Town of Atherton

Response to Request for Proposals for Architectural Services for Civic Center Design

December 10, 2014 12.10.14

City Clerk Town of Atherton 91 Ashfield Road Atherton, CA 94027 360 17th Street Suite 210 RE: Town of Atherton Request for Proposals for Civic Center Design Oakland, California 94612 | USA Dear Members of the Selection Committee,

Harley Ellis Devereaux is pleased and excited to be on your shortlist for the second round of proposal for the t 510.385.2400 Atherton Civic Center. I am pleased to submit this detailed response together with the requested fee proposal under f 510.385.2410 separate cover. We applaud the careful process you have crafted to move through the master planning process and harleyellisdevereaux.com achieve community consensus and approval to move forward.

As you look through the case studies used to illustrate our project understanding and approach, you will see that our team’s collective experience creates an excellent fit with your needs and goals. The key components of our submittal which relate particularly well to your brief include the following:

• Our civic and education portfolio includes excellent examples of the complete range of facilities being contemplated by Atherton’s Civic Center Master Plan.

• We have a great depth of experience in institutional design employing a highly interactive, consensus-based Planning design approach that includes meaningful input from your stakeholders. Architecture • Our design approach is highly contextual. We come to the table with an open mind about the character of Engineering the buildings that will grace the Civic Center: we are skilled at creating contemporary environments that fit Interior Architecture seamlessly and sensitively into heritage sites and their surrounding neighborhoods. Construction Services • We approach our projects holistically and sustainably, having produced some of the most cutting edge institutional projects, including LEED Platinum and Zero Net projects. • We design responsibly to create buildings that are on budget, are built to last and put the comfort and accommodation of the user first and foremost. • We have significant experience in preservation and restoration. A notable local project that illustrates this is the Green Library at Stanford University

We look forward to the opportunity of interviewing in person, to present our ideas, experience and expertise and wish you the very best in your selection process.

Yours sincerely,

John Dale, FAIA, LEED AP Principal-in-Charge

Civic & Education Studio Leader Oakland Harley Ellis Devereaux

E: [email protected] Chicago

M: 323.369.1049 Detroit

360 17th Street, Suite 210 Los Angeles

Oakland, CA 94612 San Francisco

San Diego

page 1 page 2 Section 1 Design Team

Section 2 Understanding of the Project

Section 3 Work Plan

Section 4 Project Schedule

Section 5 Professional Fees

Section 6 Architectural Agreement

pagepage 3 3 page 4 Section 1 Design Team

TOWN OF ATHERTON COUNCIL

CITY MANAGER

CITY ENGINEER PROJECT MANAGER CCAC GORDON SIEBERT MACK5

HARLEY ELLIS DEVEREAUX: ARCHITECTURAL & DESIGN SERVICES

Diego Matzkin, AIA, LEED AP HARLEY ELLIS Project Manager DEVEREAUX Gerard Lee, AIA, LEED AP BD+C John R. Dale, FAIA, Project Architect LEED AP Principal-in-Charge Benjamin Caffey, AIA, LEED AP Designer

Patsy Shigetomi, AIA, IIDA, LEED AP Interior Designer

CIVIL STRUCTURAL MEP SECURITY/AV/TELECOMLANDSCAPE LANDSCAPE

Ken Olcott, PE Holly Razzano, SE Tyler Bradshaw, PE KellyPeter Miller Larimer Marcia D. Vallier, ASLA Principal Manager, Team Lead Principal-in-Charge President/Principal Principal & CharlieMTW GroupMyatt Degenkolb Vallier Design Senior Project Manager SANDIS Engineers Integral Group Associates Inc. Guidepost Soluations

PARKING GARAGE COST SIGNAGE ACOUSTICSLANDSCAPE WATERPROOFING

Raju Nandwana, AIA, Ian Slight, CQS/CBS Kate Keating Eric L. Broadhurst,Peter Larimer PE Christopher P. Decareau, LEED AP Managing Sr. Estimator President/Principal Sr. ViceMTW President Group AIA, LEED Principal Vice President Leland Saylor Kate Keating Charles M. Salter Simpson Gumpertz & International Parking Associates Associates, Inc. Associates Inc. Heger Design

page 5 Section 1 Design Team

John has been involved in the master planning, programming and design of JOHN R. DALE, FAIA, institutional and commercial projects for more than twenty years. During this LEED AP time, he has developed a broad and diverse range of experience, as well as PRINCIPAL-IN-CHARGE the insight required to create design solutions that respond to highly diverse STUDIO LEADER client needs. His designs have been honored with numerous awards.

RELEVANT EXPERIENCE County of Riverside, Cabazon, CA • Library, Civic Center and Child Development Center, New Construction and Renovation

Occidental College, Los Angeles, CA • Library, Recreation Center Facility, Master Plan and Renovation

Grossmont Union High School District, La Mesa, CA • Santana High School, Library, Renovation; Science Building and Industrial Technology Building, New Construction Education Master of Architecture, Massachusetts Institute of Los Angeles Central Library, Los Angeles, CA Technology • Masterplan Bachelor of Architecture, University of Toronto San Diego Community College District, San Diego, CA • Child Development Center Study Registrations Registered Architect, California, C21131 Mississaugua City Hall Competition, Mississaugua, Ontario – third place* LEED Accredited Professional

Art Gallery of Ontario, Stage III Expansion, Toronto* Professional Memberships AIA Committee on Architecture for Education, Phoenix Municipal Center Program and Master Plan, Phoenix, AZ* Member of Advisory Group CEFPI, Vice President of California Nevada Chapter New Jersey Performing Arts Center Urban Design Guidelines, NJ* AIA California Council - Member, K-12 Committee of National Gallery of Canada Competition, Ottawa – finalist* Capital Forum AIA / LA Board of Directors, 2004 President Trinity Square Competition, Toronto – winning entry* Recent Design Awards Santa Ana College Child UNLV School of Architecture Competition, Las Vegas, -winning entry* Development Center, Architectural Portfolio Award Santa Monica Malibu Unified School District 2012 David Saperstein Middle • Facilities Master Plan School, CEFPI Distinction • Olympic High School, Library Renovation Award 2011 Mothers’ Club Family Learning Center, AIA/CAE Wilshire Boulevard Temple, Los Angeles, CA Citation Award 2011 • Two schools - one of which is historic - Renovation and New Construction Santana High School, C.A.S.H. Honor Award 2010 • Parking Structure - New Construction

*Prior experience before joining Harley Ellis Devereaux

page 6 Section 1 Design Team

Diego has managed the development of several community and civic DIEGO MATZKIN, AIA, projects of various scales. His experience ranges from the early stages of LEED AP master planning, programming and community outreach through design, PROJECT MANAGER construction documents and construction administration. His approach is focused on establishing lines of communication and cooperation among the various project stakeholders to achieve successful results.

RELEVANT EXPERIENCE City of Calabasas, Calabasas Civic Center and Library • 28,000 sf two-story Library and Assembly Hall, New Construction • 26,000 sf two-story City Hall, New Construction • 250-seat Outdoor Public Amphitheater, New Construction

City of Gilroy, CA • Replacement community library including enhancements to the site amenities and landscaping

Manhattan Beach Library, Manhattan Beach, CA • 21,000 sf Library, New Construction

City of San Marino, Crowell Public Library • 30,000 sf community library, New Construction Education Master of Architecture, Palos Verdes Library District, Peninsula Center Library, Palos Verdes, CA University of California, Los • Space planning and programming analysis of existing library, Renovation Angeles,

Bachelor of Arts in University of Southern California, Los Angeles, CA Architecture, • Doheny Memorial Library, Seismic Retrofit and Historic Preservation University of California, Berkeley, Occidental College, Los Angeles, CA • Norton Clapp Library, Recreation Center Facility, Master Plan and Registrations Licensed Architect, CA, Renovation #C-27962 LEED Accredited Professional County of Los Angeles, La Plaza de Cultura y Artes, CA • Two historic buildings in El Pueblo Historic District, Restoration and seismic upgrade

Department of Parks and Recreation, Will Rogers State Historic, Pacific Palisades, CA • Construction documentation and California Environmental Quality Act (CEQA) compliance review for this historic ranch residence building and site listed on the National Register of Historic Places

U.S. Port of Entry, Tecate Border Station, Tecate, CA • Discovery report to General Services Administration

Los Angeles Community College District, Los Angeles, CA • Trade Tech College, Learning Resource Center, addition and renovation • Los Angeles City College, Student Union, New Construction • West Los Angeles College, Heldman Learning Resource Center, renovation • Los Angeles City College, Da Vinici Hall, Renovation

page 7 Section 1 Design Team

Gerard is a senior architect with over 20 years of design, production, project GERARD LEE, AIA, LEED AP management and construction administration excellence. He has a track BD+C record of successful projects and has worked on many diverse project types PROJECT ARCHITECT with a significant emphasis on sustainable public projects. Gerard’s hasa reputation for successfully delivering challenging projects with tight schedules or budgets. He regularly presents on Zero Net Energy design at workshops, seminars and conferences around the state and has strong experience with Type I - Type V construction.

RELEVANT EXPERIENCE City of Berkeley, Berkeley, CA • West Branch Library, New $5.5M, 9,399 sf facility. Designed as a Zero Net Energy (ZNE) building (net zero annual energy bill and a zero carbon footprint)

Belvedere-Tiburon Library & Town Hall, Tiburon, CA* • New civic center with library and town hall Education Bachelor of Architecture, California Polytechnic State City of Dublin, Dublin, CA* University, San Luis Obispo. • Library magna cum laude • Dublin Fire Stations #17 and #18 5th year @ Virginia Tech (Washington Alexandria City of Gilroy, Gilroy, CA Architecture Consortium) • Cultural Center Remodel Registrations Registered Architect, Robert Livermore Community and Recreation Center, Livermore, CA* California, C29197 • Master plan for the 75,000 sf community/ recreation center with offices, LEED Accredited Professional

senior services, aquatic facility, gymnasium, community park and central Professional Memberships kitchen. American Institute of Architects AIACC Advocacy Advisory City of Lodi, Lodi CA* Committee member • Police Department: New state of the art facility with citywide emergency Former President, - AIA East operations center, dispatch, detention facility, forensics, maintenance Bay Regional Chapter Former Director of the AIACC yard and judicial courts ZNE Speaking Engagements Sand Harbor Visitor Center, Lake Tahoe, NV* California Green Schools Summit 2014 (Pasadena) - The Future of Zero Net Energy Crested Butte New Town Center, CO* for Public Facilities • 212,000 sf - 4 separate mix use facilities over an extensive underground ZNE for Local Governments Workshop - Developing your parking garage ZNE Plans & Policies Emerging Technologies Has designed and completed an additional 6 underground parking Summit 2014 (San Francisco) - ZNE- Successful Integrated structures totaling over 100,000 sf Solutions 5th Statewide Energy *Prior experience before joining Harley Ellis Devereaux Efficiency Best Practices Forum 2014 (San Diego) - Getting to Zero in the Municipal Sector

page 8 Section 1 Design Team

Ben has over 35 years of experience on a wide range of project types that BENJAMIN CAFFEY, AIA, includes programming, planning and design. He works to develop design LEED AP solutions that meet the client’s needs, budget and schedule. DESIGNER

RELEVANT EXPERIENCE California Polytechnic University, Pomona, CA • New Parking Structure • Public Safety Building • University Library Master Plan

County of Ventura and Oak Park Unified School District, Oak Park, CA • New Oak Park Joint-Use High School Library

The New Jersey Performing Arts Center, Newark, NJ*

Phoenix Municipal Center, Phoenix, AZ* Education California Science Center Los Angeles, Los Angeles, CA* Master of Architecture Harvard University, Graduate • The World of Ecology Exhibit School of Design, Bachelor of Architecture California State University Los Angeles, Regional Forensic Science Institute, Los University of Southern Angeles, CA California • New Crime Laboratory, 210,000 sf - DNA Analysis, Chemistry, Biology & Los Angeles Harbor College, Trace Analysis, Teaching Labs, and Faculty Offices for CSULA. Associate of Arts

Registrations County of San Diego - Medical Examiner/Forensics Science Center, Registered Architect, San Diego, CA California, C16787 LEED Accredited Professional • New 90,000 sf Medical Examiner/Forensics Center provides complex ventilation systems, biological pathogen containment work areas, Professional Memberships support laboratory spaces, conference areas, library, and administrative American Institute of Architects offices.

University of California Santa Barbara, Santa Barbara, CA • San Clemente Graduate Housing • San Clemente Parking Structure

Cerro Coso College, Ridgeline, CA • Administration Building • Performing Arts Center • Arts Center

Stauffer Science Center University of Redlands, CA* • Stauffer Science Center and East Campus Master Plan provides teaching and research laboratories for the Department of Chemistry and Biology together with a classroom building organized around a courtyard that is a key feature of the new campus plan

*Prior experience before joining Harley Ellis Devereaux page 9 Section 1 Design Team

Ben has over 35 years of experience on a wide range of project types that PATRICIA SHIGETOMI, AIA, includes programming, planning and design. He works to develop design IIDA, LEED AP solutions that meet the client’s needs, budget and schedule. INTERIOR DESIGNER

RELEVANT EXPERIENCE California Polytechnic University, Pomona, CA • New Parking Structure • Public Safety Building • University Library Master Plan

County of Ventura and Oak Park Unified School District, Oak Park, CA • New Oak Park Joint-Use High School Library

The New Jersey Performing Arts Center, Newark, NJ*

Phoenix Municipal Center, Phoenix, AZ* Education California Science Center Los Angeles, Los Angeles, CA* Master of Architecture Harvard University, Graduate • The World of Ecology Exhibit School of Design, Bachelor of Architecture California State University Los Angeles, Regional Forensic Science Institute, Los University of Southern Angeles, CA California • New Crime Laboratory, 210,000 sf - DNA Analysis, Chemistry, Biology & Los Angeles Harbor College, Trace Analysis, Teaching Labs, and Faculty Offices for CSULA. Associate of Arts

Registrations County of San Diego - Medical Examiner/Forensics Science Center, Registered Architect, San Diego, CA California, C16787 LEED Accredited Professional • New 90,000 sf Medical Examiner/Forensics Center provides complex ventilation systems, biological pathogen containment work areas, Professional Memberships support laboratory spaces, conference areas, library, and administrative American Institute of Architects offices.

