SR-11-11-2014-8ACity Council Meeting: November 11, 2014
Agenda Item: LIA
To: Mayor and City Council
From: David Martin, Director of Planning and Community Development
Subject: Award of Contract for Bikeshare Installation, Launch and Operations and
Related Program Policy Direction
Recommended Action
Staff recommends that the Council:
1. Authorize the City Manager to negotiate and execute a contract with CycleHop,
LLC, a Florida -based company in an amount not to exceed $5,615,567 for the
purchase, installation, and operation of a 500 - bicycle bike sharing system, with
two additional two -year renewal options in the amount of $4,790,013, for a total
amount not to exceed $10,405,580 over an eight -year period, with future year
funding contingent on Council approval and budget adoption;
2. Direct the City Manager to pursue corporate sponsorship funding, either directly
or through an agency, to provide a minimum of $250,000 per year and return to
Council for approval of a specific sponsor(s) prior to system launch. Corporate
messaging for the sponsor would be displayed on bikeshare bicycles, on -line, in
hard copy bikeshare materials and recognition during the system launch.
3. Direct staff to pursue the development of a system identify that is distinct from
association with any corporate sponsor, incorporates the color green for
sustainability, includes the Metropolitan Transportation Authority (Metro) logo,
and provides some opportunities for local expression within a regional system,
and to return to Council in January with a recommendation.
4. Provide direction on the proposed rate and membership structure and direct staff
to continue to coordinate with Metro and return to Council with a recommended
fee resolution.
5. Approve the recommended policy and approach for siting bikeshare stations.
6. Direct the City Attorney to prepare an ordinance prohibiting use of bikeshare
station racks except for parking of bikeshare bicycles.
1
Executive Summary
When the Council adopted the 2011 Bike Action Plan, it prioritized the development of a
bikeshare system that would offer the community a convenient way to connect with
transit and with the districts that are the heart of the Santa Monica community. Council,
seeking to implement bikeshare ahead of the arrival of the Exposition Light Rail,
directed staff to pursue advancing the funding for the system from its original allocation
period (fiscal years 2016 -2018) and appropriated $50,000 to support that effort.
Over the past 2'/z years, staff was successful in advancing the initial funding and has
pursued and received additional grant funding and worked with an array of local and
regional partners to define a system that would serve local needs and integrate into a
future regional system. Following an open, competitive procurement process described
in this report, staff recommends that Council authorize a contract with the best bidder,
CycleHop, LLC., for the purchase, installation and operation of a bikeshare system
based on "smart- bike" equipment and technology provided by Social Bicycles, to include
500 bicycles and 1,000 racks. The technology allows for flexible station size, so the
number of stations to be provided would depend on the space available and the number
of racks deployed at each one; approximately 65 -75 locations are anticipated, serving
both central and outlying areas of the city. CycleHop would operate the system on the
City's behalf for up to seven years, at which time a further contract extension could be
negotiated. If approved by Council, it is anticipated that Bikeshare bikes would be
operating in Santa Monica by next summer (2015), prior to arrival of the Exposition Light
Rail. The contract includes a contingency for construction of the system in the amount
of $113,200 (5 %).
In addition to the contract award, staff is seeking decisions and direction regarding a
number of related tasks required for implementation of the Bikeshare system. These
include: authorization to seek corporate sponsorship to supplement anticipated user
fees and provide additional financial support for the bikeshare system; review of
concepts for system identification and a decision - making strategy following which staff
would return to Council with recommendations for the color and system name;
development of a user fee and rate structure, which requires a fee resolution; adoption
of a station siting policy and approach; and drafting of an ordinance that would restrict
use of bikeshare racks to parking for bikeshare system bicycles. Since the system
would formally launch after July 1, 2015, associated operating expenses and revenues
are presented for initial consideration now, but would be included in the Proposed
FY 2015 -17 Biennial Budget.
Throughout the development of this program, Santa Monica has been working with
Westside Cities Council of Governments cities and Metro to ensure that the bikeshare
system created here could sere as the foundation for a regional system, without
precluding decision - making by other cities, essentially following the examples of the
Washington, D.C. and Boston metro areas. This report recommends a series of specific
actions the City Council can take to establish a citywide, bikeshare system, developed
with participation from other Cities and regional entities. If this contract is approved,
2
other Westside Cities will have the opportunity to join the program if they are able to
secure capital funding and approve a comparable operating cost and revenue structure.
Alternatively, the City could defer independent actions and wait for Metro to establish a
regional system. Metro is currently developing its own business model for regional
bikeshare, and plans to issue its own Request for Proposals next year. Santa Monica
could avoid the risk of selecting a system that may not integrate easily with the system
that Metro may eventually operate throughout the region by declining to award any
contract at this time and, instead, wait for Metro to complete its procurement for the
regional pilot. Metro has asked Santa Monica to consider this course of action, but in
this scenario, the City and the region stand to lose the federal grant funds previously
awarded to the Santa Monica project and Santa Monica bikeshare implementation
would be delayed by at least a year. The City Council must decide whether to accept
the risk of being an early- adopter —that the region may ultimately make different
decisions to which Santa Monica would have to adjust for compatibility and regional
integration; or the risks of waiting —that available funding will be lost and procurement
terms may be less advantageous for the City under a subsequent procurement.
However it arrives in Santa Monica, bikeshare would not only enable more people to
enjoy bicycling, but also generate important benefits for mobility, environment and
personal health and well- being. Bikeshare is a key strategy to implement the General
Plan goal of not increasing vehicle trips and diversifying vehicle modes utilized by the
community. Bikeshare linked with transit, especially regional transit services including
rapid bus and the highly anticipated light rail, will provide a high - quality alternative to
traffic congestion for many Santa Monica commuters, and bikeshare users also tend to
increase their use of transit and walking trips. Bikeshare would complement ongoing
investments in light rail and improved bike access to support the City's active
transportation goals.
Background
On August 23 2011, Council reviewed and provided comments on the draft Bike Action
Plan, and directed that initiating a regionally- coordinated bikeshare system be included
as a high implementation priority. On November 22, 2011, Council approved the Bike
Action Plan, directed staff to try to advance funding for a bikeshare system and
appropriated $50,000 to jump -start the project.
On September 24, 2013, staff gave a progress update to Council and explained some of
the issues involved with station siting, regional coordination and program funding. An
initial feasibility analysis was presented. Council gave strong direction to move forward
on the project in Santa Monica while working with regional partners. Council accepted a
3
grant in the amount of $500,000 for the bikeshare system through an agreement with
the South Coast Air Quality Management District Mobile Source Air Pollution Reduction
Committee and authorized staff to release a Request for Proposals to procure a
bikeshare system and contract operator consistent with Council direction. At the
meeting, Council also directed staff to seek potential funding for the forecasted annual
operating deficit with the option to pursue advertising /sponsorship revenue to the extent
user fee revenue is infeasible or insufficient. The advertising /sponsorship strategy
presented at the meeting potentially included measures that would have required a
change to current off -site advertising regulations.
