HomeMy WebLinkAbout4.6 Agreement with Strategic Economics, Inc. for Economic Developmentr
DUBLIN
CALIFORNIA
DATE:
TO:
FROM:
SUBJECT:
STAFF REPORT
CITY COUNCIL
September 5, 2023
Honorable Mayor and City Councilmembers
Linda Smith, City Manager
Agenda Item 4.6
Agreement with Strategic Economics, Inc. for Economic Development
Strategy and General Plan Economic Development Element
Prepared by: Rhonda Franklin, Management Analyst II
EXECUTIVE SUMMARY:
The City Council will consider approving an agreement with Strategic Economics, Inc. for an
update to the Economic Development Strategy and General Plan Economic Development Element.
STAFF RECOMMENDATION:
Adopt the Resolution Approving an Agreement with Strategic Economics, Inc. for Economic
Development Strategy and General Plan Economic Development Element and approve a budget
change.
FINANCIAL IMPACT:
The proposed compensation for the project is $200,000, which includes an approximate 10%
contingency. The Fiscal Year 2023-24 Adopted Budget included $180,000 in funding for this
project. Approval of the agreement and contingency will require a budget adjustment of $20,000
from the General Fund Unassigned Reserve, as identified in Attachment 5.
DESCRIPTION:
The Economic Development Strategy was created and approved in 2012. Since that time, the City
has focused on improving undeveloped lands and revitalizing existing developed areas and
transit -oriented development around the Dublin/Pleasanton Bay Area Rapid Transit (BART)
Station and the West Dublin BART Station in the Downtown. The City has also seen continued
residential development activity consistent with its plans, increasing from approximately 18,537
residential units to more than 25,000 residential units in the last 10 years, thus increasing the
population.
This growth, along with the recent shifts in the economic climate, the rise of fast-growing
industries, and changes in business operations warrants a review of and update to the City's
Page 1 of 2
87
current Economic Development Strategy and the Economic Development Element of the General
Plan.
In April 2023, Staff issued a Request for Proposals (RFP) for the needed updates (Attachment 3) to
identify firms with the necessary background, experience, track record of success, and ensure that
the cost for services is competitive. The RFP was posted on the City's website and sent to known
firms that provide such services. The City received six proposals which were reviewed and ranked
by an interdepartmental evaluation committee including staff from
Economic Development, Community Development, and Parks and Community Services.
The committee interviewed four of the six firms in July 2023. The interviews consisted of a
presentation by each firm regarding their capabilities and experience, case studies with other
cities, as well as a discussion of their knowledge of Dublin and the Tri-Valley region.
After interviewing the firms, Staff is recommending the services of Strategic Economics, Inc. to
update the City's Economic Development Strategy and General Plan Economic Development
Element. Strategic Economics has extensive experience in creating quality economic development
strategic plans and related documents for local and regional governments and agencies. They have
recently completed similar projects for several Bay Area cities, including Milpitas, Santa Cruz,
Culver City, Alameda, Cupertino, Pleasanton, and San Jose. They bring complimentary expertise in
disciplines including economics, urban planning, public policy and finance, and real estate
development.
If the City Council approves the Agreement, Staff will begin work with Strategic Economics in late
September 2023. The project is estimated to take approximately 10 months to complete, with a
deliverable date likely in mid-2024.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Resolution Approving an Agreement with Strategic Economics, Inc. for Economic Development
Strategy and General Plan Economic Development Element
2) Exhibit A to the Resolution - Strategic Economics, Inc. Agreement
3) Request for Proposal - Economic Development Strategy and General Plan Economic
Development Element
4) Strategic Economics, Inc. Proposal
5) Budget Change Form
Page 2 of 2
88
Attachment I
RESOLUTION NO. XX — 23
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
APPROVING AN AGREEMENT WITH STRATEGIC ECONOMICS, INC. FOR ECONOMIC
DEVELOPMENT STRATEGY AND GENERAL PLAN ECONOMIC DEVELOPMENT
ELEMENT
WHEREAS, on November 6, 2012, the City Council adopted the City of Dublin Economic
Development Strategy; and
WHEREAS, since the Economic Development Strategy was adopted there have been
significant changes in the City's population, business operations and employment activity,
industry types and growth, and overall economic climate; and
WHEREAS, Staff has determined that these changes warrant an update to the Economic
Development Strategy and General Plan Economic Development Element in order to re-
evaluate and re -confirm the City's economic development focus and priorities; and
WHEREAS, in April 2023, Staff issued a Request for Proposals (RFP) for an update to
the Economic Development Strategy and General Plan Economic Development Element; and
WHEREAS, the City received six responses to the RFP; and
WHEREAS, Staff reviewed and evaluated the proposals in accordance with the RFP
rating process and interviewed four firms; and
WHEREAS, the City desires to enter into an Agreement with Strategic Economics, Inc. for
a not -to -exceed amount of $180,025 with a term ending on December 31, 2024.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does
hereby approve the Agreement with Strategic Economics, Inc., attached hereto as Exhibit A.
BE IT FURTHER RESOLVED that the City Council of the City of Dublin does hereby
authorize the City Manager or designee to execute an Agreement with Strategic Economics, Inc.
for a compensation amount of $180,025 plus a contingency amount of approximately ten
percent for a total project cost not to exceed $200,000.
BE IT FURTHER RESOLVED that the City Manager is authorized to enter into
amendments to the Agreement to use the contingency amount and include any necessary, non -
substantive changes to carry out the intent of this Resolution, as deemed appropriate by the City
Manager.
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 1 of 2 89
PASSED, APPROVED AND ADOPTED this 5th day of September 2023, by the following
vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Mayor
ATTEST:
City Clerk
Reso. No. XX-23, Item X.X, Adopted XX/XX/2023 Page 2 of 2 90
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
Attachment 2
CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF DUBLIN AND
STRATEGIC ECONOMICS, INC.
FOR
ECONOMIC DEVELOPMENT STRATEGY AND
GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT
THIS AGREEMENT for consulting services is made by and between the City of Dublin ("City") and
Strategic Economics, Inc. ("Consultant") (together sometimes referred to as the "Parties") as of September
5, 2023 (the "Effective Date").
Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant
shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and
place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms
of this Agreement and Exhibit A, the Agreement shall prevail.
1.1
Term of Services. The term of this Agreement shall begin on the Effective Date and shall
end on December 31, 2024 the date of completion specified in Exhibit A, and Consultant
shall complete the work described in Exhibit A on or before that date, unless the term of
the Agreement is otherwise terminated or extended, as provided for in Section 8. The time
provided to Consultant to complete the services required by this Agreement shall not affect
the City's right to terminate the Agreement, as referenced in Section 8. Notwithstanding
the foregoing this Agreement may be extended on a month to month basis for up to 6
months upon the written consent of the Consultant and the City Manager, provided that: a)
sufficient funds have been appropriated for such purchase, b) the price charged by the
Consultant for the provision of the serves described in Exhibit A does not increase. None
of the foregoing shall affect the City's right to terminate the Agreement as provided for in
Section 8.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this
Agreement in the manner and according to the standards observed by a competent
practitioner of the profession in which Consultant is engaged.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform
services pursuant to this Agreement. In the event that City, in its sole discretion, at any
time during the term of this Agreement, desires the reassignment of any such persons,
Consultant shall, immediately upon receiving notice from City of such desire of City,
reassign such person or persons.
1.4 Time. Consultant shall devote such time to the performance of services pursuant to this
Agreement as may be reasonably necessary to meet the standard of performance
provided in Subsection 1.2 above and to satisfy Consultant's obligations hereunder.
Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed $180,025
notwithstanding any contrary indications that may be contained in Consultant's proposal, for services to be
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 1 of 14
91
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this
Agreement and Consultant's proposal, attached as Exhibit A, regarding the amount of compensation, the
Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the
time and in the manner set forth herein. The payments specified below shall be the only payments from
City to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to
City in the manner specified herein. Except as specifically authorized by City in writing, Consultant shall
not bill City for duplicate services performed by more than one person.
Consultant and City acknowledge and agree that compensation paid by City to Consultant under this
Agreement is based upon Consultant's estimated costs of providing the services required hereunder,
including salaries and benefits of employees and subcontractors of Consultant. Consequently, the Parties
further agree that compensation hereunder is intended to include the costs of contributions to any pensions
and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City
therefore has no responsibility for such contributions beyond compensation required under this Agreement.
2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the
term of this Agreement, based on the cost for services performed and reimbursable costs
incurred prior to the invoice date. No individual performing work under this Agreement shall
bill more than 2,000 hours in a fiscal year unless approved, in writing, by the City Manager
or his/her designee. Invoices shall contain the following information:
■ Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
■ The beginning and ending dates of the billing period;
• A Task Summary containing the original contract amount, the amount of prior billings,
the total due this period, the balance available under the Agreement, and the
percentage of completion;
• A copy of the applicable time entries or time sheets shall be submitted showing the
following:
o Daily logs of total hours worked by each individual performing work under
this Agreement
o Hours must be logged in increments of tenths of an hour or quarter hour
o If this Agreement covers multiple projects, all hours must also be logged
by project assignment
o A brief description of the work, and each reimbursable expense
• The total number of hours of work performed under the Agreement by Consultant and
each employee, agent, and subcontractor of Consultant performing services
hereunder;
• The Consultant's signature;
Consulting Services Agreement between City of Dublin and 09/5/2023
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element Page 2 of 14
92
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
■ Consultant shall give separate notice to the City when the total number of hours
worked by Consultant and any individual employee, agent, or subcontractor of
Consultant reaches or exceeds 800 hours within a 12-month period under this
Agreement and any other agreement between Consultant and City. Such notice shall
include an estimate of the time necessary to complete work described in Exhibit A and
the estimate of time necessary to complete work under any other agreement between
Consultant and City, if applicable.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for
services satisfactorily performed, and for authorized reimbursable costs incurred. City
shall have 30 days from the receipt of an invoice that complies with all of the requirements
above to pay Consultant.
2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this
Agreement within 60 days after completion of the services and submittal to City of a final
invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to
this Agreement. City shall not pay any additional sum for any expense or cost whatsoever
incurred by Consultant in rendering services pursuant to this Agreement. City shall make
no payment for any extra, further, or additional service pursuant to this Agreement.
In no event shall Consultant submit any invoice for an amount in excess of the maximum
amount of compensation provided above either for a task or for the entire Agreement,
unless the Agreement is modified prior to the submission of such an invoice by a properly
executed change order or amendment.
2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed
the amounts shown on the compensation schedule attached hereto as Exhibit B.
2.6 DELETED.
2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes
incurred under this Agreement and any similar federal or state taxes.
2.8 Payment upon Termination. In the event that the City or Consultant terminates this
Agreement pursuant to Section 8, the City shall compensate the Consultant for all
outstanding costs and reimbursable expenses incurred for work satisfactorily completed as
of the date of written notice of termination. Consultant shall maintain adequate logs and
timesheets to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any
services or incur any costs whatsoever under the terms of this Agreement until receipt of
authorization from the Contract Administrator.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 3 of 14
93
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole
cost and expense, provide all facilities and equipment that may be necessary to perform the services
required by this Agreement. City shall make available to Consultant only the facilities and equipment listed
in this section, and only under the terms and conditions set forth herein.
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be
reasonably necessary for Consultant's use while consulting with City employees and reviewing records and
the information in possession of the City. The location, quantity, and time of furnishing those facilities shall
be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve
incurring any direct expense, including but not limited to computer, long-distance telephone or other
communication charges, vehicles, and reproduction facilities.
Section 4. INSURANCE REQUIREMENTS. Before fully executing this Agreement, Consultant, at its
own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance
listed below against claims for injuries to persons or damages to property that may arise from or in
connection with the performance of the work hereunder by the Consultant and its agents, representatives,
employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof
satisfactory to City of such insurance that meets the requirements of this section and under forms of
insurance satisfactory in all respects, and that such insurance is in effect prior to beginning work.
Consultant shall maintain the insurance policies required by this section throughout the term of this
Agreement. The cost of such insurance shall be included in the Consultant's bid or proposal. Consultant
shall not allow any subcontractor to commence work on any subcontract until Consultant has obtained all
insurance required herein for the subcontractor(s) and provided evidence to City that such insurance is in
effect. VERIFICATION OF THE REQUIRED INSURANCE SHALL BE SUBMITTED AND MADE PART OF
THIS AGREEMENT PRIOR TO EXECUTION. Consultant shall maintain all required insurance listed
herein for the duration of this Agreement.
4.1 Workers' Compensation.
4.1.1 General Requirements. Consultant shall, at its sole cost and expense, maintain
Statutory Workers' Compensation Insurance and Employer's Liability Insurance for
any and all persons employed directly or indirectly by Consultant. The Statutory
Workers' Compensation Insurance and Employer's Liability Insurance shall be
provided with limits of not less than $1,000,000 per accident. In the alternative,
Consultant may rely on a self-insurance program to meet these requirements, but
only if the program of self-insurance complies fully with the provisions of the
California Labor Code. Determination of whether a self-insurance program meets
the standards of the California Labor Code shall be solely in the discretion of the
Contract Administrator.
The Workers' Compensation policy shall be endorsed with a waiver of subrogation
in favor of the entity for all work performed by the Consultant, its employees,
agents, and subcontractors.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 4 of 14
94
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
4.1.2 Submittal Requirements. To comply with Subsection 4.1, Consultant shall
submit the following:
a. Certificate of Liability Insurance in the amounts specified in the section;
and
b. Waiver of Subrogation Endorsement as required by the section.
4.2 Commercial General and Automobile Liability Insurance.
4.2.1 General Requirements. Consultant, at its own cost and expense, shall maintain
commercial general liability insurance for the term of this Agreement in an amount
not less than $1,000,000 and automobile liability insurance for the term of this
Agreement in an amount not less than $1,000,000 per occurrence, combined
single limit coverage for risks associated with the work contemplated by this
Agreement. If a Commercial General Liability Insurance or an Automobile Liability
form or other form with a general aggregate limit is used, either the general
aggregate limit shall apply separately to the work to be performed under this
Agreement or the general aggregate limit shall be at least twice the required
occurrence limit. Such coverage shall include but shall not be limited to, protection
against claims arising from bodily and personal injury, including death resulting
therefrom, and damage to property resulting from activities contemplated under
this Agreement, including without limitation, blanket contractual liability and the
use of owned and non -owned automobiles.
4.2.2 Minimum Scope of Coverage. Commercial general coverage shall be at least as
broad as Insurance Services Office Commercial General Liability occurrence form
CG 0001 (most recent edition) covering comprehensive General Liability on an
"occurrence" basis. Automobile coverage shall be at least as broad as Insurance
Services Office Automobile Liability form CA 0001, Code 1 (any auto). No
endorsement shall be attached limiting the coverage.
4.2.3 Additional Requirements. Each of the following shall be included in the
insurance coverage or added as a certified endorsement to the policy:
a. The Insurance shall cover on an occurrence or an accident basis, and not
on a claims -made basis.
b. City, its officers, officials, employees, and volunteers are to be covered as
additional insureds as respects: liability arising out of work or operations
performed by or on behalf of the Consultant; or automobiles owned,
leased, hired, or borrowed by the Consultant.
c. Consultant hereby agrees to waive subrogation which any insurer or
contractor may require from vendor by virtue of the payment of any loss.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 5 of 14
95
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
Consultant agrees to obtain any endorsements that may be necessary to
effect this waiver of subrogation.
d. For any claims related to this Agreement or the work hereunder, the
Consultant's insurance coverage shall be primary insurance as respects
the City, its officers, officials, employees, and volunteers. Any insurance
or self-insurance maintained by the City, its officers, officials, employees,
or volunteers shall be excess of the Consultant's insurance and shall not
contribute with it.
4.2.4 Submittal Requirements. To comply with Subsection 4.2, Consultant shall
submit the following:
a. Certificate of Liability Insurance in the amounts specified in the section;
b. Additional Insured Endorsement as required by the section;
c. Waiver of Subrogation Endorsement as required by the section; and
d. Primary Insurance Endorsement as required by the section.
4.3 Professional Liability Insurance.
4.3.1 General Requirements. Consultant, at its own cost and expense, shall maintain
for the period covered by this Agreement professional liability insurance for
licensed professionals performing work pursuant to this Agreement in an amount
not less than $2,000,000 covering the licensed professionals' errors and
omissions. Any deductible or self -insured retention shall not exceed $150,000 per
claim.
4.3.2 Claims -Made Limitations. The following provisions shall apply if the professional
liability coverage is written on a claims -made form:
a. The retroactive date of the policy must be shown and must be before the
date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be
provided for at least 3 years after completion of the Agreement or the
work, so long as commercially available at reasonable rates.
c. If coverage is canceled or not renewed and it is not replaced with another
claims -made policy form with a retroactive date that precedes the date of
this Agreement, Consultant shall purchase an extended period coverage
for a minimum of 3 years after completion of work under this Agreement.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 6 of 14
96
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
d. A copy of the claim reporting requirements must be submitted to the City
for review prior to the commencement of any work under this Agreement.
4.3.3 Submittal Requirements. To comply with Subsection 4.3, Consultant shall
submit the Certificate of Liability Insurance in the amounts specified in the section.
4.4 All Policies Requirements.
4.4.1 Acceptability of Insurers. All insurance required by this section is to be placed
with insurers with a Bests' rating of no less than A:VII.
4.4.2 Verification of Coverage. Prior to beginning any work under this Agreement,
Consultant shall furnish City with complete copies of all Certificates of Liability
Insurance delivered to Consultant by the insurer, including complete copies of all
endorsements attached to the policies. All copies of Certificates of Liability
Insurance and certified endorsements shall show the signature of a person
authorized by that insurer to bind coverage on its behalf. If the City does not
receive the required insurance documents prior to the Consultant beginning work,
it shall not waive the Consultant's obligation to provide them. The City reserves
the right to require complete copies of all required insurance policies at any time.
4.4.3 Deductibles and Self -Insured Retentions. Consultant shall disclose to and
obtain the written approval of City for the self -insured retentions and deductibles
before beginning any of the services or work called for by any term of this
Agreement. At the option of the City, either: the insurer shall reduce or eliminate
such deductibles or self -insured retentions as respects the City, its officers,
employees, and volunteers; or the Consultant shall provide a financial guarantee
satisfactory to the City guaranteeing payment of losses and related investigations,
claim administration and defense expenses.
4.4.4 Wasting Policies. No policy required by this Section 4 shall include a "wasting"
policy limit (i.e. limit that is eroded by the cost of defense).
4.4.5 Endorsement Requirements. Each insurance policy required by Section 4 shall
be endorsed to state that coverage shall not be canceled by either party, except
after 30 days' prior written notice has been provided to the City.
4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its
policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall be subject to all of the
requirements stated herein.
4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide
or maintain any insurance policies or policy endorsements to the extent and within the time
herein required, City may, at its sole option exercise any of the following remedies, which
Consulting Services Agreement between City of Dublin and 09/5/2023
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element Page 7 of 14
97
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
are alternatives to other remedies City may have and are not the exclusive remedy for
Consultant's breach:
■ Obtain such insurance and deduct and retain the amount of the premiums for such
insurance from any sums due under the Agreement;
• Order Consultant to stop work under this Agreement or withhold any payment that
becomes due to Consultant hereunder, or both stop work and withhold any payment,
until Consultant demonstrates compliance with the requirements hereof; and/or
■ Terminate this Agreement.
Section 5. INDEMNIFICATION AND CONSULTANT'S RESPONSIBILITIES. Refer to the attached
Exhibit C, which is incorporated herein and made a part of this Agreement.
Section 6. STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall
be an independent contractor and shall not be an employee of City. This Agreement shall
not be construed as an agreement for employment. City shall have the right to control
Consultant only insofar as the results of Consultant's services rendered pursuant to this
Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise
City shall not have the right to control the means by which Consultant accomplishes
services rendered pursuant to this Agreement. Consultant further acknowledges that
Consultant performs Services outside the usual course of the City's business; and is
customarily engaged in an independently established trade, occupation, or business of the
same nature as the Consultant performs for the City and has the option to perform such
work for other entities. Notwithstanding any other City, state, or federal policy, rule,
regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents,
and subcontractors providing services under this Agreement shall not qualify for or
become entitled to, and hereby agree to waive any and all claims to, any compensation,
benefit, or any incident of employment by City, including but not limited to eligibility to
enroll in the California Public Employees Retirement System (PERS) as an employee of
City and entitlement to any contribution to be paid by City for employer contributions and/or
employee contributions for PERS benefits.
6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no
authority, express or implied, to act on behalf of City in any capacity whatsoever as an
agent. Consultant shall have no authority, express or implied, pursuant to this Agreement
to bind City to any obligation whatsoever.
Section 7. LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 8 of 14
98
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with
all laws and regulations applicable to the performance of the work hereunder, including but
not limited to, the California Building Code, the Americans with Disabilities Act, and any
copyright, patent or trademark law. Consultant's failure to comply with any law(s) or
regulation(s) applicable to the performance of the work hereunder shall constitute a breach
of contract.
7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by
fiscal assistance from another governmental entity, Consultant and any subcontractors
shall comply with all applicable rules and regulations to which City is bound by the terms of
such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and
its employees, agents, and any subcontractors have all licenses, permits, qualifications,
and approvals of whatsoever nature that are legally required to practice their respective
professions. Consultant represents and warrants to City that Consultant and its
employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect
at all times during the term of this Agreement any licenses, permits, and approvals that are
legally required to practice their respective professions. In addition to the foregoing,
Consultant and any subcontractors shall obtain and maintain during the term of this
Agreement valid Business Licenses from City.
7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the
basis of a person's race, sex, gender, religion (including religious dress and grooming
practices), national origin, ancestry, physical or mental disability, medical condition
(including cancer and genetic characteristics), marital status, age, sexual orientation, color,
creed, pregnancy, genetic information, gender identity or expression, political affiliation or
belief, military/veteran status, or any other classification protected by applicable local,
state, or federal laws (each a "Protected Characteristic"), against any employee, applicant
for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or
applicant for any services or programs provided by Consultant under this Agreement.
Consultant shall include the provisions of this Subsection in any subcontract approved by
the Contract Administrator or this Agreement.
Section 8. TERMINATION AND MODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written
notification to Consultant.
