No preview available
HomeMy WebLinkAbout04-27-21 PROST Plan Update Committee Agenda & PacketA.Call meeting to order at 12:30pm This meeting will be held using Webex, an online videoconferencing system. You can join this meeting: Via Webex: https://cityofbozeman.webex.com/cityofbozeman/onstage/g.php? MTID=e3ca6e40dd8eac095cf298c94d0e6a42b Click the Register link, enter the required information, and click submit Click Join Now to enter the meeting Via Phone: This is for listening only United States Toll 1-650-479-3208 Access code: 182 866 1818 B.Disclosures C.Changes to the Agenda D.Public Comment Please state your name and address in an audible tone of voice for the record. This is the time for individuals to comment on matters falling within the purview of the Committee. There will also be an opportunity in conjunction with each action item for comments pertaining to that item. Please limit your comments to three minutes. E.Action Items E.1 Review Scoring of Proposals for the Parks, Recreation and Active Transportation Plan (Jadin) F.FYI/Discussion G.Adjournment H.For more information please contact Addi Jadin, ajadin@bozeman.net This is a special meeting of the PROST Update Committee of RPAB Committee meetings are open to all members of the public. If you have a disability and require assistance, please contact our ADA coordinator, Mike Gray at 582-3232 (TDD 582-2301). THE RECREATION AND PARKS ADVISORY BOARD OF BOZEMAN, MONTANA RPAB AGENDA Tuesday, April 27, 2021 1 Memorandum REPORT TO:Recreation and Parks Advisory Board FROM:Addi Jadin, Park Planning and Development Manager SUBJECT:Review Scoring of Proposals for the Parks, Recreation and Active Transportation Plan MEETING DATE:April 27, 2021 AGENDA ITEM TYPE:Citizen Advisory Board/Commission RECOMMENDATION:Recommend Finalists for the Parks, Recreation and Active Transportation Plan STRATEGIC PLAN:3.4 Active Recreation: Facilitate and promote recreational opportunities and active health programs and facilities. BACKGROUND:On February 23, 2021 the Committee reviewed examples and established categories and scoring for proposals in response to the Park, Rec and Active Transportation Plan Update Request for Proposals (RFP). On March 23, 2021 the committee created a scoring sheet to further describe scoring criteria (attached). The deadline for RFP proposals was 3 pm on April 16, 2021. Prior to deadline, 4 proposals were received (attached). Proposals were shared with the committee members and scores have been received by 7 of the selection committee (3 staff, 2 committee members). A summary of the scoring follows: Criteria 1 (max 30) Criteria 2 (max 25) Criteria 3 (max 20) Criteria 4 (max 15) Criteria 5 (max 10) TOTAL out of 100 DesignWorkshop 135 103 81 52 46 417 GreenPlay 122 95 83 64 40 404 SJC 88 65 61 51 37 302 Agency 135 105 91 68 46 445 Scoring will be discussed by the PROST Committee and staff at the meeting on Tuesday, April 27th. Committee members are asked to formally recommend to staff finalists to be interviewed. UNRESOLVED ISSUES:N/A ALTERNATIVES:Per Committee Members 2 FISCAL EFFECTS:NA Attachments: Agency_Bozeman PRAT proposal_pages_sm.pdf Comprehensive Parks, Recreation, and Active Transportation Plan_Design Workshop_highres.pdf GP Submittal Comp Parks Rec Plan.pdf SCJ Submittal for Bozeman.pdf RFP EVALUATION-SCORING SHEET Comp Parks, Recreation, AT Plan.docx RFP EVALUATION-SCORING SHEET Comp Parks, Recreation, AT Plan.pdf Report compiled on: April 23, 2021 3 Comprehensive Parks, Recreation, and Active Transportation Plan Request for Proposals Bozeman, Montana April 16, 2021 Contact + authorized representative: Brie Hensold, Principal Planner Agency Landscape + Planning 91 Harvey Street, Suite 2, Cambridge, MA 02140 brie@agencylp.com. (202) 210-6857 Agency Landscape + Planning with: Alta Planning + Design BerryDunn ETC Institute GroundPrint Sanderson Stewart www.agencylp.com91 Harvey Street, Suite 2Cambridge, MA 021404 5 Table of Contents Section A | Title Page - 1 Section B | Executive Summary - 4 Section C | Firm Profile + Project Personnel - 8 Section D | Experience - 32 Section E | Scope of Proposal - 68 Section F | Budget - 84 Section G | References - 90 Section H | Affirmation of Nondiscrimination - 94 6 Downtown Bozeman Improvement Plan, Bogert Park 7 5 EXECUTIVE SUMMARY 8 6 EXECUTIVE SUMMARY Thank you for the opportunity to submit this response to the Bozeman Parks, Recreation and Active Transportation Master Plan Request for Proposals. This team understands how parks, recreation amenities, trails, and natural areas are more important today than ever - and critical to community health, equity, and long-term sustainability. A Passionate, Experienced Team As leaders in national open space and recreation planning projects, Agency Landscape + Planning’s practice is defined by interdisciplinary collaboration focused on improving equity and quality of life for all. To us, this requires a careful balance of open space activation, transformational programming, and environmental connectivity - with an eye to equity, resilience, and community wellness. While the City of Bozeman team may know us best from the Downtown Bozeman Improvement Plan, Agency is also dedicated to innovation in parks, recreation and connectivity and has led plans in communities with issues directly relevant to Bozeman (see below). What ties our work together is a strong commitment to community engagement and the belief that meaningful participation elevates planning outcomes and creates better results. In this work, we have come to know innovators in parks system planning - our frequent collaborators and partners for this effort at BerryDunn (for recreation programming, operations, and marketing) and ETC Institute (for statistically-valid surveys), who both practice nationally and go beyond best practices to create tools that are custom to each place. In addition, we are excited to partner with grounded, local partners at Sanderson Stewart, Groundprint and Alta Planning. There are many deep relationships among this group which will streamline our ability to work together toward a great plan for Bozeman. Collectively, our team brings the best of deep, nationally-experienced system planning experts and grounded local knowledge. Cities experiencing rapid growth and challenges to equity, like Denver, Colorado and Mecklenburg County, North Carolina We bring national park and recreation knowledge from communities with similar issues and opportunities... Small to mid sized cities offerign high quality of life with tight resources, like Burlington, Vermont and Grand Rapids, Michigan Places with strong operational and environmental sustainability ethics like Howard County, Maryland and Greensboro, North Carolina 9 7 Vision Success on our projects means trusted partnerships with clients, meaningful and memorable community input, data-driven analysis, action-oriented implementation, and - most of all - visionary planning and design. We see the following critical opportunites: • Create a Roadmap for Action - The plan must provide a clear vision for where the system is going, described through a graphic framework and actionable steps. • Connect People to Places, Safely - The ambition of including active transportation planning as part of the plan is, in and of itself, an innovation. We are excited to ensure safe, equitable access. • A Healthy Future - The COVID-19 pandemic has highlighted the profound value of public spaces, for relaxation, environmental support, social gathering, and community health. • Model Innovative, Inclusive Engagement - Community and staff engagement is essential and we will draw in as many voices as possible, building on the City’s engagement guidelines. Grit We have adapted the RFP’s Scope of Services to an integrated and engaged planning process that includes: • Phase 0: Project Management - Starting off on the right foot with a shared understanding of communication strategies and engagement goals. • Phase 1: Analysis and Assessment - Understanding the foundation of other plans, existing conditions, and completing the needs assessment, level of service, and marketing review. • Phase 2: Vision - Building on community and staff feedback to craft the plan’s principles and vision, the Design Manual, Active Transportation Plan, Marketing Strategy and Pricing Plan. • Phase 3: Documentation: Final Plan - Integrating all recommendations into a visually compelling and clear document, and complete the additional wayfinding plan, if relevant. Thank you for your consideration of our team and our initial thoughts on the work at hand. We are eager to have the chance to dig in with you on this incredible, transformational opportunity for a City we all love. ... recent experience collaborating with the Bozeman community... ... and local knowledge of Bozeman’s setting, people, and unique needs today. 10 8 High Line Canal Framework Plan, Denver, CO 11 9 FIRM PROFILE + PROJECT PERSONNEL 12 10 TEAM STRUCTURE Bozeman Commu n i t yStakeho l d e rs, Partners, Advisory Bo a r d s , C ity CommissionBozeman Parks & Recreation City Staff BerryDunn Recreation, Marketing Lisa Paradis Jesse Myott Alta Planning Wayfinding Lead, Active Transportation Support Dave Foster Mack Drzayich Joe Gilpin Groundprint Engagement, Code Analysis, Planning Support Susan Riggs ETC Institute Community Survey Ryan Murray Sanderson Stewart Active Transportation Lead Lauren Waterton Danielle Scharf Chris Naumann Earen Hummel Erik Sweet Agency Landscape + Planning Prime Firm Landscape Architecture, Planning Brie Hensold Gina Ford Rhiannon Sinclair Eamonn Hutton 13 11 PROJECT TEAM Agency Landscape + Planning Agency is the capacity of human beings to act, to make choices. Planning can remove barriers. Design is an act of optimism. Optimism and action are much needed, today more than ever. At Agency Landscape + Planning, we believe in the power of people to initiate and make purposeful, positive change. Agency is a women-owned small business (WOSB) and certified DBE/WBE practice based in North Cambridge, Massachusetts. Our work engages the full spectrum of design services - from strategic planning to complex landscape implementation. We have a significant practice dedicated to public realm planning, design, and implementation and a team of twelve designers and planners. Agency is a mission-driven practice dedicated to addressing social equity, cultural vitality and environmental resilience through design excellence, strategic planning and community engagement. Co- founders Brie Hensold and Gina Ford have worked together for over a decade. Project manager Rhiannon Sinclair has managed many of Agency's complex, multi- disciplinary projects, many with significant and sensitive stakeholder and community engagement strategies. History and Workload Agency is a relatively new practice, but represents a long-time partnership of its founders and senior design and planning team. Agency was founded in 2018 by Brie Hensold and Gina Ford, who shared thirty years of collective practice, primarily for public sector clients, when they launched the firm. This senior team has been completing comprehensive parks, trails and recreation system master plans across the country for over a decade. Currently, the practice has 15 active projects, some nearing completion. The team proposed within this document has the time and capacity to deliver this master planning effort with a dedicated team, high quality outcome, and responsiveness to City needs. Familiarity with Bozeman Agency was fortunate for the opportunity to work with the Downtown Bozeman Partnership, coordinate with the City, and collaborate with the community to complete the latest Downtown Bozeman Improvement Plan. Through this process, the team became closely familiar with other city plans and processes, particularly the Strategic Plan and the new Community Plan, both of which we will reinforce with this project. Agency’s leadership also has had strong local ties for the last twenty years, and has watched the City grow and change. This has included an organic tour of local parks, trails, streets, and facilities, and an understanding of their ability to host local life. Firm Information Location: Cambridge, Massachusetts Number of Employees: 14 Ownership: Gina Ford (50%), Brie Hensold (50%) (LLC) Primary contact information Brie Hensold, HASLA, Principal Planner 91 Harvey Street, Suite 2, Cambridge, MA 02140 (202) 210-6857 and brie@agencylp.com 