Bellflower City Council
June 26, 2023

14-C
TO: Honorable Mayor and Members of the City Council

ATTENTION: Jeffrey L. Stewart, City Manager

FROM: P.J. Mellana, Director of Parks and Recreation

SUBJECT: Consideration and possible action to authorize the City Manager to execute Agreement File No. 781.1, in a form approved by the City Attorney, with KTU&A for Parks & Recreation Master Plan Services.

DATE: June 26, 2023

EXECUTIVE SUMMARY

This action would approve an agreement with KTU&A to lead the City of Bellflower's first Parks & Recreation Master Plan process. The final Master Plan produced through this process will serve as a long-term planning tool for the City and the Parks & Recreation Department, identifying best practices, addressing service gaps, proposing programs and events, and recommending funding sources for infrastructure improvements, maintenance, operations, and increased services.

RECOMMENDATION TO CITY COUNCIL

1) Authorize the City Manager to execute Agreement File No. 781.1, in a form approved by the City Attorney; or

2) Alternatively, discuss and take other action related to this item.

FISCAL IMPACT

The not-to-exceed amount for the Agreement is $177,500 and the Master Plan project is funded through the City’s approved Fiscal Year 2023-2024 Operating Budget.

DISCUSSION

The City issued a Request for Proposals (RFP) on April 3, 2023 for Parks & Recreation Master Plan services. After receiving proposals from four qualified firms, a Selection Committee comprised of three staff members evaluated the proposals based on a list of requirements in the RFP and rated them accordingly. Staff is recommending KTU&A for the service agreement based on their experience with developing Parks & Recreation Master Plans, understanding of the specific requirements of our project needs, and their competitive fee structure.

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Staff Report – AFN No. 781.1– Parks Master Plan
June 26, 2023

DISCUSSION – Continued

KTU&A will lead the entire Master Plan process, providing comprehensive project management, evaluating current conditions, engaging the community, assessing program and facility needs, preparing gap analysis reports, developing recommendations, and formulating implementation and funding plans. Details for the overall project, scope of work, and project deliverables are referenced in the Agreement attachments.

ATTACHMENT

Agreement File No. 781.1 ............................................................................................... 3

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AGREEMENT FILE NO. 781.1

PROFESSIONAL SERVICES AGREEMENT BETWEEN

THE CITY OF BELLFLOWER AND
KTU&A

FOR PARKS & RECREATION MASTER PLAN SERVICES

THIS AGREEMENT is entered into this 26th day of June 2023, by and between the CITY OF BELLFLOWER, a municipal corporation and general law city (“CITY”) and KTU&A, a California Corporation (“CONSULTANT”).

1. CONSIDERATION.

A. As partial consideration, CONSULTANT agrees to perform the work listed in the SCOPE OF SERVICES, below;

B. As additional consideration, CONSULTANT and CITY agree to abide by the terms and conditions contained in this Agreement;

C. As additional consideration, CITY agrees to pay CONSULTANT a sum not to exceed $177,500 for CONSULTANT’s services. CITY may modify this amount as set forth below. Unless otherwise specified by written amendment to this Agreement, CITY will pay this sum as specified in the attached Exhibit “A” which is incorporated by reference.

2. SCOPE OF SERVICES.

A. CONSULTANT will perform services listed in the attached Exhibit “A” which is incorporated by reference.

B. CONSULTANT will, in a professional manner, furnish all of the labor, technical, administrative, professional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculation, and all other means whatsoever, except as herein otherwise expressly specified to be furnished by CITY, necessary or proper to perform and complete the work and provide the professional services required of CONSULTANT by this Agreement.

3. PERFORMANCE STANDARDS. While performing this Agreement, CONSULTANT will use the appropriate generally accepted professional standards of practice existing at the time of performance utilized by persons engaged in providing similar services. CITY will continuously monitor CONSULTANT’s services. CITY will notify CONSULTANT of any deficiencies and CONSULTANT will have fifteen (15) days after such notification to cure any shortcomings to CITY’s satisfaction. Costs associated with curing the deficiencies will be borne by CONSULTANT.

4. PAYMENTS. For CITY to pay CONSULTANT as specified by this Agreement, CONSULTANT must submit a detailed invoice to CITY which lists the hours worked and hourly rates for each personnel category and reimbursable costs (all as set forth in Exhibit “A”) the tasks performed, the percentage of the task completed during the billing period, the cumulative percentage completed for each task, the total cost of that work during the preceding billing month and a cumulative cash flow curve showing projected and actual expenditures versus time to date. -3-

City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

5. NON-APPROPRIATION OF FUNDS. Payments due and payable to CONSULTANT for current services are within the current budget and within an available, unexhausted and unencumbered appropriation of the CITY. In the event the CITY has not appropriated sufficient funds for payment of CONSULTANT services beyond the current fiscal year, this Agreement will cover only those costs incurred up to the conclusion of the current fiscal year.

6. ADDITIONAL WORK.

A. CITY’s city manager (“Manager”) may determine, at the Manager’s sole discretion, that CONSULTANT must perform additional work (“Additional Work”) to complete the Scope of Work. If Additional Work is needed, the Manager will give written authorization to CONSULTANT to perform such Additional Work.

B. If CONSULTANT believes Additional Work is needed to complete the Scope of Work, CONSULTANT will provide the Manager with written notification that contains a specific description of the proposed Additional Work, reasons for such Additional Work, and a detailed proposal regarding cost.

C. Payments over $25,000 for Additional Work must be approved by CITY’s city council. All Additional Work will be subject to all other terms and provisions of this Agreement.

7. FAMILIARITY WITH WORK.

A. By executing this Agreement, CONSULTANT agrees that it has:

i. Carefully investigated and considered the scope of services to be performed;

ii. Carefully considered how the services should be performed; and

iii. Understands the facilities, difficulties, and restrictions attending performance of the services under this Agreement.

B. If services involve work upon any site, CONSULTANT agrees that CONSULTANT has or will investigate the site and is or will be fully acquainted with the conditions there existing, before commencing the services hereunder. Should CONSULTANT discover any latent or unknown conditions that may materially affect the performance of the services, CONSULTANT will immediately inform CITY of such fact and will not proceed except at CONSULTANT’s own risk until written instructions are received from CITY.

8. TERM. The term of this Agreement will be from July 3, 2023 to December 31, 2024. Unless otherwise determined by written amendment between the parties, this Agreement will terminate in the following instances:

A. Completion of the work specified in Exhibit “A”;

B. Termination as stated in Section 16.

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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

9. TIME FOR PERFORMANCE.

A. CONSULTANT will not perform any work under this Agreement until:

i. CONSULTANT furnishes proof of insurance as required under Section 23 of this Agreement; and

ii. CITY gives CONSULTANT a written notice to proceed.

B. Should CONSULTANT begin work on any phase in advance of receiving written authorization to proceed, any such professional services are at CONSULTANT’s own risk.

10. TIME EXTENSIONS. Should CONSULTANT be delayed by causes beyond CONSULTANT’s control, CITY may grant a time extension for the completion of the contracted services. If delay occurs, CONSULTANT must notify the Manager within forty-eight hours (48 hours), in writing, of the cause and the extent of the delay and how such delay interferes with the Agreement’s schedule. The Manager will extend the completion time, when appropriate, for the completion of the contracted services.

11. CONSISTENCY. In interpreting this Agreement and resolving any ambiguities, the main body of this Agreement takes precedence over the attached Exhibits; this Agreement supersedes any conflicting provisions. Any inconsistency between the Exhibits will be resolved in the order in which the Exhibits appear below:

12. CHANGES. CITY may order changes in the services within the general scope of this Agreement, consisting of additions, deletions, or other revisions, and the contract sum and the contract time will be adjusted accordingly. All such changes must be authorized in writing, executed by CONSULTANT and CITY. The cost or credit to CITY resulting from changes in the services will be determined in accordance with written agreement between the parties.

13. TAXPAYER IDENTIFICATION NUMBER. CONSULTANT will provide CITY with a Taxpayer Identification Number.

14. PERMITS AND LICENSES. CONSULTANT, at its sole expense, will obtain and maintain during the term of this Agreement, all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement.

15. WAIVER. CITY’s review or acceptance of, or payment for, work product prepared by CONSULTANT under this Agreement will not be construed to operate as a waiver of any rights CITY may have under this Agreement or of any cause of action arising from CONSULTANT’s performance. A waiver by CITY of any breach of any term, covenant, or condition contained in this Agreement will not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained in this Agreement, whether of the same or different character.

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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

16. TERMINATION.

A. Except as otherwise provided, CITY may terminate this Agreement at any time with or without cause.

B. CONSULTANT may terminate this Agreement at any time with CITY’s mutual consent. Notice will be in writing at least thirty (30) days before the effective termination date.

C. Upon receiving a termination notice, CONSULTANT will immediately cease performance under this Agreement unless otherwise provided in the termination notice. Except as otherwise provided in the termination notice, any additional work performed by CONSULTANT after receiving a termination notice will be performed at CONSULTANT'’ own cost; CITY will not be obligated to compensate CONSULTANT for such work.

D. Should termination occur, all finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other materials prepared by CONSULTANT will, at CITY’s option, become CITY’s property, and CONSULTANT will receive just and equitable compensation for any work satisfactorily completed up to the effective date of notice of termination, not to exceed the total costs under Section 1(C).

E. Should the Agreement be terminated pursuant to this Section, CITY may procure on its own terms services similar to those terminated.

F. By executing this document, CONSULTANT waives any and all claims for damages that might otherwise arise from CITY’s termination under this Section.

17. OWNERSHIP OF DOCUMENTS; EXCEPTIONS; WARRANTY. Except as otherwise provided below, all documents, data, studies, drawings, maps, models, photographs and reports prepared by CONSULTANT (collectively, “Documents”) under this Agreement are CITY’s property. CONSULTANT may retain copies of such Documents as desired but will deliver all original materials to CITY upon CITY’s written notice. CITY agrees that use of CONSULTANT’s completed work product, for purposes other than identified in this Agreement, or use of incomplete work product, is at CITY’s own risk. CONSULTANT warrants that all Documents it drafts and completes pursuant to this Agreement constitutes original work. Specifically, CONSULTANT understands and agrees that use of artificial intelligence (AI) tools including, without limitation, ChatGPT, Microsoft’s Bing Chat, Google’s Bard, and Meta’s LLaMA (Large Language Model Meta AI), in the performance of this Agreement does not constitute an original work, i.e., submitting Documents generated by such AI tools to CITY and representing it as CONSULTANT’s original work constitutes a material breach of this Agreement, constitutes a false claim, and may also violate applicable intellectual property right laws including, without limitation, United States Copyright Law. Accordingly, and notwithstanding any other provision of this Agreement as to ownership, CITY specifically rejects ownership of such Documents. CONSULTANT is required to indemnify and defend CITY to the fullest extent allowed by applicable law should it violate this Section.
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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

18. PUBLICATION OF DOCUMENTS. Except as necessary for performance of service under this Agreement, no copies, sketches, or graphs of materials, including graphic art work, prepared pursuant to this Agreement, will be released by CONSULTANT to any other person or public CITY without CITY’s prior written approval. All press releases, including graphic display information to be published in newspapers or magazines, will be approved and distributed solely by CITY, unless otherwise provided by written agreement between the parties.

19. INDEMNIFICATION.

A. CONSULTANT agrees to the following:
i. Indemnification for Professional Services. CONSULTANT will save harmless and indemnify and at CITY’s request reimburse defense costs for CITY and all its officers, volunteers, employees and representatives from and against any and all suits, actions, or claims, of any character whatever, brought for, or on account of, any injuries or damages sustained by any person or property resulting or arising from any negligent or wrongful act, error or omission by CONSULTANT or any of CONSULTANT’s officers, agents, employees, or representatives, in the performance of this Agreement, except for such loss or damage arising from CITY’s sole negligence or willful misconduct.

ii. Indemnification for other Damages. CONSULTANT indemnifies and holds CITY harmless from and against any claim, action, damages, costs (including, without limitation, attorney’s fees), injuries, or liability, arising out of this Agreement, or its performance, except for such loss or damage arising from CITY’s sole negligence or willful misconduct. Should CITY be named in any suit, or should any claim be brought against it by suit or otherwise, whether the same be groundless or not, arising out of this Agreement, or its performance, CONSULTANT will defend CITY (at CITY’s request and with counsel satisfactory to CITY) and will indemnify CITY for any judgment rendered against it or any sums paid out in settlement or otherwise.

B. For purposes of this section “CITY” includes CITY’s officers, officials, employees, agents, representatives, and certified volunteers.

