank template in which you will evaluate your topic. The top one-half of this template is structured so you can fill in background information on your policy/strategy/project. Comments are provided to help guide you in filling out this section. 5. The bottom one-half of this template is organized around the triple bottom line topics of Economic, Environmental, and Human. Within each section, you will find in the left column line-by line pull-down menus with a list of all of the indicators included in the dictionary. Under each triple bottom line topic, select the indicators that pertain to your policy/strategy/project. Note that any indicator can be selected for any triple bottom line category to avoid "stovepiping" of indicators. 6. For each indicator, you can select whether you have any quantitative information about the outcome of implementation of your policy/strategy/project, or if your evaluation is qualitative in nature, or both. Quantitative results may be available from associated Plan Fort Collins modeling efforts (e.g., transportation, cost recovery, etc.), or from other related efforts. In some cases, the Lead Evaluator may be able to conduct an independent quantitative evaluation of the policy/strategy/project with data available from the City (e.g., estimates of energy use or savings). To do so, a Lead Evaluator may be required to develop reasonable and feasible but hypothetical scenarios to evaluate. All such scenarios should be clearly documented in the Assumptions section, and all data sources referenced. For this task, the Lead Evaluator should consult with an indicator's Technical Lead for support in the evaluation effort. 7. In some cases, policy/strategy/project-specific quantitative data may not be available. There may, however, be other reports, studies, etc. that more generally quantify this relationship on a regional, national, state, or other level. Where such information is available, the Lead Evaluator may include this data in the spreadsheet but should clearly document data sources in the Comment section. 8. Recognizing that quantitative data may span a range based on scenarios developed or other factors, the template gives the evaluator the option disclose a range in the data (high/low), and then to select what spectrum of that range is used in the evaluation. For example, a policy/strategy/project may have a low and high end estimate of the impact on creating new businesses and jobs, but the Lead Evaluator can choose the low end estimate to be conservative in their evaluation. 9. Whether or not there is direct quantitative data available for a particular indicator, the Lead Evaluator can also conclude there is a relationship between a policy/strategy/project and a key indicator that is qualitative in nature. For example, the Lead Evaluator may conclude that a strategy will lead to greater neighborhood involvement, but there is no straightforward way to quantify the outcome. In all cases, the Lead Evaluator should use any pertinent available information to substantiate their evaluation to the extent feasible (e.g., national studies, past reports, prior project experience, personal communications, etc.). Substantiation of an outcome is always preferred over just professional judgment or a "gut feeling." 10. Use the "Summary of Triple Bottom Line Evaluation" at the bottom of the template to provide a concise, short paragraph summary of the outcome of your evaluation. 11. Finally, the tempate contains an area where the evaluator should comment on "other considerations" associated with a principle/policy/strategy/project. Here, the Lead Evaluator can include other helpful considerations for staff and decision makers, such as comments on staff capacity, in-house expertise, management considerations, conflicting interests, degree of community support, etc. Once complete, the final evaluation will be fed into an Output tool that will provide an easily readable, understandable output of the results. NOTE: Please keep the following best practices in mind as you conduct your evaluation: 1. This Triple Bottom Line tool is meant to evaluate the potential outcome of a decision before a decision is made, not to substantiate a decision that has already been made. 2. This tool is meant to identify both positive and negative outcomes from a proposed policy, strategy, or project. Avoid skewing your evaluation just to focus on beneficial outcomes and/or "greenwashing" by focusing just on environmental outcomes. 3. Avoid conducting your evaluation without outside collaboration. Beyond consulting Technical Leads for each indicator, this tool is intended to foster collaboration and should be used in a collaborative way with other staff and across departments. 4. You do not need to have an equal number of indicators in each category: economic, environmental, human. Instead, focus on selecting the indicators that pertain to your project, strategy, or project regardless of their category and "let the chips fall where they may" in your evaluation. DICTIONARY OF INDICATORS INDICATOR DEFINITION Plan Fort Collins Performance Indicator? (Y/N) UNITS OF MEASURE WHERE INDICATOR IS CURRENTLY APPLIED Businesses and Jobs This indicator measures the number of jobs created, retained, or lost as a result of a proposed (policy/strategy/project). It includes both total and targeted industry employment. Y # of jobs City is already tracking in City Plan Monitoring Project Biennial indicator Report. Diversity of Sectors This indicator measures the increase or decrease in the number of different business sectors represented in the City economy as a result of a proposed (policy/strategy/project). Y # of different business sectors per SIC codes (or % change in jobs in targeted industries/clusters) City is tracking on Scorecard. Regional Retail Sales to Convenience Retail Sales Using NAICS codes this indicator compares traditional comparison shoppers goods (e.g. electronics, clothing) to essential goods (e.g. groceries, personal care products, liquor); the resulting ratio helps the City understand if it largely services a local consumer or a regional consumer. The indicator helps evaluate whether a policy/strategy/project increases or decreases this ratio. Y $ regional sales/local sales City's retail sales forecasting tool. Jobs-Labor Force Ratio This indicator measures the effect of a (policy/strategy/project) on the ratio of jobs to the labor force in the City. Y X:X ratio (BLS, ACS) City is already tracking in City Plan Monitoring Project Biennial Indicator Report. Housing Opportunity This indicator measures the effect of a (policy/strategy/project) on housing affordability, expressed as the median household income relative to the income needed to purchase a median-priced house. Y $ median income/median sales price City is tracking on Scorecard; also in City Plan Monitoring Project Biennial indicator Report. Costs and Savings This indicator includes the costs or savings (capital and operations and maintenance costs) resulting from a policy/strategy/project. Allocate between public and private sector in analysis if possible (who pays, who saves). Y (although this is more specific than citywide performance indicator) $ costs or cost savings City is tracking on Scorecard. Capital and O&M costs for particular principles/policies/projects can be estimated on a case by case basis. Return on Investment Degree of financial return on investment (if any) resulting from a (policy/strategy/project). N Land Absorption Increase or decrease in the development capacity of the growth management area being evaluated as a result of a policy/strategy/project. N buildout year City is already tracking in City Plan Monitoring Project Biennial indicator Report. (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) Carbon