SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this _ day of
, 20_, by and between the City of Merced, a California Charter Municipal Corporation, whose address of record is 678 West 18'h Street, Merced, California 95340, (hereinafter referred to as "City") and 110%, Inc., a private Corporation, whose address of record is P.O. Box 538 Salida, CO 81201, (hereinafter referred to as "Contractor").
WHEREAS, City is undertaking a project to update the Parks, Recreation & Open Space Master Plan; and,
WHEREAS, Contractor represents that it possesses the professional skills to provide project management, existing condition assessment, community outreach, community needs assessment, financial analysis and capacity building, and plan publication services in connection with said project.
NOW, THEREFORE, the parties hereto, in consideration of the mutual covenants hereinafter recited, hereby agree as follows:
1. SCOPE OF SERVICES. The Contractor shall furnish the following services: Contractor shall provide the Parks, Recreation & Open Space Plan (proposal) services described in Exhibit "A" attached hereto.
No additional services shall be performed by Contractor unless approved in advance in writing by the City, stating the dollar value of the services, the method of payment, and any adjustment in contract time. All such services are to be coordinated with City and the results of the work shall be monitored by the Parks & Community Services Director or designee. However, the means by which the work is accomplished shall be the sole responsibility of the Contractor.
2. TIME OF PERFORMANCE. All of the work outlined in the Scope of Services shall be completed in accordance with the Schedule outlined in Exhibit "A" attached hereto and incorporated herein by reference. By mutual agreement and written addendum to this Agreement, the City and the Contractor may change the requirements in said Schedule.
TERM OF AGREEMENT. The term of this Agreement shall
commence upon the day first above written and end on March, 2026.
X: Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024. docx 1 4. COMPENSATION. Payment by the City to the Contractor for actual services rendered under this Agreement shall be made upon presentation of an invoice detailing services pertormed under the Scope of Services, in accordance with the fee schedule set forth in Exhibit "A" attached hereto and incorporated herein by reference. The Contractor agrees to provide all services required under the Scope of Services in Exhibit "A" within the compensation amount set forth in Exhibit "A". For Contractor's services rendered under this Agreement, City shall pay Contractor the not to exceed sum of $150,000.00.
5. METHOD OF PAYMENT. Compensation to Contractor shall be paid by the City after submission by Contractor of an invoice delineating the services performed.
6. RECORDS. It is understood and agreed that all plans, studies, specifications, data magnetically or otherwise recorded on computer or computer diskettes, records, files, reports, etc., in possession of the Contractor relating to the matters covered by this Agreement shall be the property of the City, and Contractor hereby agrees to deliver the same to the City upon termination of the Agreement. It is understood and agreed that the documents and other materials including but not limited to those set forth hereinabove, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.
7. CONTRACTOR'S BOOKS AND RECORDS. Contractor shall
maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Contractor to this Agreement. Any records or documents required to be maintained shall be made available for inspection, audit and/or copying at any time during regular business hours, upon oral or written request of the City.
8. INDEPENDENT CONTRACTOR. It is expressly understood that Contractor is an independent contractor and that its employees shall not be employees of or have any contractual relationship with the City. Contractor shall be responsible for the payment of all taxes, workers' compensation insurance and unemployment insurance. Should Contractor desire any insurance protection, the Contractor is to acquire same at its expense.
X: \Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 2 In the event Contractor or any employee, agent, or subcontractor of Contractor providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Contractor shall indemnify, protect, defend, and hold harmless the City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Contractor or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
9. INDEMNITY. Contractor shall indemnify, protect, defend (with legal counsel selected by the City, save and hold City, its officers, employees, and agents, harmless from any and all claims or causes of action for death or injury to persons, or damage to property resulting from intentional or negligent acts, errors, or omissions of Contractor or Contractor's officers, employees, volunteers, and agents during performance of this Agreement; Contractor shall indemnify, protect, defend (with counsel selected by the City) save and hold City, its officers, employees and agents harmless from any and all claims or causes of action for any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct, negligent acts, or omissions of Contractor or its employees, subcontractors, or agents, or by the quality or character of Contractor's work, or resulting from the negligence of the City, its officers, employees, volunteers and agents, except for loss caused by the sole negligence or willful misconduct of the City or its officers, employees, volunteers or agents. It is understood that the duty of Contractor to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Contractor from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall survive the termination of this Agreement and shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Contractor acknowledges and agrees to the provisions of this Section and that it is a material element of consideration.
10. INSURANCE. During the term of this Agreement, Contractor shall maintain in full force and effect at its own cost and expense, the following insurance coverage:
X: Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 3 a. Workers' Compensation Insurance. Full workers' compensation insurance shall be provided with a limit of at least One Hundred Thousand Dollars ($100,000) for any one person and as required by law, including Employer's Liability limits of $1,000,000.00 per accident. The policy shall be endorsed to waive the insurer's subrogation rights against the City. b. General Liability.
(i) Contractor shall obtain and keep in full force and effect general liability coverage at least as broad as ISO commercial general liability coverage occurrence Form CG 0001.
(ii) Contractor shall maintain limits of no less than One Million Dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage.
(iii) The City, its officers, employees, volunteers and agents are to be named as additional insureds under the policy, as respects liability arising out of work or operations performed by or on behalf of the Contractor.
(iv) The policy shall stipulate that this insurance will operate as primary insurance for work performed by Contractor and its sub-contractors, and that any other insurance or self insurance maintained by City or other named insureds shall be excess and non-contributory.
(v) Contractor shall maintain its commercial general liability coverage for three (3) years after completion of the work and shall add an additional insured endorsement form acceptable to the City naming the City of Merced, its officers, employees, agents and volunteers for each year thereafter for at least three (3) years after completion of the work. Copies of the annual renewal and additional insured endorsement form shall be sent to the City within thirty (30) days of the annual renewal. c. Automobile Insurance.
(i) Contractor shall obtain and keep in full force and effect an automobile policy of at least One Million Dollars ($1,000,000) per accident for bodily injury and property damage.
X: \Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024 docx 4 (ii) The City, its officers, employees, volunteers and agents are to be named as additional insureds under the policy, as respects automobiles owned, leased, hired or borrowed by the
Contractor.
(ili) The policy shall stipulate that this insurance will operate as primary insurance for work performed by Contractor and its sub-contractors, and that any other insurance or self insurance maintained by City or other named insureds shall be excess and non-contributory.
d. Professional Liability Insurance. Contractor shall carry professional liability insurance appropriate to Contractor's profession in the minimum amount of One Million Dollars ($1,000,000).
e. Qualifications of Insurer. The insurance shall be provided by an acceptable insurance provider, as determined by City, which satisfies all of the following minimum requirements:
(i) An insurance carrier admitted to do business in California and maintaining an agent for service of process within this State; and,
(ii) An insurance carrier with a current A.M. Best Rating of A: VII or better (except for workers' compensation provided through the California State Compensation Fund).
f. Certificate of Insurance. Contractor shall complete and file with the City prior to engaging in any operation or activity set forth in this Agreement, certificates of insurance evidencing coverage as set forth above and which shall provide that no cancellation or expiration by the insurance company will be made during the term of this Agreement, without thirty (30) days written notice to City prior to the effective date of such cancellation—including cancellation for nonpayment of premium. In addition to any other remedies City may have, City reserves the right to withhold payment if Contractor's insurance policies are not current.
X:lAgreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 5 11. PREVAILING WAGES.
A. Labor Code Compliance. If the work performed under this Agreement falls within Labor Code Section 1720(a)(1) definition of a "public works" the Contractor agrees to comply with all of the applicable provisions of the Labor Code including, those provisions requiring the payment of not less than the general prevailing rate of wages. The Contractor further agrees to the penalties and forfeitures provided in said Code in the event a violation of any of the provisions occurs in the execution of this Agreement.
B. These wage rate determinations are made a specific part of this Agreement by reference pursuant to Labor Code Section 1773.2. General Prevailing Wage Rate Determinations may be obtained from the Department of Industrial Relations Internet site at http://www.dir.ca.gov/.
C. After award of the Agreement, and prior to commencing work, all applicable General Prevailing Wage Rate Determinations, if applicable, are to be obtained by the Contractor from the Department of Industrial Relations. Theses wage rate determinations are to be posted by the Contractor at the job site in accordance with Section 1773.2 of the California Labor Code.
D. Contractor agrees to include prevailing wage requirements, if applicable, in all subcontracts when the work to be performed by the subcontractor under this Agreement is a "public works" as defined in Labor Code Section 1720(a)(1) and Labor Code Section 1771.
12. ASSIGNABILITY OF AGREEMENT. It is understood and agreed that this Agreement contemplates personal performance by the Contractor and is based upon a determination of its unique personal competence and experience and upon its specialized personal knowledge. Assignments of any or all rights, duties or obligations of the Contractor under this Agreement will be permitted only with the express written consent of the City.