C. It is expressly understood and agreed that the foregoing provisions will survive termination of this Agreement.

D. The requirements as to the types and limits of insurance coverage to be maintained by CONSULTANT as required by Section 23, and any approval of said insurance by CITY, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONSULTANT pursuant to this Agreement, including, without limitation, to the provisions concerning indemnification.

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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

20. ASSIGNABILITY. This Agreement is for CONSULTANT’s professional services.

CONSULTANT’s attempts to assign the benefits or burdens of this Agreement without CITY’s written approval are prohibited and will be null and void.

21. INDEPENDENT CONTRACTOR. CITY and CONSULTANT agree that CONSULTANT will act as an independent contractor and will have control of all work and the manner in which is it performed. CONSULTANT will be free to contract for similar service to be performed for other employers while under contract with CITY. CONSULTANT is not an agent or employee of CITY and is not entitled to participate in any pension plan, insurance, bonus or similar benefits CITY provides for its employees. Any provision in this Agreement that may appear to give CITY the right to direct CONSULTANT as to the details of doing the work or to exercise a measure of control over the work means that CONSULTANT will follow the direction of the CITY as to end results of the work only.

22. AUDIT OF RECORDS. CONSULTANT will maintain full and accurate records with respect to all services and matters covered under this Agreement. CITY will have free access at all reasonable times to such records, and the right to examine and audit the same and to make transcript therefrom, and to inspect all program data, documents, proceedings and activities.

CONSULTANT will retain such financial and program service records for at least three (3) years after termination or final payment under this Agreement.

23. INSURANCE.

A. Before commencing performance under this Agreement, and at all other times this Agreement is effective, CONSULTANT will procure and maintain the following types of insurance with coverage limits complying, at a minimum, with the limits set forth below:

Type of Insurance Limits

Commercial general liability: $2,000,000

Professional Liability $1,000,000

Business automobile liability $1,000,000

Workers compensation Statutory requirement

B. Commercial general liability insurance will meet or exceed the requirements of the most recent ISO-CGL Form. The amount of insurance set forth above will be a combined single limit per occurrence for bodily injury, personal injury, and property damage for the policy coverage. Liability policies will be endorsed to name CITY, its officials, and employees as “additional insureds” under said insurance coverage and to state that such insurance will be deemed “primary” such that any other insurance that may be carried by CITY will be excess thereto. Such endorsement must be reflected on ISO Form No. CG 20 10 11 85 or 88, or equivalent. Such insurance will be on an “occurrence,” not a “claims made,” basis and will not be cancelable or subject to reduction except upon thirty (30) days prior written notice to CITY. -8-

City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

C. Professional liability coverage will be on an “occurrence basis” if such coverage is available, or on a “claims made” basis if not available. When coverage is provided on a “claims made basis,” CONSULTANT will continue to renew the insurance for a period of three (3) years after this Agreement expires or is terminated. Such insurance will have the same coverage and limits as the policy that was in effect during the term of this Agreement, and will cover CONSULTANT for all claims made by CITY arising out of any errors or omissions of CONSULTANT, or its officers, employees or agents during the time this Agreement was in effect.

D. Automobile coverage will be written on ISO Business Auto Coverage Form CA 00 01 06 92, including symbol 1 (Any Auto).

E. CONSULTANT will furnish to CITY duly authenticated Certificates of Insurance evidencing maintenance of the insurance required under this Agreement and such other evidence of insurance or copies of policies as may be reasonably required by CITY from time to time. Insurance must be placed with insurers with a current A.M.

Best Company Rating equivalent to at least a Rating of “A:VII.”

F. Should CONSULTANT, for any reason, fail to obtain and maintain the insurance required by this Agreement, CITY may obtain such coverage at CONSULTANT’s expense and deduct the cost of such insurance from payments due to CONSULTANT under this Agreement or terminate pursuant to Section 16.

G. Self-Insured Retention/Deductibles. All policies required by this Agreement must allow CITY, as additional insured, to satisfy the self-insured retention (“SIR”) and deductible of the policy in lieu of CONSULTANT (as the named insured) should CONSULTANT fail to pay the SIR or deductible requirements. The amount of the SIR or deductible is subject to the approval of the City Attorney and the Finance Director. CONSULTANT understands and agrees that satisfaction of this requirement is an express condition precedent to the effectiveness of this Agreement. Failure by CONSULTANT as primary insured to pay its SIR or deductible constitutes a material breach of this Agreement. Should CITY pay the SIR or deductible on CITY’s behalf upon the CONSULTANT’S failure or refusal to do so in order to secure defense and indemnification as an additional insured under the policy, CITY may include such amounts as damages in any action against CONSULTANT for breach of this Agreement in addition to any other damages incurred by CITY due to the breach.

24. USE OF SUBCONTRACTORS. CONSULTANT must obtain CITY’s prior written approval to use any consultants while performing any portion of this Agreement. Such approval must approve of the proposed consultant and the terms of compensation.

25. INCIDENTAL TASKS. CONSULTANT will meet with CITY monthly to provide the status on the project, which will include a schedule update and a short narrative description of progress during the past month for each major task, a description of the work remaining and a description of the work to be done before the next schedule update. -9-

City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

26. NOTICES. All communications to either party by the other party will be deemed made when received by such party at its respective name and address as follows:

If to CONSULTANT:

If to CITY:

Attention: Joe Punsalan, Principal Attention: P.J. Mellana, Director of Parks and Recreation
KTU&A City of Bellflower
3916 Normal Street 16600 Civic Center Drive
San Diego, CA 92103 Bellflower, CA 90706
619-294-4477, ext. 127 (562) 804-1424
[email protected] [email protected]

Any such written communications by mail will be conclusively deemed to have been received by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly addressed as noted above. In all other instances, notices will be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this paragraph.

27. CONFLICT OF INTEREST. CONSULTANT will comply with all conflict of interest laws and regulations including, without limitation, CITY’s conflict of interest regulations.

28. ☐ This Section applies only if box is checked. POLITICAL REFORM ACT. CONSULTANT agrees that it will be considered a public official subject to the Political Reform Act of 1974 for purposes of this Agreement. CONSULTANT agrees and warrants that it has no financial interests which may be materially affected by the project for which the Initial Study, as specified in the SERVICES, is being prepared. Such financial interests may include, without limitation, interests in business entities, real property, or sources of income exceeding $500 received within the past year. CONSULTANT further warrants that, before executing this Agreement, it reviewed the Political Reform Act of 1974 and the Fair Political Practices Commission regulations, including, without limitation, Chapter 7 of Title 2 of the California Administrative Code, Section 18700, et seq., in order to determine whether any conflict of interest would require CONSULTANT to refrain from performing the SERVICES or in any way attempting to use its official position to influence the governmental decisions underlying the subject environmental clearances.

29. SOLICITATION. CONSULTANT maintains and warrants that it has not employed nor retained any company or person, other than CONSULTANT’s bona fide employee, to solicit or secure this Agreement. Further, CONSULTANT warrants that it has not paid nor has it agreed to pay any company or person, other than CONSULTANT’s bona fide employee, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Should CONSULTANT breach or violate this warranty, CITY may rescind this Agreement without liability.

30. THIRD PARTY BENEFICIARIES. This Agreement and every provision herein is generally for the exclusive benefit of CONSULTANT and CITY and not for the benefit of any other party. There will be no incidental or other beneficiaries of any of CONSULTANT’s or CITY’s obligations under this Agreement.
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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

31. INTERPRETATION. This Agreement was drafted in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Los Angeles County.

32. COMPLIANCE WITH LAW. CONSULTANT agrees to comply with all federal, state, and local laws applicable to this Agreement.

33. ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements expressed or implied, oral or written. There is one attachment to this Agreement. This Agreement will bind and inure to the benefit of the parties to this Agreement and any subsequent successors and assigns.

34. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party.

35. SEVERABILITY. If any portion of this Agreement is declared by a court of competent jurisdiction to be invalid or unenforceable, then such portion will be deemed modified to the extent necessary in the opinion of the court to render such portion enforceable and, as so modified, such portion and the balance of this Agreement will continue in full force and effect.

36. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions described herein. This Agreement may be modified by written amendment.

CITY’s Manager, or designee, may execute any such amendment on behalf of CITY.

37. ELECTRONIC SIGNATURES. This Agreement may be executed by the Parties on any number of separate counterparts, and all such counterparts so executed constitute one agreement binding on all the Parties notwithstanding that all the Parties are not signatories to the same counterpart. In accordance with Government Code §16.5, the Parties agree that this Agreement, agreements ancillary to this Agreement, and related documents to be entered into in connection with this Agreement will be considered signed when the signature of a party is delivered by electronic transmission. Such electronic signature will be treated in all respects as having the same effect as an original signature.

38. CAPTIONS. The captions of the paragraphs of this Agreement are for convenience of reference only and will not affect the interpretation of this Agreement.

39. TIME IS OF ESSENCE. Time is of the essence for each and every provision of this Agreement.

40. FORCE MAJEURE. Should performance of this Agreement be prevented due to fire, flood, explosion, acts of terrorism, war, embargo, government action, civil or military authority, the natural elements, or other similar causes beyond the Parties’ reasonable control, then the Agreement will immediately terminate without obligation of either party to the other.

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City of Bellflower
Agreement File No. 781.1
KTU&A – Parks Master Plan Services

41. STATEMENT OF EXPERIENCE. By executing this Agreement, CONSULTANT represents that it has demonstrated trustworthiness and possesses the quality, fitness and capacity to perform the Agreement in a manner satisfactory to CITY. CONSULTANT represents that its financial resources, surety and insurance experience, service experience, completion ability, personnel, current workload, experience in dealing with private consultants, and experience in dealing with public agencies all suggest that CONSULTANT is capable of performing the proposed contract and has a demonstrated capacity to deal fairly and effectively with and to satisfy a public CITY.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first hereinabove written.

CITY OF BELLFLOWER KTU&A

_____________________________ _____________________________ Jeffrey L. Stewart, City Manager Joe Punsalan, Principal

ATTEST:

_____________________________
Mayra Ochiqui, City Clerk

APPROVED AS TO FORM:

_____________________________
Karl H. Berger, City Attorney Taxpayer ID No. ____________________

ATTACHMENT:

Exhibit A – Proposal, Scope of Services, and Fees
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PARKS & RECREATION MASTER PLAN
PROPOSAL | CITY OF BELLFLOWER | APRIL 27, 2023

PRIMARY CONTACT
Joe Punsalan, Principal
3916 Normal Street
San Diego, CA 92103
619 294-4477 x127
[email protected]

Contents
1 EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 2 QUALIFICATIONS
KTUA Firm Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Subconsultant Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 KTUA Key Personnel Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Subconsultant Key Personnel Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Team Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 KTUA Similar Project Experience and References . . . . . . . . . . . . . . . . . . . . .10 3 PROJECT APPROACH AND METHODOLOGY . . . . . . . . . . . . . . .16 4 DETAILED SCOPE OF SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . .20 5 PROJECT SCHEDULE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 6 REQUIRED CONTRACT EXCEPTIONS STATEMENT . . . . . . . . . .28 7 APPENDIX A INSURANCE REQUIREMENTS . . . . . . . . . . . . . . . . .29 8 ADDITIONAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 9 FEE PROPOSAL AND HOURLY RATES . . . . . . . .(Sealed Envelope) -14-

3916 Normal Street
San Diego, CA 92103
619-294-4477
www.ktua.com
April 27, 2023
P .J . Mellana, Director of Parks and Recreation
City of Bellflower
16600 Civic Center Drive
Bellflower, CA 90706
Dear Mr . Mellana and Members of the Selection Committee, A parks and recreation master plan can offer tremendous benefits for a city: it can lead to a healthier environment; it can encourage people to socialize and play together; and can provide beauty, shade, and clean air . Parks can define a city and promote a culture .

Parks can shed light on the past while leading the way to the future . Parks can take you places with trails and linear features or they can be a memorable spot where you socialized, a field you played sports on, or a scenic viewing location in an open space .

Parks and open space are the essential thread that ties cities, communities, and neigh- borhoods together .

While Bellflower has a several parks, they are not distributed evenly throughout the City, so this plan will look for opportunities to serve the neighborhoods that are park or amenity deficient . Fortunately, the City is already taking steps in park investment and improvements such as the new community center near Simms Park, a new playground at Thompson Park and improvements at Constitution Park . The new Butterfly Garden Park will also be a great asset to the City’s park system .

Today, a citywide master plan has to be more than ballfields and playgrounds . Our recommendations for park improvements include creative and innovative solutions for stormwater runoff where appropriate, such as the diversion and filtration system at Simms Park . Our strategies may include the identification of climate adaptations to ad- dress excessive heat, cold or wind through urban forestry; the use of State policies such as the Quimby Act for procuring developer funds to enhance and augment park assets; and the use of Crime Prevention through Environmental Design (CPTED) principles to increase safety and security .