emissions Increase or decrease in equivalent tons of carbon dioxide (CO2e) as a result of the (policy/strategy/project). Y indicator tons CO2e City is tracking with Scorecard, through Climate Action Plan. Energy Consumption Million indicator BTU (MMBtu) equivalent of fossil fuel-based energy consumed or saved as a result of the (policy/strategy/project). Y MMBtu City is tracking with Scorecard, through Climate Action Plan. Water Quality Increase or decrease in levels of select pollutants in receiving waters (such as the Poudre River) as a result of the (policy/strategy/project). N ug/L, mg/L, 10ml : e coli, metals, nitrate/nitrite, phosphorus, etc. Poudre River water quality being monitored by Utilities, Poudre Monitoring Alliance below Shields Street. See Poudre River and urban creek water quality monitoring report. Water Use Per Capita Thousand gallons (kgals) per capita of water consumed or saved as a result of the (policy/strategy/project). Y kgals/capita Utilities data; GRI. Air Quality/Mobile Emissions Increase or decrease in air quality/mobile emissions (ozone, PM, CO) as a result of the (policy/strategy/project). N PPM of criteria pollutants City is tracking through City Plan Monitoring Project Biennial indicator Report, through Climate Action Plan. Wildlife Habitat Protected/Restored Increase or decrease in the number of acres of designated wildlife habitat resulting from the (policy/strategy/project). Y acres City is tracking through Scorecard. Protected Open Space Increase or decrease in the number of acres of open space as a result of the (policy/strategy/project). N acres City is tracking through Scorecard, City Plan Monitoring Project Biennial indicator Report. Vehicle Miles Traveled Increase or decrease in the number of vehicle miles traveled per capita as a result of a (principle/policy/project). Y vehicle miles traveled (modeled) City is tracking through City Plan Monitoring Project Biennial indicator Report, through Climate Action Plan. Solid Waste Diversion Increase or decrease in the number of tons of solid waste diverted from landfill as a result of a (policy/strategy/project). N tons City is tracking through Scorecard. (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) Perception of Safety Increase or decrease in the number of residents who feel safe in their own neighborhood as a result of a (policy/strategy/project). Y % respondents and/or rate/1,000 Citizen survey. Voting in Local Elections Increase or decrease in the percentage of registered voters who vote in local (April) elections as a result of a (policy/strategy/project). % of registered voters Voting records. Crime Rate Increase or decrease in property or violent crime as a result of a (policy/strategy/project). Y Crime rate per 1,000 residents Police department records. Activity Center Accessibility Increase or decrease in the number of people that are within walking and biking distance of an activity center or have access to transit in an activity center as the result of a (policy/strategy/project). Y Absolute number of people. City planning/GIS analysis. Community Involvement Increase or decrease in volunteer rate and volunteer hours per resident (United Way) as a result of a policy/strategy/project). Y % rate per citywide population, hours per capita United Way data. City Wellbeing Increase or decrease in overall City wellbeing as a result of a (policy/strategy/project). Y unit of measure? Annual Gallup survey. Community Physical Activity Increase or decrease in the number of residents using City parks and recreation facilities as a result of a (policy/strategy/project). N # of residents participating in use of city facilities Steve Budner (Recreation) says data are available, they don't separate out resident and non-resident use, but he thinks at least 90% of users are Fort Collins residents. Data updated every year. Public Health Increase or decrease in mortality rates due as a result of a (policy/strategy/project). N # deaths per 100,000 (cancer, cardiovascular disease, etc.) CDPHE data, also can be accessed through Larimer County COMPASS web site. Only for Larimer County, does not go down to City level. No response from PVH. Local Food Production Increase or decrease in the value of products farmers sell locally as a result of a (policy/strategy/project). N $ direct sales sold locally Data is from US Census. Need to check on how "local" is defined and how products are defined. Checked with Be Local and Larimer County- no other good indicators come to mind. Self Sufficient Households Increase or decrease in the number of families eligible (by income) for a housing subsidy through the Fort Collins Housing Authority as a result of a (policy/strategy/project)- therefore the number of self-sufficient vs. non self-sufficient households. N # of self sufficient households Project Self Sufficiency-Fort Collins Housing Authority Arts and Culture Activity Increase or decrease in non-profit arts and cultural audience expenditures by audiences annually as a result of a (policy/strategy/project). N $ spent by audiences for City arts and culture events. Americans for the Arts: Arts & Economic Prosperity III: The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in the City of Fort Collins. Housing Diversity The increase or decrease in the ratio of single-family to multi- family housing as a result of a (policy/strategy/project)- both citywide and in spine/activity centers. The City currently tracks a crude indicator showing the ratio between single family and multi- family housing citywide. N ratio of single-family to multi- family units City is tracking through Scorecard. Could other housing choices (ADUs, etc.) be tracked moving forward to follow housing demand/needs for the City's changing demographic? To make it stronger, consider location-specific splits (e.g., in neighborhood quadrants surrounding activity centers). Mobility/Travel Modes Increase or decrease/changes in mode splits (SOV travel, transit, biking/walking) as a result of a (policy/strategy/project). N percent mode splits Data available from NFRMPO based on citizen surveys. Can be focused on just Fort Collins. (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) (Optional additional indicator) INDICATOR Included in Analysis? (YES/NO) Comments/Rationale for Inclusion/Exclusion Businesses and Jobs Diversity of Sectors Jobs-Labor Force Ratio Housing Opportunity Costs and Savings Return on Investment Effect on Government Revenues Development in Activity Centers/Spine Regional Retail Sales to Convenience Retail Sales Retail Sales Per Capita Land Absorption (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) Carbon emissions Energy Consumption Water Quality Water Use Per Capita Air Quality/Mobile Emissions Wildlife Habitat Protected/Restored Protected Open Space Vehicle Miles Traveled Solid Waste Diversion (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) Public Safety Voting in Local Elections Walkability Score Neighborhood Involvement Community Physical Activity Public Health Local Food Production Self Sufficient Households Arts and Culture Activity Housing Diversity Mobility/Travel Modes (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) (Optional Indicator) POLICY/STRATEGY/PROJECT: TRIPLE BOTTOM LINE EVALUATION DATE XX/XX/2011 LEAD EVALUATOR BASELINE YEAR/SCENARIO PROJECTION YEAR/SCENARIO RELATED PLANS/POLICIES/PROJECTS ASSUMPTIONS (HOW DID I GET HERE?) METRIC QUANTITATIVE - Low Estimate QUANTITATIVE - High Estimate QUANTITATIVE - Selected Estimate QUALITATIVE FINDINGS EXPLANATION OF FINDINGS Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: ECONOMIC DECISION SUPPORT TOOL OUTCOMES - RELEVANT QUALITATIVE AND QUANTITATIVE METRICS DESCRIPTION OF POLICY/STRATEGY/PROJECT Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: