ATT_1_-_Scope_of_Work_-_Re-Imagine_N_Watt_Corridor_Plan.pdf

ATTACHMENT 1 – SCOPE OF WORK

Scope of Work Checklist The Scope of Work (SOW) is the official description of the work that is to be completed during the contract. Tasks 1-6 outlined in the SOW are for illustrative purposes only.

Applications with missing components will be at a competitive disadvantage. Please use this checklist to make sure your Scope of Work is complete.

Scope of Work Checklist () Ensure these items are completed prior to submitting to Caltrans Use the Fiscal Year 2022-23 template provided Include the activities discussed in the grant application List all tasks using the same title as stated in the Project Cost and Schedule

Include task numbers in accurate and proper sequencing, consistent with the Cost and Schedule

Exclude sub-task numbers; only include sub-headings

Exclude tasks for project management and/or staff/consultant coordination;

these activities should be spread among relevant tasks

Include a thorough Introduction to describe relevant background, related planning efforts, the project and project area demographics, including a description of the disadvantaged community involved with the project, if applicable

Include a thorough and accurate narrative description of each task

Task 01 is a required task. It must be titled “Project Administration”, it cannot exceed 5% of the grant award amount, and only the grantee and sub-recipient(s) can charge against this Task. This Task must only include the following activities and deliverables:

• Caltrans and grantee Project kick-off meeting at the start of the grant

• Invoicing and quarterly reporting to Caltrans

• DBE Reporting (federal grants only)

Include Task 02 for the procurement of a consultant (if needed). This task is for the grantee and sub-recipient(s) only.

Include detailed public participation and services to diverse communities in the Public Outreach Task (excluding technical projects)

Identify public outreach strategies in a manner that provides flexibility and allows for a diverse range of outreach methods (both in-person and on-line), considering the current COVID-19 environment (excluding technical projects)

Include a Task(s) for a Draft and Final product. The draft plan must include an opportunity for the public to provide feedback (excluding technical projects).

Include a summary of next steps your agency will take towards implementing the project in the Final Product

List achievable project deliverables for each Task

EXCLUDE environmental, complex design, engineering work, and other ineligible activities outlined in the Grant Application Guide

SCOPE OF WORK

Project Information

Grant Category Sustainable Communities

Grant Fiscal Year 22/23

Project Title Re-Imagine North Watt Corridor Plan

Organization (legal name) Sacramento County

Introduction The proposed project will re-imagine North Watt Avenue as a multimodal, sustainable, and safe corridor to better serve jobs, housing, redevelopment opportunities, and disadvantaged community members. Historically this corridor has featured high traffic volumes, speeds, collisions involving pedestrians and bicyclists, and a lack of complete street and traffic calming features.

The project will leverage local and regional investments programmed in the area by modernizing the roadway to serve sustainable modes of travel and enhance safety for all users. This will support the high-density mixed use, retail, and job creation along the corridor identified in the North Watt Avenue Special Planning Area (SPA).

In collaboration with a number of local and regional organizations, including the Sacramento Area Council of Governments (SACOG), Placer County Transportation Planning Agency (PCTPA), Sacramento Regional Transit District (SacRT), 80 Watt District, and McClellan Park (former McClellan Air Force Base), as well as the public at large, the County of Sacramento will work to reshape the vision for the North Watt Avenue corridor.

The plan will result in the following key deliverables: engagement with stakeholders and disadvantaged communities, development of multiple corridor alternatives, identification of a locally preferred concept; policy change recommendations, prioritized implementation actions, and a funding strategy. The planning study will be guided by the Caltrans Smart Mobility Framework, Complete Streets strategies, Climate Action Plan for Transportation Infrastructure (CAPTI), and other design and policy principles.

Project Stakeholders Successful execution of this project requires a robust engagement process with community stakeholders. Stakeholders will include local residents and business owners, business organizations, community-based organizations, housing organizations, local jurisdictions, elected officials, regional planning agencies, emergency services, and state departments. At a minimum, the Re- Imagine North Watt Avenue Corridor Plan will engage the following specific stakeholders:

• Sacramento Area Council of Governments

• Sacramento Housing and Redevelopment Agency

• Placer County Transportation Planning Agency

• Sacramento Regional Transit District

• California Department of Transportation

• Sacramento County Sheriff’s Office

• Sacramento Metropolitan Fire District

• Center Unified School District

• Twin Rivers Unified School District

• 80 Watt District

• McClellan Business Park

• Mercy Housing

• Sacramento Area Bicycle Advocates

• Walk Sacramento

• North Highlands Recreation & Park District

• Sacramento County Bicycle Advisory Committee

• Sacramento County Disability Advisory Commission

• North Highlands/Foothill Farms Community Planning Advisory Council (CPAC)

Overall Project Objectives This new vision will focus on achieving improved active transportation safety and mobility needs, enhanced connections to transit, improved transit reliability, reduced pollution and vehicle-miles-traveled (VMT), integration of goods movement, equitable design, and opportunities for infill and land use revitalization. Transportation solutions will be developed to address the projected land use, population, and job growth the project corridor is expected to have, and may include filling gaps in the bikeway and sidewalk networks, safety enhancements at intersections, transit stop amenities, and other multimodal improvements.

