Rev. 2018-09-12
CITY OF TAMPA, FLORIDA - RFQ
c/o Contract Administration Department
306 East Jackson Street #280A4N
Tampa, Florida 33602
20-D-00020; Transportation Production Management Support
PUBLIC ANNOUNCEMENT IN COMPLIANCE WITH REQUIREMENTS OF SECTION 287.055, FLORIDA STATUTES (CONSULTANTS’ COMPETITIVE NEGOTIATION ACT)
APPLICABLE LAW, EXECUTIVE ORDERS, RULES, REGULATIONS, AND THE CITY’S STANDARD PROCEDURES. A NOTICE OF INTENT TO AWARD SHALL BE POSTED, IF AT ALL,
ON THE CITY’S WEBSITE ACCESSIBLE BY UTILIZING THIS WEBSITE LINK:
www.tampagov.net/contract-administration/programs/architectural-engineering-construction-and-related-rfqs .
RFQ- 20-D-00020 - The City of Tampa desires to obtain
professional Transportation Production Management Support and
related services to assist in the delivery of the City’s Transportation
Capital Improvement Program and to support the planning, design,
construction, operation, monitoring, maintenance and management
of the City's multimodal transportation system. Qualified teams will
accomplish tasks in this contract through a combination of in-house
staff augmentation and home office assignments. Services may
include but are not limited to:
Capital Improvement Program (CIP) Management: Production
management and reporting, issue and action item tracking, cost
estimation, project scope development, project control/scheduling,
public information support, financial planning and tracking, value
engineering, engineering project plans review, peer reviews, and
grants administration support.(ie. FDOT LAP)
Capital Project Management
Miscellaneous Project Engineering & Planning: Project
development, roadway design, traffic engineering & analyses,
transportation planning & studies, geotechnical, public and
stakeholder engagement, surveying and mapping, permitting, utility
coordination, and other tasks for other projects not managed by this
contract.
Departmental Operations Support: Regular reporting and tracking
of Departmental activities, development of presentations, quarterly
newsletters, analyses of data metrics and development of executive
summaries.
Interdepartmental coordination, and coordination with agencies
such as, Florida Department of Transportation (FDOT), Hillsborough
Area Regional Transit Authority (HART), Hillsborough County Public
Works Dept., Hillsborough Metropolitan Planning Organization
(MPO), Hillsborough County Public Schools, Tampa Hillsborough
Expressway Authority (THEA), and Tampa Bay Area Regional Transit
Authority (TBARTA).
The successful team will provide production related support to
various projects, programs and initiatives on an as-needed basis,
including but not limited to, existing and planned deployments of
project management software systems, the City’s strategic parking
plan, Smart Cities and micro-mobility planning efforts, pavement
conditions assessment, the City’s Vision Zero Program, the Citywide
Mobility Plan (Tampa M.O.V.E.S.), Comprehensive Infrastructure for
Tampa's Neighborhoods (P.I.P.E.S.) and Americans with Disabilities
Act (ADA) transition planning. Planning efforts by other agencies
should be considered.
In order to be eligible to compete in subsequent CCNA consultant
selection, the firm selected for this contract may recuse itself from
managing certain tasks or capital projects.
Services are anticipated for a period of 5 years. The initial year’s
budget is estimated at $1,000,000. The total contract amount is
estimated at $5,000,000.
A Pre-Submission Conference for this project will be conducted at
3:00PM Tuesday February 4, 2020, at 315 E Kennedy Blvd in the 3rd
Floor City Council Chambers. Attendance is not mandatory.
Additional material may be found at demandstar.com and at:
www.tampagov.net/contract-administration/programs/architectural-
engineering-construction-and-related-rfqs
Questions may be directed to Jim Greiner, P.E., Contract
Administration, City of Tampa, (813) 274-8598, or E-Mail
jim.greiner@tampagov.net.
An individual or entity (“Firm”) responding to this RFQ must provide evidence of any
required licenses, certificates, or registrations with its submission or within 10 days
thereof in order to be considered. The City shall own all ideas, documents, plans, and
materials developed as a result of this solicitation and Firm is informed same shall be
subject to reuse in accordance with Section 287.055(10), Florida Statutes. Firm (i)
confirms it has read and is familiar with Section 119.071(3), Florida Statutes regarding
certain building plans, blueprints, schematic drawings, which depict the internal layout
and structural elements of a building, facility, or other structure owned or operated by
the City or other agency that are per said section exempt from Section 119.07(1),
Florida Statutes and Section 24(a), Art. I of the Florida Constitution (“Exempt Plans”)
and (ii) agrees Firm shall remain in compliance with same, including maintaining the
exempt status of such Exempt Plans for so long as they are held by Firm or otherwise
in its possession. The City may cancel, withdraw, or modify this RFQ at any time and
reserves the right to reject any or all responses and to waive irregularities, formalities,
and informalities as it determines in the City’s best interest.
Firms desiring to provide these services to the City must submit a single
electronic file in searchable PDF format, Smaller than 5MB, that
includes the attached RFQ Transmittal Memorandum completed as
appropriate, a Letter of Interest addressed to Brad L, Baird, P.E.,
Chairman, and referring to this RFQ by number, together with a
Statement of Qualifications and any supplemental material allowing
evaluation for further consideration (short-listing) based upon the
following criteria/point system: Successful comparable experience
developing and managing CIPs including developing financial plans,
master schedules, and work programs (30); Successful experience in
transportation project management, traffic engineering and
transportation design (25); Successful experience supporting
governmental organizations with a combination of home-office
assignments and in-house (embedded) staff augmentation (20);
Workload and availability (5); Past performance/Low amount of City
work (5); Standard Form #330 (5); Planned W/MBE-SLBE participation
(10).