The bikeshare system purchase, construction and installation would be funded by funds
that are currently appropriated including grants awarded by Metro ($1,543,000) on
September 22, 2011, by AQMD ($360,000) on September 7, 2012, with the remaining
$361,000 available in CIP funds. The grant awards also include a commitment of in -kind
staff match.
Santa Monica's Bikeshare system developed from an extensive process within the
Westside Cities Council of Governments ( WSCCOG), where high interest has been
expressed for a number of years in developing a coordinated bikeshare system that
would be affordable, support transit and work well throughout the region. Together,
WSCCOG cities conducted a Request for Information process, commented on and
reviewed the Request for Proposals and responses submitted, and interviewed all
proposers. Individual Councils within the WSCCOG have also approved the concept of
seeking operating funding for a system through allowing corporate sponsorship on
bikeshare bicycles. The RFP was crafted with a provision to require the vendor to allow
other cities, including WSCCOG cities, to join in the procurement at the same price
offered to Santa Monica. The AQMD grant even provides capital funding for up to five
stations outside Santa Monica. The WSCCOG cities and other regional stakeholders
continue to follow, inform and support this effort.
rd
Discussion
In the 2011 Bike Action Plan, the Council identified development of a bikeshare system
as a high implementation priority. The Plan anticipated an initial 250 - bicycle system
with 25 stations. Since then, the City has secured system equipment and launch
funding through two competitive grants and Bike Action Plan implementation funds.
Once purchased, this equipment would be the City's property, which the selected
vendor would operate on behalf of the City based on the negotiated contract terms.
Ongoing operations are anticipated to be funded through a combination of user fees
and fees for corporate messaging on the bicycles, website and marketing materials
(sponsorship). The City would receive all revenues generated by Bikeshare system,
which, once established, are anticipated to be sufficient to provide funding for future
system operations as well as enhancements and potentially some small improvements
to bicycle safety for the community.
Safety and Health
Bikeshare has safety benefits for the circulation system as a whole because drivers
adjust their driving behavior when they expect to be sharing the streets with bicyclists.
Experience in other US Cities has demonstrated that crash rates decrease as more
people ride. Recent and continuing City investments in bicycle infrastructure and
programming in Santa Monica are already reducing the rate of crashes per counted
cyclist. The bikeshare operator would reinforce this trend by providing key safety
messages on bikes, stations and the website and written materials. The City will
continue to develop improved bikeways that encourage people to ride and share the
road safely.
In addition to road safety benefits, bikeshare offers significant improvements in personal
health to riders. Metro's model estimates the direct benefits of cycling at $2.00 per mile,
with 25% due to avoided vehicle operating and maintenance costs and 75% due to
avoided health care expenses.
5
Helmets and Youth
Cycle Hop would encourage helmet use among all riders and provide a way to make
helmets available to everyone who rides. Promotions for the program would include
helmet distributions and messaging on the bikes and on stations advising riders to wear
helmets. Enforcement of the State of California's helmet law, which requires people
under the age of eighteen to wear helmets, will continue to be conducted by the Police
Department. Every adult who enters into a contract to rent any Bikeshare bicycle
would be required to ensure that any minor rider of the bicycle is 1) at least 16 years
old; 2) at least 5 feet tall; 3) able to reach the ground with both feet when seated on the
bike, and; 3) wearing a helmet.
Pursuit of a Regional BikeShare System
As described above, Santa Monica's bikeshare launch has been developed in
partnership with the WSCCOG, Metro and other public agencies across the region, and
is structured to serve as an expandable pilot project for a regional bikeshare system.
The desire to develop a system concept that is easily expandable to a regional system,
with a user fee structure that can be self- sustaining, has informed staff's
recommendations regarding equipment, contractor selection, technology and other
aspects of the system. The proposed system is the most flexible with respect to
regional integration because the bicycles and technology allow stations that can be
sized for placement in a wider array of locations with the least amount of displacement
of sidewalk space, parking spaces and other valuable urban real estate. Other cities
selecting "smart bike" technology could use any operator and be compatible.
Staff has held ongoing talks with Metro staff, as Metro has advanced its own efforts to
facilitate the launch of a regional system. Metro staff was involved in the Santa Monica
RFP review in which the panel selected the Social Bike equipment. Metro considers
Santa Monica to be one of its pilot areas for a regional system it hopes to coordinate. A
Metro /CalTrans grant (along with an AQMD grant) is providing the initial capital funding
for the recommended bikeshare program. Over the past few months, Metro has
redoubled its efforts to lead and coordinate bikeshare implementation throughout the
0
region; staff has been participating in those coordination efforts. While there has been
some discussion with Metro about their interest in delaying Santa Monica's launch in
order to move onto their schedule, staff believes it is advisable to continue to keep the
project moving forward based on the schedule that Council requested when approving
the 2010 Bike Action Plan and reiterated at the September 24, 2013 meeting. A delay
in launching the bikeshare system would not benefit Santa Monica, which would face
the loss of $2 million in grant funding that would expire, jeopardizing the City's ability to
procure the desired system without General Fund or other replacement capital.
Nevertheless, launching prior to the rest of the Metro system does not preclude regional
system integration. Staff is seeking concurrence from Metro on a price and fee
structure and parameters for system identity so that the proposed Santa Monica system
may merge as smoothly as possible into the regional system as it develops. System
identification components that the Metro Board may adopt in the coming year could
include Metro - produced design elements, the Metro logo, a Metro color palette, and
specified locations for corporate messaging on the bicycles. If the timing works out,
some of these components may be incorporated into Santa Monica's initial roll -out.
Otherwise, staff recommends installing the system as proposed and, at Council
direction, adjusting the color, name, sponsorship branding and fee structure later as
appropriate in order to integrate into a regional system.
Vendor /Operator Selection Process
On February 28, 2014, the City published a Request for Proposals to install and operate
a bikeshare system. Seven proposals, representing all major American bikeshare firms
and one European vendor, were received and evaluated by a selection committee
including local representatives (Public Works, PCD, CCS, SMC, DTSM, Inc.), Westside
Cities (West Hollywood, Culver City, Beverly Hills, LA), Metro and UCLA Transportation.