Consultant may cancel this Agreement upon 30 days' written notice to City and shall
include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services
performed to the effective date of termination; City, however, may condition payment of
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 9 of 14
99
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
such compensation upon Consultant delivering to City any or all documents, photographs,
computer software, video and audio tapes, and other materials provided to Consultant or
prepared by or for Consultant or the City in connection with this Agreement.
8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this
Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a
written amendment to this Agreement, as provided for herein. Consultant understands and
agrees that, if City grants such an extension, City shall have no obligation to provide
Consultant with compensation beyond the maximum amount provided for in this
Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no
obligation to reimburse Consultant for any otherwise reimbursable expenses incurred
during the extension period.
8.3 Amendments. The Parties may amend this Agreement only by a writing signed by all the
Parties.
8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this
Agreement contemplates personal performance by Consultant and is based upon a
determination of Consultant's unique personal competence, experience, and specialized
personal knowledge. Moreover, a substantial inducement to City for entering into this
Agreement was and is the professional reputation and competence of Consultant.
Consultant may not assign this Agreement or any interest therein without the prior written
approval of the Contract Administrator. Consultant shall not subcontract any portion of the
performance contemplated and provided for herein, other than to the subcontractors noted
in the proposal, without prior written approval of the Contract Administrator.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all
provisions of this Agreement allocating liability between City and Consultant shall survive
the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms
of this Agreement, City's remedies shall include, but are not limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any
other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not
finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work
described in Exhibit A that is unfinished at the time of breach and the amount that
City would have paid Consultant pursuant to Section 2 if Consultant had
completed the work.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 10 of 14
100
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
Section 9. KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant's Performance. All reports, data, maps,
models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications,
records, files, or any other documents or materials, in electronic or any other form, that
Consultant prepares or obtains pursuant to this Agreement and that relate to the matters
covered hereunder shall be the property of the City. Consultant hereby agrees to deliver
those documents to the City upon termination of the Agreement. It is understood and
agreed that the documents and other materials, including but not limited to those described
above, prepared pursuant to this Agreement are prepared specifically for the City and are
not necessarily suitable for any future or other use. City and Consultant agree that, until
final approval by City, all data, plans, specifications, reports and other documents are
confidential and will not be released to third parties without prior written consent of both
Parties.
9.2 Consultant's Books and Records. Consultant shall maintain any and all ledgers, books
of account, invoices, vouchers, canceled checks, and other records or documents
evidencing or relating to charges for services or expenditures and disbursements charged
to the City under this Agreement for a minimum of 3 years, or for any longer period
required by law, from the date of final payment to the Consultant to this Agreement.
9.3 Inspection and Audit of Records. Any records or documents that Subsection 9.2 of this
Agreement requires Consultant to maintain shall be made available for inspection, audit,
and/or copying at any time during regular business hours, upon oral or written request of
the City. Under California Government Code Section 8546.7, if the amount of public funds
expended under this Agreement exceeds $10,000.00, the Agreement shall be subject to
the examination and audit of the State Auditor, at the request of City or as part of any audit
of the City, for a period of 3 years after final payment under the Agreement.
Section 10. MISCELLANEOUS PROVISIONS.
10.1 Attorneys' Fees. If a party to this Agreement brings any action, including an action for
declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing
party shall be entitled to reasonable attorneys' fees in addition to any other relief to which
that party may be entitled. The court may set such fees in the same action or in a
separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this
Agreement, the Parties agree that trial of such action shall be vested exclusively in the
state courts of California in the County of Alameda or in the United States District Court for
the Northern District of California.
10.3 Severabilitv. If a court of competent jurisdiction finds or rules that any provision of this
Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 11 of 14
101
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
adjudged shall remain in full force and effect. The invalidity in whole or in part of any
provision of this Agreement shall not void or affect the validity of any other provision of this
Agreement.
10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this
Agreement does not constitute a waiver of any other breach of that term or any other term
of this Agreement.
10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of
and shall apply to and bind the successors and assigns of the Parties.
10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written
studies and other printed material on recycled paper to the extent it is available at equal or
less cost than virgin paper.
10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within
the corporate limits of City or whose business, regardless of location, would place
Consultant in a "conflict of interest," as that term is defined in the Political Reform Act,
codified at California Government Code Section 81000 et seq.
Consultant shall not employ any City official in the work performed pursuant to this
Agreement. No officer or employee of City shall have any financial interest in this
Agreement that would violate California Government Code Section 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous 12 months,
an employee, agent, appointee, or official of the City. If Consultant was an employee,
agent, appointee, or official of the City in the previous 12 months, Consultant warrants that
it did not participate in any manner in the forming of this Agreement. Consultant
understands that, if this Agreement is made in violation of California Government Code
Section 1090 et seq., the entire Agreement is void and Consultant will not be entitled to
any compensation for services performed pursuant to this Agreement, including
reimbursement of expenses, and Consultant will be required to reimburse the City for any
sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it
may be subject to criminal prosecution for a violation of California Government Code
Section 1090 et seq., and, if applicable, will be disqualified from holding public office in the
State of California.
At City's sole discretion, Consultant may be required to file with the City a Form 700 to
identify and document Consultant's economic interests, as defined and regulated by the
California Fair Political Practices Commission. If Consultant is required to file a Form 700,
Consultant is hereby advised to contact the Dublin City Clerk for the Form 700 and
directions on how to prepare it.
10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or
interview related to this Agreement, either orally or through any written materials.
Consulting Services Agreement between City of Dublin and 09/5/2023
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element Page 12 of 14
102
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
10.9 Contract Administration. This Agreement shall be administered by the City Manager
("Contract Administrator"). All correspondence shall be directed to or through the Contract
Administrator or his or her designee.
10.10 Notices. Any written notice to Consultant shall be sent to:
Strategic Economics, Inc.
c/o Derek W. Brawn, Principal
2991 Shattuck Avenue, Suite 203
Berkeley, CA 94705
dbraun@strategiceconomics.com
Any written notice to City shall be sent to:
City of Dublin
Office of Economic Development
c/o Hazel Wetherford
100 Civic Plaza
Dublin, CA 94568
10.11 Integration. This Agreement, including the scope of work attached hereto and
incorporated herein as Exhibits A, B, and C represents the entire and integrated
agreement between City and Consultant and supersedes all prior negotiations,
representations, or agreements, either written or oral.
Exhibit A Scope of Services
Exhibit B Compensation Schedule & Reimbursable Expenses
Exhibit C Indemnification
10.12 Counterparts and Electronic Signatures. This Agreement may be executed in multiple
counterparts, each of which shall be an original and all of which together shall constitute
one agreement. Counterparts delivered and/or signatures executed by City -approved
electronic or digital means shall have the same force and effect as the use of a manual
signature. Both Parties desire this Agreement to be electronically signed in accordance
with applicable federal and California law. Either Party may revoke its agreement to use
electronic signatures at any time by giving notice to the other Party.
10.13 Certification per Iran Contracting Act of 2010. In the event that this contract is for
one million dollars ($1,000,000.00) or more, by Consultant's signature below Consultant
certifies that Consultant, and any parent entities, subsidiaries, successors or subunits of
Consultant are not identified on a list created pursuant to subdivision (b) of Section 2203 of
the California Public Contract Code as a person engaging in investment activities in Iran as
described in subdivision (a) of Section 2202.5, or as a person described in subdivision (b)
of Section 2202.5 of the California Public Contract Code, as applicable.
Consulting Services Agreement between City of Dublin and 09/5/2023
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element Page 13 of 14
103
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
The Parties have executed this Agreement as of the Effective Date. The persons whose signatures appear
below certify that they are authorized to sign on behalf of the respective Party.
CITY OF DUBLIN
Linda Smith, City Manager
Attest:
Marsha Moore, City Clerk
Approved as to Form:
City Attorney
3070368.1
STRATEGIC ECONOMICS, INC.
C�
DocuSigned by:
f6v9 ,ie A..A.ci4.t
Fr'S99SP ncgcn5-
Derek W. Braun, Principal
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
09/5/2023
Page 14 of 14
104
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
EXHIBIT A
SCOPE OF SERVICES
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
Last revised 09/5/2023
Exhibit A — Page 1 of 11
105
III. SCOPE OF WORK
Strategic Economics proposes the following scope of work to complete the Dublin Economic
Development Strategy and Economic Development Element project. All "Schedule" dates
assume that the project begins on approximately August 1st. Strategic Economics will adjust
the schedule based on the actual project start date.
TASK 1: PROJECT KICKOFF AND MANAGEMENT
SUBTASK 1.1: REQUEST AND REVIEW OF EXISTING DATA AND MATERIALS
Prior to the kickoff meeting, the Strategic Economics team will review background materials
and work completed to date as listed in the RFP, including the existing council priorities,
Economic Development Strategy and Element, Downtown Dublin Preferred Vision and Specific
Plan, and Fallon Road Economic Development Zone incentives. Strategic Economics will also
request relevant data from the City, including GIS shape files, business license data, transient
occupancy tax data, sales tax data, recently completed market studies and other analyses,
development projects information, currently tracked real estate data, etc.
OUTPUT: DATA AND DOCUMENT REQUESTS
SCHEDULE: FIRST 2 WEEKS OF AUGUST
CosT: $2,305
SUBTASK 1.2: KICKOFF MEETING AND SITE VISIT
Strategic Economics, Greensfelder Real Estate Strategy (GRES), and Tawni Sullivan will attend
an in -person project initiation meeting with City staff to review the scope of work, schedule of
deliverables, and outreach meetings/process. The team will finalize the project sequencing
and schedule through this discussion with City staff. After the meeting, the team will tour the
city with City staff, with a special focus on Downtown, major shopping centers, major
employment centers, and areas of development activity. City staff are assumed to determine
the route and arrange transportation if necessary.
OUTPUT: KICKOFF MEETING AGENDA
SCHEDULE: FIRST WEEK OF AUGUST
CosT: $ 5,100
SUBTASK 1.3: PROJECT MANAGEMENT AND COMMUNICATION
Strategic Economics staff and other consultant team members will participate in bi-weekly
check -in calls with City staff (as necessary) to share project updates and findings, and to
coordinate on issues such as data collection, outreach to stakeholders, project schedule, and
preparation/review of findings and deliverables.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 2 of 11
106
OUTPUT: CHECK -IN CALL AGENDAS
SCHEDULE: ONGOING THROUGHOUT PROJECT LIFE
CosT: $3,050
TASK 2: ECONOMIC AND MARKET CONDITIONS AND OPPORTUNITIES ANALYSIS
SUBTASK 2.1: WORKFORCE, DEMOGRAPHICS, AND MAJOR INDUSTRIES ANALYSIS
Building on the 2012 Economic Development Strategy, stated council priorities, and our more
recent work examining the East Bay and Tri-Valley economies, Strategic Economics will
conduct an analysis of Dublin's significant industry sectors to gain an understanding of the
performance of the City's industries. Strategic Economics will selectively analyze employment,
industry, and business trends by examining local and regional trends and projections using a
combination of California Employment Development Data (to be obtained by the City if
possible, with the City responsible for associated costs charged by EDD), and/or City business
license data (if available), and/or alternative sources such as JobsEQ data provided by the
City's partners, and regional employment projections. These analyses will identify the city's
strengths to gain an understanding of the types, composition, and performance of industries
in Dublin. The task will also provide insights into Dublin's specific strengths and weaknesses
relative to the region.
In order to connect these industry projections with local workforce conditions and
demographics, Strategic Economics will analyze demographic and household characteristics
of the Dublin population and workforce compared to the Tri-Valley area and the East Bay as a
whole. We will also use U.S. Census LEHD data to examine commute patterns of residents
and workers in Dublin.
The findings of these analyses will also be combined with the Commercial Real Estate Analysis
subtask to describe the space needs for future business growth in Dublin, including the types
of buildings, spaces, land uses, and developable land required to meet these needs.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $12,580
SUBTASK 2.2: COMMERCIAL REAL ESTATE MARKET ANALYSIS
In order to assess life science, office, and industrial tenanting opportunities and retail market
conditions, Strategic Economics will combine the findings of the employment analysis with an
assessment of market conditions and positioning of these uses in Dublin. Based on market
and building -level data obtained via CoStar and local broker reports, Strategic Economics will
examine Dublin's competitive performance versus the surrounding market area, development
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A - Page 3 of 11 107
activity, building types and conditions, and current major vacancies. This data analysis will be
supplemented by interviews with area brokers to understand tenant attraction challenges and
opportunities, both generally and for specific locations, development opportunity sites, and
any major vacancies. Findings will include a focus on the alignment or misalignment of existing
building stock and greenfield/infill development opportunities versus the needs of businesses
in growing and expanding industry sectors. The analysis will include a particular focus on life
science development opportunities, with advising by Tawni Sullivan.
Finally, Strategic Economics will evaluate the performance and economic contribution of
Dublin's hotels through analysis of quantitative data such as market reports and transient
occupancy tax revenues (provided by the City), and will conduct interviews with hotel
operators.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $14,590
SUBTASK 2.3: RETAIL ANALYSIS, INCLUDING CELL PHONE DATA ANALYSIS
GRES, with support from Strategic Economics, will complete an in-depth retail analysis,
evaluating on -the -ground local conditions and applying broader retail trends to identify
opportunities and recommend strategies to support the occupancy and health of Dublin's
retail -based businesses retail districts, shopping centers, and emerging mixed -use projects.
Tasks will include:
• A citywide inventory of retail space, including analysis of CoStar data provided by
Strategic Economics which will be verified through fieldwork observations;
• Identification of strengths and weaknesses for major retail centers and commercial
districts;
• Identification of major chain or "brand retailers" that are doing well versus those that
are at risk of closure;
• A retail gap and void sales tax leakage analysis to identify retail opportunities, based
on sales tax and taxable sales data obtained by Strategic Economics via the City of
Dublin and the California Department of Tax and Fee Administration;
• A summary of barriers and threats for Dublin's retailers and retail market;
• Recommendations for actions and policies to address barriers, attract and retain
neighborhood retailers and reduce vacancies, activate marginal and vacant
storefronts, and reposition major shopping centers in the City for re -tenanting or
redevelopment into new uses or formats.
GRES will also obtain and analyze cell phone data that can show, among other things, the
catchment from which various commercial/retail areas in the City draws customers.
Identifying and confirming these traffic patterns can be helpful in developing strategies for
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 4 of 11
108
capturing "on my route" trips as well as for widening the catchment from which an area
draws. In addition, obtaining data from which other key projects such as City Center in San
Ramon or the Livermore Premium Outlets can help us establish the traffic patterns
benefitting competing destinations, and develop strategies to attract businesses and
shoppers that will make Dublin a more frequent destination. This work can be leveraged
by Economic Development as part of a business attraction study, and our deliverable will
outline ways this might be done.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $22,300
SUBTASK 2.4: SUBAREA ASSESSMENTS
Strategic Economics will profile and provide analysis of areas with significant current or
planned concentrations of employment and business activity in Dublin. The analysis will
examine:
• Subarea job locations and industry mix through mapping of major industry sectors.
• Building inventory through analysis of subarea commercial real estate data from
CoSta r.
• Stakeholder input regarding subarea trends, issues, and opportunities, gleaned from
interviews with area brokers and stakeholders as part of the engagement activities.
• Assessment of retail and life science challenges and opportunities by GRES and Tawni
Sullivan.
The results of these subarea analyses will then be used to identify the economic development
opportunities represented at each area, and used to inform place -specific strategies and
actions in the Economic Development Strategy and the goals, policies, and implementation
measures in the Economic Development Element.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: OCTOBER THROUGH NOVEMBER
CosT: $6,450
SUBTASK 2.5: SWOT SUMMARY
Based on the findings of subtasks 2.1 through 2.4, as well as the qualitative input received
through stakeholder engagement activities in Task 6, the Strategic Economics team will
develop a summary of strengths, weaknesses, opportunities, and threats ("SWOT") for
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A - Page 5 of 11
109
attracting, retaining, and growing different categories of businesses in Dublin that will
maintain the City's long-term economic health.
The SWOT will differentiate findings relevant to the shorter term strategy versus longer term
Economic Development Element, and will include preliminary high-level recommendations for
addressing challenges and leveraging opportunities. The SWOT will include relevant data as
necessary to explain the findings, although the full write-up of the technical analyses will
ultimately be provided as part of the Economic Development Strategy itself.
OUTPUT: SWOT SUMMARY (ADMIN DRAFT AND FINAL DRAFT)
SCHEDULE: LATE-OCTOBER THROUGH NOVEMBER
CosT: $7,465
TASK 3: PRELIMINARY RECOMMENDATIONS AND DOCUMENT FRAMEWORKS
The Strategic Economics team will prepare draft document frameworks for the Economic
Development Strategy and the Economic Development Element. The frameworks are
intended as a means of efficiently vetting and refining recommendations for the Economic
Development Strategy and Economic Development Element prior to authoring the
comprehensive documents (and/or while background content is being authored for the
strategy). The frameworks will be used to receive and incorporate guidance by City
stakeholders, staff, and decision makers. The respective frameworks will be designed for
simultaneous review in order to illustrate connections between shorter term strategies and
longer term policies.
SUBTASK 3.1: ECONOMIC DEVELOPMENT STRATEGY FRAMEWORK DRAFTS
Strategic Economics will incorporate the results of the Economic and Market Conditions and
Opportunities analyses and stakeholder interviews to draft an initial document outline for
review by City staff that includes potential goals, objectives, strategies, priorities, illustrative
examples of implementation actions, and potential performance indicators for inclusion in the
Economic Development Strategy. Two drafts of the framework will be provided.
OUTPUT: Two ECONOMIC DEVELOPMENT STRATEGY FRAMEWORK DRAFTS
SCHEDULE: LATE-NOVEMBER THROUGH MID-JANUARY
CosT: $7,785
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 6 of 11 110
SUBTASK 3.2: ECONOMIC DEVELOPMENT ELEMENT FRAMEWORK DRAFTS
Strategic Economics will incorporate the results of the Economic and Market Conditions and
Opportunities analyses and stakeholder interviews to draft an initial document outline for
review by City staff that includes potential goals, policies, and corresponding preliminary
examples of implementation programs for inclusion in the Economic Development Strategy.
Two drafts of the framework will be provided.
OUTPUT: Two ECONOMIC DEVELOPMENT ELEMENT FRAMEWORK DRAFTS (8 HARDCOPIES AND 1
ELECTRONIC COPY OF EACH DRAFT)
SCHEDULE: LATE-NOVEMBER THROUGH MID-JANUARY
CosT: $8,095
TASK 4: ECONOMIC DEVELOPMENT STRATEGY
SUBTASK 4.1: ECONOMIC DEVELOPMENT STRATEGY ADMIN DRAFTS 1-3
Based on feedback on the document framework from city community members, decision
makers, and staff, Strategic Economics will prepare an Administrative Draft of the Economic
Development Strategy with an implementation work plan matrix that describes
implementation actions, responsibilities, timing, and metrics for measuring progress.
The strategy will describe relevant economic context, projections, indicators, SWOT findings,
goals, objectives, and the strategies, tools and partnerships necessary to support Dublin's
economic vitality and encourage commercial development at infill and greenfield opportunity
sites. The strategy will also include review of the successes achieved under the previous
strategy, and description of how and why this strategy differs while building on the prior
strategy's successes. The strategy will incorporate subarea -focused strategies related to
places with significant economic and business activity or planned growth in Dublin, including
Downtown Dublin and the Fallon East Economic Development Zone.
Strategic Economics will provide up to three total administrative drafts of the strategy in
response to clear and comprehensive City staff direction on each draft.
OUTPUT: 3 ADMINISTRATIVE DRAFTS OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: MID-JANUARY THROUGH MID -MARCH
CosT: $17,285
SUBTASK 4.2: PUBLIC DRAFT ECONOMIC DEVELOPMENT STRATEGY
Upon staff review and feedback on the administrative drafts of the Economic Development
Strategy, Strategic Economics will provide a Public Draft for review and comment by
community stakeholders and the City Council. Per Task 6, Strategic Economics will present
this draft to the City Council at a council meeting or study session.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 7 of 11
111
OUTPUT: PUBLIC DRAFT OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: LATE -MARCH THROUGH EARLY-APRIL
CosT: $2,925
SUBTASK 4.3: FINAL DRAFT ECONOMIC DEVELOPMENT STRATEGY
Based on input received on the Public Draft strategy Strategic Economics will make final
revisions and provide a Final Draft for potential adoption by the Dublin City Council.
OUTPUT: FINAL DRAFT OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: LATE-APRIL THROUGH LATE -MAY
CosT: $2,925
TASK 5: ECONOMIC DEVELOPMENT ELEMENT
SUBTASK 5.1: ECONOMIC DEVELOPMENT ELEMENT ADMIN DRAFTS 1-3
Concurrent with preparation and staff reviews of the Economic Development Strategy,
Strategic Economics will also prepare and provide up to three admin drafts of the Economic
Development Element. The element will provide relevant background information, with a focus
on longer -term considerations such as major fixed economic development assets
(infrastructure and location attributes), anchors (institutions), broader industry trends, and
development and redevelopment opportunities. The element will include goals, policies,
implementation programs, and implementation phasing. The admin drafts will incorporate
illustrative and informative proposed graphics, exhibits, and photographs (with any
photographs to be provided by the City of Dublin). The language and format of the element
will be designed to maintain consistency with other General Plan elements and their contents.
Up to three administrative drafts will be provided, incorporating subsequent rounds of clear
and comprehensive City staff direction on each draft.
OUTPUT: 3 ADMINISTRATIVE DRAFTS OF THE ECONOMIC DEVELOPMENT ELEMENT (8 HARDCOPIES AND
1 ELECTRONIC COPY OF EACH DRAFT)
SCHEDULE: MID-JANUARY THROUGH MID -MARCH
CosT: $12,695
SUBTASK 5.2: PUBLIC DRAFT ECONOMIC DEVELOPMENT ELEMENT
Upon staff review and feedback on the Administrative Drafts, Strategic Economics will revise
and provide a Public Draft for review by the City Council and community stakeholders. Per
Task 6, Strategic Economics will present this draft to the City Council at a council meeting or
study session.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 8 of 11
112
OUTPUT: PUBLIC DRAFT ECONOMIC DEVELOPMENT ELEMENT (8 HARDCOPIES AND 1 ELECTRONIC COPY)
SCHEDULE: LATE -MARCH THROUGH EARLY-APRIL
CosT: $2,290
SUBTASK 5.3: FINAL DRAFT ECONOMIC DEVELOPMENT ELEMENT
Based on input received on the Public Draft element, Strategic Economics will make final
revisions and provide a Final Draft for potential adoption by the Dublin City Council.