14 12 Sanderson Stewart In 1969, a three-person civil engineering and surveying firm began making its mark on Montana with a single purpose: To Plan and Design Enduring Communities. As the community of Billings grew, so did the firm - hiring more engineers, moving to bigger offices, and eventually, opening branch offices across the region. Today, we are still purpose-driven in our approach to community design, and we are still growing. We have learned that communities thrive best when a diverse group of design professionals work toward a united vision. So we have evolved into a comprehensive community design firm providing Community Planning, Landscape Architecture, Placemaking, Infrastructure Engineering, Surveying and Mapping, and Branding services. We creatively design practical solutions that work for the project and enhance the greater community. This holistic approach is not a luxury, it is a necessity. It results in more complete design solutions, better project delivery and more connected communities. We call it Complete Design and we practice it every day. More than 50 years after the garage, we have grown into an award-winning regional community design firm with over 70 professionals working from 4 regional offices who are dedicated to designing a better world. ...and we’re just getting started! Firm Information Location: Bozeman, Billings, Fort Collins, Denver Number of Employees: 70 Ownership: Corporation Primary contact information Lauren Waterton, AICP Associate | Placemaking Studio Manager | Senior Planner 106 East Babcock, Suite L1 Bozeman, MT 59715 406.922.4313 lwaterton@sandersonstewart.com 15 13 BerryDunn Berry Dunn McNeil, & Parker, LLC (BerryDunn) is a well-established independent municipal government consulting firm that has preserved our core values and reputation for excellence for 47 years. Providing consistent, high-quality services to our more than 300 government clients in all 50 states and in Canada has been a continued source of pride. BerryDunn has sustained steady growth since our founding, placing a strong focus on quality, both for our clients and staff. Our strong history of providing management consulting services to local governments nation-wide includes a practice focused on parks and recreation projects including engagements related to planning, design, technology, financial analysis, and organizational development. Parks and Recreation Experience BerryDunn’s Parks and Recreation Practice provides strategic and master planning, change management, financial analysis, feasibility studies, and service quality assessments. Our Parks and Recreation Practice works with parks and recreation agencies across the country with master planning projects, operational and organizational assessments, staffing and culture assessments, change management, business planning, financial analysis and cost recovery, feasibility studies, and service quality assessments. All of our Parks and Recreation consultants are former industry practitioners and seasoned advisors. We offer our clients deep industry expertise built upon decades of experience in recreation programming, facility operations, and departmental leadership. We apply that experience directly to all our consulting services and leverage this experience to help municipal and county parks and recreation departments achieve their management and planning goals. All of our client engagements are defined by supporting our clients’ vision, focus, and continuous improvement by looking beyond the industry. We strive to assure quality by understanding your expectations up front, developing a reasonable and achievable project approach, gaining concurrence on project tasks and timing, and using appropriate staff for each engagement. Master and Strategic Planning Experience BerryDunn’s system-wide master planning processes have included robust community engagement components and featured demographic studies, park inventory and analysis, level of service standards, recreation program assessment, operations assessment, funding and revenue strategies, capital project plan, and well-defined action plans, created in collaboration with our clients. Our team prioritizes and takes pride in applying our understanding of the programmatic process to our analyses, beyond what “looks good on paper.” For example, we understand that a master plan with clear, chartable goals should be an invaluable tool for planning and budgeting purposes each year. As a result, we will spend thoughtful time to give our clients the support they need to implement a meaningful plan for staff and the community at large. Firm Information Location: Portland, Maine (headquarters), New Hampshire, Massachusetts, Connecticut, West Virginia, Arizona Number of Employees: 500+ nationwide Ownership: LLC shared equally by 24 partners Primary contact information Lisa Paradis Manager 2211 Congress Street Portland, ME 04102 207-842-8123 lparadis@berrydunn.com 16 14 Alta Planning + Design, Inc. Alta is North America’s leading multimodal transportation firm that specializes in the planning, design, and implementation of bicycle, pedestrian, park, and trail corridors and systems. Founded in 1996, Alta has more than 170 staff in 23 offices across North America and an international workload. Alta staff work on hundreds of projects across North America every year, including in Montana and the surrounding Mountain West. Similar projects that key staff are currently working on include the Parkline Trail and Complete Street project in Kalispell (MT), Boise (ID) Pathways Master Plan, Gillette (WY) Pathways Master Plan, and the Cache County (UT) Trail Feasibility Study. Alta works with communities to provide opportunities for people to choose bicycling and walking for recreation and transportation. We have developed bicycle and pedestrian plans for over 500 jurisdictions throughout the United States and are proud to have led the development of the NACTO Urban Bikeway Design Guide and the FHWA Small Town and Rural Multimodal Networks Guide. Our planning process includes extensive field work on bicycle and on foot, engaging residents and stakeholders through tours and outreach activities, and documenting existing conditions and needs through easily-readable maps, photographs, and narrative discussion. Wayfinding A good walking and bicycling environment requires not only sidewalks, bike lanes, and safe roadway crossings, but also an easily navigable network. Alta creates signage and wayfinding systems that reflect the natural and built environments, provide meaningful and attractive wayfinding tools, and minimize visual clutter. Our work in wayfinding includes brand development, creative concept design, placement planning, design intent drawings, construction drawings, bid preparation and assistance, and construction support. We work with local agencies and project stakeholders to develop comprehensive wayfinding signage systems that meet the needs of the community. We take a comprehensive approach to wayfinding, considering needs of future mobility options, architectural elements, materials, and the landscape to create an intuitive experience. Wayfinding elements can create a deeper connection to place, cultivate a sense of pride by reflecting community values and identity, and support local economic development by encouraging residents and visitors to use services. We strive to tailor each project to the community’s unique setting, history, and culture through an active public participation process. Trail Planning and Design Alta is the nation’s leading firm specializing in the planning and design of trail and pathway facilities and systems, and has studied, planned, designed, and implemented more than 9,000 miles of bikeways, walkways, and trails. We provide services ranging from master plans to construction documents, including visioning, alternatives analysis, property acquisition strategies, maintenance and management plans, accurate cost estimation, and funding action plans. Firm Information Location: This team is based in Salt Lake City, UT. The company headquarters is in Portland OR. Number of Employees: 175 Ownership: Corporation Primary contact information David Foster Project Manager 1953 S 1100 E #521295 Salt Lake City, UT 84106 (385) 355-2104 davidfoster@altago.com 17 15 Groundprint A quality place is made up of neighborhoods with a mix of uses and housing types, connected parks, art, thriving commerce, and engaged citizens. Groundprint, LLC is a Bozeman-based consulting firm committed to creating and enhancing quality places. Groundprint was established in 2017 to help the community development branches of non-profits better navigate through planning, land use regulations, engagement, entitlements and urban design. Clients have included HRDC, the Headwaters Community Housing Trust, the Downtown Bozeman Partnership, the Trust for Public Land, and several local architecture and engineering firms. Over the past year, Groundprint has also been assisting the City of Bozeman with a variety of projects emphasizing affordable housing and public engagement. Groundprint is particularly knowledgeable with growth, change, and equity concerns in Bozeman and Gallatin County. Groundprint is currently working on several community-based projects including the Safe Routes to Parks grant, the Affordable Housing Code Audit, and the Community First Griffin Place site plan. Groundprint has adequate capacity to work on the Parks, Recreation and Active Transportation Plan as specified in this proposal. Firm Information Location: Bozeman, Montana Number of Employees: 1 Ownership: LLC Primary contact information Susan Riggs, AICP Principal/Owner 280 W Kagy Blvd Ste D #236 Bozeman Montana 59715 406-579-5844 email address(s): sriggs@groundprint.com ETC Institute ETC Institute is recognized as the national leader in the design and administration of market research studies for local government organizations. Since 1982, ETC Institute has completed research projects for organizations in 49 states. ETC Institute has designed and administered more than 2,500 statistically valid surveys and our team of professional researchers has moderated more than 1,500 focus groups and panels and over 2,000 stakeholder interviews. ETC Institute also uses the most up-to-date and innovative analytical tools that will help the City understand and use their survey data. ETC Institute has conducted research for more major U.S. cities and counties than any other firm. ETC Institute conducts approximately 150 surveys per year for clients throughout the Country and we are ready to begin whenever it is most convenient for the City of Bozeman. Our current workload and that of the project manager will not impact our ability to complete our work for the City. ETC Institute has the resources and availability to take on all of the required tasks for the City of Bozeman. We guarantee that our team will be available and will have all the resources necessary to take on any timeline the City decides to pursue. Because our CEO is also the owner of ETC Institute, we have tremendous flexibility to go above and beyond the scope of work to ensure the City is 100% satisfied and that all tasks are successful. Firm Information Location: Olathe, Kansas Number of Employees: 49 Ownership: S-Corporation Primary contact information Ryan Murray, Assistant Director of Community Research 725 W. Frontier Circle, Olathe, KS 66061 (913) 254-4598 (816) 809-7640 Ryan.murray@etcinstittue.com 18 16 Brie Hensold is an urban planner, co-founder and principal of Agency Landscape + Planning. With a passion for understanding and improving communities and places, Brie brings a systems-based approach that celebrates diverse perspectives. She has extensive experience developing creative and meaningful community engagement processes. Brie’s work encompasses multiple scales, from downtown plans to citywide park systems to resilience strategies. She is a Design Critic in the Department of Urban Planning and Design at the Harvard Graduate School of Design where she also leads an executive education class in resilient cities. EDUCATION Harvard Graduate School of Design Master of Urban Planning, Urban Design Concentration Rice University Bachelor of Arts in Architectural Studies and Art History ACADEMIC POSITIONS Harvard University Graduate School of Design: Critic in Urban Planning and Design; Core Planning Studio, 2019 - ongoing Harvard University Graduate School of Design: Executive Education Course Leader; The Resilient City, New Discoveries at the Intersection of Planning and Design, 2017 - ongoing PROJECT EXPERIENCE Allegheny Riverfront Green Boulevard Study; Pittsburgh, Pennsylvania † Boulevard Crossing Park; Atlanta, Georgia Cedar Rapids Neighborhood Planning Process; Cedar Rapids, Iowa † Chinati Foundation Master Plan; Marfa, Texas † Detroit Land-Based Projects Plan; Detroit, Michigan Downtown Bozeman Plan; Bozeman, Montana Downtown Rochester Master Plan; Rochester, Minnesota † East Baltimore Implementation Plan; Baltimore, Maryland † Fort Wayne Riverfront Neighborhood Plan; Fort Wayne, Indiana Franklin Park Action Plan; Boston, Massachusetts Greensboro Parks and Recreation Master Plan; Greensboro, North Carolina High Line Canal Framework Plan; Denver, Colorado Mecklenburg County Park and Recreation Master Plan; Charlotte, North Carolina Raleigh Downtown Plan; Raleigh, North Carolina † Vision for the Valley Master Plan; Cleveland, Ohio White River Vision Plan; Hamilton County and Indianapolis, Indiana Zidell Yards Master Plan, Greenway and Open Space Concept Plan; Portland, Oregon † † Work Completed at Sasaki BRIE HENSOLD, HASLA PLANNING PRINCIPAL AVAILABILITY TO CONTRIBUTE Team Leadership, Community Engagement and Urban Planning. Approximately 40 hours per month. SELECTED AWARDS Boston Society of Landscape Architects Merit Award in Analysis and Planning. White River Vision Plan. 2020 The J. Irwin and Xenia S. Miller Prize. 