University of California Santa Barbara, Santa Barbara, CA • San Clemente Graduate Housing • San Clemente Parking Structure

Cerro Coso College, Ridgeline, CA • Administration Building • Performing Arts Center • Arts Center

Stauffer Science Center University of Redlands, CA* • Stauffer Science Center and East Campus Master Plan provides teaching and research laboratories for the Department of Chemistry and Biology together with a classroom building organized around a courtyard that is a key feature of the new campus plan

*Prior experience before joining Harley Ellis Devereaux page 10 Section 1 Design Team

Ken Olcott, PE, LEED AP, QSD/P President/Principal

SANDIS PROJECT ROLE: Principal-in-Charge/Engineer of Record

Ken Olcott has over 27 years of experience in the planning and development of civic centers, libraries, fire stations, community centers, parks, trails, and community facilities. His expertise includes an extensive amount of experience for grading and earthwork, drainage calculations and analysis, utility and street improvements, and erosion/sediment control procedures. As a LEED Accredited Professional, he actively looks for areas where sustainability can enhance a project, while staying within the parameters of the project budget. . As Principal-in-Charge, Ken oversees team direction and adherence to project budget and schedule while also contributing to the design and creativity efforts.

RELEVANT EXPERIENCE: . Santa Clara County Parks & Rec Dept. Event Lawn . Library Expansion and Renovation . Santa Clara County Elmwood Emergency Water . Albany Library and Community Center . Santa Clara County Malech Road . Lincoln Public Library at 12 Bridges Learning Center . Santa Clara County Mariposa Complex . West Valley Branch Library, San Jose . Santa Clara County Sheriff Firing Range . Public Library, Hercules . Santa Clara County Downtown SJ Clinic . 81st Street Public Library, Oakland . Santa Clara County E. Santa Clara St. . Milpitas City Hall, Milpitas . San Tomas Aquino Creek Trail Reach II, Santa Clara . Alameda Free Library, Alameda . Alternate Alignment Study, Pedestrian/ Bicycle . Los Altos Community Center Overcross, Milpitas . Los Gatos Library . Stevens Creek Trail Head, Mountain View . Cupertino Library and Community/Civic Center . Shoreline Park Improvements, Mountain View . Edenvale Community Center . Moffett Blvd. Pedestrian Overcrossing, Mountain . Piedmont civic Center Master Plan View . Tracy Civic Center . Burlingame Specific Plan, Burlingame . Marin Jewish Community Center . Jasper Ridge Field Station Formulation Study, . Cherryland Community & Fire Station Stanford University . Oakland Public Library . Outdoor Sports Center, Morgan Hill . San Lorenzo Library . Aquatic Center, Morgan Hill . UC Merced Kolligian Library and Classroom Building . Sports Center, Monterey . Community Center and Senior Center, Mountain . Orchard School Gymnasium and Field View . YMCA, East Palo Alto . Atherton Fire Station, Atherton . YMCA Improvements, Mountain View . Fire Station No. 5, Salinas . CSD Aquatics and Community Center, Elk Grove . Fire Station No. 1, Salinas . West Valley Branch Library, San Jose . Monterey County Government Center, Salinas . Centennial Plaza, Mountain View . Hillview Middle School, Menlo City School District, . Finn Center, Mountain View Atherton . Community Center, Mountain View . Laurel School, Menlo City School District, Atherton . Encinal School, Menlo City School District, Atherton CREDENTIALS . On-Call Contract, County of Santa Clara General . 27 Years of Experience/ 17 Years with SANDIS Services Administration . Registered Civil Engineer, California # 51079 . On-Call Contract, County of Santa Clara Parks & . LEED Accredited Professional, USGBC Recreation Department . Qualified Stormwater Developer/ Practitioner . County of Santa Clara Crime Laboratory, San Jose (QSD/P) . Santa Clara County Parks & Rec Dept. County Park . Master Science, Civil Engineering, SJSU Martial Cottle, San Jose . Bachelor of Arts Mathematics, SJSU . Santa Clara County Parks & Rec Dept. Casa Grande

page 11 Section 1 Design Team

Chad Browning, PE, LEED AP, QSD/P Associate Principal

SANDIS PROJECT ROLE: Senior Project Manager

Chad Browning has over 16 years of experience providing civil engineering services for civic developments including community centers, parks, opens spaces and educational campus athletic facilities. He has a wealth of experience in storm water, domestic and fire water system design and analysis, roadway alignments and grading including vertical curves and roadway drainage, grading and earthwork, drainage calculations and analysis, erosion/sediment control procedures. Chad leads the efforts in the selection of the grading approach; site layout; identification of construction materials to be used; analysis of storm drain, water and sewer systems for flow, pressure, pipe size, demand, site conditions; and design of construction details to be specified. During the construction phase of a project, he responds to RFIs, performs site walks and provides alternate design and details, as required.

RELEVANT EXPERIENCE: . LEED Accredited Professional, USGBC . Edenvale Community Center, San Jose . Qualified Stormwater Developer/ Practitioner . Community Center, Los Altos (QSD/P) . Los Gatos Library, Los Gatos Library . Bachelor of Science, Civil Engineering, CSU Long . Martial Cottle County Park, San Jose Beach . Athletic Field, Encinal School, Menlo Park . Menlo School Gymnasium, Menlo Park . Santa Clara County Parks & Rec Dept. County Park Martial Cottle, San Jose . Santa Clara County Parks & Rec Dept. Casa Grande . Santa Clara County Parks & Rec Dept. Event Lawn . Santa Clara County Elmwood Emergency Water . Santa Clara County Elmwood Natural Gas Valve Replacement . Santa Clara County Malech Road . Santa Clara County Mariposa Complex . Santa Clara County Sheriff Firing Range . Santa Clara County Downtown SJ Clinic . Santa Clara County E. Santa Clara St. . Google Soccer Field, Mountain View . Google Garfield Sports Complex, Mountain View . Athletic Field, Encinal School, Menlo Park . Menlo School Gymnasium, Menlo Park . Foothill Tennis & Swim Club, Palo Alto . Vietnamese Heritage Garden, San Jose . Plata Arroyo Soccer Field, San Jose . Orchard School Gym/Field, San Jose . Buckshaw Stadium Irrigation Improvements, Santa Clara University . Soccer Field Track and Field Replacement, De Anza College . DeSaisset Museum, Santa Clara . Mission Church, Santa Clara . Forge Garden, Santa Clara . Leavey Parking, Santa Clara . Kids on Campus, Santa Clara

CREDENTIALS . 16 Years of Experience / 9 Years with SANDIS . Registered Civil Engineer, California #68315 page 12 HOLLY J. RAZZANO, PRINCIPAL Section 1 RESUMEDesign Team

Holly J. Razzano, SE Structural Engineer and Principal

Qualifications Relevant Experience Holly Razzano is a Principal in the firm and joined Colma Town Hall Renovation Degenkolb Engineers in 2001. She is the firm’s Higher Colma, California Education Practice Area leader, with more than 25 Seismic evaluation of a 1940s Spanish Mediterrean style town hall. years of design experience. Holly’s diverse portfolio Building’s 2-story adnd 9,090 square feet. Evaluation will use ASCE 41-13. encompasses community college and university facilities, historic structures, and medical office buildings. Holly Oakland Fire Station is known for her exceptional client service and for using Oakland, California her design experience to provide economic and creative Designed a new LEED Certified 10,000 square-foot station. The design solutions. Holly will serve as Principal-in-Charge. two-story station consist of wood framed construction, utilizing steel framing for large open spans at the apparatus bay. Similarly the seismic force resisting system consists of plywood shear walls with Education steel moment frames at the apparatus bay. The construction budget is $5.5m. This project is part of our on-call services with the city. B.S. Civil Engineering University of California, Berkeley, 1989 M.S. Structural Engineering Bancroft Library, University of California, Berkeley University of California, Berkeley, 1991 Berkeley, California Degenkolb developed a retrofit scheme for the Bancroft Library Registration to both increase usable space and provide a seismic resistant California — Civil Engineer, 1992 system. Bancroft Library is a historical archive of irreplaceable License No. 49972 books, manuscripts, papers and other documents. The seismic California — Structural Engineer, 1997 strengthening approach seeks to protect the contents of the space, as well as its occupants. An increase in usable space is being provided License No. 4107 by a complete interior renovation of the structure with thoughtful Professional Affiliations placement of a lateral force resisting system. Community College Facilities Coalition American Institute of Architects, East Bay, Pleasanton Veterans Memorial Bldg Renovation Pleasanton, California Past Allied Board Member Designed the retrofit and modernization of the historic Spanish style Oakland Heritage Alliance 1920s wood framed and concrete structure. Retrofit measures Structural Engineers Association of Northern included new plywood roof sheathing over existing sheathing. California, Provided anchorage of the roof framing to the exterior concrete walls, and bracing of the rear stage concrete wall. The $3.5 million project Past Board Member was completed in 2006. Earthquake Engineering Research Institute Society of College and University Planning American Council of Engineering Companies

page 13 Section 1 Design Team

Integral Group

Tyler Bradshaw, P.E., LEED AP BD+C Principal, Mechanical Engineer

Tyler serves as Principal at Integral Group, where he manages the Education, EDUCATION Corporate & Civic (ECC) design team. He is an industry expert in innovative energy • Bachelor of Science, Mechanical Engineering, efficient strategies and specializes in LEED Platinum and net zero mechanical San Diego State University system designs, which feature more envelope intensive analysis to reduce loads and • University of California, Berkeley Extension innovative building systems technologies to meet those loads such as radiant floor HVAC&R Certificate Program systems, chilled beams, thermal energy storage and ground source heat pumps.

Tyler has overseen the design and completion of twelve LEED Platinum projects PROFESSIONAL DESIGNATIONS/MEMBERSHIPS and his team has nearly this many currently in design. His team has also produced • Mechanical Engineer, CA License #M33496, WA several industry firsts such as the highest scoring LEED-CI Platinum (102 credits), License #50311 • LEED Accredited Professional, BD+C world’s first certified net zero energy project, and the nation’s first LEED-NC v2.2 • Board Member, ASHRAE Golden Gate Chapter Platinum renovation. Tyler consistently pushes himself to deliver the lowest energy • Seminar Committee, 2009-2011, ASHRAE buildings possible for his clients, challenging “rules of thumb” and design constraints. Golden Gate Chapter • Association of Energy Engineers • USGBC Northern California Chapter

KEY PROJECTS | Civic + Community Roosevelt Community Center Fort Mason Tier 2 Cowell Theater San Jose, CA and Herbst Pavillion Renovations LEED Gold Certified San Francisco, CA

Rose Garden Library Watsonville Water Resource Center San Jose, CA Watsonville, CA LEED Gold Certified Net Zero Energy, LEED Platinum Certified