The PDF file must be E-Mailed to
ContractAdministration@tampagov.net BEFORE 2 P.M., Thursday
February 27, 2020. As a courtesy, the City will endeavor provide an
email acknowledgement usually sent within a few days after
submission receipt (submissions received on the day of the deadline
may not be acknowledged before the deadline or at all). It is Firm’s
responsibility to confirm its submission (PDF file) has been received.
* With submittal or within 10 days thereafter, Firm must provide a signed copy of the complete agreement between all JV/PN members indicating
respective roles, responsibilities, and levels of participation.
RFQ TRANSMITTAL MEMORANDUM
FOR A SUBMITTAL TO THE CITY OF TAMPA, FLORIDA
TRANSMITTAL DATE:
RFQ
N
O
.
&
TITLE
:
Brad L. Baird, P. E., Chairman
Selection & Certification
Committee
(CCNA)
c/o Contract Administration Department via ContractAdministration@tampagov.net
306 East Jackson Street, 4th Floor North, Tampa, Florida 33602
SUBMITTER
(“Firm”)
NAME
:
FEDERAL
TAX
ID#:
FIRM
TYPE:
Individual/Sole Proprietor Joint Venture (JV)* Partnership (PN)* Corporation
Limited Liability Company Other:
FIRM CONTACT NAME:
EMAIL
:
PHONE
:
CERTIFICATIONS:
Firm is licensed, permitted, and certified as required to do business in Florida: Yes | No
License/registration/certification no(s):
P
e
r
§287.133
, Fla
.
Sta
t
.
, i
ndividuals or entities
(including
those
meeting the §287.133
, Fla. Stat.
definition of
“affiliate”) placed on the convicted vendor list (“List”) following a conviction for public entity crimes may not
submit a bid, proposal, or reply (“Response”) on a contract to provide any goods or services to a public
entity, may not submit a Response on a contract with a public entity for the repair or construction of a public
building or public work, may not submit a Response for leases of real property to a public entity, and may not be
awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public
entity; and may not transact business with any public entity in excess of the threshold amount provided in
§287.017, Fla. Stat. for CATEGORY TWO for a period of 36 months from the date of placement on the List.
Neither Firm nor its affiliates have been placed on the List: Yes | No
Firm’s
own initial application for employment has criminal history screening practices similar
to th
ose
contained
in Chapter 12, Article VI, Tampa Code (responses, whether “Yes” or “No”, are for informational purposes only
and will not be used as a basis for award or denial, or for any protest): Yes | No
Firm
shall comply with all applicable governmental
rules
&
regulations
,
including
City's Ethics Code
(
Sec
.
2
-
522, Tampa Code). The City's Charter & Ethics Code prohibit any City employee from receiving any substantial
benefit or profit out of any award or obligation entered into with the City, or from having any direct or indirect
financial interest in effecting any such award or obligation. If Firm is successful, it shall ensure no City employee
receives any such benefit or interest as a result of such award (See Sec.2-514(d),Tampa Code): Yes | No
Firm is
not in arrears
and is
in d
efault
upon any obligation to the City
of Tampa
:
Yes |
No
Firm agrees that i
f the City
of Tampa
determines
Firm has participated in any collusive, deceptive, or
fraudulent
practices with regard to this submittal, in addition to any other remedy it may exercise, the City will have the
right to debar Firm and deem invalid any contract let under such circumstances: Yes | No
D
ata or
material
Firm
asserts to be exempted from public disclosure under Chapter
119, Fla
.
Stat
.,
is
submitted
in a separate, single electronic searchable PDF file labeled with the above RFQ number and the phrase
“Confidential Material”, which identifies the data/material to be protected, states the reasons the date/material is
exempt from public disclosure, and the specific Florida statute allowing such exemption (if “No” or otherwise,
then Firm waives any possible or claimed exemption upon submission, effective at opening): Yes | No
FAILURE TO COMPLETE THE ABOVE MAY RESULT IN
FIRM
S
SUBMITTAL
BEING DECLARED NON
-
RESPONSIVE
Authorized Signature (wet):
[SEAL] Printed Name:
Title: Sole Prop Pres Sr VP Gen Ptnr LLC Auth.Mbr/Mgr
Other _______________________ (attach proof of authority)
STATE OF
COUNTY OF
The forgoing instrument was sworn (or affirmed) before me before me by means of physical presence or online
notarization, this ____ day of ________________________, 20____ by _________________________________________
either in his/her individual capacity or where Firm is an entity as the ____________________________________ of
__________________________________________, on behalf of such entity. He/She is personally known to me OR
produced identification. Type of identification produced:
[NOTARY SEAL]
Printed Name: Notary Public, State of
My Commission Expires: Commission No:
Rev.2018-09-12
20-D-00020; Transportation Production Management Support Services
Points Pursuant to Designated Industry Category:______________
(Refer to MBD Form 70 and Form 50-GFE Outreach)
Evaluation Criteria
Point Values
A.
Underutilized WMBE Firms participating as the
Prime Contractor (City of Tampa Certified Only)
10
B.
City of Tampa Certified SLBE firms participating
as the Prime Contractor, which include City of
Tampa Certified WMBE/SLBE sub-(contractor,
consultant) participation
5 - 7
C.
Non-City of Tampa Certified WMBE/SLBE Prime
Contractor with meaningful sub-(contractor,
consultant) participation by City Certified
Underutilized WMBE and/or SLBE firms
1 - 7
D.
* External agency WMBE/SLBE/DBE
certifications recognized by City of Tampa for
designated RFP, RFQ, RFI solicitations
0 5
NOTE: The maximum points available for WMBE and/or SLBE participation will not exceed ten (10)
Points are determined as follows (Requires Form 50-GFE):
A. A maximum of ten (10) rating points may be awarded when the Proposer is a City of Tampa
Certified WMBE firm deemed underutilized within the Industry category established by the RFP.