Summary of Project Tasks Project Management activities must be identified within the task in which they occur.

Task 01: Project Administration Project Kick-off

• The County will hold a kick-off meeting with Caltrans staff to discuss grant procedures and project expectations including invoicing, quarterly reporting, and other relevant project information. A summary of the meeting will be provided with key action items identified.

• Responsible Party: County

Quarterly Invoicing & Reporting

• The County will provide quarterly invoices and progress reports to Caltrans, or as otherwise deemed appropriate by Caltrans. This will include notice of any issues related to project schedule, budget, deliverables, or other relevant project information.

• Note: The County will request reimbursement for indirect costs. The FY19/20 ICRP rate is 65.25%. The FY20/21 ICRP was sent out for approval on 03/30/22 and will be available by project kickoff.

• Responsible Party: County

Task Deliverables

Project Kick-off Summary Quarterly Invoices & Progress Reports

Task 02: Consultant Procurement

Request for Proposals

• Sacramento County will complete a Request for Proposals (RFP) process for selection of a Consultant using typical County procurement procedures. Caltrans staff will participate in the consultant selection process.

• Responsible Party: County

Consultant Contract

• Sacramento County will execute a contract with the final selected firm by the procurement panel consistent with County contract guidelines and procedures. The County shall share the final executed with Caltrans.

• Responsible Party: County

Task Deliverables Request for Proposals (RFP) Executed Consultant Contract Copy of County’s Procurement Procedures

Task 1: Project Initiation Consultant Kick-off Meeting

• Sacramento County will hold a project kick-off meeting with the selected Consultant either in-person or virtually to discuss the goals of the project and roles. Administrative items will be discussed such as communication protocol, access of information and technical data, meeting frequency, progress reporting, scheduling and invoicing, and other relevant project information. The Consultant will prepare a meeting summary.

• Responsible Party: County

Multimodal Data Collection

• The Consultant will coordinate and collect data along and around the project corridor, or as otherwise deemed appropriate by the County. Multimodal data to be collected will include pedestrian, bicycle, transit, and vehicular modes, and shall consider volume, ridership, and collision information. The Consultant shall first gather any data made available by the County and project stakeholders, and then compensate any gaps in understanding with an organized data collection effort of traffic, bicycle, and/or pedestrian counts. The Consultant will review and gain concurrence from County staff prior to collection new multimodal data. The multimodal data and collision information will support the Existing Conditions Analysis and will ultimately inform development of the project’s Purpose and Need.

• Procurement of large and complex data sets (big data) may be utilized if determined to effectively inform the analysis and based on discussions with the County. Procurement of big data services shall include an identification of possible inequities inherent with the source and will include other data collection strategies to compensate for potential disadvantages and limitations.

• Responsible Party: Consultant

Future Land Use Development Review

• The Consultant shall request, review, and synthesize existing local, regional and state planning documents pertaining to land use and development in the study area from relevant agencies, including but not limited to the North Watt Avenue Corridor Plan and McClellan Park Special Planning Area. This review will capture pending and completed studies and projects, in addition to considering projected changes to corridor housing and job densities, job types, low income or minority populations, population age, and other sociodemographic information.

• Upon review the Consultant shall identify any key considerations that result from the corridor’s existing and projected land use development, as well as its potential impacts on existing infrastructure and mobility. Future land use development is governed by the County General Plan and the land use plan identified in the 2012 North Watt Avenue Corridor Plan. The Consultant should identify where increased land use development may intensify the need for improved multimodal transportation systems, enhanced access to transit, reduction of collision rates (particularly for bicyclists and pedestrians), policies to minimize displacement and minimize social equity challenges, and reduction of greenhouse gas emissions. These findings will support the Existing Conditions Analysis and will ultimately inform development of the project’s Purpose and Need.

• Responsible Party: Consultant

Existing Conditions Analysis

• The Consultant shall identify existing multimodal infrastructure, facilities, and networks that are present or accessible through the project corridor. This shall include request, review, and synthesis of existing local, regional and state planning documents pertaining to transportation and mobility in the study area from relevant agencies. This may include but not be limited to the North Watt Avenue Corridor Plan, 2022 Sacramento County Active Transportation Plan, ADA Transition Plan, SacRT High-Capacity Bus Service Study, Sacramento County Climate Action Plan, Sacramento County Environmental Justice Element, SACOG’s Sacramento Region Parks and Trails Strategic Development Plan, and McClellan Park Special Planning Area. Upon reviewing pending and completed studies and projects, the Consultant shall ultimately identify any strengths in the transportation network and gaps in addressing transportation needs.