OUTPUT: FINAL DRAFT ECONOMIC DEVELOPMENT ELEMENT (40 HARDCOPIES, 1 PHOTO READY COPY, 1
ELECTRONIC COPY)
SCHEDULE: LATE-APRIL THROUGH LATE -MAY
CosT: $2,390
TASK 6: STAKEHOLDER AND DECISION MAKER ENGAGEMENT
The Strategic Economics team proposes a robust stakeholder and decision maker
engagement process. Activities include regular check -ins with City staff, focus group meetings
with groups representing different industries and business interests, general community
workshops, and meetings and study sessions with the City Council and potentially the
Planning Commission. The engagement process is designed to meet the needs of the
Economic Development Strategy Update and Economic Development Element
simultaneously.
SUBTASK 6.1: PROGRESS MEETINGS WITH CITY STAFF
The Strategic Economics team will conduct virtual meetings with City staff on a bi-weekly basis
as needed. These meetings will be used to coordinate schedule and activities, plan upcoming
events and meetings, share interim results and findings, and discuss staff input and feedback
on work products.
OUTPUT: MEETING AGENDAS AND NOTES
SCHEDULE: THROUGHOUT PROJECT LIFE
CosT: $3,770
SUBTASK 6.2: INDUSTRY AND STAKEHOLDER Focus GROUP WORKSHOP MEETINGS
Strategic Economics will facilitate a series of up to six in -person (if clustered on one or two
specific days) or virtual stakeholder group meetings. The stakeholders will be defined in close
coordination with City staff, but could potentially include: representatives of key industries
such as retail/restaurants, advanced manufacturing, and life science; leadership and
members of the Chamber of Commerce, brokers and developers, and City staff. In addition to
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 9 of 11 113
gathering qualitative information and answering key questions raised in the RFP, the
stakeholder groups will help to build support for the Economic Development Strategy and
Element and achieve "buy -in" from community leaders. Members of the Strategic Economics
team will facilitate each of the meetings (as appropriate based on areas of expertise),
formulating specific topics and questions with the goal of gathering required information and
generating ideas for potential strategies. It is assumed that City staff will contact all
stakeholders to schedule and coordinate the meetings.
OUTPUT: MEETING AGENDAS AND NOTES
SCHEDULE: MID -AUGUST THROUGH MID-SEPTEMBER
CosT: $12,345
SUBTASK 6.3: COMMUNITY WORKSHOPS AND SUMMARIES
The SE team will prepare for and execute up to two (2) community workshops to discuss topics
related to the economic development strategy and element. These workshops are currently
envisioned to occur in person, but can also be occur virtually. The first workshop will focus on
general community priorities, vision, and areas of interest. The second workshop will be used
to vet the contents of the Economic Development Strategy and Element. Both workshops will
include a targeted outreach effort to property owners, managers, developers, and residents
to receive their input. Workshop responsibilities include:
• Strategic Economics will work with the project team to prepare an overall purpose,
approach, objective and anticipated outcome of the community workshops.
• Strategic Economics will prepare meeting materials including agendas, sign -in sheets
and assist with interactive activities.
• Strategic Economics will facilitate the workshops, with additional facilitation support
by City staff.
• City staff will coordinate meeting location logistics (e.g., room, seating, a/v equipment,
refreshments) and send invitations.
• Strategic Economics will assist with meeting logistics including room set up and break-
down.
• Strategic Economics will prepare summary notes.
OUTPUT: WORKSHOP AGENDAS, MATERIALS, AND SUMMARY NOTES
SCHEDULE: MID-OCTOBER AND MID-JANUARY
CosT: $15,210
SUBTASK 6.5: BOARD MEETINGS AND STUDY SESSIONS
Strategic Economics will prepare for, attend, and facilitate up to three "board" meetings or
study sessions to inform the development of the Economic Development Strategy and
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 10 of 11
114
Element (GRES will attend one meeting). The meetings may include City Council or Planning
Commission hearings. Strategic Economics will work with City staff to determine, based on
project needs, whether to schedule study sessions or include project topics as a regular
meeting calendar item. A first meeting could occur as the analytical tasks are concluded and
will be used to report findings, refine vision, priorities, and areas of concern/interest, and
gather feedback on preliminary recommendations. Another meeting could be used to gather
direction on the public draft economic development strategy and element documents.
OUTPUT: REVIEW OF STAFF REPORTS, MEETING AGENDAS, MEETING SLIDES, MEETING NOTES
SCHEDULE: MID- TO LATE-NOVEMBER (TENTATIVE), MID-APRIL (TENTATIVE)
CosT: $13,720
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit A — Page 11 of 11 115
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
EXHIBIT B
COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
Last revised 09/5/2023
Exhibit B — Page 1 of 4
116
VIII. FEE SCHEDULE
We propose a total revised budget of $180,025 to prepare the Dublin Economic Development
Strategy and Economic Development Element. The following pages show the comprehensive
budget and each firm's billing rates by staff and hours and budget by task.
FIGURE 1: FULL PROJECT BUDGET (INCLUSIVE OF ALL FIRMS AND EXPENSES)
Total
Task # Description Time Total Amount
Hours Dollars
Task 1 Project Kickoff & Management
1.1 Request and Review of Existing Data and Materials 11 $2,305
1.2 Kickoff Meeting and Site Visit 20 $5,100
1.3 Project Management and Communication 12 $3,050
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
2.5 SWOT Summary
Sub Total - Task 2
Task 3
3.1
3.2
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
Sub Total - Task 3
43 $10,455
83
89
88
42
44
346
$12,580
$14,590
$22,300
$6,450
$7,465
$63,385
42
43
$7,785
$8,095
85
$15,880
Task 4 Economic Development Strategy
4.1 Admin Drafts 1-3 102 $17,285
4.2 Public Draft 15 $2,925
4.3 Final Draft 15 $2,925
Sub Total - Task 4 132 $23,135
Task 5 Economic Development Element
5.1 Admin Drafts 1-3 72 $12,695
5.2 Public Draft 12 $2,290
5.3 Final Draft 12 $2,390
Sub Total - Task 5 96 $17,375
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff 17
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6) 55
6.3 Community Workshops and Summaries (2) 92
6.4 Board Meetings or Study Sessions (3) 68
$3,770
$12,345
$15,210
$13,720
Sub Total - Task 6 232
$45,045
Sub Total - Labor
934
$175,27A
Other Direct Costs
Travel Expenses
Data
Workshop Materials
Deliverables Printing and Other Miscellaneous
$600
$3,200
$800
$150
$0
Sub Total - Other Direct Costs
$4,750
GRAND TOTAL
934
$180,025
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit B - Page 2 of 4 117
FIGURE 2: HOURS, BILLING RATES, AND BUDGET FOR STRATEGIC ECONOMICS
Task # Description
Project Kickoff & Management
Request and Review of Existing Data and Materials
Kickoff Meeting and Site Visit
Project Management and Communication
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
STRATEGIC ECONOMICS BILLING RATES, HOURS, AND BUDGET
Derek Braun,
Principal -in-
Charge
Dena
Belzer,
Project
Advisor
Arpita Banerjee,
Associate
Gus Stephens,
Research
Analyst
TOTAL
HRS
TOTAL
AMOUNT
$235
$310
$150
$115
2 $470 0 $0 5 $750 1 $115 8 $1,335
5 $1,175 0 $0 5 $750 0 $0 10 $1,925
6 $1,410 0 $0 2 $300 0 $0 8 $1,710
13
$3,055I0I
6 $1,410 1
6 $1,410 1
4 $940 0
4 $940 0
$01 12
$310 50
$310 50
$0 20
$0 20
$1,800I 1 1 $1151 26 I $4,970I
$7,500 24
$7,500 24
$3,000 14
$3,000 16
$2,760 81
$2,760 81
$1,610 38
$1,840 40
$11,980
$11,980
$5,550
$5,780
2.5 SWOT Summary 6 $1,410 1 $310 30 $4,500 5 $575 42 $6,795
Sub Total - Task 2
26
$6,110
3 $930
170
$25,500
83
$9,545
282
$42,085
Task 3
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
7
7
$1,645
$1,645
0 $0
1 $310
30
30
$4,500
$4,500
0
0
$0
$0
37
38
$6,145
$6,455
3.1
3.2
Sub Total - Task 3
14
$3,290
1 $310
60
$9,000
0
$0
75
$12,600
Task 4
Economic Development Strategy
18
4
4
$4,230
$940
$940
1 $310
0 $0
0 $0
60
8
8
$9,000
$1,200
$1,200
18
1
1
$2,070
$115
$115
97
13
13
$15,610
$2,255
$2,255
4.1
4.2
4.3
Admin Drafts 1-3
Public Draft
Final Draft
Sub Total - Task 4
26
$6,110
1 $310
76
$11,400
20
$2,300
123
$20,120
Tasks
Economic Development Element
12
4
3
$2,820
$940
$705
1 $310
0 $0
0 $0
48
6
6
$7,200
$900
$900
6
1
1
$690
$115
$115
67
11
10
$11,020
$1,955
$1,720
5.1
5.2
5.3
Admin Drafts 1-3
Public Draft
Final Draft
Sub Total - Task 5
19
$4,465
1 $310
60
$9,000
8
$920
88
$14,695
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6)
6.3 Community Workshops and Summaries (2)
6.4 Board Meetings or Study Sessions (3)
Sub Total - Task 6
Sub Total - Labor
Other Direct Costs
Travel Expenses
Data
Workshop Materials
Deliverables Printing and Other Miscellaneous
10
15
24
24
73
$2,350 0
$3,525 0
$5,640 0
$5,640 0
$17,155 0
$0 5
$0 24
$0 50
$0 36
$0 115
$750
$3,600
$7,500
$5,400
$17,250
0
0
18
0
18
$0
$0
$2,070
$0
$2,070
15
39
92
60
206
$ 3,100
$7,125
$15,210
$11,040
$36,475
171
$40,185
6
$1, 860
493
$73,950
130
$14, 950
800
$130,945
Sub Total - Other Direct Costs
$400
$1,000
$800
$150
GRAND TOTAL
171
$2,350
$40,185
6
$1,860
493
$73,950
130
$14, 950
800
$133,295
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit B - Page 3 of 4
118
FIGURE 3: HOURS, BILLING RATES, AND BUDGET FOR GRES AND AWNI SULLIVAN
Task # Description
Task 1 Project Kickoff & Management
1.1 Request and Review of Existing Data and Materials
1.2 Kickoff Meeting and Site Visit
1.3 Project Management and Communication
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
GREENSFELDER REAL
ESTATE STRATEGY
TAWNI SULLIVAN
TOTAL
HRS
TOTAL
AMOUNT
TOTAL
HRS
TOTAL
AMOUNT
2
5
4
11
0
6
50
2
$670 1
$1,675 5
$1,340 0
$3,685
$0
$2,010
$16,750
$670
6
2
2
0
0
$300
$1,500
$0
$1,800I
$600
$600
$0
$0
2.5 SWOT Summary 2 $670 0 $0
Sub Total - Task 2
60
$20,100
4
$1,200
Task3
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
4
4
$1,340
$1,340
1
1
.
$300
$300
3.1
3.2
Sub Total - Task 3
8
$2,680
2
$600
Task 4
Economic Development Strategy .
4.1 Admin Drafts 1-3
4.2 Public Draft
4.3 Final Draft
5
2
2
9
$1,675
$670
$670
0
0
0
0
$0
$0
$0
$01
Sub Total - Task 4
Task 5 Economic Development Element
5.1 Admin Drafts 1-3
5.2 Public Draft
5.3 Final Draft
$3,015
5 $1,675 0 $0
1 $335 0 $0
2 $670 0 $0
Sub Total - Task 5
$2,680I 0
$0
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6)
6.3 Community Workshops and Summaries (2)
6.4 Board Meetings or Study Sessions (3)
Sub Total - Task 6
2
12
0
8
22
$670 0 $0
$4,020 4 $1,200
$0 0 $0
$2,680 0 $0
$7,370
$1,200
Sub Total - Labor
118
$39,530
16
$4,800
Other Direct Costs
Travel Expenses $100
Data $2,200
Workshop Materials $0
Deliverables Printing and Other Miscellaneous $0
$100
Sub Total - Other Direct Costs
$2,300
$100
GRAND TOTAL
118
$41,830
16
$4,900
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element
Exhibit B — Page 4 of 4
119
DocuSign Envelope ID: F225D1C8-6DA9-4D72-846C-BB590F9562EA
EXHIBIT C
INDEMNIFICATION
A. Consultant shall, to the extent permitted by law, including without limitation California Civil Code 2782
and 2782.8, indemnify, hold harmless and assume the defense of, in any actions at law or in equity, the
City, its employees, agents, volunteers, and elective and appointive boards, from all claims, losses, and
damages, including property damage, personal injury, death, and liability of every kind, nature and
description, arising out of, pertaining to or related to the negligence, recklessness or willful misconduct
of Consultant or any person directly or indirectly employed by, or acting as agent for, Consultant, during
and after completion of Consultant's work under this Agreement.
B. With respect to those claims arising from a professional error or omission, Consultant shall defend,
indemnify and hold harmless the City (including its elected officials, officers, employees, and
volunteers) from all claims, losses, and damages arising from the professionally negligent acts, errors
or omissions of Consultant, however, the cost to defend charged to Consultant shall not exceed
Consultant's proportionate percentage fault.
C. Consultant's obligation under this section does not extend to that portion of a claim caused in whole or
in part by the sole negligence or willful misconduct of the City.
D. Consultant shall also indemnify, defend and hold harmless the City from all suits or claims for
infringement of any patent rights, copyrights, trade secrets, trade names, trademarks, service marks, or
any other proprietary rights of any person or persons because of the City or any of its officers,
employees, volunteers, or agents use of articles, products things, or services supplied in the
performance of Consultant's services under this Agreement, however, the cost to defend charged to
Consultant shall not exceed Consultant's proportionate percentage fault.
Consulting Services Agreement between City of Dublin and
Strategic Economics, Inc. for Economic Development Strategy and
General Plan Economic Development Element
Last revised 09/5/2023
Exhibit C — Page 1 of 1
120
Attachment 3
.11r4
DUBLIN
CALIFORNIA
REQUEST FOR PROPOSALS
Economic Development Strategy and General Plan Economic
Development Element
City of Dublin
Proposals must be received by: June 2, 2023, by 3:00 p.m.
Rhonda Franklin
Management Analyst II
100 Civic Plaza
City of Dublin, CA 94568
Rhonda.Franklin(ddublin.ca. gov
121
Contents
Introduction 3
Background 3
Scope of Work 4
Work Products 5
Organization of Proposal 7
Overview of Process 8
Schedule for RFP Process 9
RFP Submittal Requirements 10
Standard Consulting Services Agreement 10
Conflict of Interest 10
Equal Employment Opportunity 11
Governing Law 11
Review and Selection Process 12
Selection of Consultant 12
Attachment A 13
Attachment B 14
Attachment C 15
122
Request for Proposals
for
Economic Development Strategy &
General Plan Economic Development Element
Introduction
The City of Dublin ("City") is accepting proposals from professional consulting services to assist the City in
preparing a comprehensive update to the City's Economic Development Strategy and the General Plan
Economic Development Element. The current Economic Development Strategy was approved by the City
Council on November 6, 2012.
Background
The City of Dublin is located at the intersection of I-580 and I-680 in eastern Alameda County. The City is
bordered by Pleasanton to the south, San Ramon to the north, Livermore to the east, and Castro Valley to
the west. The City was incorporated in 1982 and has a current population of approximately 73,000 residents
residing in a 14.59 square mile area. Dublin's anticipated 2040 population is approximately 83,595 persons.
Dublin employs 97 full-time employees and provides direct services in the areas of community development,
economic development, finance, general administration, information technology, public works/engineering,
environmental services, and parks and community services. The City provides contract services for public
works maintenance, fire, and police.
The Dublin City Council priorities include Downtown Dublin and economic development, housing
affordability, infrastructure maintenance and reinvestment, organizational health, and a safe and accessible
community.
Since the current Economic Development Strategy was approved in 2012, the City has seen rapid growth with
much of the growth focused on undeveloped lands as well as revitalization of existing developed areas and
transit -oriented development around the Dublin/Pleasanton Bay Area Rapid Transit (BART) Station, and the
West Dublin BART Station located in the downtown area. The City has also had tremendous residential
123
activity, increasing from approximately 18,537 residential units to more than 28,949 residential units in the
last 10 years. The City is currently experiencing an interest in infill development projects and a continued
interest for commercial development on undeveloped land.
The City has several documents guiding the growth of the City, including:
• General Plan
• Two-year Strategic Plan
• Eastern Dublin Specific Plan
• Downtown Dublin Specific Plan
• Dublin Village Historic Area Specific Plan
• Dublin Crossing Specific Plan
• Parks and Recreation Master Plan
• Bicycle and Pedestrian Plan
• Streetscape Master Plan
• Downtown Dublin Preferred Vision
• Fallon Road Economic Development Zone
Scope of Work
Comprehensive Economic Development Strategy Update:
Prepare a comprehensive update to the Economic Development Strategy. Preparation of this update will
include, among other things, a review of the existing setting, an understanding of the City's long-term vision
as it relates to economic development, an opportunities/constraints analysis, an economic analysis, and a list
of prioritized goals and objectives towards achieving the long-term vision. The Strategy will also include a
series of updated recommendations to strengthen the economic vitality of Dublin.
Comprehensive Economic Development Element Update:
Create an Economic Development Element of the General Plan to provide policy and decision -making
guidance as Dublin moves forward with development strategies aimed at growing and improving its economic
base. This element will also provide plan level information, goals, policies, and implementation programs on
economic development and the phasing required to facilitate General Plan implementation. The Economic
Development Element is structured to express City goals and policies regarding economic development, and
to serve as a companion to the City's Land Use, Transportation, and other General Plan elements. The
Element should be intentionally written broadly to set the stage for a wide range of subsequent
implementation initiatives and strategies.
124
Work Products
Comprehensive Update of the Economic Development Strategy
The Consultant's overall responsibility and scope of work to prepare a comprehensive updated Economic
Development Strategy shall include professional services to support the following tasks, including meeting
facilitation and detailed minutes during the outreach process as necessary:
• Facilitate discussions (possibly including a study session) with City staff and potentially the City
Council to solicit initial input regarding both tasks of the project which includes updates of 1) the
Economic Development Strategy; and 2) the Economic Development Element to the General Plan.
• Review and analysis of current demographic and socioeconomic data, labor force characteristics, sales
tax revenue and other key economic data.
• Preparation of update to key demographic trends and forecasts, social factors, economic factors, and
financial indicators for inclusion into the updated Strategy, including an update of the market
segmentation of the City's retail, commercial, office, and light industrial sectors.
• Review other City strategies and plans that have been implemented including but not limited to the
General Plan, Downtown Dublin Specific Plan, Eastern Dublin Specific Plan, Downtown Dublin
Preferred Vision, Fallon Road Economic Development Zone, etc.).
• Review current economic development efforts and initiatives underway throughout the Tri-Valley and
the East Bay (Innovation Tri-Valley, iGATE, East Bay EDA, etc.).
• Review and understand the residential and commercial/business growth in the City over the past 10
years.
• Preparation and facilitation of workshops with the business community (including the Chamber of
Commerce).
• Attend up to five (5) meetings with City Staff, key community members and stakeholders to identify
and prioritize economic development goals and objectives and proposed activities, programs, and
priorities.
• Updated Economic Development Strategy goals and objectives for advancing the City's economic
development efforts.
• Attendance of at least four (4) meetings and/or workshops with the Dublin City Council.
• Incorporate recent progress on the Downtown Dublin Preferred Vision and the Fallon Road
Economic Development Zone and goals, objectives, and actions to guide the City on fulfilling the
vision for these areas.
• Recommendations for additional tools, partnerships, or products that would be effective for achieving
economic goals, including improving and sustaining business community outreach and engagement,
strategies for infill and redevelopment areas, and developing an online portal for enhancing assistance
to the business community.
• Recommendations for how existing programs could be revised or reworked to enhance effectiveness
for the development community, including associated and new funding sources.
125
• Incorporate how the advanced manufacturing and life sciences sector fits into Dublin and how Dublin
should position itself to be proactive in attracting a hub for this sector.
• Incorporate recent events (such as COVID-19, inflation, etc.), and the associated economic effects,
impacts, and recovery efforts implemented by the City of Dublin, as well as recommended recovery
strategies and readiness for the long-term.
• Identify and outline accomplishments achieved from the current Economic Development Strategy.
• Assume up to four (4) rounds of review and revision by Staff.
Comprehensive Update of the Economic Development Element
The Consultant's overall responsibility and scope of work is to prepare a comprehensive updated Economic
Development Element to the General Plan covering issues including business attraction and formation,
business retention, tourism, and entertainment. Updated policies shall address fiscal trends, continued
revitalization of the Downtown area, Fallon Road Economic Development Zone, and other areas in Dublin,
as well as support the City's ongoing Two -Year Strategic Plan, when appropriate. This Element will also
provide updated plan level information, goals, policies, and implementation programs on economic
development and the phasing required to facilitate General Plan implementation.
• Study Session 1: Facilitate a Study Session with the City Council (possibly a joint session with the
Planning Commission) to solicit initial input regarding the Economic Development Element.
• Working document at key phases in the update of the Economic Development Element, including
the following:
o Initial document update framework (eight (8) hardcopies and one (1) electronic copy).
o Proposed updated graphics, exhibits, and photographs that illustrate the updated vision and
principles (eight (8) hardcopies and one (1) electronic copy).
o Administrative Draft of the Updated Economic Development Element for Staff review and
comment (eight (8) hardcopies and one (1) electronic copy).
• Prepare amendments to the General Plan as necessary to ensure that the updated Economic
Development Element has consistency and continuity with the other Elements of the General Plan.
The language in the Economic Development Element needs to be integrated well with the other
language in the General Plan, so it reads as one document and not separate documents.