Grants and other funding sources also seek data driven solutions that provide logical and community supported recommendations . Our park planning techniques incorpo- rate GIS driven solutions such as park level-of-service, park pressure modeling, demo- graphic analysis and travelshed development for assessing park access by non-motor- ized modes .

Our plans seek to balance these factors and are unique to each community, using meth- ods to tune amenity distribution and types to respond to the community’s desires and regional benchmarking to further enhance the NRPA national averages of park ameni- ties . Our community engagement and park planning experience encompasses inclusive strategies to close the gaps of equitable distribution, activities for all ages to participate, increase assets to meet the community’s park acreage standards, and re-invent recre- ational experiences that are translated into great personal experiences .

EXECUTIVE SUMMARY
YEAR FOUNDED ‚1970
ORGANIZATIONAL STRUCTURE ‚California Corporation
OFFICE LOCATIONS ‚San Diego (Main Office)
3916 Normal Street
San Diego, CA 92103
Phone: 619-294-4477 ‚Central Coast (Satellite Office)
CORPORATE OFFICERS ‚Chris Langdon, President ‚Mark Carpenter, Treasurer ‚Joe Punsalan, Secretary ‚Brooke Whalen, Vice President ‚Jerod Huwa, Vice President NUMBER OF EMPLOYEES -30 ‚9 Landscape Architects ‚8 Planners ‚2 Transportation Planners ‚2 Landscape Designers ‚2 Irrigation Designers ‚2 GIS Analysts ‚1 Transportation Engineer ‚2 Marketing ‚2 Accounting CERTIFICATIONS ‚Small Business Enterprise (California
Dept. of General Services), CA SBE
30007 exp. 07/31/24
PLANNING SERVICES ‚Land Use | Transportation Planning ‚Active Transportation Planning ‚Resource Planning ‚Federal Planning LANDSCAPE ARCHITECTURE SERVICES ‚Civic and Public Works ‚Parks and Recreation ‚Healthcare ‚Education ‚Housing ‚Hospitality ‚Office and Commercial SUPPORT SERVICES ‚Public Outreach ‚GIS ‚3D Modeling and Simulations ‚Sustainable Design ‚Water Management ‚Grant Writing -15-

KTUA has been designing and planning park and recreation facilities for over 50 years with a staff of 30 . Our experi- ence in the Gateway Cities region includes the preparation of the Bellflower-Paramount Active Transportation Plan (ATP), Montebello’s Parks Master Plan, Pico Rivera’s Urban Greening Plan and an active transportation plan for Artesia and Pioneer Boulevard concepts . Currently we are working on Lynwood’s Safe Routes to School Plan, Buena Park’s Active Transportation Plan and Whittier’s Parks Master Plan .

I will serve as the principal in charge and Jacob Leon will serve as the project manager with Nicole Rogge serving as deputy project manager . Both are either engaged in or have recently completed Parks Master Plans for the cities of Ontario, Menifee, Montclair, La Mesa, Whittier and Moreno Valley . Jacob will also lead the outreach for the project . As a bilingual team member and fluent in Spanish, Jacob specializes in identifying strategies and tools to get the most out of the engagement process . He was also the project manager for the Bellflower-Paramount ATP and already has knowledge of the City . Nicole Rogge will be a key team member to analyze, oversee and assist with all major tasks on the project . Matrix Consulting Group (MCG) services include an analysis of programs and services, maintenance and operations evaluation, and financial strategy plan .

Our proposal defines the anticipated interaction and involvement with City staff, our inclusive approach to community outreach, and a clear workflow of how this master plan should be developed . We look forward to the opportunity to discuss our approach and qualifications with you .

Terms and Required Statements: This proposal is valid for a period of 90 days from April 27, 2023 . KTU&A acknowl- edges receipt of RFI #1 dated April 18, 2023 . Appendix B: KTU&A is willing to enter into City’s agreement as represented in the Appendix B example provided in the RFP .

Respectfully submitted,
Joe Punsalan

KTUA AUTHORIZED REPRESENTATIVE
Joe Punsalan, Principal
3916 Normal Street, San Diego, CA 92103
619-294-4477 x127; Cell: 619-851-1870
[email protected]
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 3 2 | Qualifications | KTUA Profile
KTUA is a collaboration of planners, landscape architects, GIS analysts, and graphic designers focused on the creation of livable communities . Established in 1970, KTUA has expanded the bound- aries of a traditional landscape architecture office by incorporating active transportation, community planning, federal planning, and natural resource management practices into our portfolio . With this diversity, KTUA has the ability to help shape the bigger picture while addressing the fine-grained details that contribute to sustainable natural and built environments .

KTUA’s planning approach is to balance the diverse needs of re- gions, cities, communities, neighborhoods, developers, and future users with planning that encourages placemaking that is informed by our expertise in urban design, community development, mul- timodal transportation, complete streets, smart growth, public engagement, and natural resource management . With a goal of healthy communities and long-term stewardship of the land, KTUA has a track record for creating active public space that promotes public health, engages the community, contributes to economic growth, enhances public and private investments, optimizes land values, and provides a sustainable legacy that is memorable and attractive . Our commitment to our communities and clients is to ensure that each project is unique, collaborative, innovative, cost effective, environmentally integrated, and context sensitive .

RELEVANT EXPERIENCE INCLUDES:
• City of Whittier Parks Master Plan
• City of Ontario Parks Master Plan
• City of Montebello Parks Master Plan
• City of Menifee Parks Master Plan
• City of Montclair Parks Master Plan
• City of Goleta Stow Grove Park Master Plan
• City of Goleta Parks, Facilities, and Playgrounds
Master Plan
• City of Oceanside Parks Master Plan
• City of Palmdale Sam Yellen Park and Arnie Quinones
Park Master Plan
• City of Santa Maria Parks Master Plan
• City of Perris Park Master Plan
• Town of Phelan/Piñon Hills Parks Master Plan
• County of San Diego Needs Assessment and Parks
Master Plan
• City of Thousand Oaks Conejo Community Park
• County of San Luis Obispo Parks Master Plan
• Port of San Diego Parks Master Plan
• City of Santee Community Center and Parks and
Recreation Master Plan Update
• City of Grover Beach Senior Center Feasibility Study
• City of Victorville Parks Master Plan
• City of Encinitas Parks, Beaches, Open Space and
Trails Master Plan
• City of La Mesa Parks Master Plan
• City of La Mesa MacArthur Park Master Plan
• City of Hesperia, Perris, Signal Hill, and Walnut Park Master Plan
KTUA staff at the North Park Mini-Park entry monument sign -17-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 4 2 | Qualifications | Subconsultant Profile & Experience Matrix Consulting Group
Since 2002, The Matrix Consulting Group has worked with over 1,300 government agencies, conducting cost of ser- vice and management studies providing recommendations
relating to operations, improvements, and cost recovery .

The firm has extensive experience conducting comprehen- sive user fee studies .

The Matrix Consulting Group has extensive experience
conducting comprehensive user fee studies for a variety of municipal organizations and departments . Our experience spans master and strategic planning, park condition assess- ments, and program staffing and cost recovery . Our project teams are well versed in the areas that most impact cost recovery, including:
• The best use of a tiered recovery approach, such as resi- dent versus non-resident, or profit versus non-profit . • Setting fees according to the cost recovery pyramid
to ensure that premium services have a higher cost
recovery .

The ultimate goal in reviewing parks and recreation costs for service, is to ensure that fees and rates are set at a level that allows the City to continue to serve the community in a manner consistent with current goals and commitments .

Our firm and consulting team have extensive experience
conducting operations, staffing, and cost of service parks and recreation studies for local governments across the country .

City of Milpitas Program and Fee Assessment and Cost Recovery Policy Development (as part of larger Master Plan Update)
The Matrix Consulting Group, in partnership with another firm, has been working with the City of Milpitas on the de- velopment of a new Parks and Recreation Master Plan . The firm’s primary focus was on staffing assessments, service delivery evaluation, fee assessment, and development of a cost recovery policy for City Council adoption .

A comprehensive assessment of fees and cost recovery
was developed for all functional areas of the Recreation and Community Services Department . The recommended
cost recovery policy was adopted without change by the
City Council . The fee assessment has provided direction to staff and the City Council in adjusting fees to be more competitive with the local market and the surrounding com- munities while taking into consideration the unique needs of local residents and ensuring equity for all populations within the community .

City of Montebello Citywide Comprehensive Fee Study
The Matrix Consulting Group conducted a comprehen-
sive User Fee Study for the City of Montebello . As part of the cost of services study, the project team worked with departments to review current fee services and structures, and determine the full cost associated with providing
Building, Planning, Engineering, Police, Fire, and Parks and Recreation Services .

The project team provided support and guidance with de- velopment of departmental cost recovery policies, includ- ing implementing annual updates to fees . The project team also provided City staff with user fee models to conduct annual updates as needed .

City of Orange Citywide User Fee Study/Development Impact Fee Study The Matrix Consulting Group worked with the City of
Orange to conduct a comprehensive citywide user fee
study and development impact fee study . The comprehen- sive fee study covered the following department/divisions:

Police, Fire, Planning, Building, Engineering, Water, Main- tenance, Transportation, Parks and Recreation, Finance, and City Clerk . The development impact fee study looked at Police, Fire, Parks, and Library impact fees . The focus of these studies was to document current services costs and nexus requirements, and streamline existing fees to better reflect the services provided by each department .

ADDITIONAL EXPERIENCE
County of Lane, Oregon: Worked with the County to
review staffing and operational costs associated with Moor- age, Parking Passes, Organizational Camp, and Camping .

Along with determining the full cost of service, we also conducted a national survey to benchmark fees for service .

City of Grand Rapids, MI: Worked with the City to develop a Business Plan for Parks and Recreation . This study includ- ed an overall efficiency and effectiveness assessment of operational practices, staffing requirements, services to be provided, and associated service levels .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 5 2 | Qualifications | KTUA Key Personnel Resumes | Joe Punsalan EDUCATION ‚B .A ., Geography, California State
University, Sacramento
REGISTRATIONS ‚ITE Professional Transportation Planner ‚LEED Green Associate ‚2006 GISP, GIS Certification Institute #53646 ‚League of American Bicyclists League
Certified Instructor #2005
AFFILIATIONS ‚Association of Pedestrian and Bicycle
Professionals, Student Outreach Chair,
San Diego Chapter ‚Rails to Trails Enhanced Bicycle
Facilities Document Peer Review ‚Mira Mesa Planning Group: Transporta- tion Subcommittee Chair
AWARDS ‚2022 APA San Diego Award of Merit,
Transportation Planning, Imperial Coun-
ty Transportation Commission Regional
Active Transportation Plan ‚2020 Circulate San Diego Healthy Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan ‚2020 ASLA San Diego Award of Merit; 2019 APA California, Comprehensive
Plan Small Jurisdiction; 2019 APA Inland
Empire Comprehensive Plan Small
Jurisdiction, Award of Excellence, San
Jacinto Trails Master Plan ‚2019 APA San Diego Achievement Award, Vista Townsite Dr . Corridor Plan ‚2019 SCAG Sustainability Award for Active, Healthy and Safe Communi-
ties; and 2019 APA OC Transportation
Planning Merit Award: City of Santa Ana
- Central Complete Streets Plan
Joe Punsalan is a principal and senior transportation planner at KTUA. Joe man- ages large-scale active transportation planning projects such as complete street plans and corridor studies, active transportation plans, first/last mile connectivity, etc. He is responsible for scope development, data analysis, public engagement and facilitation of walk and roll audits and demonstration projects, report writing, grant writing and reporting, and staff and consultant team management. He has a background in GIS for mapping, research and analysis, and uses a simplified ap- proach to displaying complex methodologies. As an avid cyclist, Joe understands the roadway conditions and obstacles that face cyclists and pedestrians. Utilizing his first-hand knowledge, he applies federal, state, and regional standards to address these challenges and increase user safety.

CITIES OF BELLFLOWER AND PARAMOUNT ACTIVE TRANSPORTATION PLAN Team leader overseeing report development, safety analysis, community work- shops, outreach plan and presentations, field work, and subconsultant manage- ment . Facilitated and participated in workshops and field work with city staff, and regular status meetings . In-charge of overall scope management, budget, project recommendations and quality control .

CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN
Project manager/transportation planner . Project required extensive community out- reach to identify areas of improvements to the city-wide recreational facilities as well as access to parks and open space . Analysis of the city’s tree inventory and travelsheds to parks and open space were completed . Final plans identified new parks on vacant parcels, underutilized park land that could be enhanced with new program elements, suggested improvements to access to and within parks and improvements to the existing park elements, and creative solutions to increase connectivity to parks by improving existing flood control channels and extensive parkways along major roadways as linear park land . The study also identified gaps in walkway and bikeway networks and suggested ways to improve comfort levels for using these facilities .