Consistent with the criteria that were provided in the RFP, all proposals were evaluated
based on the proposed equipment, competitive pricing, understanding of the project's
scope, direct experience on similar projects, approach to the work and to regional
integration, customer service approach, technical competence, qualifications of the
7
proposed staff, and the ability to meet the required time frames. System installation and
start -up costs were all proposed within the amount covered by the grant, although
some, like the selected vendor, were able to propose more bikes and racks within that
cost. The operational costs were considered on a per -bike basis in order to make a fair
comparison of proposals. Proposals generally ranged between about $2,000 - $3,000
per bike, with one outlier, which did not include some necessary expenses, at
$1,041 /bike.
All seven teams were interviewed by a panel including City and regional agency staff
members and local stakeholders, rating each bidder based on the above criteria. Two of
the proposers, CycleHop, LLC., and Social Bicycles, emerged as finalists following this
process. Both proposed to use equipment and software manufactured by Social
Bicycles (SoBi). The review team favored the Social Bicycles system over others
reviewed for a number of reasons including its comfortable design, integrated hardware
developed and owned directly by Social Bicycles, open interfaces for programmers, and
advanced communications and information capability (Attachment A).
SoBi's "smart- bike" system (one in which the technology for renting, releasing and
locking the bicycles is on the bikes rather than on the racks) was also preferred for its
advantage in offering a lower per- station capital cost than was anticipated because it
does not require that a pay kiosk be incorporated into each station. Instead, each bike
is capable of accepting payments and releasing the bike - locking mechanism
independently via a mobile, web and administrative software that interacts with the
smart -bike hardware. People who are not registered can sign up on -line using a
computer or mobile device, at one of 20 outdoor pay kiosks at the larger, more central
stations, or at bikeshare partners including the Bike Center, City transit store and
potentially other local businesses. Once registered, users can initiate rentals by walking
up to any bicycle. Without need for a kiosk, smaller stations, consisting of as few as 4
racks, are feasible. If a customer returns to find no bikeshare rack available, the bicycle
can be locked up nearby. System operators can locate the bike through its GPS and
retrieve it for rebalancing. SoBi Stations can fit into busy centers or quiet residential
8
areas without being intrusive. The system's flexibility is also one of its key values for
regional integration, since bikes are locked to standard racks and do not require
specialized docking stations for pick -up or returns.
What is a ::mnna - bike"
As a group, the evaluation team preferred this type of system over the type of "smart -
rack" systems deployed in most US bikeshare programs, in which stations consist of a
pay kiosk integrated with locking racks. Some firms that proposed the more traditional
systems had more experience operating US bikeshare systems, but many of those
systems have unresolved challenges providing service area coverage and establishing
fiscal stability.
Because favorable pricing for SoBi's system components allowed more equipment to be
procured within the grant funding amount, as part of the procurement process both
finalists were asked to submit Best and Final Offers for a 500 -bike system, with 1,000
racks to be deployed in an unspecified number of stations (approximately 65 -75), 20
kiosks and large and small identification signs. This would allow more complete
citywide coverage than was anticipated in either the original grant application (250
M
Keypadlock
Rust and corrosion
m--Gripboll - - ° --
Roliabloand
resistant aluminium frame
intu itivc braking
with stainless too] component:
-'
—' --` ^---'
Front basket
Comfort :cat - - --�
withadpancl
IPP
IF and brandiip
'
Aaco
aepthrouEh
Frontlight
--
s Alf
frame
so I'
o�
.---- Full fenders
r
OveO
Integrated Rear Lighting
RFID /NFC Reader - -- !
-.
,m'
Hub brake:
,
I
ReabTima OPS /Accalcrometar -!
Puncturoao:ict
/
Kevlar tiros
- LCD Screen and Keypad
i
-- Solar and Ridor Powered
= Three or cithh :pond
? Kickstand
All oomponontzsocured
internally Geared hub:
with custom:crewz
Chainle- ::hart• drive —i
transmission
As a group, the evaluation team preferred this type of system over the type of "smart -
rack" systems deployed in most US bikeshare programs, in which stations consist of a
pay kiosk integrated with locking racks. Some firms that proposed the more traditional
systems had more experience operating US bikeshare systems, but many of those
systems have unresolved challenges providing service area coverage and establishing
fiscal stability.
Because favorable pricing for SoBi's system components allowed more equipment to be
procured within the grant funding amount, as part of the procurement process both
finalists were asked to submit Best and Final Offers for a 500 -bike system, with 1,000
racks to be deployed in an unspecified number of stations (approximately 65 -75), 20
kiosks and large and small identification signs. This would allow more complete
citywide coverage than was anticipated in either the original grant application (250
M
bikes) or the RFP (350 bikes), increasing the system's potential to serve the entire
Santa Monica community and to generate revenue that covers a larger amount of the
program costs.
Selected Operator: CycleHop LLC
Based on careful review and evaluation of the Best and Final Offers, staff is requesting
authorization to execute an agreement with CycleHop, LLC for installation and launch of
the project and for the ongoing operation of the bikeshare system for up to seven years
(three years plus two two -year extension options). CycleHop's per -bike annual cost is
proposed at $2,190 for the 500 - bicycle system. In addition to the equipment that was
determined to be the best fit for Santa Monica, CycleHop's team was determined to
have superior experience with bikeshare start -ups and operations, including B -cycle
systems in Denver and Broward County, station siting and installation in Chicago, and a
Hoboken (NJ) pilot project, as well as with related projects including bike rental
operations and commuter bike centers, including the Santa Monica Bike Center. The
firm has won major regional bikeshare contracts, with planning and implementation
underway in Tampa (FL), Phoenix (AZ), Atlanta (GA), Orlando (FL) and Ontario,
Canada. This experience was reflected in a more thorough and realistic proposal and in
the assembly of an experienced start -up and operations team, which is anticipated to
result in a high level of customer service. CycleHop had a strong approach to regional
integration and also identified a sufficient number of disadvantaged business
subcontractors to comply with Federal requirements for the grant- funded portion of the
project.
The recommended terms (Attachment B) are advantageous for the City in that they
include acquiring high quality equipment with enough stock to serve the entire city,
sufficient resources and incentives for the operators to maintain the City -owned
bikeshare equipment, and mechanisms for the City to monitor the quality of user
experience and enhance the system as needed over time. The proposed portion of the
contract for purchase and installation of the system is in the amount of $2,264,000,
including contingency. The operational amount for the first year is up to $1,095,140,
10
with established 2% annual increases, which also covers equipment maintenance and
replacement during the contract term.
Bikeshare Rates and Revenue Structure
The proposed rate structure is intended to encourage people to ride bikes in Santa
Monica by providing an affordable transportation option, without the need to purchase,
maintain, or store a bicycle. In most cities where bikeshare exists, including highly -
utilized, popular systems such as Capitol Bikes (Washington, D.C.), Citibike (NYC) and
Divvy Bike (Chicago), user fees cover only a portion of the operational costs. In all of
these cases, a very low charge to members, with mostly free, unlimited use thereafter in
increments of up to 30 minutes, has meant that even popular systems with high bicycle
usage are financially challenged. As Bikeshare is a form of transit, many cities opt to
keep user fees low and their systems have ongoing structural deficits, which are
generally resolved through subsidies, along with significant levels of outdoor advertising
and sponsorships. However, cities are beginning to conclude that these rate structures
pose a long -term burden. There is discussion amongst bikeshare experts and
operators across the country about converting to fee structures that are more similar to
the one being proposed herein.