B. A maximum of seven (7) rating points may be awarded when the Proposer is a City of Tampa
certified SLBE with meaningful participation by City certified WMBE/SLBE sub-
contractors/consultants.
C. One to Seven (1-7) rating points may be awarded when the Proposer is not a City of Tampa
certified WMBE/SLBE prime contractor but utilizes either Underutilized WMBE and/or SLBE
certified firm(s) as sub-contractors/consultants and assigned to perform meaningful segments of
the contractual services detailed herein and documented on the enclosed MBD Form 10-20.
D. A maximum of five (5) “discretionary” rating points may be awarded when the Proposer provides
WMBE/SLBE participation from an external agency recognized by the City. Discretionary points
may be awarded for ancillary participation (see definition). The point values for ancillary
participation may be subordinate to weighted values outlined in categories A, B and C above.
NOTE: *WMBE participation is narrowly-tailored (per policy) to target underutilization of affected
groups in specific trade/industry categories. Any WMBE/SLBE achievement that was not
designated on MBD Form 70 is considered ancillary. Ancillary participation may be counted with
overall participation and credited to your rating points when underutilization criteria are met.
The maximum number of points available for WMBE and/or SLBE participation will not exceed a total
of ten (10) points.
Failure to Complete, Sign and Submit Both Forms 10 & 20 SHALL render the Bid or Proposal Non-Responsive
Page 1 of 4DMI Solicited/Utilized Schedules
City of Tampa Schedule of All Solicited Sub-(Contractors/Consultants/Suppliers)
(FORM MBD-10)
Contract No.: Contract Name:
Company Name: Address:
Federal ID: Phone: Fax: Email:
Check applicable box(es). Detailed Instructions for completing this form are on page 2 of 4.
[ ] No Firms were contacted or solicited for this contract.
[ ] No Firms were contacted because:
[ ] See attached list of additional Firms solicited and all supplemental information (List must comply to this form)
Note: Form MBD-10 must list ALL subcontractors solicited including Non-minority/small businesses
NIGP Code Categories: Buildings = 909, General = 912, Heavy = 913, Trades = 914, Architects = 906, Engineers & Surveyors = 925, Supplier = 912-77
S = SLBE
W=WMBE
O = Neither
Company Name
Address
Phone, Fax, Email
Type of Ownership
(F=Female M=Male)
BF BM = African Am.
HF HM = Hispanic
AF AM = Asian Am.
NF NM = Native Am.
CF CM = Caucasian
Trade or
Services
NIGP Code
(listed
above)
Contact
Method
L=Letter
F=Fax
E=Email
P=Phone
Quote
or
Response
Received
Y/N
Federal ID
It is hereby certified that the information provided is an accurate and true account of contacts and solicitations for subcontracting
opportunities on this contract.
Signed: Name/Title: Date:
Failure to Complete, Sign and Submit Both Forms 10 & 20 SHALL render the Bid or Proposal Non-Responsive
Forms must be included with Bid / Proposal
MBD
10 rev./effective 02/2016
Page 2 of 4DMI Solicited/Utilized
Instructions for completing The Sub-(Contractors/Consultants/ Suppliers) Solicited Form
(Form MBD-10)
This form must be submitted with all bids or proposals. All subcontractors (regardless of ownership or size) solicited
and subcontractors from whom unsolicited quotations were received must be included on this form. The instructions that
follow correspond to the headings on the form required to be completed. Note: Ability or desire to self-perform all work
shall not exempt the prime from Good Faith Efforts to achieve participation.
C
ontract No. This is the number assigned by the City of Tampa for the bid or proposal
.
C
ontract Name. This is the name of the contract assigned by the City of Tampa for the bid or proposal.
Contractor Name. The name of your business and/or doing business as (dba) if applicable.
Address. The physical address of your business.
Federal ID. FIN. A number assigned to your business for tax reporting purposes.
Phone. Telephone number to contact business.
Fax. Fax number for business.
Email. Provide email address for electronic correspondence.
No Firms were contacted or solicited for this contract. Checking the box indicates that a pre-determined
S
ubcontract Goal or Participation Plan Requirement was not set by the City resulting in your business not using
subcontractors and will self-perform all work. If during the performance of the contract you employ
subcontractors, the City must pre-approve subcontractors. Use of the “Sub-(Contractors/Consultants/Suppliers)
Payments” form (MBD Form-30) must be submitted with every pay application and invoice. Note: Certified
SLBE or WMBE firms bidding as Primes are not exempt from outreach and solicitation of subcontractors.
No Firms were contacted because. Provide brief explanation why no firms were contacted or solicited.
See attached documents. Check box, if after you have completed the DMI Form in its entirety, you need more
space to list additional firms and/or if you have supplemental information/documentation relating to the form. A
ll
DMI data not submitted on the MBD Form-10 must be in the same format and have all requested data from MBD
Form-10 included.
The following instructions are for information of any and all subcontractors solicited.
“S
” = SLBE, “W” = WMBE. EnterS” for firms Certified by the City as Small Local Business Enterprises and/or
W” for firms Certified by the City as either Women/Minority Business Enterprise; “O” = Non-certified others.
Federal ID. FIN. A number assigned to a business for tax reporting purposes. This information is critical in proper
identification and payment of the contractor/subcontractor.
Company Name, Address, Phone & Fax. Provide company information for verification of payments.
Type of Ownership. Indicate the Ethnicity and Gender of the owner of the subcontracting business.
Trade, Services, or Materials indicate the trade, service, or materials provided by the subcontractor. NIGP codes
aka “National Institute of Governmental Purchasingare listed at top section of document
.
Co
ntact Method L=letter, F=fax, E=Email, P=Phone. Indicate with letter the method(s) of soliciting for bid.
