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308.01 Pinole Maintenance Management Plan Page 28 of 78
BIKE/JOGGING PATHS
• Gravel –15 years
• Asphalt—20 years
• Concrete—30 years
PARK FEATURES, BUILDINGS, AND BUILDING COMPONENTS
• Carpeting –5 years
• Ceiling Finish—10 years
• Interior Renovation –10 years
• Roof Cover—10 to 20 years
• Electrical—20 years
• HVAC –20 years
• Plumbing—20 years
• Foundation, Frame, and Floor Structure—30 to 50 years • Picnic Shelter—20 years
• Landscaping—7 to 10 years
• Athletic Fields—10 to 15 years
• Soccer Fields—10 to 15 years
• Synthetic Fields—10 years
• Bleachers –20 years
• Fencing/Gates—20 years
• Fountains—20 years
• Outdoor Lighting—20 years
• Tennis Courts—20 years
• Basketball Court—10 years
• Irrigation Sprinklers/Controller—20 years (Technology will shorten the useful life) • Signs 30 years
• Tables/Benches/Barbeque/Trash Cans—15 years
• Fountains—15 years
• Play Area—15 years
• Pedestrian Bridges—25 years wood/30 years steel/concrete • Asphalt Parking Lots—20-30 years. Chip sealed every 10 years at a minimum.
Tool 9: Operations and Maintenance Plan 164
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308.01 Pinole Maintenance Management Plan Page 29 of 78 SAMPLE
PINOLE VALLEY PARK
PARK RENOVATION SCHEDULE
PART A
Feature Max
Life
Replacement
Costs
Inventory Total
Replacement
Cost
Scheduled
Replacement
Drinking fountains 15 $4,000 2 $8,000 2024
Garbage cans 15 $750 15 $11,250 2025
Irrigation -
controller
20 $8,000 1 $8,000 2025
Irrigation - valves,
sprinklers
20 Signs 30
Path--Asphalt 15
Picnic tables 15
Benches 15
Barbeque 15
Planter 10
Trees 30
Turf grass 15
Basketball Court 10
Parking Lot--
Asphalt
20 Play Area 15
Picnic Shelter 20
Concession 30
Maintenance
Building
30 Lighted Fields 20
Tool 9: Operations and Maintenance Plan 165
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308.01 Pinole Maintenance Management Plan Page 30 of 78 SAMPLE
PINOLE VALLEY PARK
MAJOR MAINTENANCE AND RENOVATION SCHEDULE
PART B
Feature 2
0 2
3 /
2 4
2 0
2 4
/
2 5
2 0
2 5
/
2 6
2 0
2 6
/
2 7
2 0
2 7
/
2 8
2 0
2 8
/
2 9
Drinking
fountains
$8,000
Garbage cans $11,250
Irrigation -
controller
$8,000
Irrigation -
valves,
sprinklers
$50,000
Signs
Path--Asphalt
Picnic tables
Benches
Barbeque
Planter $8,000
Trees
Turf grass
Basketball
Court
Resurface
$6,500
Parking Lot—
Asphalt Chip
Seal
$5,000
Play Area
Picnic Shelter
Concession
Upgrade
Electrical
$18,000
Building New
Roof
$10,000
Lighted Fields
Total $37,250 $10,000 $6,500 $8,000 $13,000 $50,000
Tool 9: Operations and Maintenance Plan 166
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308.01 Pinole Maintenance Management Plan Page 31 of 78 Safety Inspections
A park safety inspection program is a comprehensive, outcome-based performance measurement system that generates frequent, sometimes random, and detailed inspections of Department parks, facilities, and playgrounds. This program would provide the City of Pinole management, elected officials, and the public with a broad indicator of the condition of the City’s facilities, safety, and needed capital upgrades.
Currently the City has developed inspection reports for parks, conducted by the contract landscape firm, which are titled as “Daily, Weekly, Monthly, Semi-Annual, Bi-Annual, and Annual.” These inspection forms detail work task to be completed and follows with a blank listing of park locations, “Inspected Date, Comments, and Repaired Date.” The inspection report does not include any space for specific items to be inspected.
Recommended safety inspection reports for Parks and Skateparks are found in this section.
The Park and Skatepark Inspection Reports should be adopted and utilized by the City to inspect all Parks and Skateparks on a minimum bi-weekly basis. These forms are designed to include identification of issues and corrective actions taken.
Playgrounds within California should be inspected on a regular basis. These playground areas and equipment must be inspected for excessive wear, deterioration, and potential hazards. Some manufacturers supply playground checklists for general or detailed inspections with maintenance guidelines. A sample form is included that can be utilized by City employees who are not Certified Playground Safety Inspectors.
The City of Pinole should have trained employees who are certified as Certified Playground Safety Inspectors to periodically inspect all City playgrounds. The State of California requires all public playgrounds meet the Consumer Product Safety Commission (CPSC) guidelines and the American Society for Testing and Materials (ASTM) standards. Training as a Playground Safety Inspector can be achieved virtually as this course is offered by the California Park & Recreation Society (CPRS) in conjunction with the National Recreation and Park Association (NRPA). For certified safety inspections of playgrounds a sample detailed form is available at: VS.2 PLAYGROUND AUDIT-INSPECTION CHECKLIST.docx (live.com).
Forms are available that are specific to age specific playgrounds.
Tool 9: Operations and Maintenance Plan 167
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308.01 Pinole Maintenance Management Plan Page 32 of 78 Sample Playground Safety Inspection Form
Location: _____________________________________________ Inspection Date: ________________________ Time: __________ Inspected by: ____________________ Age Appropriate: _ ______ Priority Rating Scale (1-4)
1. Permanent disability, loss of life or body part – correct immediately.
2. Serious injury resulting in temporary disability – correct as soon as possible.
3. Minor (Non-Disabling) Injury – correct when time permits.
4. Potential for injury Minimal – check to see if worsens.
SAFETY SURFACINGS Compliant Hazard
1. Transition from the path to surfacing is less than .5”. _______ ______
2. Surfacing material is adequate and proper depth. _______ ______
3. Loose fill is at correct height at Transfer Platform. _______ ______
4. Loose fill is at correct depth at Slide exits & Swings. _______ ______
5. Surfacing material is free from weeds and trash. _______ ______
6. No roots, rocks or objects are a tripping hazard. _______ ______
7. Unitary surface retains adequate absorbing abilities . _______ ______
8. ________________________________________ _______ ______
EQUIPMENT
9. Warning/information sign and/or labels are in place. _______ ______
10. Equipment and site furnishings are free of debris. _______ ______
11. No footings are exposed, cracked or loose. _______ ______
12. Clamps and rivets are in place and secure. _______ ______
13. All barriers and guardrails are in place and secure. _______ ______
14. Decks are level, secure and coated with no metal. _______ ______
15. No rust, corrosion, or peeling paint. _______ ______
16. Plastic is smooth, no cracks or cuts. _______ ______
17. Tree limbs are greater than 84” from equipment. _______ ______
18. Border around playground is adequate and secure. _______ ______
19. All hardware is in place and secure. _______ ______
20. Upright and pipe caps are in place and secure. _______ ______
21. No excessive wear, broken or missing parts. _______ ______
22.________________________________________ _______ ______ Required Repairs / Corrective Actions Taken
_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________
Tool 9: Operations and Maintenance Plan 168
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308.01 Pinole Maintenance Management Plan Page 33 of 78 Sample
City of Pinole
Skatepark Inspection Report
Recommended Minimum Bi-Weekly
Park Name: ______________________ Date: ____________________ Inspector: _______________________
ITEM TO BE INSPECTED OK/DEFICIENT DATE CORRECTED
Sidewalk
1 Large cracks
2 Water puddles
Drinking fountains
1 Damaged
2 Vandalized
3 Functioning
Lighting
1 Damaged standard
2 Lights burned out
Cement areas - bowls, ramps, etc.
1 Cracks
2 Graffiti
3 Foreign material or objects
4 Puddles
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308.01 Pinole Maintenance Management Plan Page 34 of 78
ITEM TO BE INSPECTED OK/DEFICIENT DATE CORRECTED
Fencing
1 Damaged gates
2 Damaged or missing panels
Signs
1 Damaged
2 Missing
3 Graffiti
Metal coping
1 Cracks
2 Looseness
3 Burrs
Drains
1 Free of debris or objects
2 Functioning
Hand safety and grind railing
1 Damaged
2 Cracked welds
Request for Work Generated
Use Additional Sheets if Necessary
Item # 1_______________________________________________________________________
Item # 2_______________________________________________________________________
Item # 3_______________________________________________________________________
Item # 4_______________________________________________________________________
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308.01 Pinole Maintenance Management Plan Page 35 of 78 Sample
City of Pinole
Parks Inspection Report
Recommended Minimum Bi-Weekly
Park Name__________________________________________________________________ Inspector___________________________________ Date________________ Rating Definitions
Limited Problem - This is one or two problems in an area that would normally be apparent during business.
Widespread Problem - This indicates numerous occurrences of problems in the same area or on similar sites.
Hazard - A problem that is potentially dangerous to health and safety.
If a problem is noted, please describe it on this form and request repair immediately through the work order system.
.
No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
General Site
Survey
Entrance Sign
Overall
Appearance
Vandalism
Graffiti
Turf
Shrub beds
Trees
Roads
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308.01 Pinole Maintenance Management Plan Page 36 of 78 No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
Parking Lots
Fencing
Lighting
Walkways
Trails
Restrooms
Playgrounds
Sports/Athletic
Fields
Tennis Courts
Basketball Courts
Other Courts
Picnic
Shelters/Tables
Benches
Splash Pads
Volleyball
Disc Golf
Skate Park
Concession Stand
Batting Cages
Par Course
Swimming Pools
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308.01 Pinole Maintenance Management Plan Page 37 of 78 No
Problem
Limited
Problem
Widespread
Problem
Hazard Not
Applicable
Pool
Wading Pool
Pool Fencing
Pool Restrooms
Pool Public Areas
Community
Centers
Entrance Area
Restrooms
Meeting Rooms
Athletic Courts
Miscellaneous
Area
Identified Issues
Request for Work Generated
Use Additional Sheets if Necessary
Item # 1_______________________________________________________________________
Item # 2_______________________________________________________________________
Item # 3_______________________________________________________________________
Item # 4_______________________________________________________________________
Item # 5_______________________________________________________________________
Item # 6_______________________________________________________________________
Item # 7_______________________________________________________________________
Tool 9: Operations and Maintenance Plan 173
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308.01 Pinole Maintenance Management Plan Page 38 of 78 City of Pinole
Park Maintenance
Annual Work Plan by Month
January
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
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308.01 Pinole Maintenance Management Plan Page 39 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 40 of 78 Semi-Annual Tasks
• Inspect fences, gates, and bollards at least twice annually. Complete safety-related repairs immediately and other repairs within 7 days.
• After spraying weeds around trees as needed, Place 3” of organic mulch around each tree within a minimum 18” ring to control weed growth.
• After spraying for weeds in shrub beds as needed, Place 3” of organic mulch within shrub bed to minimize weed growth.
Annual Tasks
• Audit each playground to ensure compliance with the current version of ASTM Performance Standard F1487 and the Consumer Product Safety Commission “Handbook for Public Playground Safety.”
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308.01 Pinole Maintenance Management Plan Page 41 of 78 February
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 42 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Mow ground covers as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 43 of 78 Semi-Annual Tasks
• Spring sports field renovation to address filling in or regarding of low spots, divots, sink holes, or other unevenness of the turf area.
• Spring fertilization of all trees.
• Cleaning/power wash of park amenities such as drinking fountains, restrooms, and walkways.
Annual Tasks
• Concession facilities cleaned prior to opening including:
o Facilities cleaned, wiped down, and sanitized.
o Electrical appliances checked for compliance.
o Lights checked and repaired.
o Operating permits secured before opening.
o Cleaning and sanitization of supplies.
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308.01 Pinole Maintenance Management Plan Page 44 of 78 March
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches. • Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 45 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Complete replanting of ground covers in damaged areas. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 46 of 78 Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a balanced fertilizer such as a sulfur coated, urea based 16-6-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft. • Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
Semi-Annual Tasks
• Overseed all turf areas.
• Weed control to be done for control of warm and cool season weeds in turf. Spraying to be done in spring and fall per a written recommendation of a Pest Control Advisor to Control weeds in turf to a satisfactory level of less than 5% per area. • Spring pruning/trimming of trees less than five years old for structure and proper health. Remove all suckers.
• Remove overhanging branches within 84” of trail surface. • Replenish wood chips throughout the entire Greenbelt pathway.
Annual Tasks
• If necessary, increase trash containers at all park sites due to increased usage. • Regrading or renovation of turf in athletic fields as needed. Work to be scheduled and completed prior to the season starting dates for each user group. • Mechanically or chemically control growth of weeds and invasive plants within 24” on either side of trails.
• Spring mowing of weeds for fire protection.
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308.01 Pinole Maintenance Management Plan Page 47 of 78 April
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 48 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts, fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Rebuild basins around young trees and shrubs.
• Remove stakes and ties from maturing trees where they are no longer needed. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 49 of 78 Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
Semi-Annual Tasks
• Fertilize all turf areas.
• Application of a broad spectrum pre-emergent to all ground cover and shrub beds.
Annual Tasks
• Landscape Contractor shall, on or before May 1st of each year, meet with City representatives to inspect each soccer field and determine the necessary heavy maintenance work to be completed prior to the opening of the soccer season.
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308.01 Pinole Maintenance Management Plan Page 50 of 78 May
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 51 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Trim and replant ground cover as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Clear grass away from sprinkler heads in lawns where they are needed. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users and adjacent to trails. • Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 52 of 78 Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
Semi-Annual Tasks
• Replace sand or wood fibers in all play areas as needed.
Annual Tasks
• All horseshoe pits will be repaired, repainted, and sand added as needed.
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308.01 Pinole Maintenance Management Plan Page 53 of 78 June
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 54 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Clean and adjust irrigation heads on a regular basis throughout summer. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 55 of 78 Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours. • Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft.
Semi-Annual Tasks
• Replenish wood chips throughout the entire Greenbelt pathway.
Annual Tasks
• None
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308.01 Pinole Maintenance Management Plan Page 56 of 78 July
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
• Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect for invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits.
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308.01 Pinole Maintenance Management Plan Page 57 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
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308.01 Pinole Maintenance Management Plan Page 58 of 78 Semi-Annual Tasks
• None.
Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 59 of 78 August
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.
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308.01 Pinole Maintenance Management Plan Page 60 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Fertilize athletic fields.
• Prune vegetation for line-of-sight obstruction at street intersections and park entrances.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Cut out spent blossom spikes on all shrubs.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 61 of 78 Three/Four Times Annual Tasks
• None.
Semi-Annual Tasks
• Overseed all turf areas.
• Replace sand or wood fibers in all play areas.
Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 62 of 78 September
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and athletic fields twice per week. Remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Edge all turf perimeters.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.