81st. Avenue Public Library Exploratorium Oakland, CA San Francisco, CA LEED Gold Certified LEED Platinum Certified, Zero Carbon, Zero Energy Starbird Teen Center San Jose, CA StopWaste.org Headquarters LEED Silver Certified Oakland, CA LEED Platinum Certified Oakland Museum of California Oakland, CA 140 New Montgomery Historic LEED Silver Certified Renovation San Francisco, CA City of Palo Alto Cubberly Community LEED Gold Certified Center Boiler Replacement Palo Alto, CA David Brower Center Berkeley, CA San Jose Environmental Innovation Center LEED Platinum Certified San Jose, CA, LEED Platinum Target

page 14 www.integralgroup.com Section 1 Design Team

Kelly Miller Manager, AV Consulting/Team Leader Guidepost Solutions Security and Technology Consulting Education Mr. Miller has more than 20 years unique experience in designing Bachelor of Arts complex audiovisual systems, including large-scale videoconference California State University at networks. He has extensive skills in technology consulting and planning Fullerton for standardization of communication systems in the large institutional Fullerton, California, June 1988 and corporate environments. Affiliations Selected Experience B.I.C.S.I. Alameda County Board of Supervisors Chambers Audiovisual Project Management Institute Update Society of Motion Picture and Oakland, California Television Engineers Guidepost Solutions is providing consulting and designing services for the American Telemedicine Association renovation of the 17-year-old audiovisual system in the Alameda County Areas of Expertise Board of Supervisors Chambers. The design goal of the project is to maintain the look and feel of the existing operations of the system while Systems Design updating the technology. Guidepost Solutions designed a new production Value Engineering camera system, projection system, touch control system, audio processing Project Management system, signal distribution system, and graphics still store system. The Master Planning project is currently in construction and due to be completed February Peer Review 2013. Commissioning MATV and CCTV Merced Emergency Operations Center/911 Dispatch Center Videoconferencing Networks Merced County, California PA and Background Audio Guidepost Solutions provided security consulting services for Merced Presentation Technology County’s consolidated Emergency Operations and 911 Dispatch Center. Media Storage and Servers Engaged in the project from Schematic Design through Construction Digital Signage Administration, our services included: assistance with developing an Control Systems appropriate and cost-effective security systems program for the Center Observation and Surveillance that provided flexibility to include additions and adaptations; rendering Systems the project's approved design criteria into written specifications and Telemedicine Networks and design documents sufficient to enable the project to be put out for bid; Devices assistance with contractor bid review and selection, and advised and assisted the architect in monitoring the contractors’ conformance with the Project Experience construction documents. Alameda County Emergency Operations Center Port of Oakland Domain Awareness Center Apache Corporation Global Security Oakland, California Operations Center Guidepost Solutions lead the conceptual design team for the Port of City of Beverly Hills Council Oakland’s Domain Awareness Center, which will be housed in the City of Chambers Oakland’s existing Emergency Operations Center. Our team developed the Genentech Hilltop A Office Building facility’s operational guidelines and created performance specifications Jeppesen Boeing- Command and and operating parameters for linking the Port’s security surveillance, Control Center telecommunications, and audiovisual systems to the City’s existing EOC Kaiser Permanente: systems. We also developed schematic drawings, performance Autism Labs specifications, and cost estimates for the physical layout of the facility. Oakland Medical Center Videoconferencing Network Nissan America- CATV University of Southern California Heritage Hall Renovation Port of Oakland Domain Awareness Los Angeles, California Center $35M re-design of the University’s existing Heritage Hall into a proper Samuel Merritt College showcasing USC Trojan athletic history. Mr. Miller is the audiovisual UC Riverside PRIME Telemedicine consultant. AV systems designed include videowalls/projection; static, Teaching + Learning Center dynamic and interactive electronic displays; distributed and localized program audio; sound reinforcement; HD digital media content servers and distribution networks; HD digital media content review and management stations; meeting space technology; control systems.

page 15 Section 1 Design Team Charles H. Myatt Senior Project Manager Guidepost Solutions Security and Technology Consulting Certifications Mr. Myatt has over 30 years of experience in low voltage and security Casi Rusco (1800) systems management, design, service, and installation, with over 12 Radionics years in security consulting. His responsibilities have included field Westinghouse installations, field service technician, project management, field Lenel supervisor, operations manager, production supervisor, research and Software House development, system design and programming, site surveys, Vendicator production of drawings and specifications, bidding, operations and Vicon acceptance testing for all types of audiovisual, CCTV, security and access control systems. Mr. Myatt’s current responsibilities include Affiliations new systems design, product research, existing security assessment, International Brotherhood of and project management. Electrical Workers (IBEW) Mr. Myatt was part of the NICET team that developed the CCTV installer and designer certification program. Areas of Expertise Security Master Planning Selected Experience Project Management Fairfield Police Department Software Programming Fairfield, California Installation Supervisor Value Engineering Guidepost Solutions provided security design engineering and System Design/Engineering construction administration services for the construction of a new Budget Planning Detectives building in Fairfield CA. Security work included: site security, Departmental Standards access control, alarm monitoring, and CCTV surveillance systems. Development System Design Access Control Visalia Police Department CCTV Visalia, California Alarm Monitoring Control Panels Guidepost Solutions provided security design, engineering and Operations Manager construction administration services for the construction of a new Intercom Systems police headquarters building in Visalia CA. Security work included: site Installation Technician security, access control, alarm monitoring, and CCTV surveillance Service Technician systems. Covert Installations City of Brentwood Community Center Hot Cutovers Brentwood, California Project Experience Guidepost Solutions provided security consulting and design services Chevron Park, San Ramon for the construction of an 8,400 sq. ft. community center housing Gap Inc. offices, a commercial kitchen, classroom spaces, and outdoor El Camino Hospital courtyards. We designed the access control and video surveillance Kaiser Permanente: systems for this facility. Security Systems Research Contra Costa County District Attorney’s Office Project Martinez, California Kaiser Napa Data center Kaiser Pinole MOB Guidepost Solutions provided security consulting services for the new Kaiser 1800 Harrison construction of a 54,000 sq. ft. building. The building brought together Kaiser Walnut Creek Hospital staff that had been previously housed in five separate buildings and Kaiser Oakland Replacement includes a lobby, a large community room, a two-story law library, Hospital conference spaces, staff lounges, and office space for 165 employees. Kaiser Oakland New MOB We ensured that the security systems that were designed addressed Pleasanton Police Dispatch the building’s unique functions, such as separate and secure prisoner San Francisco Botanical Gardens entrances and the presence of law enforcement officers. San Francisco Symphony San Francisco Opera/War

Memorial Veterans Building Wells Fargo Bank

page 16 Section 1 Design Team

MArCIA D. VALLIEr, prEsIDENT AsLA, LEED Ap LANDsCApE ArCHITECT, prINCIpAL-IN-CHArGE

Marcia D. Vallier has over 29 years of professional experience in the fields of landscape architecture, planning and urban design. Her areas of concentration include site design, community facilitation, construction documentation and project planning and management, all on a multitude of scales. Marcia’s strength lies in her ability to understand the design of whole systems and to coordinate design decisions in all areas, from developing consensus among stakeholders to technical details to aesthetic features.

Marcia’s work includes providing landscape and irrigation design, streetscape design, study and report preparation, grading and paving design, visual mitigation and simulation, signage design and public outreach services for civic, private industry, education and transportation authority clients. She has worked with major California agencies such as the California Coastal Conservancy, the East Bay Regional Parks District, Caltrans, the Contra Costa Transportation Authority, the Solano Transportation Authority, the Metropolitan Transportation Commission and various municipalities and public school EDUCATION districts throughout the San Francisco Bay Area. MLA Urban Design, U.C. Berkeley, 1998 sELECT UrbAN DEsIGN prOjECTs • El Sobrante Valley Parks Study, Contra Costa County, CA BS Landscape Architecture, • Nevin Avenue Pedestrian Improvement Project, Richmond, CA Colorado State, Fort Collins, • El Portal/College Gateway Streetscape Design, San Pablo, CA 1985 • Barrett Avenue Bicycle Improvement Project, Richmond, CA • I-80/Central Avenue Interchange Improvement Project Public Outreach and Visual Simulations, rEGIsTrATION Richmond, CA Landscape Architect, CA #3293 LEED Accredited Professional, sELECT pArKs AND rECrEATION prOjECTs US Green Building Council • Lucretia Edwards Shoreline Park, Richmond, CA • Wanless Park and Rheem Creek Renovation, El Sobrante, CA • Aquatic Park Natural Resource Study and Interpretive Plan, Berkeley, CA • Malibu Beach Public Access, Malibu, CA

jC MILLEr, AsLA prINCIpAL/pArTNEr

JC is a licensed landscape architect and writer whose project experience includes analysis and design for historic and cultural landscapes, educational environments, civic spaces, residential gardens, and over thirty public parks. His deep interest in the relationship between people and the landscape prompted him to pursue graduate study focused on the field of environmental ethics.

JC Miller is a principal and partner at Vallier Design Associates, Inc. He brings with him extensive experience in public space planning and park design in communities throughout California. JC’s project experience includes:

CIVIC / COMMUNITY spACEs • Friends Reading Garden – Corte Madera Free Library, Corte Madera, CA • Veterans Memorial, Calistoga, CA EDUCATION • San Pablo Civic Center – Planting and Irrigation Renovation, San Pablo, CAAuburn Ravine - Master of Arts, Park, Lincoln, CA Stanford University, 2007 • Holy Korean Martyrs Catholic Church – Gathering Plaza and Meditation Garden, San Jose, CA - Certificate of Landscape Arch., • Mountain View Buddhist Temple – Landscape Master Plan, Community Building Renovation U.C. Berkeley Extension, 2000 - B.A. Business Management, and Accessibility Improvements, Mountain View, CA St. Mary’s College, 1995 HIGHEr EDUCATION rEGIsTrATION • Fay Park, Historic Garden Report, Rehabilitation Construction Documents, and National Registered Landscape Architect, Register Nomination - San Francisco, CA California #5107 • Old Town Historic Park Cultural Landscape Report - San Diego, CA • Casa Grande Historic Landscape Rehabilitation - Santa Clara County, CA • Certificate Curriculum in Cultural Landscape Management – UC Berkeley Extension Mr. Miller developed the curriculum and four of the five required courses while the Landscape Architecture Program Director at UCB Extension VALLIER DESIGN ASSOCIATES, INC.

page 17 Section 1 Design Team

BACKGROUND QUALIFICATIONS IAN SLIGHT, Mr. Slight is a professional construction manager having over 30 years experience in CQS/CBS the construction industry with consultancy organizations, general contractors and Managing/ owners, a latter emphasis on Program – Project Management and Owner’s Senior Estimator Representation. Areas of expertise include pre-construction services including cost estimating and value engineering. Mr. Slight has been involved in numerous master EDUCATION planning, municipal and civic facilities, aviation, healthcare, and public education Auckland Institute projects ranging in value from multi-million to billion dollar range. of Technology, Bachelor of SELECT PROJECT EXPERIENCE Building Graduate, East County Hall of Justice, Dublin, CA Executive Currently the Managing/Senior Estimator on the Construction Management Team Management developing early design phase estimates and bridging documents. Currently, Program (NZIM) under construction, Mr. Slight is currently managing the change order process. Construction Management Earthquake Safety & Emergency Response Bond CERTIFICATIONS Program, San Francisco, CA Certified Quantity Currently acting as the Senior Estimator on the Saylor/Jacobs JV Construction Surveyor Management Team for the rehabilitation of critical firefighting facilities and Certified Building infrastructure including neighborhood fire stations. Surveyor Livermore Civic Center, Livermore, CA Recently served as Managing/Senior Estimator for the reconfiguration of existing AREAS OF building space to city council chambers. EXPERTISE City of Tracy, Civic Center Expansion, Tracy, CA Estimating/Quantit Managing Estimator for design estimates including seven additive alternates y involving interior modifications such as new floors, interior walls and ceiling finish Surveying and new infrastructure including new building HVAC and electrical service. Professional East Lathrop Community Center, Lathrop, CA Construction Senior Estimator for a single story 8400 sqft. building including site work. Management Tuolumne County Master Plan Contract/Lease Mr. Slight served as the Senior Estimator for the pre-concept estimate of 80,000 sqft. Negotiations county jail. Project components included superior court facility, juvenile detention, sheriff's complex, adult detention, probation, DA, and public defender facility. Novato City Center Relocation Master Plan As Senior Estimator, Mr. Slight provided a cost analysis comparing costs for new construction of 30,000 sf civic center vs. renovation of approximately 30,000 sqft. of existing civic center space. San Ramon City Center, San Ramon, CA Mr. Slight provided design phases estimates for the new City Center including city hall, council chambers, library, children’s museum, parking, and associated landscaping and plazas. Benicia Police Facility and Civic Center Improvements, Benicia, CA Senior Estimator for the new 28,000 sqft. state of the art police facility and renovation the police facility for other administrative uses. City of Temecula Civic Center, Temecula, CA As Senior Estimator, Mr. Slight provided estimating services for the five phase project including clear site, balance of site and off-site utilities, parking structure and offices, city hall and council chamber, and decorative signage and water. New Gymnasium, Menlo-Atherton High School, Atherton, CA Managing/Senior Estimator for a new 16,997 sqft. Gymnasium and site upgrades for playing fields including moving electrical feeders, new fire water service, and HVAC system.

page 18 Section 1 Design Team

Kate Keating Associates, Inc.

Kate Keating President/Principal

Education BS in Design | University of Cincinnati, College of Design, Art & Architecture

Profile and Responsibilities With over 25 years of experience, Kate has created a thriving environmental graphic design firm that successfully addresses the specific needs of each client and ensures that wayfinding and signage are fully integrated into the overall character of each project. She is known as a wayfinding expert, and is credited with the development of Universal Wayfinding, a system based on numbers, that provides clear, legible wayfinding for people with Limited English Proficiency. As a recognized leader in the field, Kate has spoken at numerous national conferences.

Kate believes that environmental graphics truly complete a project, as both a practical means for navigating throughout a building or campus and as an architectural enhancement. As Principal-in- Charge, she is fully engaged in leading a talented team of design professionals in achieving these goals and creating seamlessly integrated wayfinding and signage programs that bring added value to a project.

