Independent Contractor Agreement with Greenplay for Parks and Rec Master PlanMemo
To: Jaycee L. Holman, City Clerk,
From: Keith Watts, Purchasing Manager
CC: Jacy Jones, Steve Siddoway
Date: 10/23/2014
Re: October 28th City Council Meeting Agenda Item
The Purchasing Department respectfully requests that the following item be placed on the
October 28" City Council Consent Agenda for Council's consideration.
Approval of Award of RFP and Agreement to GREENPLAY LLC for the "PARKS
AND RECREATION MASTER PLAN" project for a Not -To -Exceed amount of
$134,990.
Recommended Council Action: Award of RFP and Approval of Agreement to
Greenplay, LLC for the Not -To -Exceed amount of $134,990.
Thank you for your consideration
0 Page 1
Date: 10/23/2014
Fund: 010/07 Department:
Construction:
CITY OF MERIDIAN
CONTRACT/AGENDA REQUEST CHECKLIST
REQUESTING DEPARTMENT PARKS
5200
GL Account: 55000
PSA: X
Project Name: PARKS AND RECREATION MASTER PLAN
Project Manager: Steve Siddodway
Contractor/Consultant/Design Engineer:
Budget Available (Attach Report): Yes
Will the project cross fiscal years? Yes No
Department Representative:
Project #
Task Order:
Greenplay, LLC
Contract Amount: $134,990.00
X
Budget Information: FY Budget: FY14 C/O Enhancement#: 9 Grant#:
Other: Type of Grant:
CONTRACT CHECKLIST
BASIS OF AWARD
Low Bidder Highest Rated X Master Agreement
(Bid Results Attached) (Ratings Attached) (Category)
Typical Award Yes X No
If no please state circumstances and conclusion:
10 Day Waiting Period Complete: Yes Date Award Posted: September 3, 2014
PW License # n/a Current? (attach printout) n/a
Corporation Status (Attach Print Out):
Insurance Certificates Received (Date):
Payment and Performance Bonds Received (Date):
Builders Risk Ins. Req'd: Yes No X
Date Submitted to Clerk for Agenda
Issue Purchase Order No.
Issue Notice of Award: Date:
October 23, 2014
Date Issued:
Rating:
n/a Rating: n/a
If yes, has policy been purchased? n/a
Approved by Council
WH5 submitted
NTP Date:
10452
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City Of Meridian
Detailed Statement of Revenues and Expenditures - Rev and Exp Report - Keith - Unposted Transactions Included In
Report
5200 - Parks - Admin
01 - General Fund
From 10/1/2014 Through 9/30/2015
Percent of
Budget with Current Year Budget Budget
Amendments Actual Remaining Remaining
OPERATING COSTS
55000 Professional Services
12,999.96 0.00 12,999.96 100.00%
Carr... Carryforward 74 931.00. 0.00 74,931.00 100.00%
Total OPERATING COSTS 87,930.96 0.00 87,930.96 100.008
TOTAL EXPENDITURES 87,930.96 0.00 87,930.96 100.00%
Date: 10/23/14 01:26:02 PM Page: 1
City Of Meridian
Detailed Statement of Revenues and Expenditures - Rev and Exp Report - Keith - Unposted Transactions Included In
Report
5200 - Parks - Admin
07 - Impact Fund
From 10/1/2014 Through 9/30/2015
Date: 10/23/14 01:26:54 PM page: 1
Percent of
Budget with
Current Year
Budget
Budget
Amendments
Actual
Remaining
Remaining
OPERATING COSTS
55000 Professional Services
Carr... Carryforward
75,000.00
0.00_
_ 75 000.00
100.00%
Total OPERATING COSTS
75,000.00
0.00
75,000.00
100.00%
TOTAL EXPENDITURES
75,000.00
0.00
75,000.00
100.00%
Date: 10/23/14 01:26:54 PM page: 1
AGREEMENT FOR PROFESSIONAL SERVICES
PARKS AND RECREATION MASTER PLAN
PROJECT NO. 10452
THIS AGREEMENT FOR PROFESSIONAL SERVICES is made this 28th day of
October, 2014, and entered into by and between the City of Meridian, a municipal
corporation organized under the laws of the State of Idaho, hereinafter referred to as
"CITY", 33 East Broadway Avenue, Meridian, Idaho 83642, and Greenplay, LLC,
hereinafter referred to as "CONSULTANT", whose business address is 1021 E. South
Boulder Rd., Suite N, Louisville, CO 80027.
INTRODUCTION
Whereas, the City has a need for services involving PARKS AND
RECREATION MASTER PfLANNING SERVICES; and
WHEREAS, the Consultant is specially trained, experienced and
competent to perform and has agreed to provide such services;
NOW, THEREFORE, in consideration of the mutual promises, covenants,
terms and conditions hereinafter contained, the parties agree as follows:
TERMS AND CONDITIONS
1. Scope of Services:
1.1 CONSULTANT shall perform and furnish to the City upon execution of this
Agreement and receipt of the City's written notice to proceed, all services, and
comply in all respects, as specified in the document titled "Scope of Services" a
copy of which is attached hereto as Attachment "A" and incorporated herein by
this reference, together with any amendments that may be agreed to in writing by
the parties.
1.2 All documents, drawings and written work product prepared or produced
by the Consultant under this Agreement, including without limitation electronic
data files, are the property of the Consultant; provided , however, the City shall
have the right to reproduce, publish and use all such work, or any part thereof, in
any manner and for any purposes whatsoever and to authorize others to do so.
If any such work is copyrightable, the Consultant may copyright the same, except
that, as to any work which is copyrighted by the Consultant, the City reserves a
royalty -free, non-exclusive, and irrevocable license to reproduce, publish and use
such work, or any part thereof, and to authorize others to do so.
PARKS AND RECREATION MASTER PLAN Page 1 of 27
PROJECT NO. 10452
1.3 The Consultant shall provide services and work under this Agreement
consistent with the requirements and standards established by applicable
federal, state and city laws, ordinances, regulations and resolutions. The
Consultant represents and warrants that it will perform its work in accordance
with generally accepted industry standards and practices for the profession or
professions that are used in performance of this Agreement and that are in effect
at the time of performance of this Agreement. Except for that representation and
any representations made or contained in any proposal submitted by the
Consultant and any reports or opinions prepared or issued as part of the work
performed by the Consultant under this Agreement, Consultant makes no other
warranties, either express or implied, as part of this Agreement.
1.4 Services and work provide by the consultant at the City's request under
this Agreement will be performed in a timely manner in accordance with a
Schedule of Work, which the parties hereto shall agree to. The Schedule of
Work may be revised from time to time upon mutual written consent of the
parties.
2. Consideration
2.1 The Consultant shall be compensated on a Not -to -Exceed basis as
provided in Attachment B 'Payment Schedule" attached hereto and by reference
made a part hereof for the Not -to -Exceed amount of $134,990.00
2.2 The Consultant shall provide the City with a monthly statement, as a
percentage of work complete by task, of fees earned and costs incurred for
services provided during the billing period, which the City will pay within 30 days
of receipt of a correct invoice and approval by the City. The City will not withhold
any Federal or State income taxes or Social Security Tax from any payment
made by City to Consultant under the terms and conditions of this Agreement.
Payment of all taxes and other assessments on such sums is the sole
responsibility of Consultant.