13. TERMINATION FOR CONVENIENCE OF CITY. The City may
terminate this Agreement any time by mailing a notice in writing to Contractor that the Agreement is terminated. Said Agreement shall then be deemed terminated, and no further work shall be performed by Contractor. If the Agreement is so terminated, the Contractor shall be paid for that percentage of the phase of work actually completed, based on a pro rata portion of the compensation for said phase satisfactorily completed at the time the notice of termination is received.
X:\Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 6 14. CONFORMANCE TO APPLICABLE LAWS. Contractor shall
comply with its standard of care regarding all applicable Federal, State, and municipal laws, rules and ordinances. No discrimination shall be made by Contractor in the employment of persons to work under this contract because of race, color, national origin, ancestry, disability, sex or religion of such person.
Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act (8 U.S.C.A. 1101 et seq.), as amended; and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any agency or instrumentality of the federal or state government, including the courts, impose sanctions against the City for such use of unauthorized aliens, Contractor hereby agrees to, and shall, reimburse City for the cost of all such sanctions imposed, together with any and all costs, including attorneys' fees, incurred by the City in connection therewith.
15. WAIVER. In the event that either City or Contractor shall at any time or times waive any breach of this Agreement by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Agreement, whether of the same or any other covenant, condition or obligation. Waiver shall not be deemed effective until and unless signed by the waiving party.
16. INCONSISTENT OR CONFLICTING TERMS IN AGREEMENT
AND EXHIBITS. In the event of any contradiction or inconsistency between any attached documents) or exhibit (s) incorporated by reference herein and the provisions of the Agreement itself, the terms of the Agreement shall control.
Any exhibit that is attached and incorporated by reference shall be limited to the purposes for which it is attached, as specified in this Agreement. Any contractual terms or conditions contained in such exhibit imposing additional obligations on the City are not binding upon the City unless specifically agreed to in writing, and initialed by the authorized City representative, as to each additional contractual term or condition.
17. AMBIGUITIES. This Agreement has been negotiated at arms' length between persons knowledgeable in the matters dealt with herein. Accordingly, any rule of law, including, but not limited to, Section 1654 of the Civil Code of California, or any other statutes, legal decisions, or common-law principles of similar effect, that would require interpretation of any ambiguities in this X: LAgreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 7 Agreement against the party that drafted this Agreement is of no application and is hereby expressly waived.
18. VENUE. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this agreement shall be held exclusively in a state court in the County of Merced.
19. AMENDMENT. This Agreement shall not be amended, modified, or otherwise changed unless in writing and signed by both parties hereto.
20. INTEGRATION. This Agreement constitutes the entire
understanding and agreement of the parties and supersedes all previous and/or contemporaneous understanding or agreement between the parties with respect to all or any part of the subject matter hereof.
21. AUTHORITY TO EXECUTE. The person or persons executing this Agreement on behalf of the parties hereto warrants and represents that he/she/they has/have the authority to execute this Agreement on behalf of their entity and has/have the authority to bind their party to the performance of its obligations hereunder.
22. COUNTERPARTS. This Agreement may be executed in one or more counterparts with each counterpart being deemed an original. No counterpart shall be deemed to be an original or presumed delivered unless and until the counterparts executed by the other parties hereto are in the physical possession of the party or parties seeking enforcement thereof.
IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first above written.
CITY OF MERCED
A California Charter Municipal
Corporation
BY:
D. Scott McBride
City Manager
X: Agreements\Parks & Recreation 2024\PROS Master Plan Services Agreement - 2024. doex 8 ATTEST:
D. SCOTT MCBRIDE, CITY CLERK
BY:
Assistant/Deputy City Clerk
APPROVED AS TO FORM:
CRAIG J. CORNWELL, CITY ATTORNEY
BY: Grain Cornwell 10/5/2024
City Aforney Date
ACCOUNT DATA:
M. VENUS RODRIGUEZ, FINANCE OFFICER
BY:
Verified by Finance Officer
{Signatures continued on next page}
X: \Agreements Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 9 CONTRACTOR
110% Incorporated
BY:
(Signature)
Jamie Sabbach
-
(Typed Name)
Its: President
(Title)
BY:
(Signature)
(Typed Name)
Its:
(Title)
Taxpayer I.D. No. 27-1866936
ADDRESS: P.O. Box 538 Salida
CO, 81201
TELEPHONE: 720-304-2167
FAX: NA
E-MAIL:[email protected]
X: \Agreements\Parks & Recreation\2024\PROS Master Plan Services Agreement - 2024.docx 10 SERVING THE PARK & RECREATION INDUSTRY
Exhibit A
Submitted by
110%
believe in possibility
in collaboration with
KTUA Planning and Architecture
and AEB Design
City of Merced
Parks, Recreation &
Open Space Master Plan
PO Box 538
Solida. CO 81201
RFP Response 720.304.2167
Jamie Sabbach, President
[email protected]
Table of Contents
3 Transmittal Letter
4 Qualifications
15 Approach and Methodology
16 Detailed Scope of Services
29 Project Schedule
31 Contract Exceptions, Conflict of Interest & Hourly Rates
SERVING THE PARKS AND RECREATION INDUSTRY
%
Transmittal Letter
Serving The Parks &
August 28, 2024 Recreation Industry
Influencing ethical decision-
Christopher Jensen
making, strengthening leadership
Director
competencies, and helping create
City of Merced Parks & Community Services
a financially sustainable future
678 W 18th Street one organization at a time.
Merced, CA 95340
Dear Christopher,
We are pleased to submit the following proposal in response to the City of Merced's Parks, Recreation & Open Space Master Plan Request for Proposal. Our commitment to this project is to facilitate a process and deliver results that will be un-matched by other firms.
Providing project oversight and leadership, 110% Inc., along with a team of outstanding subconsultants including KTUA Planning and Landscape Architecture and AEB Design to offer an unparalleled "best of the best" team and process. Our substantial experience as both practitioners and consultants for public parks and recreation organizations across North America, as well as out collective commitment to responsible response to today's dynamic social, economic, and environmental times set us apart. 110% Inc. brings the following to each project we lead and organization for which we work. • An extensive understanding of the parks and recreation industry including trends and issues, service delivery, and management challenges strengthening efforts to develop relevant strategy. • A history of unparalleled client satisfaction and customer loyalty. » Authenticity and a commitment to facilitating each project based upon the unique attributes of your organization and the community you serve.
» Strategic financial sustainability concepts, approaches, and methodologies proven to be effective.
In the event you have any questions as you review this proposal, please email me at [email protected] or 303-810-1333.
Respectfully,
Farrell Buller
Principal & Certified Executive Coach
in
Phone Email Website Linbedin
720.304.2167 [email protected] 110percent.net @110-percent-inc
EMERCEDE
Qualifications
Our collective team will be a fully available and committed partner providing coaching, education, and expert guidance to support the City of Merced's Parks & Community Services Department in the development of the City's Parks, Recreation & Open Space (PROS) Master Plan process and its outputs and outcomes.
Established in 2010, 110% serves the parks and recreation field by inspiring ethical decision making, strengthening leadership competencies, and ensuring the financial sustainability of parks and recreation. We offer three categories of services: Education, Presentations & Trainings, Financial Sustainability Strategies, and Planning Initiatives (i.e., Master, Strategic, and Comprehensive Plans). Over just the past five years alone, 110% has successfully worked with well over 100 clients in 42 states to help organizations and professionals position themselves for long-term resilience, strength, and vitality.
Farrell Buller of 110% will serve as project manager overseeing and leading overall master plan development including staff & community outreach efforts and final plan development for the process.
Alongside Farrell, other members of the 110% team that will provide overall project support include:
• Jamie Sabbach, President and Principal
» Matt David, Operations and Marketing Manager
• Alexis Rankey, Project Consultant and Data Analyst
SUBCONTRACTORS
The Consulting Team will also include two subconsultants during the process, KTUA Planning and Landscape Architecture (KTUA) and AEB Design.
KTUA (San Diego, CA) will provide their expertise in landscape architecture and park planning to assess and make recommendations to the City's current and future park inventory and design. > Team members include Joe Punsalan, Principal, Jacob Leon, Senior Associate, and Nicole Rogge, Senior Planner
AEB Design (Denver, CO) will provide their expertise in marketing and digital design to support the project's branding and marketing efforts.
> Team member includes Alex Belanger, Graphic Designer
ORGANIZATIONAL CHART, FIRM PROFILES, STAFF RESUMES, AND PROJECT REFERENCES The following pages in this section details the Consulting Team's organizational chart, overviews each of our firms, resumes of key staff members, and concludes with several project references.