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308.01 Pinole Maintenance Management Plan Page 63 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets post and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Trim “suckers” and “water shoots” off trees.
• Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
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308.01 Pinole Maintenance Management Plan Page 64 of 78 Three/Four Times Annual Tasks
• Fertilize all shrub beds and trees. Application of a complete fertilizer 16-16-16 at a minimum rate of six pounds per 1,000 sq. ft.
• Aerate all turf areas and overdressed with grass seed and soil amendment in areas needed. Utilize humus or mushroom compost.
• Within the same week of aeration, apply a measured fertilizer such as a 26-4-8 at a rate of one-pound actual nitrogen per 1,000 sq. ft.
• Pruning of shrubs to be done four times per year to keep a neatly maintained appearance and size.
• Perform trail maintenance by removing organic debris from soft surfaces and repairing any new erosion.
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
Semi-Annual Tasks
• Hand weed control to be done for control of warm and cool season weeds in turf.
Spraying to be done in spring and fall per a written recommendation of a Pest Control Advisor to control weeds in turf to a satisfactory level of less than 5% per area. • Application of a broad spectrum pre-emergent to all ground cover and shrub beds. • Cleaning/power wash of park amenities such as drinking fountains, restrooms, and walkways.
Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 65 of 78 October
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Mowing height 2 ½ inches/Sports fields mowed at 1 ½ inches. • Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.
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308.01 Pinole Maintenance Management Plan Page 66 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Remove dead trees and plant material and replant unless located within a natural area and the plant material may or could serve as habitat. • Check to be sure all appropriate shrubs and ground covers have been trimmed and edged and sprayed to maintain desired shape through winter months. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park.
Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• None.
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308.01 Pinole Maintenance Management Plan Page 67 of 78 Semi-Annual Tasks
• Fall sports field renovation to address filling in or regarding of low spots, divots, sink holes, or other unevenness of the turf area.
• Fall pruning/trimming of trees less than five years old for structure and proper health.
Remove all suckers.
• Remove overhanging branches within 84” of trail surface.
Annual Tasks
• If appropriate reduce the number of trash containers within park sites due to lower usage.
• Inspection and thinning of all trees as needed to prevent damage from wind. • Regrading or renovation of turf areas as needed. Work to be scheduled and completed based on specific season ending dates for each user group. • Inspect turf areas for thatch build up and dethatch as needed. • Inspect storm drains removing debris as required from interior piping.
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Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.
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308.01 Pinole Maintenance Management Plan Page 69 of 78 Bi-Weekly Tasks
• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Start pruning deciduous trees, shrubs, and vines as required. • Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check edges of culverts, drainage v-ditches, and catch basins for erosion of soil. • Check for damage to drain structures.
• Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• Quarterly inspection of all lights. Initiate repairs within 48 hours.
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308.01 Pinole Maintenance Management Plan Page 70 of 78 Semi-Annual Tasks
• None.
Annual Tasks
• Test soil to ensure application of appropriate nutrients as needed. Testing to occur in three parks, turf, and shrub bed locations.
• Repaint all outdoor court lines as needed.
• Annually free fences of dead woody plant debris.
• Paint park benches and picnic tables, as needed.
• Landscape contractor shall meet with the City to inspect each ball diamond and determine necessary heavy maintenance work to be completed on or before December 1st.
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308.01 Pinole Maintenance Management Plan Page 71 of 78 December
Daily Tasks
• Pick up litter and empty containers at least once daily or during and after special events.
• Inspect for vandalism and graffiti. Initiate repairs immediately upon discovery.
Document and photograph damage/graffiti for potential use by law enforcement. • Playground safety inspection for hazards, needed repairs, and quality of safety surface. Any needed repairs to be made immediately.
• Inspect park turf, shrubs and trees for insects, disease, and stress and respond to outbreak within 48 hours. Remove hazardous limbs and plants immediately upon discovery.
• Inspect hard surfaces for debris, glass, sand, and other organic debris and remove them immediately.
• Replace basketball nets, tennis nets and soccer goals when frayed, broken, or removed.
• Repair/replace bulbs to maintain lighting levels to design specifications. • Picnic shelters and reserved areas are cleaned, and litter removed prior to and after each reservation.
Weekly Tasks
• Mow turf once per week and remove grass clippings if visible from grass and adjacent hard surfaces. Winter mowing height 2 ½ inches.
• Edge all turf perimeters.
o Achieve minimum of 95% coverage/less than 3% weed infestation/less than 2% bare.
o No wet/dry areas.
• Inspect invasive plants and remove or treat them within one week of discovery. • Inspect hard surface trails for sand, dirt, and organic debris and remove them immediately.
• Clean and remove ashes from non-reserved picnic areas and barbeque pits. • Baseball/softball field maintenance--watering, dragging, filling in sunken areas, raking all sand areas for debris, and other tasks necessary for the diamond to be suitable for play. Tasks shall be completed several days a week and coordinated with slow pitch baseball schedule.
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• Inspect drain covers twice monthly and/or before rain and immediately after flooding.
• Remove debris and organic materials from drain covers. • Complete playground inspection at least bi-monthly. All inspections are to be completed under the direction of a Certified Playground Safety Inspector. Complete safety-related repairs immediately and initiate other repairs within 24 hours of discovery.
• Inspect and maintain to original design specifications:
o Basketball goal posts, backboards, and rims.
o Tennis/pickleball nets posts and fencing.
o Softball/baseball backstops, fencing, and dugouts.
o Soccer goals.
Monthly Tasks
• Inspect irrigation systems or computer monitors as necessary. Initiate repairs to nonfunctioning systems within 24 hours. • Continue dormant pruning as needed.
• Remove dead trees and plant material and replant unless located within an environmental area and the plant material may or could serve as habitat. • Inspect tennis, basketball, and other courts and initiate repairs within 72 hours. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Wash down all tennis courts and the skateboard park at the Pinole Valley Park. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check ground drains and “V” ditches for debris blockage. Clear as needed. • Remove silt that has run across sidewalks, parking lots, and other hardscape features. • Inspect hard and soft surface trails for erosion and other safety hazards. Initiate repairs within 48 hours.
• Check for pocket gopher/rodent activity and abate.
• Remove grass and other plants growing within cracks of hard surfaces. • Inspect hard surfaces for trip hazards and initiate repair by ramping or sanding within 24 hours.
• Inspect all park signs, benches, tables, grills, drinking fountains, trash containers, and other site amenities at least and complete repairs within 7 days. • Inspect and immediately make necessary repairs to all lighting systems. • Remove trees and branches that pose a hazard to the users of open space areas and adjacent to trails.
• Remove and clean dump sites within 48 hours of identification within parks, open space areas, and adjacent to trails.
• Sweep/blow parking areas and roads. Patch newly formed cracks with tar.
Three/Four Times Annual Tasks
• None.
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• None.
Annual Tasks
• Paint fading or indistinct park, directional, or instructional signs as needed. • Paint parking lot curbs—red no parking/handicapped/yellow loading zone. • Restripe parking lots every three years.
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APPENDIX A
City of Pinole
Parks, Recreation and Community Services
Sustainable Guidelines Checklist
This is a checklist outlining optimal sustainable design strategies for sustainable parks. This checklist was adapted from recommendations provided by The Sustainable Sites Initiative, Leadership in Energy and Environmental Design (LEED), and the Green Building Pages. The checklist is organized into five sections: Design, Site Issues, Materials/Landscaping, Equipment, and Jobsite and Operational Practices. Use of this checklist will assist communities with incorporating sustainable practices in design, construction, and maintenance of park projects. Not every item will be suitable for a specific project or community. Instead, it is intended to provide an overall range of opportunities which may be incorporated and utilized.
DESIGN
xx DESIGN SUSTAINABILITY RECOMMENDATION/GUIDELINE
If possible, select brownfields or greyfields for development.
Protect endangered species, restore habitat, and maximize open space.
Design for alternative transportation including bicycle storage, changing rooms and plug-in facilities for electric vehicles.
Maintain water features, including shorelines and riparian areas to conserve water and other resources.
Consider all issues regarding the lifecycle of materials in order to ensure most appropriate and least damaging selection and design.
Design using high levels of insulation, high-performance windows, and tight construction.
Design buildings and park features to incorporate and use renewable energy.
Incorporate passive solar heating, day lighting, and natural cooling.
Consider solar water heating and photovoltaics, or design buildings for future panel installation.
Ensure the detail design of appliances and energy sources results in a reduction in the building's operational energy impact across all seasons.
Design water efficient, low maintenance landscaping.
Design landscaping first utilizing native plants and then considering other appropriate drought resistant species.
Evaluate the feasibility of gray water collection and use for landscape irrigation.
Consider rooftop water catchment for outdoor watering should be considered in many regions.
Design to encourage and permit the collection of recyclables.
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308.01 Pinole Maintenance Management Plan Page 75 of 78 Make provisions for storage and processing of recyclables: recycling bins near the kitchen, under sink door mounted bucket with lid for compostable food waste, etc.
Reduce light pollution.
Make the structure adaptable to other uses and choose materials and components that can be reused or recycled.
Design insect-resistant detailing that will eliminate use of pesticides.
Encourage working from home to reduce commuting. Consider home office needs with layout and wiring.
SITE ISSUES
xx DESIGN SUSTAINABILITY RECOMMENDATION/GUIDELINE
Early in the siting process carry out a careful site evaluation: solar access, soils, vegetation, important natural areas, etc.
Limit development on soils designated as prime farmland.
Provide for erosion and sedimentation control during all phases of the project.
Manage stormwater on site and provide responsible on-site water management.
Protect floodplain functions.
Control and manage known invasive plants found on site.
Create a soil management plan that incorporates the conservation or restoration of appropriate plant biomass on the site.
Building reuse—Consider renovation of older buildings.
Select sites that encourage non-motorized transportation and use of public transit.
Consider the impact on the local community. Selection of park and recreation facilities within existing communities should be a high priority to encourage community cohesive and equitability.
Leave the most pristine areas untouched and look for areas that have been previously damaged to build on.
Seek to restore damaged ecosystems.
Minimize automobile dependence and locate park and recreation facilities to provide access to public transportation, bicycle paths, and walking access to basic services.
Provide for site accessibility, safety, and way finding.
Locate park buildings to minimize environmental impact.
Cluster buildings or build attached units to preserve open space and wildlife habitats, avoid especially sensitive areas including wetlands, and keep roads and service lines short.
Provide responsible on-site water management
Situate buildings to benefit existing vegetation to maximize views of vegetation and quiet outdoor spaces.
Provide outdoor spaces for social interaction and opportunities for outdoor physical activity.
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MATERIALS AND LANDSCAPING
xx DESIGN SUSTAINABILITY RECOMMENDATION/GUIDELINE
Utilize water-efficient landscaping.
Use vegetation to minimize building heat and cooling requirements.
Use durable products and building materials which have a record of longer life and reduced maintenance costs.
Where possible, select building materials that will require little maintenance (painting, retreatment, waterproofing, etc.), or whose maintenance will have minimal environmental impact.
Where possible purchase locally produced building materials.
To reduce transportation costs and energy use and pollution generation first look to purchase locally or state-wide rather than materials and products imported to your area.
Use building products made from recycled materials.
Where appropriate, to reduce landfill pressure and save natural resources, use salvaged materials: lumber, millwork, certain plumbing fixtures, and hardware. Make sure these materials are safe, and don't sacrifice energy efficiency or water efficiency.
Avoid materials that will off gas pollutants such as solvent based finishes, adhesives, carpeting, particle board, and many other building products that release formaldehyde and volatile organic compounds into the air.
Use lumber from independently certified well-managed forests. Avoid lumber products produced from old growth timber when acceptable alternatives exist. Such as engineered wood which can be substituted for old growth Douglas fir.
Minimize use of pressure treated lumber.
Use detailing that will prevent soil contact and rot and where possible, use alternatives such as recycled plastic lumber.
Minimize packaging waste and avoid excessive packaging, such as plastic-wrapped plumbing fixtures or fasteners not available in bulk.
EQUIPMENT
xx DESIGN SUSTAINABILITY RECOMMENDATION/GUIDELINE
Install high efficiency heating and cooling equipment.
Install equipment with minimal risk of combustion gas spillage, such as sealed combustion appliances.
Install high efficiency lights and appliances.
Install water efficient equipment including low-flow toilets and water free urinals.
Water conserving toilets, showerheads, and faucet aerators not only reduce water use, but they also reduce demand on septic systems or sewage treatment plants.
Reducing hot water use also saves energy.
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308.01 Pinole Maintenance Management Plan Page 77 of 78 Install mechanical ventilation equipment.
Mechanical ventilation is usually required to ensure safe, healthy indoor air.
Heat recovery ventilators are preferred in cold climates because of energy savings, but simpler, less expensive exhaust only ventilation systems are also adequate.
JOBSITE AND OPERATIONAL PRACTICES
xx DESIGN SUSTAINABILITY RECOMMENDATION/GUIDELINE
Protect trees and topsoil during site work by fencing of the drip line around them.
Eliminate use of pesticides and other chemicals that may leach into the groundwater.
Minimize job site waste.
Reduce waste and simplify sorting. Set up clearly marked bins or trash cans for different types of usable waste (wood scraps for kindling, sawdust for compost, etc.).
Find out where different materials can be taken for recycling and educate workers about recycling procedures. Donate salvaged materials to low-income housing projects, theater groups, etc.
Make your office as energy efficient as possible, purchase energy efficient vehicles; arrange carpools to job sites, and schedule site visits and errands to minimize unnecessary driving.
In your office, purchase recycled office paper and supplies and recycle office paper waste.
Make education of sustainability practices part of your daily practice.
Use the design and construction process to educate clients, employees, subcontractors, and the public about environmental impacts of buildings and how these impacts can be minimized.
Reduce emissions and promote the use of fuel-efficient vehicles.
Recycle organic matter generated during site operations and maintenance.