ENVIRONMENTAL Energy Consumption Quantitative: Qualitative: Carbon emissions Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: HUMAN Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: Quantitative: Qualitative: SUMMARY OF TRIPLE BOTTOM LINE EVALUATION (WHAT'S THE BOTTOM LINE OUTCOME?) OTHER CONSIDERATIONS (POLITICAL, TECHNICAL, STAFF RESOURCING, ETC.) RFP 7503 Miscellaneous Sustainability Services Page 1 of 22 REQUEST FOR PROPOSAL 7503 MISCELLANEOUS SUSTAINABILITY SERVICES The City of Fort Collins is requesting proposals from qualified firms to submit one consolidated proposal to provide miscellaneous sustainability services as described in this Request for Proposal. Proposals submission via email is preferred. Proposals shall be submitted n Microsoft Word or PDF format and e-mailed to: purchasing@fcgov.com. If electing to submit hard copy proposals instead, five (5) copies, will be received at the City of Fort Collins' Purchasing Division, 215 North Mason St., 2nd floor, Fort Collins, Colorado 80524. Proposals will be received before 3:00 p.m. (our clock), May 3, 2013 and referenced as Proposal No. 7503. If delivered, they are to be sent to 215 North Mason Street, 2nd Floor, Fort Collins, Colorado 80524. If mailed, the address is P.O. Box 580, Fort Collins, 80522-0580. The City encourages all disadvantaged business enterprises to submit proposals in response to all requests for proposals and will not be discriminated against on the grounds of race, color, national origin for all proposals for negotiated agreements. Questions concerning the scope of the RFP should be directed to Project Managers, Joe Frank (overall project management; gap analysis; social sustainability strategic plan; and sustainability community plan) at 970-221-6752 or jfrank@fcgov.com; Lucinda Smith (Climate Action Plan update) at 970-224-6085 or lsmith@fcgov.com; and Bonnie Pierce (Sustainability Decision Tool) at 970-416-2648 or bpierce@fcgov.com. Questions regarding bid submittal or process should be directed to Ed Bonnette, CPPB, CPM, Buyer, at (970) 416-2247 or ebonnette@fcgov.com. Questions must be submitted in writing and emailed to the respective Project Manager with a Cc to Ed Bonnette no later than 5:00 PM (our clock) on Friday, April 19, 2013. A copy of the Proposal may be obtained as follows: 1. Download the Proposal/Bid from the BuySpeed Webpage, www.fcgov.com/eprocurement The City of Fort Collins is subject to public information laws, which permit access to most records and documents. Proprietary information in your response must be clearly identified and will be protected to the extent legally permissible. Proposals may not be marked ‘Proprietary’ in their entirety. Information considered proprietary is limited to material treated as confidential in the normal conduct of business, trade secrets, discount information, and individual product or service pricing. Summary price information may not be designated as proprietary as such information may be carried forward into other public documents. All provisions of any contract resulting from this request for proposal will be public information. Sales Prohibited/Conflict of Interest: No officer, employee, or member of City Council, shall have a financial interest in the sale to the City of any real or personal property, equipment, material, Financial Services Purchasing Division 215 N. Mason St. 2nd Floor PO Box 580 Fort Collins, CO 80522 970.221.6775 970.221.6707 fcgov.com/purchasing RFP 7503 Miscellaneous Sustainability Services Page 2 of 22 supplies or services where such officer or employee exercises directly or indirectly any decision- making authority concerning such sale or any supervisory authority over the services to be rendered. This rule also applies to subcontracts with the City. Soliciting or accepting any gift, gratuity favor, entertainment, kickback or any items of monetary value from any person who has or is seeking to do business with the City of Fort Collins is prohibited. Collusive or sham proposals: Any proposal deemed to be collusive or a sham proposal will be rejected and reported to authorities as such. Your authorized signature of this proposal assures that such proposal is genuine and is not a collusive or sham proposal. The City of Fort Collins reserves the right to reject any and all proposals and to waive any irregularities or informalities. Sincerely, John D. Stephen, CPPO, LEED AP Interim Director of Purchasing & Risk Management RFP 7503 Miscellaneous Sustainability Services Page 3 of 22 REQUEST FOR PROPOSAL 7503 Miscellaneous Sustainability Services The City of Fort Collins is soliciting a qualified consulting firm/team to submit one consolidated proposal to provide miscellaneous sustainability services as described in this Request for Proposal. 1. Background Fort Collins is a vibrant community of 142,000+, located 65 miles north of Denver, at the base of the foothills of the Rocky Mountains. The City is over 53 square miles in size and is the northern extension of the “Colorado Front Range” urban corridor. The City’s population includes over 24,000 students. The City of Fort Collins has shown a long-standing commitment to stewardship of the community and its resources, and “to act sustainably: to systematically, creatively, and thoughtfully utilize environmental, human, and economic resources to meet our present needs and those of future generations without compromising the ecosystems upon which we depend” (City Plan, 2011). This is clearly expressed in both policy direction and specific actions taken over the past several years. What the City of Fort Collins and therefore the community already have are: o A thoughtful and visionary comprehensive plan, City Plan (2011), that reflects community values, sets a future vision and identifies policy direction. o A number of well thought-out strategic plans for example, economic, climate, water, transportation, natural areas, etc. o A municipally owned utility providing electricity, water, wastewater and stormwater services with a focus on sustainability. o A diverse, highly educated and forward-thinking population. o A caring community. o A committed and innovative workforce. o Supportive leadership. The City of Fort Collins recently completed a reorganization that brings Economic Health, Environmental Services and Social Sustainability departments under one umbrella. Approved by City Council in November 2011, the change enables the Sustainability Services Area to increase cooperation with the Fort Collins community in pursuit of innovative alliances and continued improvements in areas of economic health, environmental services, and social sustainability (e.g. “triple bottom line”). The City is eager to move sustainability forward in the City organization and community, and is seeking help from a firm/team of qualified consultants in this endeavor. The assistance we are seeking will fill some important gaps that exist in policy, strategy, and decision-making. We believe the vision and strategic plan for economic health is well formed, was recently updated, and implementation is underway. Likewise, the City’s environmental plans, policies, and strategies are well developed, but its foundation, the Climate Action Plan (2008), needs updating. Social (human) is the newest leg of the City’s sustainability program and the needs, vision, strategies, and priorities are not well developed, understood or agreed upon. RFP 7503 Miscellaneous Sustainability Services Page 4 of 22 What we lack particularly is a plan to tie the three legs together in a coherent, durable long-term plan that prioritizes actions to advance sustainability in the organization and community. We need a plan that will guide decisions about actions, projects and future budget expenditures (Budgeting for Outcomes). The primary tasks of this effort is to understand the many good efforts that are already underway across the City/community, add high impact programs, and create a fully vetted, strategic, comprehensive and durable plan for community sustainability, focusing on the City organizations’ role. And finally, we lack a fully developed and tested tool to measure and evaluate the “triple bottom line” impacts of major City policies, strategies and/or projects. It is expected in order to capitalize on the innovative spirit of the community and to build the relationships and partnerships necessary to achieve progress in sustainability, the effort will require extensive opportunity for collaboration and comment from residents; boards and commissions; school districts; Colorado State University; businesses; non- profit agencies; City staff; and direction from City Council. A newly created “Sustainability Board of Advisors/Directors” will provide project oversight. A City staff project team will provide overall management of the project. And, City staff from other departments are committed to supporting the project as needed. 