• Incorporate language that supports the goals and objectives of the Economic Development Strategy,
such as positioning Dublin to be prepared for land uses associated with the life sciences sector.
• Community Meeting: Facilitate up to two community meetings (or additional meetings if consultant
feels warranted) and present the draft Updated Economic Development Element to property owners,
property managers, developers, residents, and other interested parties, and solicit their input.
• Study Session 2: Facilitate a Study Session with the City Council to present the draft updated
Economic Development Element.
• Final Draft Updated Economic Development Element incorporating input from the Study Sessions,
Community Meetings and Staff input (40 hardcopies, one (1) photo ready copy, and one (1) electronic
copy).
126
• Attendance at and presentations of the Updated Economic Development Element to the Planning
Commission and City Council at separate public hearings.
• Assume up to four (4) rounds of review and revision by Staff.
The City anticipates that the two tasks will have some overlap. Please describe how both tasks would be
accomplished in relation to one another and what would be accomplished for each task if there are
joint/community/task force meetings that address multiple tasks.
Organization of Proposal
The organization described in this section of the RFP must be followed by all potential consultants. The
format of how the information is provided is at the discretion of the consultant.
Introduction
A general introduction must include the elements outlined below (see Attachment A for a sample template):
• Information about your company and experience working on economic development strategies.
• Include a list of the most recent Economic Development Strategies prepared by you or your firm.
• Description of the proposed approach and methodology.
Scope of Work
Describe the work program to accomplish the approach indicated above. The work program should address
the issues identified in the Scope of Work and Work Product sections of this RFP, as well as other issues
deemed beneficial as suggested by the consultant and shall provide a detailed description of the work to be
accomplished. The scope of work shall be organized as follows:
• Task: An overview of a related group of subtasks or activities; generally, one or two
sentences.
• Subtask: A detailed description of the work, including the methodology to be performed;
generally, one to five paragraphs depending upon the complexity of the activities
described in the subtask.
• Output: A description of what the result of this particular activity or subtask is;
generally, one sentence.
• Schedule: A delivery date for this particular activity or subtask.
• Cost: Cost to obtain identified output.
The task, subtask, output, cost format should be repeated throughout until all of the proposed work has been
described in detail.
Schedule
Describe the time schedule for each proposed task and subtask described in the Scope of Work above.
Proposed work periods and completion dates, as well as the anticipated meeting dates should also be
identified. The proposed project schedule should be provided in a timeline chart.
127
Personnel. Eajipment and Facilities
Describe the activities of the designated Project Manager, and lead and supporting personnel. Provide resumes
for those named, including their qualifications (education and experience), and their relationship and cost to
the proposed project activities. If there is a team of consultants, the lead consultant should be clearly
designated. All subconsultants shall be billed through the lead consultant. The City will require that no
personnel changes will be made during the project without City approval.
Subconsultants
List all subconsultants proposed for this project. Include their qualifications and specific responsibilities. All
subconsultants shall be billed through the lead consultant.
Qualifications and References
Provide a description of your firm's qualifications, a list of similar completed projects and examples of such
completed projects. Include a list of at least three (3) references.
Fee Schedule
List the fees associated with each task that is assigned to the project, as well as hourly fees for the project
team.
Overview of Process
1. Proposers shall submit one electronic copy to:
Rhonda Franklin
Management Analyst II
100 Civic Plaza
Dublin, CA 94568
rhonda.franklin@dublin.ca.gov
Electronic copies shall be submitted, via email as PDF, with a maximum size of 50 megabytes (50
MB).
2. Deadline for submitting the proposal is June 2. 2023. at 3:00 p.m. to the Office of Economic
Development via email (rhonda.franklin@dublin.ca.gov).
3. The City will not pay for any costs incurred in preparation and submission of the proposals or in
anticipation of a contract. The format of submittals is at the discretion of the Proposer. Each proposal
shall be limited to a maximum of 60 pages, single -sided, using minimum 12-point font size. Page limit
excludes a table of contents, tabbed dividers, and resumes for Consultant's team.
128
Schedule for RFP Process
April 21, 2023
May 10, 2023
May 17, 2023
May 19, 2023
June 2, 2023
June 20 - 22, 2023
July 18, 2023
Request for Proposals issued
Informational Workshop via Zoom
Register online at Informational Workshop via Zoom
Deadline to submit questions to City of Dublin
Addendum posted, if required
Proposals are due via email no later than 3:00 p.m. on Friday, June 2, 2023.
Late submittals will not be accepted.
Interview firms
Consulting Services Agreement scheduled for approval by the Dublin City
Council
(All scheduled dates are tentative and subject to change)
129
RFP Submittal Requirements
Please prepare and organize your submittal based on the requirements provided below. Any other information
you would like to include should be placed in a separate section at the back of your submittal. Please note
however that the RFP submittal is limited to 60 pages maximum single -sided (excluding resumes) and should
be submitted on 8 1/2 x 11 paper, in 12-point font.
Please provide one electronic copy of your Proposal via email to Rhonda.Franklin@dublin.ca.gov no later
than Friday. Tune 2. 2023. by 3:00 p.m. The entire Proposal (excluding resumes) should be a maximum of
60 pages. Submittals should be addressed as follows:
City of Dublin
Office of Economic Development
Attention: Rhonda Franklin
Rhonda.Franklin@dublin.ca.gov
City of Dublin
100 Civic Plaza
Dublin, California 94568
Any Proposal submitted after the stated deadline will not be accepted for consideration.
Standard Consulting Services Agreement
It is anticipated that the services covered by the Agreement resulting from this solicitation will be performed
on a time and materials fee basis for a specified scope of work.
A sample of the City's Standard Consulting Services Agreement (Agreement), including insurance
requirements, is provided as Attachment C.
If the interested firm desires to take exception to the Agreement and/or insurance requirements, the interested
firm shall clearly identify proposed changes to the Agreement and furnish the reason for these changes, which
shall be included in the qualification. Exceptions will be taken into consideration in evaluating Proposals.
Otherwise, the interested firm is to state in the proposal that the Agreement and insurance requirements are
acceptable.
Consideration for exceptions will not be considered if not included in the submitted proposal.
Conflict of Interest
Consultant may serve other clients, but none whose activities within the corporate limits of City or whose
business, regardless of location, would place Consultant in a "conflict of interest," as that term is defined in
the Political Reform Act, codified at California Government Code Section 81000 et seq.
130
Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer
or employee of City shall have any financial interest in this Agreement that would violate California
Government Code Section 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous 12 months, an employee,
agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the
City in the previous 12 months, Consultant warrants that it did not participate in any manner in the forming
of this Agreement. Consultant understands that, if this Agreement is made in violation of California
Government Code Section 1090 et seq., the entire Agreement is void and Consultant will not be entitled to
any compensation for services performed pursuant to this Agreement, including reimbursement of
expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant.
Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a
violation of California Government Code Section 1090 et seq., and, if applicable, will be disqualified from
holding public office in the State of California.
At City's sole discretion, Consultant may be required to file with the City a Form 700 to identify and
document Consultant's economic interests, as defined and regulated by the California Fair Political Practices
Commission. If Consultant is required to file a Form 700, Consultant is hereby advised to contact the
Dublin City Clerk for the Form 700 and directions on how to prepare it.
Equal Employment Opportunity
Proposer shall not discriminate, on the basis of a person's race, sex, gender, religion (including religious
dress and grooming practices), national origin, ancestry, physical or mental disability, medical condition
(including cancer and genetic characteristics), marital status, age, sexual orientation, color, creed, pregnancy,
genetic information, gender identity or expression, political affiliation or belief, military/veteran status, or
any other classification protected by applicable local, state, or federal laws (each a Protected Characteristic),
against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in,
recipient of, or applicant for any services or programs provided by Proposer. In the event of Proposers non-
compliance, the City of Dublin may cancel, terminate, or suspend the contract in whole or in part. Proposer
may also be declared ineligible for further contracts with the City of Dublin.
Governing Law
This RFP summarizes the applicable laws and governance; when in conflict applicable State/Federal
guidelines shall apply. The contract and legal relations between the parties hereto shall be governed and
construed in accordance with the laws of the State of California and the County of Alameda.
Insurance Requirements
The Contractor shall provide insurance coverage as follows in conformance with the City of Dublin's
requirements:
131
General Liability Insurance $1,000,000
Automobile Liability Insurance $1,000,000
Professional Liability Insurance $2,000,000
Workers' Compensation Insurance $1,000,000
Review and Selection Process
The City reserves the right to make the selection based on its sole discretion. A subcommittee selected by City
Staff will evaluate proposals provided in response to this RFP. The subcommittee will use a forced ranking
process (please see Attachment B, Forced Ranking Rating Sheet, for further detail). Informal interviews may
be conducted by City staff and may include more than one firm that has submitted a Proposal.
Based on input from this review process, a recommendation will be made to the City Council for award of
contract services.
The City reserves the right to award a contract to the firm(s) that the City feels best meets the requirements
of the RFP. The City reserves the right to reject any and all Proposals prior to execution of the Agreement,
with no penalty to the City.
Selection of Consultant
Submitted Proposals will be evaluated and scored using the following criteria:
• Qualifications and specific experience of key project team members.
• Quality and completeness of the proposal.
• Experience with engagement of similar scope and complexity.
• Satisfaction of previous clients.
• Cost of providing the consultant services for this project.
Additional points may be awarded to Tri-Valley (Cities of Dublin, Pleasanton, Livermore, San Ramon, and
the Town of Danville) based businesses.
132
Attachment A
Sample RFP Submission Template
Introduction Letter
FOR REFERENCE — USE OF THE TEMPLATE IS NOT REQUIRED
[DATE]
[COMPANY CONTACT NAME]
[COMPANY NAME]
[COMPANY ADDRESS]
[COMPANY ADDRESS]
Subject: City of Dublin Economic Development Strategy & Economic Development Element Update
Dear City of Dublin Office of Economic Development:
[Company Name] is pleased to submit our proposal for the City of Dublin Economic Development Strategy &
Economic Development Element Update.
[Insert overview/background of company]
[Company Name] is qualified to undertake this project due to the following qualifications:
[list each qualification]
[Insert closing statement and contact details]
Sincerely,
[Insert signature]
[COMPANY CONTACT NAME]
[COMPANY CONTACT TITLE (this individual should have signing authority for the company)]
133
Attachment B
City of Dublin Forced Ranking Rating Sheet
Rater:
Business Area:
Rank Proposal Proposal Proposal Proposal Proposal Proposal Proposal Proposal Proposal
1 2 3 4 5 6 7 8 9
1
2
3
4
5
6
7
8
9
134
Attachment C
Standard Consulting Services Agreement
(Consulting Services Agreement follows)
{Agreement removed for purpose of the September 5, 2023 Meeting Packet}
135
Attachment 4
STRATEGICECONOMLCS
PROPOSAL TO PREPARE THE ECONOMIC
DEVELOPMENT STRATEGY AND GENERAL
PLAN ECONOMIC DEVELOPMENT
ELEMENT
RESPONSE TO CITY OF DUBLIN REQUEST FOR PROPOSALS
Prepared for:
City of Dublin
DUBLIN
/�L'FORNIr
Office of Economic Development
Attention: Rhonda Franklin
Rhonda.Franklin@dublin.ca.gov
City of Dublin
100 Civic Plaza
Dublin, California 94568
136
TABLE OF CONTENTS
TABLE OF CONTENTS 0
I. COVER LETTER 1
II. INTRODUCTION 2
Firm Information and Experience 2
Approach and Methodology 3
III. SCOPE OF WORK 5
IV. PROPOSED SCHEDULE 15
V. PERSONNEL, EQUIPMENT, AND FACILITIES 16
VI. SUBCONSULTANTS 22
VII. QUALIFICATIONS AND REFERENCES 33
References 33
Project Qualification Examples 33
VIII. FEE SCHEDULE 40
137
STRATEGIC ECONOMICS
I. COVER LETTER
June 2, 2023
Rhonda Franklin
City of Dublin
100 Civic Plaza
Dublin, CA 94568
Dear Ms. Franklin:
I am pleased to submit the enclosed proposal to prepare an economic development strategy
for the City of Dublin. Strategic Economics specializes in conducting economic and market
analyses and preparing municipal economic development strategies and general plan
economic development elements as part of general plan update projects. For example, our
recent economic development strategy work includes projects for the cities of Ventura,
Milpitas, and Santa Cruz. Our current and recent general plan work includes projects for South
San Francisco and Petaluma. Our work has focused on the intersection of economic
development and land use throughout the entirety of our firm's 25-year history.
For this effort we have assembled a team structured to provide complementary areas of
expertise focused on the issues raised in the City's RFP. Strategic Economics brings broad
knowledge of the East Bay and Tri-Valley economy gained through recent and current studies
for East Bay EDA—including East Bay Forward and the Industrial Land Use Implementation
Toolkit—and past experience working on the City of Pleasanton Economic Development
Strategy. Greensfelder Real Estate Strategy specializes in retail analysis, tenant and property
owner preferences, and deal structuring, with current ongoing work for the City of Dublin. And
Tawni Sullivan brings decades of knowledge about the life sciences real estate industry from
the perspectives of property owners/developers and tenants.
We believe that our team's technical expertise, focus on community engagement, and
knowledge of the regional and Tri-Valley economy and market conditions are the right
combination for preparing Dublin's Economic Development Strategy and Element. Please do
not hesitate to contact me with any questions.
Best regards,
,A40
Derek W. Braun
Principal, Strategic Economics, Inc.
(510) 647-5291 ext. 112 I dbraun@strategiceconomics.com
2991 SHATTUCK AVENUE #203 I BERKELEY, CALIFORNIA 94705 I P: 510.647.5291 I STRATEGICECONOMICS.COM
138
II. INTRODUCTION
Firm Information and Experience
Strategic Economics, Inc. provides economic
analysis and advisory services for local and regional
governments, developers, community groups, and
non -profits to create sustainable, high -quality
places for people to live and work. We are widely
recognized for our strength in addressing
complicated projects requiring innovative analysis
and cross -disciplinary teamwork. Our staff brings extensive expertise in many disciplines
including economics, urban planning, public policy and finance, and real estate development.
We combine depth of technical knowledge with an understanding of "the big picture," and
excel at translating our work into materials that are accessible to any audience.
STRATEGICECONOMICS
Strategic Economics specializes in conducting municipal economic development strategic
plans and studies and preparing economic development elements as part of general plan
updates. We are currently completing a similar economic development strategy project for the
City of Ventura, and in recent years completed similar projects for Milpitas, Santa Cruz, Culver
City, Alameda, Cupertino, Pleasanton, and San Jose. Our firm has specialized knowledge of
the East Bay and Tri-Valley economic opportunities and challenges through our work on the
"East Bay Forward" report for the East Bay Economic Development Alliance, as well as ongoing
work on the Industrial Land Use Implementation Toolkit for East Bay EDA. Examples of our
general plan update work include projects for the cities of South San Francisco, Petaluma,
Santa Rosa, Rancho Cucamonga, San Leandro, and Long Beach.
Founded in 1998, Strategic Economics has nine employees. The firm is a Berkeley, California -
based corporation and a certified women -owned, small business, Alameda County Small Local
Business, and California Small Business Enterprise.
Our team for the Dublin Economic Development Strategy Update and Economic Development
Element Update project includes two specialized subconsultants, whose qualifications and
roles are described in detail starting on page 22 of this proposal. David Greensfelder of
Greensfelder Real Estate Strategy will provide intensive analysis and policy guidance
regarding the City's retail positioning, market opportunities, and potential actions and
incentives to sustain and improve the City's retail health. David is currently working with
Dublin's Economic Development staff regarding redevelopment and investment opportunities
at major shopping centers in the Downtown area. Tawni Sullivan will provide advisory services
regarding life science development and investment opportunities. Tawni has decades of
experience focused on life science from a tenant and property owner perspective through her
work at CBRE, Alexandria Real Estate Equities, and CAC Real Estate Management.
Detailed project qualifications for our team begin on page 33 of this proposal.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 2
139
Approach and Methodology
The City of Dublin is in the enviable position of being a rapidly growing community with
excellent transportation options, remaining greenfield land available for development —
especially in the Fallon East Economic Development Zone —and ongoing interest in further
infill development such as at Dublin Place shopping center. Much of the City's economic
success can be attributed to the City's deliberate planning efforts and proactive economic
development actions. With the current strategy now 12 years old, the time is right to examine
the City's new opportunities and challenges considering post-COVID trends such as the
ongoing shift toward experiential and specialty retail, rapid growth of the life science industry,
and impacts on business and worker location preferences due to remote and hybrid work
patterns.
Strategic Economics proposes an approach and methodology focused on providing the data,
analysis, and community engagement processes that will result in a shared vision for the city's
economy, an implementation -oriented shorter -term strategy, and an Economic Development
Element that provides longer -term policies and implementation guidance. Based on our years
of developing economic development strategies, we understand that gauging these
challenges and opportunities requires a holistic, nuanced approach that combines
quantitative and qualitative research and engagement methods. Key aspects of our approach
and methodology include the following:
• Draw on focused expertise for critical priority areas: As described in our cover letter
and the prior section of this proposal, our team was carefully structured to provide
complementary areas of expertise that are critical to understanding Dublin's economic
development opportunities and potential impactful actions. This expertise includes
preparation of economic development strategies and elements, knowledge of the East
Bay and Tri-Valley economies with a focus on industrial lands and the "innovation eco-
system," experience working in Dublin and the Tri-Valley, and deep knowledge
regarding the retail and life sciences industries and their real estate needs.
• Identification of forward -looking economic growth opportunities in Dublin based on Tri-
Valley, Bay Area, and national trends: A "top -down" analysis of industry growth
projections for the Tri-Valley area and the Bay Area as a whole will clarify which of
Dublin's industry sectors are best positioned for future expansion. Analysis of Dublin's
economy, demographics, labor force, and sales tax performance versus appropriate
market and trade areas will clarify the City's competitive positioning given these trends
and projections.
• Identification of unique, place -specific opportunities within Dublin: In contrast to the
"top -down" analysis above, the City as a whole and its Downtown, Fallon East Economic
Development Zone, and other specific plan areas should also be assessed through a
place -based "bottom -up" subarea analysis to examine unique opportunities and
constraints. Depending on data availability, this could include factors such as
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 3
140
employment composition and performance by industry, commercial and industrial real
estate trends and development activity, retail performance, and unique opportunities
or constraints based on commute access, development opportunities, and
infrastructure needs. We will also assess the subarea opportunities associated with
broader efforts by Innovation Tri-Valley, iGATE, East Bay EDA, and other organizations.
• Establish a firm understanding of community and stakeholder needs and desires, and
gather on -the -ground knowledge from local stakeholders: Through topic -specific
stakeholder interviews and community workshops, the Strategic Economics team will
listen to and learn from Dublin business owners, stakeholders and residents to
understand their needs and concerns, gathering local knowledge that could never be
captured in a dataset. This philosophy will help us strengthen existing relationships,
build trust in the process, and ultimately craft community -supported strategies. A
balanced outreach strategy is proposed to learn community perspectives and priorities
through industry -specific stakeholder focus group meetings, interactive community
workshops, and collaborative work with City decision makers. We will work with City
staff to co -produce community engagement strategies that are effective and far
reaching.
• Support change that enhances economic vitality, encourages growth and retention of
innovative, cutting -edge industries, expands opportunities for local workers and
residents, and sustains Dublin's fiscal health: The Economic Development Strategy
and Economic Development Element will reflect Dublin's competitive positioning,
forward looking opportunities, and the consensus of the business community and
community at large. The Strategic Economics team will engage in an iterative,
collaborative process focused initially on refining strategies and policies that recognize
the community's priorities, to be followed by development of specific implementation
actions.
• Leverage efficiencies in preparing the strategy and element simultaneously: Our
approach incorporates cost and time efficiencies made possible by the simultaneous
preparation of the Economic Development Strategy Update and Economic
Development Element Update. Our research, analysis, and engagement with the
community and decision makers will thoughtfully combine the needs of both efforts in
order to prevent duplicative work or meetings.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 4
141
III. SCOPE OF WORK
Strategic Economics proposes the following scope of work to complete the Dublin Economic
Development Strategy and Economic Development Element project. All "Schedule" dates
assume that the project begins on approximately August 1st. Strategic Economics will adjust
the schedule based on the actual project start date.
TASK 1: PROJECT KICKOFF AND MANAGEMENT
SUBTASK 1.1: REQUEST AND REVIEW OF EXISTING DATA AND MATERIALS
Prior to the kickoff meeting, the Strategic Economics team will review background materials
and work completed to date as listed in the RFP, including the existing council priorities,
Economic Development Strategy and Element, Downtown Dublin Preferred Vision and Specific
Plan, and Fallon Road Economic Development Zone incentives. Strategic Economics will also
request relevant data from the City, including GIS shape files, business license data, transient
occupancy tax data, sales tax data, recently completed market studies and other analyses,
development projects information, currently tracked real estate data, etc.
OUTPUT: DATA AND DOCUMENT REQUESTS
SCHEDULE: FIRST 2 WEEKS OF AUGUST
CosT: $2,305
SUBTASK 1.2: KICKOFF MEETING AND SITE VISIT
Strategic Economics, Greensfelder Real Estate Strategy (GRES), and Tawni Sullivan will attend
an in -person project initiation meeting with City staff to review the scope of work, schedule of
deliverables, and outreach meetings/process. The team will finalize the project sequencing
and schedule through this discussion with City staff. After the meeting, the team will tour the
city with City staff, with a special focus on Downtown, major shopping centers, major
employment centers, and areas of development activity. City staff are assumed to determine
the route and arrange transportation if necessary.