Professional Organizations Society of Environmental Graphic Design (SEGD) San Francisco Planning + Urban Research Association (SPUR) American Institute of Architects, San Francisco Chapter (AIA)

Relevant Projects Marin County Civic Center; San Rafael, CA Moscone Convention Center; San Francisco, CA Santa Clara County Civic Center Visitor Parking Garage; San Jose, CA California Academy of Sciences; San Francisco, CA Pier 27 Cruise Ship Terminal; San Francisco, CA Letterman Digital Arts Center & Parking Garage; San Francisco, CA Bing Concert Hall at Stanford University; San Francisco, CA Palace of Fine Arts; San Francisco, CA UCSF Medical Center at Mission Bay; San Francisco, CA CPMC/Sutter Health, Cathedral Hill Hospital Rebuild & Parking Garage; San Francisco, CA CPMC/Sutter Health, St. Luke’s Hospital Rebuild; San Francisco, CA Laguna Honda Replacement Hospital; San Francisco, CA Kaiser Permanente Mission Bay; San Francisco, CA The Ohio State University, Parking Garage Signage and Wayfinding; Columbus, OH San Francisco Branch Libraries; San Francisco, CA San Francisco Federal Building; San Francisco, CA San Francisco General Hospital; San Francisco, CA San Francisco International Airport Wayfinding & Signage Analysis; San Francisco, CA San Francisco International Airport Traffic Guide Signing and Graphics Program; San Francisco, CA San Francisco Main Library; San Francisco, CA

page 19

RESUME Section 1 Design Team

Eric L. Broadhurst, PE Senior Vice President

Mr. Broadhurst has been an acoustical consultant with Charles M. Salter Associates, Inc. since 1989. His areas of expertise include architectural, environmental, and mechanical noise and vibration control. His typical projects include acoustical design for civic facilities, educational facilities, multi-family housing, and mixed-use projects both during the design phases and as an expert witness.

project experience - Richmond Civic Center, Richmond, CA

education - UCSF Mission Bay Campus Community Center, San Francisco, CA University of California, Berkeley, BS Mechanical Engineering, 1989 - UCLA Luskin Conference and Guest Center, Los Angeles, CA - Ventura Courts, Ventura, CA

professional registration - Pier 27 Cruise Terminal, San Francisco, CA California: M.E. No. M28195 - San Francisco VA Medical Center, San Francisco, CA - UCSF Community Center, San Francisco, CA professional affiliations - E&J Gallo Headquarters, Modesto, CA Board-Certified Member, Institute for Noise Control Engineering - TOHO Post-Production Center, Tokyo, Japan - Multi-Building Technology Campus, Santa Clara, CA

publications - UC Merced Classroom and Academic Building, Merced, CA Coauthor, ACOUSTICS: Architecture, Engineering, the - UCLA Geffen Teaching and Learning Center, Los Angeles, CA Environment (1998 William Stout - Newport Beach Central Library, Newport Beach, CA Publisher) - UC Berkeley Hearst Mining Building, Berkeley, CA Coauthor (2006, December 4) Multi-family housing sound - Golden Gate University Law Library, San Francisco, CA isolation: a summary of industry standards for design of demising - San Francisco Theological Seminary, San Francisco, CA assemblies - Brisbane Community Center, Brisbane, CA Presented at Inter-Noise 2006 – Sponsored by I-INCE - Stanford Lagunita Court Dining Center, Stanford, CA - Schools of the Sacred Heart Auditorium, San Francisco, CA - California Independent System Operator (CalISO) Headquarters, Folsom, CA - UC Berkeley University Village Redevelopment, Berkeley, CA - Stanford McCullough Laboratories, Stanford, CA

page 20 Section 1 Design Team

David P. Markman, P.E. Senior Staff I – Building Technology 415-343-3110 [email protected]

David Markman has five years of experience in investigation, design, and construction Registrations administration of building-envelope components for major healthcare, commercial, and Professional Engineer entertainment buildings. His projects have included waterproofing services, including California roofs, plazas/podiums, and below-grade spaces, as well as the design and review of cladding components of drainage and barrier wall systems. This includes cement Education plaster, glass curtain wall, Glass Fiber Reinforced Concrete (GFRC) panel, and metal California Polytechnic State University, San panel wall systems. He has consulted with architects, contractors, and building owners Luis Obispo, CA to analyze design concepts, evaluate construction defects, and develop repairs for water B.S. Civil Engineering, Structures Focus, intrusion issues. 2008 Mr. Markman has also investigated commercial, hospitality and entertainment structures Professional Activities for compliance with IBC, UBC, and ICC proscriptive fire protection requirements. This  American Society of Civil Engineers – includes experience and presentations on the developing requirements for new exterior Member wall flame spread testing and compliance to NFPA 285.

Mr. Markman’s most recent work has involved the design and peer review of multiple mid-rise office buildings, including new research buildings for a personal electronic device maker and health and human services building at San Jose State University. Additionally, Mr. Markman has continued to consult with clients looking to upgrade their currant facilities. Mr. Markman collaborated with Harley Ellis Devereaux to reroof a medical science building at UCSF’s Parnassus Campus. He has also worked with large redevelopment companies to retrofit their properties.

Experience  Simpson Gumpertz & Heger Inc. (SGH), San Francisco, CA, from 2008 to present.

Midrise Commercial Buildings  625-685 Clyde Ave, Mountain View, CA. (In design)  Two 200,000 sq ft six story office buildings.  Two 150,000 sq ft parking structures  San Jose State University Student Health and Consoling Center, San Jose Ca  56,000 sq ft three story office and patient building

Building Enclosure Investigation and Rehabilitation Design  Jackson Rancheria Casino and Hotel, Jackson, CA.  Building Envelope Condition Assessment and Repair Design, Menlo Corporate Center, Menlo Park CA  Roof Investigation and Repair Design, University of California San Francisco, Medical Science Building

Construction Monitoring  University California Davis Mondovi Performing Arts Center.  1,801 Seat Symphony performance hall and ancillary occupancies.  Kaiser San Leandro, San Leandro CA.  Six-story 425,000 sq ft hospital.  Jackson Rancheria Casino and Hotel, Jackson, CA.  Denver Art Museum – Hamilton Building, Denver, CO.  100,000 sq ft museum space.

page 21 Section 1 Design Team

Raju Nandwana, AIA, LEED AP VICE PRESIDENT

Raju is responsible for the day-to-day operations of the Oakland office, as well as business development, client relations and contract negotiations. He has over 18 years of experience with IPD and as an architect has completed dozens of projects across all market sectors, over time developing specialized expertise in commercial/residential and technology focused corporate applications.

Always on the forefront of industry advancements, he leverages his education in environmental sciences to incorporate sustainability factors as it relates to project design and construction. EDUCATION B.S., Environmental Resource Science, University of California, Davis PROJECT EXPERIENCE Land Use & Environmental Planning • 260 California, Palo Alto, CA Certificate, University of California, • Baker Hamilton Office Building Parking Structure, San Francisco, CA Davis Extension • Block 2 Office Building Parking, San Jose, CA • City of Alameda Parking Structure, Alameda, CA • City of Berkeley, Center Street Parking Structure Feasibility Study, Berkeley, CA REGISTRATIONS • City of Concord Downtown Parking Structure, Concord, CA Licensed Architect — California #C30719 • City of San Jose Block 3 Parking Structure, San Jose, CA • City of San Jose Civic Plaza Parking Structure, San Jose, CA LEED Accredited Professional • City of San Mateo Main Street/Century Theatres, San Mateo, CA • City of Santa Clara, Tasman Drive Parking Structure, Santa Clara, CA • City of Santa Cruz Parking Structure, Santa Cruz, CA • City of Santa Monica Parking Structure, Santa Monica, CA • City of Salinas Parking Structure, Salinas, CA • Civic Plaza Parking Structure, Roseville, CA • Downtown Mountain View Parking Structure Study, Mountain View, CA • Downtown Sunnyvale Parking Structure, Sunnyvale, CA • Downtown Santa Rosa Mixed-Use Parking Structure Study, Santa Rosa, CA • First and Main, Los Altos, CA • Lawson Lane East & West Parking Structures, Santa Clara, CA • Loyola Plaza, Los Altos, CA • Main Street Parking Structure, Cupertino, CA • Mission Rock San Francisco Giants, San Francisco, CA • On Broadway, Redwood City, CA • One Scottsdale Mixed Use, Scottsdale, AZ • St. Regis Museum Tower, San Francisco, CA • Summerlin Centre Parking Structures 1, 2, & 3, Summerlin, NV • Sunnyvale Town Center, Sunnyvale, CA • University Plaza Parking Structure, East Palo Alto, CA • Westlake Shopping Center, Daly City, CA 1

page 22 Section 2 Understanding of the Project

IDENTITY

PEDESTRIAN WALKWAYS

GATEWAYS

HMC Architects MASTER PLANNING PROCESS 2.7

HERITAGE

REPURPOSE BUILDING FOR HISTORICAL SOCIETY

VEHICULAR CIRCULATION

PARKING

2.8 TOWN OF ATHERTON Civic Center Master Plan page 23 RESPONDING TO THE GOALS, VISION, OPPORTUNITIES AND CONSTRAINTS OF THE CIVIC CENTER MASTER PLAN

After reviewing the contents of the RFP and corresponding master plan documents on the Town of Atherton’s website, Harley Ellis Devereaux’s team has developed a strong appreciation of the goals and vision of the town for the civic center project. We understand that much time and effort was spent in developing the current Civic Center Master Plan and we believe that it will be important during the initial phases of the project to review and confirm the key goals and objectives of this document in collaboration with the Town, the Civic Center Advisory Committee (CCAC) and key members of the community. The master planning process has established a strong precedent for a transparent and collaborative design process. We embrace this approach and anticipate that it will continue through the formative stages of the design process.

Our work to develop an appropriate and meaningful design for Atherton’s Civic Center will be shaped and defined by the overarching goal of creating a strong sense of place in the heart of a gracious residential community: our design will respond to and will be shaped by key objectives identified in the master plan report: • Increase efficiency in facilities - Maximize functions and site utilization through the careful grouping of spaces. • Provide convenient access to all facilities. • Provide community gathering spaces – meeting spaces, EOC, training center, and multi-purpose room(s). • Achieve a Clear and Safe circulation system for vehicular traffic, pedestrians and bicycles • Provide proper way finding so the site and each building are readily identified and easy to navigate • Developing appropriate gateways to define the Civic Center precinct. • Site buildings appropriately to create gathering spaces, enhance and respect historic buildings and heritage trees. • Define edges of the site to respond to the character of the adjacent community and provide a buffer between public and private activities. • Treat open spaces as outdoor rooms that are the natural extensions to adjacent indoor activity areas: define a town green, interconnected courtyards and open spaces, with appropriate site furnishings to complement the new building components of the civic center.

page 24 Existing Train Tracks

Train Station STATION LANE Corporation Yard

MAPLE ST. Library City Town Green FAIR OAKS Administration Building

Library Garden

Town Hall

ASHFIELD

page 25 FOSTERING A COLLABORATIVE, INCLUSIVE APPROACH TO ENSURE THE SUPPORT OF THE COMMUNITY

As noted in our initial response, institutional design is a highly collaborative, social act that epitomizes the HED design process that has evolved through more than a century of practice and innovation. Our communicative and holistic approach fosters community participation and incorporates environmental stewardship to support the advancement of 21st century civic facilities.

The involvement of the community is essential for eliciting community input and ensuring an effective fundraising process for the Town of Atherton’s Civic Center project: this approach is very much in alignment with our core beliefs which emphasize a highly collaborative and iterative process.

Our public outreach efforts and workshops grow out of the concept of “Design Thinking”, which seeks out the best ideas by listening and lending voice to all team members, stakeholders and members of the community. This project approach fosters the creative interaction between the design team, the community and the town’s project team to confirm the program, overall vision, and detailed planning considerations in order to maintain a strong focus on the project’s goals for the duration of the project. We do not impose preconceived solutions or assumptions; we use collective work sessions to draw out the best ideas which them inform our design process.

By listening, responding to, incorporating, presenting and fostering the rapid exploration of alternate ideas, our design process allows for deeper engagement and exploration on the part of our clients and their user groups. We sometimes support these exploration exercises by working with models and ‘kit of parts’, providing a unique physical or sensory experience that allows participants to engage and contribute where they normally may not choose to do so. The development of creative alternatives and in many cases hybrid solutions that emerge from these collaborative sessions reflect community consensus.This sensitive, yet robust process will help build on the established master plan, reinforcing key principals while refining the details

to address critical details of site massing, access, orientation, security and the programming of interior and PERSONNEL EXPERIENCE & QUALIFICATIONS exterior spaces. PROJECT ORGANIZATION,

page 26 CASE STUDY No. 1

San Diego State University Engineering Building:

The illustrations here demonstrate our ability to explore detailed massing and elevation options for a key building within the established constraints of a master plan using 3-d modeling techniques. Presented here are two distinct options – one with a major entry façade and the other with a forecourt but both developed within the clearly mandated Southern California Regional style of the San Diego State University Campus. PERSONNEL EXPERIENCE & QUALIFICATIONS PROJECT ORGANIZATION,

page 27

BONUSPOINTSFORDVBE INCENTIVE

Work in progress; optional massing studies for the new engineering building at San Diego State University

page 28 PERSONNEL EXPERIENCE & QUALIFICATIONS PROJECT ORGANIZATION,

page 29 DESIGNING WITH LONG RANGE SUSTAINABILITY IN MIND Sustainability + Zero Net Energy + Water

The creation of a new Civic Center for Town of Atherton is an opportunity to demonstrate cutting edge practices for sustainability specific to the opportunities and constraints of your chosen site and master plan.

HED is a firm dedicated to energy-efficient design - our Oakland office is a Bay Area Certified Green Business- where sustainable concepts are introduced at project inception and developed in concert with program, site and infrastructure. This focus in our practice results in integrated solutions that reap maximum benefits from energy efficiency, as well as first and life cycle cost savings.

We strongly believe that there are opportunities with the new Atherton Civic Center to create a facility that is responsive to the site, climate and the State –side mandate for energy efficiency. We believe Atherton should aim for the ultimate goal to be Zero Net Energy (ZNE). Our team has the proven ability to develop innovative solutions that, in combination with passive design strategies and proven building systems will also ensure that your project can be developed within your established construction budget.