2. Scope of Work Considerations A. Deliverables: i. Preparation of a Social Sustainability Gap Analysis Report. The gap analysis report will consist of three primary parts: (1) Listing of characteristic factors (such as current conditions, forces, trends, resources,) of the present situation ("where are we as an organization and community"). (2) Identifying goals, objectives and outcomes for the future ("what should be"). (3) Highlighting the gaps that exist and need to be filled. The consultant team will assist in identifying the issue areas that will be covered in the gap analysis, but at a minimum will include: • Homelessness. • Seniors. • Persons with disabilities. • Children. • Poverty. • Cultural diversity (particularly students at CSU and the growing Latino community). • Affordable housing. • Health and wellbeing (including active community, and production and access to healthy foods). • Early childhood care and education. RFP 7503 Miscellaneous Sustainability Services Page 5 of 22 The gap analysis will be essential in the preparation of a Social Sustainability Strategic Plan and the Community Sustainability Plan. The gap analysis needs to be based upon sound data and current information. A part of the research will include talking to City staff, local agencies and organizations about current conditions and future needs, including but not limited to: • Human service agencies. • Affordable housing providers, including for-profit and non-profit. • Larimer County. • University of Colorado Health (including CanDo Fort Collins). • Colorado State University. • Poudre School District. • Local food producers and interests. • Relevant City boards and commissions. • Local foundations, including United Way and Bohemian. • City Council members. • City staff. • General citizens. Some of the data collection on local agency needs has already been collected for the City by CSU student interns. However, gaps in information remain and need to be filled through further research. We anticipate using, to the extent possible, existing information from current plans and sources. We also want to use Photovoice, wherein participants are asked to represent their points of view by taking photographs, discussing them together, developing narratives to go with their pictures, as one way to gather insight about the circumstances, hopes, and needs of marginalized persons and groups within the community. ii. Preparation of a Social Sustainability Strategic Plan. Building upon the information gathered for the gap analysis, it is critical that the City organization thinks strategically, clarifies future direction for achieving objectives, develops effective actions, strategies, and programs, and establishes priorities for social sustainability, The focus of the strategic plan is the City organization and what it should do to improve performance around the issues identified in the gap analysis – the organization’s “vision of success” – and how it might be achieved. We need a well- defined understanding of what the City's (particularly, City Council) objective is for social sustainability and priorities. The plan will address the “future organization”, and the way that the organization will operate to be successful, to achieve stated objectives. The plan will be action oriented, and include a specific work program that outlines specific strategies to be pursued by specific parts of the organization within specific time frames. RFP 7503 Miscellaneous Sustainability Services Page 6 of 22 Research by the CSU class Sociology 431, Community Dynamics and Development) (Professor: Dr. Jennifer Cross) is underway focusing on “How can the Social Sustainability Department be a resource to other staff and departments within the City, in order to infuse social sustainability into the culture, programs and activities of the organization.” This class work will be completed May, 2013. iii. Update of the Climate Action Plan (CAP) – In 2008, City Council adopted the following carbon reduction goals for the Fort Collins community: • Reduce communitywide emissions 20% below 2005 levels by 2020 • Reduce communitywide emissions 80% below 2005 levels by 2050 In December 2008, City Council adopted the 2008 Climate Action Plan. The 2008 CAP provides a strong framework for making progress towards the community’s greenhouse gas reduction goals. Although the CAP is scheduled to be updated in 2015/2016 according to City Plan, it would be beneficial to update it sooner for the following reasons: • The state of scientific knowledge and discourse has advanced significantly since 2008. New findings increase the urgency of taking action and make the case that acting sooner will be significantly more cost effective. • New opportunities continue to emerge since the adoption of the 2008 CAP, including advancements in energy technologies, vehicle electrification opportunities, changes in the price of energy solutions, new waste reduction strategies, etc. that warrant a fresh look at reduction strategies. • Significant progress has been made to date in carbon reduction (2011 emissions were 14.7% below 2005 levels) and City staff have recommended a new interim reduction target 20% below 2005 by 2016. • The 2008 CAP is considered an “interim strategic plan towards the 2020 goal”. It does not contain a complete suite of strategies to achieve the adopted 2020 goal; it only identifies strategies to achieve up to 88% of the reductions needed to meet the 2020 goal. • The City’s carbon accounting system has evolved significantly since the 2008 CAP was adopted. Most significant is the switch from reporting in short tons CO2e to metric tons CO2e. An update of the CAP should include: • Update of emissions forecasts. • Identification of international best practice carbon mitigation strategies as well as opportunities relevant to Fort Collins, potentially including new areas such as net zero city, food, community engagement, integration with climate adaption strategies, etc. that incorporate a systems-thinking approach. • Cost: benefit analyses to aid in strategy prioritization. • Triple bottom line impact assessment of implementing an updated CAP, including the impact on local employment. • Work with Utilities and the Energy Board to insure that the update of the Energy Policy currently underway is aligned with the CAP update. RFP 7503 Miscellaneous Sustainability Services Page 7 of 22 An updated document in a graphic-rich, text-light, easily accessible format. The update may also include review of community carbon goals, in conjunction with energy policy goal review, with consideration given to sector-specific goals