2.3 Except as expressly provided in this Agreement, Consultant shall not be
entitled to receive from the City any additional consideration, compensation,
salary, wages, or other type of remuneration for services rendered under this
Agreement., including , but not limited to, meals, lodging, transportation,
drawings, renderings or mockups. Specifically, Consultant shall not be entitled
by virtue of this Agreement to consideration in the form of overtime, health
insurance benefits, retirement benefits, paid holidays or other paid leaves of
absence of any type or kind whatsoever.
3. Time of Performance:
This agreement shall become effective upon execution by both parties, and shall
expire upon completion of the agreed upon services, estimated to be October
2015, or unless sooner terminated as provided below or unless some other
PARKS AND RECREATION MASTER PLAN Page 2 of 27
PROJECT NO. 10452
method or time of termination is listed in Attachment A. This Agreement shall
terminate automatically on the occurrence of (a) bankruptcy or insolvency of
either party, or (b) sale of Consultants business.
4. Independent Contractor:
4.1 In all matters pertaining to this agreement, CONSULTANT shall be acting
as an independent contractor, and neither CONSULTANT nor any officer,
employee or agent of CONSULTANT will be deemed an employee of CITY.
Except as expressly provided in Attachment A, Consultant has no authority or
responsibility to exercise any rights or power vested in the City. The selection
and designation of the personnel of the CITY in the performance of this
agreement shall be made by the CITY.
4.2 Consultant shall determine the method, details and means of performing
the work and services to be provided by Consultant under this Agreement.
Consultant shall be responsible to City only for the requirements and results
specified in this Agreement and, except as expressly provided in this Agreement,
shall not be subjected to City's control with respect to the physical action or
activities of Consultant in fulfillment of this Agreement.
5. Indemnification and Insurance:
CONSULTANT shall indemnify and save and hold harmless CITY from and for
any and all losses, claims, actions, judgments for damages, or injury to persons
or property and losses and expenses and other costs including litigation costs
and attorney's fees, arising out of, resulting from, or in connection with the
negligent acts and/or errors or omissions by the CONSULTANT, its servants,
agents, officers, employees, guests, and business invitees, and not caused by or
arising out of the tortuous conduct of CITY or its employees. CONSULTANT
shall maintain, and specifically agrees that it will maintain, throughout the term of
this Agreement, liability insurance in the minimum amounts as follow, General
Liability One Million Dollars ($1,000,000) per incident or occurrence, Professional
Liability / Professional errors and omissions One Million Dollars ($1,000,000)
aggregate, Automobile Liability Insurance One Million Dollars ($1,000,000) per
incident or occurrence and Workers' Compensation Insurance , in the statutory
limits as required by law. The CITY shall be named an additional insured on both
General Liability and Automotive policies. The limits of insurance shall not be
deemed a limitation of the covenants to indemnify and save and hold harmless
CITY; and if CITY becomes liable for an amount in excess of the insurance limits,
herein provided, CONSULTANT covenants and agrees to indemnify and save
and hold harmless CITY from and for all such losses, claims, actions, or
judgments for damages or injury to persons or property and other costs, including
litigation costs and attorneys` fees, arising out of, resulting from , or in connection
with the performance of this Agreement by the Consultant or Consultant's
officers, employs, agents, representatives or subcontractors and resulting in or
attributable to personal injury, death, or damage or destruction to tangible or
PARKS AND RECREATION MASTER PLAN Page 3 of 27
PROJECT NO. 10452
intangible property, including use of. CONSULTANT shall provide CITY with a
Certificate of Insurance, or other proof of insurance evidencing CONSULTANT'S
compliance with the requirements of this paragraph and file such proof of
insurance with the CITY at least ten (10) days prior to the date Consultant begins
performance of its obligations under this Agreement. In the event the insurance
minimums are changed, CONSULTANT shall immediately submit proof of
compliance with the changed limits. Evidence of all insurance shall be submitted
to the City Purchasing Agent with a copy to Meridian City Accounting, 33 East
Broadway Avenue, Meridian, Idaho 83642.
Notices: Any and all notices required to be given by either of the parties hereto,
unless otherwise stated in this agreement, shall be in writing and be deemed
communicated when mailed in the United States mail, certified, return receipt
requested, addressed as follows:
CITY
City of Meridian
Purchasing Manager
33 E Broadway Ave
Meridian, ID 83642
208-888-4433
Email:
kwatts@ m eridiancity.o rg
CONSULTANT
Greenplay, LLC
Attn: Chris Dropinski
1021 E. South Boulder Rd., Suite N
Louisville, CO 80027
Phone: (303) 870-8674
Email: ChrisD@GreenPlayLLC.com
Either party may change their address for the purpose of this paragraph by giving
written notice of such change to the other in the manner herein provided.
Attorney Fees: Should any litigation be commenced between the parties hereto
concerning this Agreement, the prevailing party shall be entitled, in addition to
any other relief as may be granted, to court costs and reasonable attorneys' fees
as determined by a Court of competent jurisdiction. This provision shall be
deemed to be a separate contract between the parties and shall survive any
default, termination or forfeiture of this Agreement.
8. Time is of the Essence: The parties hereto acknowledge and agree that time is
strictly of the essence with respect to each and every term, condition and
provision hereof, and that the failure to timely perform any of the obligations
hereunder shall constitute a breach of, and a default under, this Agreement by
the party so failing to perform.
9. Assignment: It is expressly agreed and understood by the parties hereto, that
CONSULTANT shall not have the right to assign, transfer, hypothecate or sell
any of its rights under this Agreement except upon the prior express written
consent of CITY.
PARKS AND RECREATION MASTER PLAN Page 4 of 27
PROJECT NO. 10452
10. Discrimination Prohibited: In performing the Services required herein,
CONSULTANT shall not unlawfully discriminate in violation of any federal, state
or local law, rule or regulation against any person on the basis of race, color,
religion, sex, national origin or ancestry, age or disability.
11. Reports and Information:
11.1 At such times and in such forms as the CITY may require, there shall be
furnished to the CITY such statements, records, reports, data and information as
the CITY may request pertaining to matters covered by this Agreement.
11.2 Consultant shall maintain all writings, documents and records prepared or
compiled in connection with the performance of this Agreement for a minimum of
four (4) years from the termination or completion of this or Agreement. This
includes any handwriting, typewriting, printing, photo static, photographic and
every other means of recording upon any tangible thing, any form of
communication or representation including letters, words, pictures, sounds or
symbols or any combination thereof.
12. Audits and Inspections: At any time during normal business hours and as
often as the CITY may deem necessary, there shall be made available to the
CITY for examination all of CONSULTANT'S records with respect to all matters
covered by this Agreement. CONSULTANT shall permit the CITY to audit,
examine, and make excerpts or transcripts from such records, and to make
audits of all contracts, invoices, materials, payrolls, records of personnel,
conditions of employment and other data relating to all matters covered by this
Agreement.
13. Publication, Reproduction and Use of Material: No material produced in
whole or in part under this Agreement shall be subject to copyright in the United
States or in any other country. The CITY shall have unrestricted authority to
publish, disclose and otherwise use, in whole or in part, any reports, data or other
materials prepared under this Agreement.
14. Compliance with Laws: In performing the scope of services required
hereunder, CONSULTANT shall comply with all applicable laws, ordinances, and
codes of Federal, State, and local governments.