The rate structure of the proposed Santa Monica system, which may be used as a
model for the region, relies on user fees to fund a much greater proportion of the cost
while at the same time providing a membership with daily free time with advantages for
regular users and the lowest one -trip short ride cost of any major US system. Whereas
the feasibility study anticipated that user fees would cover 27 -42% of cost, the proposed
rate structure is expected to generate fees to cover 85% or more of anticipated
operating costs (Attachment C). It accomplishes this through reducing initial minimum
and one -time user fees but eliminating the unlimited free usage that is hampering other
systems' financial performance. Monthly memberships would be offered, with a
discount for those paying upfront for a full year and further encouragement to combine
bikeshare with transit by offering a discount when a monthly membership is purchased
in conjunction with BBB transit cards or passes. As shown in the table below, a low
11
monthly price would include either one or two hours daily, after which the user would be
charged the regular rate of $2 per 20 minutes. For casual users, there would be a low
entry rate of $2 for the first twenty minutes, and the same $2 for each 20 minutes
thereafter ($6 hourly). Based on this principle, when bikes are in use, they are
generating revenue. The more time that the bikes are utilized, the more revenue the
system generates.
The other advantage of the proposed rate system is that it is simple and immediately
understandable to customers, reducing customer confusion and complaints when
charges exceed their expectations. Complicated pricing and "surprise" charges have
posed problems for other major systems.
Proposed Bikeshare User Fee Rate Structure
Plan
Advertised Rate
Minimum
Casual Users
$2 per 20 min
20min
Monthly Membership
1 hour free riding
$20 per month
2 months
time per day
Monthly Membership
2 hours free riding
$25 per month
2 months
time per day
Bike & Bus Combo
1 hour free riding
$15 per month
1 month
time per day (add -on
- to_bus charges)
City staff has shared this proposed fee structure with Metro bikeshare staff and has
asked that it be considered as they review alternatives and develop a recommendation
for a regional fee structure. Council is asked to approve the fee structure in concept.
Staff will return with a fee resolution at an appropriate time prior to launching the
bikeshare system.
12
The operator, with agreement from the City, could develop incentives, special offers and
assistance for low- income users to attract new users and encourage the widest possible
range of opportunities to use the system. Over time, if projections are met,
opportunities to provide these kinds of subsidies may be possible from system revenues
collected by the City.
CycleHop conducted a study of other similar systems as well as the characteristics of
bike usage in Santa Monica. For purposes of revenue estimation and system funding,
based on the experience of other systems, the proposed system size, the mild weather
conditions and other community characteristics, a conservative estimate of 60,000
casual users and 5,000 members annually, translating to 2,000 annual trips per bike,
was used.
The following summarizes the projected annual operational costs and revenues.
Operating Budget Summary (Year 1):
Contract Operating Expenses $1,095,140
City Direct Administrative Costs $196,000
Total Operating Cost $1,291,140
User Fees $1,260,000
Sponsorship /Advertising Fees $250,000
Total Operating Revenue $1,510,000
The table above estimates a relatively low shortfall from potential user fees in terms of
covering the cost of the system's operation. However, Year 1 may not be a typical year
because it generally takes time to build up regular user base for the system, and initial
fare incentives may be required. The experience in other cities indicates that
sponsorship for the program is necessary to off -set program costs. For Santa Monica,
sponsorship will be important to ensure repayment of the initial use of General Fund
money.
The bikeshare program will require additional City staff for program administration, the
cost of which is included in the overall operating budget starting at $196,000 in Year 1.
13
This includes salaries and wages for a staff administrator position, administrative
support and expenses. Initial operating revenue and expenses will be included in the
Proposed FY2015 -17 Biennial Budget.
By year seven, based on a 2% annual cost increase, contract operating costs would
increase by $138,166 (see table below). The projected revenue would still be expected
to offset the operating expenses with these increases, based on conservative
assumptions for ridership. Because ridership may well exceed expectations, the
contract terms include specific triggers for a budget re- opener if the scale of services
significantly exceeds expectations. Any budget increase would require Council
approval.
Service Level Agreements
As specified in the RFP, CycleHop is required to provide a high level of service in terms
of system operability, customer relations, equipment maintenance, rebalancing of
stations to ensure bicycle availability, and cleanliness of stations and bicycles. Staff
proposes requiring specific thresholds for each of these categories in the operations
contract (Attachment D). A system for measuring and monitoring is also proposed, with
responsibilities both for the vendor and for the City staff administrator, who would verify
the condition of the bikeshare system in the field on a regular basis.
Operator Incentives
The proposed contract contains two mechanisms to encourage operator performance in
terms of promoting and increasing ridership and system operation and maintenance.
14
ANNUAL OPERATING
FOR A600 -BIKE
BUDGET
SYSTEM
yR1
VR2
YR3!
YR4
YRS
iYR6
YR7
OPERATING EXPENSESS
1
Staffing
$513,888
$524,166
$534,649
$545,342
$556,249
$567,374
$578,721
2
A.dmin: HR Il Finance Professional Servii
$102,780
$104,836
$106,932
$109,071
$111,252
$113,477
$115,747
3
Marketing and PR
$90,000
$91800
$93636
$95,509
$97,419
$99367
$101,355
4
Facility: Rent, Utilities, Office Supplies
$60,000
$61,200
$62,424
$63,672
$64,946
$66,245
$67,570
5
Communications
$12,000
$12,240
$12,485
$12,734
$12,989
$13,249
$13,514
6
Parts & Replacements
$37,500
$38,250
$39,015
$39,795
$40,591
$41,403
$42,231
7
Auto: Lease, Fuel, Maintenance
$36,000
$36,720
$37,454
$38,203
$38,968
$39,747
$40,542
8
Insurance: Liability, Property, Auto, W -Corn
$73,572
$75,043
$76,544
$78,075
$79,637
$81,229
$82,854
9
Bank & Credit Card Processing Fees
$43,400
$44,268
$45,153
$46,056
$46,978
$47,917
$48,875
10
Equipment Su ort and Connectivity Fees
$108,000
$110,160
$112,363
$114,610
$116903
$119241
$121,626
11
Membership Fulfllment
$18,000
$18,360
$18,727
$19,102
$19,484
$19,873
$20,271
12
TOTAL OPERATING EXPENSESS
$1,096,140
1 $1,117,043
$1,139,384
1 $1,162,171
1 $1,185,415
1 $1,209,123
$1,233,306
Service Level Agreements
As specified in the RFP, CycleHop is required to provide a high level of service in terms
of system operability, customer relations, equipment maintenance, rebalancing of
stations to ensure bicycle availability, and cleanliness of stations and bicycles. Staff
proposes requiring specific thresholds for each of these categories in the operations
contract (Attachment D). A system for measuring and monitoring is also proposed, with
responsibilities both for the vendor and for the City staff administrator, who would verify
the condition of the bikeshare system in the field on a regular basis.