• The Existing Conditions Analysis will also consider findings from community outreach activities, such as community workshops, surveys, interviews, focus groups, pop-up tabling events, or any other efforts. This task shall consider findings from outreach efforts conducted by the Re-Imagine North Watt Avenue Corridor Plan, previously completed projects, and particularly efforts within local disadvantaged communities.

• The Consultant will work with the County and SACOG to evaluate long-term projections for traffic volumes, transit ridership, bicycle and pedestrian trips, and any other pertinent transportation forecasts. The Consultant will also support long-term projections with the data and findings from the Multimodal Data Collection, Land Use and Development Review, and the North Watt Avenue Corridor Plan. This effort will result in an understanding of future “baseline” or “no build” conditions for the project corridor, which will lay the foundation for the project’s Purpose and Need. Future Baseline conditions will clearly identify ramifications should no additional transportation investments be made in the project corridor.

• Responsible Party: Consultant

Literature Review

• The Consultant shall conduct a literature review of best practices related to multimodal corridor planning, complete streets, and safe roadway design in the North Watt Avenue

Corridor. The literature review will gather best practices as identified by previous local and regional planning documents such as the Sacramento County Environmental Justice Element, 2022 Sacramento County Active Transportation Plan (nearing completion), ADA Transition Plan, and SacRT High-Capacity Bus Service Study. The Consultant may supplement any gaps in the local and regional best practices with state or national resources. The evaluation will consider a broad range of criteria, including but not limited to principles of design, technological applications, signage, supportive services, policies, and amenities. This literature review will develop the understanding necessary to identify and refine concepts appropriate for the corridor context, as part of the Alternatives Analysis.

• The Consultant may include any academic or professional research or data collection to support the literature review as directed by the County. Research should focus on the observed impacts of multimodal corridor planning on mobility, safety, social equity, and other project goals.

• Responsible Party: Consultant

Purpose & Need

• The Consultant shall prepare a technical memorandum documenting the existing transportation-related challenges and constraints based on findings from the preceding subtasks. At a minimum, the Consultant shall identify issues based on the following key considerations: existing and future multimodal deficiencies at intersections and roadway segments, demographic statistics, and planned and funded improvements. If deemed appropriate, the corridor shall be divided into segments as agreed upon with the County.

The memorandum shall be the basis for the final Purpose and Need Statement.

• Responsible Party: Consultant

Existing Conditions Summary & Report

• The Consultant shall prepare a summary report synthesizing the findings of the preceding subtasks and connecting with the project’s final purpose and need statement. The report will establish a clear narrative that explains North Watt Avenue’s existing conditions and constraints and justifies the development of the Re-Imagine North Watt Avenue Corridor Plan. The report shall be supported with a summary of findings from multimodal data collected, documents reviewed, and analyses completed. The final summary shall be provided in a user-friendly and graphic-supported report.

• Responsible Party: Consultant

Task Deliverables Consultant Kick-off Meeting Summary Existing Conditions Report

Task 2: Stakeholder Engagement Corridor Advisory Team Meetings

• In coordination with the County, the Consultant shall lead in interagency coordination through active management/participation in Corridor Advisory Team (CAT) meetings. The CAT will advise the project and its deliverables and may be composed of representatives from local and regional jurisdictions, transportation agencies, planning agencies, development agencies, health agencies, housing organizations, business organizations, mobility organizations, school/education organizations, community-based organizations, or any other groups as agreed upon with the County. The Consultant shall also lead additional one-on-one meetings with key corridor stakeholders, as may be appropriate and in partnership with the County. Meetings shall be held at key project milestones, with review copies of project documents distributed at least one week prior to each meeting.

The Consultant shall provide meeting materials to facilitate CAT discussion. These shall include but not be limited to meeting agendas, presentations, handouts, aerial maps, and meeting summaries.

• Responsible Party: Consultant

Stakeholder Interviews

• Where feasible and appropriate, the Consultant shall hold up to eight (8) interviews with agencies or organizations involved with land use development, infrastructure implementation, transportation services, public health, education, or community advancement along and around the project corridor. These interviews shall focus on lessons learned, challenges, needs, as well as goals and priorities. Interviews will support additional research and findings gathered by the Consultant as part of the Project Initiation task, Focus Group Meetings, Digital and Social Engagement, Pop-Up Tabling Events, Stakeholder Survey #1, and Community Workshop #1. This will feed into the development of the Existing Conditions Analysis and project Purpose and Need. These findings will lay the foundation and direction for subsequent tasks in identifying initial plan alternatives. Interview findings may also be used to support any potential refinement of the public engagement plan. The Consultant shall package the findings of these interviews into a technical memorandum.