15. Changes: The CITY may, from time to time, request changes in the Scope of
Services to be performed hereunder. Such changes, including any increase or
decrease in the amount of CONSULTANT'S compensation, which are mutually
agreed upon by and between the CITY and CONSULTANT, shall be
incorporated in written amendments to this Agreement.
16. Termination: If, through any cause, CONSULTANT, its officers, employees, or
agents fails to fulfill in a timely and proper manner its obligations under this
Agreement, violates any of the covenants, agreements, or stipulations of this
PARKS AND RECREATION MASTER PLAN Page 5 of 27
PROJECT NO. 10452
Agreement, falsifies any record or document required to be prepared under this
agreement, engages in fraud, dishonesty, or any other act of misconduct in the
performance of this contract, or if the City Council determines that termination of
this Agreement is in the best interest of CITY, the CITY shall thereupon have the
right to terminate this Agreement, in part or in its entirety, by giving written notice
to CONSULTANT of such termination and specifying the effective date thereof at
least fifteen (15) days before the effective date of such termination.
CONSULTANT may terminate this agreement at any time by giving at least sixty
(60) days notice to CITY.
In the event of any termination of this Agreement, all finished or unfinished
documents, data, and reports prepared by CONSULTANT under this Agreement
shall, at the option of the CITY, become its property, and CONSULTANT shall be
entitled to receive just and equitable compensation for any work satisfactorily
complete hereunder.
Notwithstanding the above, CONSULTANT shall not be relieved of liability to the
CITY for damages sustained by the CITY by virtue of any breach of this
Agreement by CONSULTANT, and the CITY may withhold any payments to
CONSULTANT for the purposes of set-off until such time as the exact amount of
damages due the CITY from CONSULTANT is determined. This provision shall
survive the termination of this agreement and shall not relieve CONSULTANT of
its liability to the CITY for damages.
17. Construction and Severability: If any part of this Agreement is held to be
invalid or unenforceable, such holding will not affect the validity or enforceability
of any other part of this Agreement so long as the remainder of the Agreement is
reasonably capable of completion.
18. Advice of Attorney: Each party warrants and represents that in executing this
Agreement. It has received independent legal advice from its attorney's or the
opportunity to seek such advice.
19. Entire Agreement: This Agreement contains the entire agreement of the parties
and supersedes any and all other agreements or understandings, oral of written,
whether previous to the execution hereof or contemporaneous herewith.
20. Public Records Act: Pursuant to Idaho Code Section 9-335, et seq.,
information or documents received from the Contractor may be open to public
inspection and copying unless exempt from disclosure. The Contractor shall
clearly designate individual documents as "exempt' on each page of such
documents and shall indicate the basis for such exemption. The CITY will not
accept the marking of an entire document as exempt. In addition, the CITY will
not accept a legend or statement on one (1) page that all, or substantially all, of
the document is exempt from disclosure. The Contractor shall indemnify and
defend the CITY against all liability, claims, damages, losses, expenses, actions,
attorney fees and suits whatsoever for honoring such a designation or for the
PARKS AND RECREATION MASTER PLAN Page 6 of 27
PROJECT NO. 10452
Contractor's failure to designate individual documents as exempt. The
Contractor's failure to designate as exempt any document or portion of a
document that is released by the CITY shall constitute a complete waiver of any
and all claims for damages caused by any such release.
21. Confidentiality: Consultant understands and acknowledges that all tests and
results(confidential information) are intended solely for the City. Consultant
agrees to hold all confidential information in confidence and will not disclose the
confidential information to any person or entity without the express prior written
consent of City.
22. Applicable Law: This Agreement shall be governed by and construed and
enforced in accordance with the laws of the State of Idaho, and the ordinances of
the City of Meridian.
23. Approval Required: This Agreement shall not become effective or binding until
approved by the City of Meridian.
CITY OF MERIDIAN GREENNPjLAY, LC p
BY: BY: C/�
TAMMY de W MA R Chris Dropinski, Principal
Dated: I ' 28 I Dated: 10/23/2014
Approved by Council: "ke- ?-?-, 70/v
Purchasing Appr val
BY:
KEITHWATTS, Purchasing Manager
Dated:: /0Zz y�y
PARKS AND RECREATION MASTER PLAN
PROJECT NO. 10452
Depart ��+ent ppro al
BY:
Stev Siddoway, birector aParks & Rec
Dated::
Page 7 of 27
Attachment A
SCOPE OF WORK
Strategic Kick -Off and Determination of Critical Success Factors
The most important part of any project is ensuring that your expectations are met and that
your project goals are achieved. Upon selection and contract award, GreenPlay will provide a
Detailed Work Plan for discussion in a Strategic Kick -Off (SKO) meeting, in which we will meet
with staff to finalize the project scope that will outline the timeline and provide details of the
planning process, including accepted methodologies and tasks, final number and types of
meetings, expected quality and formats for deliverables, and agreement on the implementation
strategies. We will set a timeline for the public engagement process and the anticipated
approval process.
During the Strategic Kick -Off we will work closely with your team to identify key "Critical
Success Factors" that will ensure that this project is successful and will determine your desired
level of involvement and outcomes. As the project progresses, written Monthly Progress
Reports will be provided that cover:
Recent progress for current month
Identification of any outstanding issues or information needed
Schedule and meeting updates and modifications, if necessary
A monthly conference call (if not on-site) will be conducted with your Project Manager to
discuss the content of the Monthly Progress Reports and any other pertinent issues.
Additionally, we are always available to you for phone and/or email communications. We
understand that the City would like progress reports to be included on its website at regular
intervals. We will create these reports in a format that will allow the City to upload them to its
website, giving the public access to major milestones in the project.. To the extent that trips are
scheduled during times when the City Council and Commission meet, briefings can be provided
if desired.
Integration of Existing Vision, Goals, Operations, Budgets, and Plans
Our team will evaluate and effectively utilize information from recent past and/or current
planning work. We will consolidate relevant information from these planning documents,
inventory maps, budgets, work plans, and funding plans utilized by the Parks and Recreation
Department to facilitate the comprehensive coordination of direction and recommendations.
Documents will include (but will not be limited to):
• 2003 Parks & Recreation Action Plan.
• City of Meridian Comprehensive Plan (2011).
• Pathways Master Plan.
• Impact Fees Study.
• Downtown Meridian Neighborhood Pedestrian and Bicycle Plan (ACHD).
• ACHD Roadways to Bikeways Plan.
PARKS AND RECREATION MASTER PLAN Page 8 of 27
PROJECT NO. 10452
• City of Meridian Existing Conditions Report.
• Ten Mile Specific Area Plan.
• Future Land Use Map.
• Plans completed by nearby agencies and/or Ada County, and other planning
documents that are pertinent to this planning effort.
Task 1: Department Mission, Vision, Values
An organization's values are comprised of the agency's leadership and staff values and the
community values. Your community's values direct the future vision and help determine those
community conditions that you wish to impact through your organizational mission. The
mission is why an agency exists, and the core business functions are how you fulfill your mission
and achieve your community -specific vision. Creating consensus on fundamental principles
creates a logical, philosophical framework that will guide your decision-making efforts.
