Fill - Free fillable CITY OF TAMPA, FLORIDA

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

TITLE

TO:

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:

PHONE

CERTIFICATIONS:

Firm is licensed, permitted, and certified as required to do business in Florida: Yes | No

License/registration/certification no(s):

§287.133

, Fla

Sta

, 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

the

City's Ethics Code

(

Sec

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

not

in d

efault

upon any obligation to the City

of Tampa

Yes |

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

ata or

material

Firm

asserts to be exempted from public disclosure under Chapter

119, Fla

Stat

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

’

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

Underutilized WMBE Firms participating as the

Prime Contractor (City of Tampa Certified Only)

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

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

* 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 4 – DMI 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

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 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

10 rev./effective 02/2016

Page 2 of 4 – DMI 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

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

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. Enter “S” 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 Purchasing” are 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

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 4 – DMI 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

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

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. Enter “S” for firms Certified by the City as Small Local Business Enterpris

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

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

Procurement Guidelines

To Implement

Minority & Small Business Participation

Underutilized WMBE Primes by Industry Category

Construction

Construction‐

Professional Non‐Professional 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 Sub‐Contractors / Sub‐Consultants

Construction

Construction‐

Professional Non‐Professional Goods

Black Black Black Black Black

Asian Hispanic Asian Asian

SUB WORK

Native Am.

Asian Native Am. Native Am.

Woman Native Am.

Woman

Policy

The Guidelines apply to formal procurements and solicitations. WMBE participation will be narrowly‐tailored.

Index

▪ Black = Black/African‐American 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.

Construction‐Related 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.

Non‐Professional 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 Form‐70

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

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

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.

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.

- 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.

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.

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

- 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.

- 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.

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.

- 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.

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.

- 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

Tampa’s Transportation

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