SERVING THE PARKS AND RECREATION INDUSTRY
%
PROJECT ORGANIZATIONAL CHART
10%
bolinue in politiny
Farrell Buller
Principal in Charge
10-
Jamie Sabbach Matt David Alexis Rankey
ktua AEB
DESIGN
Joe Punsalan Alex Belanger
Jacob Leon
Nicole Rogge
SERVING THE PARKS AND RECREATION INDUSTRY 5
10%
10%
Our Services
Ethics | Leadership | Financial Sustainability
We are 110%. A parks and recreation consulting firm of former practitioners who advocate for inspiring ethical decision making, strengthening leadership competencies, and ensuring the financial sustainability of parks and recreation.
Education, Presentations, & Trainings
Our educational content, expert presentations, and training programs effectively address important industry issues around the three key areas of ethical decision making, adaptive leadership and financial sustainability. By delivering effective and engaging content which provides tangible and impactful results, we carefully design programs around your specific needs so the experience is impactful and memorable.
Financial Sustainability
The Financial Sustainability Strategy empowers organizations to use data and information to make informed decisions. Whether done as a standalone project or with as part of a planning initiative, our unique process combines sound financial management principles with our one-of-a-kind cost-of-service process to help organizations clearly understand how taxpayer resources are being used.
Planning Initiatives
Our custom-tailored planning initiatives blend visioning what an organization and community can become with creating a responsible and sustainable future. We strive to leverage our experience and networks to provide your organization with an optimized and practical master or strategic plan.
in
Phone Email Website Linhedin
720.304.2167 [email protected] 110percent.net @110-percent-inc Staff Bio
Farrell Buller 170.
Principal | Certified Executive Coach | Change Advocate Biography Work History
Farrell has more than 20 years in progressively responsible leadership roles. She has focused on achieving results for 110%, Inc. leaders and their teams, successfully leading organizations of Principal & Certified Executive Coach, Jan 2021 - present 500+ employees, with budgets of up to $80M, as well as Town of Erie, CO smaller organizations and teams. As a graduate of the Deputy Town Administrator, Feb 2019 - Jan 2021 University of Northern Colorado in Therapeutic Recreation and Acting Town Administrator, May 2018 - Jan 2019 as a former Parks and Recreation Director and City Manager, Assistant to the Town Administrator, Sep 2017 - Apr 2018 Farrell embraced her passion for serving others. Director of Parks and Recreation, Mar 2014 - Sep 2017 She brings the ability to impact, influence, and inspire leaders City of Lakewood, CO Recreation Division Manager, Apr 2011 - Mar 2014
at all levels. Farrell is the recipient of several awards, including Outstanding New Professional of the Year, Mid-West Region City of Commerce City, CO Professional of the Year, and the Pottsie Development Recreation Division Manager, Oct 2004 - Jan 2011 Scholarship. You can often find Farrell and her family City of Boulder, CO intentionally taking the "road less traveled" as they discover Recreation Coordinator, Jan 2000 - Oct 2004 their next adventure!
Education Select Client List
Directors Summit
Lead Facilitator; Invitation-only Symposium, 2023 & 2024 City of Northglenn, CO Financial Sustainability Strategy, 2023
Clemson University
Town of Addison, TX
Think Tank: Invitation-only Symposium, 2019
Parkland Dedication Fee Study, 2023 - present
Altruism Institute
City of West University Place, TX
Invitation-only Symposium, 2016 Operational Analysis & Financial Sustainability Strategy, 2022 - 2023; Agents of Change present
Invitation-only Symposium, 2015-2018 City of Aurora, CO National Recreation & Park Association Financial Sustainability Strategy, 2023 Directors School Graduate, 2015
City of Fort Collins, CO
University of Northern Colorado Leadership Development and Professional Coaching, 2023 - present Bachelor of Science Degree in Recreation/Therapeutic, 1997 10% SERVING THE PARKS AND RECREATION INDUSTRY 7
Staff Bio
Jamie Sabbach
Founder | President | Principal
Biography Work History
Jamie founded 110% Inc. in 2010 with the intention of helping organizations be more strategic and bolder amid dynamic 110%, Inc. social, environmental, and economic change. Having decades President & Principal, Feb 2010 - present of experience in the public park and recreation field and as a Indiana University, Bloomington, IN
college instructor have fed her passion to help others enhance Adjunct Faculty, Sep 2021 - presen their own talents and improve performance.
City of Boulder, CO
Jamie has testified in front of the United States Congress on Superintendent of Recreation & Community Services, the importance of public parks and recreation. She is a past Mar 2003 - Feb 2008 President of the American Park and Recreation Society and Illinois State University, IL
was inducted as a Fellow into the American Academy for Park Faculty in Dept. of Kinesiology and Recreation, Aug 2001 - Mar 2003 and Recreation Administrator in 2008. Jamie is a native of Illinois who lives in the mountains of Colorado. She's a former City of Bloomington, IN college jock who enjoys hiking, biking, golf, volunteering, and Director of Recreation and Community Services, Jan 1997 - Jul 2001 has a love affair with the Chicago Cubs!
Education Select Client List
Park District of Oak Park, IL
Harvard University Financial Sustainability Strategy, 2023 Kennedy School of Government, TAPLD, 2014 Glencoe Park District, IL Indiana University Park District Comprehensive Plan, 2023 - present Post-Graduate coursework, 1998-2000 Town of Mansfield, CT Eastern Illinois University Parks & Recreation Master Plan & Financial Sustainability Master of Science Degree in Public Administration/Sports Strategy, 2023 - 2024 Management, 1988
Crown Mountain Park & Recreation District, CO
Eastern Illinois University Park & Recreation District Master Plan, 2022 - 2023 Bachelor of Science Degree in Physical Education/Coaching/Business Administration, 1986 City of Napa, CA
Parks & Recreation Services Management Plan, 2018 - 2019 Financial Sustainability Strategy and annual updates, 2021 - 2023
SERVING THE PARKS AND RECREATION INDUSTRY
10%
KTUA Qualifications | Firm Profile
KTUA has years of experience planning and designing infrastructure projects such as parks, trails, complete streets, and right-of-way projects. Active transportation and ktua green infrastructure are staples in our day-to-day ethos and bring creative and thoughtful integration of greening elements to our streetscape projects. We ESTABLISHED understand the opportunities and challenges our streets provide by listening to the • 1970
public, providing equitable transportation and design options, and working with our client to design the best possible solution. OFFICE LOCATIONS • San Diego
The firm is a collaboration of planners, landscape architects, GIS analysts, and graphic • Santa Maria designers focused on the creation of livable communities. Established in 1970, KTUA CORPORATE OFFICERS has expanded the boundaries of a traditional landscape architecture office by • Chris Langdon, President
incorporating active transportation, community planning, federal planning, and natural • Mark Carpenter, Treasurer resource management practices into our portfolio. • Joe Punsalan, Secretary • Brooke Whalen, Vice President
KTUA's planning approach is to balance the diverse needs of regions, cities, neighborhoods, developers, and future users with planning that encourages • Jerod Huwa, Vice President placemaking that is informed by our expertise in urban design, community EMPLOYEES - 31 development, multimodal transportation, complete streets, public engagement, and • 9 Landscape Architects • 7 Planners
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 • 6 Landscape Designers • 2 Irrigation Designers
promotes public health, engages the community, contributes to economic growth, • 2 GIS Analyst enhances public and private investments, and provides a sustainable legacy that is • 1 Transportation Engineer memorable and attractive. Our commitment to our communities and clients is to • 2 Marketing ensure that each project is unique, collaborative, innovative, cost effective, • 2 Accounting environmentally integrated, and context sensitive.