Quote or Resp. (response) Rec’d (received) Y/N. Indicate “Y” Yes if you received a quotation or if you received
a response to your solicitation. Indicate “N” No if you received no response to your solicitation from the
subcontractor. Must keep records: log, ledger, documentation, etc. that can validate/verify
.
I
f additional information is required or you have questions, please contact the Equal Business Opportunity Program -
Minority and Small Business Development Office at (813) 274-5522.
Failure to Complete, Sign and Submit Both Forms 10 & 20 SHALL render the Bid or Proposal Non-Responsive
Page 3 of 4DMI Solicited/Utilized Schedules
City of Tampa Schedule of All To-Be-Utilized Sub-(Contractors/Consultants/Suppliers)
(FORM MBD-20)
Contract No.: Contract Name:
Company Name: Address:
Federal ID: Phone: Fax: Email:
Check applicable box(es). Detailed Instructions for completing this form are on page 4 of 4.
[ ] See attached list of additional Firms Utilized and all supplemental information (List must comply to this form)
Note: Form MBD-20 must list ALL subcontractors To-Be-Utilized including Non-minority/small businesses
[ ] No Subcontracting/consulting (of any kind) will be performed on this contract.
[ ] No Firms are listed to be utilized because:
NIGP Code General Categories: Buildings = 909, General = 912, Heavy = 913, Trades = 914, Architects = 906, Engineers & Surveyors = 925, Supplier = 912-77
Enter “S” for firms Certified as Small Local Business Enterprises, “W” for firms Certified as Women/Minority Business Enterprise, “O” for Other Non-Certified
S = SLBE
W=WMBE
O =Neither
Company Name
Address
Phone, Fax, Email
Type of Ownership
(F=Female M=Male)
BF BM = African Am.
HF HM = Hispanic Am.
AF AM = Asian Am.
NF NM = Native Am.
CF CM = Caucasian
Trade,
Services,
or Materials
NIGP Code
Listed
above
$ Amount
of Quote.
Letter of
Intent (LOI)
if available
Percent
of
Scope or
Contract
%
Federal ID
Total ALL Subcontract / Supplier Utilization $____________________
Total SLBE Utilization $ _____________________________________
Total WMBE Utilization $ ____________________________________
Percent SLBE Utilization of Total Bid/Proposal Amt. _____% Percent WMBE Utilization of Total Bid/Proposal Amt. _____%
It is hereby certified that the following information is a true and accurate account of utilization for sub-contracting opportunities on this Contract.
Signed: Name/Title: Date:
Failure to Complete, Sign and Submit Both Forms 10 & 20 SHALL render the Bid or Proposal Non-Responsive
Forms must be included with Bid / Proposal
MBD 20 rev./effective 02/2016
Page 4 of 4 DMI Solicited/Utilized
Instructions for completing The Sub-(Contractors/Consultants/ Suppliers) to be Utilized Form
(Form MBD-20)
This form must be submitted with all bids or proposals. All subcontractors (regardless of ownership or size) projected
to be utilized must be included on this form. Note: Ability or desire to self-perform all work shall not exempt the prime
from Good Faith Efforts to achieve participation.
Contract No. This is the number assigned by the City of Tampa for the bid or proposal.
Contract Name. This is the name of the contract assigned by the City of Tampa for the bid or proposal.
Contractor Name. The name of your business and/or doing business as (dba) if applicable.
Address. The physical address of your business.
Federal ID. FIN. A number assigned to your business for tax reporting purposes.
Phone. Telephone number to contact business.
Fax. Fax number for business.
Email. Provide email address for electronic correspondence.
No Subcontracting/consulting (of any kind) will be performed on this contract. Checking box indicates your
business will not use subcontractors when no Subcontract Goal or Participation Plan Requirement was set by the
City, but will self-perform all work. When subcontractors are utilized during the performance of the contract, the
“Sub-(Contractors/Consultants/Suppliers) Payments” form (MBD Form-30) must be submitted with every pa
y
a
pplication and invoice. Note: certified SLBE or WMBE firms bidding as Primes are not exempt from outreach
and solicitation of subcontractors, including completion and submitting Form-10 and Form-20.
No Firms listed To-Be-Utilized. Check box; provide brief explanation why no firms were retained when a goal
or participation plan requirement was set on the contract. Note: mandatory compliance with Good Faith Effort
outreach (GFECP) requirements applies (MBD Form-50) and supporting documentation must accompany the bid.
See attached documents. Check box, if after completing the DMI Form in its entirety, you need more space to
list additional firms and/or if you have supplemental information/documentation relating to the
scope/value/percent utilization of subcontractors. Reproduce copies of MBD-20 and attach. All data not
submitted on duplicate forms must be in the same format and content as specified in these instructions.
The following instructions are for information of Any and All subcontractors To Be Utilized.
Federal ID. FIN. A number assigned to a business for tax reporting purposes. This information is critical in
proper identification of the subcontractor.
“S” = SLBE, “W” = WMBE. EnterS” for firms Certified by the City as Small Local Business Enterpris
es
a
nd/or “W” for firms Certified by the City as Women/Minority Business Enterprise; “O” = Non-certified others.
Company Name, Address, Phone & Fax. Provide company information for verification of payments.
Type of Ownership. Indicate the Ethnicity and Gender of the owner of the subcontracting business.
Trade, Services, or Materials (NIGP code if Known) Indicate the trade, service, or material provided by the
subcontractor. Abbreviated list of NIGP is available at http:/www.tampagov.net/mbd “Information Resources”
.
Amount of Quote, Letters of Intent (required for both SLBEs and WMBEs).
Percent of Work/Contract. Indicate the percent of the total contract price the subcontract(s) represent. Fo
r
C
CNA only (i.e. Consultant A/E Services) you must indicate subcontracts as percent of total scope/contract.