• Responsible Party: Consultant

Focus Group Meetings

• The Consultant shall organize and facilitate up to five (5) focus group meetings with key stakeholders and community members that live, work, or travel along and around the project corridor. These focus groups shall discuss community concerns, challenges, and needs, as well as preferences and priorities. Focus Group Meetings will support additional research and findings gathered by the Consultant as part of the Project Initiation task, Stakeholder Interviews, Digital and Social Engagement, Pop-Up Tabling Events, Stakeholder Survey #1, and Community Workshop #1. This will feed into the development of the Existing Conditions Analysis and project Purpose and Need. These findings will lay the foundation and direction for subsequent tasks in identifying initial plan alternatives.

Findings from Focus Group Meetings may also be used to support any potential refinement of the public engagement plan.

• The Consultant shall summarize the findings of these focus groups into a technical memorandum.

• Responsible Party: Consultant

Stakeholder Survey #1

• The Consultant shall advise, coordinate, and develop a survey to identify project needs and modal preferences. The survey will gather input from local stakeholders, including low-income, minority, and other disadvantaged communities, to define existing corridor conditions, challenges, and constraints. Survey results will support additional research and findings gathered by the Consultant as part of the Project Initiation task, Focus Group Meetings, Digital and Social Engagement, Pop-Up Tabling Events, and Community Workshop #1. This will feed into the development of the Existing Conditions Analysis and project Purpose and Need. These findings will lay the foundation and direction for subsequent tasks in identifying initial plan alternatives.

• The Consultant will identify a digital platform for public survey purposes consistent with the goals of the project and engagement of disadvantaged community members.

Stakeholder Survey #1 shall include the facilitation of a recorded webinar for purposes of introducing the survey to project stakeholders. The survey shall be available in both electronic and hard copy formats to provide opportunity for low-income residents or those without internet or mobile phone services to participate.

• In coordination with the County, the Consultant will work with project partners such as local and regional agencies as well as community-based organizations to promote and disseminate survey information and awareness. This may include spreading survey information through the distribution of fliers, pop-up tabling events, a social media campaign, website promotion, and other in-person or electronic strategies.

• Responsible Party: Consultant

Stakeholder Survey #2

• The Consultant shall advise, coordinate, and develop a survey that will be used to compare and evaluate draft plan alternatives. The survey will gather input from local stakeholders, including low-income, minority, and other disadvantaged communities, on an initial set of draft plan alternatives developed in response to the findings of Stakeholder Survey #1, Community Workshop #1, Focus Group Meetings, Stakeholder Interviews, Digital and Social Engagement, Pop-Up Tabling Events, the Existing Conditions, Analysis, project Purpose and Need, and other preceding tasks. Survey results will support additional research and findings gathered by the Consultant as part of the project’s Alternatives Analysis, Community Workshop #2, Digital and Social Engagement, and Pop-Up Tabling Events. This will lead to refinement of the draft plan alternatives and the identification of a final set of three (3) locally preferred plan alternatives.

• The Consultant will identify a digital platform for public survey purposes consistent with the goals of the project and engagement of disadvantaged community members. The identified digital platform shall support ease in comparison and evaluation of priorities, consideration of budget, and benefit to community members. Stakeholder Survey #2 shall include the facilitation of a recorded webinar for purposes of introducing the survey to project stakeholders. The survey shall be available in both electronic and hard copy formats to provide opportunity for low-income residents or those without internet or mobile phone services to participate.

• In coordination with the County, the Consultant will work with project partners such as local and regional agencies as well as community-based organizations to promote and disseminate survey information and awareness. This may include spreading survey information through the distribution of fliers, pop-up tabling events, a social media campaign, website promotion, and other in-person or electronic strategies.

• Responsible Party: Consultant

Task Deliverables Corridor Advisory Team Meeting Summaries (up to 5 Meetings) Stakeholder Interviews Memorandum Focus Group Meetings Memorandum

Task 3: Public Engagement Public Engagement Plan

• The Consultant shall work with County staff to develop an outreach strategy that will incorporate cost-effective public participation tools and will consider existing public information platforms established by the County. The stakeholder and public engagement process will engage both traditional and non-traditional stakeholders in the planning process by increasing public awareness, access to information, and opportunity to influence key project tasks such as existing conditions, plan alternatives, funding recommendations, and future project development.