PLANNING SERVICES
RECENT PARK MASTER PLAN EXPERIENCE (ALPHABETICAL: • Recreation Planning • City of Bellflower Parks Master Plan • Land Use Planning • City of Desert Hot Springs Parks Master Plan • Transportation Planning • City of Encinitas Parks, Beaches, Open Space and Trails Master Plan • Resource Planning • City of Goleta Parks Master Plan • Federal Planning
• City of Goleta Stow Grove Park Master Plan LANDSCAPE
• City of Hesperia Parks Master Plan ARCHITECTURE
• City of La Mesa MacArthur Parks Master Plan SERVICES
• City of La Mesa Parks Master Plan • Community Design
• City of Menifee Parks Master Plan • Parks and Recreation • City of Montclair Parks Master Plan • Health Care
• Education
• City of Montebello Parks Master Plan • Housing
• City of Moorpark Parks Master Plan (with 110%) • Hospitality • City of Moreno Valley Parks, Trails & Community Services Master Plan • Office and Retail • City of Oceanside Parks Master Plan
• City of Ontario Parks Master Plan SUPPORT SERVICES
• City of Perris Parks Master Plan • Community Engagement • City of Placentia Open Spaces and Urban Greening Plan • Grant Writing - GIS/3D Modeling
• City of Santa Maria Parks Master Plan
• Sustainable Design
• City of Santee Community Center and Parks and Recreation Master Plan Update • City of San Jacinto Trails Master Plan
• City of Victorville Parks Master Plan
• City of Whittier Parks Master Plan
10% SERVING THE PARKS AND RECREATION INDUSTRY
KTUA Key Personnel | Jacob Leon | Senior Associate Planner | Outreach Facilitator Jacob Leon is a Senior Associate at KTUA that is dedicated to parks and recreation planning, trail and open space planning, complete streets planning, and community outreach. His project responsibilities entail project management, existing conditions analysis, overseeing community engagement, facilitating community workshops and special meetings with elected officials, and developing comprehensive project recommendations. He is passionate about raising awareness of the benefits of thoughtful urban planning and public realm design, equitable access to parks and open space, and safe transportation infrastructure. His passion for nature, parks, trails and genuine community engagement reinforces his commitment to clients and the communities he works in throughout the state of California.
City of Moorpark Park Master Plan
Project manager responsible for day-to-day tasks including client interaction, community, EDUCATION and stakeholder engagement, maintaining a successful project schedule, monitoring data • Bachelor of Landscape collection and analysis for city-owned parks, developing project recommendations, and Architecture, Cal Poly, San delivering a user-friendly and implementable master plan. Manages subconsultants that are Luis Obispo, 2013 contributing to the master plan. The plan's major focus on community engagement allows REGISTRATION Jacob to explore and implement a wide variety of strategies and tools to successfully • 2014, LEED Green engage the city's evolving demographics. Associate
City of Moreno Valley Parks, Community Services, and Trails Master Plan AFFILIATIONS Project manager responsible for day-to-day tasks including subconsultant management, • American Society of client interaction, community, and stakeholder engagement, maintaining a successful Landscape Architects • California Parks and
project schedule, monitoring data collection and analysis for over 30 city parks, developing Recreation Society
project recommendations, and delivering a user-friendly and implementable master plan. • American Planning
Jacob's experience with the City's Bicycle Master Plan and the Dracaea Avenue Association Neighborhood Greenway project provides valuable background information to successfully • Association of Pedestrian manage this master plan. and Bicycle Professionals
City of Montebello Parks Master Plan RECOGNITION
Associate planner/outreach facilitator for a parks and facilities master plan that entailed • 2024 APA Inland Empire, Excellence Award,
Comprehensive Plan - Large
Jurisdiction, Moreno Valley
Parks and Trails Master Plan
a variety of tools such as Surveymonkey and advanced GIS mapping software to collect • 2022 APA Los Angeles community feedback. Assisted team with workshop facilitation in English and Spanish. Award of Merit, Comprehensive Plan - Small
City of Montclair Parks Master Plan Jurisdiction. Montebello Project manager responsible for day-to-day tasks including subconsultant management, Parks Master Plan client interaction, community and stakeholder engagement, maintaining a successful project • 2022 APA Inland Empire schedule, monitoring data collection and analysis for city-owned parks, developing project Award of Merit, recommendations, and delivering a user-friendly and implementable master plan. Jacob's Transportation Planning, experience with related parks, recreation, trails, and active transportation projects in the Ontario Recreation and Inland Empire provided valuable background information to successfully manage this Parks Master Plan master plan. SPECIAL SKILLS
City of Whittier Parks Master Plan • Spanish fluency
Project manager responsible for client interaction, overseeing all community engagement, assisting with data collection and analyses, developing project recommendations, and designing a comprehensive document that summarizes all efforts. Jacob's Spanish-speaking proficiency allows him to interact with the City's Hispanic/Latino population to ensure thorough community engagement. Also responsible for managing all subconsultants.
SERVING THE PARKS AND RECREATION INDUSTRY 10
10%
AEB
DESIGN DRIVEN SOLUTIONS
DESIGN
About AEB Design
Hello! My name is Allie Belanger, and I am a graphic designer with a passion for storytelling and connection through design. With over a decade of experience, l've had the opportunity to collaborate with companies in a range of industries such as parks & recreation, education, retail, and behavioral science. I believe that design is more than just visuals; it's about evoking emotions and creating meaningful connections. Good design blends aesthetics with purpose, crafting experiences that resonate and engage.
+ Branding (Identity + Visual)
Experience + Web Design (WordPress)
+ Print (Booklets + Handouts)
University of Wisconsin Stout + Presentation Design (PPT) BFA Graphic Design & Interactive Media + Event Design (Branding + Signage) + Social Media / Marketing Design
14 Years of Design Experience + Behavioral Change Communication Branding: House of Brands - Retail Pet Industry
Coordinated and built five brand identity + visual guidebooks for a parent brand looking to standardize their market presence. (Assets included: brand architecture, logos, palettes, icons/graphics, typography, packaging, and imagery.) Event / Branding: Company Acquisition Celebration - Healthcare Industry Designed and produced a suite of event branding, materials, and experiences to support a company event celebrating closing a chapter and launching new. (Assets included: logo, icons/graphics, imagery, video, brochures, signage, presentations, annual report company yearbook.)
218.310.1127
[email protected]
aebelanger.com
SERVING THE PARKS AND RECREATION INDUSTRY 11
10%
Project References
Glencoe Park District (IL)
Comprehensive Master Plan
LET'S
PLAY
GU E GLENCOE
ARK DISTRIC
Glencoe Park District had the desire to update both their 10-year Master Plan and five-year Strategic Plan simultaneously in order to create a cohesive Comprehensive Master Plan that will provide the District with a clear and realistic set of goals, objectives, forecasted needs and implementation strategies. Included in this plan are robust community engagement that guide recommendations to key areas such as recreation programming, maintenance and development, and sustainability practices. Additionally, specialized considerations are incorporated that include an Active Harmer analysis and beach analysis of their beach on Lake Michigan.
Project Partners
CivicBrand
aQity
25 upland
Design Baird.
Serve and Protect
Contact: Lisa Sheppard, Executive Director
Email: [email protected]
Phone: 847.835.7531
Address: 999 Green Bay Rd., Glencoe, IL 60022
Date: March 2023 - July 2024
SERVING THE PARKS AND RECREATION INDUSTRY 12
10%
Project References
Crown Mountain Park & Recreation District (CO)
Master Plan
CROWN MOUNTAIN
The Crown Mountain Park & Recreation District has experienced significant change over the last decade including growth and expansion. Fully aware of the challenges development presents, the District engaged in a thoughtful review and analysis of its current conditions and realities as well as those of the community it serves. They understood this was a necessary baseline in order to ensure that the master plan was built upon fiscally responsible recommendations that addressed community need and interest and could be afforded. A focal point of the project was establishing a vision and design for the continued development of their system's crown jewel, Crown Mountain Park, that prioritized stewardship, optimization, and relevance.
Project Partners
C CROWN MOUNTAIN
DHM DESIGN
High Country Consulting
Contact: Rebecca Wagner, Director
Email: [email protected]
Phone: 970.963.6030
Address: 501 Eagle Count Dr., El Jebel, CO 81623
Date: May 2022 - April 2023
SERVING THE PARKS AND RECREATION INDUSTRY 13
10%
KTUA Qualifications I Project Experience
City of Moreno Valley Parks, Community Services, and Trails Master Plan CLIENT
Moreno Valley's Parks, Community Services and Trails Master Plan is an update to the City's • City of Moreno Valley 2010 Master Plan. Since 2010, the City has experienced dramatic growth in residential, • Jeremy Bubnick commercial, and industrial developments. This update was integral in ensuring the City was • 951-413-3709 provided a foundation for a healthy thriving community. Proposed trail alignments, strategies, • [email protected] park and program recommendations, and a final plan were created. The analysis included a STATUS
system-wide approach to evaluating recreation areas, existing parks, and trails, and • Completed 2023 identifying potential open space land and facility demands in order to develop goals, policies, and guidelines along with achievable strategies to meet the needs of current and SERVICES • Park & Trails Master
future residents.
Planning
• Community Engagement
• GIS
PROJECT FEE
Existing Parks: • $240,000
Two-Mile Travelshed
KTUA FEE
Map shows two-mile driving • $148,550
distance from each park
covers entire city
KEY PERSONNEL
• Joe Punsalan
• Jacob Leon
• Nicole Rogge
• Alex Samarin
AWARD
• 2024 APA Inland Empire,
March Are Excellence Award,
Comprehensive Plan Large
Jurisdiction
SERVING THE PARKS AND RECREATION INDUSTRY 4
10%
Approach and Methodology
The development of the PROS Master Plan for the City of Merced will consider the unique attributes of the City and the community it serves. Our job is to support the City throughout the process (and beyond as needed) and to help in creating a vibrant future for both the organization and community.