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308.01 Pinole Maintenance Management Plan Page 78 of 78 Appendix B
City of Pinole
Parks, Recreation and Community Services
Estimated Hours Spreadsheet
Sample
ESTIMATED HOURS
PARK FACILITIES
STANDARDS PARK SUMMARY
TIME IN FREQUENCY TOTAL TIME FREQUENCY HOURS
TASK UNITS SIZE HOURS PER YEAR SOURCE INVENTORY SIZE EACH TASK PER YEAR PER YEAR MOW--TRACTOR--20" WALKING 1 ACRE 2.8 52 1 ACRE 0.00 -
MOW--TRACTOR--24" WALKING 1 ACRE 2.2 52 1 ACRE 0.00 -
MOW--TRACTOR--30" RIDING 1 ACRE 2 52 1 ACRE 0.00 -
MOW--TRACTOR--72" RIDING 1 ACRE 0.35 52 1 7.50 ACRE 2.63 52 136.50 MOW--HAND 1000 SQ FT 0.11 52 3 SQ FT 0.00 -
AERATE--TRACTOR 1 ACRE 0.70 31 ACRE 0.00 -
AERATE--WALK BEHIND 1000 SQ FT 0.10 31 SQ FT 0.00 -
FERTILIZE--24" SPREADER 1000 SQ FT 0.16 31 SQ FT 0.00 - FERTILIZE--TRACTOR TOWED 1 ACRE 0.43 31 ACRE 0.00 -
FERTILIZE--PUSH 1 ACRE 2.96 31 ACRE 0.00 -
FERTILIZE--SHRUBS 1000 SQ FT 0.05 31 SQ FT 0.00 -
CUT AND PLANT SOD 1000 SQ FT 1.00 11 SQ FT 0.00 -
OVERSEEDING 1 ACRE 0.80 11 ACRE 0.00 -
CLEAN RESTROOM 1 RESTROOM 0.75 365 2 10.00 RESTROOM 7.50 365 2,737.50 CLEAN RESTROO/SHOWERS 1 RESTROOM 1.25 365 2 RESTROOM 0.00 - EDGE/TRIM 1000 LINEAR FT 1.01 26 2 LINEAR FT 0.00 -
LITTER PICK-UP 0.5 ACRE 1.00 104 2 ACRE 0.00 -
SHRUB BED MAINTENANCE 1000 SQ FT 1.00 26 2 SQ FT 0.00 - PESTICIDE APP--TRUCK 1000 SQ FT 0.45 33 SQ FT 0.00 -
PESTICIDE APP--HAND 1000 SQ FT 0.68 33 SQ FT 0.00 -
INSECT/RODENT CONTROL 1 ACRE 0.80 22 ACRE 0.00 -
BLOW WALKS 1000 SQ FT 0.10 156 2 SQ FT 0.00 -
LEAF DISPOSAL--30" VACUUM 1000 SQ FT 0.08 61 ACRE 0.00 - LEAF DISPOSAL--RAKE 1000 SQ FT 0.42 61 SQ FT 0.00 -
WEED MOWING--TRACTOR 1 ACRE 1.21 33 ACRE 0.00 -
EQUIPMENT MAINTENANCE 1 UNIT 1.20 52 2 UNIT 0.00 -
FLOWER BED PREP 100 SQ FT 0.90 22 SQ FT 0.00 -
HAND WATERING--TREES 1 TREE 0.17 32 TREE 0.00 -
HAND WATERING--SHRUBS 100 SQ FT 0.22 26 3 SQ FT 0.00 -
IRRIGATION SYSTEM INSPECTION 1 ACRE 1.00 12 4 ACRE 0.00 IRRIGATION--MANUAL 1 ACRE 0.41 100 3 ACRE 0.00 -
PLANTING--SHRUBS 1 SHRUB 0.75 12 SHRUB 0.00 -
PLANTING--TREES 1 TREE 0.70 12 TREE 0.00 -
PRUNING SHRUBS 1 SHRUB 0.50 12 SHRUB 0.00 -
PRUNING--6' TREES 1 TREE 0.50 12 TREE 0.00 -
PRUNING--12' TREES + 1 TREE 1.10 12 TREE 0.00 -
SAETY INSPECTIONS 1 REVIEW 2.00 12 2 REVIEW 0.00 -
TRASH REMOVAL 1 CAN 0.08 156 2 CAN 0.00 -
BUILDING MAINTENANCE 1 BUILDING 1.25 52 4 BUILDING 0.00 - PARK PATROL 1 PARK 1.00 365 4 PARK 0.00 -
GROUP AREA PREP 1 AREA 2.00 24 AREA 0.00 -
BALLFIELD LINING 1 BALLFIELD 1.50 168 4 SURFACE 0.00 -
BATTING CAGE MAINTENANCE 1 BAT CAGE 4 B CAGE 0.00 -
SPRAY PARK MAINTENANCE 1 SPRAY PARK 168 4 SPRAY PARK 0.00 - SPRAY PARK RESURFACING 1 SPRAY PARK 14 SPRAY PARK 0.00 - PAINT BENCHES/TABLES 1 BEN/TABLE 14 BEN/TABLE 0.00 -
TOTAL HOURS RECOMMENDED 2,874.00
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 1 of 18 City of Pinole
Parks Master Plan
Community Services/Public Works Departments
Financial Strategy Plan
The cornerstone of the success of the Park Master Plan is Pinole’s ability to secure adequate and stable funding for the development and operation of parks, recreation facilities, and programs. Two major cost centers require funding to implement the Master Plan. One is capital costs which includes potential acquisition and development of new required parklands and facilities and renovation of existing parks. The second major cost center is to develop long-term sustainable resources for operations and maintenance of existing and new facilities.
With difficult financial constraints and diminishing resources, it will be challenging to find the resources needed to build or renovate parks and facilities as well as maintain existing parks and infrastructure. Another vexing task will be sustaining the affordability of recreation fee supported programs to meet needs and demands for residents.
This section of the Master Plan provides information on funding options for park development, maintenance, and operations to assist Pinole in preparing for plan implementation. It discusses current funding mechanisms and identifies future possibilities and identifies key resources to meet future goals or strategic directions and guides the city staff in accomplishing the vision and goals of the Master Plan. Meeting these challenges will require equal amounts of vision, resourcefulness, partnership, and hard work.
Fiscal Summary
Staffing/Budget
Recreation programming by the Recreation Division of the Community Services Department is heavily focused on Tiny Tots, Youth, and Seniors. The Department further identifies several additional key functions and programming areas as:
• Aquatics
• Special Events
• Facility Management including rental of Senior Center, Youth Center, and Park areas. • Youth Center Programming
• Senior Center Programming
• Youth/Tiny Tots/ Teen Services
• School of Performing Arts
Park maintenance activities fall under the leadership of the Public Works Department within a Division responsible for Parks, medians, sewers, and storm drains.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 2 of 18 Table 1 displays the overall general fund totals for both the Community Services Department and Public Works Division responsible for parks, medians, sewers, and storm drains. It is important to note that since Fiscal Year 20/21 the overall budgets have risen substantially but remained relatively flat in the past and current fiscal years.
Table 1
Community Services Budget
Budget Unit
FY 2020-
21 Actual
FY 2021-
22 Actual
FY 2022-23
Revised
Budget
FY 2023-
24 Proposed
Community Services
Recreation Administration $273,358 $785,893 $1,167,872 $869,217 Senior Center $201,209 $418,749 $722,143 $626,187
Tiny Tots $102,120 $141,106 $179,985 $209,608
Youth Center $139,737 $137,229 $326,537 $345,802
Swim Center $88,099 $137,822 $153,900 $153,900
Memorial Hall $13,214 $5,162 $14,200 --
Tennis $6,300 $4,385 $5,050 --
Library Services -- -- -- $182,585
Animal Control Services -- -- -- $169,701
Cable Access TV City Services $391,792 $306,964 $444,432 $473,459 Cable Access TV Community --- -- $4,642 $1,713
Cable Access TV Contract --- $132,383 $197,707 $206,884 Community Services Total $1,215,968 $2,610,995 $3,040,687 $3,239,056 Table 2 summarize staffing levels for Community Services for FY 20/21 through the proposed FY 23/24. Overall, the staffing level has remained relatively stable even during the past few years and the on-going pandemic which closed many facilities. The Director position was funded in FY 21/22 and additional staffing at the Recreation Coordinator position was added in FY 22/23.
Table 2
Community Services Authorized Positions
Budget Unit FY 20/21 FY 21/22 FY 22/23 FY 23/34
Community Services
Community Services Director -- 1.00 1.00 1.0
Recreation Manager 1.00 1.00 1.00 1.0
Cook 0.75 0.75 0.75 0.75
Recreation Coordinator 2.60 2.60 3.50 3.50
Recreation Leader 2.88 2.88 2.88 2.88
Recreation Leader (Tiny Tots) 1.13 1.13 1.13 1.13
Rental Facility Custodian 1.65 1.65 1.65 1.65
Senior Recreation Leader 1.50 1.50 1.50 1.5
Cable Access Coordinator 1.00 1.00 1.00 1.00
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 3 of 18 Budget Unit FY 20/21 FY 21/22 FY 22/23 FY 23/34
Cable Access Technician 1.00 1.00 1.00 1.00
Cable Equipment Operators 0.75 0.75 0.75 0.75
Total Community Services 14.25 15.25 16.15 16.15
* Vacant positions (frozen) due to COVID related budget shortfalls
Revenue Tracking
Table 3 displays departmental revenue totals for the current and previous four fiscal years.
Generally, revenue total for the year is just less than one-half million dollars. There was a dramatic drop in revenue for FT 20/21 due to COVID, but the Department has nearly recovered. It should be noted that the Senior Center dropped from an annual total of $270,294 for FY 19/20 and has yet to fully recover.
Table 3
Community Services Recreation Revenue
FY 2019-
20 Actual
FY 2020-
21 Actual
FY 2021-
22 Actual
FY 2022-
23 Revised
Budget
FY 2023-
24 Proposed
Recreation
Administration
$13,104 $19,603 $48,737 $77,268 $82,981
Senior Center $270,294 $26,358 $103,253 $167,050 $169,290 Tiny Tots $110,474 $41,022 $124,659 $138,539 $141,596
Youth Center $26,713 $2,592 $2,451 $4,787 $13,500
Day Camp $14,406 $5,014 $11,887 $7,560 ---
Performing Arts $2,630 -- $587 --- ---
Swim Center $31,407 $63,959 $95,420 $82,500 $82.500
Memorial Hall $10,952 $3,649 $3,308 $10,316 ---
Tennis $674 $204 $289 $200 ---
Revenue Total $480,684 $162,400 $390,592 $488,220 $489,867 Transfer In $522,254 $624,721 $950,998 $675,831 $799,131 Transfer Pension --- $7,334 --- --- ---
Recreation Fund Total $1,002,938 $794,455 $1,341,590 $1.164,051 $1,288,997 Figure 1 displays in graphic form total revenue history for the past 5 fiscal years and for the Senior Center, Tiny Tot, Youth Center, and Swim Center programs. This clearly shows the drop that occurred due to COVID and the on-going decline with the Senior Center.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 4 of 18 In the periodic budget process that every municipality goes through, there are negotiations for the level of general fund support. The general fund pays for usual and on-going municipal expenses that are generally not supported by a stream of revenue. Tracking revenue is an important component for all municipal functions and comparing that to the cost-of-service delivery, or revenue rate, can present a clear picture of the success of departmental operations and the history of each program.
Revenue rate describes the percentage of income that is produced from fees and charges contrasted with total direct expenditures for the program. Direct expenditure does not include general overhead and City administration. Table 4 displays the revenue rate for the Senior Center, Tiny Tots, Youth Center, Swim Center, and Community Services as a whole.
Figure 2 displays revenue rate information in graph format.
Table 4
Community Services Revenue Rate
FY 2020-
21 FY 2021-
22 FY 2022-
23 FY 2023-
24 Senior Center 9.6% 13.1% 23.1% 27.0%
Tiny Tots 40.2% 94.8% 76.9% 67.5%
Youth Center 1.8% 1.7% 1.4% 3.9%
Swim Center 72.5% 69.2% 53.6% 53.6%
Community Services 13.3% 14.9% 16.1% 15.1%
0 100,000
200,000
300,000
400,000
500,000
600,000
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24
Figure 1
Community Services
Revenue History
Senior Center Tiny Tots Youth Center Swim Center Revnue Total
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 5 of 18 Review of the Pinole’s revenue rate shows a great fluctuation between budget years and between programs. The Youth Center is consistently low while the Tiny Tot program has a high return based on total expenditures. While industry standards vary greatly depending on facilities, size, scope, and age, and types of programming offered, revenue rate or costrecovery for all recreation programs should be fully monitored. Further, the City should develop a formalized marketing plan covering all recreation programming. This marketing plan should consider and evaluate what price to charge for programming and core services.
Park and recreation programs generally fall within a range of benefits from individual based benefits to community wide benefits. An example of a program with individual based benefit would be a public golf course while programs with community wide benefits might focus on areas such as teen programming, after-school childcare, or first aid classes.
Commonly individual based benefit programming is priced such that the user pays the cost to deliver the program while community wide benefit programming is priced such that tax dollars often partially or fully support the program.
Factors to consider when determining what price to charge for a service:
• Cost Pricing/Individual Benefit. In this method of pricing first determine the cost of providing a service. Cost should include direct costs, indirect costs, and fixed costs.
Indirect costs should include administrative costs and other general overhead costs such as utilities. With individual-based benefit pricing the user pays all or a high percentage of the true cost to provide the service.
• Competitors' Pricing. You need to be aware of what other cities or competitors are charging for similar services in the marketplace. Factors to consider are the value of the service being offered and the ability to develop long-term relationships in the marketplace.
0 10
20 30
40 50
60 70
80 90
100
FY 20/21 FY 21/22 FY 22/23 FY 23/24
Figure 2
Community Services
Revenue Rate
Senior Center Tiny Tots Youth Center Swim Center CS Total
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 6 of 18 • Value to the Community. Clearly there is subjectivity in determining the benefits to the community from park and recreation programming and when setting a price for a service. Community based programming is generally priced such that cost recovery includes only direct costs for services.
Public Works
Park maintenance responsibilities fall under the leadership of the Public Works Department within a Division responsible for parks, in addition to medians, sewers and storm drains, facilities, fleet maintenance, and streets. The complete scope of this Division includes:
• Parks, vegetation management, tree trimming, herbicide spraying, operation and maintenance of all facilities, sports field operation and maintenance including mowing, irrigation, open space mowing and brush cutting for City maintained areas, and emergency response.
• Sewer and Storm Water Collections System (Operation, maintenance, repair, cleaning, video capture and emergency response).
• USA (Underground Service Alerts)
• Streets, streetlight repair and maintenance, asphalt repair and maintenance, sign repair and maintenance, pavement marking and striping, tree trimming, herbicide spraying.
• Fleet maintenance except the Wastewater Treatment Plant and the Police Department.
• Facilities, all operation and maintenance of all City buildings and facilities and oversee vendors for specific functions such as janitorial, elevators, and landscaping. • Swim Center, all operation and maintenance of the facility and oversee vendor for basic pool maintenance and cleaning.
• Miscellaneous duties include general support for every community planned event such as the Car Show, Community Service Days, National Night Out, Movies in the Parks, Music in the Parks, etc.
• Responsible for 24/7, 365 emergency response for any emergency that happens in the City. The Public Works team has two rotating dedicated standby team members always available.
Currently, the City maintains the parks and landscaped areas primarily with contracted landscaping services for parks, medians, and parking lots. Additionally, maintenance is performed at City owned facilities including City Hall, Fire Station, Pinole Swim Center, Pinole Senior Center, Public Safety Building, Heritage Park House, and the Post Office. The current contract was awarded to D and H Landscaping in November 2015 and has been extended several times. There is a separate contract for cleaning all park restrooms.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 7 of 18 The total staffing level for this Division is 12 FTE.