2019 American Institute Of Architects Regional & Urban Design Honor Award Tecnologico de Monterrey Urban Regeneration Plan Boston Society of Landscape Architects Landscape Analysis and Planning Honor Award. Bridgeport Parks Master Plan. 2013 The Ministry Of Agrarian, Land And Urban Development (SEDATU) Mexico, National Prize For Urban And Regional Development Tecnologico de Monterrey Urban Regeneration Plan 19 17 Gina Ford is a landscape architect, co-founder and principal of Agency Landscape + Planning. Underpinning her two decades of practice are a commitment to the design and planning of public places and the perpetuation of the value of landscape architecture via thought leadership, teaching, writing and lecturing. Her work has received awards from the American Society of Landscape Architects, the American Planning Association and the American Institute of Architects, among others. EDUCATION Harvard Graduate School of Design Master in Landscape Architecture with Distinction Wellesley College Bachelor of Arts in Architecture and Architectural History PROFESSIONAL AFFILIATIONS Registered Landscape Architect: CO, CT, MA, MI, NC, RI, TN, WA American Society of Landscape Architects ACADEMIC POSITIONS University of Texas - Austin: Kwallek Endowed Chair in Design and Planning PROJECT EXPERIENCE Boulevard Crossing Park; Atlanta Beltline, Atlanta Cedar Rapids Reinvestment and Redevelopment Framework; Cedar Rapids, Iowa † Chicago Riverwalk (Phases 2 and 3); Chicago, Illinois † Franklin Park Action Plan; Boston, Massachusetts Greensboro Parks and Recreation Master Plan; Greensboro, North Carolina High Line Canal Vision Plan and Framework Plan; Denver, Colorado Ithaca Common Renovation; Ithaca, New York † Lawn on D; Boston, Massachusetts † Massport Public Realm Initiative; Boston, Massachusetts Mecklenburg County Park and Recreation Master Plan; Charlotte, North Carolina Moore Square; Raleigh, North Carolina † Rebuild by Design Competition; New Jersey Shore † Sarasota Bayfront Park - Phase 1; Sarasota, Florida Thomas Polk Park; Charlotte, North Carolina Tom Hanafan Rivers Edge Park; Council Bluffs, Iowa † Upper Harbor Terminal; Minneapolis, Minnesota Vision for the Valley Master Plan; Cleveland, Ohio White River Vision Plan; Hamilton County and Indianapolis, Indiana † Work Completed at Sasaki GINA FORD, FASLA PRINCIPAL LANDSCAPE ARCHITECT AVAILABILITY TO CONTRIBUTE Team Leadership, Community Engagement and Landscape Architecture. Approximately 40 hours per month. SELECTED AWARDS Boston Society of Landscape Architects Award of Excellence in Communication. WxLA. 2020 Boston Society of Landscape Architects Merit Award in Analysis and Planning. White River Vision Plan. 2020 Boston Society of Architects Women in Design Award of Excellence. 2019 The J. Irwin and Xenia S. Miller Prize. 2019 ASLA Honor Award in Design. The Chicago Riverwalk (Phases 2 and 3). 2018 AIA National Honor Award. Urban Design. The Chicago Riverwalk (Phases 2 and 3), 2018 APA National Award of Excellence in Community Engagement. The High Line Canal Vision Plan. 2018 20 18 An urban planner with a background in architecture, Rhiannon Sinclair's work focuses on complex urban systems across multiple scales. She uses data-driven strategies to better understand and enhance the relationship between people, buildings, systems and the public realm. Rhiannon has considerable experience communicating information to broad audiences to promote strong community exchange and empowerment within a planning process. In her work, she finds that the role of this type of exchange and master plan facilitation contribute to plans that are visionary, comprehensive, and implementable. EDUCATION University of Pennsylvania Stuart Weitzman School of Design Master of City and Regional Planning, Urban Design Concentration Thomas Jefferson University Bachelor of Architecture PROFESSIONAL AFFILIATIONS American Planning Association PROJECT EXPERIENCE Case Western Reserve University Campus Master Plan; Cleveland, Ohio † Changing Course Competition. New Orleans, Louisiana † The Chinati Foundation Master Plan; Marfa, Texas † Dayton Riverfront Plan; Dayton, Ohio † Detroit Land-Based Projects Plan; Detroit, Michigan Downtown Bozeman Plan; Bozeman, Montana Fort Wayne Riverfront Neighborhood Plan; Fort Wayne, Indiana Franklin Park Action Plan; Boston, Massachusetts Greensboro Parks and Recreation Master Plan; Greensboro, North Carolina High Line Canal Master Plan; Multiple Jurisdictions, Colorado Howard County Land Preservation, Parks, + Recreation Master Plan; Maryland † Independence Park Renovation Plan; Charlotte, North Carolina Jersey City Open Space, Recreation and Community Facilities Plan, Jersey City, New Jersey Lewis & Clark College Facilities Plan; Portland, Oregon † Mecklenburg County Park and Recreation Master Plan; Charlotte, North Carolina New Bedford Waterfront Planning; New Bedford, Massachusetts † Rebuild By Design Planning and Design Competition; NJ, NY, CT † University of Washington Campus Master Plan; Seattle, Washington † Vision for the Valley Master Plan; Cleveland, Ohio White River Vision Plan; Hamilton County and Indianapolis, Indiana † Work Completed at Sasaki RHIANNON SINCLAIR SENIOR PLANNER, LEED GREEN ASSOCIATE AVAILABILITY TO CONTRIBUTE Project Management, Community Engagement and Urban/Systems Planning. Approximately 60 hours per month SELECTED AWARDS Boston Society of Landscape Architects Merit Award in Analysis and Planning. White River Vision Plan. 2020 The J. Irwin and Xenia S. Miller Prize. 2019 Outstanding Planning Award – Innovation in Planning Services, Education, and Public Involvement, NC Chapter of the American Planning Association. 2019 Merit Award for Excellence in Planning - Existing Campus, Society for College and University Planning, University of Washington Campus Master Plan; Seattle, Washington. 2017 Bryan C. West Award for Collaboration. 2013 Henry Adams Certificate of Merit. 2011 21 19 Eamonn Hutton is a landscape architect focused on the planning, design and construction of urban landscapes. Eamonn works across multiple scales, from building city parks and streetscapes to planning city-wide park systems and regional trails. He is passionate about design, drawing inspiration from both natural landscapes and vibrant urban environments. Eamonn’s favorite projects bring people into contact with the natural world through timeless and lasting design. EDUCATION Harvard Graduate School of Design Master of Landscape Architecture with Distinction College of the Atlantic Bachelor of Arts in Human Ecology PROFESSIONAL AFFILIATIONS Registered Landscape Architect: ME American Society of Landscape Architects ACADEMIC POSITIONS College of the Atlantic; Visiting Faculty Harvard Graduate School of Design: Studio and Seminar Teaching Assistant, Studio Juror Rhode Island School of Design: Adjunct Faculty PROJECT EXPERIENCE Boulevard Crossing Park; Atlanta Beltline, Atlanta Burlington Greenway Rehabilitation; Burlington, Vermont Chinati Foundation Master Plan; Marfa, Texas † Downtown Andover Placemaking; Andover, Massachusetts Downtown Bozeman Plan; Bozeman, Montana Greensboro Parks and Recreation Master Plan; Greensboro, North Carolina High Line Canal Framework Plan; Denver, Colorado Independence Park Renovation Plan; Charlotte, North Carolina Ithaca Commons Redesign; Ithaca, New York † Massport Public Realm Initiative, Boston, Massachusetts Mecklenburg County Park and Recreation Master Plan; Charlotte, North Carolina Moore Square; Raleigh, North Carolina † Sarasota Bayfront Park - Phase 1; Sarasota, Florida South Waterfront Greenway Master Plan; Portland, Oregon † Thomas Polk Park; Charlotte, North Carolina White River Vision Plan; Hamilton County and Indianapolis, Indiana † Work Completed at Sasaki EAMONN HUTTON, ASLA SENIOR LANDSCAPE ARCHITECT AVAILABILITY TO CONTRIBUTE Community Engagement, Ecology and Landscape Architecture. Leading Design Manual. Approximately 40 hours per month SELECTED AWARDS Boston Society of Landscape Architects Merit Award in Analysis and Planning. White River Vision Plan. 2020 The J. Irwin and Xenia S. Miller Prize. 2019 BSLA Landscape Analysis and Planning Honor Award. Bridgeport Parks Master Plan. 2013 Outstanding Planning Award – Innovation in Planning Services, Education, and Public Involvement, NC Chapter of the American Planning Association. 2019 22 Lauren Waterton, AICP brings over 25 years of experience in planning, development and design, in both the public and private sector. Her work focuses on connecting the strategies and planning tools needed to address the unique conditions of small and rural communities. She has a diverse background in urban planning and design with experience in master planning, site analysis, downtown plans, design review, and resort management. As the manager of the Placemaking Studio, Lauren works to bridge engineering, landscape architecture and planning disciplines to create plans and environments that support communities and enhance the lives of residents. She combines an understanding of the planning process and a commitment to helping clients discover and implement new ideas to create unique communities. EDUCATION Portland State University Master of Urban & Regional Planning Rhodes College B.A. Urban Studies PROFESSIONAL AFFILIATIONS + REGISTRATIONS American Institute of Certified Planners American Planning Association, Planners’ Advocacy Network Montana Association of Planners Bozeman Unified Development Code Update Advisory Committee Bozeman Planning Board Bozeman Planning Coordinating Committee Leadership Bozeman PROJECT EXPERIENCE Gallatin County Triangle Area Trails Plan; Gallatin County, Montana Gallatin County Triangle Planning Study; Gallatin County, Montana Gallatin County Growth Policy Update; Gallatin County, Montana Midtown Urban Renewal District Term Contract; Bozeman, Montana Midtown Action Plan; Bozeman, Montana City of Bozeman Development Review Term Contract; Bozeman, Montana Westlake BMX Park Master Plan (Midtown Urban Renewal District Term Contract Project); Bozeman, Montana Lockwood TEDD Strategic Plan; Yellowstone County, Montana Anaconda Downtown Master Plan; Anaconda, Montana City of Dillon Growth Policy Update & Downtown Master Plan; Dillon, Montana City of Glendive Downtown Master Plan, Glendive, Montana LAUREN WATERTON, AICP ASSOCIATE | PLACEMAKING STUDIO MANAGER | SENIOR PLANNER AVAILABILITY TO CONTRIBUTE Coordination with the Triangle Trail Plan, Public Outreach, and implementation. Approximately 40 hours per month SELECTED AWARDS AICP National Student Award for Creating a Better Tomorrow. 1996 Oregon Chapter APA Student Project Award for Creating a Better Tomorrow. 