• Disadvantaged communities, particularly those within a mile of North Watt Avenue, will be a key focus group to solicit direct community input. Engaging the corridor’s many disadvantaged communities will be critical to understanding local challenges and developing a plan that effectively responds to document concerns related to access, mobility, and safety needs. Partnerships with existing community-based organizations is encouraged through the engagement plan to better serve and engage these communities by leveraging the unique platforms, venues, and events that are most appropriate and impactful. Partnerships with existing community-based organization may include but would not be limited to Walk Sacramento, Organize Sac, Impact Sac, La Familia, and Asian Resources Inc.

o Minority Communities: Engagement will include providing presentations, surveys, and other materials in multiple languages to properly facilitate discussion with minority communities. Potential languages for translation may include Arabic, Dari, Hmong, Mandarin, Russian, Spanish, and Vietnamese. Engagement shall include opportunities to partner with local cultural events or culturally trusted sources, such as Spanish television or Vietnamese print media.

o Low-Income Communities: Engagement will include both electronic and hard-copy materials to provide increased opportunities for participation. The public engagement plan shall identify venues and events that may support engagement efforts with the corridor’s low-income residents (i.e. food banks, food distribution events, job fairs, etc.). The plan may also consider non-financial incentives that could be utilized to support and reward low-income residents for their time and efforts. Any potential incentives must be approved by both the County and Caltrans given the constraints of the funding program.

• At a minimum, the public engagement plan shall identify an engagement schedule, list of stakeholders and communities, roles and responsibilities, specific platforms of engagement, language and translation needs, and ADA accommodations for virtual and in-person engagement. The public engagement plan will be summarized in a technical memorandum for review by the County and Caltrans staff.

• The Consultant shall also work with the County to develop appropriate project graphics, including but not limited to project branding materials for fact sheets, agendas, fliers, posters, project website, and presentation templates.

• Responsible Party: Consultant

Digital & Social Engagement

• The Consultant shall advise, coordinate, develop, and manage a digital social engagement process with support from the County. This engagement process may include, but would not be limited to a social media campaign on platforms such as YouTube, Facebook, Twitter, and Instagram, digital newsletters, email correspondence, project website, or short informational videos. Digital and social engagement materials shall be approved by the County. Digital engagement shall be made readable by screen readers, or provide an alternative method of delivery. Engagement shall be provided in multiple languages (as described in the Public Engagement Plan) or as otherwise appropriate.

• Digital and Social Engagement will support key engagement phases, milestones, and tasks throughout the project. This may include but would not be limited to support for both stakeholder surveys, all community workshops, and pop-up tabling events. Digital and Social Engagement will proactively incorporate mediums for gathering feedback on the project website, social media account pages, email, or any other forms.

• Responsible Party: Consultant

Pop-Up Tabling Events

• In coordination with the County, the Consultant shall coordinate and facilitate up to ten

(10) pop-up tabling events throughout the project corridor. These events should focus on disseminating information to the public and local communities, especially low income, minority, or other disadvantaged communities, and receiving input or feedback as appropriate. Pop-up tabling events should be spread throughout the corridor across various locations, times, venues, and community or cultural events. Materials to be distributed may include project fact sheets, contact cards, fliers, maps, posters, and surveys. Materials shall be provided in multiple languages (as described in the Public Engagement Plan) or as otherwise appropriate. Pop-Up tabling events will look for opportunities to partner and/or attend food banks, food distribution events, job fairs, or any other locations and events that may support direct engagement with state-designated disadvantaged community members. For example, the interaction with parents at schools with free and reduced-price meals may provide a mechanism to engage disadvantaged community members.

• Pop-Up tabling events will support key engagement phases, milestones, and tasks throughout the project. This may include but would not be limited to support for both stakeholder surveys, community workshops, project initiation, and project closeout. These events will proactively incorporate mediums for gathering feedback on the project with hard copy forms, fliers with links to the project website or surveys, or provide in-person opportunities to inform the community of project efforts and answer potential questions.

• Responsible Party: Consultant

Community Workshop #1

• In coordination with the County, the Consultant shall lead an initial community workshop that will focus on identifying the needs, challenges, and preferences of local communities.

Community Workshop #1 will gather input from local stakeholders, including low-income, minority, and other disadvantaged communities, in a manner that introduces the project and its purpose, facilitates discussion with participants to understand challenges and needs, and present next steps for the project and engagement. It will be critical to utilize Community Workshop #1 to build initial relationships with communities and community members by allowing their thoughts and desires to be heard and having a transparent process that reveals alignment between community and project goals. Capturing the interest and support from stakeholders at this stage of the project will allow these voices to become recurring active members for the duration of the project’s stakeholder and public engagement process. The results of Community Workshop #1 will support additional research and findings gathered by the Consultant as part of the Project Initiation task, Focus Group Meetings, Digital and Social Engagement, Pop-Up Tabling Events, and Stakeholder Survey #1. This will feed into the development of the Existing Conditions Analysis and project Purpose and Need. These findings will lay the foundation and direction for subsequent tasks in identifying initial plan alternatives. Findings from Community Workshop #1 may also be used to support any potential refinement of the public engagement plan.