By initiating climate analysis and site specific energy analysis at the outset of the master plan validation / schematic design process, we can design structures that work within and reinforce your master plan while offering high performance solutions to your proposed new buildings. Our holistic approach reduces energy consumption at all levels of use, while leveraging available access to solar or wind, to provide a sustainable zero net energy facility. We have experience with ZNE at the building, campus and community level. Designing and delivering a ZNE building in a public funded, public low bid environment is challenging but we have proven experience. On the West Berkeley Public library, we designed the building with a public low bid in mind. The technology utilized was proven, readily available and fairly straight forward in installation, resulting in a bid at $5.5M ($1M under budget) with final approved change orders totaling $72,000 or less than 1.3% of the construction budget. This is one example of how our integrated sustainable solutions coupled with a disciplined approached to budget alignment provided added value to the client. We are currently applying the same principals to an entire campus at Cerritos College in Southern California.

Zero Net Water Although we are finally seeing some rain in the Bay Area, it is still important to realize that thestateis experiencing the worse drought in recorded history. Three years of unrelenting drought have impacted the states’ economy and environment negatively. The master plan report thoughtfully addresses storm water retention and reuse, providing an excellent starting point for water conservation. We believe there are additional opportunities for water conservation. Rain water collection requires a natural water source and in times of drought, would be ineffective. We suggest in conjunction with a storm water collection, that the collection, treatment and reuse of grey water on site be considered. The next step up would be to achieve a Zero Net Water facility by looking at onsite treatment of water through such options as living machines or

page 30 CASE STUDY No. 2

Designing Zero Net Energy (ZNE) Facilities: West Berkeley Public Library

The library is located on a constrained urban site flanked by two busy streets. By working with the community, library staff and administration, we were able to develop a solution that met all the programmatic requirements, community desires and library vision. Not only was the building designed to be zero net energy but many of the spaces serve multiple functions, thereby increasing efficiencies. A multipurpose room serves as overflow adult reading space during normal library hours and as a meeting or community room for special events or after hour programs. Library patron visits have increased, staff satisfaction levels are high and the building is trending net positive in energy after 11 months of operations, thus exceeding its goals for achieving zero net energy consumption. The library itself has been designated as a tour destination for the upcoming Net Positive Energy + Water Conference in San Francisco in January 2015.

page 31 West Berkeley Public Library - entrance facade

page 32 The Wind - Natural Ventilation

Operable Windows for Air Intake. Radiators Connected to Solar Thermal System Preheat Cold Air in Winter Triple Glazing, not Operable for Acoustic Insulation

page 33 page 34 West Berkeley Public Library - interior views

page 35 RESPONDING WITH CREATIVTY AND SENSITIVITY TO SITE CONTRAINTS At HED we approach the challenge and constraints of site and context as creative opportunities.

Tree Canopy The beautiful live and valley oaks, which in some instances are currently under stress are nevertheless key elements of the site that require careful stewardship. The tree canopy across the site will be a constraint to achieving solar access for renewable energy but careful massing and vertical stacking of the building program within the designated footprints can help overcome that. At the West Berkeley Library, we had a four story hotel adjacent to the building to the east, a 7 story building across the street and restrictive height set backs on the north side of the building because of residences. We also utilized skylights for daylighting and effectively halved our solar access on the roof, but by careful study and design, we managed to generate more than sufficient energy for the library. By careful design, locating and analysis, it would be possible to obtain the solar access we need and preserve these great heritage trees.

Many of our projects have responded to the constraints and opportunities of heritage trees. Our current master plan for the Pasadena Waldforf School and the Church of Our Saviour Campus in San Gabriel exemplify our sensitivity and focus in this regard.

ATHERTON CIVIC CENTER – SITE CONSTRAINTS – TRAIN NOISE AND TREE CANOPY

page 36 CASE STUDY No. 3

Illustrations from Pasadena Waldorf School and Church of Our Saviour:

Pasadena Waldorf School

Relocated Wishing Well / Reception with new arcade Performance Athletic Manual Arts Building Arts

Parking lot 45 Stalls

Music Foreign Language

Lower School Middle School Library/ Admin. Classroom Classrooms Faculty Lounge Kindergarden

Overflow Eurythmy Parking Early 24 stalls 3rd Grade Kindergarten Childhood Court Garden Dedicated Play Area

Early Childhood Education Play Area

BUILDING AREA PROPOSED PARKING STALLS PROVIDED CONCEPTUAL SITE PLAN LEGEND Area of Property: 231,806 SF Required Parking for Future Building Open Space 225-Seat Assembly: 45 Stalls Master Plan Program Study - Mariposa Campus New Oak Tree Existing Buildings: 14,348 SF New Buildings: 34,728 SF New Parking Provided: 43 Stalls + 4 H/C Future Arcade New Site Work 22 Overflow Stalls Existing Oak Tree Total Overall Demolished Building Future Parking Building Area: 49,076 SF Total Overall Parking Stalls: 69 Stalls Removed Oak Tree Existing Building Improvements

Other Existing Tree Existing Building to Remain

page 37Existing Arcade Removed Tree

CONCEPTUAL SITE PLAN SCALE: 0 30 60 120 N

Long Term Master Plan Study Pasadena Waldorf School - Mariposa Campus 209 E. Mariposa Street I Altadena, California 91001 October 2014 This long range master plan for Pasadena Waldorf School in Altadena, CA carefully balances an incremental rebuilding program with numerous heritage Deodora and Oak trees that have graced the property for well over a century. Mature trees are respected and protected as a integral part of the plan. In the instances where selective tree removal is necessary, oak trees in particular will be replaced at a 2:1 ratio.

page 38 page 39 Church of Our Saviour

Grace Chapel from the North (Cleaver Hall to the left)

page 40 page 41 Grace Chapel - evening view from Northeast

page 42 Grace Chapel - evening view from Northeast

page 43 CASE STUDY No. 4

MIRIMAR PARKING STRUCTURE and POLICE STATION

Underground Parking Alternative The alternative of providing an underground garage raises questions of increased costs, impact on site access, structure and waterproofing. However, from past experience these underground structures can be utilized to help with passive energy strategies for the overall building. An alternative worthy of further exploration, such a structure could reduce the impact of surface paving and the heat island effect, reduce impervious surfaces on site, secure cars out of sight and increase open green space for the community. Our firm has experience with green roofs, and programmed play spaces on the roofs of parking garages.

Presence of Caltrans Right of Way and Railway Station The existing Caltrains is an obvious challenge from a visual and acoustic perspective. Should passive ventilation strategies be employed, the noise from the train could penetrate into the buildings. However there are ways to mitigate the noise and still achieve good cross ventilation by using simple principles from physics. Solar chimneys, vestibules, wind chimneys, displacement ventilation and careful orientation of openings are effective solutions. Again, the design of both the West Berkeley Library and the Mirimar Parking Stucture and Police Building exemplify this strategy in a noisy urban environment with the use of a wind chimney that draws fresh away from noise generating sources.

page 44 Police Building with cool tower and green roof

page 45 Miramar College Police Building and Parking Garage as integrative complex

page 46 Miramar College Police Building and Parking Garage as integrative defensive design

page 47 CREATING A STRONG SENSE OF PLACE: REINFORCING ATHERTON’S IDENTITY

Key to the success of Atherton’s Civic Center is the creation of a natural focal point in the life of the community. This focal point should have a strong sense of place that is uniquely about Atherton – one that builds on the historic heritage of the town while creating something new and vibrant. In other words, the new buildings should look to the evolving needs of Atherton’s citizens, provide progressive facilities and, at the same time, make meaningful connections to the established context of the park and the surrounding neighborhood. Finding the appropriate architectural expression will also be a dialogue between architect and stakeholder; the CCAC and the consultant team.

Atherton’s master planning process included sessions in the living rooms of its citizens; this openness, intimacy and public transparency should reflected in the new buildings and open spaces. The forms and massing of the facilities should be sensitive to the scale and familiar forms of the surrounding houses and should demonstrate sensitivity and respect to the existing Council Chamber which is to be preserved and renewed as an integral part of the redevelopment project. At the same time, the new buildings should: • Offer appropriate transparency in public areas. • Provide seamless connections to complementary outdoor spaces. • Create useful, multi-purpose spaces to accommodate a wide variety of smaller and larger gatherings. • Provide flexible and accessible technology to anticipate future needs. • Ensure safety and security through the most unobtrusive means possible. • Create inspiring, light-filled environments that create healthy, inspiring settings for activities and strong connections to the surrounding natural setting.

Ultimately, the civic center complex should express timeless qualities that will bridge diverse human needs and tastes, providing a meaningful setting for social interaction and public discourse.

The following examples from our work have been selected to demonstrate our highly contextual approach to design and the depth and diversity of our project portfolio: we do not come to the table with preconceived ideas of what Atherton’s Civic Center should look like; we study the place, absorb its history and heritage and listen to its citizens in order to establish an appropriate language for the architecture and open spaces of the center. The resulting projects or each unique and context specific:

page 48 CASE STUDY No. 5

Calabasas Civic Center & Cabazon Community Center

Calabasas Civic Center reflects the California / Spanish Regional style of Calabasas and muchof Southern California. Buildings are composed as distinct, recognizable landmarks within a consistent building fabric united by materials, colors and fenestration. The walls if the buildings form clearly defined outdoor rooms. The heart of the center is a pedestrian precinct. Towers and loggias orient visitors, providing clear entry points and zones of transition between outdoor and indoor public areas.

Cabazon Community Center reflects the desert context of a relatively new and growing desert community. The buildings take on a more contemporary character, making use of striated concrete block and sweeping metal roofs that reflect the power of the surrounding mountains and desert landscape. Buildings form forecourts, courtyards and protected walled gardens that provide shelter from the wind and sun. Pavilions and trellis structures provide shelter in the open spaces. Buildings are again separate and distinct yet part of a village that creates a new heart to the community.

Church of Our Saviour in Alhambra suggests a way of creating contemporary architecture using traditional forms and materials to provide continuity within a historical setting. The church itself, first erected over 150 years ago, has been expanded over the years while maintaining it original Gothic style and form. The new Parish Hall and Chapel are contemporary in details, transparency and internal flexibility but draw on the thick plastered surfaces, steeply pitched slate roofs and buttressed walls of the historic buildings. The buildings have been grouped to define a variety of natural and hard surfaced outdoor spaces.

Gilroy Public Library is a recently completed library that has achieved a Silver LEED rating and makes extensive use of photovoltaic arrays. This is a modern facility with warm, inviting interiors filled with abundant daylight and views and articulated with a flowing, open layout. The exterior forms reflect a traditional California Regional style with deep set windows, plastered walls and tile roofs. The visible roof planes provide a public presence and dignity while acting as screens to the extensive rooftop photovoltaic arrays which sit above the main public spaces.

ATHERTON CIVIC CENTER – ACCESS AND ORIENTATION page 49 Calabasas Civic Center

The Civic Center is sited informally to create a variety of outdoor spaces, including a grove of olive trees, a civic plaza, and an amphitheater, that together will form the public heart of Calabasas.

page 50 page 51 page 52 Cabazon Community Center

Exterior view of CIvic Center Buildings - Counseling Center to the right

page 53 Church of our Saviour

Interior view of Cleaver Hall

page 54 View from Interior of Chapel

page 55 Gilroy Public Library

Exterior view of the new 52,000 sf public library constructed to replace an existing 12,800 sf library

page 56 Stately arched windows, the use of wood, and an airy ambiance impart a natural transition from the outside world into the library.

page 57 FOSTERING A SAFE AND SECURE PUBLIC ENVIRONMENT WHILE MAINTAINING ACCESSIBLITY AND TRANSPARENCY

A major underlying concern about the realization of the new Atherton Civic Center will be to ensure the creation of a safe and secure public environment while fostering accessibility and transparency. Key components to our design approach will include the following strategies:

• Develop a very clear access / way finding strategy so that it is easy to identify and approach key facilities and safely connect between one facility and another, either by car or as a pedestrian or cyclist. • Develop open spaces so that they can be readily supervised and are highly visible from the surrounding buildings. • Provide enclosed outdoor spaces that, while providing natural extensions to activities within the building, are always contained and secure. • Design roadways and parking areas to ‘calm’ traffic and slow motorists down to promote a safe and attractive pedestrian environment while discouraging intruders. • Introduce special unobtrusive defensive features at the City Administration Building to protect essential facilities like Police Headquarters

Special consideration must be given to the creation of a state-of-the-art police facility within the City Administration Building. Equal attention needs to be given to welcoming public access and the idea of a convenient one stop service center at which to obtain police services and the simultaneous need for enhanced security. Building ‘hardening’ techniques should be considered which reinforce the building envelop with custom glass and strengthened walls, safety barriers to keep vehicles away and biomorphic techniques for detecting and deterring unwanted intruders. Public parking needs to be convenient and clearly marked with a clear, safe connection to the front door. Our approach to the design of the police facilities would include:

• Community meetings to discuss facility deficiencies, enlighten citizens and solicit feedback to gain support for state of the art police facilities. • Focused task force meetings focused on the needs of the police force, drawing on senior Local expertise to identify security issues and the detailed practical needs of running the facility safely and efficiently.