1995Sanderson Stewart23 Danielle Scharf, PE, PTOE, LEED AP is a Principal, Senior Engineer, and Bozeman Region Manager at Sanderson Stewart. As a Senior Transportation Engineer and Project Manager, Danielle is responsible for roadway design and traffic operations analysis for a variety of transportation and land development projects. She has had extensive training in the areas of bike and pedestrian planning and design, roadway geometric design, traffic signal design, and traffic impact assessment. She has completed complex traffic studies for small site development projects and large scale, multi-use developments. She has also been involved in several transportation planning projects that have included extensive public involvement. Prior to joining Sanderson Stewart, Danielle worked for the Western Transportation Institute (WTI) as a Graduate Research Fellow. She is also a National Course Instructor certified by the National Center for Safe Routes to School. EDUCATION Montana State University M.S., Civil Engineering Montana State University B.S., Civil Engineering PROFESSIONAL AFFILIATIONS + REGISTRATIONS Professional Engineer, Montana #14799 PE Professional Traffic Operations Engineer (PTOE) LEED Accredited Professional City of Bozeman/Gallatin County Pedestrian & Traffic Safety Committee Institute of Transportation Engineers Pedestrian & Bicycle Council, Mountain District Secretary-Treasurer, Western District Student Initiatives Committee Chair, Intermountain Section & Montana Chapter Past President MSU Civil Engineering Department Advisory Board Bozeman Sunrise Rotary PROJECT EXPERIENCE Gallatin County Triangle Area Trails Plan; Gallatin County, Montana Gallatin County Bike/Ped Paths; Gallatin County, Montana Midtown Urban Renewal District Term Contract; Bozeman, Montana Front Street Trail Connector; Bozeman, Montana Anderson School Safe Routes to School Assessment & Trails; Bozeman, Montana Rims to Valley Bike/Ped Feasibility Study; Billings, Montana East Gallatin Recreation Area Master Plan and Site Improvements; Bozeman, Montana Aspen Street from 5th Avenue to 7th Avenue Design Services; Bozeman, Montana Oak Street Multi-use Path; Bozeman, Montana DANIELLE SCHARF, PE, PTOE, LEED AP PRINCIPAL | BOZEMAN REGION MANAGER | SENIOR ENGINEER AVAILABILITY TO CONTRIBUTE Management of Active Transportation, Design Standards. Approximately 40 hours per month SELECTED AWARDS 20 Under 40, Bozeman Daily Chronicle. 2017 James L. Pline Award, ITE Intermountain Section. 2015 Young Professional Achievement Award, ITE Western District. 2010Sanderson Stewart24 Chris Naumann as a senior planner in the Placemaking Studio, brings a distinct perspective on urban planning and community building. With 14 years experience as an urban place management leader, Chris bridges the gap between the public and private sectors with a collaborative approach. He focuses on planning to achieve the triple bottom line of cultural, economic, and environmental sustainability. As the Executive Director of the Downtown Bozeman Partnership, he became well versed in the principles and best practices of urban planning, multi-modal mobility, placemaking, and municipal development regulations. He has extensive interdisciplinary experience in public engagement, strategic planning, project management, and public private partnerships. Prior to leading the Downtown Partnership, Chris was independent downtown business owner. The combination of these experiences gives him a deep understanding of Main Street, downtown, and central business districts. EDUCATION Lawrence University Bachelor of Arts with Honors PROFESSIONAL AFFILIATIONS + REGISTRATIONS Greater Yellowstone Coalition National Council Bozeman Fiber Board Northern Rockies Economic Development District Board City of Bozeman Climate Plan Leadership Team City of Bozeman Parking Commission Bozeman Sports Parks Foundation Board Greater Yellowstone Coalition Board of Directors Bozeman Sports Park Committee Bozeman Economic Development Plan Advisory Committee PROJECT EXPERIENCE Glen Lake Rotary Park Master Site Plan & Phase I Site Plan, Bozeman, Montana Gallatin County Triangle Area Trails Plan; Gallatin County, Montana Fowler Avenue Public Engagement Plan; Bozeman, Montana Midtown Urban Renewal District Building Height Code Revision Analysis; Bozeman, Montana Downtown Bozeman Improvement Plan; Bozeman, Montana* North Black Pocket Park Design/Build; Bozeman, Montana* Downtown Streetscape Design; Bozeman, Montana* Downtown Parking Wayfinding Signage Design/Build; Bozeman, Montana* *with Downtown Bozeman Partnership CHRIS NAUMANN SENIOR PLANNER AVAILABILITY TO CONTRIBUTE Public Engagement, Implementation. Approximately 80 hours each monthSanderson Stewart25 Earen Hummel, PLA, ASLA has worked on projects throughout the United States for both public and private clients. She has designed and managed projects that range from cemeteries and intimate private gardens to large community parks, and from urban streetscapes to park system master plans. Her passion is in creating and cultivating spaces where people can live and thrive – to enhance and support a community for all. In her work, her goal is to find creative solutions that respect and complement the local setting by sensitively integrating contemporary needs into each place. With a background in historic preservation, she looks for the unique character of places and how to tell the stories of each place. Prior to joining Sanderson Stewart, Eären was staff Landscape Architect for Bellefontaine Cemetery and was an active member of the St. Louis Cemetery Management Association and a presenter at the annual Associated Cemeteries of Missouri annual conference. EDUCATION University of Oregon M.S. Historic Preservation Colorado State University B.S. Landscape Architecture PROFESSIONAL AFFILIATIONS + REGISTRATIONS Landscape Architect, Montana #18043 CLARB #37117 Denver Landmark Preservation Commission American Society for Landscape Architect Historic Preservation Professional Practice Network Historic American Landscape Survey (HALS) Liaison to the American Society of Landscape Architects Fort Collins Landmarks Preservation Commission PROJECT EXPERIENCE Wildwood Valley Gardens at Bellefontaine Cemetery; St. Louis, Missouri Evergreen Glen, Cascade Lake and Garden of Angels at Bellefontaine Cemetery; St. Louis, Missouri Bellefontaine Cemetery Master Plan; St. Louis, Missouri Ute Cemetery; Aspen, Colorado Haven of Rest Cemetery; Gig Harbor, Washington Fairmount Cemetery; Denver, Colorado Aspen Street & 5th Avenue Improvements; Bozeman, Montana North Black Pocket Park Design/Build; Bozeman, Montana EAREN HUMMEL, PLA, ASLA SENIOR LANDSCAPE ARCHITECT AVAILABILITY TO CONTRIBUTE Parks needs assessments, cemetery expertise. Approximately 40 hours each month SELECTED AWARDS Merit Awards for Design, Wildwood Valley Gardens at Bellefontaine Cemetery, Central States and St. Louis Chapter American Society of Landscape Architects (ASLA). Friend of Preservation Award, City of Fort Collins, Tenney Court Alley and Trimble Court Alley Redevelopment. Honor Award, Pittman Wash/ Arroyo Grande/Project GREEN Master Plan, Nevada Chapter, ASLA. Merit Award for Design, Medical Center of the Rockies, Colorado Chapter, ASLA. Fort Collins Urban Design Award, Green Design, Northside Aztlan Community Center. Daniel Burnham Award, American Planning Association (highest national award), PlanCheyenne.Sanderson Stewart26 Erik Sweet, PLA, ASLA is a Senior Landscape Architect working in the firm’s Placemaking Studio. He is an experienced project manager, performing park and playground design including dog parks, active and passive park space, restrooms, shelters, etc.; athletic field design; synthetic turf and track design; landscape and irrigation design; and master planning. Over his 21-year career he has been responsible for projects that have taken him across North America, Europe and the Caribbean. Erik is passionate about his work with school districts, youth organizations, and volunteer groups. Erik’s work often includes working with public clients in pursuit of grants, bonding, and other innovative funding mechanisms. EDUCATION Washington State University B.S. Landscape Architecture PROFESSIONAL AFFILIATIONS + REGISTRATIONS Landscape Architect, Montana, #220 American Society of Landscape Architects PROJECT EXPERIENCE Copper Ridge Subdivision Playground Design & Funding Options; Billings, Montana Ravensdale Park Foundation Grant Assistance & Master Plan; Ravensdale, Washington MSU-Billings Athletics/Intramural Sports Complex, Soccer, Track & Field, Sports Field Lighting; Billings, Montana Annafeld Subdivision Playgrounds, Irrigation, Open Recreation Spaces, Cost Models, Construction Documents; Billings, Montana Skyview High School Irrigation Water Reduction Study; Billings, Montana Northshore Athletic Fields Synthetic Turf Field Conversion & Playgrounds; Woodinville, Washington Seattle Sounders Starfire Sports Training Facility & Sports Master Plan; Tukwila, Washington Kent Meridian Fields Master Plan; Kent, Washington Summit Park & Ballfields; Maple Valley, Washington Chicago Bears Walter Payton Center Modernization, Synthetic Turf and Track; Lake Forest, Illinois South Mercer Island Batting Cages; Mercer Island, Washington ERIK SWEET, PLA, ASLA SENIOR LANDSCAPE ARCHITECT AVAILABILITY TO CONTRIBUTE Activity fields assessment and recommendations. Approximately 40 hours each monthSanderson Stewart27 25 Lisa is a manager BerryDunn’s Parks and Recreation Practice. She has more than 25 years of experience as a public Park and Recreation Director, most recently in Brookline, MA. Lisa has helped many organizations and communities to embrace systemic challenges through action-oriented strategic planning and financial and organizational management. Her approach involves creating and implementing cost recovery plans, feasibility studies, strategic plans, and organizational assessments and understands the importance of a thoughtful, mission driven, community-centric, and implementable approach. EDUCATION BA, Political Science, University of Massachusetts, Amherst MBA, University of Massachusetts, Amherst Harvard University, Cambridge, Massachusetts – Post-Graduate coursework, Public Administration, Organizational Management University of Massachusetts, Boston, Massachusetts – Post-Graduate coursework; Performance Measurement PROFESSIONAL AFFILIATIONS Certified Park and Recreation Professional, National Recreation and Park Association American Academy of Park and Recreation Administration (AAPRA), 2018 RELEVANT EXPERIENCE Strategic planning and organizational development: As a leader, mentor, and often provocateur, she helps organizations and communities to achieve unimagined greatness by embracing systemic challenges through bold, action- oriented strategic planning, financial and organizational management. Lisa is steadfast in her pursuit to challenge professionals to think beyond the obvious and tackle challenges from a variety of perspectives to find the best possible solution for their communities. Project Management and Executive Leadership: Lisa has established herself as a leader in the parks and recreation industry. She regularly works with agencies all of the country to implement changes via master planning, executive coaching, and cost analysis. KEY CLIENTS City of Grapevine, TX City of Parkland, FL City of Lauderdale Lakes, FL Maryland National Capital Park and Planning Commission Mecklenburg County, NC Town of Arlington, MA Washington Township Recreation Department, OH LISA PARADIS, MBA, CPRP MANAGER AVAILABILITY TO CONTRIBUTE Recreation and branding expertise. Approximately 40 hours each month KEY QUALIFICATIONS 25 years of experience as a Public Park and Recreation Director Extensive experience creating and implementing solutions for systemic challenges in government work, both as an agency director and as a consultant, to park and recreation agencies across the country OFFICE LOCATION AND CONTACT Lisa works from her home office in Boston, Massachusetts. lparadis@berrydunn.com | 207- 842-8123BerryDunn 28 26 Jesse brings nearly a decade of public sector experience, focusing on supporting municipalities with operating and capital improvement budget development and management; special fund accounting, revenue and expenditure forecasting; customer valuation; and cost of revenue analyses for municipal programs and services. EDUCATION AS, Champlain College BA, History, University of Rhode Island MA, History, San Francisco State University RELEVANT EXPERIENCE Business Process Analysis: Jesse is an experienced municipal finance and management professional with nearly a decade of experience serving in many areas of local