CITY OF MORENO VALLEY PARKS, COMMUNITY SERVICES AND TRAILS MASTER PLAN Principal-in-Charge overseeing project tasks, client interaction, meeting facilitation, scope adjustments and budgeting . Day-to-day responsibilities include subconsul- tant coordination, project schedule, developing community engagement strategies, data collection and analysis for over 30 parks . As the project progresses, he will assist with trail alignment development, strategies, recommendations, and final plan development . His experience completing the City’s Bicycle Master Plan and Draca- ea Avenue Neighborhood Greenway project will be applied to the development of non-motorized access to parks and recreation facilities .

CITY OF DESERT HOT SPRINGS PARKS MASTER PLAN
As Principal-in-Charge oversees the project team on day-to-day tasks and as re- sponsible for client satisfaction . Responsibilities include subconsultant coordination, stakeholder meeting facilitation, data collection and demographic and park lev- el-of-service analysis and assisting the project manager as needed . As the project progresses, he will assist with strategies, recommendations, and final plan devel- opment . Joe’s experience completing the City’s Bicycle and Pedestrian Master Plan project will be applied to the development of access to parks and recreation facilities for all ages and abilities .

CITY OF ARTESIA ACTIVE TRANSPORTATION PLAN
Principal in charge of contracts, staff resources, and scheduling . Assisted with com- munity workshop preparations and coordination with the City and prime consultant .

Responsible for oversight of the development of project recommendations . -19-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 6 2 | Qualifications | KTUA Key Personnel Resumes | Jacob Leon | Project Manager | Sr. Associate | Outreach Facilitator

CITIES OF BELLFLOWER AND PARAMOUNT ACTIVE TRANSPORTATION PLAN Project manager/senior planner responsible for coordinating community work- shops and outreach plan and presentations . Participated in workshops and field work with city staff, and regular status meetings .

CITY OF ONTARIO PARKS MASTER PLAN
Project manager . Weekly tasks included communication between the client and project team members, managing a team of in-house GIS analysts and commu- nity outreach specialists, and maintaining project milestones on schedule . His extensive experience with community outreach helped the team and city navigate the COVID-19 pandemic by developing an alternative outreach strategy plan that included the use of online communication tools . Other responsibilities included assessing park and recreation facilities, determining suitable recommendations, and developing the final report for the master plan.

CITY OF MONTEBELLO PARKS MASTER PLAN
Outreach facilitator for a parks master plan that entailed research, analysis, and inventory of the existing facilities . Facilitated an extensive community outreach to gauge city, key stakeholder, and resident use of the facilities along with what they desired to see in future park improvements . The team utilized a variety of tools such as SurveyMonkey and advanced GIS mapping software to collect community feedback . Assisted team with workshop facilitation in English and Spanish.

CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN
Assistant project manager . Designed, coordinated, and completed many tasks throughout the project’s planning process . Assisted in the development of a comprehensive community engagement plan that included strategies, branding, announcements, workshop exhibits, and summaries in both English and Spanish .

Also helped develop park and active transportation recommendations based on the field work, analyses, and community feedback the team received .

PORT OF SAN DIEGO PEPPER PARK MASTER PLAN - SCHEMATIC PHASE The Pepper Park Master Plan is a collaborative and multidisciplinary effort aimed at establishing a grand vision for Pepper Park . As Project Manager, responsible for managing a team of designers, outreach specialists, architects, and engi- neers to create an implementable new design for Pepper Park . Responsibilities included weekly team meetings, comprehensive community engagement (public workshops, surveys, and focus group meetings), guiding the creation of multiple design alternatives, and guiding the development of the schematic drawings .

EDUCATION ‚Bachelor of Landscape Architecture,
Cal Poly, San Luis Obispo
REGISTRATIONS ‚2014, LEED Green Associate
AFFILIATIONS ‚American Society of Landscape
Architects ‚Association of Pedestrian and Bicycle
Professionals
SPECIAL SKILLS ‚Spanish Fluency
AWARDS ‚2022 APA Inland Empire Award of 2022
APA San Diego Award of Merit, Trans-
portation Planning, Imperial County
Transportation Commission Regional
Active Transportation Plan ‚2022 APA Inland Empire Award of Merit, Transportation Planning, Ontario
Recreation and Parks Master Plan ‚2022 APA Los Angeles Award of Merit, Comprehensive Plan - Small Jurisdiction,
City of Montebello Parks Master Plan ‚2020 APA Inland Empire, Comprehen- sive Plan- Large Jurisdiction, Prado
Regional Park Master Plan ‚2020 Circulate San Diego Healthy Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan ‚2020 ASLA San Diego Award of Merit; 2019 APA California, Comprehensive
Plan Small Jurisdiction; 2019 APA Inland
Empire Comprehensive Plan Small
Jurisdiction, Award of Excellence, San
Jacinto Trails Master Plan ‚2019 APA Central Coast; 2018 AP- WA-California Central Coast Project
of the Year, Special Studies Under
$2M Category; Goleta BMP Award of
Excellence
As senior associate planner and outreach facilitator Jacob Leon brings a decade’s worth of passion for mobility, complete streets, and parks and recreation plan- ning. His propensity for genuine community engagement, client transparency, and overall enthusiasm has allowed him to succeed while at KTUA. His success is reflected in the multiple award-winning projects he has helped achieve for our clients and our firm. He is an integral member of KTUA’s planning and design team, raising public awareness of the benefits of thoughtful urban and landscape design, safe pedestrian and bicycle accessibility, and green infrastructure.

His project responsibilities entail project management, network and facility design, public outreach coordination and facilitation, technical drafting, and 3D modeling. His experience in landscape architecture includes feasibility studies, site analysis, and park design.
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 7 2 | Qualifications | KTUA Key Personnel Resumes | Nicole Rogge | Assistant Project Manager | Planner EDUCATION ‚Bachelors in Urban Planning from the
University of Cincinnati
Nicole Rogge is a Planner at KTUA and focuses on park and recreation planning, active streetscapes, and sustainable landscape design. She also has a passion for using thoughtful graphic communication in planning to inform better and engage the community. She is a recent graduate with a Bachelors in Urban Plan- ning from the University of Cincinnati. She has completed several internships and co-ops in both the public and private sectors throughout her educational career, where she has built a wide variety of skills including Adobe Creative Suite, Auto- CAD, Sketch-up, GIS, and field surveying. Her interests include traveling, hiking, cooking, baking, and jewelry making.

CITY OF DESERT HOT SPRINGS PARKS MASTER PLAN
Assistant project manager/planner responsible for data acquisition and manage- ment of existing parks and park facilities and amenities . Also assisted at communi- ty outreach events and stakeholder meetings . Created community survey ques- tions to gather community feedback on existing parks and facilities and the future wants and desires of residents . Developed project branding to be used through- out community outreach and final report .

CITY OF MORENO VALLEY PARKS, COMMUNITY SERVICES & TRAILS MASTER PLAN Assistant project manager/planner . Assisted in conducting fieldwork inventory of existing park facilities and amenities to understand existing and future conditions of the City’s park amenities . Also conducted a geographic, amenity, and park acre- age level of service analysis to analyze how the existing park system is serving the residents . Created project branding to establish project identity to be used throughout the community engagement process and final report . Also assisted in conducting community engagement through workshop events and stakeholder meetings .

CITY OF MENIFEE PARKS MASTER PLAN
Planner, assisted with project support . Assisted in the creation and management of GIS data to facilitate analysis and provided document and map development support . Assisted the project team in community outreach facilitation . The Menifee Parks Master Plan scope included population analysis, a summary of recreational assets and amenities, and other site conditions that affected the development of the master plan . The Analysis included population-based standards for parks per 1,000 population and geographic distribution given walk times and demographic centers for different age groups . The Master Plan identified necessary changes in programs, parks or amenities, and the potential for new parks or new amenities within existing parks .

CITY OF MONTCLAIR PARKS MASTER PLAN (PMP)
Planner, assisted with project support . Assisted in the development of outreach materials as well as participated in community outreach events . Assisted in the creation and management of GIS data to facilitate analysis and provide document and map development support . The PMP included an inventory of recreational assets and amenities . The analysis included population-based standards for parks per 1,000 population and geographic distribution given walk times and demo- graphic centers for different age groups .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 8 2 | Qualifications | Subconsultant Key Personnel Resumes EDUCATION ‚BA, University of Maine, Public
Management ‚MPA, University of Maine
PROFESSIONAL ASSOCIATION ‚Association of Local Government Audi- tors (ALGA) ‚Government Finance Officers Associa-
tion (GFOA) ‚International City-County Management
Association (ICMA)
Alan Pennington | Senior Vice President/Senior Analyst
Alan leads our General Consulting Practice which includes our Parks and Rec- reation practice area . He has served as the Project Manager or Lead Analyst on over 300 local government studies including recent parks and recreation engage- ments . Alan has extensive experience conducting assessments for parks and recreation operations including evaluation of policies and procedures . His experi- ence includes:
• Completed over 300 local government assessment including over 50 parks and recreation evaluations .
• Implemented numerous approaches to ensuring stakeholder feedback and in- put is fully integrated into the evaluation and development of recommendations . • Extensive experience evaluating parks and recreation services including ensur- ing maintenance of existing programs and facilities, and opportunities to expand to meet identified community needs in a financially sustainable manner .

Relevant Experience
• City of Milpitas Park Master Plan Update: Evaluation of recreation programs, fee evaluation, and calculation of cost recovery; Evaluating staffing require- ments, and; Development of a cost recovery policy and City Council resolution .

The City Council adopted the recommended cost recovery policy providing for the first time a formal cost recovery target for staff to utilize in developing programs and fees .
• City of Seattle Review of the Parks Maintenance Function, Development of Recommended Maintenance and Improvement Standards, and Aligning Staffing with these standards: Toured all parks to evaluate current maintenance standards; Reviewed preventive maintenance standards .; Developed staffing, maintenance standards and policy recommendations for parks maintenance needs in compliance with best management practices .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 9 KTUAKolbe StetsGis analyst
KTUAMariella DelfinoPlanner/Designer
KTUAJoe PunsalanPrincipal-in-charge transportation Planner KTUAJacob LeonProject Manager/sr. associate Planneroutreach facilitator KTUANicole Roggeassistant Project Manager Planner
2 | Qualifications | Team Organization
Stakeholders
City of Bellflower
STAFFING COMMITMENT: Key KTUA personnel are available for the duration of the project. Key staff will not be removed or replaced without the prior consent of the City of Bellflower.

STAFF RESOURCES: 9 Landscape Architects, 2 Landscape Designers, 8 Planners (1 AICP), 2 Irrigation Designers, 2 Transportation Planners, 2 GIS Analysts, 1 Transportation Engineer, 2 Accounting.

Additional Capabilities such as Outreach Facilitators, Interpreters, and Translators.

KTUA STAFFING PLAN
KTUA utilizes the Resource Planning
module of Deltek VantagePoint for
weekly staff scheduling, allowing us
to accurately schedule staff resourc-
es with the appropriate experience
to meet project deadlines . Staffing
responsibilities include:
1 . The assigned project manager
is involved in the review of the
scope, the preparation of the fee
and the contract negotiation .
2 . The project manager works with
the client to develop and validate
the overall goals and objectives
of the project, as well as identify
project issues, requirements, bud-
gets, milestones, deadlines, and
design parameters .
3 . A project schedule is developed
by the project manager indicating
all submittals and review periods .

The QC manager reviews the
schedule to assure that adequate
time has been allocated for imple-
mentation of the quality control
process, including review and
coordination of consultant work,
and corrections and revisions
identified in the QC process .
4 . The KTUA policy is to assign a
team of experienced profession-
als that stay with the project from
concept through completion, en-
suring seamless integration from
one phase to the next .
suBconsultant: financial &
PRoGRaM PlanninG
Matrix consulting Group
Alan Pennington
Vice President/senior analyst
Khushboo Ingle
senior analyst
Betsy Merceranalyst
Joe McDonaldconsultant
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 10 2 | Qualifications | KTUA Project Experience & References STORY MAP: https://arcg.is/0yeqOa
CLIENT REFERENCE ‚City of Montebello ‚Laurie Aguilar, Management Analyst ‚323-887-1200 x374 ‚LAguilar@cityofmontebello .com COMPLETED ‚6/2021
SERVICES ‚Park Master Planning
PROJECT FEE ‚$383,709
KTUA KEY PERSONNEL ‚Jacob Leon
AWARDS ‚2022 APA Los Angeles Award of
Merit, Comprehensive Plan - Small
Jurisdiction
City of Montebello Parks Master Plan
KTUA developed a parks and facilities master plan that entails research, analysis, and inventory of the existing parks and park facilities to understand the current conditions and lifespan of the City’s assets . KTUA facilitated extensive community outreach to gauge the City, key stakeholders, and resident use of the facilities along with what they desire to see in future park improvements . The team utilized advanced GIS mapping techniques to analyze the park distribution . The team developed a comprehensive needs assessment developed from the analysis and outreach phases to help establish the citywide parks master plan recom- mendations which indicate specific improvements on the city facilities, programs, financials, and various other components . KTUA worked on three site-specific master plans of parks that were identified by the data to help determine improve- ments . KTUA prepared maps demonstrating how a Joint Use Agreement (JUA) may help fill in the void of park sparse areas . This helps to visualize the impact that JUA’s can have on a community, especially in areas with park shortages .