OUTPUT: KICKOFF MEETING AGENDA
SCHEDULE: FIRST WEEK OF AUGUST
CosT: $ 5,100
SUBTASK 1.3: PROJECT MANAGEMENT AND COMMUNICATION
Strategic Economics staff and other consultant team members will participate in bi-weekly
check -in calls with City staff (as necessary) to share project updates and findings, and to
coordinate on issues such as data collection, outreach to stakeholders, project schedule, and
preparation/review of findings and deliverables.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 5
142
OUTPUT: CHECK -IN CALL AGENDAS
SCHEDULE: ONGOING THROUGHOUT PROJECT LIFE
CosT: $3,050
TASK 2: ECONOMIC AND MARKET CONDITIONS AND OPPORTUNITIES ANALYSIS
SUBTASK 2.1: WORKFORCE, DEMOGRAPHICS, AND MAJOR INDUSTRIES ANALYSIS
Building on the 2012 Economic Development Strategy, stated council priorities, and our more
recent work examining the East Bay and Tri-Valley economies, Strategic Economics will
conduct an analysis of Dublin's significant industry sectors to gain an understanding of the
performance of the City's industries. Strategic Economics will selectively analyze employment,
industry, and business trends by examining local and regional trends and projections using a
combination of California Employment Development Data (to be obtained by the City if
possible, with the City responsible for associated costs charged by EDD), and/or City business
license data (if available), and/or alternative sources such as JobsEQ data provided by the
City's partners, and regional employment projections. These analyses will identify the city's
strengths to gain an understanding of the types, composition, and performance of industries
in Dublin. The task will also provide insights into Dublin's specific strengths and weaknesses
relative to the region.
In order to connect these industry projections with local workforce conditions and
demographics, Strategic Economics will analyze demographic and household characteristics
of the Dublin population and workforce compared to the Tri-Valley area and the East Bay as a
whole. We will also use U.S. Census LEHD data to examine commute patterns of residents
and workers in Dublin.
The findings of these analyses will also be combined with the Commercial Real Estate Analysis
subtask to describe the space needs for future business growth in Dublin, including the types
of buildings, spaces, land uses, and developable land required to meet these needs.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $12,580
SUBTASK 2.2: COMMERCIAL REAL ESTATE MARKET ANALYSIS
In order to assess life science, office, and industrial tenanting opportunities and retail market
conditions, Strategic Economics will combine the findings of the employment analysis with an
assessment of market conditions and positioning of these uses in Dublin. Based on market
and building -level data obtained via CoStar and local broker reports, Strategic Economics will
examine Dublin's competitive performance versus the surrounding market area, development
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 6
143
activity, building types and conditions, and current major vacancies. This data analysis will be
supplemented by interviews with area brokers to understand tenant attraction challenges and
opportunities, both generally and for specific locations, development opportunity sites, and
any major vacancies. Findings will include a focus on the alignment or misalignment of existing
building stock and greenfield/infill development opportunities versus the needs of businesses
in growing and expanding industry sectors. The analysis will include a particular focus on life
science development opportunities, with advising by Tawni Sullivan.
Finally, Strategic Economics will evaluate the performance and economic contribution of
Dublin's hotels through analysis of quantitative data such as market reports and transient
occupancy tax revenues (provided by the City), and will conduct interviews with hotel
operators.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $14,590
SUBTASK 2.3: RETAIL ANALYSIS, INCLUDING CELL PHONE DATA ANALYSIS
GRES, with support from Strategic Economics, will complete an in-depth retail analysis,
evaluating on -the -ground local conditions and applying broader retail trends to identify
opportunities and recommend strategies to support the occupancy and health of Dublin's
retail -based businesses retail districts, shopping centers, and emerging mixed -use projects.
Tasks will include:
• A citywide inventory of retail space, including analysis of CoStar data provided by
Strategic Economics which will be verified through fieldwork observations;
• Identification of strengths and weaknesses for major retail centers and commercial
districts;
• Identification of major chain or "brand retailers" that are doing well versus those that
are at risk of closure;
• A retail gap and void sales tax leakage analysis to identify retail opportunities, based
on sales tax and taxable sales data obtained by Strategic Economics via the City of
Dublin and the California Department of Tax and Fee Administration;
• A summary of barriers and threats for Dublin's retailers and retail market;
• Recommendations for actions and policies to address barriers, attract and retain
neighborhood retailers and reduce vacancies, activate marginal and vacant
storefronts, and reposition major shopping centers in the City for re -tenanting or
redevelopment into new uses or formats.
GRES will also obtain and analyze cell phone data that can show, among other things, the
catchment from which various commercial/retail areas in the City draws customers.
Identifying and confirming these traffic patterns can be helpful in developing strategies for
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 7
144
capturing "on my route" trips as well as for widening the catchment from which an area
draws. In addition, obtaining data from which other key projects such as City Center in San
Ramon or the Livermore Premium Outlets can help us establish the traffic patterns
benefitting competing destinations, and develop strategies to attract businesses and
shoppers that will make Dublin a more frequent destination. This work can be leveraged
by Economic Development as part of a business attraction study, and our deliverable will
outline ways this might be done.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: AUGUST THROUGH NOVEMBER
CosT: $22,300
SUBTASK 2.4: SUBAREA ASSESSMENTS
Strategic Economics will profile and provide analysis of areas with significant current or
planned concentrations of employment and business activity in Dublin. The analysis will
examine:
• Subarea job locations and industry mix through mapping of major industry sectors.
• Building inventory through analysis of subarea commercial real estate data from
CoSta r.
• Stakeholder input regarding subarea trends, issues, and opportunities, gleaned from
interviews with area brokers and stakeholders as part of the engagement activities.
• Assessment of retail and life science challenges and opportunities by GRES and Tawni
Sullivan.
The results of these subarea analyses will then be used to identify the economic development
opportunities represented at each area, and used to inform place -specific strategies and
actions in the Economic Development Strategy and the goals, policies, and implementation
measures in the Economic Development Element.
OUTPUT: DATA AND FINDINGS FOR INCORPORATION IN THE SWOT SUMMARY, ECONOMIC
DEVELOPMENT STRATEGY, AND ECONOMIC DEVELOPMENT ELEMENT
SCHEDULE: OCTOBER THROUGH NOVEMBER
CosT: $6,450
SUBTASK 2.5: SWOT SUMMARY
Based on the findings of subtasks 2.1 through 2.4, as well as the qualitative input received
through stakeholder engagement activities in Task 6, the Strategic Economics team will
develop a summary of strengths, weaknesses, opportunities, and threats ("SWOT") for
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 8
145
attracting, retaining, and growing different categories of businesses in Dublin that will
maintain the City's long-term economic health.
The SWOT will differentiate findings relevant to the shorter term strategy versus longer term
Economic Development Element, and will include preliminary high-level recommendations for
addressing challenges and leveraging opportunities. The SWOT will include relevant data as
necessary to explain the findings, although the full write-up of the technical analyses will
ultimately be provided as part of the Economic Development Strategy itself.
OUTPUT: SWOT SUMMARY (ADMIN DRAFT AND FINAL DRAFT)
SCHEDULE: LATE-OCTOBER THROUGH NOVEMBER
CosT: $7,465
TASK 3: PRELIMINARY RECOMMENDATIONS AND DOCUMENT FRAMEWORKS
The Strategic Economics team will prepare draft document frameworks for the Economic
Development Strategy and the Economic Development Element. The frameworks are
intended as a means of efficiently vetting and refining recommendations for the Economic
Development Strategy and Economic Development Element prior to authoring the
comprehensive documents (and/or while background content is being authored for the
strategy). The frameworks will be used to receive and incorporate guidance by City
stakeholders, staff, and decision makers. The respective frameworks will be designed for
simultaneous review in order to illustrate connections between shorter term strategies and
longer term policies.
SUBTASK 3.1: ECONOMIC DEVELOPMENT STRATEGY FRAMEWORK DRAFTS
Strategic Economics will incorporate the results of the Economic and Market Conditions and
Opportunities analyses and stakeholder interviews to draft an initial document outline for
review by City staff that includes potential goals, objectives, strategies, priorities, illustrative
examples of implementation actions, and potential performance indicators for inclusion in the
Economic Development Strategy. Two drafts of the framework will be provided.
OUTPUT: Two ECONOMIC DEVELOPMENT STRATEGY FRAMEWORK DRAFTS
SCHEDULE: LATE-NOVEMBER THROUGH MID-JANUARY
CosT: $7,785
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 9
146
SUBTASK 3.2: ECONOMIC DEVELOPMENT ELEMENT FRAMEWORK DRAFTS
Strategic Economics will incorporate the results of the Economic and Market Conditions and
Opportunities analyses and stakeholder interviews to draft an initial document outline for
review by City staff that includes potential goals, policies, and corresponding preliminary
examples of implementation programs for inclusion in the Economic Development Strategy.
Two drafts of the framework will be provided.
OUTPUT: Two ECONOMIC DEVELOPMENT ELEMENT FRAMEWORK DRAFTS (8 HARDCOPIES AND 1
ELECTRONIC COPY OF EACH DRAFT)
SCHEDULE: LATE-NOVEMBER THROUGH MID-JANUARY
CosT: $8,095
TASK 4: ECONOMIC DEVELOPMENT STRATEGY
SUBTASK 4.1: ECONOMIC DEVELOPMENT STRATEGY ADMIN DRAFTS 1-3
Based on feedback on the document framework from city community members, decision
makers, and staff, Strategic Economics will prepare an Administrative Draft of the Economic
Development Strategy with an implementation work plan matrix that describes
implementation actions, responsibilities, timing, and metrics for measuring progress.
The strategy will describe relevant economic context, projections, indicators, SWOT findings,
goals, objectives, and the strategies, tools and partnerships necessary to support Dublin's
economic vitality and encourage commercial development at infill and greenfield opportunity
sites. The strategy will also include review of the successes achieved under the previous
strategy, and description of how and why this strategy differs while building on the prior
strategy's successes. The strategy will incorporate subarea -focused strategies related to
places with significant economic and business activity or planned growth in Dublin, including
Downtown Dublin and the Fallon East Economic Development Zone.
Strategic Economics will provide up to three total administrative drafts of the strategy in
response to clear and comprehensive City staff direction on each draft.
OUTPUT: 3 ADMINISTRATIVE DRAFTS OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: MID-JANUARY THROUGH MID -MARCH
CosT: $17,285
SUBTASK 4.2: PUBLIC DRAFT ECONOMIC DEVELOPMENT STRATEGY
Upon staff review and feedback on the administrative drafts of the Economic Development
Strategy, Strategic Economics will provide a Public Draft for review and comment by
community stakeholders and the City Council. Per Task 6, Strategic Economics will present
this draft to the City Council at a council meeting or study session.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 10
147
OUTPUT: PUBLIC DRAFT OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: LATE -MARCH THROUGH EARLY-APRIL
CosT: $2,925
SUBTASK 4.3: FINAL DRAFT ECONOMIC DEVELOPMENT STRATEGY
Based on input received on the Public Draft strategy Strategic Economics will make final
revisions and provide a Final Draft for potential adoption by the Dublin City Council.
OUTPUT: FINAL DRAFT OF THE ECONOMIC DEVELOPMENT STRATEGY
SCHEDULE: LATE-APRIL THROUGH LATE -MAY
CosT: $2,925
TASK 5: ECONOMIC DEVELOPMENT ELEMENT
SUBTASK 5.1: ECONOMIC DEVELOPMENT ELEMENT ADMIN DRAFTS 1-3
Concurrent with preparation and staff reviews of the Economic Development Strategy,
Strategic Economics will also prepare and provide up to three admin drafts of the Economic
Development Element. The element will provide relevant background information, with a focus
on longer -term considerations such as major fixed economic development assets
(infrastructure and location attributes), anchors (institutions), broader industry trends, and
development and redevelopment opportunities. The element will include goals, policies,
implementation programs, and implementation phasing. The admin drafts will incorporate
illustrative and informative proposed graphics, exhibits, and photographs (with any
photographs to be provided by the City of Dublin). The language and format of the element
will be designed to maintain consistency with other General Plan elements and their contents.
Up to three administrative drafts will be provided, incorporating subsequent rounds of clear
and comprehensive City staff direction on each draft.
OUTPUT: 3 ADMINISTRATIVE DRAFTS OF THE ECONOMIC DEVELOPMENT ELEMENT (8 HARDCOPIES AND
1 ELECTRONIC COPY OF EACH DRAFT)
SCHEDULE: MID-JANUARY THROUGH MID -MARCH
CosT: $12,695
SUBTASK 5.2: PUBLIC DRAFT ECONOMIC DEVELOPMENT ELEMENT
Upon staff review and feedback on the Administrative Drafts, Strategic Economics will revise
and provide a Public Draft for review by the City Council and community stakeholders. Per
Task 6, Strategic Economics will present this draft to the City Council at a council meeting or
study session.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 11
148
OUTPUT: PUBLIC DRAFT ECONOMIC DEVELOPMENT ELEMENT (8 HARDCOPIES AND 1 ELECTRONIC COPY)
SCHEDULE: LATE -MARCH THROUGH EARLY-APRIL
CosT: $2,290
SUBTASK 5.3: FINAL DRAFT ECONOMIC DEVELOPMENT ELEMENT
Based on input received on the Public Draft element, Strategic Economics will make final
revisions and provide a Final Draft for potential adoption by the Dublin City Council.
OUTPUT: FINAL DRAFT ECONOMIC DEVELOPMENT ELEMENT (40 HARDCOPIES, 1 PHOTO READY COPY, 1
ELECTRONIC COPY)
SCHEDULE: LATE-APRIL THROUGH LATE -MAY
CosT: $2,390
TASK 6: STAKEHOLDER AND DECISION MAKER ENGAGEMENT
The Strategic Economics team proposes a robust stakeholder and decision maker
engagement process. Activities include regular check -ins with City staff, focus group meetings
with groups representing different industries and business interests, general community
workshops, and meetings and study sessions with the City Council and potentially the
Planning Commission. The engagement process is designed to meet the needs of the
Economic Development Strategy Update and Economic Development Element
simultaneously.
SUBTASK 6.1: PROGRESS MEETINGS WITH CITY STAFF
The Strategic Economics team will conduct virtual meetings with City staff on a bi-weekly basis
as needed. These meetings will be used to coordinate schedule and activities, plan upcoming
events and meetings, share interim results and findings, and discuss staff input and feedback
on work products.
OUTPUT: MEETING AGENDAS AND NOTES
SCHEDULE: THROUGHOUT PROJECT LIFE
CosT: $3,770
SUBTASK 6.2: INDUSTRY AND STAKEHOLDER Focus GROUP WORKSHOP MEETINGS
Strategic Economics will facilitate a series of up to six in -person (if clustered on one or two
specific days) or virtual stakeholder group meetings. The stakeholders will be defined in close
coordination with City staff, but could potentially include: representatives of key industries
such as retail/restaurants, advanced manufacturing, and life science; leadership and
members of the Chamber of Commerce, brokers and developers, and City staff. In addition to
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 12
149
gathering qualitative information and answering key questions raised in the RFP, the
stakeholder groups will help to build support for the Economic Development Strategy and
Element and achieve "buy -in" from community leaders. Members of the Strategic Economics
team will facilitate each of the meetings (as appropriate based on areas of expertise),
formulating specific topics and questions with the goal of gathering required information and
generating ideas for potential strategies. It is assumed that City staff will contact all
stakeholders to schedule and coordinate the meetings.
OUTPUT: MEETING AGENDAS AND NOTES
SCHEDULE: MID -AUGUST THROUGH MID-SEPTEMBER
CosT: $12,345
SUBTASK 6.3: COMMUNITY WORKSHOPS AND SUMMARIES
The SE team will prepare for and execute up to two (2) community workshops to discuss topics
related to the economic development strategy and element. These workshops are currently
envisioned to occur in person, but can also be occur virtually. The first workshop will focus on
general community priorities, vision, and areas of interest. The second workshop will be used
to vet the contents of the Economic Development Strategy and Element. Both workshops will
include a targeted outreach effort to property owners, managers, developers, and residents
to receive their input. Workshop responsibilities include:
• Strategic Economics will work with the project team to prepare an overall purpose,
approach, objective and anticipated outcome of the community workshops.
• Strategic Economics will prepare meeting materials including agendas, sign -in sheets
and assist with interactive activities.
• Strategic Economics will facilitate the workshops, with additional facilitation support
by City staff.
• City staff will coordinate meeting location logistics (e.g., room, seating, a/v equipment,
refreshments) and send invitations.
• Strategic Economics will assist with meeting logistics including room set up and break-
down.
• Strategic Economics will prepare summary notes.
OUTPUT: WORKSHOP AGENDAS, MATERIALS, AND SUMMARY NOTES
SCHEDULE: MID-OCTOBER AND MID-JANUARY
CosT: $15,210
SUBTASK 6.5: BOARD MEETINGS AND STUDY SESSIONS
Strategic Economics will prepare for, attend, and facilitate up to three "board" meetings or
study sessions to inform the development of the Economic Development Strategy and
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 13
150
Element (GRES will attend one meeting). The meetings may include City Council or Planning
Commission hearings. Strategic Economics will work with City staff to determine, based on
project needs, whether to schedule study sessions or include project topics as a regular
meeting calendar item. A first meeting could occur as the analytical tasks are concluded and
will be used to report findings, refine vision, priorities, and areas of concern/interest, and
gather feedback on preliminary recommendations. Another meeting could be used to gather
direction on the public draft economic development strategy and element documents.
OUTPUT: REVIEW OF STAFF REPORTS, MEETING AGENDAS, MEETING SLIDES, MEETING NOTES
SCHEDULE: MID- TO LATE-NOVEMBER (TENTATIVE), MID-APRIL (TENTATIVE)
CosT: $13,720
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 14
151
IV. PROPOSED SCHEDULE
Month August September October November December January February March April May
Week 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Task 1 Project Kickoff & Management
1.1 Request and Review of Existing Data and Materials
1.2 Kickoff Meeting and Site Visit
1.3 Project Management and Communication
Task 2 Economic & Market Conditions & Opportunities Analysis
2.1 Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis
2.4 Subarea Assessments
2.5 SWOT Summary
Task3 Preliminary Recommendations & Document Frameworks_
3.1 Economic Development Strategy Framework Drafts
3.2 Economic Development Element Framework Drafts
Task4 Economic Development Strategy
4.1 Admin Drafts 1-3
4.2 Public Draft
4.3 Final Draft
Task 5 Economic Development Element
5.1 Admin Drafts 1-3
5.2 Public Draft
5.3 Final Draft
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6)
6.3 Community Workshops and Summaries (2)
6.4 Board Meetings and Study Sessions (2)
Schedule is subject to refinement and change in agreement with the City of Dublin
Schedule will be adjusted to reflect actual project start date
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 15
152
V. PERSONNEL, EQUIPMENT, AND FACILITIES
Brief bios are shown below for all Strategic Economics staff assigned to the project. These are
followed by full resumes for key leadership staff assigned to the project. Subconsultant bios
and resumes begin on page 22 of this proposal.
DEREK W. BRAUN, PRINCIPAL, STRATEGIC ECONOMICS
Derek Braun has wide-ranging experience in the analysis of
employment and industry trends, market opportunities and
demand, the economic and fiscal impacts of development,
and implementation and public financing strategies. With 15
years of experience at Strategic Economics, Mr. Braun's work
includes preparation of economic development strategies for
the cities of Milpitas, Ventura, Santa Cruz, Culver City,
Alameda, Pleasanton, and the two -county East Bay region.
Additionally, he has conducted industry analyses to guide a number of General Plan updates
in California —including recent work in the life sciences hub of South San Francisco —and
completed market analyses and fiscal and economic impact analyses for property
development proposals and large plan areas.
Mr. Braun holds a Master of Planning degree from the University of Southern California, with
a concentration in Economic Development. Mr. Braun also holds a Bachelor of Science degree
in Management from Case Western Reserve University. He is currently serving his community
as a San Francisco Planning Commissioner.
Derek Braun will serve as Principal -in -Charge and primary project manager for the Dublin
effort, with responsibility for overall project direction, leadership of the consultant team, and
day-to-day project management.
DENA BELZER, PRESIDENT, STRATEGIC ECONOMICS
Dena Belzer is the founder and President of Strategic
Economics. Ms. Belzer has over 30 years of experience
working on urban economic issues ranging in scale from
regional growth strategies to individual development
projects. Ms. Belzer's specializations include economic
development, affordable housing strategies, and
infrastructure funding and financing. Her work often
includes blending multiple data sources to prepare
multidimensional economic analyses. Ms. Belzer was a founding member of the Center for
Transit Oriented Development and has worked as a practice area technical assistance expert
for the U.S. Environmental Protection Agency and The U.S. Department of Housing and Urban
Development. Ms. Belzer held the Cornish Chair in Regional Economics at the University of
California, Berkeley 2019-2021.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 16
153
Dena Belzer will serve as a project advisor for the Dublin effort, contributing knowledge and
expertise from her ongoing work on the Industrial Land Use Implementation Toolkit for the
East Bay EDA.
ARPITA BANERJEE, ASSOCIATE, STRATEGIC ECONOMICS
Arpita has a background in applied policy research, urban
analytics, and planning information systems. Ms. Banerjee is
currently completing analyses and policy development for the
City of Ventura economic development strategy, and has
contributed to economic, market, and financial feasibility
analyses for area plan, general plan, and development project
community benefits and feasibility assessments. As a
researcher with the University of Illinois, she analyzed large government datasets to reveal
economic and housing impacts of the Covid-19 pandemic on the arts ecosystem in Illinois.
With Illinois Extension, she developed a reproducible disaster resilience toolkit for rural
communities containing an interactive data dashboard and planning information library for all
counties in IL. Arpita holds a Master of Urban Planning from the University of Illinois, Urbana -
Champaign (2022) and a Bachelor of Urban Planning from the School of Planning and
Architecture, New Delhi (2018).
Arpita Banerjee will serve as lead analyst and assistant project manager for the Dublin effort.
GUS STEPHENS, RESEARCH ANALYST, STRATEGIC ECONOMICS
Gus Stephens comes to Strategic Economics with a
background in urban sociology, GIS, and data analysis. His
work at Strategic Economics leverages his geospatial
analysis skills to identify and communicate critical conditions
and trends —including in his interest areas of transit -oriented
development and illustrating unmet community needs.
Before joining Strategic Economics, Gus worked and interned
at public, private, and nonprofit organizations where he gained project management, policy
analysis, and bilingual (Spanish -English) interviewing skills. Gus holds a Bachelor of Arts in
Sociology from Brown University, where he specialized in Urban Sociology and Migration and
Immigration. For his honor thesis, he mapped access to social and public spaces via public
bus transit in Providence, Rhode Island.