Articulating Previous Strategies
Before we can fully articulate Values, Vision, and Mission, we must identify current strategies
that are in operation within the City and the Parks and Recreation Department. Like most
organizations, your City operates within the guidelines of pre -determined program and/or
organizational strategies. Oftentimes, these have not been formally recognized as actual
strategies or expectations, nor have they been considered as part of the organization's future.
During the Strategic Kick -Off site visit, we will meet with the project team and staff members
from other City departments to identify past operational patterns, such as allocation of
resources, analyze their effectiveness, and consider their function in future operations. We will
conduct a workshop with the project team and staff to review current Values, Vision and
Mission, review the current City Values, Vision and Mission and begin to craft new Values,
Vision and Mission for the Parks and Recreation Department. These new statements will be
presented as the basis for the public input in focus groups and public meetings during both
information gathering and findings.
The resulting Values, Vision and Mission help us create a Community Profile that allows us to
examine the tapestry of the City using available socio-economic demographic data and
integrate those with the current economic conditions, the latest parks and recreation industry
trends, and best practices to achieve your vision.
Deliverables:
• List of accepted mission, vision, and value statements for the Meridian Parks &
Recreation Department.
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H. Inventory and Level of Service Analysis (RFP Tasks 2, 3 and 4)
Task 2: Park Classification System
Our GreenPlay team will work with the Department to classify existing park and recreation
facilities in order to ensure that recommendations are consistent with community needs. We
will:
Review existing park and recreation facilities and generate a list of park
definitions that include size, service area, intended service group, and a general
description. Potential park classifications may include, but are not limited to, Mini
Park, Neighborhood Park, Community Park, Regional (formerly Large Urban)
Park, Special Use Facility, and Pathways/Linear Parkways.
Also include classifications for parks provided by other community partners,
including Homeowners/Business-owners Association Park, School District Park,
and Western Ada Recreation District Park.
Confirm park classification system conforms to National Recreation and Park
Association (NRPA) standards.*
*We have included information on our proprietary version of Composite Values Method for
Level of Service Analysis (called GRASP®) which allows us the ability to evaluate not only the
quantity of your parks and recreation system, but also its quality. This methodology provides a
more comprehensive assessment of your system and its components in meeting community
needs. See more detail about current park standards and GRASP° in Task 3.
Deliverables:
• Park Classification System, including definitions, design standards, site selection
criteria, and any applicable policies or land use guidelines.
Task 3: Existing Parks & Recreation Inventory
Inventory of Assets and Opportunities
Our GreenPlay Team will collect data on existing public and private parks and recreation
programs, services, and facilities. We will work directly with the Project Team and City staff,
using any inventory that may be available in the existing Comprehensive Plan and the previous
plan as a starting point. We will then create a GIS map of the data to prepare for analysis. Key
issues regarding any of the assets from both staff and stakeholder perspectives will be noted.
All analysis of facilities and internal components will be incorporated into a dynamic digital
database that becomes property of the City of Meridian upon completion of the project. The
assessment will include comparative analysis to communities of similar size and density using
accepted standards and Composite -Values Level of Service methodology (details follow). The
inventory will be compiled and analyzed to provide complete information. We can work with
various information formats and will produce the final deliverables in both shapefile and textual
formats that are dynamic and easily updated and used in the future. Once the physical
inventory is completed and accurate, we will help analyze the system with quantitative,
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qualitative, and textual analysis. The inventory will include recommendations for locating areas
for improvements to address unmet needs for active and passive recreation, and will address
methods for minimizing duplication of offerings and/or enhancing possibilities for collaborative
partnerships where appropriate.
We will identify existing partnerships, as well as facilities offered by alternative providers,
including homeowner association parks and business association parks within city -approved
and developed subdivisions, public school properties within the comprehensive planning area,
and all parks and recreation facilities owned and operated by the Western Ada County
Recreation District (WARD).
Inventory of Existing Facilities
Design Concepts will conduct a digital inventory of the existing parks and recreational facilities
analyzing the condition of the overall environment as it would relate to usability, comfort,
connectivity, and safety. In addition, the inventory will include a specific scoring of all
amenities, such as playgrounds, swing sets, shelters, ball fields, etc. The condition of the overall
park and its amenities will become the basis for any future capital improvements within the
overall park system.
We will utilize available base GIS/CAD materials and fill in missing information to compile a
comprehensive, updated inventory. We can work with various information formats and will
produce the final deliverables in both shapefile and textual formats that are dynamic and easily
updated and used in the future. Once the physical inventory is completed and accurate, we will
help analyze the system with quantitative, qualitative, and textual analysis. This will be a
dynamic user friendly inventory that you will have from this point forward.
Level of Service Analysis — Composite Values Methodology
Analyses of parks, open space, trails, and recreation
systems determine how the current systems effectively
serve the community, and while your holdings are not
extensive right now, getting an analysis of where the gaps
are and the quantities and locations needed in the future
will help create the plan. The GreenPlay/Design Concepts
Team uses composite -values methodology (CVM), with our
version known as "GRASP®" (see sidebar). This is based on
the scoring of sites and amenities (also referred to as
components) in order to rate how each is performing for its
intended purpose.
To quantify current level of service (LOS) and make
recommendations to ensure uses/spaces meet current and
future needs of the local community, analysis will consider
the capacity of each amenity (playgrounds, ball fields, trails,
recreational and special facilities, etc.), as well as
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functionality, accessibility, condition, comfort, and convenience.
We will also identify other providers of community and recreation services and
recommendations for minimizing duplication and enhancing possibilities for partnerships where
appropriate. The assessment will also include a regionally comparative analysis to communities
of similar size and density, using nationally accepted standards.
We will also make recommendations for minimizing duplication and/or enhancing possibilities
for collaborative partnerships where appropriate. In addition, we will evaluate the effectiveness
of identity, marketing, positioning, technology, and customer service provision factors.
Deliverables:
• Map(s) with all public and private parks and recreation facilities identified within
the City's current comprehensive planning area.
• Copies of all park property descriptions, deeds, water rights (surface and ground)
and partnership agreements.
• Digital inventory of all private and public parks amenities.
• Description of current recreation programs and facilities.
• Update of Existing Conditions Report for the City's Comprehensive Plan.
Task 4: Define Level of Service (LOS) Goals
Facility and Asset Gaps
We will collect and analyze information on usage, needs, desires, operations, maintenance,
land use trends, and make recommendations. We will identify areas of service shortfalls and
projected impact of future trends.
Using the results of the statistically -valid survey, focus groups, stakeholder meetings, needs
assessment, current level of service, current capacity and future growth, standards, and
classifications analysis, GreenPlay will identify and prioritize the unmet facility and asset needs
in the community. The gaps in facilities and assets can be identified using the nexus of unmet
need and high importance. In addition, using the population projections as an overlay to
current capacity and industry standards, we will project future needs.
Program and Service Analysis
We will assess the following goals for analysis of Programs and Services:
• Provide an assessment and analysis of the City's current level of recreation
programs, services, and maintenance.
• Provide a user fee analysis for facilities, programs, and services.
• Provide recommendations for minimizing duplications or enhancing possibilities
for collaborative partnerships where appropriate.
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• Document current and future recreation programming needs through a
community recreation needs assessment survey, based on a statistically -valid
sample provided by the consultant team.
• Evaluate and incorporate the findings of statistically significant needs
assessment results.
• Utilize standard analysis methods to forecast future needs.
• Analyze recreation program demand with regard to currently -available facilities,
including facilities owned by key alternative providers.