The City will likely face certain circumstances as they relate to providing park and recreation services moving forward. Among those to be considered and addressed throughout the planning process are the following. > Intentional community outreach efforts that target specific socio-economic groups and hard-to-reach populations;
• The relocation of the Merced high-speed rail station and its effect on eventual closure of the Merced Senior Community Center and the City-owned youth recreation center, specifically exploring future site and programming locations and funding options;
• An operational evaluation of the Applegate Park Zoo that dissects the City's potential options for the asset moving forward;
• An exploration of potential and realistic funding strategies to help sustain a quality Department and community.
The PROS Master Plan, like all plans we design and develop, will not be a cookie cutter replication of any other plan. It will be distinctive primarily due to the character and integrity of the Merced community. It will include customization for local context detailing what the community has to say about the future of parks and recreation, priorities that speak to need, interests and resources, and a plan that will address specific local challenges as well as how the City may leverage opportunities unique to Merced.
We are prepared to conduct all requested services, as detailed in the RFP. The Master Plan process is highlighted by the following services:
• A focus on and acknowledgement of the unique attributes of Merced, CA and park and recreation resources owned and managed by the City.
• A robust internal and external engagement process that includes interviews, stakeholder meetings, focus groups, workshops, and community surveys.
• A variety of assessments, analyses, and recommendations of and for Merced's recreation services, parks and parks amenities and facilities.
• A financial analysis that includes the development of a financial sustainability strategy leading to fiscally sound and responsible recommendations that consider community needs and interests and operating and maintenance requirements as they align with the City's fiscal realities and long-term planning. • An implementation plan that identifies City priorities, goals, and actions for the work and intended outcomes.
11 SERVING THE PARKS AND RECREATION INDUSTRY 15
0%
Detailed Scope of Services
The proposed process included in the pages that follow has been specifically designed for the City of Merced.
Having facilitated successful planning projects with many agencies in North America, we manage each individual process with a commitment to detail and a focus on heightening the probability of effective implementation and have the long-term impacts of the plan top of mind throughout the process.
The process is presented in accordance with the RFP and all efforts will include substantial City elected officials, elected and volunteer representative groups (i.e., PROS Plan Advisory Committee, Recreation and Parks Commission, Planning Commission, and City Council), community, and staff engagement, as well as a series of analyses all leading to rational and justifiable recommendations and high-quality final deliverables.
A detailed view of the proposed scope of work is included in the pages that follow and adhere to the RFP and question responses. The process is expected to take approximately 12 months to complete.
TASK A: PROJECT MANAGEMENT
A.1 PROJECT KICK-OFF
A thorough review of the process will take place during this virtual meeting to include: a review of the finalized scope of work; anticipated number and types of meetings; discussion of information and data requested; project timeline; and expected quality and format of all deliverables.
A.2 CHECK INS, UPDATES, AND REVIEW MEETINGS
The consulting team will hold progress meetings regularly with the City's Project Manager and team for the duration of the project to provide updates and gain insights that can help inform the process. A minimum of eight (8) meetings will be held.
A.3 BRANDING & WEBSITE UPDATES
Led by AEB Designs, a project brand identity package will be designed including a customized project brand/logo. Throughout the process, we recommend that updates to the PROS Master Plan process be hosted on the City's website. We will provide the necessary information and collateral for City staff to update the City's website for the duration of the project.
TASK B: EXISTING CONDITIONS
B.1 ESTABLISH VISION, GOALS AND OBJECTIVES
The Consulting Team will work alongside staff in developing a vision, goals, and objectives that aim to address the identified needs of the City and community. The vision will incorporate themes of sustainability, inclusion, environmental stewardship, preservation, public safety, fire safety, and historical and cultural character.
SERVING THE PARKS AND RECREATION INDUSTRY 16
10%
B.2 DEMOGRAPHIC TRENDS
We will conduct a demographics trend analysis that will help the team better understand current and future populations to address parks and recreation needs. American Community Survey (ACS), local, and regional resources will be used to gather various socioeconomic datasets. Populations that require unique/tailored services and programming (e.g., seniors, teens, preschoolers, second-language learners), will also be reviewed.
B.3 REVIEW EXISTING PLANS AND POLICIES
By reviewing the City's existing plans and policies and other relevant existing information, a strong foundation will be built upon historical context and a part of the City's backstory. These plans and policies include the several listed in the RFP, but are highlighted by the City's General Plan, current Parks and Open Space Master Plan, Applegate Zoo Master Plan, McCombs Youth Center & Merced Senior Community Center plans, and Climate Action Plan.
B.4 PARK INVENTORY AND ASSESSMENT
Led by KTUA, all city-owned parks and facilities will be inventoried using a custom data schema in the Esri Field Maps app. The data collected will inform the park level-of-service analysis, described in more detail in Task D.3. The park inventory will include photos of park facilities such as trails, athletic fields, playgrounds, courts, aquatics facilities, and open spaces. Fields and facilities that are part of the Merced City School and Merced Union High School Districts will also be inventoried. The assessment will consider each amenity's functionality, capacity, accessibility, and condition. A qualitative
assessment will be conducted to determine if park
facility designs serve their intended purposes, or if they need to be retrofitted or reimagined to meet community
needs. All data collected will have a geographic
reference to facilitate future assessments by City staff.
KTUA will evaluate opportunities for park uses in
currently under-developed or newly proposed park
areas. KTUA's expertise in active transportation and
trails planning will be applied to assess Merced's
walking, bike, and trail network. The assessment will
include key findings on how to better connect parks and open spaces throughout the City. Image: City of Merced Parks and Recreation Facebook Page TASK C: OUTREACH
One of the most important aspects of the PROS Master Plan process is a thorough and comprehensive outreach and engagement plan. The following outreach plan will target both internal and external stakeholders including staff, elected and volunteer representative groups, community stakeholders, and the greater Merced community.
1 SERVING THE PARKS AND RECREATION INDUSTRY 17
C. 1 STAFF & ELECTED AND VOLUNTEER REPRESENTATIVE GROUPS
PLANNING WORKSHOPS
A fantastic way to begin any robust planning process is by engaging with the professional staff who are responsible for the day-to-day operations of the system and are in direct service to the community. A staff workshop will provide a comprehensive overview of the process allowing staff to:
> become familiar with the purpose and intended outcomes of the planning process, including the project's vision, goals, and objectives; » engage in a SWOT analysis (strengths and weaknesses - internal influences; threats and opportunities - external influences); financial, market, competitive, and PEST (political, environmental, societal, and technological climates) analyses.
Additionally, this interactive workshop can be replicated and held for the elected and volunteer representative groups (PROS Plan Advisory Committee, Recreation and Parks Commission, Planning Commission, and City Council), at the discretion of the City's Project Manager. [NOTE:
Images: Staff workshops in Mesa, AZ and Northbrook, IL Workshops held for these representative groups will count towards the total number of their respective meetings, as detailed task C.7.] C.2 STAFF INTERVIEWS
Staff interviews provide important interaction and are key to project success. Minimally, these individual or small group interviews with staff members representing all levels of the City allow for more focused interactions and provides a more in-depth understanding of challenges and opportunities, as well as individual opinions and perspectives about where the City stands today and where it may head. These interviews may be hosted virtually or in-person depending on schedule and availability.
C.3 COMMUNITY KEY STAKEHOLDER MEETINGS
To strengthen community outreach efforts, ten (10) key stakeholder meetings will be provided to offer small and comfortable platforms for people to share perspectives and opinions. Meetings may be held virtually or in- person, depending on schedule and availability. Representation may include the following individuals and organizations:
• Merced government/civic leaders
Merced City School District representatives
Affiliate groups and partner representatives
Merced parks and recreation users and participants as well as non-users Local business owners and representatives
Local high school students and older adult/seniors
SERVING THE PARKS AND RECREATION INDUSTRY 18
1 O%
C.4 COMMUNITY SURVEY
Community surveys serve to assess opinions of current services, barriers to access, community interests, needs, and priorities, and any additional issues of particular interest to the City's future. Fully customizable survey options can include an intercept survey questionnaire, market-based surveys (e.g., youth survey), and general community-wide surveys each to include questions which can help identify the demographic, geographic, and other profile characteristics of each respondent. In collaboration with staff, relevant survey questions will be crafted for consideration with target areas of focus including neighborhood analysis, park amenities, specific programs and services, facility components, and usage. A series of draft questions will be prepared for review before any survey is approved with links available for inclusion in available outreach channels including the project and City's website, social media platforms, in-person engagements, and other mediums to maximize outreach and response rates. Spanish translation can also be provided.