Total Subcontract/Supplier Utilization. Provide total dollar amount of all subcontractors/suppliers projected
to be used for the contract. (Dollar amounts may be optional in CCNA depending on solicitation format).
Total SLBE Utilization. Provide total dollar amount for all projected SLBE subcontractors/Suppliers used for
this contract. (Dollar amounts may be optional in CCNA proposals depending on the solicitation format).
Total WMBE Utilization. Provide total dollar amount for all projected WMBE subcontractors/Suppliers used for
this contract. (Dollar amounts may be optional in CCNA proposals depending on the solicitation format).
Percent SLBE Utilization. Total amount allocated to SLBEs divided by the total bid/proposal amount
.
Percent WMBE Utilization. Total amount allocated to WMBEs divided by the total bid/proposal amount.
If additional information is required or you have questions, please contact the Equal Business Opportunity Program -
Minority and Small Business Development Office at (813) 274-5522.
 
 
 

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Page 1 o
f
1
Procurement Guidelines
To Implement
Minority & Small Business Participation
Underutilized WMBE Primes by Industry Category
Construction
Construction‐
Related
Professional NonProfessional Goods
AL PROCUREMENT
Black Asian Black Black Black
Hispanic Native Am. Hispanic Asian Hispanic
Native Am.
Woman
Asian Native Am. Asian
FORM
Woman
Native Am. Native Am.
Woman Woman
Underutilized WMBE SubContractors / SubConsultants
Construction
Construction‐
Related
Professional NonProfessional Goods
Black Black Black Black Black
Asian Hispanic Asian Asian
SUB WORK
Native Am.
Asian Native Am. Native Am.
Woman Native Am.
Woman
Woman
Policy
The Guidelines apply to formal procurements and solicitations. WMBE participation will be narrowlytailored.
Index
Black = Black/AfricanAmerican Business Enterprise
Hispanic = Hispanic Business Enterprise
Asian = Asian Business Enterprise
Native Am. = Native American Business Enterprise
Woman = Woman Business Enterprise (Caucasian)
Industry Categories
Construction is defined as: new construction, renovation, restoration, maintenance of public improvements and underground utilities.
ConstructionRelated Services are defined as: architecture, professional engineering, landscape architecture, design build, construction
management services, or registered surveying and mapping.
Professional Services
are defined as: attorney, accountant, medical doctor, veterinarian, miscellaneous consultant, etc.
NonProfessional Services are defined as: lawn maintenance, painting, janitorial, printing, hauling, security guard, etc.
Goods are defined as: all supplies, materials, pipes, equipment, machinery, appliances, and other commodities.
MBD Form70
October 2012 (RFP)
Advisory Team
Chair: Robert Bertini, Ph.D., P.E.
Executive Director,
Center for Urban Transportation Research (CUTR)
Recommendations
and Final Report
Transportation
Transforming
Tampa’s
Tomorrow
Mayor Jane Castor
Chair
Carole Post
Assoc. VP and Chief Administrative Ofcer, USF Health
Chief Executive Ofcer, USF Health HPCC/CAMLS
Mayoral Transition Lead, City of Tampa
Co-chairs
Hon. Harry Cohen
Former Tampa City Council Member
Sonya Little
Chief Administrative Ofcer, Strategic Property Partners
Former Chief Financial Ofcer, City of Tampa
Transportation
Workforce
Development
Affordable
Housing
Sustainability
and Resiliency
Development
Services
November 1, 2019
When I took ofce in May 2019, one of the rst things I did was to initiate a series of advisory teams that
could provide insight and guidance on ve of the City’s most critical paths to its future - Transportation,
Development Services, Workforce Development, Affordable Housing, and Sustainability and Resiliency.
Tampa is at a transformative time and the way in which we approach solutions to these issues will make
a difference for generations to come. That is why it has been so important to have robust and informed
input to develop my plans.
With that in mind, I asked dozens of individuals across the community and the region to participate in this
process. Representing all factions of our City - business, not-for-prot, academia, advocacy, government,
and more. These individuals came together over 90-day periods with each person volunteering their time
and their talent to a specic subject area. I am deeply grateful for their commitment and dedication to
this effort and for their wisdom in providing valuable input to this planning process.
I am pleased to share this ‘Recommendations and Final Report’ for the Transportation Advisory Team
which represents both visionary and tactical recommendations. In sharing this report, I welcome
continued dialogue and input on how to successfully navigate one of our City’s most important issues.
These recommendations will provide a path for us to achieve transformational goals, and I am committed
to providing the leadership and direction to take us there.
Mayor Jane Castor
A Letter from
Mayor Jane Castor
1
A Letter from
Mayor Jane Castor
TABLE OF CONTENTS
Introduction and Background ............................... 2
General Findings and Recommendations ...................... 3
Section 1
Implement Strategic Transit Projects ......................... 4
Section 2
Focus on Trails and Greenways as Transportation Options ........ 7
Section 3
Adopt Vision Zero as a Citywide Policy ........................ 8
Section 4
Reinvent Urban Parking & Mobility ........................... 10
Section 5
Enhance Neighborhood Engagement ......................... 12
2
Introduction and Background
Transportation Advisory Team Introduction
On June 24, 2019, Mayor Castor kicked off the Transportation Advisory Team. The challenge for this team
was to recommend approaches to address a number of long-standing as well as emerging mobility-
related issues facing Tampa and its surrounding areas. Initially, the team received a brieng on the
current state of transportation initiatives already underway and future initiatives planned by the City
of Tampa and across the region. The group was asked to focus on identifying realistic, actionable, and
achievable goals while recognizing that numerous ideas and proposals already exist. In connection with
existing and planned efforts, the group was asked to focus its attention on ve key subject areas:
Connectivity - Frame a vision for transit connections within City limits in concert with other
transportation-related entities and identify an achievable path forward for that vision.