Position Main Duties
Public Works Manager Supervision
Maintenance Supervisor Sewer and Storm Water Collection, USA General Maintenance Supervisor Parks, Fleet, Streets, Facilities General Maintenance Supervisor Parks, Fleet, Streets, Facilities Maintenance Worker Sewer and Storm Water Collections
Maintenance Worker Sewer and Storm Water Collections, USA Maintenance Worker General Maintenance, Sweeper Operator, Sewer and Storm Water Collections
Maintenance Worker General Maintenance, Parks, Streets, Facilities Maintenance Worker General Maintenance, Parks, Streets, Facilities Maintenance Worker General Maintenance, Parks, Streets, Facilities Maintenance Worker General Maintenance, Parks, Streets, Facilities Maintenance Worker Trainee—Hired July 31, 2023
For FY 23/24 staff allocation charges to Parks Maintenance is projected to be at $121,159 and is broken down within the Division as follows:
• Maintenance Supervisor (20%) - $24,704
• Four Maintenance Workers (12%) - $60,639
• Maintenance Worker (25%) - $35,816
This is a total of less than one full-time equivalent staff for Park Maintenance with .2 FTE— Maintenance Supervisor and .73 Maintenance Worker equaling just .93 FTE.
The parks maintenance budget, displayed in Table 5, is budgeted from the General Fund at $372,315 million for FY 23/24, representing nearly 30% decrease from the prior year. The decrease is due to a combination of reductions in several professional services line items, some of which were one-time items completed in FY 22/23. Public Works also oversees a small Landscape and Lighting District budgeted at $85,175 for the current fiscal year.
Table 5
Parks/ Landscaping Budget
Budget Unit
Actual
FY 20/21
Revised
FY 21/22
Revised
FY 22/23
Proposed
FY 23/34
Public Works—Park Maintenance
Service and Supplies $203,624 $373,056 $425,556 $252,156 Capital Outlay $487 --- --- ---
Division Personnel Charges $47,110 $50,451 $113,753 $121,159 Legal Charges $1,800 $540 --- ---
General Liability Insurance --- $1,176 --- ---
Parks Maintenance Total $253,021 $482,887 $539,309 $372,315
Landscape and Lighting
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 8 of 18 Budget Unit
Actual
FY 20/21
Revised
FY 21/22
Revised
FY 22/23
Proposed
FY 23/34
Service and Supplies $50,418 $50,145 $50,145 $73,195
Capital Outlay --- $5,720 $5,720 $5,720
Indirect Cost Allocations $3,181 $6,260 $6,260 $6,260
Landscape and Lighting Total $53,599 $62,125 $62,125 $85,175 Park Maintenance Service Level Comparisons
Benchmarking with other Park and Recreation agencies is a common method of comparison to evaluate budgeted staffing levels responsible for park maintenance. A recent report by the National Park and Recreation Administration 2023 NRPA Agency Performance Review reported that the typical park and recreation agency has annual operating expenses of $94.77 on a per capita basis. The denser the population served by an agency, the higher the per capita operating expenses. A typical agency serving a jurisdiction with less than 500 people per square mile has per capita operating expenses of $60.73, while one serving an area with more than 2,500 people per square mile has a median of $116.01 per resident. The City of Pinole had an estimated population density of 3,824 per square mile based on the 2022 population figures of 19,505 and an incorporated area of 5.1 miles. With that level of density, it would be expected that Pinole operating expense per capita would tend toward the median figure. That expectation is not met as Pinole had a per capita spending of $27.64 per resident for Fiscal Year 22/23 declining to $19.08 for the current fiscal year.
Per capita spending on park maintenance is a common comparison utilized between park agencies. According to the 2023 NRPA report, agencies serving a jurisdiction with a population less than 20,000, the range Pinole falls into, the median figure for per capita expenditure is $120.79 with an upper quartile of $229.61. Table 6 shows shortage in the media quartile of $1.98 million for Pinole based on per capita spending comparisons.
Table 6
Public Works/Parks Operational Per Capita Funding Needed Funding Level Per Capita
Spending
Shortage from
Pinole Current
Level
Additional
Funds Needed
Pinole Current $19.08 ------
NRPA Median Quartile $120.79 $101.71 $1,983,853
NRPA Upper Quartile $229.61 $210.53 $4,106,387
The NRPA report also evaluated Park and Recreation FTE’s per 10,000 residents. A potential issue with this evaluation of FTE’s by NRPA was the failure to consider or count FTE employees gained by contracted vendors utilized by some cities. This methodology applied by NRPA results in an undercounting of FTE’s in Parks and Recreation agencies by failing to add the additional FTE equivalent contracted employees.
Within city government, park maintenance is managed in a variety of ways from the utilization of city employees, contract vendors, or a combination of both methods.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 9 of 18 Utilization of contracted employees results in additional workload for contract management and oversight for those remaining full-time city staff.
The NRPA report found that operations and maintenance are the primary work responsibility of park and recreation professionals amounting to 46% of all park and recreation staff hours nation-wide. The nation-wide breakdown into the following general activities is:
• Operations/Maintenance—46%
• Programming—30%
• Administration—17%
• Capital Development—3%
• Other—4%
Another evaluation format is to compare cost per acre of developed parkland. For costs per acre, NRPA found the median costs to be $7,338 with an upper quartile cost of $17,668.
The City of Pinole has a total of 61.7 acres of developed parkland. With a population density of 3,824 per square mile, it would be expected that park maintenance cost for Pinole, currently funded at $372,315 annually, would be below the lower quartile. With 61.7 acres and an annual budget of $372,315, the City is spending $6,034 per acre. Table 6 compares the NRPA research with current Pinole levels and identifies a shortfall of $77,865, to reach the level of the median quartile. The City would need over an additional million dollars annually to reach the higher quartile level of park maintenance.
Table 7
Public Works/Parks
Cost Per Acre
Funding Level Cities Less
Than 20,000
Population
Shortage from
Pinole Current
Level
Per Acre
Developed
Additional
Funds Needed
Median $7,495 $1,262 $77,865
Lower Quartile $3,692 --0- ---
Higher Quartile $23,506 $17,472 $1,078,022
Pinole Current $1,262 0 0
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 10 of 18 Identified Shortfalls—Park Maintenance
The basic funding level that should be provided for park maintenance should be sufficient to keep parks and other public recreation spaces clean, safe, and functional. This includes activities like mowing, planting, and pruning, as well as cleaning and general repair of park infrastructures such as roads, buildings, and playgrounds.
The current funding level for park and building maintenance for Pinole is insufficient to properly maintain facilities on a long-term basis. While the Department is able to deliver quality public facilities, there is a current shortfall in staffing to complete other mandatory tasks including:
• A fully operational preventative maintenance program and schedule. Currently only limited time is available for preventative maintenance activities. • No current staff trained in playground safety inspection through the Certified Playground Safety Inspector (CPSI) program, offered by the National Recreation and Park Association.
• Lack of regular and formal safety inspections of park and building facilities by City staff.
• Backlog of deferred maintenance projects within the City buildings and the park system.
• Failure to complete basic equipment maintenance, including playgrounds, fields, nets, showers, fountains, and other public amenities.
• Additional work hours dedicated to completing backlog of maintenance projects and special event supports including significant amounts of overtime. • Aging infrastructure of City buildings results in increased level of maintenance, repair, and special projects.
• Time needed for coordination and oversight of landscape and restroom contractors. • Little to no time is available to develop new sustainability programs and policies.
Improve Daily Maintenance Levels
Park maintenance is important to ensure the safety of public facilities, protect investments, and position parks as a source of pride for the local community. Often cities are forced to juggle preventative work with other concerns, including emergencies, staffing, and other resource shortages. Improving parks and other facilities often takes a community effort. In some cases, it may take the development of a volunteer program including donated labor and materials. In others, it may take an initiative that presses the community to act often resulting in a public vote to financially support park and recreational operations.
The first step for any park maintenance organization is to develop basic maintenance standards and practices, including the identification of a minimal level of park maintenance standards, routine and preventative maintenance schedules/programs, work management, asset lifecycle management, and performance measurements. Several steps should be taken by Pinole to improve daily maintenance levels outside of increased daily maintenance funding. These include:
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 11 of 18 • The City should fund a Fixed Asset study of all parks and public buildings to determine the current maintenance needs and renovation costs of these facilities.
Included in this study should be the development of a Life-Cycle Maintenance program with objectives of planning and forecasting capital costs over the life of a park or building while minimizing on-going maintenance expenses. • Conduct an evaluation and analysis of current management and operations practices giving specific attention to parks maintenance and staffing (consideration should be given to contract maintenance vs. in-house staffing) with recommendations pertinent to future growth of parklands, buildings and facilities, and related services.
This review should further include an evaluation of current staffing levels and organizational structure based upon the existing Public Works Department and potential growth with the development of Park Master Plan. • Develop a volunteer park adoption/maintenance program such that it includes training for the volunteers as Park Stewards. The program could include regular fix up/clean-up days and enlist the help of community organizations such as scouts, park users, sports clubs, etc. to maintain and enhance various elements of the park system.
• Conduct an analysis of the best possible providers of community and recreation facilities. This should include an analysis of possible competition or duplication of services through other public and private service and facility providers, and recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate.
• Identify entities that should be created or utilized to assist with the implementation of the Parks and Facilities Master Plan. This could include a Non-Profit Foundation - such as a 501(c) (3). Foundations are generally organizations that work with and would support the City and potentially other community organizations to develop educational, environmental, recreation, and community service programs for the community. This could provide a vehicle for a capital fund drive and a means to build community support.
Future Operation and Maintenance Costs
To complete this Master Plan, the City will also need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures. Funding needs can be satisfied for the recommended improvements and increased maintenance levels through a variety of potential sources as indicated in the review of Potential Funding Opportunities and those recommendations contained at the end of this report. Proposals must include cost-effective administrative funding at a level necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service.
Local “levels of maintenance standards” should be developed to help define recommendations. Most importantly, that funding must include not just capital costs but more importantly, ongoing operations and maintenance.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 12 of 18 The specific funding source to be considered will depend partly on the timing of the development and the funding sources which may be available, or which are more easily pursued at that time. For major improvements which include such facilities as community centers, tennis complexes, gymnasiums, ball field complexes, etc., the use of a fund-raising effort to be conducted on behalf of a City’s non-profit foundation could be beneficial.
Sponsorships/naming rights for major corporate or other private donors can be offered. In some cases, the use of a professional fund-raising firm should be considered once a facility or project for which the funding will be used is identified. Other sources of funding for such projects could include public/private partnerships, partnerships with private sector through website advertising, user group contributions, joint use with the School District and public or private grants.
Use of bonds, sales tax increase, or special districts require a vote by the residents and have been used successfully in many California communities. The City of Pico Rivera recently passed a sales tax increase to implement their Park and Recreation Master Plan. In 2017 the City of Stockton passed a quarter cent sales tax increase to fund ongoing operations and maintenance needs for parks, recreation, and library services.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 13 of 18 Capital Needs and Upgrades
Proposed Capital Costs for Existing Facilities
Figure 8 identifies projects identified by the City of Pinole and those recommended by the public during the outreach process of the master planning process. Those identified by the City are shown as bold and those by the public as bold. Project estimates are general in nature and developed to show a potential cost and/or range of costs. Costs should be considered as approximations of individual facilities listed only. Actual costs will depend on design, size of facility, additional support facilities, utilities, infrastructure, environmental conditions, as well as site specific conditions which require additional study and have not been evaluated in the Master Plan. Based on these general project estimates, the City of Pinole is facing approximately $17.2 million in park specific renovations to developed parkland.
Figure 8
Capital Costs for Existing Facilities
PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING
SOURCES
ESTIMATED
COSTS
CITY PARKS
Amber Swartz Park - 3.95 Acres
• Irrigation improvements - redesign for water efficiency • Landscape Improvements: Ornamental shrub beds - redesign and replanting
• New Shade Structure and picnic amenities
C, G,
C, G,
A, C, F, G, I, J, K
$15,000
$15,000
$75,000
Canyon Drive Park - 0.47 Acres
• New Playground and rubber surfacing
• Irrigation improvements - redesign for water efficiency
C, F, G, K
C, G,
$350,000
$15,000
Louis Francis Park - 7.80 Acres
• New Playground and rubber surfacing
• New Shade Structure and picnic amenities
• Irrigation improvements - redesign for water efficiency
A, C, F, G, K
C, F, G, I, J, K
C, G,
$400,000
$75,000
$40,000
Meadow Park - 1.20 Acres
• New Playground and rubber surfacing
• Irrigation improvements - redesign for water efficiency • Basketball court –refurbish
C, F, G,
C, G,
C, E, F, G
$400,000
$15,000
$75,000
Pinon Park - 0.37 Acres
• New Playground and rubber surfacing
• Irrigation improvements - redesign for water efficiency • Benches and picnic amenities
C, F, G, K
C, G,
C,
$350,000
$15,000
$20,000
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 14 of 18
PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING
SOURCES
ESTIMATED
COSTS
Bayfront Park - 19.42 Acres
• Irrigation improvements - redesign for water efficiency • Landscape Improvements: Ornamental shrub beds - redesign and replanting
• New Shade Structure and picnic amenities
• Enhanced Pedestrian access (Tennent)
C, G
C, G,
A, C, F, G, I, J, K
A, C, F, G, K
$20,000
$40,000
$100,000
$150,000
Dog Park – 1.17 Acres
• Restrooms – Renovations
• Park – complete renovation
C, F, G, K
A, E, F, G, I, J, K
$150,000
$1,500,000
Fernandez Park - 4.62 Acres
• New Shade Structure and picnic amenities
• Refurbish horseshoe pits
• Irrigation improvements - redesign for water efficiency • New Playground and rubber surfacing
• Restrooms - Renovations
• Baseball field lights – LED Musco Lighting Controls
• Baseball field outfield – sports turf / drainage
• Baseball field infield / brick dust renovations
• Baseball field scoreboard
• Baseball field fences
• Basketball court - refurbish
A, F, G, I, J, K
C, G
C, D, F, G, I, J, K
C, D, E, F, G, K
C, D, E, F, G, I, J
A, C, D, E, F, G, I, J, H,
N
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
$100,000
$10,000
$30,000
$400,000
$150,000
$175,000
$125,000
$50,000
$15,000
$125,000
$75,000
Pinole Valley Park - 12.50 Acres
• Park – complete renovation (Exclusive of items below) • Skate Park
• New Playground and rubber surfacing
• Baseball field outfield – sports turf / drainage
• Baseball field infield / brick dust renovations
• Baseball field seating
• Baseball field fences
• Parking lot improvements / landscaping
• Basketball Court - refurbish
A, C, F, G, H, I, J, K
A, C, D, E, F, G, I, J, K
C, D, F, G, K
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
C, D, E, F, G, I, J, H, N
C, E, F, G
A, C, E, F, G
$8,500,000
$800,000
$400,000
$125,000
$50,000
$60,000
$125,000
$1,200,000
$75,000
Pinole Valley Picnic Grove - 0.20 Acres
• Park - complete renovation (Exclusive of items below) • Landscaping - renovation and removal of hazard trees
A, C, F, G, H, I, J, K
C, G,
$600,000
$25,000
Hugh Young Open Space - 2.76 Acres
• Trail development C, D, E, G $150,000
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 15 of 18
PARK / FACILITY AND RECOMMENDATIONS POSSIBLE FUNDING
SOURCES
ESTIMATED
COSTS
Sarah Drive Park - 1.75 Acres
• Irrigation improvements - redesign for water efficiency C, G, $30,000 View Park - 2.73 Acres
• Seats - replace C, G, $10,000
CITY FACILITIES
Community Playhouse - 9,553 SF
• none $0
Pinole Senior Center - *14,340 SF
• none $0
Pinole Swim Center - 1,858 SF
• New Swim Facility Renovation C, D, E, F, G, H, I, J, K, H, N
$3,500,000
Pinole Tiny Tots Center - 3,948 SF
• none $0
Pinole Valley Tennis Courts - 0.76 Acres
• Restrooms - Renovations C,F,G,K $150,000
Pinole Youth Center - 9,553 SF
• none $0
TOTAL AMOUNT $17,210,000
FUNDING KEY (Potential Funding Sources)
A. Developer Impact Fees
B. Developer Special Agreement
C. General Fund/CFD’s/LMD’s
D. Non-profit Organization
E. Public/Private Partnerships, Concessions
F. Grants-CDBG
G. Grants-Public Agencies & Private Foundations
H. Corporate Sponsorships
I. Certificates of Participation
J. Bonds
K. Sales Tax
L. Sale/Lease of Surplus Land
M. User Group Contributions
N. School District Joint-use Contributions
O. Other Dedicated Taxes
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 16 of 18 Multi-Year Capital Plan
Development of a multi-year Capital Budget is integral to sound financial planning, debt management, and reserve development. This Master Plan identifies recommended needs for the City of Pinole, including renovation of existing facilities, redesign/modification of existing, potential acquisition site costs, and development of e new sites. With this information, the City should develop the capital replacement and capital outlay requirements over a five-year period to assist with planned cash and debt management. It should be noted that existing resources are limited and will not be able to fully fund the recommendations within this plan without new tax dollars.