The Police Department must be a building within the building with secure parking and prisoner access and secured areas for prisoners, evidence and weapon storage.

page 58 Police Headquarters With Secured Parking Library with Secured Outdoor Reading Area

Central Green with Clear Sightlines

ATHERTON CIVIC CENTER – SAFETY AND SECURITY

page 59 CASE STUDY No. 6

Public Safety Building, California Polytechnic University Pomona & Crowell Public Library

At Cal Poly Pomona, the police headquarters are located immediately adjacent the main parking structure on the campus. The building has to be at secure and protected while providing a very public face to the campus.

Medical Examiners + Forensic Center, San Diego – This is an example of a highly sophisticated Coroner’s facility that deals with secure evidence storage and laboratory facilities for forensic investigations. This building is a highly secure facility which nevertheless creates a gracious and progressive public presence.

Crowell Public Library, San Marino – This is an image of a secure entry forecourt to the library. The walled garden is gated to provide a safe, contained public space within the library complex. It provides an outdoor extension to the separately accessed multi-purpose room as well as a sheltered outdoor reading space.

Public Safety Building, California Polytechnic University Pomona

Exterior view of the new Public Safety Building

page 60 Interior view exemplifying well lit space

page 61 Medical Examiner & Forensic Center

A rich neutral color palette combined with sustainable building features project a contemporary, progressive image for this new facility that serves as a signature gateway structure to a future County campus.

page 62 Skylights bring controlled daylight into the autopsy room helping staff identify true colors during procedures.

page 63 Crowell Public Library

The development of the outdoor spaces allow for a safe public event venue.

page 64 View of secure entry forecurt to library

page 65 DESIGNING A NEW LIBRARY FOR ATHERTON

A place to foster self-education and enrichment; a vibrant hub that is community focused, culturally connected, historically mindful, sustainable, and so much more than a storeroom for books, the new Atherton Public Library represents a significant opportunity to create a 21st century library adjacent a verdant Town ‘Green’ in the heart of the Civic Center. The Master Plan has established a location for the library which gives it both public prominence and the ability to claim outdoor adjacent space for its own exclusive use. Balancing the need for a controlled, protective environment with the growing trend for libraries to be open, community-oriented hubs of activity requires a thoughtful response. HED has a significant portfolio of public libraries of the same scale operating within a wide range of urban contexts. This knowledge will be brought to bear in order to create a unique, place specific response to the Atherton community.

Our approach to the design of the new Atherton Library strives to celebrate the library’s expanded purpose; refining the program and building on previous Needs Assessments in order to:

• Maximize each space, building in flexibility to accommodate future changes • Create the potential for advanced LEED certification or Zero Net Energy • Activating the exterior to reveal interior activities • Develop connections with outdoor public spaces which become a natural extension to the library program • Develop an architectural vocabulary which is sensitive to the wonderful new park, the historic Council Chambers and the new Public Administration Building

page 66 CASE STUDY No. 7

Crowell Library, Calabasas Public Library, Gilroy Public Library, Cal State Northridge Oviatt Learning Center – Interior Views showing small group areas, reading areas, multi-purpose spaces

HED has an extensive and diverse portfolio of library experience ranging from historic preservation to adaptive reuse and sustainable new construction. The following examples suggest our ability to create warm and inviting interiors within highly varied contexts, evoking the best of traditional library environments while creating flexible, dynamic environments for evolving user needs.

page 67 Crowell Public Library

Clerestory lights illuminate the central reading room

page 68 Large windows allow for a connection to the outdoors while providing natural light for the children’s reading area.

page 69 Calabasas Civic Center

The Library has a tall central hall, with clerestory windows illuminating the center of the large one-story space.

page 70 Children’s reading room - Spaces are infused with natural light and a close connection to the outdoors

page 71 Gilroy Public Library

Children’s reading area: “This is going to be an amazing place to do homework, especially if your house is loud,” Sarhay said, who lives walking distance from the library. “Especially this section. It’s so cozy and private, I can focus.”

page 72 Additional spacious reading rooms

page 73 Learning Commons, Oviatt Library, Cal State Northridge

View across soft seat area to Information Technology Desk

page 74 Additional spacious reading areas and media charging bar

page 75 page 76 Section 3 Work Plan

TASK-HOUR MATRIX HARLEY ELLIS DEVEREAUX

TOWN OF ATHERTON Civic Center December 10, 2014

Hourly Breakdown by Personnel and Project Phase 1.0 MASTER PLAN REVIEW PLAN MASTER 1.0 DESIGN CONCEPT 2.0 DESIGN SCHEMATIC 3.0 4.0 DESIGN DEVELOPMENT DOCUMENTS CONSTRUCTION 5.0 BIDDING 6.0 ADMINISTRATION CONSTRUCTION 7.0 Harley Ellis Devereaux Consultants TOTAL HOURS Principal in Charge X 50 70 24 24 24 0 24 216

Project Manager X 42 58 100 100 200 80 130 710

Project Designer X 210 290 240 200 140 0 0 1080

Project Architect X 134 186 180 200 320 120 920 2060

Interior Designer X 0 0 220 200 300 0 0 720

Architecture Staff X 312 428 500 620 900 326 2000 5086

Architecture Staff X 160 220 200 340 530 0 0 1450

Specifications Specialist X 0 0 40 120 120 20 0 300

Construction Administrator X 000 00000 SubTotal- Architecture Hours 908 1252 1504 1804 2534 546 3074 11622

Structural Engineer X 0 22 133 207 667 77 333 1439

Civil Engineer X 10 42 83 167 422 10 100 834

Landscape Architect X 43 167 133 153 303 45 157 1001

MEP Engineer X 37 96 185 373 517 22 498 1728

Security X 0 0 22 88 115 22 59 306

IT, AV X 0 0 16 51 76 10 34 187

Cost Estimation X 0 79 191 162 232 0 0 664

Acoustics X 0 47 40 60 93 7 53 300

Signage X 000 00000

Waterproofing X 0 0 0 132 164 20 250 566

T-24 Review X 000 23280051

T-24 Commissioning X 25 50 50 125 250

HOURS TOTAL 998 1705 2307 3245 5201 809 4683 30570

page 77 SCOPE OF WORK

We have reviewed the tasks outlined in the RFP that are anticipated to complete this project and find them to be consistent with the effort necessary to deliver a project of this magnitude. The attached schedule provides a preliminary structure for these tasks. We expect that this schedule will be further detailed as specific dates and activities are identified and coordinated with the various stakeholder groups during the initial phases of the project.

Although planning and scheduling are keys to success, a complete success strategy requires a comprehensive work plan that includes the establishment of a sensitive approach that is consistently managed throughout all phases of the project to achieve the expected results. The following outlines all three aspects of our proposed project work plan.

APPROACH

Responsive and collaborative design

Project success can be measured by the degree to which the design addresses community and programmatic needs, site constraints and opportunities, budget limitations, and schedule parameters. Our approach to design is process-driven and intended to provide a consistent framework to develop our projects from kick-off to completion and post occupancy. It is participatory, iterative, program-driven, continuously integrated with regard to sustainability and critical project specific issues and always appropriate for the budget.

During the initial phases of Master Plan Review and Conceptual Design, we will work with staff and community stakeholders to build consensus on program, scope, phasing and concept design, based on the established layout of the approved Civic Center Master Plan. A series of alternative concepts will be developed, presented and evaluated by the design team and key stakeholders.

Starting with the verification of the building program, we will also be developing alternative relationship diagrams to scale in order to test the capacity of the various building footprints and to optimize access, building orientation (especially from a sustainable point of view) and adjacent outdoor spaces which can be programmed for specific activities.

This iterative design process will progress towards the integration of multiple and potentially divergent aspects of the civic center’s needs and aspirations, as existing facility assessments and additional layers of detailed information are gathered, analyzed, evaluated, and prioritized. These diverse strands of study, gradually woven together to form the final program and concept design are summarized below.

• Connection to the existing landscape context. The civic center’s location makes it critically important to appropriately respond to the natural and historic setting and to expectations of community stakeholders. Building on the clear understanding of design guidelines and established master plan, we will coordinate with city agencies and conduct outreach workshops for the general public to ensure that a successful consensus is achieved.

page 78 • Historic significance of existing building features in the park. The historic context of existing buildings within the park must be approached with respect and sensitivity. Leveraging our past experience on many historically significant projects, we will work with project stakeholders to develop a complementary vocabulary for the new library. This does not necessarily mean a literal reproduction of a particular style. Rather, the new building should look for clues in scale, massing, and material palette to develop an appropriate contextual response. • Goal setting. Establishing clear project goals and parameters is essential in developing a common understanding of the intended results and must be established with the main project stakeholders (users, administration, staff) and reviewed by all members of the design team. These include program, budgets, milestones, standards and expectations. Just as crucial will be identifying constraints and limitations. We understand the importance of this step and can assist through preparation of specialized surveys and organization of outreach processes that are appropriate to the project and client needs. Establishing these parameters will assist the team in developing appropriate priorities for review and decision-making. • Integration of Sustainable Design. Sustainable concepts are introduced at the inception of our projects and developed in concert with program, site and infrastructure. This leads to integrated solutions that reap the maximum benefits from energy efficiency, first cost and life cycle cost savings. A core element of our practice is our “Green Start”, a charrette attended by the major design disciplines during the tearly stages of the project to identify potential sustainable strategies and synergies. This promotes collective buy-in and ensures that sustainable strategies are integrated from the outset, leading to better implementation and greater initial and life cycle benefits for the project. • Effective communication. Open, clear and timely communication is the cornerstone of a collaborative process and an integrated design. Effective communication is possible when: o All project stakeholders are identified assuring that decisions are inclusive o Clear and effective lines of communication are established expediting transfer of information and yielding more responsive results o Content is clear and meaningful

Inclusive design

We have developed a robust yet sensitive public outreach process for building consensus among groups of stakeholders using a combination of steering committee meetings, community workshops, and user interviews. This process is described below:

• Identify steering committee to fine-tune the process, evaluate priorities and establish agenda for workshops • Facilitate workshops with key stakeholders • Present key issues, relevant factors • Set goals for the project • Collect feedback on proposed concepts • Schedule User interviews to identify programmatic requirements/priorities • Survey existing conditions as required: MEP, security systems, etc.

page 79 Community and stakeholder buy-in to the final program and concept design will become the foundation for successful project development in the ensuing phases. Harley Ellis Devereaux team members have outreach experience on a range of relevant projects. Three recent examples are the West Branch Berkeley Library, Belmont Beach and Aquatic Center and Mira Costa High School projects. All three projects were designed with the assistance of highly involved and vocal local stakeholder groups and utilized community workshops and presentations to build stakeholder consensus across a range of issues throughout the design process. To this end our design team will facilitate a series of community workshops eliciting stakeholder ideas and issues to build support for our approach to the site planning, streetscape, massing and material aspects of the project. Particular attention will be given to urban design relationships, sustainable design goals and the historic aspects dear to project constituents. The results will be documented as a deliverable and utilized to assess project development in the community presentations to come.

MANAGEMENT

Schedule Management

The Town of Atherton Civic Center project will be led by an architectural core team from Harley Ellis Devereaux with additional key consultants in all engineering disciplines (structural, landscape architecture, MEP, etc.) as well as a number of specialized consultants (such as telecommunications, audiovisual and acoustics) who will play major roles in the development of an integrated design that is responsive to all project needs.

Integrating and fostering collaboration amongst a diverse team of consultants as well as maintaining forward momentum through a complex public decision making progress requires constant effective management and communication. Our team brings significant experience in addressing similar challenges utilizing a management approach that is guided by the following strategies and principles:

• Comprehensive planning. Our team will begin each phase of the project with a collaborative planning exercise that allows all disciplines to map out all major tasks and sequencing necessary to complete that particular phase of work. At each of these wallboarding sessions, each discipline is asked to list key needs and deliverables and help establish a timeline for completing critical tasks. The schedule is created in real time by the whole team to ensure buy-in and a common overview of the critical path of the project. This exercise generates a detailed and integrated project work plan specific to each phase. This integrative view of the process identifies key decisions to be made, establishes disciplines commitments and highlights any possible bottlenecks anticipated along the way. Generating an integrative and comprehensive view of the process allows the long range vision necessary to effectively manage obstacles before they develop. The results of this session are documented and shared with all team members and provide a road map for the work ahead.

• Continuous monitoring. The result of each wallboarding session is recorded and disseminated to the entire design team as the team’s work plan. The document serves as the basis for required weekly team meetings, tracking the progress of all identified tasks. Monitoring progress of the project work plan on a regular basis is critical to understanding the project’s status and the need to develop alternate strategies to meet the project goals. Weekly team meetings attended by all disciplines provide a regular check on status as well as provide a collaborative forum for initial discussion of new issues. This regular and consistent tracking of a well prepared plan based on clear goals and objectives, forms the basis of our team’s proven history of successful and timely project delivery. page 80 Quality Control

Integrating the efforts of a diverse and complex design team requires vigilance and consistency to control the quality of the work produced by each discipline and the team as a whole. A successful project must continuously manage the quality of the design and documentation.