Gus Stephens will serve as a data and geospatial analyst for the Dublin effort.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 17
154
STRATEGICECONOMICS
Education
Master of Planning
University of Southern California
Bachelor of Science, Management
Case Western Reserve University
Professional Experience
Associate I, II, Senior Associate
(2008-2021)
Strategic Economics, Berkeley, CA
Memberships and Distinctions
Planning Commissioner
City and County of San Francisco
Member, SPUR San Francisco
Member, Urban Land Institute
510-647-5291 x 112
dbraun@strategiceconomics.com
Derek Braun
Principal
Derek Braun specializes in managing analyses of market opportunities and
demand, employment and industry trends, development feasibility, and the
economic and fiscal impacts of development and transit investments. With over
15 years of experience at Strategic Economics, Mr. Braun has performed
economic and market analyses and provided strategic guidance to clients in a
wide variety of market contexts across the United States.
Selected Projects
East Bay Forward, Alameda and Contra Costa County, CA; 2021
The East Bay Economic Development Alliance hired Strategic Economics to
prepare a strategic plan to help this major region within the San Francisco Bay
Area recover from the COVID-19 pandemic and grow with a focus on economic
innovation, inclusive workforce opportunities, and a particular focus on small and
minority owned businesses. Mr. Braun managed this project, which included
economic and workforce data analysis, multiple focus group meetings, and
reviewing existing reports. The plan's strategies build on the region's economic
assets, provide guidance on post -pandemic "pivots" and long-term growth
opportunities, and address place -based strategies for assisting small minority
business owners, better workforce connections, and growing jobs.
Milpitas Economic Development Strategy, Milpitas, CA; 2020
As project manager, Mr. Braun oversaw analyses of industries and employment,
market positioning, workforce opportunities, and entrepreneurship, with a focus on
the city's large concentration of advanced manufacturing businesses. These
analyses and substantial community and business stakeholder outreach were then
used to create a new Economic Development Strategy and work plan to guide the
City's economic development efforts.
Alameda COVID-19 Pandemic Economic Recovery Strategy, Alameda, CA; 2021
Mr. Braun managed work with an economic recovery task force in the City of
Alameda, including research into topic- and industry -specific impacts and case
studies. He led task force meetings and developed the City's economic recovery
strategy. Mr. Braun also managed previous work on the City's economic
development strategic plan, which included community meetings and stakeholder
engagement, and close work with a citizen task force to develop the plan's
strategies and implementation actions.
Santa Cruz Economic Development Strategy, Santa Cruz, CA; 2021
As project manager, Mr. Braun oversaw analyses of the unique mix of industries,
retail and other commercial market conditions, and major employment subareas
within the City of Santa Cruz. These analyses are informing the creation of a new
Economic Development Strategy and work plan to guide the City's economic
development efforts, including COVID-19 pandemic recovery strategies.
Culver City Economic Development Implementation Plan, Culver City, CA; 2020
Mr. Braun was the project manager for the Culver City Economic Development
Implementation Plan. He managed the technical employment analysis, with a focus
on the city's burgeoning creative tech economy and resulting demand for creative
office space in former industrial districts. He also worked closely with City staff and
the Economic Development Subcommittee of the City Council to develop
implementation actions and identify opportunity sites for new commercial
development, including office and hotel uses.
2991 SHATTUCK AVE, #203 I BERKELEY, CALIFORNIA 94705 I P:510.647.5291 I F:510.647.5291 I STRATEGICECONOMICS.COM1 55
Derek Braun
Principal
Rancho Cucamonga General Plan Update and Economic Development Strategic Plan, Rancho Cucamonga, CA; 2021
Mr. Braun was Principal -in -Charge for providing recommendations for updates to the City's Economic Development Strategic
Plan. A major focus of the Plan update recommendations entailed assisting the City in preparing for major new transit
projects that have been proposed in Rancho Cucamonga so that it can capitalize on the economic benefits of these
investments. This strategy recommendations built off of several other components of Strategic Economics' work on the
Rancho Cucamonga General Plan, including background market and economic reports, a financial feasibility study of
residential and office development, and a fiscal impact analysis.
Alameda Economic Development Strategic Plan, Alameda, CA; 2017
Mr. Braun was project manager for the City of Alameda's economic development strategy. The work included an in-depth
market and economic analysis that assessed employment composition and trends to determine the City's key industry
sectors, competitive positioning within the East Bay region, and implications for the strength of Alameda's commercial and
industrial real estate market. The plan identified strategic actions designed to attract additional investment while
addressing Alameda's workforce needs.
Moffett Park Specific Plan, Sunnyvale, CA; Ongoing
Mr. Braun is serving as project manager for market, economic, financial feasibility, community benefits, and fiscal analyses
to inform the creation of a new specific plan in this employment district in the heart of Silicon Valley. The analyses examine
the potential for growth of office, retail, and residential uses in this in -demand location, while also maintaining economic
diversity through growth or preservation of existing industrial uses.
South San Francisco General Plan Update, South San Francisco, CA; Ongoing
Mr. Braun managed analyses of housing conditions, residential displacement vulnerability, and economic, market, fiscal, and
financial feasibility analyses. The findings of these analyses are being used to inform policies around housing affordability
and balancing strong demand for biotech uses against the need for housing and the valuable role of existing warehouse and
distribution facilities. Mr. Braun is currently developing economic development policies for the General Plan.
Downtown Oakland Specific Plan, Oakland, CA; 2015-Ongoing
Mr. Braun managed analyses and policy contributions for this new specific plan in a dense and rapidly -changing area. His
work included market analysis, examination of Downtown's role as an economic engine for the City, assessments of
affordable housing conditions and needs, and analysis of the fiscal contributions generated by existing land uses and
potential types of new development. Mr. Braun is developing economic development and housing strategies that fulfill the
plan's strong vision of a Downtown that equitably serves the needs of all Oakland residents.
East Whisman Precise Plan, Mountain View, CA; 2019
Mr. Braun managed economic, market, and fiscal analyses for this plan guiding the transition of a Silicon Valley office center
to a mixed -use residential and employment district. Subsequent financial feasibility analyses support the creation of a
community benefits strategy incentivizing office development projects to contribute additional benefits in exchange for
"bonus" density.
SLO Forward Retail Sales Analysis, San Luis Obispo, CA; 2018-2019
Mr. Braun was project manager for this analysis of retail sales to provide data related to a citywide sales tax measure. The
study analyzed sales tax revenue by category and sources of retail demand to determine the share of spending attributable
to city residents, region residents, workers, and visitors, both citywide and in subareas of the city.
Tasman East Specific Plan, Santa Clara, CA; 2018
Mr. Braun conducted a market assessment for the Tasman East area in Santa Clara to provide direction for the Plan's land
use program. The market assessment provided detailed information about the land uses, building heights, unit sizes, and
parking solutions that were most likely to meet market demand and be financially feasible. He also completed fiscal analysis
that measured the impact of new development on the City's General Fund and authored funding and financing strategies
2991 SHATTUCK AVE, #203 I BERKELEY, CALIFORNIA 94705 I P:510.647.5291 I F:510.647.5291 I STRATEGICECONOMICS.COM1 56
STRATEGICECONOMICS
Education
Master of City Planning
University of California, Berkeley
Bachelor of Arts, Psychology
Pitzer College
Professional Experience
Principal, Bay Area Economics
(1987-1998)
Associate Planner, Sedway
Cooke Associates
(1983-1987)
Memberships and Distinctions
Cornish Chair of Regional
Planning, University of California,
Berkeley. 2019-2021
Lambda Alpha International
Urban Land Institute (ULI)
American Planning Association
(APA)
President, Board of Directors for
Community Economics, Inc.
Selected Publications
Transit and Regional Economic
Development, 2011
TOD and Employment, 2011
CDFI's and TOD, 2010
Contact
(510) 647-5291 x 108
dbelzer@strategiceconomics.com
Dena Belzer
President
Dena Belzer is the founder and President of Strategic Economics. Ms. Belzer has
over 30 years of experience working on urban economic issues ranging in scale from
regional growth strategies to individual development projects. Ms. Belzer's
specializations include, economic development, affordable housing strategies, and
infrastructure funding and financing. Her work often includes blending multiple data
sources to prepare multidimensional economic analyses. Ms. Belzer was a founding
member of the Center for Transit Oriented Development and has worked as a
practice area technical assistance expert for the U.S. Environmental Protection
Agency and The U.S. Department of Housing and Urban Development. Ms. Belzer
held the Cornish Chair in Regional Economics at the University of California, Berkeley
2019-2021.
Selected Projects
Industrial Land Use Toolkit, Alameda and Contra Costa Counties, California, 2022-
ongoing
Working with the East Bay Economic Development Alliance, Strategic Economics is
preparing a toolkit to provide public and private partners with implementable
techniques for supporting economic innovation in the East Bay. Ms. Belzer is leading
this effort which has included extensive data analysis, a literature review, case studies,
stakeholder interviews, and focus group discussions. The initial deliverable for this
project provides a snapshot of industrial growth trends and real estate market
conditions and the final deliverable will be a toolkit website.
East Bay Forward, Alameda and Contra Costa County, 2021
The East Bay Economic Development Alliance hired Strategic Economics to prepare a
strategic plan to help this major region within San Francisco Bay Area recover from the
COVID-19 pandemic. The plan's strategies will build on the region's economic assets,
provide guidance on post -pandemic "pivots", and address place -based strategies for
assisting small minority business owners, making better work force connections, and
growing jobs areas in underserved areas. Ms. Belzer was the Principal in Charge of this
effort.
Spatial Analysis of the HayWired Earthquake Scenario, San Francisco Bay Area,
California, 2017-2018
Strategic Economics was retained to evaluate the spatial impacts of the HayWired
scenario prepared by the USGS to estimate the full range of damages that could result
from a Mw 7.0 earthquake and rupture of the Hayward Fault. Ms. Belzer led this spatial
analysis which included 2,388 tracts and the potential impacts to both residential and
commercial structures.
North Coyote Valley Jobs Analysis, San Jose, CA, 2020
San Jose's Envision 2040 General Plan, adopted in 2014, has a major focus on
economic development. In 2019, staff retained Stratgic Economics to evaluate if the
Plan could meet its 2040 employment targets if the land designated for future
employment growth in North CoyoteValley (NCV) was redesignated from Industrial Park
to Open Space. Ms. Belzer, supported by her staff, conducted an analyis of the City's
employment trends by subarea, industry type, and buidling type and matched these
trends against future employment projections. This analysis indicated that San Jose
will continue to thrive without the NCV land supply.
2991 SHATTUCK AVE, #2031 BERKELEY, CALIFORNIA 947051 P:510.647.52911 F:510.647.52911STRATEGICECONOMICS.COM 157
STRATEGICECONOMICS
Education
Master of Urban Planning,
University of Illinois Urbana -Champaign
(UIUC)
Bachelor of Planning,
School of Planning and Architecture,
Delhi (India)
Professional Experience
Researcher - Academic Hourly,
A Disaster Planning Integration Toolkit
for Rural Illinois,
Illinois Extension
Graduate Research Assistant,
Arts Impact Initiative,
College of Fine and Applied Arts, UIUC
Graduate Teaching Assistant,
Urban Informatics II,
Department of Urban and Regional
Planning, UIUC
Selected Publications
"The status of artists and creative
Workers." Issue Brief. College of Fine and
Applied Arts. University of Illinois
Urbana -Champaign. 2021.
"The Artist Labor Force: a statistical look
at Illinois in the contexts of the US."
Issue Brief. College of Fine and
Applied Arts. University of Illinois
Urbana -Champaign. 2021.
Distinctions
Diversity and Inclusion Fellow 2021-22,
Association of Collegiate Schools
of Planning (ACSP)
Contact
510-647-5291 x107
abanerjee@strategiceconomics.com
Arpita Banerjee
Associate
Arpita Banerjee has a background in applied policy research, urban analytics,
and planning information systems, with skill in translating in-depth data
analysis into actionable policy recommendations. Her recent work at Strategic
Economics includes analysis of parking strategy impacts on retail businesses in
Gilroy, a literature review of innovative parking funding tools, and market and
economic analyses for area plans and economic development strategies.
Selected Projects
Ventura Economic Development Strategy, Ventura, CA; Ongoing
As lead analyst, Ms. Banerjee is completing employment, market, sales tax,
transient occupancy tax, and a variety of other data analyses to assess the City
of Ventura's economic and market positioning and opportunities to attract
additional business investment and activity.
Gatekeeper Projects Community Benefits Analysis, Redwood City, CA; Ongoing
Ms. Banerjee is assisting with the review of community benefits proposed by
various applicants requesting General Plan Amendments and Downtown
Precise Plan Amendments through a Gatekeeper process in Redwood City. The
effort includes market research, estimating costs of city permits and fees, and
interviewing local developers to establish appropriate assumptions for
development costs.
East Palo Alto Ravenswood Business District Plan Update,
East Palo Alto, CA; Ongoing
Ms. Banerjee conducted analyses supporting updates to this specific plan for
an area experiencing intense development interest for office and life science
uses. Her work included an analysis to assess existing and potential developer
contributions for fee revenue and a fiscal impact analysis to examine General
Fund net revenue impacts from growth in the preferred plan.
NFTA-Metro Comprehensive TOD Planning Implementation,
Buffalo, NY; Ongoing
Ms. Banerjee is assisting with the analysis of land banks and TOD funds across
the country to identify how the Greater Buffalo region could use a TOD fund to
support affordable housing development along the region's MetroRail
expansion. Her efforts include participation in meetings and discussions with
innovative organizations and analyzing publicly owned vacant parcels near the
transit corridor to identify opportunities for TOD fund -related interventions.
LA Union Station Strategic Advisory,
Los Angeles, CA; 2022
Ms. Banerjee assisted with developing an understanding of how infrastructure
decisions influence overall development plans and economic opportunities,
especially around transit stations. The effort included developing case studies
of various transit centers and railway stations to understand strategic market
elements, the nexus between land -use and transportation and innovative value
capture mechanisms.
2991 SHATTUCK AVE, #203 I BERKELEY, CALIFORNIA 94705 I P:510.647.5291 I F:510.647.5291 I STRATEGICECONOMICS.COM1 58
VI. SUBCONSULTANTS
DAVID GREENSFELDER, GREENSFELDER REAL ESTATE STRATEGY
David Greensfelder, named a Top Retail Influencer for 2021
by GlobeStreet, is the founder and Managing Principal of Bay
Area -based Greensfelder Real Estate Strategy. David is a
specialist in economic development and redevelopment
planning, retail resiliency, understanding retail opportunities
by differentiating between commodity and specialty retail,
and analyzing the impacts of competing retail channels on
bricks -and -mortar storefronts. David recently authored the
Market Analysis chapter for Building Small - A Handbook for
Real Estate Entrepreneurs, Civic Leaders, and Great
Communities (ULI, 2021), the Retail Revolution and Retrofit chapter for Brownfields and
Economic Development (McFarland, April, 2021), and the Retail and Last Mile narrative in
ULI-pwc's 2019 Emerging Trends in Real Estate where he discussed how influencers,
platforms, an evolving landlord -tenant relationship, a new equilibrium between retail and
other product types is reshaping the retail landscape, and how the "last mile" is the least
understood and biggest force impacting all product types. David serves on National Academy
of Sciences NCHRP research panels as an urban economics and last -mile expert including a
current study on Last Mile Implications for 21st Century Communities' Land Use, Design, and
Transportation Systems. David has driven more than 325 development projects spanning 6.5
million SF and a finish market value estimated at over $1.25 billion.
David frequently lectures at UC Berkeley's Fisher Center for Real Estate and Urban Economics
and MRED+D programs (where he is a Distinguished Visiting Fellow), the Haas Graduate
School of Business, at USC's Lusk Center for Real Estate Development, and teaches ULI's
Mixed -use Development Best Practices Professional Development program. He is a Director
of Satellite Affordable Housing Associates and the Center for Creative Land Recycling, is an
active ULI member (Urban Revitalization Council, Advisory Services, Education programs, and
UrbanPlan and UP4P0 steering committee, instructor, and trainer), and ICSC's P3 National
Steering Committee. David graduated from Pitzer College (The Claremont Colleges) with a
degree in Business Economics, and the SciARC Foundation Program.
David Greensfelder will lead analysis and advisory work related to retail conditions and
opportunities for the Dublin effort.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 22
159
TAWNI SULLIVAN, COMMERCIAL REAL ESTATE SPECIALIST
Tawni Sullivan is a veteran of over 30+ years in the
Commercial Real Estate industry, including a focus on the life
sciences industry. She is a strategic thinker, while driving the
mission of an organization for exceptional outcomes for both
the Client and Tenants. Tawni is an inspirational leader,
helping others extend their thinking, and able to drive material
business advantages. She supports a culture that fosters
collaboration, engaging a Leadership team to inspire people to
do their best work, and then ensuring everyone has the tools
and training to gain successful results. Her responsibilities to an organization also include
mitigating risk and ensuring a monetary return. Past experience has included Alexandria Real
Estate Equities, developer of worldclass Life Science assets. Prior to joining ARE, Tawni served
as the Associate Managing Director - Asset Services at CBRE, and prior, as the Vice President
of CAC Real Estate Management Co., Inc., both of whom are engaged to provide services for
institutionally backed financing of many sectors of real estate, including office, industrial,
retail, tech and life sciences."
Tawni dedicates her time as the Chair of CREATE, an alliance with NAIOP, IREM, and BOMA
Oakland East Bay which is committed to developing a workforce for the future of Commercial
Real Estate.
Tawni Sullivan will provide expert advisory services related to commercial real estate
opportunities and policies, especially regarding the life sciences industry.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 23
160
RE AL ESTATE STRATEGY
• STRATEGY AND PLANNING
• MARKET AND LOCATION INTELLIGENCE
• DEVELOPMENT MANAGEMENT
QUALIFICATIONS, SIGNIFICANT PROJECTS, AND CLIENTS
ABOUT GREENSFELDER REAL ESTATE STRATEGY
Greensfelder Real Estate Strategy works across North America providing strategic planning, market analytics and
location intelligence, and real estate development services to communities, institutions and investors, and occupiers
where there is a nexus between commercial districts and retail, and urban planning and economics. Always focused
on practical solutions and implementation, GRES pioneered Retail Resilience'', a quadruple
bottom -line discipline for creating lasting retail vitality, and dynamic, flexible, and adaptable
retail strategies and recommendations for communities, owners, and retailers. GRES
significant assignments include developing comprehensive retail and economic
development strategies for San Jose, California's Citywide and Downtown Retail Studies
(winner of the APA California Northern Section 2020 Urban Design Award of Excellence),
Boulder, Colorado's Citywide Retail Strategy, Washington, DC's central business district C19
resilience strategy, large scale mixed -use project implementation plans in Honolulu and
Silicon Valley, market strategies for retailers and REITs such as a Bronzeville (Chicago, IL)
retail positioning plan, and repositioning programs for "dead" malls including Cupertino's
Vallco Fashion Square, Newark's NewPark Mall, Honolulu's Windward Mall, and West Des
Moines' Valley West Mall. Having driven more than 325 development projects spanning 6.5 million SF and a finish
market value estimated at over $1.25 billion, GRES frequently advises on mixed -use project implementation, land -
use and entitlement consulting, and occupier services (both mature and pre-IPO emerging companies). Managing
Principal David Greensfelder, named a Top Retail Influencer by GlobeStreet in 2021, is a specialist in economic
development and redevelopment planning, retail resiliency, understanding retail opportunities by differentiating
between commodity and specialty retail, and analyzing the impacts of competing retail channels on bricks -and -
mortar storefronts. More information is available at www.areensfelder.net.
PRIMARY CONSULTING AREAS and THOUGHT LEADERSHIP
• Economic Development Strategy including Retail ResilienceTM and Sustainability
• Large and small-scale strategic planning, and implications for communities
• Multichannel and omnichannel retail and impacts on bricks -and -mortar retail
• Emerging trends, market analysis, market entry, location intelligence
• Thriving downtown districts
• Commodity and specialty retail differential analysis, and applications to district/project positioning
• Transformative Real Estate Planning and Strategy
• Redevelopment planning
• Managing sales tax impacts from an evolving retail marketplace
• Mixed -use: best practices for integrating commercial uses in mixed -use environments
• Positioning/repositioning and strategy for projects that once worked but now don't (including
repositioning of "dead malls")
• Owner's Representative (Program Management and Fee Development Services)
• Retail, office, and mixed -use projects
• Location intelligence, due diligence and risk assessments, and development services
• Expert Witness, Litigation Support, and Dispute Resolution (please ask for details and references)
GREENSFELDER COMMERCIAL REAL ESTATE LLC
SAN FRANCISCO BAY AREA I WASHINGTON, DC
(415) 696-6767 I WWW.GREENSFELDER.NET
161
AL ESTATE STRATEGY
RECENT PROJECTS, PUBLICATIONS, AWARDS AND ONGOING RESEARCH
• David Greensfelder named a Top Retail Influencer for 2021 by GlobeStreet
• Building Small — A Handbook for Real Estate Entrepreneurs, Civic Leaders, and Great Communities Market
Analysis chapter contributor (ULI, March, 2021)
• Brownfields and Economic Development Retail Revolution and Retrofit chapter contributor (McFarland,
April, 2021)
• Last Mile Implications for 21st Century Communities' Land Use, Design, and Transportation Systems,
National Academy of Sciences Transportation Research Board NCHRP 08-134 Project Advisory Panel
• National Cooperative Highway Research Program 08-134: Integrating Freight Movement into 21st Century
Communities' Land Use, Design, and Transportation Systems (ongoing)
• APA California Northern Section 2020 Urban Design Award of Excellence for the San Jose Downtown
Design Guidelines and Standards
• ULI/PwC Emerging Trends in Real Estate 2019, Author, Retail and Last Mile Distribution Trends Sections
• Interviews in and contributions to articles in the Los Angeles Times, Costar, Connect Media, Globe Street,
Shopping Centers Today, Bisnow, Retailsphere, Real Perspectives Blog, and other industry publications.