government both as an analyst and in management roles. His municipal business process knowledge extends through city administration, public works, water delivery and waste collection services, solid waste collection, public safety, economic development and redevelopment, library and recreation services, human resources, capital improvement program development, facility planning, compensation and benefits analysis, and city-wide operating budget planning, monitoring and delivery. Finance: Jesse brings nearly a decade of public-sector experience supporting municipalities with operating and capital improvement budget development and management; special fund accounting, revenue and expenditure forecasting; and customer valuation. In addition to being an adept municipal finance professional, Jesse is particularly accomplished in the areas of public works and engineering budget development and delivery as well as capital improvement project budget development and delivery. Utilities Operations: Jesse has years of public works and engineering finance and operations experience, specifically in the area of water and sewer utility management: operating and capital improvement budget development and delivery, rate setting, water distribution infrastructure finance planning and collection infrastructure finance planning. Fee Studies: Jesse has authored highly complex and sensitive fee studies, created detailed subsidy analyses, developed cost recovery models, and water and sewer rate setting models for a number of municipalities in the San Francisco Bay Area, California and Boston, Massachusetts area. KEY CLIENTS City of Bozeman, MT City of Gainesville, FL City of Fernandina Beach, FL City of Midvale, UT City of Villa Park, CA Hamilton County, IN Peoria County, IN Waste Commission of Scott County, IA JESSE MYOTT SENIOR CONSULTANT AVAILABILITY TO CONTRIBUTE Recreation and branding expertise. Approximately 40 hours each month KEY QUALIFICATIONS Experienced former Finance and Administration Director Knowledgeable of operations and service fees for a wide range of local government divisions OFFICE LOCATION AND CONTACT Jesse works from his home office in Watertown, MA. jmyott@berrydunn.com | 207- 842-8089 PROFESSIONAL AFFILIATIONS California Society of Municipal Finance Officers (CSMFO) (former) Municipal Management Association of Northern California (MMANC) (former)BerryDunn29 27 Dave has 15 years of planning and design experience in pedestrian and bicycle infrastructure, trail, streetscape, recreation, and urban design projects. He leads a broad range of projects including shared use path, recreational trails, on-street bicycle facilities, wayfinding design, and active transportation master plans. Dave brings to projects a unique blend of technical expertise concerning bicycle and pedestrian planning issues, constructability knowledge, public facilitation experience, and creativity. He skillfully communicates technical aspects of projects to help clients and stakeholders develop a clear understanding of project conditions and solutions. EDUCATION Bachelor of Landscape Architecture, Ball State University, 2006 PROFESSIONAL AFFILIATIONS + REGISTRATIONS Professional Landscape Architect: Colorado (#896); Utah (# 9089151-5301) LEED Accredited Professional PROJECT EXPERIENCE Billings Wayfinding Signage Plan; MT Big Sky Trails Master Plan, MT Boise Pathways Master Plan; ID Nampa Bicycle and Pedestrian Master Plan; ID Greater Yellowstone Trail Concept Plan and 2019 Update; ID and WY Park City Wayfinding Plan; UT Jordan River Trail Wayfinding Plan; UT Kearns Wayfinding Plan; UT Foothills Trails Plan; Salt Lake City, UT Middle Canal Trail Design; Logan, UT Cache County Trail Feasibility Study; UT Miller Park Trail Access Improvements and Historic Structures; Salt Lake City, UT North Davis Active Transportation Plan; UT Summit County Active Transportation Plan; UT Riverdale Active Transportation Plan; UT Utah Department of Transportation Active Transportation Design Guidelines; UT Millwood Trail Planning and Engineering, Spokane; WA Mountain Village Trails Master Plan; CO Truckee River Shared Use Path; Reno, NV New Mexico Rio Grande Trail Master Plan and Alignment Study Louisville Natural Surface Park Trail Plan; KY DAVE FOSTER, PLA, LEED AP PROJECT MANAGER AVAILABILITY TO CONTRIBUTE 30 hours per month SELECTED AWARDS American Trails Planning / Design Award for work on the “Greater Yellowstone Concept Plan". 2017 American Trails Planning / Design Award for work on the “Midland Railroad - Leadville Stage Road Trail Feasibility Study”. 2013Alta Planning + Design30 28 Mack is a designer with a passion for urban placemaking and active living. His goal is to connect communities through vibrant public spaces and streets designed for people. Mack brings experience in both the private and public sectors on projects ranging from adaptive reuse and mixed-use development to open space and active transportation design. He is highly skilled at conceptual design, implementation drawings, spatial analysis, public engagement, and graphics that communicate project details and options. EDUCATION Master of Landscape Architecture, Pennsylvania State University, 2017 BS, Landscape Management, Brigham Young University, 2014 PROFESSIONAL AFFILIATIONS + REGISTRATIONS Association of Pedestrian and Bicycle Professionals PROJECT EXPERIENCE Billings Wayfinding Signage Plan; MT Billings Bicycle and Scooter Share Feasibility Study; MT Parkline Trail and Complete Streets Project; Kalispell, MT Boise Pathways Master Plan; ID Eagle Trails Master Plan; ID Nampa Bicycle and Pedestrian Master Plan; ID SW Idaho (COMPASS) Rails with Trails Development Cost Study; ID Foothills Trails Plan; Salt Lake City, UT Cache County Trail Feasibility Study; UT Miller Park Trail Access Improvements and Historic Structures; Salt Lake City, UT Kearns Wayfinding Plan; UT Utah Transit Authority Wayfinding and Signage Plan; UT Summit County Active Transportation Plan; UT Mid-Valley Active Transportation Plan; UT Hurricane Active Transportation Plan; UT North Davis Active Transportation Plan; UT Truckee River Master Signage Plan; Reno, NV Mountain Village Trails Master Plan; CO Louisville Natural Surface Park Trail Plan; KY MACK DRZAYICH SENIOR DESIGNER AVAILABILITY TO CONTRIBUTE 40 hours per monthAlta Planning + Design31 29 Joe is a national expert in bicycle and pedestrian facility design. He provides project oversight and quality control for Alta staff for on-street bicycle facility implementation and pedestrian planning projects in communities varying in size across the Rocky Mountain region and nationwide. Joe lived in Bozeman for 14 years and still visits frequently. Joe prepared active transportation recommendations for the last two Bozeman Transportation Plans and has been involved in dozens of other trail, pedestrian and bicycle projects in Southwest Montana. EDUCATION MS, Transportation Planning, Oxford Brookes University, United Kingdom, 2002 BS, Civil Engineering, California Polytechnic State University, San Luis Obispo, California, 2001 PROJECT EXPERIENCE Bozeman Transportation Master Plan; MT Billings Wayfinding Signage Plan; MT College to Huffine Trail; Bozeman, MT Missoula to LoLo Trail Design; MT Gallatin County CTEP Trails; MT Helena Active Living Wayfinding Plan; MT Helena Transportation Plan; MT Bozeman Safe Routes to School Mapping Updates; MT Billings Area Bikeway and Trail Master Plan Update; MT Billings Long Range Transportation Plan; MT Yellowstone Riverfront Trail Feasibility Study; Billings, MT Parkline Trail and Complete Streets Project; Kalispell, MT Missoula Long Range Transportation Plan; MT Missoula Wayfinding Signage Design; MT Hamilton Non-Motorized Transportation Plan; MT Greater Yellowstone Trail Concept Plan and 2019 Update; ID and WY Frederick Parks, Open Space, and Trails Master Plan; CO Pitkin Low-Stress Bikeway; Fort Collins, CO Northwest Arkansas Razorback Greenway NACTO Urban Bikeway Design Guide FHWA Small Town and Rural Multimodal Network Guide JOE GILPIN SENIOR ADVISOR AVAILABILITY TO CONTRIBUTE 30 hours per monthAlta Planning + Design32 Susan Riggs, AICP has uniquely experienced the public, private and non-profit sectors over the past 19 years in Bozeman. In 2017, she established GroundPrint, LLC, to focus on helping the community development branches of non-profits navigate planning processes. Susan previously worked for an architecture firm focusing on site and neighborhood design, master planning, municipal and county entitlements, design review programs, feasibility studies and technical assistance grants. Susan began her career working as a planner for the City of Bozeman Community Development Department and currently consults with the department for a variety of projects. EDUCATION University of Virginia School of Architecture, Bachelor of Arts in Urban & Environmental Planning, 2001 PROFESSIONAL AFFILIATIONS + REGISTRATIONS American Institute of Certified Planners (AICP) No. 021407 Montana Association of Planners (MAP) VOLUNTEER EXPERIENCE Community Builders “Building Better Places,” Gallatin County Team Member 2020 Gallatin County Planning Board, Member 2009-2011 North 7th Avenue Urban Renewal Board (NSURB), Member 2008-2012 PROJECT EXPERIENCE Downtown Improvement Plan Update (In collaboration with Agency acting as Prime): Bozeman, Montana Downtown Plan Implementation & Consulting: Bozeman, Montana City of Bozeman Community Development Consulting; Bozeman, Montana Neighborhood Engagement Report: Bozeman, Montana PUD Relaxations Report: Bozeman, Montana Bridger View Redevelopment Neighborhood Planning: Bozeman, Montana HRDC’s Housing First Village: Bozeman, Montana Community First Griffin Place: Bozeman, Montana West Yellowstone Community Land Trust: West Yellowstone, Montana Big Sky Affordable Housing Feasibility Studies: Big Sky, Montana Experience under Intrinsik Architecture, Inc Stewart Homes Master Planning: Helena, Montana The Lakes at Valley West, Phases 1 & 2: Bozeman, Montana Zone Text Amendment to add way-finding provisions to Unified Development Code: Bozeman, Montana SUSAN RIGGS, AICP PRINCIPAL AVAILABILITY TO CONTRIBUTE Code & Policy Analysis Engagement Local Expert Available 10+ hours per month SELECTED AWARDS American Planning Association Award, Virginia Chapter, 2001Groundprint, LLC33 31 Mr. Murray has over 15 years of experience in survey administration, development, supervision, and research analysis. Throughout his tenure at ETC Institute Mr. Murray has had the pleasure of working on survey projects that cover a wide variety of topics, including parks and recreation, community planning, customer satisfaction, transportation, employee, library, comprehensive planning, parks and recreation master plans, water and utility, and business development. His current role as Assistant Director of Community Research includes survey design, developing sampling plans, quantitative and qualitative data analysis, interpretation of results, and presentation of findings. In his previous role he planned, coordinated and supervised the administration of large- scale origin-destination transportation studies on over a dozen projects throughout the country. Mr. Murray has worked as a Project Manager on projects for over 200 state, county, local, and private sector clients. Below are some examples of the clients Mr. Murray has worked for. EDUCATION B.S., Public Administration, The University of Kansas PROJECT EXPERIENCE Mr. Murray has served as a project manager for over 100 parks and recreation surveys for local governmental organizations. Some of these organizations include: • Aberdeen, South Dakota • Arlington County, Virginia • Austin, Texas • Barrington, Illinois • Beaver Creek, Ohio • Bend, Oregon • Billings, Montana • Cincinnati, Ohio • Corpus Christi, Texas • Dallas County, Iowa • Delaware County, Ohio • Denver, Colorado • Derby, Kansas • Downers Grove, Illinois • Eau Claire, Wisconsin • Edgewater, Colorado • Elon, North Carolina • Eudora, Kansas • Geneseo, Illinois • Glasgow, Kentucky • Grand Rapids, Michigan • Greensboro, North Carolina • Ithaca, New York • Jersey City, New Jersey • Kenmore, Washington • Lincoln, Nebraska • Mecklenburg County, North Carolina • Mill Valley, California • Milton, Georgia • Milwaukee County, Wisconsin • Oakland County, Michigan • Oswegoland, Illinois • Ozark, Missouri • Platte City, Missouri • San Diego, California • Tacoma, Washington RYAN MURRAY ASSISTANT DIRECTOR