Programs and Services Gaps
We will collect and analyze information on participation, needs, desires, operations, and
management strategies for programming and service offerings, and make recommendations.
We will identify areas of service shortfalls and projected impact of future trends.
Using the results of the statistically -valid survey, focus groups, stakeholder meetings, needs
assessment, current level of service, alternative providers in the market, and current capacity,
Green Play will identify and prioritize the unmet programming needs in the community. The
gaps in programs and services can be identified using the nexus of unmet need and high
importance.
We recognize that information gathered during the community engagement process,
background data, and current usage cannot alone tell the full story of a community's parks,
recreation, trails, and open space needs. For this report, GreenPlay will utilize our national
parks and recreation experience, to analyze and summarize potential trends that may influence
the City for short-term recommendations and set the stage for long-term goals.
Deliverables:
• Park Acreage Level of Service.
• Recreation Programs Level of Service.
• Maintenance Levels of Service.
• Benchmarks of comparable levels of service from other communities.
III. Community Outreach and Public Participation (RFP Task 5)
To improve public knowledge of this project and to encourage support for future parks and
recreation planning projects, we will conduct a comprehensive public process. We understand
the importance of listening, gaining an understanding of a community's vision, and guiding
everyone to consensus on the future direction of a community. Citizens need to feel that their
fingerprints can be found in a resulting plan that is specific to the community, easily
understood, and actionable - especially in engaged communities such as Meridian. Particular
emphasis will be placed on utilizing a diverse array of outreach methods, expanding the overall
number of participants and age range of participants, facilitating participation by under-
represented populations (seniors, children, ethnic groups, etc.). Our approach will allow
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community leaders to feel confident that the plan has sufficient buy -in and concrete
implementation strategies to fulfill the community's vision.
In pursuing community engagement, we recognize that one of the primary goals of this plan is
to engage people from all facets of the City Of Meridian — including harder -to -reach populations
such as seniors, children, ethnic groups, low to moderate income communities, etc. We will
attempt to reach people where they are by providing input opportunities and holding focus
group meetings in locations convenient to existing community groups (e.g., meeting with
parents groups at the school site, etc.). We will strategize with the project team to develop a
public outreach and participation strategy to most effectively engage residents in this
important planning project. We will also employ a sense of "urgency" in all communications,
encouraging residents to take advantage of this opportunity and timing to influence their own
future.
GreenPlay evaluates feedback from key participants using specific methodologies that provide
clearly identified and measurable outcomes. This feedback is also critical in the development of
the citizen survey. The following chart highlights our most commonly used information
gathering methods. We are very purposeful about making our encounters with the public
meaningful and a good use of everyone's valuable time and energy.
Potential Public
Who
Assessment & Information Gathering Tools
Users Citizens/ Voters
Key Stakeholders
Staff & Decision Makers
Partners
Alternative Providers
Consultants
Project Team
Methodologies
Intercept Surveys
Public Meetings
Individual Interviews
Facilitation
Focus Groups
Statistically -Valid Surveys
Small Group Meetings
Inventory
Questionnaires
Commission Meetings
SWOTAnalysis
Trends
Various Group
Websites
Demographics
Process Techniques
Media Outlet
Benchmarking
SWOTAnalysis
Group Process
Best Practices
Online Community
SWOT Analysis
Town Hall
Outcomes
Issues
Support
Opportunities:
Recommendations
Needs
Consensus
Constraints
Policies
Satisfaction levels
Education
Gap Analysis
Staff Development
Fee tolerance
Funding Tolerance
Special Interest
Sustainability
Amenities
Priorities
Political Issues
level of Service
Identity
Historic Issues
Community Profile
Stakeholders
Niche Markets
Partnerships
Business Planning
Funding
CIP & Action Plans
The actual outline of methodology that best fits this project and your community will be
finalized and detailed during the Strategic Kick -Off meeting. However, we anticipate that the
public input process will include at a minimum:
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Three Public Community Meetings
• The first during the information gathering portion of the project that will provide an
introduction to the project (i.e., purpose, scope, expected outcomes) and an
opportunity to provide input about the desires and needs of the community. This
meeting is intended to provide information and to validate and round out the
qualitative information received from the focus groups. Focus group and
interview participants are always interested in attending this follow up meeting to
see what others have to say.
A typical schedule for the information gathering week would be a Tuesday,
Wednesday, and Thursday while Design Concepts and Breckon Land Design are
conducting the Facility Inventory and Assessment. They will also sit in on a key
few meetings. A Staff Focus group could be held on Tuesday morning, with 2 or
3 Focus Groups or Stakeholder Interviews being held during the day and evening
on Tuesday and Wednesday. Thursday morning would include a Staff Debrief
and next steps, in the afternoon the consultant team will prepare a presentation
of what has been heard so far for the Community Meeting on Thursday evening.
• The second to present the "findings" of the needs assessment (i.e., survey
results, inventory results, areas of focus for the recommendations) and an
opportunity to provide comments about the information presented.
• The third to present draft recommendations as part of a Parks and Recreation
Commission and City Council Presentation.
Multiple Focus Group and Stakeholder Interviews
During the week of Information Gathering, we can accommodate a minimum of 4-6 focus
groups with targeted topics. For specific areas in which people may not attend, we can go to
them. This may include specific demographics (seniors, youth), user groups (sports, aquatics,
conservation, businesses, alternative providers, etc.). Individual stakeholders will be identified by
the project team for interviews. These are usually key people outside of the project team,
although we are always open to talk to anyone who wants to be heard. Approximately 10 in-
person stakeholder interviews can be scheduled during the information gathering trip as
possible and can also be conducted by phone at other times). Likely participants for both
strategies may include (but will not be limited to):
• Department Staff and Project Team.
• Parks & Recreation Commission.
• Other interested Commissions, as determined during Strategic Kick -Off.
• Other Service Providers (public, private and non-profit, etc.), and primary stakeholders,
such as youth, seniors, youth sports associations, outdoor recreation providers, disabled
citizens, school officials, disadvantaged community members, and other stakeholders as
mutually determined.
• Specific community sectors, such as business, tourism, education, health community,
local non -profits, youth, sports, cultural activities, visual and performing arts, aquatics,
trails, seniors, and/or other key interest areas.
We have found that speaking directly with representatives allows us to better understand the
needs of the people they represent and barriers to delivering service. We make every attempt
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to quantify numbers of current and potential users along with facilities used by the groups and
to identify future facility and programming needs and partnering opportunities.
Statistically -Valid Survey
As part of the quantitative needs assessment portion of the plan, our team will conduct a
statistically -valid survey. As mentioned previously, it is the most useful method available to get
the opinions of the NON-USERS in your community.
We suggest that for this Parks and Recreation Master Plan, RRC Associates will create a mail -
based survey of 4-6 pages in length (including cover letter). Our recent experience with
communities, such as Meridian, shows that response rates to a mail survey will likely be in the
range of 10% to 15% (although we will discuss potential ways to help encourage a higher return
rate). As such, we could expect to receive enough completed questionnaires for analysis with a
margin of error of+/- 5.7 at the aggregate level (depending on response). To help improve
response rates, we would also anticipate that the City would assist with marketing and creating
public awareness of the survey through media and other channels, such as local newspaper,
radio, cable TV, City web site, and so on.