Alternative Funding Recommendations
Staffing Recommendations
• The City of Pinole should complete an assessment of staffing hours needed for complete operation of the Youth and Senior Centers based on community needs.
This should be at a minimal “coverage during opening” to a minimum of 3 staff present during hours of operation.
• An additional staff position at the Coordinator level should be added to perform community relations functions. This position would be tasked with a community outreach that includes organization of a public outreach effort, volunteer coordination, and surveying public needs.
• Public Works Department should complete an evaluation of park maintenance via City staff compared to contract services. This should include an evaluation of developing a blend of “go and blow” contracted services and completion of skilled tasks by trained City employees. Skilled tasks would include at a minimum tree trimming, irrigation management, pest management, and turf care activities such an aeration, fertilization, and reseeding. This evaluation should include the additional staffing levels that would be needed by Public Works
Deficiencies and Resources Required
To complete this Master Plan, the City will also need to develop new revenue sources beyond those currently in use and/or increase funding levels for park maintenance and capital expenditures. Funding needs can be satisfied for the recommended improvements and increased maintenance levels through a variety of potential sources as indicated in the review of Potential Funding Opportunities and those recommendations contained at the end of this report. Proposals must include cost-effective administrative funding at a level necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service.
Pinole is in a unique position with proximity to the San Francisco Bay and the surrounding natural environment. This area and the adjoining features are a major draw with the resulting economic benefits of non-residents visiting the city and spending money on hotels, restaurants, entertainment, fuel, and other local items.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 17 of 18 According to Travel California, travel and tourism are one of California’s most vital engines for economic growth. In 2022, the state’s tourism economy continued to grow, infusing $134.4 billion into California’s economy. Resulting from the multiplier effect, this spending generated $11.9 billion in local and state tax revenue and supported 1.1 million jobs for Californians.
Travel spending in 2022 increased to $134.4 billion across California, a 31.7% increase over 2021 that brought spending 93% of the way to pre-pandemic levels. California’s travel sector added 157,000 jobs in 2022 to 1.1 million – 94% of the way back to 2019 levels after devastating losses during the pandemic.
Visitor-generated tax revenue for state and local government increased by 21.6% to $11.9 billion. Projections from Tourism Economics show California this year will surpass the record $144.9 billion in visitor spending achieved in 2019, a year sooner than projected in 2021.
These facts are important considerations when the City evaluates park and recreation needs and the potential resources to pay for those needs as identified in this Master Plan.
Specific recommendations for the City of Pinole include:
Sales Tax Increase
Called a transaction and use tax, this is essentially a sales tax increase that can be imposed by a city or county for local purposes including parks and recreation. Often the vote is for a designated period of time, 10-20 years, requiring a new vote to extend the sales tax increase. Currently the rate made on purchases in Pinole is 9.75%. Of that amount, the City receives the statewide standard 1% (referred to as the Bradley Burns sales tax) plus 0.5% due to Measure S 2006 and 0.5% due to Measure S 2014. Overall, California law caps the City’s sales tax rate at a maximum of 10.25%. By comparison several cities within Contra Costa County are also at 9.75% including Antioch, Concord, Martinez, and Richmond.
Sales tax represents 16% of total General Fund revenue and the 2006 and 2014 Measure S
0.5% increase represent 9% respectively. Growth is projected to be at a minimal 2.4% annually, having fully recovered from the FY 19/20 COVID reduction.
TOT Increase
The City could consider an increase in the Transient Occupancy Tax (TOT) to provide longterm funding for capital upgrades to the City’s park and recreation system.
In 2019, the City Council directed City staff to analyze the steps necessary to place a ballot measure on the ballot that would increase the RPTT. Under the California Revenue and Taxation Code, general law cities, like Pinole, may impose a RPTT of no more than $0.55 per $1,000 of value on the property transferred. Pinole currently has a RPTT of the maximum allowed for general law cities of $0.55 per
$1,000 in value.
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Pinole Parks Master Plan/Financial Strategy Plan 01/11/24 Page 18 of 18 Charter cities may impose RPTTs at a rate higher than the maximum statutory rate of $0.55 per $1,000 of value if approved by voters. Due to COVID, Council directed staff to suspend all of its activities in pursuit of a November 2020 charter city and RPTT ballot measure. The City Council requested staff to research this again in 2022.
Improve Park Maintenance Practices and Procedures
As stated above, the City should fund a review and analysis of park maintenance organizational options, develop basic maintenance standards and practices, which would include the identification of a minimal level of park maintenance standards, routine and preventative maintenance schedules/programs, work management, asset lifecycle management, and performance measurements.
Develop a Fee Policy
Fees and charges are necessary to provide financial support to Pinole’s Community Services and parks for the operation and maintenance of programs and facilities. The revenue generated by these fees constitutes only a portion of funds required for operating and maintaining a park and recreation system. Development of a fee policy would provide a framework and guidance to staff as they develop ideas and proposals for fees and charges.
This policy and procedure could also be used by decision-makers to help ensure fees and charges are developed and implemented in a consistent and equitable manner and to not unduly limit access to City’s programs and facilities.
The City should compare fee policies of other jurisdictions with the City’s and establish a policy that supports established revenue generation goals for each program taking in consideration equity, cost recovery, and consistency.
Prioritize Support Foundations
Prioritize support the development of a Pinole Parks Foundation “501c3” organization to a fully functioning organization. The primary mission of a Foundation should be based on:
• To aid, sponsor, promote, advance, and assist in the provision of public parks, recreation, and Community Resources in the Pinole area. • To receive, invest, and manage funds acquired through dues, donations, grants, gifts, bequests, and solicitations in furtherance of the purposes and goals of the City.
The specific facilities and improvements to be paid for need are identified within this Master Plan and a public relations effort is required to enlist the support of the electorate. The greater the demand and recognition of the need by the public, the greater will be the chance of success.
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Tool 11: Final Presentation
Final presentation
in progress
Photo by the City of Pinole
CITY COUNCIL
REPORT
9H
DATE: DECEMBER 20, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: JEREMY ROGERS, COMMUNITY SERVICES DIRECTOR
SUBJECT: PARKS AND RECREATION MASTER PLAN CONTRACT
RECOMMENDATION
Staff recommends that the City Council adopt a resolution to approve a contract with RJM Design Group to complete a Parks and Recreation Master Plan for the City and appropriate additional funding to support this work.
BACKGROUND
The Parks and Recreation Master Plan was included in the City’s Capital Improvement Plan (CIP) for FY 2017 – 2018 as an unfunded project. The City Council approved funding of $100,000 for a Parks and Recreation Master Plan in the FY 2022 – 2023 CIP. The master plan will identify the City’s current parks and recreation assets, determine the City’s future parks and recreation needs and priorities, and recommend capital, operational, and financial strategies to meet the City’s needs.
In early 2022, City staff issued a Request for Proposals (RFP) to solicit bids to complete the plan. The City received one proposal, from RJM Design Group (“RJM”).
City staff from Community Services, Community Development, and Public Works reviewed the proposal and determined that RJM was well qualified to perform the work. RJM proposed to perform its scope of work for $200,000.
REVIEW & ANALYSIS
RJM is a very respected firm within the Parks and Recreation Master Plan industry.
RJM has completed master plans for over 40 cities throughout California, including Livermore, Huntington Beach, Pasadena, Pleasant Hill, Sacramento, and Roseville.
The RJM team includes well-qualified staff, including licensed landscape architects, designers, and planners, most of whom are LEED Accredited Professionals.
The scope of work that RJM is proposing in the attached contract and that City staff is recommending includes analyzing the City’s existing infrastructure; inventory the
City Council Report
December 20, 2022 2
parks, trails, facilities, and programs; do an assessment of the City’s demographics; create a benchmark level of service; complete a public outreach campaign that includes meeting with stakeholders and user groups; complete a needs analysis and make recommendations; do a funding analysis for general fund as well as CIP; and finally, present a final product to the Council
FISCAL IMPACT
The City’s current CIP and budget include $100,000 for the completion of the Parks and Recreation Master Plan. RJM’s proposal was for a cost of $200,000. City staff and RJM discussed the scope of work and agreed that an appropriate scope could be completed for $150,000, including a contingency. City staff recommends that the City Council directs the Finance Director to appropriate additional funds from the Measure S 2014 Fund (Fund 106) unassigned fund balance to supplement that amount the City has already budgeted to fund the recommended $150,000 contract with RJM.
ATTACHMENT(S)
A RJM Design Group proposal
B Resolution
C RJM Contract
Scope of Work
Phase Name Tool Deliverables
Phase I: Project Management Tool 1:
Scalable Project Management
► Project schedule
► Monthly virtual meetings
► Online resource FTP site
Phase II: Existing Conditions
Analysis
Tool 2:
Existing Documentation Review
Tool 3:
Inventory of Parks, Recreation Facilities, Trails, and
Recreation Programs
Tool 4:
Demographic Assessment
Tool 5:
Park Standards Analysis
► Existing documents summary
► Gap analysis maps
►Acreage analysis
►Recreation programs and service inventory
►Programs and services assessment
►Esri Tapestry mapping analysis
►Community profile summary and graphics
► Baseline Facility Standards
Phase III: Public Outreach and
Engagement
Tool 6:
Community Engagement
► Project portal / website development
► (2) two in person & virtual
townhall meetings and
summaries
► Stakeholder interviews summary
► Local demand / need analysis for recreation
facilities based on local participation
Phase IV: Needs Analysis and
Recommendations
Tool 7:
Community Needs Assessment
Tool 8:
Key Strategies and Recommendations
► Community needs assessment
and prioritization matrix
► GIS mapping of community needs
► List of priority recommendations and key
strategies for implementation
Phase V - O & M, Policy, and
Funding Analysis
Tool 9:
Operations and Maintenance Plan
Tool 10:
CIP Study
Tool 11:
Financial Strategy Plan
Tool 12:
Fiscal Capacity of Parks
► Operations and Maintenance Plan
► 15-year priority CIP Implementation Plan
► Funding analysis
► Financial plan
► Budget for existing and future park
development
Phase VI: Report Development Tool 13:
Report Development and Documentation
► Appendix document
► PowerPoint presentation
► Final draft report
► Final report
ATTACHMENT A
Scope of Work
Phase I: Project Management
Clear communication is critical in any endeavor. RJM will hold regular virtual meetings with the City monthly to review progress, present information, and recommend direction throughout the project. These virtual meetings enable strong team collaboration and unity in decision making as the project develops.
Additionally, a project team online resource FTP site will allow for easy file access and document review for all team members. This will ensure everyone has access to the latest reports, and graphic illustrations available. Based on select tools, we will create an online project dashboard where you can see results from public comments live as they come in eliminating the “wait” for consultants to gather and report back.
Phase II - Existing Conditions Analysis
Knowing what documents exist and how they relate to one another can help guide planning to ensure there are no conflicts or overlapping efforts. RJM will review related documents pertinent to your planning process and generate a database of existing resources as well as a summary document highlighting key elements. Documents to include, but not limited to, the City of Pinole General Plan, Three Corridors Specific Plan, Capital Improvement Plan, Pinole Creek Master Plan, and 2007 Park Master Plan. Understanding the history of past planning projects enables you to carefully navigate future planning efforts free of potential conflict.
Park, Facility, Trails, and Open Space Inventory
Working collaboratively with City staff RJM will utilize existing city provided facility information.
Anticipated inventory information will include acres of park land, park amenity and condition of equipment, trails maps, trail head locations, and aerial images of park sites.
RJM will utilized this information in the analysis and comparison of the community needs developed later in this scope of work.
Service Area Gap Analysis
The City’s parks inventory will be analyzed by service area (5-10-15 minute walk) to identify underserved neighborhoods or community planning areas. Map exhibits will be developed to determine the distribution and trail connectivity of recreation facility types throughout the city.
The results will illustrate gaps in balancing the equitable distribution of service and opportunities for all ages and income levels.
Tool 1
Scalable Project Management
Tool 2
Existing Documentation Review
Tool 3
Inventory of Parks, Facilities, Trails,
and Programs
Phase II - Existing Conditions Analysis continued
Recreation Programs
Consultant shall provide an inventory and evaluation of existing recreation programs provided by the City of Pinole. Consultant shall analyze the City’s current program offerings in terms of gaps in delivery of services, attendance, use of space, consistency with current recreation trends in the leisure services industry, and potential future uses or desired amenities that arise during the community engagement process. This will include a review of regional, new, emerging, and declining trends in recreation activities.
The program evaluation shall provide analysis and rating of how well the City is doing in the areas of programming for tiny tots/toddlers, youth/teens, adults, families, and seniors (active and mature). The evaluation shall indicate any gaps in service and what programming changes/ additions the City should consider implementing in the future to fill those gaps and meet new recreation trends.
The Consultant will work with staff to evaluate existing levels of social service and recreation program services within the City’s sphere of influence, public and private, to determine adequacy of current social service, and accessible recreation opportunity for all City residents.