Operator Incentives
The proposed contract contains two mechanisms to encourage operator performance in
terms of promoting and increasing ridership and system operation and maintenance.
14
Within the bid amount contained in the Best and Final offer, a $25,000 incentive
(included in the Marketing and PR line item above) is offered for exceeding ridership
projections as follows: $10,000 if memberships exceed the 5,000 projected by 10 %;
$10,000 if casual users exceed the projection of 60,000 system users by 10 %; an
additional $5,000 if either of those numbers exceeds the projection by 15 %.
The service level incentive was included as an RFP requirement for vendor agreement,
and states that 10% of the monthly operating contract amount would be held back and
paid upon verification that the performance thresholds in the contract's service level
agreements (SLAs) have been met. Staff will develop a fair and equitable system for
vendor reporting, staff inspection, and remediation of unacceptable service so that the
operator maintains the highest levels of service and the City has a well- functioning
system with clean, operable bicycles.
Corporate Sponsorship Process
Pursuant to Council's direction on September 24 2013, staff is pursuing corporate
sponsorship to fill the gap in the operational cost of the bikeshare system. Additional
revenue to augment user fees through corporate messaging is proposed to be
consistent with Big Blue Bus advertising guidelines. Accordingly, messages may
appear on the bikes and website, but not on fixed, permanent signs at the stations or
elsewhere in the public right of way.
Through a contract with Global Green funded by the AQMD grant, options and potential
revenue from a variety of sponsorship levels have been explored. Global Green made
inquiries with a number of larger companies to gauge their interest in the opportunity to
help finance the bikeshare program in exchange for having their company logo on
bikes, the website and other promotional materials and for featuring their support at
launch events. Staff directed Global Green in their discussions with potential sponsors
to exclude offers for logo placement on fixed structures in the public right -of -way (i.e.,
signs, kiosks, racks) in order to adhere to the City's traditional policy to prohibit this type
of advertising and to avoid the need to amend the Code in regard to off -site advertising
regulations (Attachment E).
15
The initial results of Global Green's inquiries indicate that Santa Monica is indeed an
attractive market, particularly due to the large number of visitors in the Downtown and
beach areas, where the largest number of bicycles sporting their corporate logo would
be visible by many for a large part of each day, and for most days throughout the year.
Santa Monica's climate and tourist economy give it an edge over systems established in
other locations without those advantages. Staff plans to issue a RFP to select a firm or
agency that would obtain sponsorships with a goal of bringing the recommended
sponsor(s) to the Council for approval prior to the system launch. The amount is
anticipated to be between $250,000 and $500,000 annually, with preference for a
longer -term commitment of at least three years or preferably five years. Council
direction to continue on this course of action is requested in this report.
Marketing /System identification
Santa Monica's Bikeshare system is expected to function eventually as part of a larger
regional system, developing in conjunction with Metro and other regional partners. For
that reason, staff recommends that Santa Monica's system identification and identity
reflect regional considerations as well as the City's individual character.
Metro is currently developing a proposal for regional system identification, but it is not
expected be adopted by the Metro Board in time to meet production deadlines. Metro
staff plan to recommend using the color green and incorporating the Metro logo, to
suggest the link to regional transit, for bikeshare systems within its umbrella. There
may be other aspects to their identity elements, but they are not currently available.
To maintain the project schedule and set up a compatible situation, staff recommends
that the Council approve green as the system color at this time along the lines of
Metro's proposed direction for identification. Staff will then work with CycleHop and its
marketing consultant, Phelps, to develop a proposal for the specific shade of green and
a system name that could blend with other potential system names for regional
cohesion. Staff also recommends that the design include the Metro logo. If Council
supports this direction, Phelps will develop this concept into a more detailed system
identity for Council consideration within the next two months.
16
Station and Bicycle Design and Equipment
The bikeshare stations included in the system launch would range in size between four
and potentially 20 racks. All would be provided on public property, which is a grant
requirement. As a "smart bike" system, the station equipment is highly simplified.
Essentially, the stations consist of branded bike racks and some form of identification
sign, although racks in some residential areas may be installed without signage if
preferred. In addition, some larger stations in high- activity areas would include pay
kiosks. With the exception of the kiosks, station pieces have no electronic components.
Kiosks are solar - powered as are the bicycle computers.
Parking docks are modular, and do not have to be linked to one another, allowing single
racks to be added or subtracted as needed and configurations to adapt to site specific
conditions and needs. The ability to deploy more, smaller stations offers better user
access and can make it easier to locate and integrate with other street design features
and services.
The bikes included in the contract cost are designed with step- through frames, 8 -speed
gear hubs, shaft -drive transmissions, internal brake and gear wiring, fenders, puncture
resistant tires, cargo baskets and real -time global positioning. The on -bike computers
will have the ability to read the type of card technology used by the Metro TAP passes.
Siting and Authorization
Bikeshare stations may be located at sidewalk or street level, depending on the
opportunities provided within existing street configurations. In general, it is preferable
for stations to be placed where bicycle routes are available and where the cyclist can
begin the journey safely and merge comfortably into traffic. Stations should be easily
visible from major streets and important sites, such as major bus stops, Expo stations,
the Third Street Promenade, parks, hotels, libraries and other popular attractions.
When specific sites are chosen, staff will consider issues such as clearance from curbs,
driveways and utilities, maintaining ADA access, proximity and/or need to relocate
existing items on the street, solar access for bike /kiosk recharging, and access for street
and sidewalk cleaning.
17
Staff is requesting Council authorization of a station siting process by which staff will
determine the precise location of stations (Attachment F). Council input is requested on
the draft siting map to ensure that bikeshare access is generally being provided as
Council intends (Attachment G). Staff will then finalize specific locations in the public
right of way subject to a process that includes approval by the Department of Public
Works. Stations on public property owned or managed by a specific department
(libraries, parks) would be sited in coordination with that department. Staff would
obtain any required authorization from the Coastal Commission prior to installation of
any stations in the Coastal Zone, and if stations are proposed on State beach property,
the appropriate approvals will be obtained.