• In coordination with the County, the Consultant will work with project partners such as local and regional agencies as well as community-based organizations to disseminate community workshop information and improve community accessibility. This may include spreading community workshop information through the distribution of fliers, pop-up tabling events, a social media campaign, website promotion, and other in-person or electronic strategies. ADA, non-computer user, and multilingual accommodations for virtual events shall be provided upon request by registrants. The community workshop may also occur in an in-person, virtual, or hybrid format to accommodate different work schedules, school/student considerations, community events, public health implications, or any other factors that could impact community participation. The Consultant, in coordination with the County, may leverage project partnerships (such as with community-based organizations) to identify the most effective languages, venues, platforms, dates, and times for the community workshop.

• Consultant participation may entail, but is not limited to preparing and presenting technical material, facilitating Q&A sessions, and panel discussions. Materials may include, but are not limited to, presentations, posters, handouts, surveys and infographics. Materials shall be provided in multiple languages (as described in the Public Engagement Plan) or as otherwise appropriate.

• Responsible Party: Consultant

Community Workshop #2 – Charrette

• In coordination with the County, the Consultant shall lead a community design charrette over the course of up to 3 days at a location along the corridor. The charrette will stimulate input on the project’s draft plan alternatives by helping the community visualize initial project concepts. This charrette will gather input from local stakeholders, including low-income, minority, and other disadvantaged communities, in a manner that introduces the project’s purpose and need, facilitates discussion on potential project concepts and their benefits, and identifies community priorities and locally preferred strategies. A conceptual schedule of activities includes, but is not limited to the following:

o An overview to provide participants with summary of the project goals and objectives including a visioning presentation, exercises, and activities to gather community input such as design table maps in which participants organized in smaller groups identify problems and possible solutions on large aerial maps, including addressing the needs of transit and paratransit.

o Facilitated walking or bicycling assessment of the corridor study area.

o Focus meetings with stakeholder groups representing population segments identified by the corridor advisory team.

o Consultant and project team members working daily in intense production on-site to develop initial recommendations, designs and illustrative graphics, with opportunities for impromptu meetings and drop in visits.

o Afternoon or evening open studio hours to enable visitors to view work in progress and interact with project team members.

o Review of concepts with the County staff.

o Closing community presentation to discuss possible draft alternatives and receive feedback, comments, and guidance.

o Activities may occur in an in-person, virtual, or hybrid format as agreed upon with the County.

• Community Workshop #2 - Charrette has a unique opportunity to further the relationships built by Community Workshop #1 with communities and community members, and garner new interest and relationships as well. The package of activities, presentations, services, and other exercises that will compose the charrette shall be accessible, engaging, and informative to adults, children, and the elderly to develop public interest in the project. The results of the charrette will support additional research and findings gathered by the Consultant as part of the project’s Alternatives Analysis, Stakeholder Survey #2, Digital and Social Engagement, and Pop-Up Tabling Events. This will lead to refinement of the draft plan alternatives and the identification of a final set of three (3) locally preferred plan alternatives. Findings from the charrette may also be used to support any potential refinement of the public engagement plan.

• In coordination with the County, the Consultant will work with project partners such as local and regional agencies as well as community-based organizations to disseminate charrette information and improve community accessibility. This may include spreading charrette information through the distribution of fliers, pop-up tabling events, a social media campaign, website promotion, and other in-person or electronic strategies. ADA, non-computer user, and multilingual accommodations for virtual events shall be provided upon request by registrants. The charrette may also occur in an in-person, virtual, or hybrid format to accommodate different work schedules, school/student considerations, community events, public health implications, or any other factors that could impact community participation. The Consultant, in coordination with the County, may leverage project partnerships (such as with community-based organizations) to identify the most effective languages, venues, platforms, dates, and times for the community workshop.

Materials shall be provided in multiple languages (as described in the Public Engagement Plan) or as otherwise appropriate.

• Responsible Party: Consultant

Community Workshop #3

• In coordination with the County, the Consultant shall lead a final community workshop that will discuss the screening process used to filter draft plan alternatives, identify the final three

(3) plan alternatives, and next steps. Community Workshop #3 will gather input from local stakeholders, including low-income, minority, and other disadvantaged communities, in a manner that recalls the project and its purpose, provides opportunity for closing public input at this stage of the planning process, and highlights key next steps to keep stakeholders engaged and informed on follow-up efforts. A key component of Community Workshop #3 will be to check-in on the relationships with communities and community members that were forged throughout the project. This step would entail a summary of what the project set out to achieve, along with the results and voices that were captured along the way. At the County’s direction, a project close-out survey, interviews, or other engagement mechanisms may be utilized to capture this reflection from key stakeholders and project partners. The results of Community Workshop #3 will primarily inform future projects and engagement efforts that will build on the foundation established by the Re- Imagine North Watt Avenue Corridor Plan. Workshop findings will also be included in the project’s final Public Engagement Summary and may be used for any last refinements to the projects final plan alternatives.