C.5 PUBLIC WORKSHOPS
Two (2) public workshops will be scheduled as opportunities for the community to gather and learn about the project and share their thoughts and perspectives as they relate to the future of parks and recreation. These gatherings offer an opportunity to educate and inform constituents about parks and recreation and its impacts on overall quality of life, in addition to assessing community perspectives, interests and needs. Highlighting these workshops will include education and outreach efforts focusing the City's current operational and maintenance practices of both parks and fields and also for open spaces. The first gathering will be held to introduce the project to the public and gather initial input and the second will be held near the end of the process to present project outcomes and gather final input on the process. Spanish translation and Spanish- speaking staff members will also be provided.
C.6 OUTREACH / POP UP EVENTS
Three (3) outreach/pop up events will be held as alternative in-person public engagement and outreach opportunities to the public workshops. We will work with the City to identify the best locations to host these pop up events. These types of engagements are incredibly successful in connecting with community members that would otherwise be uncomfortable attending a traditional public meeting. Project materials such as posters and writing materials will be provided by the team. Spanish translation and Spanish-speaking staff members will also be provided.
C.7 ELECTED AND VOLUNTEER REPRESENTATIVE GROUPS UPDATES MEETINGS Update meetings will be held at key milestones throughout the process to keep elected and volunteer representative groups informed on the project progress. The number of meetings for each group are detailed below.
PROS Plan Advisory Recreation and Parks Planning City
Committee Commission Commission Council
Four (4) Four (4) Two (2) Three (3)
[NOTE: workshops and/or presentations that are held for elected and volunteer representative groups in tasks C. 1, E.3, and F.3 will count towards the total number of their respective meetings.] 1 SERVING THE PARKS AND RECREATION INDUSTRY 19
O %
TASK D: CONDUCT AND PUBLISH NEEDS ASSESSMENT
D.1 COMPARATIVE ANALYSIS
Led by KTUA, a comparative analysis of the parks and recreation resources of cities within the region and state will be conducted and compared against the City. These cities, which will be confirmed by the City's Project Manager, are similar in size, composition, and demographics to Merced. This task will focus on the physical elements of a parks and recreation system and will provide direction for future efforts in programming, new focus areas, and changes necessary to address the current and future community needs.
D.2 NEEDS ASSESSMENT
The City's park system and programming will undergo a needs assessment process that evaluates the City's current and ideal future state of the Parks and Recreation system. Insights from the overall process will reveal the park system's usage, needs, and interests and projects 10 years into the future. An inventory and analysis of the City's recreation services will be conducted, which will be accompanied by a gap analysis to determine where the City is or is not meeting the community's needs. This assessment will include type of service, pricing, delivery method(s), consideration of market and competition, alignment of program and community need and/or demand, etc.
D.3 PARKS + (LEVEL OF SERVICE ANALYSIS)
Led by KTUA, a level of service (LOS) analysis for the system as a whole will be completed. We utilize three metrics of park LOS: Population LOS, Access LOS, and Amenity LOS that make up our Parks+ methodology.
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 homeowner's associations (HOAS).
Population LOS compares the Access LOS uses park access Amenity LOS uses the data City's population to the total park points and travel networks to collected during fieldwork to acres to calculate the park acres create a park travelshed for each. compare to a database of over a per 1,000 residents. This LOS will This highlights the areas that have decade of park amenity be compared to the City's current access to a park by a given mode benchmark data collected by the goal LOS to provide a total and and distance, determining equity National Recreation and Park per capita park acreage deficit (or of access, gaps and overlaps. The Association (NRPA). This database surplus), which can inform future City's existing trail network can allows for a population-based goal setting. also be used to enhance the amenity LOS comparison to long- results. Amenity-specific park term state and national averages, travelsheds can also be provided as well as to the most recent year relative to key demographics. of data.
10% SERVING THE PARKS AND RECREATION INDUSTRY 20
D.4 TRENDS ANALYSIS
Recreation and leisure activity trends research which includes consideration of national, regional, and local trends including operational "best" or common practices offers a glimpse at what's on the radar as it relates to popularity or declining interests. Implications of these trends will also be used to determine leisure and recreation interests and needs specific to the City. Areas of focus will include but not be limited to demographic trends, service delivery methods, programming, parks and facility management, environmental sustainability, technology, and social equity and accessibility trends and best practices.
D.5 PARK INNOVATION WITH TECHNOLOGY AND THE ARTS
Led by KTUA, will explore the growing trend in parks and recreation of the addition of technology-enabled community spaces as part of this process. Thoughtfully implemented improvements such as Wi-Fi gardens, mobile device chargers, QR-code enabled educational material, e-gaming spaces, augmented reality, and digital kiosks can enrich a visitor's experience in a park.
For example, the City can explore creating eGaming/esports recreation rooms that encourage people to socialize over video games that are currently popular. The NRPA has published articles that explain the benefits of eGaming such as "connecting with hard-to-reach audiences", "providing physical activity and multi- generational socialization benefits", and even "revenue generation" through events or tournaments. Other forms of technology in parks may include the gamification of exercise in public spaces such as park scavenger hunts or fitness challenges distributed throughout a park, or a digital bicycle and pedestrian counter can be prominently displayed to encourage walking and biking to the park.
There are various opportunities for the intersection of technology with art, culture, and history. For instance, local artists may be invited to provide public art pieces for installation on a temporary or permanent basis, reflecting Merced's history, seasons, and people. These art installations can be enriched with app- or kiosk- based interpretative text or audio. Historical sites may also be recreated through augmented reality.
D.6 NEEDS ASSESSMENT REPORT
We will consolidate all findings in Task D into a Needs Assessment Report that will be included as part of the PROS Master Plan. The report will outline gaps and opportunities as well as identify key takeaways that explain the current and ideal future state of the Parks and Recreation system. This information will be used in Task E to develop appropriate recommendations.
TASK E: ANALYZE NEEDS ASSESSMENT AND CREATE RECOMMENDATIONS E.1 DEVELOP PARK RECOMMENDATIONS
Led by KTUA, citywide park recommendations will be developed by combining the results of park level of service analysis, feedback collected from community engagement process, and feedback from staff. On a park- by-park basis, a listing of deficiencies will be developed. Community-based parks will look at the needs of the entire city, neighborhood parks will focus on the needs of the immediate neighborhood, and other types of SERVING THE PARKS AND RECREATION INDUSTRY 21
%
open spaces and trails will be evaluated to reflect their unique roles in the City. Recommendations for public facilities such as senior centers, teen centers, recreation centers, etc., will also be included. The team will provide feedback on where to locate such facilities and the potential programs and services that can be offered. The geographic and population level of service analysis will provide valuable insight into this set of recommendations.
The KTUA team will provide a set of prioritized modifications for existing parks and open spaces. The proposed modifications will be determined and prioritized based on citywide amenity deficiencies, ease of construction, and general costs. This process will also take into account new parks being planned in the area or collaborative efforts with non-profits, school districts, homeowner associations, and other organizations that may provide recreational opportunities for the community. Lastly, the team will evaluate how future growth plans or regional projects, such as the high-speed rail Merced Station, can impact or improve parks and recreation facilities. The prioritization methodology will categorize improvement into three tiers:
> Tier 1: Essential improvements focus on deferred maintenance projects and lifecycle replacement of existing amenities within a park utilizing current funding sources. • Tier 2: Ideal improvements utilize reallocated or new funding sources to implement capital projects that enhance or replace existing park facilities.
> Tier 3: Visionary improvements focus on the complete renovation of existing parks, the development of new parks and/or recreation facilities, or the acquisition of private land to develop new parks, open spaces, or public facilities.
E.2 DEVELOP PROGRAM RECOMMENDATIONS
Program recommendations for new and existing services will be developed and prioritized. These recommendations will be informed and justified, from both a qualitative and quantitative perspective, from various parts of the overall process, but specifically from the results of the outreach tasks in section C, task D.2 Needs Assessment, task D.4 Trends Analysis, and task E.3 Financial Sustainability Strategy. Recommendations may include opportunities to pursue collaborative efforts and future programming needs that will lead to greater efficiencies and impact, continuous use of a recreation services evaluation tool for the evaluation of new and existing recreation programs, and more.