Green Play will work with RRC and your project team to draft questions regarding awareness,
needs, satisfaction, participation, desires, priorities, willingness to pay, and/or other issues
determined by the project team. For any survey methodology, we encourage the City to offer
some sort of participant incentive to residents, such as a prize drawing for passes to recreation
facilities, gift cards to a local grocery store, or other local businesses, etc.
We have substantial experience in designing surveys specifically for parks, recreation, and
cultural services issues that are effective and representative of the users and non-users.
Surveys will be well written and easily understood, and the results of overall needs will be
tallied and summarized. All respondent comments will be included in the final report.
NEW** MindMixer Online Community Engagement
To help increase broad participation, we have added the use of MindMixer "Online Virtual
Town Hall" to our community engagement arsenal. This tool creates a managed and facilitated
online community dialogue, including polling, open online and user surveying, discussions, topic
suggestions, prioritization options, etc. It also allows for people who may not be comfortable
engaging in the public process to voice their opinions. We can promote this with the City,
identifying it as an open engagement forum, and use it to ask specific questions that may need
additional validation or input. The MindMixer site is available in several languages, so it is a
good tool to engage this portion of the public; who may not participate in public meetings.
The custom MindMixer site created for this project can be accessed online and by text
message, smart phone, etc. Examples of this process in use can be found at
www.mindmixer.com. A specific example of one we've done recently can be viewed at
winchester.mindmixer.com. This tool is designed to enhance community involvement and
obtain feedback from people who may not necessarily come to meetings. We are excited to be
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the preferred parks and recreation management consultant firm using this innovative and
successful MindMixer tool right now.
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
To develop a short and long-term strategy for the future planning of Meridian's parks and
recreation service provisions, we will compile a SWOT Analysis using information gleaned from
staff and public engagement. A SWOT Analysis is an effective and realistic way of identifying the
market Strengths and internal and external Weaknesses, and for examining the Opportunities
and Threats faced by the organization. This process will help to identify any deficiencies in the
provision of services and programs, and it will also help to identify potential partners in the
service area.
Demographics and Population Projections
We will identify the constituency of the City through a demographic analysis and market profile,
utilizing all information available from previous planning efforts and gathered from the Planning
Department, U.S. Census Bureau, ESRI sources, and other national and local sources. We will
work directly with your Planning Department to help document growth and redevelopment
areas and land use changes. A detailed demographic analysis based on service areas will outline
trends and information that could affect the need for facilities and programming,
Trends Analysis
Trends analysis will consider demographic shifts and their impact on future recreation, parks,
trails, and open space provisions. This analysis will also identify interest and participation levels
for a variety of activities, will assess how services are provided through both administrative and
planning trends, and will evaluate how Meridian's parks and recreation facilities and amenities
compare to national and regional trends. This process includes strategic analysis of local, state,
and national best practices and what is new in the field of parks and recreation.
Deliverables:
• Work plan detailing the community outreach strategy, including any innovative
efforts, and timeline.
• Graphic and written information (fliers, questionnaires, press releases, etc.) to
support the public outreach efforts (both print and electronic formats).
• Presentations to local user groups, Commissions, and City Council as needed.
• Statistically valid survey and summary of findings.
• Focus groups, staff, and public meetings; summaries of each.
• Analysis of our Strengths, Weaknesses, Opportunities, and Threats (SWOT) or
similar.
• Demographics and community trends.
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IV. Recommendations and Strategic Goals (RFP Task 6)
Findings and Visioning Strategies Development
Workshop
We recognize that our team needs to work with the
City's project team to fully analyze identified findings
and to create implementable recommendations for
your future. We want to be respectful of the project
team's time, while thoughtfully contributing our
identified ideas, suggestions, qualitative, and
quantitative findings. We also want to engage all
interested project team members and key stakeholders in determining future vision and action
plan steps for the City's parks and recreation needs.
GreenPlay team consultants will compile initial findings from the public involvement, standards,
inventory, and needs assessments and will prepare a summary of Findings for staff, decision
makers, stakeholders, and the public to validate the accuracy of the findings. During this stage,
we will confirm that all information identified and collected thus far is correct, and we will ask
all stakeholders to share any additional issues or opportunities for consideration as we prepare
to move forward into analysis and recommendations.
Following review of the Findings, we will facilitate a Visioning Strategies Workshop that will
include an analysis of all findings, and any other potential challenges. We will also identify
opportunities for implementation steps, work plans, and funding implications. This Workshop
will help provide an articulated guiding vision for future acquisition, development, and
maintenance of parks and recreation facilities, with goals, desired outcomes, and standards
identified to direct policy and acquisition for existing and proposed facilities.
Visioning and Recommendations
Based on the analysis of demographic information, participation, needs and desires, operations
and maintenance, land use trends, level of service gaps, and projected impact of future trends,
recommendations will be developed addressing needs for parks, acquisition, and opportunities
for available funding.
We propose the following goals for recommendations and action plan development:
• Direction for level of service including acquisition and development of parkland,
playgrounds, open space, and facilities to meet future needs.
• Identification of gaps in service, as well as future service needs for the
community.
• ADA assessment of parks, facilities, open space, and playgrounds, as needed on
each site, and included in the GIS dataset.
• Recommendations for shift in operations, programs and amenities, with geo-
spatial analysis of program locations included in the GIS dataset.
• Financial plan for the development, modernization, maintenance and rehabilitation
of parks, facilities, open space and playgrounds.
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• Funding and implementation strategies to implement financial plan.
• Maps and GIS data layers/Microsoft Excel tools, with built-in formulas to model
financial scenarios/decisions.
• A summary chart of needed parks, facilities, capital improvement projects, and
relative costs.
• An Action Plan of prioritized projects and budget support and funding mechanisms
for short, mid, and long-term implementation strategies. This will include goals,
objectives, policies, and standards for community parks and recreation lands and
facilities that will achieve the desired level of services and be responsive to the
identified needs of the community.
We will create a prioritized timetable forth e development of parks, playgrounds, open space,
and facilities.
Short Term Goals (2014 — 2016)
Mid Term Goals (2017 — 2021)
Long Term Development Goals (Post 2021)
Deliverables:
Develop charts, graphs, maps, and other data as needed to support the plan and its presentation to
the appropriate audiences, including (but not limited to):
o Existing needs assessment map: Facilities that are needed to adequately serve
the current population.
o Future needs assessment map. Facilities that are needed to adequately serve
the projected population.
o Description of future recreation programs and/or facilities needed to serve the
projected population.
o Prioritization structure for determining priorities in the face of competing demands
and/or limited resources.
V. Strategic Action and Implementation Plan (RFP Task 7)
Action/Implementation Plan and Funding Source Table
We will work with the project team to rank and prioritize recommendations, balancing needs
and cost/benefit analyses, capacity of the City, and budgetary realities. The product of this task
will be a set of recommendations with strategies, priorities, and identification of budget
support funding mechanisms phased into immediate, near-term, and long-term timeframes
addressing needs regarding land acquisition, along with the development of parks and
recreation lands and facilities. An Action Plan, including costs, potential funding mechanisms,
timing, and responsible party will be developed for the City of Meridian.