Municipal Code Amendment Requirements
Because the "smart- bike" system utilizes racks that are designed for the bikes but are
essentially regular bike racks, staff is requesting direction to prepare an amendment to
the Municipal Code to prohibit the use of these designated bikeshare stations by other
non - bikeshare purposes. Staff will also consider whether other ordinance changes may
be required and will bring the proposed ordinance forward to Council prior to system
operation.
Contract terms
The procurement was conducted jointly for capital expenses and operations to ensure
an optimal cost for the total equipment purchase, installation and operations. The
contract includes a total of seven years of operation consisting of three initial years and
two additional two -year options. It includes a two -month operating advance and 10%
retention (discussed above) to ensure service standards are met. The equipment
purchasing terms address the need for an initial deposit by requiring the City to pay
50% of equipment costs up front and the balance on delivery. Security to ensure
delivery will be negotiated. Attachment B includes these and other key contract terms.
Schedule
Following contract execution, the system is expected to be operational in approximately
eight to nine months, with the goal of a summer debut. The full schedule, which
18
includes the station siting, equipment manufacturing, marketing development and
launch preparation, is detailed in Attachment H. Staff's plan to return to Council in
January to confirm the system identity is necessary to maintain the launch schedule by
providing specific instructions to the manufacturers for the bike's color and name. If
authorized by the Council, the pre - launch publicity would begin immediately.
Alternatives
As an alternative to the actions recommended in the report, the Council may consider
postponing the implementation of a BikeShare program in order to become part of the
regional rollout being developed by Metro. In this case, it is likely that BikeShare would
be delayed in Santa Monica by at least two years and the City would lose the CalTrans
and AQMD grant funding (approximately $2 million total, which is recommended in this
report for the equipment purchase). The City would then follow Metro's lead in regard to
system identification, fee structure, sponsorship and equipment.
19
Financial Impacts & Budget Actions
The contract to be awarded to CycleHop, LLC for the purchase, construction,
installation, and operation of the 500 - bicycle sharing system is for an amount not to
exceed $10,405,580. Funds for the purchase and installation of the bike sharing system
are available in the FY 2014 -15 Capital Improvement Program budget in the following
accounts:
0204073.589100 $ 1,543,000
0204073.589200 $ 300,000
C204073.589300 $ 360,000
C017024.589000 $ 61,000
$ 2;264,000
Expenditures related to the ongoing operations of the 500 - bicycle sharing system will
cost the City $8,141,580 over a seven year period. The projected revenues from user
fees and advertising /sponsorship fees are anticipated to generate $1,510,000 annually.
The General Fund will provide the initial year's funds to support the operating costs, and
those funds will be paid back in following years. Budget authority will be requested in
the FY2015 -17 biennial budget for Council approval. Future year funding is contingent
on Council approval and budget adoption.
Prepared by: Lucy Dyke, Deputy Director for Special Projects, Elizabeth Bar-El, AICP,
Senior Planner; Francie Stefan, Strategic & Transportation Planning Manager
Approved: Forwarded to Council:
D vid Martin, Director Rod Gould
�.
Planning and Community Development City Manager
P411
Attachments:
A. System Equipment and Plans
B. Proposed Contract Term Sheet
C. Rate Structure and Revenue Projections
D. Service Standards (Service Level Agreements)
E. Sponsor /Advertising Opportunities
F. Recommended Station Siting Policy and Guidelines
G. Draft Map of Potential Station Sites
H. Draft Project Schedule
21
What are i i
We've pioneered the smart -bike approach to bike share, which puts all
the lock technology on the bike rather than an expensive smart -dock.
••
The Social Bicycles approach allows local smartcards to be tied to user
accounts, enabling seamless transit mobility.
o Flexible Locking
Our smart -bike enables true A to B connectivity by allowing users to lock
to any city bike rack for a nominal fee.
Social Bicycles enables bike reservation through web, mobile, and
directly onboard the bike. Riders can share ride data on social networks.
DG.
Capital costs are a fraction of dock -based bike share. The system results
in a more efficient operation and generates increased revenue.
The Social Bicycles platform allows cities to leverage the big data our
smart -bike system generates. This enables actionable planning on a
corridor by corridor basis.
P
O
V
User.- ExpeHenc:e
LCD screen on each bike
Large and prominent buttons for easy data entry
Speakers guide user with audio
Bicycle Access
• RFID reader enables card access and integration with
transit smart -cards
• NFC access with smart phones
Safety and TracMn
• Brightfront and rear lightingwith reflectors
• Real -time GPS for location tracking
® Accelerometer to detect theft
Robust and Resilient
® Solar power, front hub generator, capacitors,
and battery pack for extra power storage
• Weathersealing against the elements
• Heavy -duty casing protects against hammer impact
• Robust, shatterproof screen.
• Custom security screws require unique tools
1) To unlock the bike, enter your 2) Remove the "U" bar and 3) Enjoy your ridel 4) When you are finished riding, lock
4 -digit PIN code at the bicycle place it in the holster the "U" bar around a rack
What
Social
9 " r,
i,
1
�PSa
DUMB BIKE
free bikes
no payment
no protection
LON u 1-1106161
coin operated
no electronics
chain security
RM
SMART DOCK
RFID locks
kiosk POS interface
docking -point lock
ME
SMART BIKE
3G GSM connection
GPS accelerometer
electronic lock
Each bike has GPS tracking and an integrated lock that works with regular bike racks.
Members can locate and reserve
bikes usin
AK
5 our web /mobile app,
or using the bicycle keypad.
F � t
GPS data streamlines operations, 4 41R, 0,
replacing guesswork with hard
data fora more efficient response
to rebalancing and repairs.
SObO
SMART BIKES
COMPETITOR
SMART DOCKS
?4Pi
LON u 1-1106161
coin operated
no electronics
chain security
RM
SMART DOCK
RFID locks
kiosk POS interface
docking -point lock
ME
SMART BIKE
3G GSM connection
GPS accelerometer
electronic lock
Each bike has GPS tracking and an integrated lock that works with regular bike racks.
Members can locate and reserve
bikes usin
AK
5 our web /mobile app,
or using the bicycle keypad.
F � t
GPS data streamlines operations, 4 41R, 0,
replacing guesswork with hard
data fora more efficient response
to rebalancing and repairs.
SObO
SMART BIKES
COMPETITOR
SMART DOCKS
What enhances the Social Bicycle's
Lder e
n
am
1. Create your SoBi profile
soa
2. Setect your membership
WHOM
3. Enter in payment information 4. Set a 4-digit PIN code
Find
Reserve
MUMMM"MI! •
Ride
X201
SOO,
Nearby bikes
Share
H
Profile Statements
Social Bicycles provides the richest user experience on both web and mobile. Users
can register on mobile or web, and in person at kiosks. Finding and reserving a bike
is quick and convenient. Users can share ride data on the SoBi platform and on
social media channels like Facebook or Twitter.