• In coordination with the County, the Consultant will work with project partners such as local and regional agencies as well as community-based organizations to promote community workshops, engagement opportunities, project information and improve public access to the project recommendations. This may include spreading community workshop information through the distribution of fliers, pop-up tabling events, a social media campaign, website promotion, and other in-person or electronic strategies. ADA, non-computer user, and multilingual accommodations for virtual events shall be provided upon request by registrants. The community workshop may also occur in an in-person, virtual, or hybrid format to accommodate different work schedules, school/student considerations, community events, public health implications, or any other factors that could impact community participation. The Consultant, in coordination with the County, may leverage project partnerships (such as with community-based organizations) to identify the most effective languages, venues, platforms, dates, and times for the community workshop.

• Consultant participation may entail, but is not limited to preparing and presenting technical material, facilitating Q&A sessions, and panel discussions. Materials may include, but are not limited to, presentations, posters, handouts, surveys and infographics. Materials shall be provided in multiple languages (as described in the Public Engagement Plan) or as otherwise appropriate.

• Responsible Party: Consultant

Stakeholder and Public Engagement Summary

• The Consultant shall prepare a public engagement summary report documenting the activities and results of the stakeholder surveys, community workshops, digital & social engagement, interviews, focus groups, pop-up tabling events, and any other engagement activities that occur.

• The summary shall clearly document the engagement efforts with disadvantaged communities taken place as part of the project, including recommendations for public engagement in the next phase of the plan and how best to engage disadvantaged communities.

• Responsible Party: Consultant

Task Deliverables Public Engagement Plan Memorandum Stakeholder and Public Engagement Summary

Task 4: Alternatives Analysis Toolbox Strategies Identification

• Based on findings from the Project Initiation and Stakeholder and Public Engagement tasks, the Consultant, in coordination with County and the CAT shall identify potential toolbox strategies to address the identified corridor deficiencies and project needs. For example, the strategies might include review of vehicle travel lanes, enhanced transit facilities, improved bikeway and pedestrian facilities, roadway crossing improvements, traffic signal improvements, transportation demand management measures, transportation policies, etc. The strategies should include discussion related to their benefits to public safety, mobility, accessibility, equity and any other key considerations or benefits.

• Responsible Party: Consultant

Land Use and Transportation Consistency Review

• The Consultant will evaluate existing, planned and potential residential and commercial development opportunities along the corridor. The Development Opportunities Analysis will assume the land use envisioned in the North Watt Avenue Corridor Plan and the Land Use and Development Review conducted in the Project Initiation. This review of potential land development opportunities will evaluate consistency or conflicts between the planned land use development and the transportation network. The review will inform the development of draft plan alternatives.

• Responsible Party: Consultant

Alternatives Screening

• The Consultant will work with County staff to identify evaluation criteria for use in reviewing transportation project alternatives such as access to transit, increased transit ridership, improved active transportation safety, collision reduction, change to VMT, access to jobs and retail, right-of-way acquisition needs, and environmental impacts.

• Multimodal traffic operations will be evaluated utilizing the latest version of the SACOG travel demand model (SACSIM) and microsimulation (SimTraffic and/or VISSIM). A screening analysis will be conducted to identify alternatives that do not address the project identified needs or have excessive negative project impacts (e.g. development costs, environmental impacts, right-of-way acquisition needs, etc.). The screening analysis will narrow a wide range of project alternatives to a set of draft alternatives as identified in the following task.

• Responsible Party: Consultant

Draft Alternatives

• Based on the preceding tasks, the Consultant, shall identify up to three (3) conceptual corridor plan alternatives, which shall represent a wide range of multi-modal improvements for the study area. These alternatives will utilize toolbox strategies in various configurations to address the project-identified purpose and need. The project alternatives will consider the land use development as envisioned for the project corridor.

• Conceptual corridor plan alternatives should provide a cross-section view and plan view that is concise and approachable for presentation to public stakeholders. The draft alternatives will be shared with stakeholders through the various mediums identified by the Stakeholder and Public Engagement task to solicit feedback and for further refinement.

• The Consultant shall develop static two- and three-dimensional images or renderings for each identified plan alternative or as otherwise specified by the County. Static graphics shall be used to support community and stakeholder engagement efforts at community workshops, meetings, presentations, or other appropriate mediums and platforms.

Graphics are to be presented in both electronic and hard copy formats with language translation as identified by County staff.

• The Consultant shall develop up to three (3) “fly-through” videos for purposes of visualizing project concepts and alternatives. Fly-through videos shall be used to support community and stakeholder engagement efforts at community workshops, meetings, presentations, or other appropriate mediums and platforms. Fly-throughs videos should be provided with language translation for up to two non-English languages as identified by the County. The fly-throughs will also be presented to the County Board of Supervisors.