and interim targets. iv. Preparation of a Sustainability Community Plan. We need a plan to tie the three legs of sustainability together in a coherent, durable, graphic rich, and long- term plan. We need a plan that will: • Inventory current City sustainability plans/policies. • Integrate the City’s numerous existing strategic and functional plans and place them in a triple bottom line context and identifies the way they support other City values and desired outcomes; and, identify and work to resolve area of policy conflict. Identify and address gaps in goals, policy, strategy, and programs. • Facilitate vertical and horizontal integration of City efforts regarding sustainability, including specific action steps and priorities to advance sustainability in the organization and community. The planning process will include selecting 8-15 priority goals/actions for more detailed attention, including but not limited to fleshing out financing mechanisms for high priority projects. • Be used in the preparation of budget requests (BFO) and grant proposals. • Identify ideas for communicating sustainability throughout the City organization and community. • Engage City employees and the public for input and review. • Integrate with CSU, School Districts, University of Colorado Health, Larimer County, and other institutions; and, private sector, sustainability activities. The Climate Action Plan update and the preparation of the sustainability community plan need to coordinate with and be informed by other planning initiatives that are being conducted in 2013 including: • Energy Policy update – led by Utilities staff and the Energy Board. • Road to Zero Waste Planning – led by Environmental Services staff; draft to be completed by November 2013 and brought for Council consideration in late 2013. • Climate Adaptation – led by Environmental Services staff. Multiple City departments will develop a risk and vulnerability assessment of impacts to their operations from a changing climate in 2013. • Roadmap for Green Building - led by Environmental Services staff with interdepartmental involvement. Will create an updated roadmap for Green Building in Fort Collins in 2013. • Urban agriculture, community gardens and local food initiatives. • On-going waste conversion technologies discussions. RFP 7503 Miscellaneous Sustainability Services Page 8 of 22 The City is participating in the STAR – Pilot Communities Index in 2013/2014. (See http://www.starcommunities.org/ ) STAR may be used as one source of ideas about desired sustainability goals, outcomes and actions. v. Complete and test the Triple Bottom Line Decision Support Tool. The tool was prepared as part of City Plan in 2010/2011. This tool is intended to provide staff and decision makers with disciplined methodology so that they can evaluate the benefits and tradeoffs of policies, strategies and/or projects associated with Plan Fort Collins, using a broad system of perspective that incorporates not just one discipline or point of view, but rather the “triple bottom line” – economic, environmental and human. The tool was designed to be complementary with the City’s Triple Bottom Line Analysis Map (TBLAM) A draft Decision Support Tool was prepared and tested in 2010/2011, but never fully completed, and, more work remains to be done. The initial testing of the tool showed some areas of needed improvement primarily around the use and applicability of the measurements to the wide variety of City organization-wide policies, strategies and projects. Further discussion and analysis is needed regarding the respective roles and relationships of the tool and TBLAM. We are seeking consultant help in refining, fully developing, and testing the tool. The consultant will be assisted by the interdepartmental Sustainability Working Group. vi. Further Information to Aid in Proposal Preparation. • The Gap Analysis Report and Social Sustainability Strategic Plan must be completed first, and ready to present to City Council by December, 2013, for adoption by January, 2014, or sooner. The update of the Climate Action Plan needs to be completed next. The Gap Analysis, Strategic Plan and updated Climate Action Plan will be essential to the preparation of a sustainability community plan, which must be presented to City Council by June, 2014, for adoption by July, 2014 or sooner. The Decision Support Tool must be completed soon thereafter. • The City anticipates making a commitment of significant staff resources to this project to play an integral, participatory role throughout the planning process. Proposers should identify which firm(s) and/or City staff and others would perform which activities. Proposers should include possible options to minimize costs, including tasks that may alternatively be performed by the City or resources that the City could provide that might otherwise be provided by the Proposer. • Proposers must provide an overall, coordinated communication and public involvement plan. B. Submittal Requirements The City’s intent is to choose the most qualified firm/team based upon approach, methods, qualifications and experience, availability, and general cost estimate. Once a firm is selected, a detailed scope of services will be developed. Of prime importance is the firm’s flexibility in responding to services as requested by City staff during the planning process. RFP 7503 Miscellaneous Sustainability Services Page 9 of 22 The final scope of services will identify a project schedule, tasks, deliverables, and expected expenditures by task. The scope will also indicate respective responsibilities of the consulting firm and City staff. All respondents are required to include the following information in the submittal as a minimum. Respondents are to number and name each section as follows: 1. Methods and Approach - Describe your expected or recommended approach and tasks. Describe the anticipated interaction with the City. Provide an outline (i.e., timeline) of your anticipated schedule for completing consultant tasks. a. Sustainability: All qualified consulting firm/teams participating in the submitted proposal are to explain in detail what their organization does in the way of a Sustainability Plan as a subset of this section. This is to include as a minimum what you do in the way of use of materials, equipment, vehicles, fuel, recycling, office practices, etc. as an organization that demonstrates leadership and that you “walk the talk” in regard to sustainable practices within your own organization. 2. Scope of Work Deliverables - Provide your Deliverables for the Scope of Work Considerations listed in this document. 3. Qualifications and Experience - Provide relevant information regarding previous experience related to developing similar Reports and Plans to the ones listed under our Deliverables above: • Number of years in the business. • Overview of services offered, qualifications • Names and location of similar projects. Three references of such projects, to include: a) Service provided b) Date of service c) Client organization d) Contact name and title, phone, and e-mail address of public agency reference(s) overseeing the planning effort. • Samples (preferably three via a web link or pdf files) of work products for similar projects. 4. List of Project Personnel - This list should include the identification of the contact person with primary responsibility for this contract, the personnel proposed for this contract, and any supervisory personnel, including partners and/or subconsultants, and their individual areas of responsibility. A résumé for each professional and technical person assigned to the contract, including partners and/or subconsultants, shall be submitted. The résumés shall include at least three references from previous assignments. 