M
What makes the Social Bicycles
operator experience smarter?
dike Management
Real -Time Fleet Map
m r
{
f
$
w
Dashboard Statistics
Usage Reporting
Station Flow Patterns
The Social Bicycles operator platform provides the industry's most powerful fleet
management software. Maintenance can be tracked and bicycles are GPS enabled.
Usage can be aggregated system -wide and shared with municipalities, enabling
actionable planning on a corridor by corridor basis.
How does Social
activate markets?
Customizable Landing
The Social Bicycles platform comes with a
system website and landing pages specific to
each project location. It includes local
photography, specific brand identity, and
describes all aspects of the program to
engage and direct users. Sections include:
- "Create an Account" or "Sign In"
- How it Works
- Mobile Applications
- Embedded Interactive Map
- Membership Pricing
- Safety Tips and Local Laws
-About Us
- Blog Highlights (with link to full blog)
- And more!
The Social Bicycles team has built a
second application which enables the
public to contribute to the feasibility
and site planning process. The app is
called Social Cyclist, and is available for
free download in the App Store and
Google Play store. The public can
provide crowd - sourced suggestions for
bike share station locations, or record
their own GPS plots and view statistics
of their biking trips.
Rack profile
t` E
4
What creates a Social Bicycles sl�.�tiqn?
The Social Bicycles kiosk has a touch - screen for registration, payment, and bicycle
access. It accepts all major international credit /debit cards and is fully Level 1 PCI
compliant.
Kiosks are optional given the smart -bike architecture, and can be installed on a case -by-
case basis only at large stations to reduce cost.
The information panel provides additional opportunities for providing public information
and wayfinding. Replaceable posters display the system map, landmarks, transit stops,
and other information relevant not only to bike share users, but also to the general public.
Docks
Social Bicycles use metal racks with no wiring to increase robustness and reduce the cost
of stations. Racks are not vulnerable to extreme weather events and simplify installation.
ppp�
ATTACHMENT B:
TERM SHEET: Contract Requirement Highlights
Any contract executed pursuant to this Council authorization shall incorporate terms and
conditions of the RFP, BAFO, and Cycle Hop's successful vendor's non -price (technical) and
price proposal, shall include, though not be limited to including, the following terms and
conditions:
• Schedule. Construction and equipment procurement will be required to be completed
within 9 months.
• Term of the Contract. The contract term includes two phases. The
construction /installation period will commence upon the issuance of a Notice to Proceed
by the City and last approximately six to nine months. The operational phase will
commence upon successful and timely completion of procurement and installation of a
fully operational system. The term will terminate at the end of three years unless
extended, at the City's sole discretion, for 2 additional 2 -year terms. Price commitments
will be expected to extend through this period. Standard multi -year contract terms will be
included in the contract.
Identify station areas /docking locations of operation of a bike sharing system. The
contractor shall identify stations to service each of the areas shown on the station
location map in the RFP as well as additional stations for a total of at least 50 stations
that can include at least 1,000 docking locations that meet the City's criteria and are
approvable by the City's Planning and Community Development Department and the
City's Public Works Department, as well as other departments in the case of location on
City properties that are not public right -of -way.
Payment Schedule. The contract will authorize a 40% equipment deposit within 30 days
of execution and balance upon delivery. The operating contract will allow one month
advance payment. A three -month operating advance will be payable upon the state that
revenue operations begin, then the contractor shall bill monthly.
Cost and Budget Adjustments. The contractor will bill monthly based on the number of
bikes in service. The City may retain 10% of the monthly payment until the contractor
has submitted proof that service standards established in Attachment D are being met. It
is anticipated that the budget will increase 2% per year throughout the term, but each
annual budget is subject to the approval of the City Council If the usage of the system
exceeds expectations by 10% or more, the City, in consultation with the contractor will
consider recommending that Council approve a budget adjustment to provide additional
funding for increased operational costs. Staff will propose an appropriate adjustment
when the annual operating funds are subject to appropriation by the Council.
® Incorporate by reference the selected contractor's proposal.
0 Incorporate by reference the acquisition description.
• Specify that the City shall have the right to inspect the system and any system elements
to determine whether these are operational and in good repair.
Specify the warranties, and remedies.
• Performance retention. 10% of fees shall be retained for any month during which City
surveys demonstrate that contractor has not met performance standards incorporated in
the Service Level Agreements.
• Specify the contractor's responsibility for providing liability insurance.
• Specify that all contract amendments must be in writing and signed by responsible
officials.
• Specify what constitutes cause to terminate the contract, what notice must be provided
prior to termination, and what opportunity will be granted to correct any problem.
Prohibit any activity that would constitute a violation of the conflict of interest statute.
• Specify that the document is the entire contract and that there are no agreements other
than those incorporated therein.
• Specify the contractor's responsibility for indemnifying the City. Contractor will agree to
defend, indemnify, protect and hold harmless the City of Santa Monica, its agents,
officers, boards and commissions and employees (collectively, "City') from and against
any and all liability, claims, demands, damages, or costs, including, but not limited to,
attorney's fees, or payments for injury to any person or property (collectively, "Losses')
caused or claimed to be caused by the acts or omissions of the Contractor, or
Contractor's employees, agents, officers and subconsultants. Also covered under this
section is liability arising from, connected with, caused by, or claimed to be caused by the
active or passive negligent acts or omissions of the City, which may be in combination
with the acts or omissions of Contractor, its employees, agents or officers or
subconsultants; provided, however, that Contractor's duty to defend, indemnify, protect
and hold harmless shall not include any Losses arising from the sole negligence or willful
misconduct of the City. Notwithstanding Contractor's obligation to defend City hereunder,
the City has the right to conduct its own defense and seek reimbursement for reasonable
costs of defense from Contractor, if City chooses to do so.
Specify the contractor's responsibility for insurance. Prior to the commencement of work,
Contractor shall procure, maintain and pay for insurance against claims for injuries to
person or damage to property that may arise from or in connection with the performance
of the services by the Contractor, its agents, representatives, employees and
subconsultants for the duration of the Agreement. Contractor must obtain insurance that,
at a minimum, meets the requirements for insurance set forth in Exhibit B of RFP.
• Commercial General Liability Insurance
• Workers' Compensation Insurance
• Employers' Liability Insurance
• Automobile Liability Insurance
2
The City shall have the right to approve the contractor's project manager.
• Specify that the color and design of the bicycles, stations and station maps, and website
shall be subject to the approval of the City. Project delays resulting from delayed
approval by the City shall be the responsibility of the City.
• Specify terms under which the Contractor could be required to buy the system back from
the City before the contract expires.