These parks will be used to apply for Prop 68 funding which KTUA will assist the City in producing .

CITY OF MONTEBELLO PARKS MASTER PLAN
165
Figure 6-5: Joint-use Map
VIEW DOCUMENT ONLINE:
https://tinyurl.com/4w9esn49
Number of Parks within 10-min Walk
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 11 2 | Qualifications | KTUA Project Experience & References CLIENT REFERENCE ‚City of Ontario ‚Nicholas Gonzalez, Recreation & Community Services Director ‚909-395-2065 ‚NicholasG@ontarioca .gov COMPLETED ‚8/2021
SERVICES ‚Park Master Planning ‚Community Engagement ‚GIS PROJECT FEE ‚$178,000
KTUA KEY PERSONNEL ‚Jacob Leon ‚Alex Samarin
AWARDS ‚2022 APA Inland Empire Award of
Merit, Transportation Planning
STORY MAP: https://arcg.is/1bf5q5
City of Ontario Recreation and Parks Master Plan
The City of Ontario Recreation and Parks Master Plan (ORPMP) is a comprehen- sive park planning effort that provides a 10-20-year vision for the Recreation and Community Services and Parks Department . The ORPMP included an analysis of existing programming in parks and facilities, capital improvement plans, a financial strategy plan, prioritization of proposed recommendations, and an operations and maintenance plan . Identifying existing and future park needs was a critical element of the planning process, therefore requiring extensive community and stakeholder engagement, field visit to each park, and GIS-related mapping analy- ses . The team used a collaborative community outreach approach that included a series of public workshops, surveys, online maps, and focus group meetings . The final plan supports the City’s goals of implementing prioritized park amenities and programming recommendations .

View Document Online:
https://tinyurl.com/yc2acpyf
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 12 2 | Qualifications | KTUA Project Experience & References City of Placentia Open Spaces and Urban Greening Plan
The City of Placentia Open Spaces and Urban Green-
ing Master Plan outlines a sustainability strategy to
preserve and improve existing parks and open space,
recapture future parks and open space, increase the
urban forest, and implement urban greening strate-
gies to reduce Vehicle Miles Traveled/Greenhouse
Gas (VMT/GHG) emissions and develop an active
transportation network . KTUA provided a comprehensive review and analysis of all existing and potential parks and open space areas with feedback from an extensive community engagement campaign and stakeholder meetings .

As part of various urban greening strategies, KTUA developed new non-motorized transportation options that connect people to open spaces, public transit, Old Town Placentia, the Orange County Loop (OC Loop), and the future Metrolink Sta- tion . Through GIS modeling and community input, this plan identified optimal loca- tions for bike and pedestrian paths to encourage residents to cycle and/or walk to the City’s open spaces, parks, and the OC Loop . The efforts of this plan are in line with SCAG’s 2016 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), the Transit Integration Strategy, particularly to provide and enhance active transportation networks for Short Trips and First/Last Mile access to rail .

CLIENT REFERENCE ‚City of Placentia ‚Veronica Ortiz, Community Services Supervisor ‚714-993-8222 ‚ortiz@placentia .org
COMPLETED ‚2020
SERVICES ‚Park Master Plan ‚Community Engagement
PROJECT FEE ‚$149,519
KTUA KEY PERSONNEL ‚Joe Punsalan ‚Jacob Leon ‚Alex Samarin Workshop 4
Placentia Open Spaces and
Urban Greening Master Plan
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 13 2 | Qualifications | City of Menifee Parks Master Plan
CLIENT REFERENCE ‚City of Menifee ‚Jonathan Nicks ‚951-723-3707 ‚jnicks@cityofmenifee .us STATUS ‚Completed 2023
SERVICES ‚Park Master Plan ‚Community Engagement ‚GIS
PROJECT FEE ‚$159,940
KTUA FEE ‚$85,900
KTUA KEY PERSONNEL ‚Joe Punsalan ‚Alex Samarin ‚Jacob Leon ‚Nicole Rogge ‚Mariella Delfino The City of Menifee Parks Master Plan scope includes population analysis, sum- mary of recreational assets and amenities, and other site conditions that affected the development of the master plan . The Analysis includes population based standards for parks per 1,000 population and geographic distribution given walk times and demographic centers for different age groups . The Master Plan iden- tifies necessary changes in programs, parks or amenities, and the potential for new parks or new amenities within existing parks .

Existing and Future 1/2 mile travelsheds & future development population projects: Gaps with Missing Parks -27-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 14 2 | Qualifications | KTUA Project Experience & References CLIENT REFERENCE ‚City of Paramount ‚Wendy Macias, Public Works Manager ‚562-220-2111 ‚WMacias@paramountcity .com STATUS ‚Completed 2019
SERVICES ‚Active Transportation Planning ‚Community Engagement PROJECT FEE ‚$100,000
KTUA KEY PERSONNEL ‚Joe Punsalan ‚Jacob Leon
DOCUMENT LINK:
https://tinyurl.com/yxdfupp9
Cities of Bellflower and Paramount Active Transportation Plan The goal of this joint Active Transportation Plan was to reduce both pedestrian and bicycle injuries and fatalities and to promote bicycling, transit and walking as viable mobility choices . KTUA created a comprehensive network of bicycle and pedestrian facilities between the two cities and connections with other neighbor- ing cities and the LA River trail system . Analysis included developing a propensity model to highlight areas of need for both cities and to focus outreach efforts .

Analysis and recommendations included closing sidewalk gaps and identifying safety improvements around schools, parks, transit, and each City’s downtown and commercial areas . Tasks for this project included enhancing Safe Routes to Schools with identifiable pedestrian and bike safety improvements, connecting bicyclists and pedestrians with regional destinations, engaging community stake- holders, public, and City staff regarding local and regional bicycle and pedestrian priorities, developing a prioritized list of local projects, and analyzing best practic- es that can be applied in each City .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 15 2 | Qualifications | Community Engagement
all ages
all abilities
all stakeholders
all interests
all ideas
all voices
public meetings
stakeholder meetings
1-1 interviews
advisory groups
focus/user groups
formal presentations
project website
social media
newsletters
door hangers
press releases
public announcements
community events
site tours
walk/roll/bus tours
tactical urbanism
pop up events
farmers markets
online maps/comments
survey instruments
24 hour access
virtual meetings
multi-lingual
family -friendly

COMMUNITY ENGAGEMENT USING ARCGIS HUB
KTUA works closely with our clients to create a custom, centralized, and extremely user-friendly community engagement platform using ArcGIS Hub for park and recreation master plans and ac- tive transportation plans. This platform includes a variety of applications such as Web Applications, StoryMaps, Dashboards, and Sites. In our custom application, we typically host a comment map for the community to identify specific areas of opportunities and concerns, and a survey to provide writ- ten responses or rank project recommendations. The material on this platform can be translated as needed, and video tutorials are provided for those less familiar with online engagement methods.

City of Whittier Parks Master Plan
https://tinyurl.com/5549p9tu
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 16 3 | aPPRoach & MethoDoloGy
Values and Vision – A Road Map to the Future . An agen- cy’s values are comprised of the agency’s leadership and staff values, as well as those of the community they repre- sent . These values and visions direct an agency’s future actions and help determine the community conditions that represent priorities of change .

A Strong and Comprehensive Public Involvement
Process is needed to establish detailed issue identifica- tion, determine the value of public services, and provide a vision for the future that the community supports . This pro- cess should form the basis for measuring quantitative and qualitative performance for fiscal operating stewardship, managing taxpayer investments, establishing mandatory
fees and charges, and funding capital development .

Focus on Equity Across the City while Recognizing
Context and Needs of Individual Neighborhoods . With
quantitative analysis, it is easier to find consensus on the definition of equity . However, the project should not lose sight of individual differences between neighborhoods and the historic manner in which certain newer developer-built communities paid for their current assets . It must also recognize the role of equivalents in helping to reach these equity goals .

Appreciation of Sustainable Public Policy . The team has a strong background and understanding of the role that the natural and built environment has in the health of both the natural and man-made community . Our years of experience with watershed planning, habitat planning, urban forestry, water quality and air quality provides us this insight and will guide us in recommending sustainable parks and facilities .

This includes an increased attention to providing non-mo- torized access to public facilities . Connectivity for walking, hiking and biking should be a primary goal of many of the city’s parks and public facilities . Less on-site parking, more attention to local access, lowered vehicle miles traveled, and greater improvement in personal health will result from this goal .

Focus on Implementation . Our team plans, designs, engi- neers, and implements parks and community facilities that get built and that can be managed effectively and operat- ed economically . “Make no little plans; they have no magic to stir men’s blood…” is a common City Beautiful Movement term first used by Daniel Burnham in 1907 . But our practical experience is “make the right-sized plans” that provide innovation and momentum but that are also implementable and supportable . With decades of experience in delivering park and recreation general development plans, master
plans, and construction documents, KTUA provides good
insight into the necessary adjustments and refinements to design guidelines for future park and public facility devel- opment, maintenance, and replacement .

Listen, then Respond . Throughout the development of the plan, team members will function as professional, unbiased facilitators to gather specific information about services, use, and preferences, as well as agency strengths, weak- nesses, opportunities, and threats . When the proposed
techniques and formats are well received, they provide
the community with the opportunity to better understand the planning process and make a meaningful contribution, resulting in them feeling that the input session was valu- able . The efforts need to focus on listening to public and staff input (as well as from elected officials) about issues, concerns, solutions, and priorities . The end result will likely be a better alignment of consensus in the direction for recommendations . Building consensus and agreement on
the plan requires:
• Identifying, up-front, the project “givens” or parameters . • Making the participants aware of the process from start to finish, including where they have opportunities to con- tribute and who will be making final decisions .
• Encouraging participants to hear from each other .
• Identifying common ground as the plan evolves .
• Knowing that consensus is not always possible . The
team will encourage participants to think about what
they can “live with” if their ideal desire is not achievable, and what does the person wish us to convey to make
informed decisions to the project team, commissions and City Council . Written records and summaries of all public process and communications strategies will be provided
for posting to the city’s website for wider distribution .

OUR PROCESS
Our process has proven successful on projects of similar elements and size. We analyze com- munity and capital needs, provide financial solutions, identify alternative funding and partner- ship opportunities, and recommend investment strategies. We have developed, and currently employ, the following recognized philosophies to park planning. -30-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 17 3 | aPPRoach & MethoDoloGy

PARK RECREATIONAL EQUITY
The pandemic and other cultural shifts
such as environmental justice, equity
concerns, and civil rights discussions of
the last several years have highlighted
inequities that exist and the need to
address chronic health problems. The
role that parks and recreation provides
to the community in terms of mental,
physical, social, and spiritual health has
been made clearer as a result of these
facilities not being available and have
now become more important as parks
opened back up. KTUA’s approach to
the Bellflower Parks and Recreation
Master Plan will address the equity is-
sues and the health aspects that parks
and recreation can play.

WHY, WHEN, HOW, WHERE AND WHAT
To understand how the KTUA team approaches their park master planning projects, the following highlights our guiding principles. This constitutes the “WHY” of the project. The proposed schedule covers the “WHEN” and the process and detailed scope of works cover the “HOW.” The work products indicate “WHERE” improvements should be made and “WHAT” should be done to improve the City’s parks, recreational elements, open spaces and pro- grams for youth, adults and seniors.