Additionally, evaluation and recommendations of the three City facilities called out in the RFP will be conducted that include:
» Applegate Park Zoo
• Through a fiscal approach, the City's four options (i.e., continue to operate, sell, close, or contract) for the Applegate Park Zoo will each be evaluated with recommendations. • Merced Senior Community Center and the City-owned youth recreation center • These two facilities, that will be lost due to the Merced high-speed rail station relocation, will have recommendations developed that is centered around potential future site locations and creating a future programming plan for the affected programs that are currently ran out of these locations. 10% SERVING THE PARKS AND RECREATION INDUSTRY 2 2
E.3 FINANCIAL SUSTAINABILITY STRATEGY
In order to most effectively support the overall process and the City's operation of current and future recreational programs and services, we will develop a comprehensive Financial Sustainability Strategy. Over the past three years, 110% has completed this process that has positively impacted hundreds of agencies nationwide and helped them create a justifiable strategy providing direction specific to taxpayer investment and revenue generating opportunities.
This task not only results in a Financial Sustainability Strategy for the Parks and Community Services Department, but also departmental financial and funding recommendations to support overall operations and maintenance.
This process consists of the following three key focus areas:
#1 #2 #3
Education Financial Strategies &
& Training Analysis Recommendations
Financial Sustainability 101 Cost-of-Service Analysis - • Cost Recovery/Subsidy Goal Workshop(s) Operating Setting
Service Category Financial Insights and Financial Sustainability Development Workshop Historic Trends Strategy & Alternatives Beneficiary of Service Work Operating and Performance Financial Sustainability Policy Sessions Metrics
Insights Into Action
Continuous improvement
Recommendation
#1 Education & Training
Financial Sustainability 101 - Staff, Advisory Groups & Policy Maker Workshops Virtual training offers a comprehensive overview of the Financial Sustainability Strategy Process, an explanation about why your organization would choose to engage in this effort, and how the outcomes will positively affect service delivery and quality. An introduction to financial management and cost recovery, the merits of revenue generation, how to think differently about spending/investing taxpayer dollars, and the importance of a sound financial sustainability strategy are among the topics covered. [NOTE: workshops can be held for elected and volunteer representative groups and will count towards the total number of their respective meetings, as detailed in the task C.7.J
1 SERVING THE PARKS AND RECREATION INDUSTRY 23
%
Service Category Development Workshop
Your pre-determined Service Category Development Team will work alongside our consulting team to develop service categories which represent all organizational services. A workshop will be led offering information and insights about service category development, the differences between services, service areas, and service categories as well as resources to support the development of categories will be provided to the team to assist in the development of categories and definitions. This is a critically important step in the development of a financial sustainability strategy that has a heightened opportunity for effectiveness.
Beneficiary of Service - Staff, Advisory Groups & Policy Maker Work Sessions These interactive virtual work sessions allow staff, advisory groups, and policy makers an opportunity to rank your organization's service categories starting from those determined to align most with the "common good" to services which are more "exclusive". By ranking all service categories from "common good services" in contrast to those providing the "exclusive benefit", your organization will begin to connect the dots between those services that should receive the greatest subsidy (common good services) in contrast to those that may receive little to no subsidy (exclusive services). [NOTE: workshops can be held for elected and volunteer representative groups and will count towards the total number of their respective meetings, as detailed in the task C.7.]
#2 Financial Analysis
SERVICE CATEGORIES
ACTUAL TO TARGET COST RECOVERY%
• Actual CR% #Target CR %
120%
110%
100%
90%
80%
70%
60%
50%
40%
30%
10%
0%
Skill
Education & Skill
Community Drop-in Human Special Advancement Campetitive Open Access Enrichment Acquisition & Utilitization Rentals Events Activities Services Events Activities
Activities Activities
Activitles
• Actual CR % 13% 10% 21% 11% 54% 49% 66% 632
•a Target CR% 096 10% 30% 40% 50% 60% 70% 90% 110% 120% Cost of Service Analysis - Operating
The Cost of Service Analysis identifies the agency's total cost of operation by a thorough review and analysis of all expenses and participation/use data provided for the study period. The consulting team works closely with your data gathering team to ensure all expenses and services are identified, and to develop meaningful service, facility, and park areas to facilitate the appropriate attribution of expenses to services. The result is a clear picture of your total cost of service to guide the agency's development of cost recovery/subsidy invest goals.
SERVING THE PARKS AND RECREATION INDUSTRY 24
%
Financial Insights and Historical Trends Operating Expense History $1,000,000.00
Through this process, insight into how your $900,000.00 $800,000.00
agency utilizes its expense budget is developed. In $700,000.00 $600,000.00
addition, a look back at historical trends provides
$500,000.00
important context for current data. This review $400,000.00 $300,000.00
contributes to a holistic understanding of your S200,000.00 $100,000.00
agency's fiscal landscape and plays a pivotal role
$0.00
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
in forecasting future performance and capital
• 15 - Aquatics Operating # 16 - Parks Operating • 17 - Recreation Operating investment needs.
Operating and Performance Metrics
Direct Expense
Parks Acres
Dependent upon the availability, quality, and Per Park (Annual) Adair Park 5.00 $ 41,123.50
consistency of additional data provided by your 0.62 $
Corley Commons 5,099.31
agency, additional insights may include cost per Dearborn Park: 8.70 $ 71,554,90 acre, cost per park amenity, cost per mile of trail, Ebster park 4,27 $ 35,119.47 Glenlake Park (Pool & Tennis Center) 14.32 $ 117,777.71 cost per square foot, resident vs. non-resident Glenn Creek Nature Preserve 2.50 $ 20,561.75 usage, % of program capacity, etc. These metrics, Rev. Roy Moss Sr. Garden 2.29 $ 18,834.56 Harmony Park 0.65 S 5,346.06
paired with data from other assessment areas
Hidden Cove Park 9.85 $ $1,013.30
offer a deeper understanding of your agency's McKoy Park 8,98 73.857.81 Mead Road Park: 0.67 $ 5,510.55
operational efficiency and financial performance.
Oakhurst Park (Oakhurst Rec Center) 12.01 $ 98,778.65
Oakview Road Park 0.26 $ 2,138.42
#3 Strategies & Recommendations Parkside Circle Park 181 S 14,886.71 Poplar Circie Trail Extension 0.37 $ 3,043.14
Cost Recovery/Subsidy Goal Setting Scott Park (Decatur Rec Center) 2.92 $ 24,016.13 Spring Stree Pocket Park 0.11 $ 904.72
Once the financial analyses work is complete, your Sycamore Park 1.04 $ 8,553.69 Waddell Park 0.59 $ 4,852.57
organization will determine cost recovery/subsidy
Wylde Woods 0.22 $ 1,809.43
investment goals based upon current Total 77.18
performance, analysis insights, and budget Cost Per Acre | Total Direct Parks Expense S 8,224.70 $ 634,782.40 projections. This is the point at which the
Financial Sustainability Strategy begins to take
shape.
Financial Sustainability Strategy & Alternatives
Your organization's financial sustainability strategy is the foundation from which the organization builds its commitment to financial discipline. Strategy alternatives are valuable when performance deficiencies or alternative revenue generating opportunities exist. Options might include strategies designed for specific service areas like enterprise or business operations such as a golf course or water park. Alternatively, strategies might be based upon short term (2-3 years) performance expectations in contrast to a longer-term timeframe (3-5 years or beyond).
10% SERVING THE PARKS AND RECREATION INDUSTRY 25
Low Subsidy- FINANCIAL Individualized/Social Enterprise High Costlecovery SUSTAINABILITY interests, limited impact, limited access, competition fi.e., discretionary, exclusive, services specialized with the non-profit/NGO and private sectors. ) Service Categories
STRATEGY
Service Categories
(i.e., essential, high value, intended to impact social Common Good/Social Purpose and environmental issues and needs, no competition with the non-profit/NGO or private sectors.) Cost Recovery/Subsidy Investment Goals High Subsidy - Low CostRecovery Service Categories
Common Good © 2023 110% Inc. All rights reserved. Individualized Insights Into Action Work Session
A project team work session will offer methods and strategies for turning insights into action, providing guidance and suggested ways to use the data and information resulting from the overall process. Financial insights will assist staff in taking the steps needed for implementation such as a pricing tutorial, cost reduction options, exploration of partnership opportunities, capital investment considerations, opportunities for continuing education for staff, advisory and policy making bodies, and other actions that may lead to greater community impacts and increased revenues.
Continuous Improvement Recommendations
Your organization's financial wellbeing is the principal interest of this process. As such, a series of recommendations resulting from what was learned, observed, and heard throughout the process will be provided to your organization at the conclusion of the process. Recommendations for improvement may include incremental changes intended to improve performance over a period of time as well as breakthrough changes that are expected to create immediate and profound improvement in a more abbreviated timeframe. 10% SERVING THE PARKS AND RECREATION INDUSTRY 2 6
TASK F: FINALIZE IMPLEMENTATION PLAN
F.1 IMPLEMENTATION PLAN DEVELOPMENT
An Implementation Plan will be developed that define actions and other criteria required to achieve the Master Plan.