• Specify that the City will own the System, including the System structures and equipment,
during the term of the proposed Contract. On expiration or termination of the proposed
Contract, the System and the System structures shall remain in place or be immediately
removed at the option of the City. The City shall have salvage rights all or part of the
entire system, should it decide to keep it. The Contractor shall restore all sites to their
proper condition; removal and restoration shall be at the Contractor's sole expense.
A
El
%
\
G
k
r
$ /
\�
\ �
\ �
/ \
\ %
a
/
\
�
111111
1111191
�.
� « '
� \.
���
-
!logo
�\
. �
� �
% .
.•
.�
�
2�
\\
!!
.k
�\
�)
(}
\\
{(
\\
\
15
\
\
}
\
�
!
\)
}
tR
°
\
\
\
\
\
\m
\}
\
}
az
th
\
\
\
\
\
\
\
\
\
\
\\/
{2
t�
/)
/
\)
�
-«
ATTACHMENT F:
GUIDELINES
The following document was developed by the Cycleflop, Social Bicycle and Sam Schwartz
Engineering team as guidelines for the bicycle share site selection process and effort.
This guide is broken up into the following three sections:
1. General
2. Site Specific
3. Santa Monica Specific
A detailed checklist will be created which specifically applies to the City of Santa Monica using
the criteria below as a basis. City staff will be consulted before the checklist is finalized and
before the site selection process begins.
The site selection process will follow 6 steps for the agencies of the City of Santa Monica's
review and approval
• Checklist Document Review
• Draft System Map Review
• Public Engagement Review
• Draft Site Drawings for Approval
• Finalized Approved Site Drawings
• Finalized System Map
(1) GENERAL
• 1.1 Space: Physical space and requirements of the site
o Available space
® Dimensions
• Size of proposed station
• Idea of ideal number of racks /bikes for location
• Clear space needed for user access
® Bicycles
® Sign
Kiosk
• Sunlight Access
• Light conditions for bicycle and kiosk solar panel
•
1.2 ADA Compliance: Stations and bikes should not impact ADA access or movement
o Areas to be cautious of while siting
Access /Curb Ramps
® Entry ways
• Bus stops
Walkways
• 1.3 Access: Access to the arouosed location should consider the followin
• User Access
• User flow
• Removal and return of bicycle
• Access for Installation
Parking regulations
Traffic volumes
• Maintenance Access
• Access to bike share equipment
Access to adjacent utilities near bike share equipment
• Access for the Rebalancing of bicycles
• Parking regulations
• Traffic volumes
• Travel patterns
• 1.4 Visibility: Ensure maximum visibility of stations for user access and safety.
• Pedestrians
• Cyclists
• Motorists
0 1.5 Safety
• Maintaining site lines
• Distances from travel lanes
• User access
® 1.6 Property Ownership
, o Private vs Public Right of Way
• 1.7 Utilities: Existina utilities and access reuuirements
• Manholes
• Gas Valves
• Electric boxes
• Fire Hydrants
(2) SITE SPECIFIC
® 2.1 On- street
• Parking regulations
• Curbside lane width
• Adjacent travel lane width
• Traffic conditions
® Speed
2
• Volume
• Daylighting near corners
• Bus routes and stops nearby
• Inside vs outside of turn
• Loading zones
® 2.2 Sidewalk
• Sidewalk width
• Pedestrian travel patterns
• Existing parking regulations is sited adjacent to sidewalk
3 feet clear fi-om curb to front of bicycle
• Existing street furniture
• Benches
• Bike racks
Newspaper bins
• Signage
Art installations
• Etc...
• Other obstructions
• Bus stops
• Driveways
• Crosswalks
® Cellar doors
• Building entrances
• 2.3 Existing Street Network
• Bicycle network
• Public Transit routes
Bus
• Rail/Train
• Off - street parking facilities
• Commuter parking
• Mall parking
• Municipal and private lots
• Large events
• Farmer's markets
• Parades
• Festivals
® Construction
• 2.4 Community Concerns and feedback
o Public engagement
3
• 3.1 Areas of Interest
• 3RD Street Promenade
• Stations should be located on intersecting streets
• Stations should not be located within Promenade
• Santa Monica Pier
Station placement, closer to
• Ocean Ave
• On Colorado Ave
• Oceanfront
• Stations to be close to beach access points
Coastal commission review required
• 3.3 Relocation Process of Existing Facilities and Furniture
• Street furniture
• Bike racks
• Newspaper bins
• Benches
Trash receptacles
• Parking removal
• Daylighted street corners
Existing guidelines
0
�> ny
1
r�
� .r`o `Oy
LL
vn "4 v
G
Q LLJ a u ovow
4 1
Z
LLJ
VZJ b d
lu
fy y
%-
``
L I- U
O O y
v n
Q
biy
>YF
p Tb
LL6 GG
E
2�
INNI
MENOW
J
yj0 � IO
b yr`
Y
U
f�0 y
Y 0
U N O
N N y
t
N iD
E J
N
cN
G
ATTACHMENT H:
Draft Project Schedule (2014 -2015)
Marketing & Public Outreach
X
X
e
X
I X
-
X
I X
am
General Information Brochure
General Information Web Page (City)
X
X
X
X
X
X
Maintenance & Cleaning
Begin Public Outreach
X
X
X
X
X
X
Bicycle Distribution (balancing stations)
Outline Pre - Launch Marketing Campaign
X
X
X
X
X
X
Outreach, Marketing & Sales
Brand Development
X
X
X
X
X
X
Membership Services &Fulfillment
Develop Station and Bicycle Signage
X
X
X
X
X
X
X
Location Siting Adjustments
Develop Station Maps
X
X
X
X
X
X
X
Reporting
Suggest -A- Location
X
X
X
X
X
X
Publish Final Location Map
X
Outreach to Business Nearby Stations
X
X
X
Launch Website and Mobile App
X
Launch Social Media With Brand
X
Open Demo Station X
Launch Event X
Operations (Launch) r -
Hire Core Launch Team X
Setup Payment Kiosk Software X
Lease and Build Out HQ/Maintenance Center tt X
Setup Back Office Software X
Develop Local Operational Procedures X
Hire a nd Tra in Operational Staff I I X I X
Starting
X
X
I X
I X
I X
X
I X
Customer Service
X
X
X
X
X
X
X
Maintenance & Cleaning
X
X
X
X
X
X
X
Bicycle Distribution (balancing stations)
X
X
X
X
X
X
X
Outreach, Marketing & Sales
X.
X
X
X
X
X
X
Membership Services &Fulfillment
X
X
X
X
X
X
X
Location Siting Adjustments
X
X
X
X
X
X
X
Reporting
X
X
X
X
X
X
X
Reference:
Contract No. 9966
(CCS)