OF COMMUNITY RESEARCH AVAILABILITY TO CONTRIBUTE Approximately 40 hours each monthETC Institute34 32 Grand Rapids Parks and Recreation Strategic Master Plan † 35 33 EXPERIENCE 36 34 EXPERIENCE Comprehensive Parks and Recreation Planning We realize that the Bozeman Parks, Recreation and Active Transportation Plan requires a fresh, creative approach as well as grounded local knowledge. Agency Landscape + Planning is the project leader and prime consultant for this master plan update element. Agency will manage the overall process - orchestrating, ideating, collaborating and communicating with the Bozeman Parks and Recreation Department to achieve its objectives. Agency is currently leading a recreation and parks plan for Mecklenburg County and Charlotte, North Carolina and recently completed similar projects for the City and County of Denver, CO, the City of Greensboro, NC, and the City of Indianapolis, IN. Over the past decade, Agency members have worked on over twenty parks and recreation plans and projects across the country. We are joined by Berry Dunn, nationwide leaders in parks and recreation planning with an emphasis on operational and organizational assessments, staffing and culture assessments, change management, business planning, financial analysis and cost recovery, feasibility studies, and service quality assessments. A unique aspect of Berry Dunn is that all of their parks and recreation consultants are former industry practitioners and seasoned advisors, bringing empathy and expertise to tough conversations about managing change. Together, we believe the most successful comprehensive plans provide the following: • A Roadmap for Action. This plan must provide a clear, supported vision for where the parks and recreation system is going, described through a visual framework and actionable steps. We will create a plan that reinforces your vision but also provides a flexible framework to ensure the ambitiousness of the project does not destabilize surrounding neighborhoods in the process. • Integrated Mobility. Bozeman’s network of trails, linear parks and bike paths, already recognizes this essential community and environmental infrastructure. We can hybridize the typical approach to a gaps analysis that accounts for all publicly accessible open spaces, not just those that are owned and maintained by the city, county or state. • A Green and Blue Future. Parks do double duty as active spaces for community and extensions of Bozeman’s deep natural resource assets. The plan will identify that future scenario and work backwards to recommend key strategies and pilots that integrate the City’s green and blue infrastructure. • Vision and Grit. We believe this plan is an opportunity to integrate previous planning, build consensus, and create a clear roadmap to improve access and system-wide connectivity, identify acquisitions, and drive community stewardship. We believe grit (to dig deeply into the existing conditions, data and human infrastructure) is as important as a powerful vision. This section summarizes our team’s experience in each of the four key areas that the RFP identified. Each section is paired with relevant project experience from across the team. 37 35 Comprehensive Parks and Recreation Planningwalksheds Creating a fun and engaging master planning process that ignites (or validates!) the community’s love of the department and the assets Innovation opportunities in system planning look like ... Engaging deeply with natural systems dynamics (habitat, water quality, etc) to expand fluency and stewardship Streamlining and clarifying decision- making and action- related process to ensure implementation aligns with a shared vision Bronken Park 38 36Comprehensive Parks and Recreation PlanningMeck Playbook: Mecklenburg Park and Recreation Comprehensive Plan Mecklenburg County Park and Recreation Mecklenburg County, North Carolina Ongoing Mecklenburg County, North Carolina, which includes the City of Charlotte, has experienced significant population growth since the 1970s. Home to over a million residents, the County continues to attract newcomers with its diverse communities, affordable quality of life, temperate climate, and expansive greenway and park system. Agency is currently completing a robust community engagement and master plan process, called Meck Playbook, that is tailored to suit the diverse needs of the residents, visitors, and stakeholder organizations in the City of Charlotte and Mecklenburg County. In partnership with Neighboring Concepts, Kimley Horn, and Berry Dunn, and through careful listening, observation, and analysis, the Agency team has been developing innovative and implementable recommendations that address challenges of such a large system with limited resources and big aspirations. Guided by four principles, the vision for Meck Playbook is one rooted in action and inclusion. By committing to equity, the plan enhances relationships with communities that have the lowest access to amenities and the highest need for those resources by engaging in community decision-making at every step of implementation. As land values continue to increase, the plan identifies ways to work beyond traditional boundaries and engage with partners to purchase land, create new programs, and expand connections to neighborhoods. Stories about the history, culture, and future of the County will be shared by local artists and in community destinations. As the County evolves and grows, Meck Playbook will guide decision making that can realistically adapt to changing needs and trends. Commit to Equity at MLK Park S tewart Cree k Gree nway SMALLWOOD NEIGHBORHOOD SMALLWOOD NEIGHBORHOOD ENDERLY PARK NEIGHBORHOOD 1 2 4 7 5 6 creek bridgeconnector new facility with overlook restored courts + splashpad improved mobility accessible connection to fields crossing to adjacent park 10 MIN 10 MIN 10 MIN walk to park walk to park walk to park SEVERSVILLE PARK MARTIN LUTHER KING JR PARK N TO UPTOWN CHARLOTTEFuture GreenwayAmbassador StSta t e StRozzelles Ferry Rd28 Agency, BerryDunn and ETC Institute 39 37 Comprehensive Parks and Recreation PlanningRelevance to Bozeman’s Plan PLAN ELEMENTS Reflects the community’s priorities Includes professional assessment and recommendations Policies that support environmental and mobility goals Guides development proposals Recommends policy updates Addresses community-driven service imbalances Prioritizes acquisition, development and maintenance Guides the Department’s program development Provides implementation recommendations Together, Agency and Berry Dunn have helped shape a vision and actionable set of recommendations for the Mecklenburg County Parks and Recreation System. The plan elements addressed in the Meck Playbook closely matches Bozeman’s identified needs and project outcomes (see below). In addition, the client team for Meck Playbook equally prioritized issues of equitable parks access, connectivity between resources and environmental health as drivers in the planning effort. The playful plan branding, accessible visualizations and comprehensive storytelling might also resonate with Bozeman’s goals! x x x x x x x x x Low-ranked spaces in priority communities Priority community Gaps in open spaces access 40 38Comprehensive Parks and Recreation PlanningThe City of Greensboro is home to an award-winning parks and recreation system, featuring an extensive network of greenways and trails, a robust collection of neighborhood parks and several regionally significant parks. The focus of the 2018 Parks and Recreation Master Plan was to ensure the longevity of this system, and position it for relevance to the community today. Since the previous plan in 1998 and the 2005 update, Greensboro has been experiencing city-wide growth, demographic changes, significant deferred maintenance and funding shifts, making 2018 an important moment to plan for the future. Agency led a diverse team of local and national experts to envision the next era of Greensboro’s world-class parks and recreation system. The plan helps the City chart a progressive path forward amidst growth and development, unique neighborhood needs, environmental conditions, and a competitive funding/financing context. The project included a thorough analysis of the City’s parks and recreation system, a series of community conversations to understand the priorities of Greensboro’s culturally diverse and evolving population, pop-up meetings, a statistically valid survey, ongoing staff engagement, a recreation and trends analysis, and recommendations for organizational changes and maintenance practices. The vision reinforced continued support for connectivity and neighborhood-scale amenities, as well as investment in state-of-the-art facilities. Plan2Play Parks and Recreation Master Plan City of Greensboro Department of Parks and Recreation Greensboro, North Carolina 2018 Select Awards North Carolina Chapter of the American Planning Association (NC-APA), 2019 North Carolina Marvin Collins Planning Award, Outstanding Planning Award – Innovation in Planning Services, Education, and Public Involvement Agency and ETC Institute 41 39 Comprehensive Parks and Recreation PlanningDenver Game Plan † City and County of Denver Denver, Colorado 2019 The City and County of Denver's Game Plan for a Healthy City is a citywide parks and recreation plan for the next 20 years that proclaims that easy access to parks and open space is a basic right for all Denver residents. Built from input from more than 6,000 residents, stakeholders, and staff members, the Game Plan provides a roadmap for parks, recreation programs, and urban forest to serve the needs of all Denverites in the face of population growth and climate change. The Game Plan was led by Brie Hensold and Gina Ford while principals at Sasaki, and they continued to serve as the project's planning and design leadership while at Agency, working with the project manager and support team at Sasaki. Denver's system is incredibly diverse, spanning urban plazas to large natural areas in the outlying mountains. However, today the system is facing unprecedented challenges environmentally and economically, and it is not fully and equitably meeting the needs of all of Denver's growing and changing neighborhoods. The plan seeks to flip the mindset of recent parks investment, calling for a new vision that rallies around parks as essential public health and outlines five key strategies to: • Adapt to the Changing Climate & Limited Resources, • Diversify Parks & Recreation Services, • Grow the Park System & Recreation Access, • Reinvest in Denver’s Parks & Recreation Resources & People, and • Connect to Denver’s Nature & Culture. These strategies are informed by actionable policies, projects and programs and tied to recommended metrics and responsible parties for implementation. Agency and ETC Institute 42 40Comprehensive Parks and Recreation PlanningJersey City Community Facilities, Open Space and Recreation Plan City of Jersey City Jersey City, New Jersey Ongoing As New Jersey’s fastest growing city, Jersey City has experienced sustained growth since the 1980s. Amid this evolution, The City of Jersey City has consistently maintained its master plan, with updates to the City’s master plan in 2000, to the Open Space and Recreation Element in 2008, and today, in order to meet the changing needs for community-serving facilities and spaces of its growing and diversifying community. The plan for Jersey City’s community centers, libraries, open spaces and programs is happening at a time of significant momentum around the future of the city. To be the best stewards of the future, attention must be given to resilience, affordability, and equity. Jersey City is in the process of reinvesting in critical green infrastructure, as well as allocating funds for major renovations of existing facilities and parks to align with trends and community needs. Recently, under the guidance of new leadership, the City has invested over $6 million in parks and recreation facilities and increased the City-owned parkland by eleven percent. This show of commitment to increasing access between the city’s diverse communities and recreation is creating more places for people to thrive. The plan, which is currently underway, positions Jersey City within the region and amongst its peer communities across the country to understand opportunities for future investment in enhancing or expanding the