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07/30/03 16:02 FAX 415 291 9633 <br />Scope of Services. Page 3 <br />Freedman Tung & Bottomle <br />EXHIBIT A <br />Q004 <br />l /.f1 -S <br />1. Existing parking facilities inventory: receive from City staff <br />2. :.aceive/review analysis of supply, demand & management from City staff <br />3. Prepare comparison of current downtown parking standards with reduced standards used <br />in other Bay Area cities <br />4. Meeting with City Staff to discuss potential reduction in downtown parking standards <br />Nosey T$e scope of services assumes that the City staff (or the City's padrmg consultant) will <br />prepare an analysis of the supply of existing parking, the anticipated parking demand, and the <br />current management of downtown parking. City Staff and FIB will then jointly develop concepts <br />for the proposed future management of public and new privately developed downtown parking, <br />including developing and reviewing revised parking standards for the downtown area to encourage <br />shared parking, overall efficiency and TDM and other private auto trip reduction programs. <br />H. Vulnerability to change- update & format DAP Fig 3.5 Opporumity/Catalyst Sites <br />L Environmental Factors- review Draft Downtown Area Plan EIR for planning issues & consraints <br />I. Pattern of Land Ownership (map city, agency controlled lands including easements, rights -of -way, <br />etc) <br />K Market opportunities and constraints <br />1. Discuss current market trends, issues and opportunities, and any available recent <br />economic analysis of the downtown with City staff at a meeting with FTB staff. <br />L. Analysis of Issues and Opportunities (annotated diagram). <br />Task 3. Phase I Project M anagemen t <br />This task providesan allowance for project management tasks such as project documentation, invoicing, and record <br />keeping corresponding to tasks to be performed in Phase L <br />PHASE II: ENVISIONING THE FUTURE DOWNTOWN - PLAN CONCEPT DEVELOPMENT <br />Purpose of this Phase: In this phase, the consultant team will investigate potential futures for Redwood City's <br />Downtown, engaging the comantmity in the development of possible alternatives. Tasks focus on the development of <br />recommendations that will enhance the overall identity of the Downtown area, and the evaluation of those options <br />with respect to potential impacts on the form, character and economy of the City. Finally, the team will assist the <br />community in selection of the best possible (and achievable) furore, in order to define the direction for Downtown in <br />sufficient detail, and to describe it in a way that is appealing to potential investors. All community meetings will be <br />hosted by the Downtown Advisory Group, which will represent the various stakeholders and community at large and <br />provide a forum for public input at each of the workshops. <br />Task 1. Define preliminary Downtown Revitalization Strategy Alternatives <br />Based on Phase I findings and discussions, prepare a package of 'broad-brush" land use and urban design <br />alternatives targeted at achieving a realistic proportion of the community's objectives. <br />A. Review Draft Policies in DAP, incl. LU concepts & opportunity sites for Subdistricts <br />B. Revise major land use concepts and catalyst/opportunity sites with FTB concepts. <br />C. Prepare broad -brush revitalization strategy alternatives (annotated diagrams). Prepare two <br />alternatives and map diagrams to show areas of proposed policies/action(s) to address conditions <br />identified in the Problems and Opportunities diagram, including housing and mixed use site <br />