5. Organization Chart/Proposed Project Team - An organization chart containing the names of all key personnel and subconsultants with titles and their specific task assignment for this contract shall be provided in this section. RFP 7503 Miscellaneous Sustainability Services Page 10 of 22 6. Availability – Describe the availability of project personnel to participate in this project in the context of the consultant firm’s other commitments. 7. Estimated Hours by Task - Provide estimated hours for each proposed or optional task, including the time required for meetings, conference calls, etc.; and the total project cost. 8. Schedule of Rates and Cost by Task - Provide a schedule of rates and an anticipated cost of each task identified in the Scope of Work Deliverables section; including the preliminary and final reports, and the total project cost. RFP 7503 Miscellaneous Sustainability Services Page 11 of 22 3. Vendor Statement: I have read and understand the specifications and requirements for this bid and I agree to comply with such specifications and requirements. I further agree that the method of award is acceptable to my company. I also agree to complete PROFESSIONAL SERVICES AGREEMENT with the City of Fort Collins within 30 days of notice of award. If contract is not completed and signed within 30 days, City reserves the right to cancel and award to the next highest rated firm. FIRM NAME: ADDRESS: EMAIL ADDRESS: PHONE: BIDDER’S NAME: SIGNATURE: PRIMARY SERVICES ISSUES CONTACT: TELEPHONE: CELL: EMAIL: PLEASE GO TO www.fcgov.com/purchasing TO REGISTER IN OUR E-PROCUREMENT SYSTEM FOR FUTURE BID OPPORTUNITIES! BE SURE TO SELECT ALL APPROPRIATE COMMODITY CODES. COMMODITY CODES USED FOR THIS RFP: 918-10 Air Pollution Consulting 918-43 Environmental Consulting 925-35 Environmental Engineering 918-32 Consulting Services (Not Otherwise Classified) 918-63 Housing Consulting 918-92 Urban Planning Consulting 918-98 Urban Planning Consulting Compensation and Contract Process A. After contract award, progress invoices shall be billed in monthly installments, subject to review and approval by the City’s Project Manager. City payment terms will be Net 30 Days from receipt of invoice. B. The selected Contractor shall be expected to sign the City’s standard Professional Services Agreement prior to commencing Services (see sample attached to this Proposal). C. The City reserves the right to award directly as a result of the written proposals. The City may or may not opt to conduct oral interviews. D. The City reserves the right to negotiate with any vendor as meets the needs of the City. The City reserves the right to reject any or all proposals, and to waive any irregularities. RFP 7503 Miscellaneous Sustainability Services Page 12 of 22 4. Review and Assessment Proposers will be evaluated on the following criteria. These criteria will be the basis for review of the written proposals and any optional interview session. The rating scale shall be from 1 to 5, with 1 being a poor rating, 3 being an average rating, and 5 being an outstanding rating. WEIGHTING FACTOR QUALIFICATION STANDARD 2.0 Scope of Proposal Does the proposal show an understanding of the project objective, methodology to be used and results that are desired from the project? 2.0 Assigned Personnel Do the persons who will be working on the project have the necessary skills? Are sufficient people of the requisite skills assigned to the project? 1.0 Availability Can the work be completed in the necessary time? Can the target start and completion dates be met? Are other qualified personnel available to assist in meeting the project schedule if required? Is the project team available to attend meetings as required by the Scope of Work? 1.0 Motivation Is the firm interested and are they capable of doing the work in the required time frame? 2.0 Cost and Work Hours Do the proposed cost and work hours compare favorably with the Project Manager's estimate? Are the work hours presented reasonable for the effort required in each project task or phase? 2.0 Firm Capability Does the firm have the support capabilities the assigned personnel require? Has the firm done previous projects of this type and scope? RFP 7503 Miscellaneous Sustainability Services Page 13 of 22 Reference Evaluation (Top Ranked Firm) The Project Manager will check references using the following criteria. The evaluation rankings will be labeled Satisfactory/Unsatisfactory. QUALIFICATION STANDARD Overall Performance Would you hire this Professional again? Did they show the skills required by this project? Timetable Was the original Scope of Work completed within the specified time? Were interim deadlines met in a timely manner? Completeness Was the Professional responsive to client needs; did the Professional anticipate problems? Were problems solved quickly and effectively? Budget Was the original Scope of Work completed within the project budget? Job Knowledge If a study, did it meet the Scope of Work? Some Pertinent Documents City Plan (comprehensive plan) (2011) Transportation Master Plan (2011) Triple Bottom Line Evaluation Tool (2011) Social: • Affordable Housing Strategic Plan 2010-2014 (2010) • Early Childhood Care and Education Snapshot Report (2011) • Consolidated Housing and Community Development Plan: FY2010-2014 Economic: • Economic Action Strategic Plan (2012) Environment: • Air Quality Plan (2011) • Action Plan for Sustainability (2004) • Sustainability Annual Report (2011) • Climate Action Plan (2008) • 2011 Climate Status Report • Energy Policy (2009) • Energy Policy – 2011 Annual Update Report • Water Supply and Demand Management Policy (2012) • 2008 Bicycle Plan • Pedestrian Plan (2011) • Stormwater Master Plan update (in progress) • Land Conservation and Stewardship Master Plan (2004) • Poudre River Natural Areas Management Plan (2011) RFP 7503 Miscellaneous Sustainability Services Page 14 of 22 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT made and entered into the day and year set forth below, by and between THE CITY OF FORT COLLINS, COLORADO, a Municipal Corporation, hereinafter referred to as the "City" and , hereinafter referred to as "Professional". WITNESSETH: In consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows: 1. Scope of Services. The Professional agrees to provide services in accordance with the scope of services attached hereto as Exhibit "A", consisting of ( ) pages, and incorporated herein by this reference. 2. The Work Schedule. [Optional] The services to be performed pursuant to this Agreement shall be performed in accordance with the Work Schedule attached hereto as Exhibit "B", consisting of ( ) pages, and incorporated herein by this reference. 3. Contract Period. This Agreement shall commence , 200 , and shall continue in full force and effect until , 200 , unless sooner terminated as herein provided. In addition, at the option of the City, the Agreement may be extended for additional one year periods not to exceed four (4) additional one year periods. Renewals and pricing changes shall be negotiated by and agreed to by both parties. The Denver Boulder Greeley CPIU published by the Colorado State Planning and Budget Office will be used as a guide. Written notice of renewal shall be provided to the Professional and mailed no later than ninety (90) days prior to contract end. 4. Early Termination by City. Notwithstanding the time periods contained herein, the City may terminate this Agreement at any time without cause by providing written notice of termination to the Professional. Such notice shall be delivered at least fifteen (15) days prior to RFP 7503 Miscellaneous Sustainability Services Page 15 of 22 the termination date contained in said notice unless otherwise agreed in writing by the parties. All notices provided under this Agreement shall be effective when mailed, postage prepaid and sent to the following addresses: Professional: Attn: City: City of Fort Collins Attn: PO Box 580 Fort Collins, CO 80522 With Copy to: City of Fort Collins Attn: Purchasing Dept. PO Box 580 Fort Collins, CO 80522 In the event of any such early termination by the City, the Professional shall be paid for services rendered prior to the date of termination, subject only to the satisfactory performance of the Professional's obligations under this Agreement. Such payment shall be the Professional's sole right and remedy for such termination. 