Every Harley Ellis Devereaux project rigorously follows a series of carefully orchestrated and scheduled document reviews and check points by member staff and area discipline leaders. These reviews are pre- planned and built into the project design schedule. From programming through construction administration, project team members in all disciplines share information and communicate on a consistent basis. All projects, regardless of size, complexity, and methods used for project documentation adhere to the coordination and checking process established for Schematic Design, Design Development and Construction Document phases. Standard reviews include:

• System Space Allocation Review. Systems Space Allocation is utilized to identify and eliminate potential space conflicts between mechanical, electrical, structural and architectural systems. We review space utilization above the ceiling, location of mechanical and electrical equipment rooms, and horizontal/ vertical distribution of the mechanical and electrical systems. BIM project delivery and clash detection has enabled Systems Space Allocation to be integrated throughout all phases of the project leading to more efficient and effective system coordination on our projects which improve the quality of the design and assist in management costs during construction. • Exterior Envelope Review. These workshops are attended by senior members of the architectural discipline and other invited disciplines to review the approach, assumptions and detailing of the building envelope. These sessions allow the team to focus on special conditions and determine the most appropriate solutions to address specific envelope issues. • Mechanical and Electrical System Review. Internal peer reviews by senior staff add valuable insight and feedback to engineering disciplines throughout the development of these building systems. • iRFI Review. This internal review is implemented in the later stages of Construction Documents and provides a comprehensive review of the documents with an eye toward identifying possible documentation issues that may lead to contractors’ RFI’s (Request for Information) during bidding and construction and potentially result in additional costs to the project. Senior staff review the drawings and specifications and develop a database of “questions” to be addressed by the project team. • Code Authority Meetings. The Project Architect schedules these early project review meetings with the code authorities having jurisdiction (i.e. Fire Access, Building and Safety, Planning Department, Health Department, etc.). Questionable code requirements are reviewed with the discipline leader(s) and results of code meetings and research are discussed with the project team. Code documentation is updated throughout the project then consolidated in a Code Summary Sheet included in the construction documents.

The responsibility for this process is shared by all team members in all disciplines, with the leadership provided by the team leaders. During the early project development and planning stages, the required and appropriate reviews are identified and scheduled. The team leader is responsible to implement each of the reviews at scheduled times.

page 81 Cost Management

Similarly to schedule management, cost management requires the development of comprehensive and appropriate goals and continuous monitoring throughout the entire design and construction process.

Preliminary cost models are developed based on draft and final program requirements, owner standards and expectations. This is a critical step requiring focused attention of all key stakeholders and design team leaders. Our team includes expert cost estimating consultants that are adept at assigning appropriate cost parameters to preliminary project scope data.

Cost models are updated continuously through the design process with milestone reviews scheduled at each phase of development. More importantly, we maintain a close relationship between the design/engineering disciplines and our cost estimating consultants adding valuable insight into design decisions that impact project cost. By establishing appropriate budgetary goals, determining clear project scope/budget priorities that can be discussed with project stakeholders and monitoring cost data regularly we create a process of continuous feedback, actively managing cost development and avoiding the need to make dramatic scope adjustments (value engineering) that can negatively impact the project.

page 82 RESULTS

Our project approach and management strategies have been developed to target the expectations of high profile projects for civic institutions. These types of projects demand quality, satisfaction and excellence (both in design and delivery of services). Our commitment to these results can be attested by the character of our built and completed work and by the nature of the long lasting relationships we have formed with our clients, colleagues and collaborators.

page 83 page 84 Section 4 Project Schedule

TOWN OF ATHERTON December 1, 2014 HARLEY ELLIS DEVEREAUX CIVIC CENTER Project Schedule

ID Task Name Duration Start Finish 2015 2016 2017 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A 1 1.0 - Master Plan Review 8 wks Mon 2/23/15 Fri 4/17/15 2 1.1 Project Initiation 1 wk Mon 2/23/15 Fri 2/27/15 3 1.1.1 Project Kickoff Meeting 1 day Mon 2/23/15 Mon 2/23/15 4 1.1.2 Preliminary Budget Review 4 days Tue 2/24/15 Fri 2/27/15 5 1.1.3 Preliminary Schedule Review 4 days Tue 2/24/15 Fri 2/27/15 6 1.1.4 Meeting Schedule 4 days Tue 2/24/15 Fri 2/27/15 7 1.1.5 Quality Control 4 days Tue 2/24/15 Fri 2/27/15 8 1.2 Master Plan Analysis, Existing Site and Constraints 2 wks Mon 3/9/15 Fri 3/20/15 9 1.2.1 Initial Site Tour 1 day Mon 3/9/15 Mon 3/9/15 10 1.2.2 Site Documentations 9 days Tue 3/10/15 Fri 3/20/15 11 1.2.3 Additional Site Analysis 9 days Tue 3/10/15 Fri 3/20/15 12 1.2.4 Additional Research 9 days Tue 3/10/15 Fri 3/20/15 13 1.3 Historical and Contextual Analysis 2 wks Mon 3/16/15 Fri 3/27/15 14 1.3.1 Neighborhood Tour 1 day Mon 3/16/15 Mon 3/16/15 15 1.3.2 Historical Archives 9 days Tue 3/17/15 Fri 3/27/15 16 1.4 Project Budget and Schedule 1 wk Mon 3/30/15 Fri 4/3/15 17 1.4.1 Project Schedule and Budget Goals 1 day Mon 3/30/15 Mon 3/30/15 18 1.4.2 Project Budget 4 days Tue 3/31/15 Fri 4/3/15 19 1.4.3 Project Schedule 4 days Tue 3/31/15 Fri 4/3/15 20 1.5 Program Review / Revisions 2.8 wks Tue 3/31/15 Fri 4/17/15 21 1.5.1 Prioritization of Program Elements 9 days Tue 3/31/15 Fri 4/10/15 22 1.5.2 Outdoor Space Program 10 days Mon 4/6/15 Fri 4/17/15 23 24 2.0 - Conceptual Design 13 wks Mon 3/16/15 Fri 6/12/15 25 2.1 Site Development 2 wks Mon 3/16/15 Fri 3/27/15 26 2.1.1 Initial Site Development 5 days Mon 3/16/15 Fri 3/20/15 27 2.1.2 Preliminary Site Development Plans 5 days Mon 3/23/15 Fri 3/27/15 28 2.2 Building Development 2 wks Mon 3/23/15 Fri 4/3/15 29 2.2.1 Initial Building Development 5 days Mon 3/23/15 Fri 3/27/15 30 2.2.2 Building Development Analysis and Diagrams 5 days Mon 3/30/15 Fri 4/3/15 31 2.3 Conceptual Design Alternatives 5 wks Mon 4/6/15 Fri 5/8/15 32 2.3.1 Initial Concept Alternatives 8 days Mon 4/6/15 Wed 4/15/15 33 2.3.2 Initial Conceptual Design - Public Workshop 2 days Thu 4/16/15 Fri 4/17/15 34 2.3.3 Initial Conceptual Design Alternatives 5 days Mon 4/20/15 Fri 4/24/15 35 2.3.4 Preferred Conceptual Design - Neighborhood Roadshow (up to 6) 5 days Mon 4/27/15 Fri 5/1/15 36 2.3.5 Comparative Analysis of Conceptual Design Alternatives 5 days Mon 5/4/15 Fri 5/8/15 37 2.4 Draft Final Concept Plan 1 wk Mon 5/11/15 Fri 5/15/15 38 2.4.1 Draft Final Concept Plan 5 days Mon 5/11/15 Fri 5/15/15 39 2.5 Technical Reviews 1 wk Mon 5/18/15 Fri 5/22/15 40 2.5.1 Town Staff / Project 5 days Mon 5/18/15 Fri 5/22/15 41 2.5.2 Planning / Building / Fire / Police / Utilities 5 days Mon 5/18/15 Fri 5/22/15 42 2.5.3 Civic Center Advisory Committee 5 days Mon 5/18/15 Fri 5/22/15 43 2.5.4 Preliminary Cost Estimate 5 days Mon 5/18/15 Fri 5/22/15 44 2.6 Final Concept Plan 3 wks Mon 5/25/15 Fri 6/12/15 45 2.6.1 Review of Final Comments 5 days Mon 5/25/15 Fri 5/29/15 46 2.6.2 Concept Plan Presentations 5 days Mon 6/1/15 Fri 6/5/15 47 2.6.3 Final Concept Plan 5 days Mon 6/8/15 Fri 6/12/15 48 49 3.0 - Schematic Design 11 wks Mon 6/15/15 Fri 8/28/15 50 3.1 Project Management 1 wk Mon 6/15/15 Fri 6/19/15 51 3.1.1 Kickoff Meeting 1 day Mon 6/15/15 Mon 6/15/15

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page 85 Section 4 Project Schedule

TOWN OF ATHERTON December 1, 2014 HARLEY ELLIS DEVEREAUX CIVIC CENTER Project Schedule

ID Task Name Duration Start Finish 2015 2016 2017 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A 52 3.1.2 Project Budget 5 days Mon 6/15/15 Fri 6/19/15 53 3.1.3 Project Schedule 5 days Mon 6/15/15 Fri 6/19/15 54 3.1.4 Meeting Schedule 5 days Mon 6/15/15 Fri 6/19/15 55 3.1.5 Project Delivery Methods 5 days Mon 6/15/15 Fri 6/19/15 56 3.1.6 Confirm Program 5 days Mon 6/15/15 Fri 6/19/15 57 3.1.7 Code Review 5 days Mon 6/15/15 Fri 6/19/15 58 3.1.8 Quality Control and Design Team Sub-consultant Coordination 5 days Mon 6/15/15 Fri 6/19/15 59 3.2 Schematic Design Documentations 6 wks Mon 6/22/15 Fri 7/31/15 60 3.2.1 Program Evaluation 5 days Mon 6/22/15 Fri 6/26/15 61 3.2.2 Architectural Schematic Development 15 days Mon 6/29/15 Fri 7/17/15 62 3.2.3 Schematic Site Development 15 days Mon 6/29/15 Fri 7/17/15 63 3.2.4 Preliminary Consultant Review 5 days Mon 7/13/15 Fri 7/17/15 64 3.2.5 Building Systems 10 days Mon 7/13/15 Fri 7/24/15 65 3.2.6 60% Schematic Documents 0 days Fri 7/24/15 Fri 7/24/15 7/24 3.2.6 60% Schematic Documents 66 3.2.7 Presentation Documents 5 days Mon 7/27/15 Fri 7/31/15 67 3.3 Staff Review / Formal Submittals 1 wk Mon 7/27/15 Fri 7/31/15 68 3.3.1 Town Staff / Project Team 5 days Mon 7/27/15 Fri 7/31/15 69 3.3.2 Planning / Building / Fire / Police / Utilities 5 days Mon 7/27/15 Fri 7/31/15 70 3.3.3 Library Staff 5 days Mon 7/27/15 Fri 7/31/15 71 3.4 Final Schematic Design 5 wks Mon 7/27/15 Fri 8/28/15 72 3.4.1 Revised Schematic Documents 15 days Mon 8/3/15 Fri 8/21/15 73 3.4.2 Green Building Criteria 15 days Mon 8/3/15 Fri 8/21/15 74 3.4.3 Schematic Cost Estimate 15 days Mon 7/27/15 Fri 8/14/15 75 3.4.4 Final Schematic Design - Public Workshop (1) 1 day Mon 8/24/15 Mon 8/24/15 76 3.4.5 Presentation to the Town 4 days Tue 8/25/15 Fri 8/28/15 77 78 4.0 - Design Development 14 wks Mon 8/31/15 Fri 12/4/15 79 4.1 Project Management 1 wk Mon 8/31/15 Fri 9/4/15 80 4.1.1 Design Development Kickoff Meeting 1 day Mon 8/31/15 Mon 8/31/15 81 4.1.2 Project Budget 4 days Tue 9/1/15 Fri 9/4/15 82 4.1.3 Project Schedule 4 days Tue 9/1/15 Fri 9/4/15 83 4.1.4 Meeting Schedule 4 days Tue 9/1/15 Fri 9/4/15 84 4.1.5 Project Submittals 4 days Tue 9/1/15 Fri 9/4/15 85 4.1.6 Review and Quality Control 4 days Tue 9/1/15 Fri 9/4/15 86 4.2 Review of Schematic Design 1.8 wks Tue 9/1/15 Fri 9/11/15 87 4.2.1 Review and Modify Design Documents 9 days Tue 9/1/15 Fri 9/11/15 88 4.3 Building Development 8 wks Mon 8/31/15 Fri 10/23/15 89 4.3.1 Building Development 20 days Mon 8/31/15 Fri 9/25/15 90 4.3.2 Administration-Police and Library Development 19 days Tue 9/1/15 Fri 9/25/15 91 4.3.3 Interior Planning and Design 20 days Mon 9/28/15 Fri 10/23/15 92 4.3.4 Design Development Public Workshop 0 days Fri 10/23/15 Fri 10/23/15 10/23 4.3.4 Design Development Public Workshop 93 50% DD Submittal 0 days Fri 10/23/15 Fri 10/23/15 10/23 50% DD Submittal 94 4.4 Architect Design and Coordination 5 wks Mon 10/26/15 Fri 11/27/15 95 4.4.1 Design Team Design Development 20 days Mon 10/26/15 Fri 11/20/15 96 4.4.2 Design Team Presentations 5 days Mon 11/23/15 Fri 11/27/15 97 100% DD Submittal 0 days Fri 11/20/15 Fri 11/20/15 11/20 100% DD Submittal 98 4.5 Cost Estimate 2 wks Mon 11/23/15 Fri 12/4/15 99 4.5.1 Cost Estimate Update 10 days Mon 11/23/15 Fri 12/4/15 100 4.6 Reviews 2 wks Mon 11/23/15 Fri 12/4/15 101 4.6.1 Review Meetings 10 days Mon 11/23/15 Fri 12/4/15 102 4.7 Town Submittals 2 wks Mon 11/23/15 Fri 12/4/15