• Responsible Party: Consultant

Cost Estimates

• The Project Team will provide planning-level cost estimates for each of the proposed conceptual draft alternatives. The draft costs will be prepared prior to community workshops and will be developed using unit rates for relevant transportation and traffic engineering items specific to the County of Sacramento. The cost estimates need to be credible and realistic accounting for various phases of implementation such as planning, environmental, design, right-of-way acquisition, and construction. This effort shall be documented in the summary report.

• Responsible Party: Consultant

Displacement Analysis

• The Consultant, in coordination with the County shall identify and evaluate the impacts of implementing the identified strategies and alternatives on the corridor’s local populations, and particularly its disadvantaged communities. This GIS-based analysis shall evaluate potential displacement that may occur as a result of plan implementation, and shall at a minimum assess income levels, heath conditions, demographic characteristics, destinations, job accessibility, the ratio of homeowners-to-renters, and rent prices.

• A technical memorandum will be prepared for agency review with project or regional policy recommendations to minimize the impacts of displacement. A potential policy for consideration is monitoring the increase in housing costs compared to the region and developing strategies to keep in place current residents. Potential displacement avoidance strategies may include the establishment of programs that address small business assistance, workforce development/job training, and local hiring. This evaluation will inform Draft Alternatives and provide further considerations for refinement and finalization. This effort shall be documented in the summary report.

• Responsible Party: Consultant

Recommended Final Alternative

• Based on stakeholder and public engagement feedback, the Consultant will refine the draft alternatives to identify a final recommended corridor plan. The final corridor plan alternative should provide a cross section view and plan that is easily understandable by the community along with a “fly-through” videos for purposes of visualizing project concepts and alternatives. This effort shall be documented in the summary report.

• Responsible Party: Consultant

Task Deliverables Toolbox Strategies Land Use and Transportation Consistency Review Alternatives Screening Draft Alternatives Cost Estimates Displacement Analysis Recommended Final Alternative

Task 5: Summary Report Implementation Plan

• The Consultant shall develop an Implementation Plan that is documented in the summary report and addresses the following key components:

o Fiscal Plan & Analysis: The Consultant shall develop a fiscal plan that identifies potential and recommended funding sources that can be leveraged for implementing the proposed project. This shall include specific funding recommendations tied to individual project components, as well as scheduling considerations that can improve plan implementation success. The Fiscal Plan shall also identify groupings of projects or strategies that can be supported with related funding programs, as well as leveraging development projects where appropriate to support funding of projects.

o Post-Project Engagement Strategy: The Consultant shall identify a strategy for continued engagement of corridor stakeholders beyond project completion. This strategy shall consider which agencies, businesses, communities, or any other stakeholders should be coordinated with in an active and ongoing role, as well as the platforms and goals of this communication.

o Action Plan: The Consultant shall develop an Action Plan that synthesizes information from the Fiscal Plan and Post-Project Engagement Strategy to provide guidance on the varying levels of coordination and partnerships necessary to successfully implement the proposed plan. This shall include subsequent steps the County, Caltrans, or any other stakeholders should take to support its development.

At a minimum the Action Plan shall identify a recommended funding plan, collaboration and communication methods, technical guidance, data collection or other factors for consideration identified by the County. These steps may include site- or segment-specific considerations, as well as an overall phase-by-phase summary.

• Responsible Party: Consultant

Draft Report

• Gathering study inputs and incorporating prior deliverables, the Consultant will prepare an Administrative Draft Re-Imagine North Watt Avenue Corridor Plan. The Administrative Draft Plan will be provided to the County and Caltrans for review and feedback. The County and Caltrans will provide a consolidated set of comments for consultant review.

• Based on County comments, the Consultant will provide a Draft Re-Imagine North Watt Avenue Corridor Plan (Draft Plan). The Draft Plan will be presented to both project stakeholders and the public for review and feedback. The Consultant will collect public feedback on Draft Plan.

• Responsible Party: Consultant

Final Report

• Based on public input, the Consultant will prepare a Final Re-Imagine North Watt Avenue Corridor Plan (Final Plan) for consideration by the County of Sacramento Board of Supervisors. All final reports funded through the Sustainable Transportation Planning Grant Program shall credit Caltrans’ financial participation on the cover or title page. An Americans with Disabilities Act of 1994 (ADA)-accessible electronic copy of all final reports shall be forwarded to Caltrans District 3 .

• After project has been completed, County will submit a close out survey to Caltrans.

• Responsible Party: Consultant, County

Board of Supervisors Presentations

• The Final Re-Imagine North Watt Avenue Corridor Plan shall be presented to the County Board of…