Present and Projected Fiscal Resources
GreenPlay will conduct an overview analysis of existing funding to meet existing needs and
projected funding to meet future needs. In addition, we will analyze other sources of funds,
such as levies and bond issues and strategies for land acquisition, including easements. We will
look for gaps in the current management and funding system and look for potential areas of
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improvement. Meridian's funding sources will be compared against similar communities to
determine best practices, and our team will consider the feasibility of creating a donation fund
for the Parks and Recreation Department.
Cost Recovery and Resource Allocation
GreenPlay is a national leader in teaching and developing innovative approaches to handling
the often contentious financial issues of "how much taxpayer subsidy is enough?" or "where
should the resources go?" GreenPlay has established and improved the "Pyramid"
methodology for helping agencies create an overall philosophy and approach for resource
allocation, program pricing, and cost recovery evaluation. We currently teach at conferences
and train agencies and universities in the implementation and use of this straightforward but
innovative methodology, which is invaluable for making tough resource allocation decisions,
and creating pricing and cost recovery strategies.
This methodology will be helpful for evaluating the financial sustainability of the Parks and
Recreation Department from both operational and capital funding aspects. As part of your
project, we will use the concepts for identification of gaps and/or areas of non -consensus,
along with introducing the concepts for this framework for decision making.
As part of GreenPlay's proposed process, we will introduce your staff to this methodology and
use it for the basis of "what if' scenarios predicated on the City's financial sustainability goals.
The philosophy and model will aid in future budgeting and planning and will become the
foundation for negotiating, re -negotiating, and managing:
• Partnerships, collaborations, and sponsorships.
• Agreements and memorandums of understanding.
• Land dedication or fees -in -lieu.
• Development impact fees and/or system development charges.
• Benefit assessment districts.
• Fees, charges, and pricing strategies.
Note: A full detailed analysis of cost recovery, divisional budgets, and/or pricing is not typically
included in an analysis such as this but can be facilitated separately or concurrently for an
additional fee, if this is determined to be a desired key focus area.
Alternative Funding and Partnerships
GreenPlay has extensive experience evaluating options for alternative funding. Alternative
funding typically includes grants, donor programs, sponsorships, and/or partnerships. Our
Project Team will identify key partners in the area through the planning process and can
provide management recommendations to enhance this potential funding area. This task does
not include procurement of alternative funding, but this can be addressed separately if desired.
In fact, we have developed sample partnership and sponsorship policies that our clients are
using across the country.
Deliverables:
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• Capital Improvement Plan: Prioritize park and recreation needs and include
planning- level cost opinions for each. Each specific project should include a
general scope of work, implementation schedule, budgetary cost, and an
identified source of funding. Create 5, 10, and 20 -year plans.
• Operating Cost Model: Provide a recommended operation and maintenance cost
model for parks. Provide a recommended operation and cost recovery model for
recreation programs, including classes/camps, special events, and sports
programs. This plan should include an update to the life cycle and cost
replacement model for capital elements to be installed at each park and
recreation facility.
• Alternative Fundraising Plan: Include a list of potential alternative sources of
revenue the City may use to develop parks, recreation, and open space. Identify
grant opportunities for specific projects, provide grant contact information, and
develop grant application schedule so deadlines can be met. Include a
recommendation on creating a donation fund.
• Partnerships: Provide a list of potential partnerships where some parks and
recreation system functions might be managed through public/private
agreements, in coordination with other municipalities or agencies or by specific
user groups.
• Key Performance Measures: Identify key performance measures that can be
tracked over time as part of our "dashboard" charts to review progress toward
goals.
• Impact Fees: Recommend any additions or modifications to the City's Parks &
Recreation impact fee structure for consideration in future impact fee plan
updates.
VI. Staffing Plan and Department Organization (RFP Task 8)
Operational and Business Analysis/Financial Management and Strategy
Financial and Operational Analysis
We will review existing City organizational structures for managing the parks and recreation
system and suggest growth plans for personnel, infrastructure, equipment, operational, and
maintenance needs, with associated cost estimates. This analysis will include the Parks Division,
Recreation Division, and the Administrative Division.
Operations and Maintenance Analysis
GreenPlay will conduct a review of existing park operations and maintenance practices in
relation to operational expectations and industry "best practices." The review will consist of
staff interviews; review of user feedback, budgets, and policies; and site visits. We will develop
recommendations for operations, staffing, and maintenance needs. GreenPlay consultants will
place a focus on sustainable operations and strategies for improving park maintenance levels
and efficiencies. All Plan recommendations will take into account cost effective options for on-
going operations and maintenance, including options for volunteers and/or other partnerships.
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If appropriate, we will also provide recommendations related to the development of more
detailed business planning efforts in the future.
Deliverables:
• Staffing plan, including existing gaps and future needs, for all three divisions in
the Parks & Recreation Department, including:
o Parks Division;
o Recreation Division; and
o Administration Division.
• Future organization charts to go with the 5, 10, and 20 -year capital improvements
plans.
• Description of the Department's volunteer program.
VII. Urban Forestry Management Strategy (RFP Task 9)
As Meridian has experienced exponential population growth in a short period of time, it has
had to evaluate how to manage natural resources. We understand that the City had an urban
forest containing approximately 3,800 trees. We will work with the City Arborist and member of
the Department who are currently developing the GIS Inventory of the urban forest. Breckon
Land Design will work with the City to develop a management schedule for this urban forest
that will allow the City to sustain this important resource. GreenPlay has worked with its non-
profit counterpart, GP RED, on a Children's Forest Corridor project for the U.S. Forest Service,
and we are familiar with how these assets benefit the community. If desired, we can integrate
this information into the management plan.
Deliverables:
• Urban Forestry Management Chapter/Report.
• Goals and objectives for Meridian's urban forestry management.
VIII. Pathways Plan Recommendations (RFP Task 10)
We understand that the City has a Pathways Master Plan that is updated regularly, however, the
City wishes to use the Parks and Recreation Master Plan as an opportunity to review and update
policies in the plan, including long-term ownership and maintenance. Our team will review the
most recent (2010) Pathways Master Plan and evaluate the following:
• Provide a cost estimate for operations and maintenance costs for build -out of the
pathways network.
• Review current Master Pathways Agreement between the City and Nampa &
Meridian Irrigation District.
• Recommend policy changes as appropriate.
Deliverables:
• Proposed modifications to the Park System Master Plan.
• Draft policy language regarding pathway ownership and maintenance.
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• Updated condition of approval wording for development applications related to
pathway development, ownership, and maintenance.
IX. Park Concept Designs (RFP Task 11)
Site Conceptual Plans
Site Conceptual plans will be facilitated by Breckon Land Design for three planned parks. We
will include materials to be presented at public meetings and will analyze the needs and level of
service analysis to develop recommendations for these future parks. A total of 4 meetings will
be held, 1 meeting specific to each park site and a combined public meeting to get feedback and
validation on the 3 park designs.
Deliverables:
Complete concept plans for each park site showing primary entrance, parking, and locations of
all facilities including (but not limited to) play areas, picnic shelters, restrooms, multi-purpose
fields, baseball fields, tennis courts, special use facilities, etc. Conceptual plans and cost
estimates will be included for the following sites:
• South Meridian Regional Park (77 acres);
• Margaret Aldape Park (size TBD, approximately 60-70 acres); and
• Borup/Bottles Properties (47 acres).