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page 86 Section 4 Project Schedule

TOWN OF ATHERTON December 1, 2014 HARLEY ELLIS DEVEREAUX CIVIC CENTER Project Schedule

ID Task Name Duration Start Finish 2015 2016 2017 J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A 103 4.7.1 Additional Documentation 10 days Mon 11/23/15 Fri 12/4/15 104 105 5.0 - Construction Documents 22 wks Mon 12/7/15 Fri 5/6/16 106 5.1 Construction Document Initiation 0.2 wks Mon 12/7/15 Mon 12/7/15 107 5.1.1 Construction Document Kickoff Meeting 1 day Mon 12/7/15 Mon 12/7/15 108 5.2 Project Budget and Schedule 0.8 wks Tue 12/8/15 Fri 12/11/15 109 5.2.1 Project Budget 4 days Tue 12/8/15 Fri 12/11/15 110 5.2.2 Project Schedule 4 days Tue 12/8/15 Fri 12/11/15 111 5.2.3 Meeting Schedule 4 days Tue 12/8/15 Fri 12/11/15 112 5.2.4 Project Submittals 4 days Tue 12/8/15 Fri 12/11/15 113 5.2.5 Review and Quality Control 4 days Tue 12/8/15 Fri 12/11/15 114 5.3 Review of Design Development 1.8 wks Tue 12/8/15 Fri 12/18/15 115 5.3.1 Review and Modify Design Documents 9 days Tue 12/8/15 Fri 12/18/15 116 5.4 Construction Documentation 6.8 wks Tue 12/8/15 Fri 1/22/16 117 5.4.1 Building Development 29 days Tue 12/8/15 Fri 1/15/16 118 5.4.2 Final Documents 5 days Mon 1/18/16 Fri 1/22/16 119 50% CD Submittal 0 days Fri 1/22/16 Fri 1/22/16 1/22 50% CD Submittal 120 5.5 Design and Coordination 6 wks Mon 1/25/16 Fri 3/4/16 121 5.5.1 Design Team Construction Documents 20 days Mon 1/25/16 Fri 2/19/16 122 90% CD Submittal 0 days Fri 2/19/16 Fri 2/19/16 2/19 90% CD Submittal 123 100% CD Submittal 0 days Fri 3/4/16 Fri 3/4/16 3/4 100% CD Submittal 124 5.6 Cost Estimate 2 wks Mon 2/22/16 Fri 3/4/16 125 5.6.1 Cost Estimate Update 10 days Mon 2/22/16 Fri 3/4/16 126 5.7 Formal Submittals 9 wks Mon 3/7/16 Fri 5/6/16 127 5.7.1 Building Permit Application 9 wks Mon 3/7/16 Fri 5/6/16 128 129 6.0 - Bidding 8 wks Mon 5/9/16 Fri 7/1/16 130 6.1 Project Bidding 8 wks Mon 5/9/16 Fri 7/1/16 131 6.1.1 Bid Solicitation and Contracting 40 days Mon 5/9/16 Fri 7/1/16 132 6.1.2 Prebid Conference and Negotiation 1 day Mon 5/9/16 Mon 5/9/16 133 6.1.3 Bid Opening and Review 0 days Fri 6/17/16 Fri 6/17/16 6/17 6.1.3 Bid Opening and Review 134 6.1.4 Respond to Bidders Requests for Information 30 days Mon 5/9/16 Fri 6/17/16 135 6.1.5 Prepare Addenda 10 days Mon 6/6/16 Fri 6/17/16 136 137 7.0 - Construction Administration 90 wks Fri 7/1/16 Fri 3/23/18 138 7.1 Construction Administration Initiation 0 wks Fri 7/1/16 Fri 7/1/16 139 7.1.1 Preconstruction Meeting 0 days Fri 7/1/16 Fri 7/1/16 7/1 7.1.1 Preconstruction Meeting 140 7.2 Construction Schedule 1 wk Mon 7/4/16 Fri 7/8/16 141 7.2.1 Review and Comment on Contractor's Draft Schedule 1 wk Mon 7/4/16 Fri 7/8/16 142 7.3 Meetings 84 wks Mon 7/4/16 Fri 2/9/18 143 7.3.1 Weekly Construction Meeting Attendance 84 wks Mon 7/4/16 Fri 2/9/18 144 7.4 Review and Distribution of Information 84 wks Mon 7/4/16 Fri 2/9/18 145 7.4.1 Contractor's Inquiries, Submittals, Proposed Change Orders 84 wks Mon 7/4/16 Fri 2/9/18 146 7.4.2 Clarification to Documents 84 wks Mon 7/4/16 Fri 2/9/18 147 7.4.3 Progress 84 wks Mon 7/4/16 Fri 2/9/18 148 7.5 Project Closeout 14 wks Mon 12/18/17 Fri 3/23/18 149 7.5.1 Final Completion 8 wks Mon 12/18/17 Fri 2/9/18 150 7.5.2 Final Documentation 6 wks Mon 2/12/18 Fri 3/23/18 151 7.6 Formal Submittals 4 wks Mon 2/12/18 Fri 3/9/18 152 7.6.1 Assistance with Filing Completion Documents 4 wks Mon 2/12/18 Fri 3/9/18

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page 87 page 88 Section 5 Professional Fees

Please see sealed envelope

page 89 page 90 Section 6 Architectural Agreement

Exceptions / Comments Pursuant to the instructions contained in the RFP, Harley Ellis Devereaux (HED) has carefully reviewed the sample form of Agreement for Architectural Services and offers the following statement of exceptions and related commentary. This presentation is offered to facilitate further discussion and negotiations between the Town and HED so that the parties can reach a mutually satisfactory understanding regarding the con- tent of the Agreement that protects and promotes the interests of both parties and serves the needs of the Project. All references below relate to individual sections of the sample form of Agreement included in Ap- pendix 5 to the RFP.

Section 2 (A) – Revise this section so that it reads as follows: Consultant agrees to reimburse the Town for damages incurred by the Town and resulting from any such minor extension of time for performance under the Project Schedule, but only to the extent that such damages are caused by the negligence or failure of the Consultant to properly perform under this Agreement.

Reason for revision: Mere delays in the project schedule may or may not be the actual fault of the Consultant. The revised language clarifies the situation and provides that the Consultant will be liable for damages only to the extent that delay damages arise as a result of the negligence or other wrongdoing of the Consultant in performing services.

Section 3 (C) – Revise the last sentence so that it reads as follows: If Consultant fails to perform in accordance with this Agreement and such failure causes the Town to incur unnecessary cost and expense, Consultant may be obligated to reimburse the Town for such cost and expense, to the extent caused by the Consultant’s failure to perform in accordance the Agreement.

Reason for revision: The revised language clarifies the Consultant’s legal obligation and makes clear that it may be liable to the Town for the consequences of improper performance, only to the extent that such performance is the actual cause of damages sustained by the Town.

Section 5 (C) – Revise the beginning of this section so that it reads as follows: Provided that the Town is in compliance with its obligations under this Agreement, including its payment obligations, all original drawings, plans, reports, specifications, calculations, other documents . . .

Reason for revision: The revised language is intended to evenly and fairly protect the interests of both parties to the Agreement. The preparation of necessary design documents by the Consultant is an integral part of the whole arrangement between the parties. If the Town desires to acquire ownership of the intellectual property rights to such documents, the Town should also be in compliance with its obligations, which includes payment to the Consultant for services performed. The interests of both parties should be protected.

Section 10 – In the fifth line of this section, delete the words “or greater than”.

page 91 Section 6 Architectural Agreement

Reason for revision: This section describes the usual and customary standard of professional care that would apply to architectural and engineering practice. Any statement which indicates that the Consultant’s performance standard should be “greater than” the standard that typically governs professional practice, without further definition or explanation, creates ambiguity and uncertainty and this should be avoided.

Section 10(A)(1) – Add the following to the end of this sub-section: Consultant may meet the coverage requirements through a combination of primary and excess insurance policies.

Reason for revision: As a matter of standard business practice, HED maintains CGL insurance with limits of $1 million per occurrence, with a $2 million aggregate. However, HED also maintains a $10 million excess insurance policy. The revision clarifies that both policies may be used to meet the Town’s CGL insurance requirement.

Section 13 – Revise this entire section so that it reads as follows:

Subject to reasonable mitigation by the Town, the Consultant shall indemnify and hold harmless the Town, and its officers, officials, employees and volunteers (“Town Indemnitees”) from and against claims, losses, damages, liabilities, costs and expenses, including reasonable attorneys’ fees, sustained or incurred by the Town Indemnitees and arising from third party claims, but only to the extent that such claims, losses, damages, liabilities, costs and expenses are caused by the negligent acts, errors and/or omissions of the Consultant, or those persons or entities for whom the Consultant is legally liable, in the performance of services under this Agreement. The indemnification described herein shall: (a) exclude the obligation of the Consultant to provide a defense to the Town Indemnitees (although defense costs incurred by the Town Indemnitees may be an element of damages which the Town Indemnitees may claim); and (b) survive the expiration or early termination of this Agreement, subject to any applicable statute of limitations and/or repose.

Reason for revision: The whole discussion here is driven by the scope of available professional liability insurance coverage. Such insurance covers losses and damages caused by professional negligence or the failure of the insured A/E to conform to the applicable professional standard of care. Such insurance does not cover losses or damages caused by other persons or entities and it does not operate to provide a defense to other persons or entities, although attorneys’ fees may eventually be a recoverable element of damages. The revised clause provided by HED is intended to describe an indemnity obligation that falls within the scope of available professional liability insurance coverage. Preserving such insurance coverage works to the benefit of both HED and the Town.

Section 15 – Revise the last sentence so that it reads as follows: In the event that Consultant is terminated due to a material breach, then the Consultant may be liable for all reasonable and necessary costs and expenses incurred by the Town caused by or attributable to such breach.

Reason for revision: The revised language better clarifies the nature and extent of the liability of the Consultant to the Town in the event of a termination arising from a material breach of the Agreement by the Consultant.

page 92 Section 6 Architectural Agreement

Reason for revision: This section describes the usual and customary standard of professional care that would apply to architectural and engineering practice. Any statement which indicates that the Consultant’s performance standard should be “greater than” the standard that typically governs professional practice, without further definition or explanation, creates ambiguity and uncertainty and this should be avoided.

Section 10(A)(1) – Add the following to the end of this sub-section: Consultant may meet the coverage requirements through a combination of primary and excess insurance policies.

Reason for revision: As a matter of standard business practice, HED maintains CGL insurance with limits of $1 million per occurrence, with a $2 million aggregate. However, HED also maintains a $10 million excess insurance policy. The revision clarifies that both policies may be used to meet the Town’s CGL insurance requirement.

Section 13 – Revise this entire section so that it reads as follows:

Subject to reasonable mitigation by the Town, the Consultant shall indemnify and hold harmless the Town, and its officers, officials, employees and volunteers (“Town Indemnitees”) from and against claims, losses, damages, liabilities, costs and expenses, including reasonable attorneys’ fees, sustained or incurred by the Town Indemnitees and arising from third party claims, but only to the extent that such claims, losses, damages, liabilities, costs and expenses are caused by the negligent acts, errors and/or omissions of the Consultant, or those persons or entities for whom the Consultant is legally liable, in the performance of services under this Agreement. The indemnification described herein shall: (a) exclude the obligation of the Consultant to provide a defense to the Town Indemnitees (although defense costs incurred by the Town Indemnitees may be an element of damages which the Town Indemnitees may claim); and (b) survive the expiration or early termination of this Agreement, subject to any applicable statute of limitations and/or repose.

Reason for revision: The whole discussion here is driven by the scope of available professional liability insurance coverage. Such insurance covers losses and damages caused by professional negligence or the failure of the insured A/E to conform to the applicable professional standard of care. Such insurance does not cover losses or damages caused by other persons or entities and it does not operate to provide a defense to other persons or entities, although attorneys’ fees may eventually be a recoverable element of damages. The revised clause provided by HED is intended to describe an indemnity obligation that falls within the scope of available professional liability insurance coverage. Preserving such insurance coverage works to the benefit of both HED and the Town.

Section 15 – Revise the last sentence so that it reads as follows: In the event that Consultant is terminated due to a material breach, then the Consultant may be liable for all reasonable and necessary costs and expenses incurred by the Town caused by or attributable to such breach.

Reason for revision: The revised language better clarifies the nature and extent of the liability of the Consultant to the Town in the event of a termination arising from a material breach of the Agreement by the Consultant.

page 93 Section 6 Architectural Agreement

Section 20 – Revise the third sentence so that it reads as follows: At the conclusion of any such legal action, the court shall have the discretion to determine whether either party is a prevailing party, and, if such a determination is made, whether such prevailing party is entitled to recover its reasonable attorneys’ fees and litigation costs and expenses incurred from the other party.

Reason for revision: In any complex construction law related dispute, it is often difficult, if not impossible, to determine which party is a “prevailing party” at the conclusion of the matter, once a multitude of claims and counter-claims are resolved. Since it is extremely difficult to apply hard and fast rules in this area, this type of determination is best left to the sound discretion of the trial court.

page 94 Town of Atherton

Response to Request for Proposals for Architectural Services for Civic Center Design

December 10, 2014