KTUA’S PARK MASTER PLANNING PRINCIPLES:
• Investments in parks and recreation assets should ac- count for habitat and cultural resource protection, open space access, ADA universal access, stormwater runoff
control, and urban forestry benefits .
• Investments in other programs should take into account the needs of underserved communities or the special
needs of population segments that rely on public pro-
grams . Integration of the underserved increases the
strength of the entire program and provides equity and
solutions to those who may not have access .
• New development should support its own new residents
and meet a fair share of the new recreation demand .
• In many cases, infill of new amenities within existing parks and community facilities may be the proper solution com- pared with the acquisition of new park lands .
• GIS tools and demographic data should be used to deter- mine equitable distribution, with an emphasis on provid- ing close access to recreational experiences .
• The economics of park development and funding must
be an essential part of the recommendations and imple-
mentation plan .
• Maintenance, staffing, operational costs, and other
non-facility expenses can often add up to more than the value or cost of physical facilities and therefore needs to be taken into account in this overall master plan process . • Bellflower’s residents deserve safe and convenient parks . • Parks and open spaces should be fun and provide ame-
nities to encourage healthy activities, but also protect or enhance natural or cultural resources .
• Support for parks and open space is increased when
people make parks a part of their lives . Programs that immerses the public into the community resource, allows them to become advocates for protecting, expanding, or
enhancing these resources and they are more willing to
pay for these programs .
• Since the largest desired recreational activity is walking, running, hiking, and biking, the plan needs to address
non-standard linear connections, pocket parks, urban
plazas, and open space in support of park acreage and
facilities .
• The plan must be based on public input that recognizes national and local recreational trends, population fore- casts, and area specific desires . However, the standards are guidelines for comparison and not mandates . Local
priorities should provide the direction for the overall plan . • Balance the need between the demands of the broader
public while protecting local neighbors from real (not
perceived) negative impacts .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 18 3 | aPPRoach & MethoDoloGy
Population Level of Service Amenity Level of Service Access Level of Service • Park acreage per 1,000 population
• Acreage deficit versus standard
• Existing and projected
| ACRES |
>>> measure >>>
size
Neighborhood Parks
Community Parks
Trails and Open Space
| AMENITIES |
>>> count >>>
quantity
Fields and Courts
Facilities
Amenities
| ACCESS |
>>> map >>>
distance
5-minute Walkshed
5-minute Bikeshed
3-minute Driveshed
Access Barriers
• Life cycle and conditions
• Amenity deficiencies
• Program deficiencies
• Number of accessible parks
• Acres of accessible parks
• Park pressure based on demographics

SUCCESSFUL IMPLEMENTATION STRATEGIES FROM OTHER KTUA PARK MASTER PLANS Level of Service Analysis: The KTUA team uses state-of-the art GIS analysis tools to conduct all the park resource assessments . Rather than simply creating circular buffers around a park, KTUA uses the existing street network method along with park entry points to create realistic travel buffers . This method is more accurate and reflects actual travel distances rather than the oversimplified circular radii . This increases the accuracy of the utilized 10-minute park planning areas to be more reflective of the community who’s actually using the parks and therefore increases the accuracy of park planning recommendations .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 19 3 | aPPRoach & MethoDoloGy | Project Management and Quality Control Plan

KTUA PROJECT MANAGEMENT PLAN
DocumentCheck
Concept Development
Recommendations/Funding
Stakeholder Input
Stakeholder Requirements
RequirementsReview Budget &Schedule Review
Final Submittal Adoption
Environmental Requirements
Stakeholder Input
Client/AgencyReview
Regulatory Agency Requirements
Stakeholder Input
DocumentCheckAlternativesReviewBudget &Schedule Review
DocumentCheck
RecommendationsReview Budget &Schedule Review
Client/AgencyReview
Client/AgencyReview
Existing Conditions
Planning Analysis
Project Goals, Objectives
Opportunities & Constraints
QUALITY CONTROL PLAN CHECK PROCESS: Principal involvement in our projects ensures that the design integrity is upheld, while the project meets all applicable codes, restrictions, and regulations. KTUA delegates assignments to staff with the necessary experience that meets the project requirements and/or assure that those tasked with the project are trained effectively. KTUA has a written Quality Control Plan with specific procedures that are supervised by the principals (QC manager) to ensure completeness, accuracy, well-coordinated and complete documents, and compliance with applicable regulations, codes, and guidelines.

THE GOALS OF THE QUALITY CONTROL PLAN ENSURE THAT:
• Work products meet the requirements of the contract scope of work. • Submittals are free of errors, therefore allowing a more thorough review of the content instead of the format of the submittal. • Project conflicts (such as utilities) are identified early to avoid future changes. • Subconsultant information is coordinated and reviewed at each submittal phase. • Project requirements and objectives are met while environmental and social resources are protected or enhanced. • Project implementation is cost effective and efficient. • Risk and liability are minimized.

COST CONTROL AND QUALITY ASSURANCE:

KTUA places special importance on cost constraints and seeks to ensure clients that project budgets, capital improve- ment costs and long-term maintenance costs are reasonable and realistic. The firm is well versed in the successful imple- mentation of designed elements. This experience permits realistic design and cost analysis, leading to the completion of the project within established budgets. KTUA makes every effort to fully understand the scope of each project during project nego- tiations to arrive at a reasonable fee for professional services. The firm has a history of requesting change orders and modifications only upon the client request of scope modifications or additions. -33-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 20 4 | DetaileD scoPe of seRVices
TASK 1: PROJECT MANAGEMENT

1.1 Kickoff Meeting
A productive and informative project kick-off meeting is es- sential to the success of the Parks and Recreation Master Plan as it sets the foundation for team expectations and deliverables . This meeting will be held virtually so atten- dance by all parties can participate . The team will develop communication protocols and establish meeting minute
documentation that will serve as the basic structure for the project management meetings that are needed to keep
the project within budget and on schedule . We will also discuss other important elements that will be key to a suc- cessful master plan, such as an agreement on the current population-based standards for parks and recreation, as well as standards for other community programs and park amenities . KTUA will produce the agenda and compile
meeting minutes .

1.2 Project Management Meetings
Ongoing communication between the City and team will
ensure project milestones are met . Eight (8) project man- agement meetings will be held virtually via Zoom, GoTo- Meeting, or any other City preferred on-line tool . KTUA will produce the agenda and compile meeting minutes .

DELIVERABLES:
• Kickoff meeting agenda and meeting minutes . Update
timeline with milestones for the completion of the plan . • Project management meeting agenda and meeting min-
utes as periodic status reports to the City .

TASK 2: EXISTING CONDITIONS

2.1 Establish Plan Vision, Goals & Objectives
Based on the review of existing plans and input from City staff, KTUA will develop a draft vision, goals, and objectives and present it to the City for review . The vision will be a broad and inspirational statement that presents the desired impact on park use, level-of-service, and future improve- ments . The goals, objectives, policies, and standards will address the identified needs of the community and identify how the desired level-of-service may be achieved . The
results of this task will incorporate themes of sustainability, inclusion, environmental stewardship, preservation, public safety, fire safety, and historical and cultural character . In addition, they will consider future trends and planning best practices for use of recreational facilities and public spaces, for recreation, and wellness activities and guide the recommendations .

The project team will also identify new or modified city- wide and specific park, field, and open space policies . For example, one of the City’s Climate Action Plan actions is to increase open space and tree plantings . Summarizing these actions or policies will help balance the various ongoing efforts while ensuring the recommendations meet the goals of this plan .

2.2 Evaluate Existing Conditions
KTUA will review the City’s existing plans and policies which are relevant to the Parks and Recreation system and recreational offerings . This includes the City’s General Plan – Open Space/Recreation Element, and the City’s participa- tion in Los Angeles County’s 2016 Park Needs Assessment Study, Priority Park Projects List, and Annual Allocation of Measure A funding . The City’s Bicycle and Pedestrian Mas- ter Plan will provide the existing and future non-motorized recommendations to assist with park accessibility .

Park inventory fieldwork: KTUA will conduct a field invento- ry of all city-owned parks and facilities using a custom data schema in the Esri Field Maps app . This data will inform the population level-of-service for park amenities with the data format compatible with desktop GIS software . The
data inventory will include photos of park facilities such as - but not limited to - community centers, trails, playgrounds, courts, aquatics facilities, and open spaces . The analysis will consider the capacity of each amenity as well as their functionality, accessibility, condition, comfort, and conve- nience as well as quantitative and qualitative rankings of park amenities . A qualitative assessment will be conducted to determine if park facility designs serve their intended purposes, or if they need to be retrofitted, renovated, or reimagined to meet current and future needs . All data will have a geographic reference to facilitate future referencing needs of City staff .

GIS-based inventory mapping: KTUA will conduct a GIS-
based inventory of all city-owned parks and facilities using parcel boundary and ownership data provided by the City and recent high-resolution aerial imagery from Nearmap, a subscription aerial imagery service . Using this imagery, distinct use areas will be mapped within each park, such as: sports fields and courts, playgrounds, picnic areas, landscaping, trails and paths . This data will inform the pop- ulation level-of-service and geographic distribution for park resources and current populations .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 21 4 | DetaileD scoPe of seRVices
Esri Field Map App
Upon completion of the park inventory data collection,
KTUA will evaluate opportunities in currently undeveloped or proposed park and open space areas . Data such as
parcels, ownership, review of existing parks improvements and new development will be collected to begin this as- sessment . Park improvements such as those in Thompson
Park and Constitution Park and even new projects such as Butterfly Garden Park will be evaluated and included as part of the park inventory . Maps will highlight where these opportunities can or are occurring to get a better sense of future opportunities .

Through his evaluation process, opportunities to leverage or connect with community partners will also be explored .

This will especially be key during the stakeholders and neighborhood meeting to gauge potential partners for park programs, stewardship and maintenance .

TASK 3: COMMUNITY ENGAGEMENT

3.1 Community Engagement Plan, Online Engagement and Surveys KTUA will work with City staff, other identified community partners, and the project team to develop a Community En- gagement Plan (CEP) that is appropriate for Bellflower . The plan will include elements such as engagement objectives, outreach needs, desired outcomes, key stakeholders,
target audiences, and underserved neighborhoods . It will include a description of each stakeholder meeting, out- reach event, and other activities that will occur throughout the planning process as outlined in the RFP . All outreach products will be presented in English and Spanish .

The CEP will include key messages, strategies, schedules, and descriptions of outreach activities and opportunities, with an emphasis on engagement methods to encourage
attendance at in-person workshops . Online engagement
tools that can be used to effectively disseminate informa- tion for the parks and recreation master planning efforts will also be discussed .

The CEP will also prescribe the use of social media en- gagement opportunities, language translation and inter- pretation needs (English/Spanish), and virtual engagement opportunities if in-person events are not possible due to local health COVID-19 health orders or if a hybrid process will encourage more participation .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 22 4 | DetaileD scoPe of seRVices
Branding, Project Webpage, and Social Media
KTUA will work with the City’s communications staff to
develop a branding effort related to the project . This will include the development of a logo and other appropriate branding for the project to make this project recogniz- able to the public and to also distinguish it from other City initiatives . Branding is a key component of marketing and engagement, whether online or in person . Consistent
branding will be included on all project material such as announcements, exhibits, online material, social media, and documents . The project team will use project branding to create flyers and social media announcements for distri- bution both digitally and via mail . All announcements will include a project description, a “call to action”, and a QR code directing users to the website .

KTUA will develop a web page, to be hosted on the City’s website, that will include the project description, project milestones, surveys, infographics, and public engagement opportunities . Online surveys will be developed to solicit feedback on existing conditions, park deficiencies, and needs to help develop recommendations .

The first survey will be designed and distributed digitally via SurveyMonkey . This will be a traditional survey with quick and concise questions to solicit input . The other survey will be a GIS-based interactive map that will allow the public to provide detailed, location-specific comments related to park amenities, conditions, needs, issues, and concerns for park access . This online interactive map
has proven to be effective with residents who have easy -36-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 23 4 | DetaileD scoPe of seRVices
access to the internet . Both of these surveys provide sum- mary tools to tabulate results quickly and easily such as disseminating by geographic zones like electoral districts .

In addition, these surveys can be created as hard copies and be used at outreach events . To supplement the ArcGIS Story Hub and integrated surveys, web-based tools such
as Miro or Google Jamboard can be used for virtual meet- ings with stakeholders or City staff .

3.2 Community Workshops and Pop-up Events
The KTUA team will use the feedback collected from the
City to organize two (2) community workshops and three (3) pop-up events .

Bellflower–Paramount ATP pop-up event
These workshops are essential to understanding the
needs, challenges, and opportunities throughout the City .

All workshops and pop-up events will be publicly noticed through City channels, and include multiple forms of en- gagement, activities, and topics to create an inclusive envi- ronment for input and participation . Opportunities for input for community members unable to participate in workshops will be available .

While in-person workshops are ideal, public health guid- ance may require a hybrid approach . The project team’s vast experience in traditional, pop-up, and virtual work- shops will be discussed to best meet the needs of the
Bellflower community . The team has an extensive list of tools, programs, and multilingual team members to ensure successful public outreach . For pop-up events, KTUA has found that hosting these workshops during other well-at- tended city or community-sponsored events increases
participation . This was the case when conducting outreach for the Bicycle and Pedestrian Master Plan . These events may include Summer Movie Nights, Farmers Market and
Summer Streetfests .