Integration - Identify options to integrate the existing trails system into the transportation
network to enable viable active transportation mode alternatives.
Safety - Recommend additional actions to support the City of Tampa’s Vision Zero goals.
Technology - Propose transportation and parking technology solutions, mobility applications, and
integrated planning.
Engagement - Outline a strategic framework for an effective and inclusive approach to
community engagement.
The team evaluated a broad range of ideas, including, but not limited to, establishing a rail plan approach
and priorities; evaluating east-west corridor options and preferences; assessing options for service
network expansion; and evaluating the best approach for expanding the City’s greenways as well as
achieving Vision Zero goals.
This report provides the nal set of recommendations generated by the Transportation Advisory Team for
consideration by the Mayor.
Mayor Castor’s Transition Advisory Teams
As part of the Mayoral transition, Mayor Jane Castor initiated ve transition advisory teams to provide
a roadmap for guiding the implementation of the key priorities of the Castor Administration. The ve
areas of focus are Transportation, Development Services, Workforce Development, Affordable Housing,
and Sustainability/Resilience. Each team was charged with an objective that was relevant to its specic
challenges and opportunities with a recognition that each individual effort would ultimately connect back
together to create a strategic tapestry in support of the Mayor’s vision. The Sustainability and Resilience
advisory team will be focused on connecting the work of the four other advisory teams to build an overall
strategic and comprehensive blueprint for the City of Tampa.
3
General Findings and Recommendations
The ndings and recommendations in this section are intended to be global in nature and are intended
to affect positive outcomes for the recommendations described in the report.
1. Elevate and strengthen transportation functions
in City government through an administrative-level
reorganization. Consolidate transportation-related
functions under one City Administrator. Ensure that the
City can attract and retain high-quality transportation
professionals with sufcient resources to deliver a
world-class transportation system. Enhance coordination
and streamline the decision-making between the
Department of Transportation and Stormwater Services
with the Planning & Development Department.
2. Immediately begin working to further develop the
Citywide Mobility Plan, called Tampa M.O.V.E.S.
(Mobility, Opportunity, Vision, Equity, and Safety).
This plan will outline transportation objectives and
initiatives for the next 30 years, with an emphasis on
memorializing the City’s strategic vision to effectively
leverage the ‘All for Transportation’ surtax revenue.
And meet our mobility goals through a community
engagement program. This engagement will outline
a clear vision for our city-- one that our residents are
demanding.
3. Perform a comprehensive review of the City’s Land Development Code and identify
recommendations to better align land use, transportation, and mobility policies with the City’s
adopted Comprehensive Plan goals and objectives. A particular focus should be placed on
policies concerning density, parking, and affordable housing. A cross-departmental team will be
established to participate in this effort.
4
- SECTION 1 -
Implement Strategic Transit Projects
Expanding transit service and implementing new, dedicated right-of-way transit options are the most
critical actions the Mayor and City can take to maintain a good quality of life for residents and ensure
continued prosperity for people and businesses in Tampa. The City must resolve the disconnect between
the City’s Comprehensive Plan and development patterns, continue coordination between transportation
agencies, integrate and allow for new technology, and develop a citywide mobility plan to establish how
to use the right-of-way to maximize mobility now and in the future. With the new ‘All for Transportation’
surtax funding, the City is positioned to achieve unprecedented development of a multimodal transit
system and should immediately begin the work of building a multimodal transit network.
“There is a sense of urgency to implement projects. The Mayor needs to pick some transformational
major projects, make a plan to implement, and champion them.”
-- Gary Sasso, Transportation Advisory Team Member
Following are the recommendations related to implementing strategic transit projects.
Recommended Action Items
1. Position the Mayor to serve as a vocal champion for frequent, reliable, and equitable transit
service that increases access to jobs, education, entertainment, and regional connections and
maximizes the opportunity for transit-oriented development. Specic mode and alignment
decisions should be determined through a technically-sound, data-driven, and transparent
planning and public engagement process that considers all transit modes. Because there are
already various studies and projects underway, the role of the Mayor and the City may vary
slightly depending on the project in question, however, the successful achievement of the
recommendations largely depends on the Mayor’s leadership and direct involvement.
5
2. Focus on implementing the following strategic transit initiatives:
a. Modernize and Expand Streetcar Service. The City should a) commit to an
aggressive implementation of the existing plan to modernize the streetcar by
increasing capacity and speed to extend into Tampa Heights, b) begin planning for the
extension beyond Tampa Heights (Phase 4), and c) work with HART to develop a long-
term funding approach for streetcar system operations, focusing on maintaining high
quality levels of service and free and/or reduced fares.
b. Leverage CSX Rail Lines. HART has proposed an Initial Assessment of the CSX rail
lines which is targeted to begin in 2020 and be funded by surtax revenue. The Initial
Assessment will determine the viability of the rail lines for future passenger service.
Public engagement and technical analysis are needed to determine the type of
service (local, inter-city, regional, etc.), necessary land use changes, and appropriate
redevelopment opportunities around future stations.
As a HART Board Member, the Mayor and City staff should be integrally involved
in the Initial Assessment. Depending on the outcome of the Initial Assessment, the
City should work with HART and Hillsborough County to perform a comprehensive
corridor study to determine the most appropriate and feasible type of service to be
deployed on the CSX corridor. It is important that the City work to ensure that the
transit service selected will be the most appropriate to serve the City’s transportation
needs, and most importantly, that there is broad-based community engagement and
community land use planning incorporated as an integral part of the project.
c. Connect Westshore, Downtown, and USF. Begin planning and project development
for major projects along key transit corridors starting with the connection from
Downtown to Westshore and Downtown to USF.