city’s open space and trails network, parks and recreation facilities, and other important neighborhood-serving anchors. As the leaders of the open space element of the plan, Agency is placing great attention on crafting a game plan to increase access to amenities the community desires the most, while balancing the City’s unique ecological needs. All while imagining safe, effective, and accessible multi-modal ways to reach these destinations. Agency is leading a team comprised of local partners – NV5, who is leading the analysis of access and connectivity networks, and Stokes Creative Group, leading element outreach. Berry Dunn is lending technical expertise around recreation strategies. The Open Space Element is being developed in close collaboration with the Land Use Element (led by BFJ) and the Vision Plan (led by AECOM). Agency + BerryDunn 43 41 Comprehensive Parks and Recreation PlanningParks and Recreation Master Plan City of Parkland Parkland, Florida 2020 BerryDunn led the master planning effort for the City of Parkland, Florida’s Parks and Recreation Department, with Kimley-Horn as a strategic partner. Key project components included a statistically valid survey, inclusive community outreach and engagement efforts, demographics report, level of service assessment, organizational assessment, and recreation programs assessment. The unique factor in this project was the client’s expressed desire for a fast-track process. The BerryDunn team successfully completed a final master plan aligned with the City’s timeline in July 2020. “The BerryDunn team was professional, attentive, followed through with deadlines and understood the scope of our project. Their combined experience not just in master planning, but working in the parks and recreation field allowed for a clear understanding of expectations and a wealth of great ideas and recommendations.” - Christine Garcia, Director of Parks and Recreation, City of Parkland, Florida BerryDunn 44 42 XX Active Transportation Planning In a 21st century context of increasing urban dwellers and an emphasis on environmental sustainability, parks and recreation system plans benefit greatly from deep thinking about the role of mobility systems in delivering equitable access to resources. Agency tackles mobility issues with technical rigor, deep engagement with local culture and high aspirations for innovation in each system plan. In addition, we are thrilled to have Alta Planning + Design and Sanderson Stewart as contributors to the team’s mobility approach. Both have consulted on numerous active transportation planning and design projects across Montana and neighboring mountain states. Within Gallatin County our team is currently completing the Triangle Trails Plan, and successfully delivered the active transportation components of the 2017 Bozeman Transportation Master Plan. Partnering and working independently, Sanderson Stewart and Alta have designed many miles of pedestrian and bicycle facilities throughout the community. Together we will utilize the breadth and depth of our experience to create a comprehensive Active Transportation Plan grounded upon local familiarity and regional expertise. Alta Planning + Design has prepared bicycle and pedestrian master plans for hundreds of small towns and cities in the U.S., planning and building support for bicycling and walking, enabling these areas to improve active travel for residents and visitors alike. This team provides the building blocks to delivering a cost efficient and implementable Active Transportation Plan in Bozeman through: • Deep local familiarity – Staff have lived in the area for many years and have been involved in dozens of local projects • Understanding of the issues – The team has conducted level of traffic stress mapping, economic benefits analysis of active transportation, and has authored previous recommendations in Bozeman • Leading the field – Active transportation has evolved dramatically over the last decade and we have helped shape the industry in facility design, engagement, and emerging modes like new mobility. Exhibit from the Bozeman Transportation Master Plan 45 43 Active Transportation PlanningPilgrim Church Kids Biking Building on the previous mobility system planning in Bozeman to ensure alignment, shared visioning and quick wins! Right now we’re thinking about... Leveraging this opportunity to advance our already robust mobility data systems and analysis Uncovering, through community engagement, like this bike tour in Triangle Area near Bozeman, hidden system opportunities and challenges 46 44Active Transportation PlanningBozeman Transportation Master Plan City of Bozeman (Owner) Robert Peccia & Associates (Prime) Bozeman, Montana 2008 (Original Plan) 2017 (Update) Alta led development of the pedestrian and bicycle elements of the 2007 Bozeman Area Transportation Plan for Gallatin County, the City of Bozeman, and the Montana Department of Transportation. Alta also supported the 2017 plan update, which expanded the analysis to include network level-of-stress for pedestrians and bicyclists. The update included new sections on benefits analysis for active transportation facilities and a comprehensive look at existing count data. Alta led public involvement, facility inventory, existing conditions analysis, network improvement recommendations, mapping, programs, policies, and implementation strategies. The final product includes an implementation list and future network maps to guide the region in the development of non- motorized transportation. Alta Planning + Design 47 45 Active Transportation PlanningRelevance to Bozeman’s Plan PLAN ELEMENTS Reflects the community’s priorities Includes professional assessment and recommendations Policies that support environmental and mobility goals Guides development proposals Recommends policy updates Addresses community-driven service imbalances Prioritizes acquisition, development and maintenance Guides the Department’s program development Provides implementation recommendations This new Active Transportation Plan will serve as an addendum to 2017 Bozeman Transportation Master Plan. Many of the components of the non- motorized transportation analysis found in the Transportation Master Plan will provide key inputs for the Active Transportation Plan. Alta Planning’s experience as a consultant on the Transportation Master Plan gives our team a distinct advantage and will allow for deep insights and an efficient workflow. x x x x x x x 48 46Active Transportation PlanningFIRM NAME Alta was selected by the City of Billings to prepare a wayfinding and signage plan for their active transportation network. The plan includes a summary of wayfinding best practices, signage design and placement, and design intent drawings. The project seeks to create a cohesive and legible wayfinding system for trail users, on-street bikeway users, and pedestrians. Billings Wayfinding Signage Plan City of Billings Billings, Montana 2020 Alta Planning + Design 49 47 Active Transportation PlanningFIRM NAME Alta provided a comprehensive update to the 2003 Big Sky Community Organization Trails Master Plan. Big Sky is a tourism driven community that experiences seasonal surges in visitation and residency. This plan is intended to better portray the vision of a well-connected community by trails, despite the three distinct and separate focal points to the area (Base area, Meadow Village and Canyon). The plan made heavy use of a series of interactive public exercises and looked at preference of residents and seasonal visitors separately. The final recommendations outline a list of top 10 priority projects and identifies trails in neighboring resorts and public lands that could serve the larger trail network. Big Sky Trails Master Plan Big Sky Community Organization Big Sky, Montana 2018 Alta Planning + Design 50 48Active Transportation PlanningSanderson Stewart completed this CTEP-funded project for the design and development of three separate multi-use paths all bid as separate schedules under a single project. The project included design of approximately 8,500 linear feet of asphalt pathway for three separate site locations located in Gallatin County, Montana. Tasks included design, environmental analysis, project manual/construction bidding documents, assistance with contract letting and all construction oversight activities. These projects were constructed in 2014. Gallatin County Bike/Ped Paths Gallatin County Gallatin County, Montana 2014 Sanderson Stewart + Alta Planning + Design 51 49 Active Transportation PlanningThe Triangle Area Trails Plan will guide the development of non-motorized pedestrian and bicycle recreation and transportation infrastructure in future developments within the Triangle area. The communities of Belgrade and Bozeman have plans for trail connectivity, this rapidly growing area of Gallatin County lacks a guiding document to ensure future trail development and connectivity. This plan serves as an extension and complement to the existing Belgrade Parks and Trails Master Plan and the Bozeman Parks, Recreation, Open Space and Trails Plan (PROST). With the development of new subdivisions in the Triangle Area, this plan creates the vision and strategies to ensure that a trail and pathway system for safe recreation and transportation is connected through development over the long term. Developers, landowners, and homeowners will benefit from a clear, predictable, and inspiring vision for a trail, pathway, and linear park system. The Triangle Trails Plan project goals are: • Create a vision for guiding future trail development and connectivity • Identify key corridor and connections within the Triangle area • Provide clear and predictable expectations for developers, landowners, and homeowners for trail and pathway development • Propose implementation strategies to guide Gallatin County, Belgrade, and Bozeman in the completion of the proposed trail network Triangle Trails Plan Gallatin County & Gallatin Valley Land Trust Gallatin County, Montana 2021 Sanderson Stewart 52 50Active Transportation PlanningBridgeport is Connecticut's most populated city. The city has a long legacy of parks and open space, but its system has been challenged by tight budgets that led to years of disinvestment, overuse and the need for a new vision for the future. In 2012, the city set out to create a new parks and recreation plan for its community based on neighborhood needs, recreation, historic park identity, connectivity, maintenance, public engagement, and environmental and fiscal resilience. The plan was led by Gina Ford and managed by Brie Hensold while at Sasaki. The resulting “Park City” master plan repositions Bridgeport's 45 parks as a connected and vibrant network of green spaces that better leverage the city’s ample waterfronts, create resilient spaces for sea level rise, foster economic development and promote health and wellness. Importantly, the plan is founded on deep community input and engagement. Outreach strategies went beyond traditional meetings to include youth engagement through summer camp programs and rigorous statistically valid surveys. Key master plan ideas ranged from catalytic projects like restoration of inland industrial ways of the Pequonnock River, and Yellow Mill Creek to neighborhood-focused solutions like centrally located "hyper-parks" that amplify amenities where park need is highest. With a focus on implementation, the plan included a realistic action plan that tied capital projects to revenue generation and operations and maintenance efficiencies. The Bridgeport Parks Master Plan The City of Bridgeport, Connecticut † Bridgeport, Connecticut 2012 53 51 Active Transportation PlanningBurlington Greenway Renovation The City of Burlington Burlington, Vermont 2021 Burlington is Vermont’s cultural capital, largest city, and the heart of a region where incredible access to parks and recreation defines its quality of life, culture and tourism. The city’s diverse open space system comprises 43 parks, miles of trails, ecologically sensitive waterfronts, community gardens, and several recreation and cultural facilities. Our long-standing relationship with the City began in 2013 when Brie Hensold and Gina Ford - in partnership with leadership at Berry Dunn - led and managed the City’s first comprehensive parks and recreation master plan (while at Sasaki). Adopted in 2015, the Burlington Parks, Recreation and