Additionally, an analysis of best possible providers of community and recreation facilities shall be provided. It will include an analysis of partnerships that are relevant to the provision or operation of parks and open space facilities, School District facilities, possible competition, or duplication of services through other public and private service and facility providers, and recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate.
RJM will review demographics provided by the City for inclusion into the final report.
RJM will evaluate the city’s park infrastructure to create a benchmark level of service standard.
This analysis will be based on information collected in the community outreach, maintenance analysis, coordination with staff on team reservations, field allocations, existing inventory information, and the service gap analysis.
Phase III - Public Outreach and Engagement
Your most robust tool is the ability to reach out to your community in a meaningful two-way dialogue. Find out what, where, and how your community recreates. Over the years technology has changed and so has the trend in which community residents communicate.
There is no one prescriptive method that is a catch all for any community. Community input no longer rests on a one-night workshop. People take part in surveys and feedback sessions when it is convenient with their schedules. We engage the entire community and not just a handful of special interests through the following outreach elements.
Tool 4
Demographic Assessment
Tool 5
Park Standards Analysis
Tool 6
Community Engagement
Project Portal / Website Development
RJM will develop a project website in the ESRI story map platform where the community can learn about the project, understand the extent of planning considerations, and provide feedback. This website will be a hub for community collaboration and meaningful two-way feedback. This continuous public dialogue will ensure maximum opportunity for all community members to become informed and involved in the development of the Master Plan. As each of the following outreach efforts are completed, the results will be posted. This method enables continued community involvement for the life of the project. At any point during the project the community can provide direct comments via a “Feedback” button on the website. As feedback is recorded it will be reviewed and shared with the project team.
Scan the QR code or click https://arcg.is/1vHzOW to see a project portal/website sample.
Stakeholder Interviews/Focus Groups
Soliciting the attitudes and perceived needs of community stakeholders is an essential element for a successful Master Plan. Often involved in the front lines of community recreation support and programming, stakeholders have a unique understanding of community desires. Oneon-one interviews will be conducted with selected key stakeholders such as members of the City Council, Community Services Commission, City Manager’s Office, School District representatives, and community leaders. RJM will work with staff to identify interviewees.
Estimate twelve (12) interviews to be conducted via online virtual meetings.
Pop Up Events
Pop-up events at community events and/or programs such as Sporting Events, Farmer’s Markets, or Movies-in-the-Park provide an opportunity to solicit ideas and feedback from local users. Using RJM prepared project graphics and survey links/QR codes, the City can host a staffed pop-up event and collect additional information. This collaborative model will allow for continued public participation. City to assist residents and/or input survey data through paper surveys or a digital device provided by the city. Paper surveys collected by the city will be entered into a digital survey link by City staff.
Phase III - Public Outreach and Engagement continued
Virtual and In-person Townhall Meetings
Virtual and In-person Townhall Meetings Include:
- In-person workshop facilitation with up to 50 participants. City to provide workshop materials including: facility, laptop, projector, and refreshments for participants. - Pre-recorded Video (Information Sharing)
- Online Survey (Data Collection open for 2 weeks)
- Paper survey option in collaboration with city staff
Sample
Project
Portal
Virtual and In-person Townhall Meeting: Workshop ONE
Our initial community outreach event will include social media advertising, online video announcements, and website announcements to build an awareness for the project and solicit community input on the characteristics, issues, and trends the City is currently facing. RJM will conduct an in-person workshop to kick off the process. Following the in-person workshop the pre-recorded video and online survey will launch live. RJM will provide the City with a “pop up” survey link to allow staff to collect survey information via an iPad at community events.
Community input modes will include an online georeferenced survey and project website feedback options. The information gathered will be used identify key ideas and desires to be explored in the future surveys and outreach efforts.
Virtual and In-person Townhall Meeting: Workshop TWO
This online virtual and in-person workshop will begin with a live in -person workshop for up to 50 participants followed by a pre-recorded commencement video presentation illustrating the results of past efforts and promote a new online survey option. A commencement video will be hosted on the project website for participants to view. This workshop will involve sharing all the past outreach results with the community and soliciting further information on the prioritization of the desired recreation improvements.
The online survey will stay live for 2 weeks allowing all community members to take part at their own pace.
Our proposal includes up to 250 completed surveys for each workshop.
Phase IV - Needs Analysis and Recommendations
The strength of the Park Master Plan will largely rest on the successful outreach efforts and thorough analysis of the results. The assessment will not only convey the results among residents as a whole, it will also detail how the results vary across important subgroups of residents such as age, gender, location within the City, presence of children in the home, as well as length of residence and other factors. Using the ESRI Tapestry community dataset RJM can analyze the micro demographics to determine not just priority of recommendations but the impact on the location of the recommendations as well.
Each of the community engagement strategies employed will be analyzed and combined into a single engagement needs matrix graphic. This graphic will illustrate the community needs that have the most significant impact as well as other trending recreation desires among the community.
The recommendations, improvements list, and key strategies will be generated from the existing inventory, site analysis, and needs summary. The priority recommendation plan will encompass key strategies for the City. Key strategies will be developed based on the priority program and facility recommendations. These key strategies for Pinole may include themes related to placemaking, cultural arts, environmental sustainability, health and wellness, nature deficit disorder, or other strategy depending on the community needs assessment results.
A list of park improvements will include the deferred maintenance/capital improvement projects, as well as new projects required to meet the priority needs of the community.
Apparent Frequent
Tool 7
Community Needs Assessment
Tool 8
Recommendations
We will discuss and evaluate with City Staff the short-term, intermediate, and long-term recommendations. This may include evaluation of opportunity sites for new parks and/or facilities such as drainage or flood control sites, vacant land, or reuse of existing park land as well as potential new or enhanced partnerships to maximize the communities existing resources.
Phase V - O & M, Policy, and Funding Analysis
Prepare an Operation and Maintenance plan for the grounds and buildings maintained by the City. The plan will identify routine and preventative maintenance schedules/programs, work management, asset lifecycle management, and performance measurements. Operation and Maintenance Plan will include maintenance specifications and a proposed scope of work for park maintenance including a schedule of park maintenance services.
Consultant shall provide an evaluation of current staffing levels and organizational structure based upon the existing department and potential growth with the development of this master plan. An evaluation and analysis of current management and operations practices will be provided, giving specific attention to parks maintenance and staffing (consideration should be given to contract maintenance vs. in-house staffing) with recommendations pertinent to future growth of parklands, buildings and facilities, and related services. An evaluation will be completed on existing and potential collaborative partnerships and other solutions to minimize duplications or enhance opportunities for collaborative partnerships.
Operations and Maintenance Plan will propose the development and operation of a sustainable park system for the City of Pinole identifying a vision, goals, and objectives for a park system that addresses environmental and economic sustainability. Recommendations can be prepared for specific sustainability practices for both new and rehabilitation projects, including ongoing sustainable operation and maintenance practices for incorporation into future bid requirements for maintenance suppliers, as well as design and construction guidelines for proposed new projects or project improvements that address environmental and economic sustainability goals.
Propose cost-effective funding levels necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service. NRPA “levels of maintenance standards” should be used to help define recommendations.
Based on the development of the Operation and Maintenance Plan and considering current and identified future needs, consultant will develop recommendations. These recommendations will be developed considering both the current conditions of existing facilities and proposed modifications related to how the current park facilities and trails should be maintained, restructured, or enhanced. Recommended maintenance schedules will be integrated into the City’s asset management software (Beehive). Costs estimates for proposed modifications, restructuring, and enhancements will be developed.
Tool 9
Operations and Maintenance Plan
Phase V - O & M, Policy, and Funding Analysis (continued) The purpose of this task is to provide a complete plan outlining the park infrastructure improvements required to implement the plan recommendations. The improvements list should be generated from the Comprehensive Plan’s inventory, site analysis, assessment, needs survey, and Financial Strategy Plan. The Plan shall include specific real acquisitions/improvement projects.
A comprehensive list of projects shall be provided including projects for all existing park sites as required for expansion and replacement of old infrastructure, redevelopment/ replacement of existing infrastructure, and build-out of undeveloped parks, acquisition and development of future park sites and adding new amenities to existing parks. Projects will be divided into short term (2027), mid-term (2037), and long term (2047). Each project shall include a description, cost estimates, project duration, and potential funding source.
Consultant shall further refine the list to create a 10-year priority CIP Plan and a detailed implementation schedule for first 5 years, including priority projects. The plan shall consider immediate and long-range budget projections, planning staffing needs, and operational resources.
The Consultant will conduct an analysis of existing financial plans developing a Financial Plan with recommendations applicable to addressing the updated financial needs and priorities for the City of Pinole. Review and discuss existing funding mechanisms and cost recovery practices for park services, recommend appropriate levels of cost recovery through fees, and assess and analyze current staffing levels and budget identifying gaps.
Provide a thorough analysis of existing funding practices, sources of funds, and funding levels for park facilities, trails, and programs including development impact fees, taxes (including Measure S and Measure C), Community Facilities District funding, and other sources of funds to determine fiscal limitations and potential for additional funding sources. Identify new or alternative sources of funds that might reasonably be developed to supplement existing funding methods; identify and discuss new funding practices that might present long-term funding stability.
Fiscal Capacity of park services will be evaluated by:
• Develop budget recommendations for the creation of new park development, maintenance of existing parks, and operating programs.
• Determine deficiencies in funding resources for existing park programs, relative to demand of existing and potential users.
• Identify resources needed to operate and maintain future park programs based on past funding, operating, and maintenance trends.
• Based on the park user profile and community needs assessment, identify funding resources that would be required to meet park needs. Project costs for the next 20 years.
Determine other alternative funding sources for the City; recommend options to address any funding gaps; and identify best funding practices in other cities that can be explored by the City of Pinole.
Tool 10
CIP Study
Tool 11
Financial Strategy Plan
Tool 12
Fiscal Capacity of Parks
Phase V - Report Development
Draft Master Plan Report Development
The Draft Master Plan report will summarize all information gathered in inventory tasks, community outreach and priorities, analysis, and funding opportunities. Summary narratives will be included within each major section as well. Recommend levels of recreation and park facilities shall be presented graphically and demonstrate distribution of service and opportunity. A list of site-specific projects, acquisitions, and services shall be generated and prioritized.
Final Master Plan Report
RJM will conduct a meeting with City Staff to review and discuss refinements to the Draft report.
Upon receipt of one set of non-conflicting comments from the City, we will revise the document.
The RJM Team will then incorporate City refinements and submit the Second Draft for staff review. Once the Second Draft has been reviewed and non-conflicting comments are received, a final Draft will be developed and formatted for delivery. All original detailed research and summary reports will be cataloged in an Appendix Document/Custom Binder.
Public Meetings and Presentations
RJM will prepare a PowerPoint presentation summarizing the Final Report and present the final draft Master Plan to the Community Services Commission and City Council for review, comment, and final direction. Included in this proposal is in person attendance at one Commission meeting and one City Council meeting.
Tool 13
Report Development and
Documentation
Timeline
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Phase I: Project Management (Tool 1)
Tool 1: Scalable Project
Management
Phase II: Existing Conditions Analysis (Tool 2 - 5)
Tool 2: Existing Documentation
Review
Tool 3: Inventory of Parks,
Facilities, Trails, and Programs
Tool 4: Demographic
Assessment
Tool 5: Park Standards
Analysis
Phase III: Public Outreach and Engagement (Tool 6)
Project Portal / Website
Development
Stakeholder Interviews
In Person & Virtual Town Hall
Meeting: Workshop ONE
In Person & Virtual Town Hall
Meeting: Workshop TWO
Phase IV: Needs Analysis and Recommendations (Tool 7 - 8) Tool 7: Community Needs
Assessment
Tool 8: Recommendations
Phase V: O & M, Policy, and Funding Analysis (Tool 9 - 13) Tool 9: Operations and
Maintenance Plan
Tool 10: CIP Study
Tool 11: Financial Strategy Plan
Tool 12: Fiscal Capacity of
Parks
Phase VI: Report Development (Tool 14)
Tool 13: Report Development
and Documentation
M Month
Kick Off Meeting (Virtual)
Project Review Meeting (Virtual)
Presentations (In-Person)
Proposed Fee
It is the objective of our Team to provide the most comprehensive, yet efficient, approach to the development of the City of Pinole Park Master Plan. This fee includes all costs to be incurred by RJM Design Group, Inc. with the exception of reimbursable expenses. Fees for the work are as follows:
*Note: This fee summary represents our current understanding of the project scope and complexity.
The scope of work and associated fees are subject to refinement at Client’s request. We have developed the scope and fee for this project to be as inclusive as possible. We would be happy to meet with the city to review the fees and make any modifications necessary to better match the available budget.
Phase/Task Fee
PHASE I - Project Management
Tool 1 - Work Plan $10,775.00
PHASE II - Existing Conditions Analysis
Tool 2 - Existing Documentation Review $ 6,775.00
Tool 3 - Inventory of Parks, Facilities, Trails & Programs $ 8,500.00 Tool 4 - Demographic Assessment $1,000.00
Tool 5 – Park Standards Analysis $ 2,250.00
PHASE III - Community Outreach and Engagement
Tool 6 - Community Engagement
Project Website Development & Updates $ 6,450.00
Stakeholder Interviews $ 9,825.00
Pop Up Event Graphics $ 800.00
Workshop #1 $11,950.00
Workshop #2 $11,950.00
PHASE IV - Needs Summary and Recommendations
Tool 7 - Community Needs Assessment $5,675.00
Tool 8 - Parks, Facility, and Program Recommendations $7,200.00 PHASE V - O & M, Policy, and Funding Analysis
Tool 9 - Operations & Maintenance Plan (Optional Service) $11,350.00 Tool 10 - CIP Study (Optional Service) $7,650.00
Tool 11 - Financial Strategy Plan (Optional Service) $6,100.00 Tool 12 - Fiscal Capacity of Parks (Optional Service) $9,600.00 PHASE VI - Report Development
Tool 13 - Report Development and Public Presentations $35,075.00 Base Project Fee: $ 118,225.00
Optional Services:
Reimbursable Expenses:
Total Project Fee*:
$ 34,700.00
$ 10,000.00
Pending Selection of
Optional Services
REIMBURSABLE EXPENSES (Estimated Allowance $10,000)
When incurred, the following project expenses will be billed at cost plus 15% administrative fee in addition to the above fee proposal:
• Printing, plotting, copying, scanning, photography, graphic expenses • Delivery and handling of documents, shipping
• Permits, plan check, and inspection fees
• Travel expenses, city business license, and miscellaneous office expenses
PAYMENTS
Payments are due and payable on a monthly basis following the completion of any substantial phase of work. Carrying charges for overdue accounts beyond 30 days of billing date are charged at 1.5% of the amount due, compounded monthly.