SELECTED PROJECTS AND AWARDS, and REPRESENTATIVE CLIENT LIST
Economic Development and Redevelopment Planning Strategy ... for Communities
• Ascent Environmental - Planning and economic development projects (team)
• BAE Urban Economics - Various economic development projects (team)
• Belt Collins - Economic and community development project (team)
• Camoin Associates - Economic studies (team)
• City of Albany, California - Economic Development Strategic Plan
• City of Albuquerque - On -call Planning Services Bench
• City of Bellevue, Washington - Citywide Retail Study and Strategy
• City of Boulder, Colorado - Citywide Retail Study
• City of Calistoga, California - Business and Retail Strategy Study (3 assignments)
• City of Capitola, California - Address regional mall competitiveness and reuse in changing retail landscape
• City of Chicago, Illinois - Bronzeville market analysis and risk/politics assessment
• City of Chicago, Illinois Planning and Urban Design Division, Department of Housing and Economic
Development - Retail strategy
• City of Cupertino, California - Retail market/focus sites feasibility study and Vallco Mall redevelopment
strategies for a general plan update, and ballot initiative (§9212) analysis
• City of Dublin, California - Downtown Specific Plan implementation; CC&R amendment and restatement
• City of El Cerrito, California - San Pablo Avenue PDA Specific Plan Update and Corridor Study
• City of Foster City, California - Commercial real estate market and opportunity site analysis
• City of Fremont, California - Irvington District Land Use Conversion Study; expert planning commission
and city council testimony about pending mixed -use project applications
• City of Indio, California - Highway 111 Corridor Study Specific Plan
• City of Kansas City, MO/KS MSA - Retail market assessment and market entry study for a public REIT
• City of Kansas City, Missouri - North Loop ULI Advisory Services Panel
• City of McKees Rocks, Pennsylvania - Community Rebuilding ULI Advisory Services Panel
• City of Lone Tree, Colorado - Entertainment District Master Planning
• City of Los Angeles, California - Ventura-Cahuenga Boulevard Corridor Specific Plan Market Study, and
DCP Economics On -call Bench
162
♦ City of Los Banos, California - Market entry study for a new Costco Warehouse
♦ City of Milpitas, California - Best practices for integrating commercial into mixed -use projects, and Milpitas
Gateway/Main Street Specific Plan
♦ City of Mineral Wells, Texas - Community Plan and Economic Development Overview
♦ Cities of Morgan City and Berwick, Louisiana - Building the Foundation for a New Economy ULI Advisory
Services Panel
♦ City of Morgan Hill, California - Economic Blueprint
♦ City of Newark, California - Regional mall repositioning and city-wide retail positioning
♦ City of North Salt Lake, Utah - Town Center Study
♦ City of Oakland, California - Broadway -Valdez Specific Plan peer review panel
♦ City of Olympia, Washington - Capital Mall Triangle Sub -area Plan
♦ City of Pacifica, California - On -call planning and economic development consulting
♦ City of Pearland, Texas - Citywide Retail Strategic Plan
♦ City of Petaluma, California - General Plan Update
♦ City of Portland, Oregon - Economic and Real Estate Analysis Bench
♦ City of Provo, Utah - Provo Town Center Mall evaluation and repositioning strategy
♦ City of Redwood City, California - Downtown retail and hospitality evaluation
♦ City of San Carlos, California - Downtown redevelopment project evaluation
♦ City of San Francisco - Planning and Mayor's Office Benches
♦ City of San Jose, California - Citywide Retail Study with Downtown and North SJ implementation
strategies, and San Jose Flea Market Relocation
♦ City of San Ramon, California - Economic Development Specific Plan and General Plan updates
♦ City of Santa Clara, California - Corridor study and retail revitalization assessment; Downtown Precise Plan
♦ City of Sunnyvale, California - Economic Development Specific Plan
♦ City ofTaylorsville, Utah - Commercial Centers Master Plan and Feasibility Study
♦ City of Vacaville, California - Downtown Specific Plan
♦ City of Vancouver, Washington - Commercial Corridors Strategy
♦ City of Waukee, Iowa - Waukee/Kettlestone Market Update
♦ Cities of West Des Moines and Clive, Iowa - University Avenue Corridor Study
♦ City of Westminster, Colorado - Citywide Retail Strategy and Master Plan
♦ City of Winder, Georgia - Downtown Plus Plan
♦ Community Attributes - Economic studies (team)
♦ Confluence - Various economic development and corridor studies (team)
♦ County of Maui, Hawaii - South Maui Community Plan
♦ County of Ventura, California - Channel Islands Harbor Visioning and Market Study
♦ Estolano Advisors - Economic Development and Master Planning (team)
♦ First Carbon Solutions - Economic Development Specific Plan and General Plan updates
♦ Jon Stover & Associates - Economic development and Main Streets
♦ Leland Consulting Group - Various economic development projects (team)
♦ MIG - Various economic development projects (team)
♦ MTA/ABAG (SF Bay Area) - Regional Planning Consulting Bench, and One Bay Area Plan retail task force
advising on best practices for integrating commercial into priority development areas
♦ Office of Hawaiian Affairs - Kaka'ako Makai Retail Strategy
♦ Port of San Francisco, California - Pier 29 Cruise Terminal Feasibility Study and Business Plan
♦ Raimi + Associates - General Plans (team)
163
RE AL ESTATE STRATEGY
♦ SACOG Civic Lab - Sacramento -area commercial corridors study
♦ Sargent Town Planning - Visioning strategy and market feasibility study (team)
♦ Site Works - Field work and analysis for retail investment and redevelopment projects (various)
♦ State of Hawaii Office of Hawaiian Affairs - Kaka'ako Makai Retail Feasibility Study
♦ State of Maine Department of Economic and Community Development - Retail Trends and Domestic
Exports Strategy Report
♦ Strategic Economics - Various economic development projects (team)
♦ University of Hawaii at Manoa, Honolulu, Hawaii - Real estate on -call bench
♦ Urban Field Studio - Various land planning, program development and economics projects (team)
♦ Valley Transportation Authority (SF Bay Area) - On -call economics and planning bench
♦ Wasatch, Utah Regional Council/Utah Dept. of Transportation - Land -use and economics on -call bench
♦ Washington, DC - Rock Creek West planning area housing affordability study ULI Advisory Services Panel
♦ Washington, DC - Central Business District COVID-19 Resiliency and Equity ULI Advisory Services Panel
♦ WRT - Various economic development projects (team)
Market and Location Intelligence, and Program and Development Management ... for Users
♦ AlterG, Inc. - Retail prototype development, and market entry strategy and financial analysis
♦ Catalyze, LLC - Program management for C19 resilient office space in the San Francisco Bay Area
♦ Community Foods Market - "Food Desert" real estate market study, and program management
overseeing development and opening of a community grocery store in Oakland, California
♦ Crown Books - Programmatic retail expansion development strategy and implementation
♦ CVS/Health - San Francisco Bay Area new market entry analysis, strategy, and implementation of
programmatic new store development program; integration analysis for Long's Drug Stores acquisition
♦ Decathlon - U.S. market entry strategy for French sporting goods retailer
♦ Eatzi's (Brinker International) - Programmatic retail expansion development strategy and implementation
♦ Group 4 Architecture Research and Planning - Redevelopment program management
♦ Halo Top Creamery - Retail program and new store development and initial store rollout
♦ High Tech Burrito - Programmatic retail expansion development strategy and implementation
♦ Longs Drug Stores - Programmatic retail expansion development strategy and implementation
♦ PG&E - Retail potential analysis for conversion of a decommissioned brownfield site
♦ Silicon Valley "Big 4" tech company - Campus master plan feasibility study and master planning
♦ Sungevity, Inc. - Program management for 75,000 SF office HQ redesign and remodel, and out-of-state
site location and 75,000 SF new facility development (winner of the Kansas City CSI's Excellence in Design
Award, 2016)
♦ TruLocal.com (Boss Holdings) - Founding Advisor, Local Retail
♦ Uniqlo (Fast Retailing) - U.S. market entry strategy for Japanese clothing retailer
Market Analysis and Strategy ... for Owners and Investors
♦ Eigenl 0 Advisors - Project evaluation and highest and best use analysis
♦ Borel Private Bank & Trust Company - Project asset and development management
♦ Boston Private Bank & Trust Company - Project asset and development management
♦ Ohio STRS - Analysis for shopping center repositioning and potential mixed -use addition/redevelopment;
site planning and development pro -forma sensitivity analysis
♦ Privately Held Development Firms - Retail potential analysis for mixed -use development; Analysis of
potential for the success of a planned mixed -use project
164
• Ramco Gershenson - Retail market evaluation and investment potential analysis
• Scanlan Kemper Bard - Redevelopment program for WestGate San Leandro, a 675,000 SF mixed -use
retail -office project
• Tuscola Outlet Center - Acquisition risk assessment and underwriting for a regional outlet center
• Wrightwood Capital - Pre -foreclosure market positioning analysis for a 350,000 SF regional power center
• Family Offices/VC Firms - Venture -backed start-ups, project repositioning, project entitlements, and
anchor retail tenant negotiation of business and lease terms (new stores and repositioning)
• Hedge Funds - Angelo Gordon, Bain & Company, Boston Consulting, DB Zwirn, Harris Assoc., HIG Capital,
Karsch Capital, KDI Capital Partners, QVT Financial LP, SAC Capital, Scout Capital, Sheffield Mgt, Sigma
Capital Mgt, Teton Capital, Wellington Mgt, and Whale Rock Capital Mgt LLC
Market Analysis and Program Management ... for Owners and Developers
• Athenian Razak - Various Philadelphia, PA and Camden, NJ retail projects
• Black Equities - Project asset and development management; 1031 exchange management
• Bridge Housing - Integration of commercial in a mixed use project
• Burlingame Plaza Owners' Association - Shopping center repositioning and remodel (scope -of -work,
budget, and planning)
• CallisonRTKL - Integration of commercial in large mixed -use districts
• Draper & Kramer - Trade area definition and retail sales potential analysis for large-scale redevelopment
project in Chicago, Illinois
• Dutra Cerro Graden - Development of financial modeling tools for a real estate firm serving community
benefit organizations
• Hunt Companies - Oah'u BRAC redevelopment master planning, strategy, and feasibility analysis
• The Irvine Company - Property acquisition strategy
• Kamehameha Schools (Bishop Estate) - Supportable commercial determination, strategy, and retail
integration for large, urban mixed -use redevelopment districts (Kapalama, Kaka'ako, He'eia, Mo'ili'ili)
• LandMark Retail Group - Fortune 20 retailer development strategy and execution
• Long Island (NY) Mixed -use - Planning consulting for redevelopment of a former hospital site including
budget and schedule, entitlement, anchor tenant leasing
• Lili'uokalani Trust - Keahuolu Properties and Makalapua District Market Demand Study and Retail Strategy
• Lyon Homes - Integration of commercial in a mixed -use project
• The Prado Group - Retail tenant negotiation
• Pulte Homes - Integration of commercial in a horizontally -integrated mixed -use project
• Raintree Partners - Integration of commercial in a vertically -integrated mixed -use project
• Scannell Properties - Analysis for acquisition and redevelopment of an Oakland, California site
• SummerHill Apartment Communities - Analysis of potential retail uses and accompanying site plan
recommendations for a 26-acre vertically -integrated mixed -use project
• Tuscola Outlet Center (Illinois) - Redevelopment underwriting and strategic plan
• Warmington Homes - Analysis and recommendations for commercial feasibility in mixed -use projects
Expert Witness Engagements
• Retail lease dispute between an institutional landlord and a national tenant (report, deposition, and
testimony at trial; favorable outcome)
• Retail trends related to ESOP disputes (cases variously settled or ongoing)
165
AL ESTATE STRATEG
EDUCATION AND SPEAKING ENGAGEMENTS
• UC Berkeley Haas Graduate School of Business • Silicon Valley Economic Development Alliance
• UC Berkeley Graduate College of (SVEDA)/Joint Venture Silicon Valley
Environmental Design • East Bay Economic Development Alliance
• UC Berkeley MRED+D Distinguished Visiting • Bay Area Planning Director's Association
Fellow and Lecturer • KB Home Community Advisory Board
• USC Lusk Center for Real Estate Studies • Bay Planning Coalition
• San Jose State University, Department of Urban • Connect Silicon Valley
and Regional Planning • Oakland Chamber of Commerce Retail
• ULI School of Professional Development Advisory Committee (ORAC)
• ULI UrbanPlan (Volunteer and Trainer) • Northern California Apartment Summit
• ULI UrbanPlan for Communities (Instructor) • California Building Conference
• American Planning Association • ICSC Programs: Northern California Alliance
• International Downtown Association Program (chair/speaker/ moderator), San
• Urbanism Next Conference Francisco IDEX (chair/speaker/moderator),
• Non -Profit Housing Association of Northern Monterey IDEX (speaker/moderator), ReCon
California (NPH) (moderator), Bay Area Local Programs (chair),
• National League of Cities Los Angeles Local Programs (speaker),
• California League of Cities University of Shopping Centers (faculty)
• AIA/SF • Cities of Capitola/Capitola Chamber of
• SPUR, San Francisco Commerce, Hayward (CV-19 resiliency)
• Local Government Commission Hercules, Merced, Morgan Hill, and Suisun City
RECENT PRESENTATIONS AT PROFESSIONAL CONFERENCES AND GROUPS
• The Fall of the Mall (California Land Recycling Conference)
• A Retail Resilience -guided COVID-19 Response Rubric
• Retail and Mixed -use Best Practices (ULI Professional Development Program and Webinar)
• Goodbye, Main Street? (SPUR SF)
• How Technology is Affecting Retail and Urban Real Estate Development
• Potential Impact of Emergent Technologies on Freight Related Land -Uses in Urban Areas
• Planning for Retail in an On-line World
• Urban Planning and Place -making for Dynamic Communities (APA approved for AICP CM credits)
• San Jose's Approach to Retail Restructuring
• The Changing Nature of Retail and Its Impacts on Local Governments
• The ABC's of the XYZ Generations: The Essential Guide to Understanding, Communicating and Marketing
to Demographic Alphabet Soup
• The Urban Core: Analysis of Development, Investment & Financing Opportunities in San Francisco
• The New Normal...How Retailers Think: A Public Sector Primer on the Retailer Decision Process
• Omni -channel Marketing: A Seamless Approach to Retailing Across Channels, from Social Media to Bricks
& Mortar
• AIA/SF Strategic Growth Symposium - Economic Outlook.
• Rediscovering Main Streets and Strategies for a Thriving Downtown.
• Factors Affecting the Viability of Retail in Mixed -use Projects.
• Planting Your Vision in the Ground: Getting Good Projects to Pencil Out.
• Retail Site Selection Decisions - The Inside Story.
• Exploring the Feasibility of a Merger, the AHA/Satellite Experience.
166
TEAL ESTATE STI TEG
• Maximizing Retail During Changing Times - A Post Redevelopment Primer.
• Building Livable Communities: From the Vision to the Ground - Making Smart Growth Pencil Out.
• SB375 and One Bay Area Plan Implementation and Implications.
OTHER PROFESSIONAL AFFILIATIONS AND INVOLVEMENT
• Urban Land Institute (full member):
UrbanPlan and UrbanPlan for Public Officials Steering Committees, UrbanPlan for Public Officials
Instructor, Volunteer Trainer, Classroom Volunteer, School Champion
• Advisory Services (national panels)
• Education/Real Estate Instruction Programs - Mixed -use and Retail Best Practices, Instructor
• Urban Revitalization Product Council
• National Academy of Sciences - Transportation Research Board Project Advisory Panel Appointee
• National Cooperative Highway Research Program 08-134: Integrating Freight Movement into 21 st
Century Communities' Land Use, Design, and Transportation Systems (ongoing)
• National Cooperative Highway Research Program 08-1 1 1: Effective Decision Making Methods for
Freight -Efficient Land Use (complete)
• International Council of Shopping Centers (member):
• P3 North American Steering Committee
• Past State Retail Chair, and co-founder and Past Chair N. Calif. Alliance Program
• Northern California Program Committee (1994-present); past Program Committee Chair
• Satellite Affordable Housing Associates Board of Directors: Finance Committee, Development Committee
(Past Chair), Audit Committee, Past VP and Executive Committee member, Merger Task Force
• Center for Creative Land Use Recycling: Board of Directors, Finance Committee, executive director search
• Oakland Retail Advisory Committee and Oakland Land Use Committee, Founding Member
• Bay Area Council Member Representative / Legislative Retreats
• Shopping Center World Editorial Advisory Board
CONTACT INFORMATION
David Greensfelder, Founder and Managing Principal
• San Francisco Bay Area +1 415 696 6767 I Washington, DC +1 202 422 2663
• Direct +1 510 708 8927 I Facsimile +1 510 900 1590
• Email: david@greensfelder.net
• Web: www.greensfelder.net
• Linkedln: www.linkedin.com/in/davidgreensfelder
• Twitter: @dgreensfelder
167
Tawni Frank Sullivan
C: 415 850 -4917 I Tawni.sullivan10@gmail.com
CAREER SUMMARY
Accomplished Real Estate Executive with over 33 years of commercial real estate experience.
Results oriented individual who operates with the business outcomes in mind, while ensuring the best Owner, employee and
tenant experience. Demonstrated record of successfully leading and engaging a diverse team. Provides strategic oversight and
guidance, effectively communicating to management and teams, to drive continuous improvements.
PROFESSIONAL HIGHLIGHTS
• CBRE - Highest Performing Market in the company since commencement of Co -Leadership at CBRE (6 years in a row)
2014-2019
• Recognized as a Business Times and Allen Matkins, Northern California RE Women of Influence (2019)
• Recognized as a Top Talent recruiter nationally at CBRE (2020)
• Board Chair of CREATE (an alliance of 4 industry organizations, partnering with SFSU); Supported development of
curriculum to create awareness of all aspects of CRE as a potential career. CREATE has provided opportunities and
classroom experience for over 400 students
• Past CO -President of TMASF Connects Board, working to increase transportation alternatives for the occupants of
Commercial Real Estate Buildings in San Francisco
PROFESSIONAL EXPERIENCE
Alexandria Real Estate
Senior Vice President, Asset Services
8/2021 - 1/2023
• Provide strategic oversight to the Asset Services team and Life Science portfolio (9M square feet, 17 employees).
• Ability to establish cross functional collaborative relationships with other teams and workgroups, which included:
Construction, project management, accounting, finance, acquisitions/dispositions
• Strong organizational and time management skills, with the ability to cope with conflict caused by competing priorities.
• Maintain ongoing relationship with JV Clients, ensuring objectives are understood and met.
• Drive continuous improvement.
• Comfortable working side by side with the team, when needed, and proven collaborator.
CBRE 12/2013 - 8/2021
Associate Managing Director, Asset Services
• Responsible for the financial performance of SF Bay Area Asset Services (52M sq.ft, 240 employees, & over 50 Clients).
• Provide strategic direction of 52 M sq.ft. portfolio of office, industrial, retail and life science projects.
• Strategic Leadership; leading employees to think like the Owner, driving results based on specific Ownership objectives.
• Engaged with National client focused groups, specific to retail platform, ensuring consistent performance based on data
driven decisions.
• Detailed oriented with emphasis on process, quality and cost.
• Maintains ongoing relationship with Clients, ensuring objectives are met.
• Focused on the development of internal personnel to keep turn over low and engaged employees.
CAC Real Estate Management Co., Inc 1994 -12/2013
Vice President (2008-2013)
• Oversight of Operations, Staffing and Procedures for 11M square feet of Commercial Real Estate between San Francisco
Bay Area and Seattle, Washington.
• Responsible for developing Policy and Procedures used throughout the Organization.
• Drove business results based on measurable initiatives and metrics.
168
Tawni Frank Sullivan
C: 415 850 -4917 I Tawni.sullivanl 0@gmail.com
CAC Real Estate Management Co., Inc (cont' d)
Director of Property Management (2003 -2008)
• Developed Leadership teams for consistent oversight of Policy and Procedures.
• New Business Development presentations.
• Worked to develop checks and balances throughout the Organization.
• Recommend Strategy and tactics for Achieving Client Objectives.
Portfolio Manager (1999-2003)
• Oversee Daily Operations and Financials for multiple projects and Clients.
• Focused on developing integration with accounting and management processes.
• Direct operations to meet revenue and operating targets of the Client.
Property Manager (1994-1999)
• Managed day-to-day operations of projects including lease administration, maintenance, and repair, janitorial, security,
engineering, and life -safety.
• Responsible for annual budget preparation and year-end reconciliations, and monthly financial reporting.
• Effective knowledge of construction to coordinate and oversee all construction work.
• Supported the leasing and marketing program for the project(s). Ensured positive relations with listing brokers and
outside agents. Participated in lease negotiations as necessary and monitored development of lease documents.
• Directed and monitored legal counsel's production of legal documents and other legal activities including litigation.
• Responsible for hiring, training, motivating and managing building personnel. Prepared and conducted performance
evaluations.
Northwest Asset Management 1990 - 1994
Property Assistant
Assistant Property Manager
• Responsible for establishing and maintaining a proactive tenant relations program.
• Monitored and ensured that tenants and vendors complied with insurance requirements and coordinate all claims as
required.
• Managed tenant leases, particularly with clauses affecting the operation of the building.
EDUCATION
California State University, Sacramento
Bachelor of Science Degree in Business, Marketing Concentration
BOMA International
Real Property Administrator (RPA) designation
BOMA International
Facilities Manager (FMA) designation in process
CA Real Estate License #01204153 (in process of renewal)
169
VII. QUALIFICATIONS AND REFERENCES
References
References for Strategic Economics and Greensfelder Real Estate Strategies are shown in the
project qualification examples on the following pages.
References for Tawni Sullivan are as follows:
Mary Wiese, Former Founder of CAC Real Estate Management, Inc.
415 518-9488
marvhwiese@gmail.com
Peter Sullivan - Peter Sullivan Associates, Inc.
415 362-1700
bsullivan@bsai-cre.com
Project Qualification Examples
Examples of Strategic Economics' completed projects similar to the Dublin Economic
Development Strategy and Economic Development Element Update include the following:
1. City of South San Francisco General Plan Update
2. East Bay EDA "East Bay Forward" Study and Strategy
3. City of Rancho Cucamonga General Plan Update
4. City of Milpitas Economic Development Strategy
5. City of Alameda Economic Recovery Strategy Task Force
6. City of Santa Cruz Economic Development Strategy
7. City of Culver City Economic Development Implementation Plan
8. City of Cupertino Economic Development Strategy
9. City of Memphis, Tennesse Comprehensive Plan
10.City of Alameda Economic Development Strategic Plan
11.City of Pleasanton Economic Development
12.City of Burlingame General Plan Update
13.City of East Palo Alto General Plan Update
14.City of San Leandro General Plan Update
15. East Bay EDA "Building on Our Assets" Economic Study and Strategy
16.City of Redwood City General Plan Update
17.City of Long Beach General Plan Update
The following pages describe detailed project examples that illustrate the relevant experience
of Strategic Economics and subconsultant Greensfelder Real Estate. Each project example
includes a reference contact.