For the Downtown to USF route, HART has begun a BRT study for this connection. As
a HART Board Member, the Mayor should be actively involved in the outcome and in
advancing the project forward. At the same time, the City can begin to evaluate ‘transit-
oriented development’ options along the corridor that would maximize the amount
of walkable residential, business, and leisure space nearby. For the Downtown to
Westshore link, the City should work with HART to begin a feasibility study.
In connection with these identied priorities, the City can identify additional
connection corridors and help to facilitate a pilot demonstration project in
coordination with HART and other agencies.
6
d. Expand HART Bus Service: Traditional bus service is a critical backbone of a strong
transportation system. It also can be relatively quick to implement. The City should work
closely with HART to implement increased access to frequent and affordable transit
service with special focus on a) providing more economic opportunities, b) connecting
neighborhoods to jobs, and c) prioritizing connections to affordable housing.
Additionally, the City should prioritize increasing frequencies on existing routes and
establishing new routes where service is inadequate, especially in economically-
disadvantaged areas.
e. Establish key intermodal centers. The Mayor should strongly inuence efforts to
establish intermodal transportation hubs in Westshore, Downtown, and the USF area,
prioritizing locations that enable connection to local and regional systems, provide
opportunity for dense, urban development, and attract public-private partnerships.
The Mayor should work with FDOT to accelerate the planning and implementation of
the Westshore Intermodal Center at the intersection of Trask and Cypress Streets. The
Mayor should work with FDOT to leverage City resources and assets to secure sites for
remaining intermodal centers in Downtown and the USF Area.
f. Connect Tampa to Orlando: The Mayor should advocate for a rail connection between
Orlando and Tampa.
3. Develop specic, data-driven performance goals for transit corridor planning and
implementation. Measure and report performance annually.
Implement Strategic Transit Projects continued
7
- SECTION 2 -
Focus on Trails and Greenways as Transportation Options
Trails and Greenways are an important piece of an urban, multimodal transportation system that must
be integrated with transportation planning, implementation, and operations to be a useful part of the
transportation mobility network.
“The locations and designs of trails are important and impact user experience, and integrating the
contextual design with surrounding land uses is key to trails and greenways success.”
-- Dr. Robert Bertini, Transportation Advisory Team Chair
Following are the recommendations related to integrating the existing trails system into the transportation
network to enable viable active transportation mode alternatives.
Recommended Action Items
1. Integrate the planning and implementation
function for City trails and greenways into the
City’s Transportation and Stormwater Services
Department.
2. Update the citywide greenways and trails maps as
a component of the Citywide Mobility Plan.
3. Ensure that the planning of greenways and trails
is performed with an eye to providing a viable
transportation option, not simply a recreational
function, and is consistent with the guiding
principles of the Citywide Mobility Plan.
4. Develop specic performance goals for trails and
greenways planning and implementation.
8
- SECTION 3 -
Adopt Vision Zero as a Citywide Policy
Safety is a top priority in Mayor Castor’s administration focused on protecting all City residents,
businesses, and visitors. Vision Zero is ‘a strategy to eliminate all trafc fatalities and severe injuries,
while increasing safe, healthy, equitable mobility for all. First implemented in Sweden in the 1990s, Vision
Zero has proved successful across Europe and is gaining momentum in major American cities.’
Vision Zero should be adopted as a critical policy platform through which all transportation and transit
improvements are realized. The effort will benet from proactive community engagement and increased
coordination with community partners.
“The City should work with the Hillsborough MPO to build upon the Vision Zero Action Plan with the
City’s own Vision Zero Action Plan. It’s important that the Mayor takes a strong position on Vision Zero.”
-- Gena Torres, Transportation Advisory Team Member
Following are the recommendations related to City of Tampa’s Vision Zero goals:
Recommended Action Items
1. Formalize Vision Zero as a citywide policy priority with Mayor Jane Castor as a vocal
advocate. Include policy statements that support the following:
a. Safety and the preservation of human life is the City’s highest priority.
b. Every trafc death is preventable.
c. The transportation system should be safe for all road users, for all modes of
transportation, in all communities and for people of all incomes, races, ethnicities, ages,
and abilities.
d. People are inherently vulnerable and speed is a fundamental predictor of crash survival.
The transportation systems should be designed for speeds that protect human life.
e. Attention should be paid to protect the most vulnerable road users such as pedestrians
and cyclists.
f. Transportation and land use development policies, standards, programs, and design
decisions should be reviewed and updated to prioritize preserving lives and implementing
supporting infrastructure such as sidewalks, street lighting, and mid-block crossings.
g. Safe human behaviors, education about and enforcement of safety rules, and smart
mobility technologies are essential contributors to a safe system.
h. Vision Zero principles should be instilled as a culture.
9
2. The City should join the Vision Zero Network which is a collaborative campaign aimed at
building the momentum and advancing the shift toward safe, healthy, equitable mobility for all.
The Network brings together local leaders in health, trafc engineering, police enforcement,
policy, and advocacy to develop and share strategies, policies and practices that make Vision
Zero a reality.
3. Develop a City of Tampa Vision Zero Action Plan that focuses on implementation and
includes a public engagement campaign in coordination with the MPO’s ongoing efforts.
4. Update the City’s Land Development Code to incorporate Vision Zero principles.
5. Create a City of Tampa Vision Zero Coordinator position to champion the program and
coordinate with all affected City departments such as Transportation and Stormwater Services,
Police, Planning & Development, and Parks & Recreation.
6. The City should immediately begin projects to close the gap on key sidewalk connections
that link neighborhoods to public schools, transit, and vulnerable communities; set a goal and
immediately begin working to expand the number of safe pedestrian crossings in the City;
and take a bold and aggressive approach to implementing transformative complete streets
throughout the City.