ADDITIONAL SERVICES
Professional services not specifically identified in the scope of work will be considered additional services and may be performed at Client’s request, reimbursable at consultant’s standard hourly rates. Additional services may include, but are not limited to:
• Additional meetings, presentations, or site visits beyond those identified in the scope of work. • Exhibit preparation beyond that identified in the scope of work. • Revisions to documents required as a result of changes in Client’s direction; changes subsequent to Client’s approval; or changes in governmental codes or regulations. • Design of improvements beyond the designated project site, or due to changes in project phasing schedule.
• Specialized billing or accounting forms, invoices, spreadsheets. • Engagement of other consultants not specifically identified below.
CONSULTANTS’ HOURLY RATES
Compensation for additional services will be billed hourly at our standard rates* below:
RJM Design Group
Principal Landscape Architect $210.00 per hour
Senior Associate $175.00 per hour
Landscape Architect / Project Manager $155.00 per hour
GIS $145.00 per hour
Clerical $ 95.00 per hour
*Charges for subconsultant services are billed at cost plus a 15% coordination fee.
Billings for all time and materials and contract extension work shall be in accordance with the level of work performed based on the categories listed above.
Hourly rates will be escalated each August 1st in accordance with any increase in the Consumer Price Index or other mutually agreed upon cost index, beginning with August 1, 2023. Provisions for fee escalation pertain to all contract extensions and additional work.
RESOLUTION NO. 2022-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING
THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH RJM DESIGN GROUP FOR A TOTAL CONTRACT AMOUNT OF $150,000 TO COMPLETE A PARKS AND
RECREATION MASTER PLAN
WHEREAS, the City Council approved funding of $100,000 for a Parks and Recreation Master Plan in the FY 2022 – 2023 Capital Improvement Plan (CIP); and WHEREAS, the City released a Request for Proposals (RPF) in early 2022 to solicit bids to complete the City’s first Parks and Recreation Master Plan; and WHEREAS, the City received a proposal from RJM Design Group, which is a wellqualified firm; and WHEREAS, City staff and RJM Design Group have identified an appropriate scope of work that RJM can complete for $150,000; and
WHEREAS, under the scope, RJM Design Group will do an analysis of the City’s existing infrastructure; inventory the parks, trails, facilities, and programs; do an assessment of the City’s demographics; create a benchmark level of service; complete a public outreach campaign that includes meeting with stakeholders and user groups; complete a needs analysis; and make recommendations; and WHEREAS, RJM Design Group will do a funding analysis for general fund as well as CIP; and present a final product to the Council;
NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.
BE IT FURTHER RESOLVED that the Pinole City Council does hereby authorize the City Manager to execute an agreement, incorporated herein as Exhibit A, with RJM Design Group to complete a Parks and Recreation Master Plan and authorizes the appropriation of an additional $50,000, from the Measure S 2014 Fund (Fund 106) unassigned fund balance, for these services.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 20th day of December, 2022 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
ATTACHMENT B
I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 20th day of December, 2022
____________________________________
Heather Bell, CMC
City Clerk
Consulting Services Agreement between
City of Pinole and
[DATE]
CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF PINOLE AND
RJM DESIGN GROUP
THIS AGREEMENT for consulting services is made by and between the City of Pinole (“City”) and RJM DESIGN GROUP (“Consultant”) (together sometimes referred to as the “Parties”) as of December 20, 2022 (the “Effective Date”) in Pinole, California.
Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Work attached as Exhibit A at the time and place and in the manner specified therein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, the Agreement shall prevail.
1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on November 15, 2023, and Consultant shall complete the work described in Exhibit A by that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect the City’s right to terminate the Agreement, as provided for in Section 8.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its profession. Consultant shall prepare all work products required by this Agreement in a professional manner and shall conform to the standards of quality normally observed by a person practicing in Consultant's profession.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.
1.4 Time. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to meet the standard of performance provided in Section 1.1 above and to satisfy Consultant’s obligations hereunder.
Section 2. COMPENSATION. City hereby agrees to pay Consultant an amount not to exceed $150,000, for all work set forth in Exhibit A and all reimbursable expenses incurred in performing the work. In the event of a conflict between this Agreement and Consultant’s proposal regarding the amount of compensation, the Agreement shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City to Consultant for services rendered pursuant to this Agreement.
Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized by City, Consultant shall not bill City for duplicate services performed by more than one person.
ATTACHMENT C
Consulting Services Agreement between
City of Pinole and
[DATE]
Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.
2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
▪ Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
▪ The beginning and ending dates of the billing period; ▪ A Task Summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
▪ At City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense;
▪ The total number of hours of work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder, as well as a separate notice when the total number of hours of work by Consultant and any individual employee, agent, or subcontractor of Consultant reaches or exceeds 800 hours, which shall include an estimate of the time necessary to complete the work described in Exhibit A;
▪ The Consultant’s signature.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have 30 days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.
2.3 Final Payment. City shall pay the last 10% of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and submittal to City of a final invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to this Agreement. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.
Consulting Services Agreement between
City of Pinole and
[DATE]
In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement, unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment.
2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed the amounts shown on the following fee schedule attached hereto as Exhibit B.
2.6 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B, and shall not exceed $10,000. Expenses not listed in Exhibit B are not chargeable to City.
Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.
2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.
2.8 Payment upon Termination. In the event that the City or Consultant terminates this Agreement pursuant to Section 8, the City shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.
Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement. City shall make available to Consultant only the facilities and equipment listed in Exhibit C, and only under the terms and conditions set forth therein.
Section 4. INSURANCE REQUIREMENTS. Before beginning any services under this Agreement, Consultant, at its own cost and expense, shall procure the types and amounts of insurance specified herein and maintain that insurance throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s bid or proposal. Consultant shall be fully responsible for the acts and omissions of its subcontractors or other agents.
4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant in the amount required by applicable law. The requirement to maintain Statutory Workers’ Compensation and Employer’s Liability Insurance may be waived by the City upon written verification that Consultant is a sole proprietor and does not have any employees and will not have any employees during the term of this Agreement.
4.2 Commercial General and Automobile Liability Insurance.
Consulting Services Agreement between
City of Pinole and
[DATE]
4.2.1 General requirements. Consultant, Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than TWO MILLION DOLLARS ($2,000,000) per occurrence and FOUR MILLION DOLLARS ($4,000,000) aggregate, combined single limit coverage for risks associated with the work contemplated by this Agreement.
4.2.2 Minimum scope of coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (most recent edition) covering any auto (Code 1), or if Consultant has no owned autos, hired (code 8) and nonowned autos (Code 9). No endorsement shall be attached limiting the coverage.
4.2.3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a. The Commercial General and Automobile Liability Insurance shall cover on an occurrence basis.
b. City, its officers, officials, employees, agents, and volunteers shall be covered as additional insureds for liability arising out of work or operations on behalf of the Consultant, including materials, parts, or equipment furnished in connection with such work or operations; or automobiles owned, leased, hired, or borrowed by the Consultant. Coverage can be provided in the form of an endorsement to the Consultant’s insurance at least as broad as CG 20 10 11 85, or both CG 20 10 10 01 and CG 20 37 10 01.
c. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance covered shall be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant’s insurance and non-contributing. d. The policy shall cover inter-insured suits and include a “separation of Insureds” or “severability” clause which treats each insured separately. e. Consultant agrees to give at least 30 days prior written notice to City before coverage is canceled or modified as to scope or amount.
4.3 Professional Liability Insurance.
4.3.1 General requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000) per occurrence or claim covering the Consultant’s errors and omissions.
4.3.2 Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
Consulting Services Agreement between
City of Pinole and
[DATE]
a. The retroactive date of the policy must be shown and must be before the date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Agreement or the work.
c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five (5) years after completion of work under this Agreement. d. A copy of the claim reporting requirements must be submitted to the City prior to the commencement of any work under this Agreement.
4.4 All Policies Requirements.
4.4.1 Submittal Requirements. Consultant shall submit the following to City prior to beginning services:
a. Certificate of Liability Insurance in the amounts specified in this Agreement; and
b. Additional Insured Endorsement as required for the General Commercial and Automobile Liability Polices.
4.4.2 Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII.
4.4.3 Deductibles and Self-Insured Retentions. Insurance obtained by the Consultant shall have a self-insured retention or deductible of no more than ONE HUNDRED THOUSAND DOLLARS ($100,000).
4.4.4 Wasting Policies. No policy required herein shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense).
4.4.5 Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from Consultant by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein, and Consultant shall ensure that City, its officers,
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officials, employees, agents, and volunteers are covered as additional insured on all coverages.
4.4.7 Excess Insurance. If Consultant maintains higher insurance limits than the minimums specified herein, City shall be entitled to coverage for the higher limits maintained by the Consultant.
4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option: 1) obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; 2) order Consultant to stop work under this Agreement and withhold any payment that becomes due to Consultant hereunder until Consultant demonstrates compliance with the requirements hereof; and/or 3) terminate this Agreement.
Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES.
5.1 General Indemnification. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged negligent acts, omissions or willful misconduct of Contractor, its officials, officers, employees, agents, subcontractors and subcontractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of all consequential damages, attorneys’ fees and other related costs and expenses. Contractor shall defend, at Contractor's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against City, its directors, officials, officers, employees, agents or volunteers. Contractor shall pay and satisfy any judgment, award or decree that may be rendered against City or its directors, officials, officers, employees, agents or volunteers, in any such suit, action or other legal proceeding. Contractor shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs, including reasonable attorneys’ fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by City or its directors, officials, officers, employees, agents or volunteers. Notwithstanding the foregoing, to the extent Contractor's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor. This Section 5.1 shall survive any expiration or termination of this Agreement.
5.2 PERS Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System
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(PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant 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.
Section 6. STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of Consultant's services rendered pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes services rendered pursuant to this Agreement. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.
6.2 Consultant No Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.
Section 7. LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder.
7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to City that Consultant and its employees, agents, any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions. In addition to the foregoing,
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Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid Business Licenses from City.
7.5 Pinole Business License. Consultant shall obtain a City of Pinole business license according to the terms of Title 5 of the City of Pinole Municipal Code and deliver to City proof of such business license prior to beginning work under this Agreement. Work under this Agreement cannot begin until the City receives proof that Consultant has obtained a City of Pinole business license.
7.6 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.
Consultant shall include the provisions of this Subsection in any subcontract approved by the Contract Administrator or this Agreement.
Section 8. TERMINATION ANDMODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.
In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.
8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall be specified in writing by the City. Consultant understands and agrees that if City issues such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the City, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.
8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.
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8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique professional competence, experience, and specialized professional knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the personal reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the City. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the City.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall included, but not be limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work.
Section 9. KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents 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 described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential and will not be released to third parties without prior written consent of both parties.
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9.2 Consultant’s Books and Records. Consultant 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 under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement.
9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this Agreement requires Consultant to maintain 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. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
Section 10 MISCELLANEOUSPROVISIONS.
10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in the County of Contra Costa or in the United States District Court for the Northern District of California.
10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.
10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.
10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.
10.6 Use of Recycled Products. Consultant shall endeavor to prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.
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10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.
Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12) months, an employee, agent, appointee, or official of the City. If Consultant was an employee, agent, appointee, or official of the City in the previous twelve months, Consultant warrants that it did not participate in any manner in the forming of this Agreement. Consultant understands that, if this Agreement is made in violation of Government Code §1090 et.seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and Consultant will be required to reimburse the City for any sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code § 1090 and, if applicable, will be disqualified from holding public office in the State of California.
Consultant will comply with all conflict of interest laws and regulations including, without limitation, City’s Conflict of Interest Code (on file in the City Clerk’s Office). It is incumbent upon the Consultant or Consultant’s firm to notify the City pursuant to section 10.10 Notices of any staff changes relating to this Agreement. a. In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of Consultant(s), unless as indicated in Subsection b., will be performing a very limited and closely supervised function, and, therefore, are unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection b.
Initialed by City Attorney’s Office
b. In accomplishing the scope of services of this Agreement, Consultant(s) will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally, for the purpose of influencing a governmental decision. As a result, the following Consultant(s) shall be subject to the Disclosure Category “1-5” of the City’s Conflict of Interest Code:
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10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.
10.9 Contract Administration. This Agreement shall be administered by who shall act as the City’s representative. All
correspondence shall be directed to or through or his or her designee.
10.10 Notices. Any written notice to Consultant shall be sent to:
Any written notice to City shall be sent to:
10.11 Professional Seal. Where applicable in the determination of the City, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation.
10.12 Integration; Incorporation. This Agreement, including all the exhibits attached hereto, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. All exhibits attached hereto are incorporated by reference herein.
10.13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. ///
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Consulting Services Agreement between
City of Pinole and
[DATE]
The Parties have executed this Agreement as of the Effective Date.
CITY OF PINOLE CONSULTANT
Andrew Murray, City Manager [NAME, TITLE]
Consultant’s City of Pinole Business
License #:_
Attest:
Heather Bell, City Clerk
Approved as to Form:
Eric S. Casher, City Attorney
Consulting Services Agreement between
City of Pinole and
[DATE]
EXHIBIT A
SCOPE OF SERVICES
Phase I: Project Management
Tool 1
Scalable Project Management
Clear communication is critical in any endeavor. RJM will hold regular virtual meetings with the City monthly to review progress, present information, and recommend direction throughout the project. These virtual meetings enable strong team collaboration and unity in decision making as the project develops.
Additionally, a project team online resource FTP site will allow for easy file access and document review for all team members. This will ensure everyone has access to the latest reports, and graphic illustrations available. Based on select tools, we will create an online project dashboard where you can see results from public comments live as they come in eliminating the “wait” for consultants to gather and report back.
Phase II - Existing Conditions Analysis
Tool 2
Existing Documentation Review
Knowing what documents exist and how they relate to one another can help guide planning to ensure there are no conflicts or overlapping efforts. RJM will review related documents pertinent to your planning process and generate a database of existing resources as well as a summary document highlighting key elements.
Documents to include, but not limited to, the City of Pinole General Plan, Three Corridors Specific Plan, Capital Improvement Plan, Pinole Creek Master Plan, and 2007 Park Master Plan. Understanding the history of past planning projects enables you to carefully navigate future planning efforts free of potential conflict.
Tool 3
Inventory of Parks, Facilities, Trails, and Programs
Park, Facility, Trails, and Open Space Inventory
Working collaboratively with City staff RJM will utilize existing city provided facility information.
Anticipated inventory information will include acres of park land, park amenity and condition of equipment, trails maps, trail head locations, and aerial images of park sites. RJM will utilized this information in the analysis and comparison of the community needs developed later in this scope of work.
Service Area Gap Analysis
The City’s parks inventory will be analyzed by service area (5-10-15 minute walk) to identify underserved neighborhoods or community planning areas. Map exhibits will be developed to determine the distribution and trail connectivity of recreation facility types throughout the city. The results will illustrate gaps in balancing the equitable distribution of service and opportunities for all ages and income levels.
Recreation Programs
Consultant shall provide an inventory and evaluation of existing recreation programs provided by the City of Pinole. Consultant shall analyze the City’s current program offerings in terms of gaps in delivery of services, attendance, use of space, consistency with current recreation trends in the leisure services industry, and potential future uses or desired amenities that arise during the community engagement process. This will include a review of regional, new, emerging, and declining trends in recreation activities.