The Conceptual Site Plans will show what the program (planned uses and components) is for
identified sites and how the program will be arranged on each site. Some elements may be
shown to scale, but others might be shown as symbols or "bubbles." Connections and/or
buffers between uses may be represented diagrammatically as well. The intent of a conceptual
plan is to see how planned uses can be accommodated on the site and how they will relate to
one another and to adjacent uses. The conceptual plan will show how the site will function, and
it will provide assurance that the proposed program is feasible on the site. The relative amounts
of land dedicated to each use can then be determined.
The goal of the Site Plan will be to gain public understanding and acceptance of the project and
to allocate funding for the project. The final product will include a rendered plan and
supporting graphics that may include sections, perspectives, etc., along with itemized cost
estimates and narrative descriptions of the project, as well as potential phasing and
implementation strategies.
Breckon Land Design provides comprehensive landscape architecture and design services, and
they can add additional detailed services if desired, such as detailed phasing, design, and
construction documents, illustrative perspectives beyond the concept plan, etc.
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PROJECT NO. 10452
X. Draft and Final Plans, Presentations and Deliverables
Recommendations, Implementation Strategies, and Draft Plan
After validating the Findings and conducting the Visioning Strategies Development Workshop,
we will draft the Parks and Recreation Department Master Plan. The plan will include formal
recommendations, along with an Action and Implementation Plan, which will summarize needs
assessments, potential competitors, partnership opportunities, and overall outcomes and
recommendations. Draft Plan Presentations will be presented to the staff, representative
stakeholders, and the public. Revisions and recommendations will be incorporated into your
Final Plan.
A Draft Plan that includes written goals, plans, objectives, and policy statements that articulate
a clear vision and model (a "road map") for the Parks and Recreation Department's future will
be submitted for preliminary review, and all comments will be incorporated into your Final
Plan.
Final Master Plan Preparation Phase
We will meet three times with the project team staff and the public (during Start-up, During
Findings/Visioning, and during the Draft Plan stage), along with presentations to Parks and
Recreation Commission and the City Council for review and development of the Plan. We pride
ourselves on providing well-written, concise, and easily understood plans, both in digital and
printed format, along with graphics, analytical mapping, text, and drawings.
One (1) copy of the Draft Plan will be submitted to City staff for preliminary review, revision,
and for recommendations. All comments will be incorporated into your Final Plan. A Final Plan
Presentation will be presented to the above-mentioned governing entities, as well as to your
staff, representative stakeholders, citizens, the Parks and Recreation Commission, and the City
Council.
We will provide the following:
• One (1) printed copy of the final approved Master Plan document, one print ready
digital copy of all Microsoft Office 2010 (or later) documents, Acrobat files, and ArcView
GIS files.
Our plans also include at no additional charge:
• Qualitative and Quantitative analysis methods beyond those specified in the Request
for Proposal designed to address specific key issues, constraints, and opportunities the
City's future livability and the contribution of parks, recreation, and open space to
economic development and viability.
• Our commitment that for each task, we will quickly assess your current circumstances
and provide what you need to move to the next level in your community, rather than
providing you with just a standard master planning "cookie -cutter" response.
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PROJECT NO. 10452
Report and Graphic formats:
• Microsoft formats, including Word, Excel, PowerPoint, and Publisher (with font
files if necessary) for documents.
• ArcView shapefiles for GIS data.
• JPG and HTML formats for the website.
• AutoCAD files for design drawings, if necessary.
Proposed Project Timeline
Green Play typically prepares Master Plans for presentation within 10-12 months depending on
the draft and final presentation schedule. We request that the City's project staff be responsive
with turnaround on review and approval of documents, and we will workjointlyto lay out a
mutually agreed upon detailed timeline upon award of the project in order to meet this
timeframe. We recognize the need to be both flexible and efficient as part of a community
planning process. We will conduct and attend the number of meetings needed in order to help
you get this project completed in a way that works specifically for your agency.
City of Meridian,
Parks and Recreation Master Plan
Project Timeline 2014 — 2015
Tasks and Key Meetings7
81=:
w ,F
Data Collection and Verification
X
I. Strategic Kick -Off and Determination of Critical
Success Factors
x
Task 1: Department Values, Vision and Mission
X
X
II. Inventory and Level of Service Analysis
Task 2: Park Classification System
X
X
Task 3: Inventory
Task 4: Level of Service Recommendations
III. Public Engagement Process (Task 5)
X
X
X
Statistically -Valid Survey
X
X
IV. Recommendations and Strategic Goals (Task 6)
X
X
X
V. Strategic Action and Implementation Plan (Task 7)
X
X
VI. Staffing and Organization (Task 8)
X
X
VII. Urban Forestry Management Strategy (Task 9)
X
X
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PROJECT NO. 10452
VIII. Pathways Plan (Task 10)
XX
IX. Park Conceptual Design (Task 11)
X
X
X. Draft and Final Plans, Presentations, and
Deliverables
X
While Green Play staff will be available throughout the project by phone and email for ongoing
communications, the primary team trips are organized as follows: There are a total of five trips
planned for GreenPlay consultants. Two presentations are specifically set up for the City Council
and the Parks and Recreation Advisory Commission (joint meeting is recommended as they must
occur within the planned trips). If desired, other meetings with the City Council or Advisory
Commission must be set up during planned trips. This schedule may be changed somewhat
during the Kick -Off meeting; as long as the five trips are not exceeded without consideration of
additional scope and fee. Supplemented with staff briefings to governing bodies, we have found
this to be a very workable format for a master plan project.
Strategic Kick -Off Meeting: A meeting with continuing series of calls as team members
familiarize themselves with the existing planning documents, materials, etc.
Inventory and Information Gathering: The Project Manager works with City staff to assemble
the inventory and meet with the staff and the project team. This period also includes
public meetings and focus groups. We also meet with various committees and
stakeholders, etc., as needed. We will identify key issues for solution development at the
nextstages.
Findings and Visioning Workshops: Full day workshop with the project team and staff to
present compiled Findings, Demographics, Trends, etc. and validate the information
gathered thus far. We will develop ideas for draft conceptual recommendations and
implementation strategies.
Draft Presentation: At a joint Public Meeting with the City Council and the Parks and
Recreation Commission.
Final Plan Presentation: Presentation to City Council of the final Master Plan for adoption.
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PROJECT NO. 10452
Attachment B
MILESTONE / PAYMENT SCHEDULE
A. Total and complete compensation for this Agreement shall not exceed
$134,990.00.
TASK
DESCRIPTION
AMOUNT
Strategic Kick -Off and Determination of Critical
Success Factors
$9,820
Task 1
Department Mission, Vision, Vales
$1,103
Task 2
Park Clarification System
$3,130
Task 3
Existing Parks & Recreation Inventory
$8,445
Task 4
Define Level of Service (LOS) Goals
$7,130
Task 5
Community Outreach and Public Participation
$37,103
Task 6
Recommendations and Strategic Goals
$15,920
Task 7
Strategic Action and Implementation Plan
$3,650
Task 8
Staffing Plan and Department Organization
$1,890
Task 9
Urban Forestry Management Strategy
$3,945
Task 10
Pathways Plan Recommendations
$6,945
Task 11
Park Concept Design
$21,945
Task 12
Draft, and Final Plans, Presentations and
Deliverables
$13,964
TOTAL
$134,990
There will be no reimbursement for any expenses, travel or otherwise, as they are
included in the Not -To -Exceed Total of each task.
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PROJECT NO. 10452