7. Work with FDOT, Hillsborough County, and THEA to develop, prioritize, fund, and implement
safety projects on high crash corridors on State, County and other agency facilities within
City limits.
8. Develop a City-sponsored program that makes it easier and simpler for engaged community
members to work with the City to host activities and events that activate city streets as
dynamic public spaces.
10
- SECTION 4 -
Reinvent Urban Parking & Mobility
Parking is a key piece of the transportation network and parking policies must support transit, urban
development, and affordable housing.
“If Tampa is going to be a world class city, we need world class mobility services. We need to kick it
up a notch! Mobility hubs are the way of the future.”
-- Mark Sharpe, Advisory Team Member
Following is an outline of the recommendations related to urban parking and mobility as it relates to
transportation and parking technology solutions, mobility applications, and integrated planning.
Recommended Action Items
1. Establish and implement a strategic vision for urban parking systems management as a
critical component of the City’s mobility network.
a. Integrate the planning and operations functions for the City’s parking assets into the
Transportation and Stormwater Services Department.
b. Develop specic, data-driven performance metrics for urban parking management that
support strategic transportation goals.
c. Identify resource recommendations to enable improved coordination and integration of
parking assets and tools within the City organization.
11
2. Identify and implement best practices in urban parking management. Use a “City as a
Lab” approach to try new ideas and test innovation in the realm of parking management with
the goal of developing a world-class system. Increase the use of technology and waynding
to expand awareness of, and access to, parking options and other multimodal options such
as bus and rail transit, micromobility options, bicycle share, car share, car/van pool, shuttles/
circulators, walking, bicycling, and driving.
3. Develop a program to modernize the City’s off-street parking requirements. The City’s
off-street parking requirements should promote shared parking opportunities based on a
dynamic parking plan which incorporates the City’s expanding transit and multimodal facilities
networks, land use, parking demand, and parking costs. Specic recommendations include:
a. Evaluate current minimum parking requirements
for affordable housing developments in an effort
to reduce housing costs.
b. Establish maximum parking requirements and
consider eliminating parking requirements for
redevelopment projects in downtown.
c. Deploy shared parking programs to improve
availability and maximize usage of current public
and private parking resources.
4. Initiate a study to reevaluate the existing parking
rates, and consider modied parking rates and
structures to achieve strategic mobility goals.
12
- SECTION 5 -
Enhance Neighborhood Engagement
Over the next decade, with new leadership and a new dedicated source of revenue, the City’s transportation
network is going to transform. Residents, neighborhood leaders, the business community, local activists, and
community partners must all have a voice in the realization of our common vision to be a connected,
multimodal, safe, and thriving city. The City must deploy more active and consistent neighborhood and
community engagement practices throughout the implementation of transportation projects citywide.
“We have a tendency to only engage the community when we need them, such as when we are planning
a specic project. We need to continually engage advocates to build trust in our government. We
need to listen rst, and think about the philosophy about how the City performs public engagement.”
-- Cassandra Borchers, Transportation Advisory Team Member
Following are recommendations related to an effective and inclusive approach to neighborhood engagement.
Recommended Action Items
1. Designate a Neighborhood Transportation Liaison position to listen and build relationships
with citizens by working on transportation issues at the grassroots level. This position will
work with citizens, neighborhood leaders, and community advocates to build consensus and
support for programs and projects.
2. Designate a Transportation Media Relations/Public Information Ofcer to strategically
communicate the City’s transportation goals with the media and public, provide information on
the development and construction of transportation projects, and leverage media opportunities
to inform and engage residents.
3. Develop policies and recommendations to support an enhanced transportation neighborhood
engagement program.
4. Develop a network of neighborhood-level transportation champions to more fully listen to
community needs and concerns. This group could also help carry back the City’s message on
transportation vision and implementation on a personal “grassroots” level.
5. Enhance the role of community engagement in the design outcomes and implementation
of mobility projects. This program should include more robust stakeholder outreach,
visualizations, community workshops, social media outreach, town halls, and more.
Transportation Advisory Team Members
Chair: Robert Bertini, Ph.D., P.E.
Executive Director, Center for Urban Transportation Research (CUTR)
Christina Barker
Chief of Staff, Vinik Family Ofce
Cassandra Borchers
Chief Development Ofcer, Pinellas Suncoast Transit Authority
Darrell Egner
Chief Executive Ofcer and President, Bear Defense
Clarence Eng
Chairman, Tampa Innovation Alliance Advisory Board
Cesar Hernandez
Founder and Managing Director, Omni Public
Ben Limmer
Chief Executive Ofcer, Hillsborough Area Regional Transit
Bob O’Malley
Vice President of Government Affairs, Virgin Trains
Gary Sasso
Chief Executive Ofcer and President, Carlton Fields
Mark Sharpe
Executive Director, Tampa Innovation Partnership / Tampa !p
Steve Simon
President, Amalgamated Transit Union 1464
Cindy Stuart
Hillsborough County School Board Member
Gena Torres
Executive Planner Project Manager, Vision Zero
Joe Waggoner
Chief Executive Ofcer, Tampa Hillsborough County Expressway Authority
Mayor Jane Castor
MOBILITY FOR ALL
Promote accessibility and mobility by increasing and improving
multi-modal transportation choices, and the connectivity
across and between modes, for people and freight
ECONOMIC OPPORTUNITY
Promote economic vitality by improving the reliability
and e ciency of the transportation system
VISION
Strengthen all neighborhoods throughout the City by providing
healthy, sustainable, and resilient transportation solutions
TRANSPORTATION EQUITY
Remove barriers and provide transportation
options to people who need it most
PUBLIC SAFETY
Enhance the safety and security of the transportation
system for people of all ages and abilities.
GUIDING
PRINCIPLES
for Transforming
for Transforming
Tampa’s Transportation
Tampa’s Transportation
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