5. Design, Project Indemnity and Insurance Responsibility. The Professional shall be responsible for the professional quality, technical accuracy, timely completion and the coordination of all services rendered by the Professional, including but not limited to designs, plans, reports, specifications, and drawings and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies. The Professional shall indemnify, save and hold harmless the City, its officers and employees in accordance with Colorado law, from all damages whatsoever claimed by third parties against the City; and for the City's costs and reasonable attorneys fees, arising directly or indirectly out of the Professional's negligent performance of any of the services furnished under this Agreement. The Professional shall maintain commercial general liability insurance in the amount of $500,000 combined single limits and errors and omissions insurance in the amount of $ . 6. Compensation. [Use this paragraph or Option 1 below.] In consideration of the services to be performed pursuant to this Agreement, the City agrees to pay Professional a fixed fee in the amount of ($ ) plus reimbursable direct costs. All such fees and costs shall not exceed ($ ). Monthly partial payments based upon the RFP 7503 Miscellaneous Sustainability Services Page 16 of 22 Professional's billings and itemized statements are permissible. The amounts of all such partial payments shall be based upon the Professional's City-verified progress in completing the services to be performed pursuant hereto and upon the City's approval of the Professional's actual reimbursable expenses. [Optional] Insert Subcontractor Clause Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings, and other services rendered by the Professional shall become the sole property of the City. 6. Compensation. [Option 1] In consideration of the services to be performed pursuant to this Agreement, the City agrees to pay Professional on a time and reimbursable direct cost basis according to the following schedule: Hourly billing rates: Reimbursable direct costs: with maximum compensation (for both Professional's time and reimbursable direct costs) not to exceed ($ ). Monthly partial payments based upon the Professional's billings and itemized statements of reimbursable direct costs are permissible. The amounts of all such partial payments shall be based upon the Professional's City-verified progress in completing the services to be performed pursuant hereto and upon the City's approval of the Professional's reimbursable direct costs. Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings and other services rendered by the Professional shall become the sole property of the City. 7. City Representative. The City will designate, prior to commencement of work, its project representative who shall make, within the scope of his or her authority, all necessary and proper decisions with reference to the project. All requests for contract interpretations, change orders, and other clarification or instruction shall be directed to the City Representative. RFP 7503 Miscellaneous Sustainability Services Page 17 of 22 8. Project Drawings. [Optional] Upon conclusion of the project and before final payment, the Professional shall provide the City with reproducible drawings of the project containing accurate information on the project as constructed. Drawings shall be of archival, prepared on stable Mylar base material using a non-fading process to provide for long storage and high quality reproduction. "CD" disc of the as-built drawings shall also be submitted to the City in an AutoCAD version no older then the established city standard. 9. Monthly Report. Commencing thirty (30) days after the date of execution of this Agreement and every thirty (30) days thereafter, Professional is required to provide the City Representative with a written report of the status of the work with respect to the Scope of Services, Work Schedule, and other material information. Failure to provide any required monthly report may, at the option of the City, suspend the processing of any partial payment request. 10. Independent Contractor. The services to be performed by Professional are those of an independent contractor and not of an employee of the City of Fort Collins. The City shall not be responsible for withholding any portion of Professional's compensation hereunder for the payment of FICA, Workers' Compensation, other taxes or benefits or for any other purpose. 11. Personal Services. It is understood that the City enters into this Agreement based on the special abilities of the Professional and that this Agreement shall be considered as an agreement for personal services. Accordingly, the Professional shall neither assign any responsibilities nor delegate any duties arising under this Agreement without the prior written consent of the City. 12. Acceptance Not Waiver. The City's approval of drawings, designs, plans, specifications, reports, and incidental work or materials furnished hereunder shall not in any way relieve the Professional of responsibility for the quality or technical accuracy of the work. The City's approval or acceptance of, or payment for, any of the services shall not be construed to RFP 7503 Miscellaneous Sustainability Services Page 18 of 22 operate as a waiver of any rights or benefits provided to the City under this Agreement. 13. Default. Each and every term and condition hereof shall be deemed to be a material element of this Agreement. In the event either party should fail or refuse to perform according to the terms of this agreement, such party may be declared in default. 14. Remedies. In the event a party has been declared in default, such defaulting party shall be allowed a period of ten (10) days within which to cure said default. In the event the default remains uncorrected, the party declaring default may elect to (a) terminate the Agreement and seek damages; (b) treat the Agreement as continuing and require specific performance; or (c) avail himself of any other remedy at law or equity. If the non-defaulting party commences legal or equitable actions against the defaulting party, the defaulting party shall be liable to the non-defaulting party for the non-defaulting party's reasonable attorney fees and costs incurred because of the default. 15. Binding Effect. This writing, together with the exhibits hereto, constitutes the entire agreement between the parties and shall be binding upon said parties, their officers, employees, agents and assigns and shall inure to the benefit of the respective survivors, heirs, personal representatives, successors and assigns of said parties. 16. Law/Severability. The laws of the State of Colorado shall govern the construction, interpretation, execution and enforcement of this Agreement. In the event any provision of this Agreement shall be held invalid or unenforceable by any court of competent jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this Agreement. 