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The program evaluation shall provide analysis and rating of how well the City is doing in the areas of programming for tiny tots/toddlers, youth/teens, adults, families, and seniors (active and mature). The evaluation shall indicate any gaps in service and what programming changes/ additions the City should consider implementing in the future to fill those gaps and meet new recreation trends.
The Consultant will work with staff to evaluate existing levels of social service and recreation program services within the City’s sphere of influence, public and private, to determine adequacy of current social service, and accessible recreation opportunity for all City residents.
Tool 4
Demographic Assessment
Additionally, an analysis of best possible providers of community and recreation facilities shall be provided. It will include an analysis of partnerships that are relevant to the provision or operation of parks and open space facilities, School District facilities, possible competition, or duplication of services through other public and private service and facility providers, and recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate.
RJM will review demographics provided by the City for inclusion into the final report.
Tool 5
Park Standards Analysis
RJM will evaluate the city’s park infrastructure to create a benchmark level of service standard. This analysis will be based on information collected in the community outreach, maintenance analysis, coordination with staff on team reservations, field allocations, existing inventory information, and the service gap analysis.
Phase III - Public Outreach and Engagement
Tool 6
Community Engagement
Your most robust tool is the ability to reach out to your community in a meaningful two-way dialogue. Find out what, where, and how your community recreates. Over the years technology has changed and so has the trend in which community residents communicate.
There is no one prescriptive method that is a catch all for any community. Community input no longer rests on a one-night workshop. People take part in surveys and feedback sessions when it is convenient with their schedules. We engage the entire community and not just a handful of special interests through the following outreach elements.
Project Portal / Website Development
RJM will develop a project website in the ESRI story map platform where the community can learn about the project, understand the extent of planning considerations, and provide feedback. This website will be a hub for community collaboration and meaningful two-way feedback. This continuous public dialogue will ensure maximum opportunity for all community members to become informed and involved in the development of the Master Plan. As each of the following outreach efforts are completed, the results will be posted. This method enables continued community involvement for the life of the project. At any point during the project the community can provide direct comments via a
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“Feedback” button on the website. As feedback is recorded it will be reviewed and shared with the project team.
Scan the QR code or click https://arcg.is/1vHzOW to see a project portal/website sample.
Stakeholder Interviews/Focus Groups
Soliciting the attitudes and perceived needs of community stakeholders is an essential element for a successful Master Plan. Often involved in the front lines of community recreation support and programming, stakeholders have a unique understanding of community desires. One-on-one interviews will be conducted with selected key stakeholders such as members of the City Council, Community Services Commission, City Manager’s Office, School District representatives, and community leaders. RJM will work with staff to identify interviewees. Estimate twelve (12) interviews to be conducted via online virtual meetings.
Pop Up Events
Pop-up events at community events and/or programs such as Sporting Events, Farmer’s Markets, or Movies-in-the-Park provide an opportunity to solicit ideas and feedback from local users. Using RJM prepared project graphics and survey links/QR codes, the City can host a staffed pop-up event and collect additional information. This collaborative model will allow for continued public participation. City to assist residents and/or input survey data through paper surveys or a digital device provided by the city. Paper surveys collected by the city will be entered into a digital survey link by City staff.
Virtual and In-person Townhall Meetings
Virtual and In-person Townhall Meetings Include:
• In-person workshop facilitation with up to 50 participants. City to provide workshop materials including:
facility, laptop, projector, and refreshments for participants. • Pre-recorded Video (Information Sharing)
• Online Survey (Data Collection open for 2 weeks)
• Paper survey option in collaboration with city staff
Virtual and In-person Townhall Meeting: Workshop ONE
Our initial community outreach event will include social media advertising, online Townhall Meeting Process video announcements, and website announcements to build an awareness for the project and solicit community input on the characteristics, issues, and trends the City is currently facing. RJM will conduct an in-person workshop to kick off the process. Following the in-person workshop the prerecorded video and online survey will launch live. RJM will provide the City with a “pop up” survey link to allow staff to collect survey information via an iPad at community events. Community input modes will include an online georeferenced survey and project website feedback options. The information gathered will be used identify key ideas and desires to be explored in the future surveys and outreach efforts.
Virtual and In-person Townhall Meeting: Workshop TWO
This online virtual and in-person workshop will begin with a live in -person workshop for up to 50 participants followed by a pre-recorded commencement video presentation illustrating the results of past efforts and promote a new online survey option. A commencement video will be hosted on the project website for participants to view. This workshop will involve sharing all the past outreach results with the community and soliciting further information on the prioritization of the desired recreation improvements. The online survey will stay live for 2 weeks allowing all community members to take part at their own pace.
This contract includes up to 250 completed surveys for each workshop.
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Phase IV - Needs Analysis and Recommendations
Tool 7
Community Needs Assessment
The strength of the Park Master Plan will largely rest on the successful outreach efforts and thorough analysis of the results. The assessment will not only convey the results among residents as a whole, it will also detail how the results vary across important subgroups of residents such as age, gender, location within the City, presence of children in the home, as well as length of residence and other factors. Using the ESRI Tapestry community dataset RJM can analyze the micro demographics to determine not just priority of recommendations but the impact on the location of the recommendations as well.
Each of the community engagement strategies employed will be analyzed and combined into a single engagement needs matrix graphic. This graphic will illustrate the community needs that have the most significant impact as well as other trending recreation desires among the community.
Tool 8
Recommendations
The recommendations, improvements list, and key strategies will be generated from the existing inventory, site analysis, and needs summary. The priority recommendation plan will encompass key strategies for the City.
Key strategies will be developed based on the priority program and facility recommendations. These key strategies for Pinole may include themes related to place- making, cultural arts, environmental sustainability, health and wellness, nature deficit disorder, or other strategy depending on the community needs assessment results.
A list of park improvements will include the deferred maintenance/capital improvement projects, as well as new projects required to meet the priority needs of the community.
We will discuss and evaluate with City Staff the short-term, intermediate, and long-term recommendations.
This may include evaluation of opportunity sites for new parks and/or facilities such as drainage or flood control sites, vacant land, or reuse of existing park land as well as potential new or enhanced partnerships to maximize the communities existing resources.
Phase V - O & M, Policy, and Funding Analysis
Tool 9
Operations and Maintenance Plan
Prepare an Operation and Maintenance plan for the grounds and buildings maintained by the City. The plan will identify routine and preventative maintenance schedules/programs, work management, asset lifecycle management, and performance measurements. Operation and Maintenance Plan will include maintenance specifications and a proposed scope of work for park maintenance including a schedule of park maintenance services.
Consultant shall provide an evaluation of current staffing levels and organizational structure based upon the existing department and potential growth with the development of this master plan. An evaluation and analysis of current management and operations practices will be provided, giving specific attention to parks
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maintenance and staffing (consideration should be given to contract maintenance vs. in-house staffing) with recommendations pertinent to future growth of parklands, buildings and facilities, and related services. An evaluation will be completed on existing and potential collaborative partnerships and other solutions to minimize duplications or enhance opportunities for collaborative partnerships.
Operations and Maintenance Plan will propose the development and operation of a sustainable park system for the City of Pinole identifying a vision, goals, and objectives for a park system that addresses environmental and economic sustainability. Recommendations can be prepared for specific sustainability practices for both new and rehabilitation projects, including ongoing sustainable operation and maintenance practices for incorporation into future bid requirements for maintenance suppliers, as well as design and construction guidelines for proposed new projects or project improvements that address environmental and economic sustainability goals.
Propose cost-effective funding levels necessary to adequately sustain quality, safe, and cost-effective maintenance operations and practices and sustain recommended levels of maintenance and service. NRPA “levels of maintenance standards” should be used to help define recommendations.
Based on the development of the Operation and Maintenance Plan and considering current and identified future needs, consultant will develop recommendations. These recommendations will be developed considering both the current conditions of existing facilities and proposed modifications related to how the current park facilities and trails should be maintained, restructured, or enhanced. Recommended maintenance schedules will be integrated into the City’s asset management software (Beehive). Costs estimates for proposed modifications, restructuring, and enhancements will be developed.
Tool 10
CIP Study
The purpose of this task is to provide a complete plan outlining the park infrastructure improvements required to implement the plan recommendations. The improvements list should be generated from the Comprehensive Plan’s inventory, site analysis, assessment, needs survey, and Financial Strategy Plan. The Plan shall include specific real acquisitions/improvement projects.
A comprehensive list of projects shall be provided including projects for all existing park sites as required for expansion and replacement of old infrastructure, redevelopment/ replacement of existing infrastructure, and build-out of undeveloped parks, acquisition and development of future park sites and adding new amenities to existing parks. Projects will be divided into short term (2027), mid-term (2037), and long term (2047). Each project shall include a description, cost estimates, project duration, and potential funding source.
Consultant shall further refine the list to create a 10-year priority CIP Plan and a detailed implementation schedule for first 5 years, including priority projects. The plan shall consider immediate and long-range budget projections, planning staffing needs, and operational resources.
Tool 11
Financial Strategy Plan
The Consultant will conduct an analysis of existing financial plans developing a Financial Plan with recommendations applicable to addressing the updated financial needs and priorities for the City of Pinole.
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Review and discuss existing funding mechanisms and cost recovery practices for park services, recommend appropriate levels of cost recovery through fees, and assess and analyze current staffing levels and budget identifying gaps.
Provide a thorough analysis of existing funding practices, sources of funds, and funding levels for park facilities, trails, and programs including development impact fees, taxes (including Measure S and Measure C), Community Facilities District funding, and other sources of funds to determine fiscal limitations and potential for additional funding sources. Identify new or alternative sources of funds that might reasonably be developed to supplement existing funding methods; identify and discuss new funding practices that might present longterm funding stability.
Tool 12
Fiscal Capacity of Parks
Fiscal Capacity of park services will be evaluated by:
• Develop budget recommendations for the creation of new park development, maintenance of existing parks, and operating programs.
• Determine deficiencies in funding resources for existing park programs, relative to demand of existing and potential users.
• Identify resources needed to operate and maintain future park programs based on past funding, operating, and maintenance trends.
• Based on the park user profile and community needs assessment, identify funding resources that would be required to meet park needs. Project costs for the next 20 years.
Determine other alternative funding sources for the City; recommend options to address any funding gaps; and identify best funding practices in other cities that can be explored by the City of Pinole.
Phase VI - Report Development
Tool 13
Report Development and Documentation
Draft Master Plan Report Development
The Draft Master Plan report will summarize all information gathered in inventory tasks, community outreach and priorities, analysis, and funding opportunities. Summary narratives will be included within each major section as well. Recommend levels of recreation and park facilities shall be presented graphically and demonstrate distribution of service and opportunity. A list of site-specific projects, acquisitions, and services shall be generated and prioritized.
Final Master Plan Report
RJM will conduct a meeting with City Staff to review and discuss refinements to the Draft report. Upon receipt of one set of non-conflicting comments from the City, we will revise the document. The RJM Team will then incorporate City refinements and submit the Second Draft for staff review. Once the Second Draft has been reviewed and non-conflicting comments are received, a final Draft will be developed and formatted for delivery. All original detailed research and summary reports will be cataloged in an Appendix Document/Custom Binder.
Public Meetings and Presentations
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[DATE]
RJM will prepare a PowerPoint presentation summarizing the Final Report and present the final draft Master Plan to the Community Services Commission and City Council for review, comment, and final direction. Included in this proposal is in person attendance at one Commission meeting and one City Council meeting.
EXHIBIT B
COMPENSATION SCHEDULE AND HOURLY FEES
PHASE I - Project Management
Tool 1 - Work Plan $10,775.00
PHASE II - Existing Conditions Analysis
Tool 2 - Existing Documentation Review $6,775.00
Tool 3 - Inventory of Parks, Facilities, Trails & Programs $8,500.00 Tool 4 - Demographic Assessment Review City Provided
Demographics Only
$1,000.00
Tool 5 – Park Standards Analysis $2,250.00
PHASE III - Community Outreach and Engagement
Tool 6 - Community Engagement
Project Website Development & Updates
$6,450.00
Stakeholder Interviews $9,825.00
Pop Up Event Graphics $ 800.00
Workshop #1 $11,950
Workshop #2 $11,950
PHASE IV - Needs Summary and Recommendations
Tool 7 - Community Needs Assessment $5,675.00
Tool 8 - Parks, Facility, and Program Recommendations $7,200.00
Consulting Services Agreement between
City of Pinole and
[DATE]
PHASE V - O & M, Policy, and Funding Analysis
Tool 9 - Operations & Maintenance Plan (Optional
Service)
$11,350.00
Tool 10 - CIP Study (Optional Service) $7,650.00
Tool 11 - Financial Strategy Plan (Optional Service) $6,100.00 Tool 12 - Fiscal Capacity of Parks (Optional Service) $9,600.00 PHASE VI - Report Development
Tool 13 - Report Development and Public Presentations $35,075.00 Base Project Fee: $118,225.00
Optional Services:
Reimbursable Expenses:
Total Project Fee*:
$ 34,700.00
$ 10,000.00
Not to exceed $150,000
Consulting Services Agreement between
City of Pinole and
[DATE]
EXHIBIT C
CITY-FURNISHEDFACILITIES
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of the City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.
RESOLUTION NO. 2024-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE ADOPTING THE
PINOLE PARKS MASTER PLAN
WHEREAS, the City Council approved a resolution on December 20, 2022 authorizing the City Manager to execute an agreement with RJM Design Group to develop the Parks Master Plan; and
WHEREAS, RJM Design Group would identify the City’s current parks and recreation assets, determine the City’s future parks and recreation needs and priorities, and recommend capital, operational, and financial strategies to meet the City’s needs; and
WHEREAS, over the course of nine months RJM Design Group developed the Parks Master Plan with the information that was gathered from assessments, research, surveys, community feedback, workshops, and stakeholder interviews; and WHEREAS, the Pinole Parks Master Plan will serve as a guide and implementation tool for the management and development of parks, recreation facilities, and programs throughout the city; and
WHEREAS, the Parks Master Plan includes four key strategies: enhance community health and fitness through diverse and engaging sport opportunities, foster a sense of community pride and well-being by providing opportunities for connections between the natural environment and the community, create a vibrant recreation system though park amenity modernization and develop community driven programs for empowered living.
WHEREAS, the Parks Master Plan includes staffing recommendations, maintenance recommendations, program recommendations, funding opportunities, planned and unplanned capital improvements of up to $21.7 million ($4.3 million are planned improvements and $17.4 million are unplanned improvements), and WHEREAS, the final Pinole Parks Master Plan was completed by RJM Design Group in January 2024; and
NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.
BE IT FURTHER RESOLVED that the Pinole City Council does hereby adopt the Pinole Parks Master Plan.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 20th day of February 2024 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 20th day of February, 2024
____________________________________
Heather Bell, CMC
City Clerk