KTUA will work with the City to identify locations for the workshops and identify well-attended City events to hold popup workshops . The initial order of events would entail, but subject to discussion with the City:

Workshop #1 and Pop-up events #1 & 2: These will be
conducted during the early stages of the project to gather community feedback on opportunities and challenges at
parks such as access, amenities and programs .

Workshop #2 and Pop-up event #3: These will be con-
ducted during the recommendation stages to gather com-
munity input on draft park infill opportunities, strategies, amenities and programs . Feedback from these events will assist with finalizing the recommendations .

3.3 Stakeholder and Neighborhood Meetings
Stakeholder and neighborhood meetings are intended
to gather local feedback from an audience with specific experience and knowledge of the Bellflower’s parks, trails, and programs . Five (5) neighborhood meetings and six
(6) stakeholder focus group meetings will take place in the early stages of the planning process to assess park conditions, understand community issues, and discuss
recommendations . The meetings may include City staff,
operators, managers, and maintenance staff; youth, older adults, civic/social organizations, human service providers, and school representatives; and other groups or individ- uals who may not be currently using City facilities due to a lack of facilities for their particular interest, real or per- ceived barriers to access, or other reasons . The five (5) neighborhood meetings will be held in-person and the six (6) stakeholder meetings will be held virtually .

3.4 City Meetings
KTUA will schedule and facilitate two (2) meetings with the Parks and Recreation Department and other key staff members to assess park conditions, understand commu-
nity issues, and vet recommendations . To provide cost
efficiency, these meetings will be scheduled on days when the team will be in the City for a workshop, pop-up event or neighborhood meetings .

Two (2) City Council meetings will entail presenting a similar structure as the workshops and community engagement
process . A first meeting will be held after the first series of workshops and pop-up events to provide a summary of the community input received and existing conditions . It will be important to get City Council feedback at this time to guide the project for support later in the process . The second meeting can be to either present the draft plan for com- ments, or present the final plan for adoption . KTUA will work with the City on the preferred use of City Council time .

DELIVERABLES:
• A public input questionnaire – administered online and through outreach .
• Project website which includes periodic updates .
• Public workshops and meetings and meeting materials . -37-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 24 4 | DetaileD scoPe of seRVices
TASK 4: NEEDS ASSESSMENT

4.1 Needs Assessment
Program Needs Assessment
The project team will analyze the results of the City’s partic- ipation in Los Angeles County’s 2016 Park Needs Assess- ment Study; utilize the results as a framework for the Parks and Recreation Master Plan Needs Assessment . Analysis
will include the City’s current Priority Park Projects list .

Task 4 .1 will be led by the Matrix staff as part of the KTUA team and will include the development of an inventory of existing programs provided by the City using programming and participation data from the last three years supple- mented by staff interviews . The current programming
will be further evaluated against NPRA data to compare
existing programs, by major focus / category, to industry standards for similar communities . The evaluation of exist- ing programs will be compared to resident interest, as doc- umented through prior outreach efforts from early tasks, to evaluate how well programs meet the community’s needs
and to identify where programs are inclusive of all demo- graphics in the community and identify programming gaps or changes necessary to better meet community needs .

The team will also review programming and special events at each major park or facility to determine if modifications should be modified to utilize the space and maximize the programming potential to address community needs more
effectively .

Finally, we will conduct a supplemental inventory of com- munity programming based upon a market scan assess-
ment of programs available through other service provid- ers to establish an assessment indicating whether there are gaps or duplication of efforts in programming .

Park Needs Assessment
In this task, the project team will evaluate the community input developed in prior tasks and incorporate into analysis to develop a prioritized needs assessment . This will in- clude development of proposed budgetary requirements,
identification of partnership opportunities and a pro forma budget outlining the specific financial requirements for im- plementation of the recommended programming, services
and events . The analysis will include an assessment of new amenities or changes to existing recreation facilities to enhance programming, address identified programming
gaps or implement new programming based on identi-
fied community needs and/or changes in the recreation
industry . Any modifications necessary to address identified public safety issues will be noted .

Based upon the recommended enhancements, improve-
ments or addition of parks, a master cost estimate listing will be provided for each identified enhancement, im-
provement, or adjustment to parks, facilities, or operational practices . This listing will identify any impact on staffing (increases or decreases), the appropriate funding source, an estimate of the initial cost to implement, and any annual costs for on-going operations or maintenance . The listing would also identify whether additional contractual resourc- es are needed . Financial estimates for future years will include an appropriate inflation assumption, that will be discussed with City staff .

Park Level-of-Service (LOS)
KTUA utilizes three metrics of park Level-of-Service (LOS):

Population LOS, Access LOS, and Amenities LOS . Each of these metrics can be calculated for the existing condition using a base year population and existing parks and park amenities, and a future condition based on population
projections, planned land use, and the size and location of planned/funded or potential future parks . Each metric can also handle acreage and amenities that may be publicly
accessible through joint-use agreements (JUAs) or home- owner’s associations (HOAs) .

Population LOS compares the City’s population to the total park acres to calculate the park acres per 1,000 residents .

This LOS will be compared to the City’s current goal lev- el-of-service to provide a total and per capita park acreage deficit (or surplus), which can inform future goal setting .

The population LOS calculations will also provide a total and per capita park acreage deficit, which can inform goal setting and future Quimby Act discussions .

Access LOS uses mode-specific park access points and
travel networks (walk, bike, drive) to create a park trav- elshed for each mode that shows the area of the city that is has access to a park by a given mode and distance,
most commonly a half-mile walk, one-mile bike, and two- mile drive . These distances are adjustable based on the unique characteristics of the City . Amenity-specific park travelsheds can also be provided relative to key demo-
graphics, such as the half-mile walkshed for parks with playgrounds displayed over populations with a high per- centage of young children .

Within Access LOS, KTUA calculates a “park pressure” that intersects population, residential land use, and park acre- age and park travelsheds to give an idea of which parks and park amenities may be under the highest level of use, serving as a quantitative metric for prioritization that can be considered along with other quantitative and qualitative factors .
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 25 4 | DetaileD scoPe of seRVices
Access LOS or Park Pressure for Montebello Parks
Master Plan
Amenities LOS uses the data collected during KTUA’s field- work to compare to a KTUA database of over a decade of
park amenity benchmark data collected by the National
Recreation and Park Association (NRPA) . This database
allows for a population-based amenity LOS comparison
to long-term state and national averages, as well as to the most recent year of data .

Example Amenities LOS for Menifee Parks Master Plan

4.2 Comparative Analysis
The project team will conduct a comparative analysis
of five to six other similar communities to evaluate the programming and staffing levels to compare the current
approach utilized by the City of Bellflower against regional communities . The project team will work with City staff to identify the communities to be included in the comparative effort with a primary focus on entities of similar population, demographics, park acreage, financial condition, etc . The analysis will look at types of programming, service delivery approaches, and staffing by functional area to benchmark the City against other entities . This analysis will supplement the programming analysis conducted in Task 4 .1 .

Additionally, the team will develop an issues paper outlin- ing emerging trends in programming utilizing NRPA data, applicable industry studies - both national and regional, and stakeholder input to assess service delivery and
programming in the City of Bellflower . This assessment will provide direction for future efforts in programming, new focus areas, and changes necessary to address the current and future community needs .

4.3 Gap Analysis Report
All the findings will be consolidated from Task 4 into a gap analysis report, outlining existing gaps between the current and ideal future state of the Parks and Recreation system .

DELIVERABLES:
• Gap Analysis Report
TASK 5: RECOMMENDATIONS AND IMPLEMENTATION

5.1 Develop Park Recommendations
The team will develop a conceptual vision of the parks
system and develop park recommendations by incorpo-
rating community input, existing conditions and results of Task 4 . On a park-by-park basis, a listing of deficiencies that are citywide, neighborhood wide or within the park will be developed . In some cases, community-based parks will look at the needs of the entire city . Neighborhood parks will focus on the needs of the neighborhood for those with easy access or with more difficulty in getting to the site .

As part of these recommendations, the team will Identify and prioritize modifications to existing parks, fields, and open space system, incorporating existing conditions and costs of all recommended modifications . The needs will be balanced with the capability of the park site to accommo- date new uses . It will also consider the opportunity for new parks in the area or the expansion of collaborative efforts -39-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 26 4 | DetaileD scoPe of seRVices
with non-profits, school districts, homeowner associations, and other organizations that may provide recreational
opportunities for the community . As part of the community workshops, the prioritization of parks and park facilities to be considered will be vetted . The prioritization methodolo- gy will categorize improvement into three tiers:

Tier 1: Essential Improvements focus on deferred main-
tenance projects and lifecycle replacement of existing
amenities within a park utilizing current funding sources .

Tier 2: Ideal Improvements utilize reallocated or new fund- ing sources to implement capital projects that enhance or replace existing park facilities .

Tier 3: Visionary Improvements focus on the complete
renovation of existing parks or the development of new
parks and/or recreation facilities funding through new or additional revenue sources, including grants, donations, partnerships, or taxes . Initial and refined site plans will be developed as part of this task for five priority park expan- sions, park infills, or new parks .
• Prepare project descriptions and infill amenity graphics • Prepare general planning costs for new parkland and
trails
• Prepare general planning costs for infill amenity projects Park recommendations from the Montebello Parks
Master Plan

5.2 Develop Program Recommendations
Based upon the work done in prior tasks, the project
team will develop a recommended listing of programming
modifications to address all identified issues from the gap analysis report . Recommendations will include a cost esti- mate to implement and identify the resource requirements and service delivery approach (i .e ., staffing adjustments, contracted service providers, etc .) necessary for a success- ful implementation .

Each recommendation will be prioritized to provide guid- ance for the City to make informed policy decisions about which recommendations to pursue if funding limitations
prevent full implementation . Additionally, each recom- mendation will be categorized to clearly delineate how
it addresses either unmet existing needs, meets future
needs of the community based on changing demograph-
ics or markets, and if it addresses inclusivity or otherwise addresses underserved populations within the community .

The prioritized listing will also include a time frame, show- ing how the programming enhancements or modifications
should be implemented over the next ten years . Where
applicable, if programming changes are dependent upon
the implementation of new facilities, parks or infrastructure improvements, this will be clearly identified .

The project team will provide direction on the number and type of new community special events, and the timing of such, based upon the analysis conducted in early tasks
and taking into consideration staff and community input and feedback from the engagement task . Additionally,
the team will evaluate existing citywide, part-specific and open-space policies and procedures and identify the need for additional or modifications to existing policies including providing samples to guide the City’s efforts in updating .

5.3 Implementation Plan
Strategies, actions, responsibilities, priorities, and timelines for implementation will be developed during this task with a focus on short (5-year), mid (10-year), and long term (15- year) planned improvement of the city’s parks and recre- ation system . Recommendations for operations, staffing, maintenance, capital repair and replacement, development of programming and funding needs, and the identification of possible alternative funding sources will be considered . • Identify implementation plan for 5-year priority projects • Identify general schedule for 10-year priority projects • Identify long-term vision for 15-year priority projects DELIVERABLES:
• Technical memorandum of recommendations
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 27 4 | DetaileD scoPe of seRVices
TASK 6: DRAFT AND FINAL PLAN

6.1 Administrative Draft Plan
The Draft Parks and Recreation Master Plan will include all of the elements of the project study including an Execu- tive Summary that outlines the process taken to create
the Master Plan as well as summarizing the research and findings . The Master Plan will include the aforementioned evaluations, analyses, findings, and recommendations of all elements necessary to develop and meet improvements
and actions . The document will be formatted using Ado- be InDesign with tables, figures, photos, diagrams, maps and text with dividers and a cover . The plan text can be provided as a Word document for future text changes and updated in InDesign . The submittal will include a PDF to accommodate staff comments .

6.2 Final Plan
Based on staff and departmental and public comments,
the Final Plan will be revised to address all comments and ten (10) hardcopies will be printed and bound . A summary sheet of comments will be provided with formal responses and actions taken to resolve each comment .

All files for final deliverable will be organized in a compre- hensive file and folder structure and submitted to the City .

The package will be complete with all original native files needed to edit and reproduce all final products .

DELIVERABLES:
• One Adobe Portable Document Format (PDF) copy and
one Microsoft Word document of the Administrative
Draft text .
• One PDF of the Final Draft, incorporating revisions . • Ten bound copies, one electronic PDF copy for the
Final Plan .