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 33
170
STRATEGIC ECONOMICS
Milpitas Economic Development Strategy
Strategic Economics developed a five-year economic development strategy that leveraged
Milpitas' unique strengths and economic role within the Bay Area economy, as determined through
extensive data analysis, community engagement, and focus group interviews.
Client: City of Milpitas
Location: Milpitas, California
Start Date: 07/2019
End Date: 04/2020
Reference:
Alex Andrade
Economic Development Director
City of Milpitas
455 E. Calaveras Blvd.
Milpitas, CA 95035
P: (408) 586-3046
E: aandrade@ci.milpitas.ca.gov
Strategic Economics prepared an economic development
strategy to guide the City of Milpitas' short-term recovery from
the COVID-19 pandemic and subsequent economic development
efforts over the next five years.
Milpitas retained Strategic Economics to provide a road map to
grow and diversify the City's economy, support businesses and
workers, and improve quality of life. The City especially sought to
identify opportunities associated with introduction of a new BART
station, to attract innovation -focused businesses, and to better
align local jobs with the City's highly -skilled residents —many of
whom currently commute to Silicon Valley communities.
Strategic Economics completed extensive data analysis of the
City's industries and economic performance, small businesses,
workforce, real estate market conditions, and fiscal conditions.
Strategic Economics also conducted extensive stakeholder and
community engagement, including a community workshop and
online survey, a series of industry- and topic -specific focus
groups, interviews, and outreach to business organizations.
Based on the insights gained from these efforts —and
subsequent consideration of supporting the economy during
recovery from the COVID-19 pandemic —Strategic Economics
developed an economic development strategy that focused on
supporting small local businesses, supporting reinvestment in
retail centers, and collaborations to support the workforce.
Strategies also focused on growing innovative industries by
leveraging BART access and the City's unique role as an
advanced manufacturing and R&D center that leverages access
to a surrounding diverse regional workforce.
TYPICAL INNOVATION CYCLE OF A NEW MANUFACTURED PRODUCT
1 Concept/Early R&D
a
2. R&D and Design
a
3 Advanced manufacturing
a
4_ Large-scale manufacturing
Milpitas" niche
171
STRATEGIC ECONOMICS
East Bay Industrial Land Use Toolkit
Strategic Economics is working with the East Bay Economic Development Alliance (EBEDA) to
prepare a land use policy toolkit for East Bay communities to use to foster growth in four key
innovation related industries including life sciences, manufacturing, logistics, and transportation.
Client: East Bay Economics
Development Alliance
Location: Alameda and Contra Costa
Counties, California
Start Date: November 2022
End Date: In progress
Reference:
Stephen Baiter, Executive Director
East Bay Economic Development
Alliance
1221 Oak St. Suite 555
Oakland, CA 94612
P: 510-272-3874
E: steohen@eastbaveda.ora
EAST BAY INDUSTRIAL ECOSYSTEM
Strategic Economics has prepared a snapshot of industry and real estate
market trends for the East Bay, which includes Alameda and Contra Costa
Counties. We are now preparing a toolkit to ensure that there will be
appropriate land use policies, programs, and capital investments in place
to support the East Bay's ongoing economic growth and resiliency.
While the COVID-19 pandemic disrupted many sectors of the East Bay
economy, manufacturing, life sciences, logistics, and transportation have
continued to grow. The EBEDA wants to sustain this momentum by
providing East Bay communities with information about the best tools to
use to support these dynamic industries. These tools must also address
factors such as climate change, California's move towards renewable
energy, and the ongoing competition between housing and industrial
activities for scare land resources.
Strategic Economics has used data analysis, a literature review,
stakeholder interviews, case studies, and focus groups to identify the
type of tools East Bay communities can use to support ongoing growth in
their key industries. The toolkit will offer a variety of tools to reflect the
diverse East Bay community contexts, while also leveraging each
community's strengths to create a stronger regional economic "eco
system."
To date our work has helped East Bay communities see a clearer link
between their land use policies and their economic development
initiatives and to more fully understand that the region has the potential
to capture more economic growth especially for many innovation -driven
industries The final deliverable will be a toolkit website.
Rich. one
Concord
Central wit h
Highway Access
Flexible Space
for a Wide Range
of Uses
Shovel Ready Land,
Large Workforce
Life Sciences
Cluster with
Diverse
Manufacturing
10 miles
172
STRATEGICECONOMICS
South San Francisco General Plan Update
Strategic Economics authored the City's new Economic Development Element after completing
economic, market, fiscal, and financial feasibility analyses to examine displacement risks, assess
tradeoffs between growth of life science versus residential or industrial land use, and establish
mechanisms to ensure future development activity provides equitable benefits for residents.
Client: City of South San Francisco
Location: South San Francisco, CA
Start Date: 05/2019
End Date: 10/2022
Reference:
Billy Gross, Senior Planner
City of South San Francisco
315 Maple Avenue
South San Francisco, CA 94080
P: (650) 877-8535
E: Billy.Gross@ssf.net
South San Francisco is home to the Bay Area's premier bio-
technology cluster. But the city has historically been a community
with a large quantity of industrial land uses, and its neighborhoods
are home to many low- and moderate -income households. In
addition, most of the City's historic industrial uses are in low lying
areas that are subject to flooding and will increasingly experience
sea level rise.
Strategic Economics worked with the community, City staff and the
consultant team to craft a new General Plan that incorporated social
equity and resiliency, updated the City's Economic Development
Element, and ensured future growth benefits the City's residents.
Our work included documenting neighborhood change to identify
residential areas at risk of gentrification, and evaluating
employment trends linked to specific subareas and building types.
A key consideration was how to balance demand for development
sites from biotech businesses while also ensuring housing
production and maintaining the City's role as a regional logistics
hub.
Our work also examined fiscal impacts of growth under the General
Plan —including fiscal tradeoffs of adding biotech uses versus
maintaining industrial uses. We completed a pro forma financial
feasibility analysis to inform zoning decisions and the creation of a
potential framework incentivizing developers to make community
benefits contributions. We also authored an Economic Development
Element that supports South San Francisco's biotechnology industry
and longstanding light manufacturing and distribution sectors, while
also seeking to diversify the South San Francisco economy. The
element also addresses equity concerns, the evolving retail industry,
workforce preparedness, and mitigating hazards impacting major
employment areas.
SOUTH SAN FRANCISCO EMPLOYMENT IN BIOTECHNOLOGY RELATIVE TO TOTAL CITY EMPLOYMENT, 2009 AND 2018
70,000
60,000 '
50,000
40,000
30,000
20,000
10,000
0
26%of
total
47,379
24%of
total
45,263
2995 of
total
1&416
1
2069 2013
• Biotechnology • Citywide Totals
Sources Califomro EmploymentDevelopment E1epartment. 2014 Strategic Economics, 2020.
173
STRATEGICECONOMICS
Alameda Economic Recovery Task Force and Strategy
Strategic Economics developed a COVID-19 economic recovery strategy through close
collaboration with a stakeholder task force, building on previous work developing the City's current
Economic Development Strategic Plan
Client: City of Alameda
Location: Alameda, California
Reference:
Eric Fonstein, Development Manager
City of Alameda
City Hall West
950 West Mall Square, 2nd Floor
Alameda, CA 94501
P: (510) 747-6895
E: efonstein@alamedaca.gov
Strategic Economics worked closely with and facilitated a local
stakeholder task force to develop strategies guiding the City of
Alameda's economic recovery from the COVID-19 pandemic.
In a prior recent project, Strategic Economics conducted in-depth
economic and market analyses, stakeholder focus groups,
community workshops, and closely collaborated with a different
task force to develop the City's current Economic Development
Strategic Plan (EDSP). Upon the onset of the pandemic, the City
again retained Strategic Economics to guide the new economic
recovery task force's work and to develop a short-term strategy
that would complement the longer -term EDSP.
Strategic Economics led a series of 12 task force meetings over
six months, most of which were focused on specific industries,
the workforce, or topic areas that were most impacted or
transformed by the pandemic. For each meeting, Strategic
Economics completed qualitative research and examined case
studies to identify the impacts of the pandemic and projected
recovery issues and strategies. This work was complemented by
outside economic and workforce data analysis, and focus groups
convened by City staff.
Guided by the Task Force, Strategic Economics developed the
economic recovery strategy content, with a focus on the City's
unique roles in communication, referrals, financial assistance,
use of public properties, regulation, and collaboration and
convening. The project had an immediate impact as it
proceeded, with City staff implementing many of the
recommendations in real time.
TASK FORCE WORK PLAN TOPICS AND PROCESS
[ jRetail, Restaurants, Personal Services
riChild Care, Social Services, Nonprofits I
0 Hospitality, Recreation, Arts, Culture,
Entertainment
my1 Workforce Development, Labor
Office -Based Businesses, Remote
Working
Housing, Transportation
1. Explore topic areas:
a) Topic -specific focus
groups conducted by
City staff with support
from Task Force
tuber
b) Industry research and
case studies
c) Task Force meeting:
discuss strategies,
preliminary
recommendations
2. Compile strategies
3. Draft report
4. Final report
174
REAL ESTATE STRATEGY
• STRATEGY AND PLANNING
• MARKET AND LOCATION INTELLIGENCE
• DEVELOPMENT MANAGEMENT
General Plan Update
Petaluma, California
Greensfelder Real Estate Strategy served as part of a team (an approximately $2,000,000.00 contract)
updating the Petaluma's General Plan (ie. its comprehensive plan). Petaluma is home to over 62,000
residents with many family -friendly neighborhoods, beautiful parks, and a vibrant historic Downtown.
Located in idyllic Sonoma County, the City
supports a diverse and quaint mix of small
businesses, food -related industries, an
active arts, culture, and food scene, and
(mostly) single-family housing. The City
offers a charming, quirky, and fun
counterpoint to the Bay Area's urban core.
- PETALUMA'S
HISTORIC PLACES
oW-
vo..
:Z.
14.3
RETIL10I&N 0C
Residents might ascribe the City's success
to its notable history of active, locally -
focused planning. Petaluma is not immune
to challenges, and today Petaluma's
population is more than double what it
was 40 years ago. Nearly all growth has occurred east of Highway 101,
creating a problematic east -west division. The City has made clear the
urgent and critical nature of this community planning effort, and the
need to respond to the community's desire to create a new vision for
Petaluma that maintains the City's authenticity, allows for appropriate
growth, and honors the past.
GRES supported the development of the general plan economic
development, housing, arts and culture, and land use elements by
performing retail resilience assessments, explaining how retail
intersects with forward -looking planning concepts such as 15-Minute
Cities, and behavioral economics concepts such as weak links and
experience goods. We explained The Future of Retail in a white paper
that was also the basis for a community -wide discussion about retail
and commercial vibrance. We addressed the poor distribution of
goods and services throughout the City including creating connections between key commercial districts.
GRES helped to identify key sites (often obsolete shopping centers) for land use conversion, and then
crafted policy recommendations that would encourage a marked -driven evolution to desired uses,
increased density, decreased vehicle miles traveled, and mitigated negative impacts on the City's retail eco-
system and its neighborhoods. Our work included extensive stakeholder outreach, collaboration with staff,
working with an appointed community task force, and reporting out to the greater community.
Reference
Christina Paul, Principal Policy Planner
T: 707.778.4367
E: cpaul@cityofpetaluma.org
GREENSFELDER COMMERCIAL REAL ESTATE LLC
SAN FRANCISCO BAY AREA l WASHINGTON, DC
415-696-6767 l WWW.GREENSFELDER.NET
175
'1
�' r, r1 j 1111111i1`M 1' _I':R_R
REAL ESTATE STRATEGY
• STRATEGY AND PLANNING
• MARKET AND LOCATION INTELLIGENCE
• DEVELOPMENT MANAGEMENT
Citywide, Downtown and North San Jose Retail
Strategy Update
San Jose, California
Winner of the APA California Northern Section 2020 Urban Design Award of Excellence
Greensfelder Commercial Real Estate was asked to join the team updating San Jose's
citywide, Downtown, and North San Jose retail strategies.
II!1l i1111111 I.
The primary
objectives for the
project included:
1) Preparing a
Citywide Retail
Strategy that
identified
opportunities to
increase retail sales
tax revenues in the
City as a whole by
identifying new
retail sites and/or
by applying
emerging retail land use thinking to existing centers for repositioning;
2) Identifying a specific retail strategy for Downtown San Jose to inform the Downtown
Strategic Plan update, promote connectivity between two distinct retail districts, protect
key areas for retail use, assist with retailer recruitment, and contribute to place making
and overall quality of life in Downtown; and
3) Developing a retail strategy for North San Jose, one of the City's fastest growing areas, to
inform policy decisions with the additional goals of identifying the best locations for
future retail, retailer recruitment, and enhancing the overall quality of life in the District.
Reference
Tim Rood
Principal City Planner and
Division Manager
T: 408-535-8122
E: timothy.rood@sanjoseca.gov
Nanci Klein
Assistant Director, Office of Economic
Development; Director of Real Estate
T: 408-535-8184
E: nanci.klein@sanjoseca.gov
GREENSFELDER COMMERCIAL REAL ESTATE LLC
415-696-6767 I WWW.GREENSFELDER.NET
176
VIII. FEE SCHEDULE
We propose a total revised budget of $180,025 to prepare the Dublin Economic Development
Strategy and Economic Development Element. The following pages show the comprehensive
budget and each firm's billing rates by staff and hours and budget by task.
FIGURE 1: FULL PROJECT BUDGET (INCLUSIVE OF ALL FIRMS AND EXPENSES)
Total
Task # Description Time Total Amount
Hours Dollars
Task 1 Project Kickoff & Management
1.1 Request and Review of Existing Data and Materials 11 $2,305
1.2 Kickoff Meeting and Site Visit 20 $5,100
1.3 Project Management and Communication 12 $3,050
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
2.5 SWOT Summary
Sub Total - Task 2
Task 3
3.1
3.2
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
Sub Total - Task 3
43 $10,455
83
89
88
42
44
346
$12,580
$14,590
$22,300
$6,450
$7,465
$63,385
42
43
$7,785
$8,095
85
$15,880
Task 4 Economic Development Strategy
4.1 Admin Drafts 1-3 102 $17,285
4.2 Public Draft 15 $2,925
4.3 Final Draft 15 $2,925
Sub Total - Task 4 132 $23,135
Task 5 Economic Development Element
5.1 Admin Drafts 1-3 72 $12,695
5.2 Public Draft 12 $2,290
5.3 Final Draft 12 $2,390
Sub Total - Task 5 96 $17,375
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff 17
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6) 55
6.3 Community Workshops and Summaries (2) 92
6.4 Board Meetings or Study Sessions (3) 68
$3,770
$12,345
$15,210
$13,720
Sub Total - Task 6 232
$45,045
Sub Total - Labor
934
$175,27A
Other Direct Costs
Travel Expenses
Data
Workshop Materials
Deliverables Printing and Other Miscellaneous
$600
$3,200
$800
$150
$0
Sub Total - Other Direct Costs
$4,750
GRAND TOTAL
934
$180,025
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 40
177
FIGURE 2: HOURS, BILLING RATES, AND BUDGET FOR STRATEGIC ECONOMICS
Task # Description
Project Kickoff & Management
Request and Review of Existing Data and Materials
Kickoff Meeting and Site Visit
Project Management and Communication
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
STRATEGIC ECONOMICS BILLING RATES, HOURS, AND BUDGET
Derek Braun,
Principal -in-
Charge
Dena
Belzer,
Project
Advisor
Arpita Banerjee,
Associate
Gus Stephens,
Research
Analyst
TOTAL
HRS
TOTAL
AMOUNT
$235
$310
$150
$115
2 $470 0 $0 5 $750 1 $115 8 $1,335
5 $1,175 0 $0 5 $750 0 $0 10 $1,925
6 $1,410 0 $0 2 $300 0 $0 8 $1,710
13
$3,055I0I
6 $1,410 1
6 $1,410 1
4 $940 0
4 $940 0
$01 12
$310 50
$310 50
$0 20
$0 20
$1,800I 1 $1151 26 $4,970I
$7,500 24
$7,500 24
$3,000 14
$3,000 16
$2,760 81
$2,760 81
$1,610 38
$1,840 40
$11,980
$11,980
$5,550
$5,780
2.5 SWOT Summary 6 $1,410 1 $310 30 $4,500 5 $575 42 $6,795
Sub Total - Task 2
26
$6,110
3 $930
170
$25,500
83
$9,545
282
$42,085
Task 3
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
7
7
$1,645
$1,645
0 $0
1 $310
30
30
$4,500
$4,500
0
0
$0
$0
37
38
$6,145
$6,455
3.1
3.2
Sub Total - Task 3
14
$3,290
1 $310
60
$9,000
0
$0
75
$12,600
Task 4
Economic Development Strategy
18
4
4
$4,230
$940
$940
1 $310
0 $0
0 $0
60
8
8
$9,000
$1,200
$1,200
18
1
1
$2,070
$115
$115
97
13
13
$15,610
$2,255
$2,255
4.1
4.2
4.3
Admin Drafts 1-3
Public Draft
Final Draft
Sub Total - Task 4
26
$6,110
1 $310
76
$11,400
20
$2,300
123
$20,120
Tasks
Economic Development Element
12
4
3
$2,820
$940
$705
1 $310
0 $0
0 $0
48
6
6
$7,200
$900
$900
6
1
1
$690
$115
$115
67
11
10
$11,020
$1,955
$1,720
5.1
5.2
5.3
Admin Drafts 1-3
Public Draft
Final Draft
Sub Total - Task 5
19
$4,465
1 $310
60
$9,000
8
$920
88
$14,695
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6)
6.3 Community Workshops and Summaries (2)
6.4 Board Meetings or Study Sessions (3)
Sub Total - Task 6
Sub Total - Labor
Other Direct Costs
Travel Expenses
Data
Workshop Materials
Deliverables Printing and Other Miscellaneous
10
15
24
24
73
$2,350 0
$3,525 0
$5,640 0
$5,640 0
$17,155 0
$0 5
$0 24
$0 50
$0 36
$0 115
$750
$3,600
$7,500
$5,400
$17,250
0
0
18
0
18
$0
$0
$2,070
$0
$2,070
15
39
92
60
206
$ 3,100
$7,125
$15,210
$11,040
$36,475
171
$40,185
6
$1, 860
493
$73,950
130
$14, 950
800
$130,945
Sub Total - Other Direct Costs
$400
$1,000
$800
$150
GRAND TOTAL
171
$2,350
$40,185
6
$1,860
493
$73,950
130
$14, 950
800
$133,295
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 41
178
FIGURE 3: HOURS, BILLING RATES, AND BUDGET FOR GRES AND AWNI SULLIVAN
Task # Description
Task 1 Project Kickoff & Management
1.1 Request and Review of Existing Data and Materials
1.2 Kickoff Meeting and Site Visit
1.3 Project Management and Communication
Sub Total - Task 1
Task2 Economic & Market Conditions & Opportunities Analysis
2.1 Workforce, Demographics, and Major Industries Analysis
2.2 Commercial Real Estate Market Analysis
2.3 Retail Analysis, Including Cell Phone Data Analysis
2.4 Subarea Assessments
2.5 SWOT Summary
Sub Total - Task 2
Task 3
3.1
3.2
Sub Total - Task 3
GREENSFELDER REAL
ESTATE STRATEGY
TAWNI SULLIVAN
TOTAL
HRS
TOTAL
AMOUNT
TOTAL
HRS
TOTAL
AMOUNT
2
5
4
11
0
6
50
2
2
60
$670
$1,675
$1,340
$3,685
$0
$2,010
$16,750
$670
$670
$20,100
1
5
0
6
2
2
0
0
0
4
$300
$1,500
$0
$1,8001
$600
$600
$0
$0
$0
$1,200
Preliminary Recommendations & Document Frameworks
Economic Development Strategy Framework Drafts
Economic Development Element Framework Drafts
4
4
8
$1,340
$1,340
$2,680
1
1
2
$300
$300
$600
Task 4 Economic Development Strategy
4.1 Admin Drafts 1-3
4.2 Public Draft
4.3 Final Draft
Sub Total - Task 4
5
2
2
9
$1,675
$670
$670
$3,015
0
0
0
0
$0
$0
$0
$0'
Task 5
Economic Development Element
5.1 Admin Drafts 1-3
5.2 Public Draft
5.3 Final Draft
5 $1,675 0 $0
1 $335 0 $0
2 $670 0 $0
Sub Total - Task 5
$2,680I 0
$0
Task 6 Stakeholder and Decision Maker Engagement
6.1 Progress Meetings with City Staff
6.2 Industry & Stakeholder Focus Group Workshop Meetings (6)
6.3 Community Workshops and Summaries (2)
6.4 Board Meetings or Study Sessions (3)
Sub Total - Task 6
2
12
0
8
22
$670 0 $0
$4,020 4 $1,200
$0 0 $0
$2,680 0 $0
$7,370
$1,200
Sub Total - Labor
118
$39,530
16
$4,800
Other Direct Costs
Travel Expenses $100
Data $2,200
Workshop Materials $0
Deliverables Printing and Other Miscellaneous $0
$100
Sub Total - Other Direct Costs
$2,300
$100
GRAND TOTAL
118
$41,830
16 $4,900
Strategic Economics' Proposal to Prepare the Dublin Economic Development Strategy and Element 42
179
Attachment 5
CITY OF DUBLIN
FISCAL YEAR 2023-24
BUDGET CHANGE FORM
Budget Change Reference #:
City Council's Approval Required
From Un-Appropriated Reserves
From Designated Reserves
DECREASE BUDGET AMOUNT
Budget Transfer Between Funds
Other
INCREASE BUDGET AMOUNT
Account Amount Account Amount
General Fund - Economic Development - Contract Services
10011500.64001 $20,000
REASON FOR BUDGET CHANGE
Contigency for Economic Development Strategic Plan and General Plan Economic Development Element agreement with
Strategic Economics, Inc.
As Presented at the City Council Meeting 9/5/2023
**********Finance Use Only**********
Posted By:
Date:
180