A planning session with City staff will include the following:
• determine priorities that meet current and future City needs; set goals (broad based statements of intent) and create actions; establish timelines for actions over short-term (1-2 years), medium-term (3-5 years) and long-term periods (6-10 years).
F.2 MASTER PLAN DEVELOPMENT
All findings will be reviewed, analyzed, and considered while informing the development of the City of Merced's PROS Master Plan. Plan design and content will include but not be limited to the following elements outlined below.
• A two-page Executive Summary.
• A package of project branding assets.
• Summaries of all staff and elected and volunteer representative groups engagement and touch points including workshops, interviews, and update meetings.
• Summaries of all community engagement and touch points including stakeholder meetings, public workshops, and pop up events.
• Summary and full results of the community surveys.
• Trends Analyses focusing on demographics, recreation & leisure activities, and park innovation with technologies and the arts.
• Updated inventory of park sites (with data sheets), maps of parks and facilities, and Level of Service Standards.
• A Needs Assessment Report that provides information on the usage, needs, and interests of the current and ideal future state of the Parks and Recreation system. • A comprehensive Recreation Program Inventory and Analysis.
Park and Program recommendations that include recommendations for City-owned facilities, the Applegate Park Zoo, Merced Senior Community Center, and youth recreation center. • A Financial Sustainability Strategy with recommendations based upon community needs and interests, operating, maintenance, capital requirements, and funding strategies as they align with the City's fiscal realities and projections.
• An Implementation Plan including intended/measurable outcomes.
SERVING THE PARKS AND RECREATION INDUSTRY 27
%
F.3 FINAL DELIVERABLES & PRESENTATION OF RESULTS
Formal in-person presentations of the final results will be provided to staff and to elected and volunteer representative groups, as directed by the Project Manager. [NOTE: presentations that are held for elected and volunteer representative groups and will count towards the total number of their respective meetings, as detailed in the task C.7.]
The consulting team will provide a final draft of the City of Merced's PROS Master Plan to the City's Project Manager/Team for review, comment, and adjustment prior to the plan being presumed complete or acceptable. Once finalized, final completed color copies will be printed, professionally bound, and delivered.
The following will constitute the final deliverables:
> One (1) PDF of the Administrative Draft
• One (1) PDF of the Final Draft, incorporating revisions > Ten (10) bound copies of Final Draft
> One (1) PDF of the Final Plan
Deliverables will be presented for initial comment, adjustment, and/or approval with up to two draft reports provided prior to final report submission.
OPTIONAL TASKS
0.1 EXTERNAL WEBSITE
Led by AEB Design, an external website and URL can serve as a Planning OurT
project webpage for the duration of the project. This platform will embody all project branding from task A.3 and will allow for continuous messaging regarding the planning process, meeting notices and updates, and will also accept questions for comment and engagement.
0.2 ONLINE MAP TOOL
Led by KTUA, an interactive online map tool will be created and made available to the public on the project website. This online map will allow users to find a specific park or recreation facility they want to provide feedback on, drop a point, and type their comments. This easy-to-use tool will provide the team with geo- referenced comments that can be used for analyses and community engagement summaries.
SERVING THE PARKS AND RECREATION INDUSTRY 2. 8
Project Schedule
The proposed schedule below provides anticipated dates for all work associated with each task including research, evaluation, and reporting. Date ranges are what is anticipated but may vary dependent upon a variety of factors including staff and/or elected representative's availability, etc.
Mo Mo Mo Mo Mo Mo Mo Mo Mo Mc Mo
Task
5 6 8 10 11 12
Task A: Project Management
A.1 Project Kick-off
A.2 Check ins, updates, and review meetings
A.3 Branding & Website Updates
Task B: Existing Conditions
B.1 Establish Vision, Goals and Objectives
B.2 Demographic Trends
B.3 Review existing plans and policies
B.4 Park Inventory and Assessment
Task C: Outreach
C. 1 Staff & Eiected and Volunteer Representative Groups Planning Workshops
C.2 Staff Interviews
C.3 Community Key Stakeholder Meetings
C.4 Community Survey
C.5 Public Workshops
C.6 Outreach/Pop Up Events
C.7 Elected and Volunteer Representatives Update Meetings
SERVING THE PARKS AND RECREATION INDUSTRY
%
Ma Ma
Task
10 Task D: Conduct and Publish Needs Assessment
D.1 Comparative Analysis
D.2 Needs Assessment (Parks and Programs)
D.3 Parks+ (Parks Level-of-Service)
D.4 Trends Analysis
D.5 Park Innovation with Technology and the Arts
D.6 Needs Assessment Report
Task E: Analyze Needs Assessment and Create Recommendations E.1 Develop Park Recommendations
E.2 Develop Program Recommendations
E.3 Financial Sustainability Strategy
Task F: Finalize Implementation Plan
F.1 Implementation Plan Development
F.2 Master Plan Development
F.3 Final Deliverables and Presentation of Results
Optional Tasks
0.1 External Website
0.2 Online Map Too!
SERVING THE PARKS AND RECREATION INDUSTRY
10%
Contract Exceptions, Conflict of Interest,
Hourly Rates
CONTRACT EXCEPTIONS
There are no concerns with the terms of the City's "Agreement for Professional Services" that was provided in the RFP as "Attachment A".
CONFLICT OF INTEREST
None of the professionals or firms involved in this proposal have any conflict of interest nor involvement with the City of Merced within the past two years.
HOURLY RATES
The hourly rates, listed below, are reflective of each task detailed in the separately sealed fee proposal. 110%
• Principal: $235/hour
• Project Consultant: $150-175/hour
KTUA
» Principal: $210/hour
• Senior Associate: $170/hour
• Associate/GIS Manager: $155/hour
• Senior Planner: $125/hour
• Planner: $110/hour
AEB Design
> Graphic Designer: $75/hour
SERVING THE PARKS AND RECREATION INDUSTRY 31
%
Imagining the future
on behalf of others is a privilege.
Thank you!
A small firm by choice, we remain committed to working with those who want to change the world for the better and want to do the right thing all day, every day.
We would like to extend our heartfelt thanks and appreciation to you for considering partnering with 110%, Inc. and the rest of the consulting team on this important project. We look forward to the opportunity to work alongside you! Sincerely,
ktua AEB
DESIGN
SERVING THE PARKS AND RECREATION INDUSTRY
10%
Fee Proposal
The proposed budget below includes all proposed tasks detailed in the RFP response as presented. We are willing to modify or further customize any of the proposed work plan as presented to best suit the interests of the City so that the intended outcomes of this process can be realized.
Task Proposed Price
Task A: Project Management $6,925
A.1 Project Kick-off $1,095
A.2 Check ins, updates, and review meetings $3,580
A.3 Branding & Website Updates $2,250
Task B: Existing Conditions $11,820
B.1 Establish Vision, Goals and Objectives $1,905
B.2 Demographic Trends $1,100
8.3 Review existing plans and policies $4,065
B.4 Park Inventory and Assessment $4,750
Task C: Outreach $47,520
C.1 Staff & Elected and Volunteer Representative Groups Planning Workshops $5,480 C.2 Staff Interviews $2,255
C. 3 Community Key Stakeholder Meetings $4,405
C.4 Community Survey $7,240
C.5 Public Workshops $12,075
C.6 Outreach/Pop Up Events $13,235
C.7 Elected and Volunteer Representatives Update Meetings $2,830
SERVING THE PARKS- AND RECREATION INDUSTRY
10%
Task Proposed Price
Task D: Conduct and Publish Needs Assessment $27,885
D.1 Comparative Analysis $2,910
D.2 Needs Assessment (Parks and Programs) $11,570
D.3 Parks+ (Parks Level-of-Service) $5,930
D.4 Trends Analysis $2,250
D.5 Park Innovation with Technology and the Arts $840
D.6 Needs Assessment Report $4,385
Task E: Analyze Needs Assessment and Create Recommendations $29,810 E.1 Develop Park Recommendations $8,420
E. 2 Develop Program Recommendations $5,690
E.3 Financial Sustainability Strategy $15,700
Task F: Finalize Implementation Plan $26,040
F.1 Implementation Plan Development $13,400
F.2 Master Plan Development $3,750
F.3 Final Deliverables and Presentation of Results $8,890 TOTAL $150,00
Optional Tasks
0.1 External Website $1,500
0.2 Online Map Tool $1,310
NOTES: All pricing above includes three project visits. Additional in-person facilitation is available upon request. Pricing per trip is based upon market and staff time and priced at an agreed upon amount based on location of selected consultant(s). Invoices will be submitted monthly based upon the past month's project completion. No reimbursable expenses are included in the proposal as they are built into the process pricing. 11 SERVING THE PARKS AND RECREATION INDUSTRY
%