17. Prohibition Against Employing Illegal Aliens. Pursuant to Section 8-17.5-101, C.R.S., et. seq., Professional represents and agrees that: a. As of the date of this Agreement: RFP 7503 Miscellaneous Sustainability Services Page 19 of 22 1. Professional does not knowingly employ or contract with an illegal alien who will perform work under this Agreement; and 2. Professional will participate in either the e-Verify program created in Public Law 208, 104th Congress, as amended, and expanded in Public Law 156, 108th Congress, as amended, administered by the United States Department of Homeland Security (the “e-Verify Program”) or the Department Program (the “Department Program”), an employment verification program established pursuant to Section 8-17.5-102(5)(c) C.R.S. in order to confirm the employment eligibility of all newly hired employees to perform work under this Agreement. b. Professional shall not knowingly employ or contract with an illegal alien to perform work under this Agreement or knowingly enter into a contract with a subcontractor that knowingly employs or contracts with an illegal alien to perform work under this Agreement. c. Professional is prohibited from using the e-Verify Program or Department Program procedures to undertake pre-employment screening of job applicants while this Agreement is being performed. d. If Professional obtains actual knowledge that a subcontractor performing work under this Agreement knowingly employs or contracts with an illegal alien, Professional shall: 1. Notify such subcontractor and the City within three days that Professional has actual knowledge that the subcontractor is employing or contracting with an illegal alien; and 2. Terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to this section the subcontractor does not cease RFP 7503 Miscellaneous Sustainability Services Page 20 of 22 employing or contracting with the illegal alien; except that Professional shall not terminate the contract with the subcontractor if during such three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. e. Professional shall comply with any reasonable request by the Colorado Department of Labor and Employment (the “Department”) made in the course of an investigation that the Department undertakes or is undertaking pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S. f. If Professional violates any provision of this Agreement pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City may terminate this Agreement. If this Agreement is so terminated, Professional shall be liable for actual and consequential damages to the City arising out of Professional’s violation of Subsection 8-17.5-102, C.R.S. g. The City will notify the Office of the Secretary of State if Professional violates this provision of this Agreement and the City terminates the Agreement for such breach. 19. Special Provisions. [Optional] Special provisions or conditions relating to the services to be performed pursuant to this Agreement are set forth in Exhibit " ", consisting of ( ) pages, attached hereto and incorporated herein by this reference. RFP 7503 Miscellaneous Sustainability Services Page 21 of 22 THE CITY OF FORT COLLINS, COLORADO By: _________________________________ James B. O'Neill II, CPPO, FNIGP Director of Purchasing & Risk Management DATE: ______________________________ ATTEST: _________________________________ City Clerk APPROVED AS TO FORM: ________________________________ Assistant City Attorney [INSERT PROFESSIONAL'S NAME] OR [INSERT PARTNERSHIP NAME] OR [INSERT INDIVIDUAL'S NAME] OR By: __________________________________ Title: _______________________________ CORPORATE PRESIDENT OR VICE PRESIDENT Date: _______________________________ ATTEST: _________________________________ (Corporate Seal) Corporate Secretary RFP 7503 Miscellaneous Sustainability Services Page 22 of 22 EXHIBIT CONFIDENTIALITY IN CONNECTION WITH SERVICES provided to the City of Fort Collins (the “City”) pursuant to this Agreement (the “Agreement”), the Contractor hereby acknowledges that it has been informed that the City has established policies and procedures with regard to the handling of confidential information and other sensitive materials. In consideration of access to certain information, data and material (hereinafter individually and collectively, regardless of nature, referred to as “information”) that are the property of and/or relate to the City or its employees, customers or suppliers, which access is related to the performance of services that the Contractor has agreed to perform, the Contractor hereby acknowledges and agrees as follows: That information that has or will come into its possession or knowledge in connection with the performance of services for the City may be confidential and/or proprietary. The Contractor agrees to treat as confidential (a) all information that is owned by the City, or that relates to the business of the City , or that is used by the City in carrying on business, and (b) all information that is proprietary to a third party (including but not limited to customers and suppliers of the City) . The Contractor shall not disclose any such information to any person not having a legitimate need-to-know for purposes authorized by the City. Further, the Contractor shall not use such information to obtain any economic or other benefit for itself, or any third party, except as specifically authorized by the City. The foregoing to the contrary notwithstanding, the Contractor understands that it shall have no obligation under this Agreement with respect to information and material that (a) becomes generally known to the public by publication or some means other than a breach of duty of this Agreement, or (b) is required by law, regulation or court order to be disclosed, provided that the request for such disclosure is proper and the disclosure does not exceed that which is required. In the event of any disclosure under (b) above, the Contractor shall furnish a copy of this Agreement to anyone to whom it is required to make such disclosure and shall promptly advise the City in writing of each such disclosure. In the event that the Contractor ceases to perform services for the City, or the City so requests for any reason, the Contractor shall promptly return to the City any and all information described hereinabove, including all copies, notes and/or summaries (handwritten or mechanically produced) thereof, in its possession or control or as to which it otherwise has access. The Contractor understands and agrees that the City’s remedies at law for a breach of the Contractor’s obligations under this Confidentiality Agreement may be inadequate and that the City shall, in the event of any such breach, be entitled to seek equitable relief (including without limitation preliminary and permanent injunctive relief and specific performance) in addition to all other remedies provided hereunder or available at law. (Updated every four years.) Commuting to Work by Residents Increase or decrease in the percentage of residents who work inside the City vs. outside the City as a result of a (policy/strategy/project). Y % of residents working in City and outside of City Citizen survey. Simple payback in years; ROI. ROI can be estimated for individual policy/strategy/project on a case by case basis. Government Revenues Positive or negative effect of a (policy/strategy/project) on incoming City revenues (taxes, fees, and charges collected). Y $ revenues City is tracking on Scorecard. Development in Activity Centers/Spine Positive or negative effect of a (policy/strategy/project) on the number of new housing units and non-residential square footage in a designated activity center or spine area. Y # new units, square footage City Planning/GIS Analysis Retail Sales Per Capita This indicator measures the effect of a (policy/strategy/project) on the amount of retail sales per capita. N $ sales per capita City is tracking on Scorecard