Neighborhood Services and Public Safety Department
“Adopted” January 2020
Goleta Parks
Facilities & Playgrounds Master Plan

CITY MONTEBELLO

PARKS MASTER
PLAN
of
June 2021
County of San Diego
February 2016
Parks Master Plan
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 28 5 | scheDule

BELLFLOWER PARKS AND RECREATION

MASTER PLAN MONTHS ESTIMATED
TIME FRAME1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Task 1: Community Engagement and Data Gathering

1.1 Kickoff Meeting 2 hours

1.2 Monthly Team Meetings (8)8-12 hours
Task 2: Existing Conditions

2.1 Establish Vision, Goals and Objectives 1 week

2.2 Evaluate Existing Conditions 2-3 weeks
Task 3: Community Engagement

3.1 Community Engagement Plan, Online
Engagement and Surveys 1-2 weeks

3.2 Community Workshops (2) and
Pop up Events (3)2-3 weeks

3.3 Stakeholder (6) and Neighborhood
(5) Meetings 2-3 weeks

3.4 City Meetings: Park and Rec Commission
(2) and City Council (2)1 week
Task 4: Needs Assessment

4.1 Needs Assessment (Parks and Programs)2-3 weeks

4.2 Comparative Analysis 1-2 weeks

4.3 Gap Analysis Report 1 week
Task 5: Recommendations and Implementation

5.1 Develop Park Recommendations 2-3 weeks

5.2 Develop Program Recommendations 1-2 weeks

5.3 Implementation Plan 1-2 weeks
Task 6: Draft and Final Plan

6.1 Draft Plan 3-4 weeks

6.2 Final Plan 2-3 weeks
Section 6 | Contract Exceptions Statement
KTU&A has no concerns with the terms of the City’s “Professional Services Agreement” attached as Appendix B to the RFP dated April 3, 2023. -42-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 29 7 | aPPenDix a
Notice of RFP for Parks and Recreation Master Plan
City of Bellflower

INSURANCE REQUIREMENTS –APPENDIX A
[MUST BE SUBMITTED WITH PROJECT PROPOSAL]
To be awarded this contract, the successful bidder must procure and maintain the following types of insurance with coverage limits complying, at a minimum, with the limits set forth below:

Type of Insurance Limits
Commercial general liability:$2,000,000
Professional liability $1,000,000
Business automobile liability $1,000,000
Workers compensation Statutory requirement.

Commercial general liability insurance must meet or exceed the requirements of ISO- CGL Form No. CG 00 01 11 85 or 88. The amount of insurance set forth above must be a combined single limit per occurrence for bodily injury, personal injury, and property damage for the policy coverage. Liability policies must be endorsed to name the City, its officials, and employees as “additional insureds” under said insurance coverage and to state that such insurance will be deemed “primary” such that any other insurance that may be carried by the City will be excess thereto. Such endorsement must be reflected on ISO Form No. CG 20 10 11 85 or 88, or equivalent. Such insurance must be on an “occurrence,” not a “claim s made,” basis and will not be cancelable or subject to reduction except upon thirty (30) days prior written notice to the City.

Automobile coverage must be written on ISO Business Auto Coverage Form CA 00 01 06 92, including symbol 1 (Any Auto).

The Consultant must furnish to the City duly authenticated Certificates of Insurance evidencing maintenance of the insurance required under this Agreement, endorsements as required herein, and such other evidence of insurance or copies of policies as may be reasonably required by the City from time to time. Insurance must be placed with admitted insurers with a current A.M. Best Company Rating equivalent to at least a Rating of “A:VII.”Certificate(s) must reflect that the insurer will provide thirty (30) day notice of any cancellation of coverage. The Consultant will require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.

By signing this form, the bidder certifies that it has read, understands, and will comply with these insurance requirements if it is selected as the City’s consultant.Failure to return this form may render the bidder’s proposal “nonresponsive.” ______________________________________________4/7/2023
Date Bidder Signature
KTU&A
____________________________
Name of the Company
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CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN | 30

SUCCESSFUL IMPLEMENTATION STRATEGIES FROM OTHER KTUA PARK MASTER PLANS Park Inventory and Analysis
Example | City of Goleta Parks Master Plan
Our approach on the inventory and level of service is focused on the identification of the problem and equitable solutions. The inventory process looks at the quantity and the quality of the amenity or the facility and where it stands in the life cycle of an asset. The level of service looks at the quantity, the geographic distribution looks at the locations, and the Park Recreational Equity looks at matching the types of facilities, activities and program along with access, for all in the City, especially those that do not have the economic means to pay for other rec- reational activities like private providers, health clubs, travel to open space for extended day trips, or vacations.

The Goleta Parks Master Plan focused on identifying the amenity and access gaps to a well-distributed network of parks and open space. The inventory and LOS phases support the recommendations phase by identifying infill capabilities for new amenities in parks; identifying linear parks and trails that improve equitable access to parks and create a safe and interesting way to reach parks; and providing an inventory of undeveloped parcels that could be used to expand park acreage.

Understanding what the park problems are is only half of the effort. Understanding how to analyze the problems with a park system becomes clear with detailed inventory, survey, and level of service information. Understand- ing how to fix the problems must be informed by the inventory and level of service phase and by paying close attention to public input, staff coordination, and professional innovation. Most existing parks have the ability to accommodate more uses without increasing the use of the park beyond its capacity or reducing its character.

Both the Goleta and Oceanside Parks
Master Plans are good examples of
how thorough inventory work informs
the solutions phase. The before and
after table for level of service shows
how the solutions address the prob-
lems. For example, many of the Goleta
parks that were scheduled for reno-
vation now include infill projects that
address the shortages and desires
of the public, and improve equity in
geographic locations.

Goleta Parks Master Plan used the results of surveys, inventory and LOS for solutions to address shortages and equity City of Goleta Park Level
of Service Summary Using
Future Conditions & All
Recommendations
Actual
Park
Acreage
Adjusted
Park
Acreage
Max with
Rec. New
Park
Acreage
Added
Goleta
Standard
per 1,000
Pop
Existing
Acres per
1,000
Pop
(2017)
adjusted
acres
Future
Acres per
1,000
Pop
(2035)
adjusted
acres
Future
Acres per
1,000
Pop
(2035)
maximum
acres
Acres
Needed
to Meet
Stan-
dard for
Future
Pop
Acres
Surplus
(Deficit)
Using
Actual
Acres
Acres
Surplus
(Deficit)
Using
Adjusted
Acres
Acres
Surplus
(Deficit)
Using
Maximum
Acres

ACTIVE PARKS - ACTIVE
Mini & Neighborhood Parks 28.90 24.73 42.84 1.5 0.80 0.73 1.27 50.55 (21.65) (25.82) (7.71) Acreage of Potential Shared Use Areas 48.68
Acreage Counted for Credit of Assets = 25%12.17
Adjusted Deficiency with School Joint Use 55.01 4.46

ACTIVE PARKS - COMMUNITY
Community Parks and Centers 80.33 61.60 80.33 2.50 2.00 1.83 2.38 84.25 (3.92) (22.65) (3.92) ACTIVE PARKS - COMMUNITY + NEIGHBORHOOD
Total Active Parks 109.23 86.33 135.34 4.00 2.80 2.56 4.02 134.80 (25.57) (48.47)0.54

OPEN SPACE
Neighborhood/Regional Open Space 446.90 433.95 448.63 6.00 14.07 12.88 13.31 202.20 244.70 231.75 246.43 All Parks 556.12 606.60 618.77 10.00 20.06 18.00 18.36 337.00 219.12 269.60 281.77 8 | aDDitional infoRMation | Successful Implementation Strategies from Other KTUA Park Master Plans -44-

May 16, 2023
To: PJ Mellana, City of Bellflower
From: Joe Punsalan, Principal
Subject: Statistically Valid Survey Narrative

Statistically Valid Survey
The statistically valid survey consists of mailed surveys to approximately 4,000 randomly selected households in the city. The survey will provide critical information in determining community values, satisfaction levels, needs and priorities, preferred marketing channels, level of awareness, current usage levels, and demographic information for long-range planning. Residents will be given the option of either completing the mailed survey form or accessing the survey online using an individual passcode (included in the mailed survey) assigned to each household. This technique is frequently used for parks, recreation, and community surveys and is effective in maintaining the random sample while also increasing response opportunities. The online version of the statistically valid survey will be compliant with the Federal Section 508 (and WCAG guidelines) which ensures accessibility by people with disabilities.

-45-

Principal ISenior AssociateAssociate / GIS ManagerSenior Planner / Designer IIPlanner / Designer IPlanner/ DesignerSr. Vice PresidentSenior ManagerManager ConsultantJoe PunsalanJacob LeonAlex SamarinKolbe StetsNicole RoggeMariella DelfinoAlan PenningtonKhushboo IngleBetsy MercerJoe McDonald$190 $155 $135 $125 $115 $105$300 $200 $150 $12511.1Kickoff Meeting2 226‐$         920$           920$             11114‐$         775$           775$           1.2Monthly Team Meetings (8)8 81026‐$         3,910$        3,910$         224412‐$         2,100$       2,100$       Task 1 Totals 10 10 0 0 12 0 32‐$         4,830$       4,830$         335516‐$         2,875$       2,875$       2Existing Conditions2.1Establish Vision, Goals and Objectives22 8 12‐$         1,380$        1,380$         0‐$         ‐$           ‐$           2.2Evaluate Existing Conditions6 12 4 12 3266 600$        8,720$        9,320$         0‐$         ‐$           ‐$           Task 2 Totals 6 14 4 12 34 8 78 600$        10,100$     10,700$       00000‐$         ‐$           ‐$           3 Community Engagement3.1Community Engagement Plan, Online Engagement and Surveys144128837‐$         4,610$        4,610$         0‐$         ‐$           ‐$           3.2Community Workshops (2) and Pop up 16 328 32 16 104 1,100$    14,360$     15,460$       0‐$         ‐$           ‐$           3.3Stakeholder (6) and Neighborhood (5) 4 4848 6 106 1,100$    14,350$     15,450$       336‐$         825$           825$           3.4City Meetings: Park and Rec Commission (2) and City Council (2)181836 650$        4,860$        5,510$         4 4 8 1,500$     1,100$       2,600$       Task 3 Totals 21 102 4 20 106 30 283 2,850$    38,180$     41,030$       0 0 7 7 14 1,500$     1,925$       3,425$       44.1Needs Assessment (Parks and Programs) 2 8 4 8 1840‐$         5,230$        5,230$         2 8 32 24 66‐$         10,000$     10,000$     4.2Comparative Analysis224‐$         540$           540$             2 0 16 32 50‐$         7,000$       7,000$       4.3Gap Analysis Report2 68 16‐$         2,150$        2,150$         248822‐$         3,600$       3,600$       Task 4 Totals4164820860‐$         7,920$       7,920$         6 12 56 64 138‐$         20,600$     20,600$     55.1Develop Park Recommendations4 1012 2854‐$         7,030$        7,030$         0‐$         ‐$           ‐$           5.2Develop Program Recommendations4 4210‐$         1,610$        1,610$         2 2 24 24 52‐$         7,600$       7,600$       5.3Implementation Plan8 161640‐$         5,840$        5,840$         0‐$         ‐$           ‐$           Task 5 Totals 16 30 0 12 46 0 104‐$         14,480$     14,480$       2 2 24 24 52‐$         7,600$       7,600$       6Draft & Final Plan6.1Draft Plan8 248 40 32 112‐$         14,200$     14,200$       2242450‐$         7,200$       7,200$       6.2Final Plan8 168 24 16 72 600$        9,440$        10,040$       212 12 26 1,200$     3,900$       5,100$       Task 6 Totals 16 40 0 16 64 48 184 600$        23,640$     24,240$       4 0 36 36 76 1,200$     11,100$     12,300$     Total Hours By Staff73 212 12 68 282 94 74115 17 128 136$99,150$44,100$4,050$2,700RRC ‐ Statistically Valid Survey $27,500$46,800$130,700Grand Total Cost Estimate $177,500Matrix Total CostCost per TaskDirect Labor Costs:Material Direct CostsLabor CostTravel & MaterialsNeeds AssessmentCity of Bellflower Parks and Recreation Master PlanProject ManagementMatrix Consulting GroupHours per TaskCost per TaskHours per TaskTravel & MaterialsKTUAKTUA Total CostRecommendations and ImplementationDirect Labor Costs:Travel & Material Direct CostsLabor Cost-46-

CITY OF BELLFLOWER | PARKS AND RECREATION MASTER PLAN Hourly rates

KTUA HOURLY RATE
Senior Principal $205
Principal $190
Senior Associate II $175
Senior Associate I $155
Associate II $145
Associate I $135
Senior Designer/Planner II $125
Senior Designer/Planner I $115
Designer/Planner $105
Administration $85

MATRIX CONSULTING GROUP HOURLY RATE
Vice President/Senior Analyst $300
Senior Analyst $200
Analyst $150
Consultant $125
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