Waterfront (BPRW) Master Plan set forth a bold vision, which enabled multiple subsequent implementation projects led by our team. These included a comprehensive rebranding of the department, assisting BPRW with grant applications for park improvements, and most relevant to this effort, an ambitious renovation of the City’s waterfront greenway. In collaboration with our engineering partner, VHB, Agency worked on three phases of renovations to the Burlington Greenway. The first phase created a master plan for a series of park amenities along the trail called Pause Places. These included small rest stops, mid-sized spaces for information kiosks and interpretation, and the largest typology, mini parks, which feature a suite of recreation, leisure, and fitness amenities. This phase culminated in the implementation of three pause places, including a large waterfront gathering space and overlook (pictured above during construction). The second phase included the design of three additional Pause Places. The third phase, which is currently ongoing, focuses on realigning a critical stretch of the path as it passes through the downtown reach of the waterfront. The realignment, which was triggered by an expansion of the Amtrak rail corridor that parallels the greenway, must navigate horizontal constraints while remaining elevated high enough to avoid Lake Champlain’s seasonal flood waters. Our team facilitated discussions with multiple city agencies and the adjacent landowners to develop a series of alternatives for the alignment, which have yielded an approved - and consensus based - preferred alignment. CL 103.3’ (2011) 100’ (high water) 102’ (flood stage) 105’ 2’9’9’9’10’ 105.3’ 2’ MAJOR BUILDING SMALL SHED MAJOR BUILDING BEHIND LOCAL MOTION BIKE RENTALS PROPOSED GREENWAY RELOCATED RAILWAYPROPOSED FENCE FENCE LCTCR.O.W.PROPOSED FENCE ON RETAINING WALL Agency 54 52 Ethical Data Governance and Equity We believe that data is a powerful tool for community conversations, equitable decision-making, and telling a powerful story. At the same time, we know that data is not always impartial, and we need to create a process that marries data closely with engagement and community understanding, so that we can identify biases and work to overcome them. Often, there is a misalignment in what data tells us and what community perception is. Even if a data point is factually “true,” we need to understand if it aligns with community experience and if not, ask why! Our spatial analysis process will rely on GIS and existing data from the city and other sources. A first step when we receive data is to synthesize it and identify inconsistencies that will need to be ground- truthed, augmented with other data, updated, or vetted with the community. We will create an agreed upon database and deliver that to the client team at the end of the process, working with the City’s GIS team to understand how our data management can be seamless with their future use. Demographic and community analysis is at the heart of our work. We bring together multiple datasets, the US Census and American Community Survey the CDC’s Social Vulnerability Index and the EPA’s Environmental Justice mapper, to overlay various patterns and better understand need. Understanding concentrations of youth under 5 or older adults in can help to line up recreation trends with geographic distribution of programs and amenities. Likewise, a picture of the racial composition of the community is important background for engagement so we can measure if we are reaching a representative segment and recalibrate efforts if not. We always bring equity as a lens to our data review, using it to frame the questions that we turn to data and information to help us answer. We have collaborated with ETC Institute on multiple statistically valid surveys; they have a rigorous process for crafting unbiased questions and maintaining anonymity in the process. Likewise, when we conduct community engagement, we will work with the client to balance the community’s trust with the desire to collect and measure demographic information. We are excited to be joined by Susan Riggs of Groundprint who is a special advisor for HRDC to help implement the ongoing Safe Routes to Parks grant and has developed ideas to meaningfully engage low-income households, BIPOC (black, indigenous, people of color) households and people with disabilities. Groundprint also recently completed a City Engagement Report for the City of Bozeman Neighborhoods Program that identified best practices emerged related to organizational structure, engagement tools, inclusion goals/strategies and the need for metrics. Workshop Attendance 0-9 Attendees 10-19 Attendees 20-29 Attendees 30-39 Attendees 40-49 Attendees 55 53 Ethical Data Governance and EquityValley West Park We keep equity at the forefront with a commitment to... Use data to tell a truthful story, synthesizing it and using it to directly inform project goals and recommendations Continuously check engagement responses to demographics and geographic distribution, adjusting outreach and normalizing data. Draw on local understanding of Bozeman’s communities and neighborhood networks. 56 54Ethical Data Governance and EquityFor over a century, Franklin Park has been a lively and beloved center of recreation, gathering, nature, and discovery for the Boston community. Now, with newly allocated park funds, the City of Boston is planning ahead for the park’s next century. With the sale of the Winthrop Square Garage, Mayor Martin J. Walsh committed $28 million to revitalize Franklin Park. In preparation for this investment, which includes $5 million earmarked to create a maintenance endowment, the Boston Parks and Recreation Department launched a new master plan for the park. Agency is leading the public engagement, planning, and programming for an effort led by Reed Hilderbrand in collaboration with MASS Design Group and a broad team of ecology, engineering, economic, and engagement experts to create a community driven master plan for an engaging and diverse Franklin Park. Throughout this 18-month project which commenced in Fall 2019, the team will undertake an equitable and inclusive planning and decision- making process to create a shared vision for the future of Franklin Park. Our work will build on previous planning efforts and improvements by the City and its partners. Now almost halfway through the master plan process, the team has visited Franklin Park and the surrounding communities for community workshops, pop-up activities, surveys, and conversations with the park’s neighbors. Franklin Park Master Plan Boston Parks and Recreation Boston, MA 2019-2021 57 55 Ethical Data Governance and EquityRelevance to Bozeman’s Plan PLAN ELEMENTS Reflects the community’s priorities Includes professional assessment and recommendations Policies that support environmental and mobility goals Guides development proposals Recommends policy updates Addresses community-driven service imbalances Prioritizes acquisition, development and maintenance Guides the Department’s program development Provides implementation recommendations Agency led a community engagement process for Franklin Park that transitioned from pre-COVID to COVID- safe practices, while maintaining high levels of participation and genuine conversations. The project’s online survey garnered over 6,000 responses, following an intense effort to reach all neighborhoods around the park. The team continuously benchmarked survey replies to demographic traits, ultimately achieving alignment of the neighborhood’s racial composition with the survey respondents. To increase participation in key areas, the team mailed postcards, posted signs, and canvassed key streets. x x x x x Exercise Attend special events or festivals Spend time with friends or family Enjoy nature Travel through Relax Visit a playground Walk the dog Attend sporting events Play field sports Play court sports Take part in a program or class Play golf Run cross country Other Volunteer Play disc golf 74% 61% 61% 45% 52% 50% 35% 19% 19% 17% 17% 14% 9% 6% 4% 6% 2% 68% 34% 25% 59% 45% 32% 18% 36% 7% 8% 7% 3% 6% 10% 5% 2% 4% 76% 69% 72% 50% 48% 55% 39% 18% 18% 13% 16% 15% 10% 8% 5% 5% 2% What do you typically do in Franklin Park? Responses were analyzed by neighborhood to understand differences and commonalities in community needs. Dorchester (1495) Jamaica Plain (943) Roxbury (470) 53% identify as African American or Black African American/Black Caucasian/White Hispanic or Latino Prefer not to answer Other Asian American Indian and Alaska Native Native Hawaiian and Other Pacific Islander 33% 8% 5% 4% 3% 2% 0% 53% Over three-quarters of participants are residents neighborhoods adjacent to Franklin Park Resident of Dorchester, Jamaica Plain, Mattapan, Roslindale, Roxbury Resident of Boston (other than neighborhoods listed above) Massachusetts-resident visitor Commute through Franklin Park for work, school or daily errands Out-of-state visitor Parks Department Staff 3,816 788 746 46 39 676 58 56Ethical Data Governance and Equity3www.DetroitMi.gov/Land | 313-224-2372 1. Getting started 2. Check land zoning 3. Purchase land 4. PermittingThis guide is one of five packets on how to buy publicly owned land and create land based projects in Detroit. Download these resources at www.DetroitMi.gov/Land or pick up at 2 Woodward Ave.Land Based Projects: A Path to Purchase, Permit and DesignPlot plan, Site design, and Maintenance Guide Plot Plan, Site Design, and Maintenance Guide What is a Right of Way? A Right of Way (ROW) is a public corridor, adjacent to several properties that allows the movement of people and infrastructure. It can include public sidewalks, roads and alleys or utility easements. What is a setback? A setback defines the required distance between your property boundaries and the buildings or features you plan to place on your property. For example, in the drawing at right, the inner “setback” rectangle defines the area of your property that can include structures or features like compost. The Site Design Guide discusses some important things to know about setbacks for features like crops and orchards (page 10) or compost (page 14). How to identify property lines General information about your property lines are available on the Detroit parcel viewer, www.cityofdetroit.github.io/parcel-viewer including its width, length and area. Property boundaries and setbacksBefore you start drawing your plot plan, you’ll want to know your property’s boundaries and where you can place different features on your site. Your property is composed of one or more parcels and is defined by its property boundaries. Within these boundaries, your use of the land may also be impacted by setbacks, existing buildings, and your property’s relationship to city-owned streets, alleys or utility areas. Detroit Land Based Projects City of Detroit Detroit, Michigan 2019 underutilized vacant city lots into community gardens, play spaces, and urban agriculture projects among many others. Many residents and neighborhood organizations have led the charge in stewarding vacant lands to preserve their community’s character and strengthen neighborhood bonds. Yet, the guidelines and processes can be difficult to navigate, preventing people from participating thoroughly or protecting their investments. Agency supported Asakura Robinson to streamline and visualize the process and standards for Detroit’s Land Based Projects program. The project process featured an intentional community engagement strategy that posited that the current users are the experts and began with those already actively engaged in stewarding land based projects on vacant city-owned lands. Working with the City, the Detroit Land Bank, Asakura Robinson, Keep Growing Detroit, and the Detroit Collaborative Design Center, Agency walked through the process with those stakeholders to understand how it could be improved and where standards and communication could evolve or be made clearer. Agency developed a diagrammatic guide and narrative titled ‘Zoning 101’ to visually translate complex planning language to residents who are interested in undertaking their own land based projects and the critical rights and relationships to consider as projects are implemented. The project resulted in a series of online and physical guides that walk a person or organization through vacant land acquisition, permitting and program maintenance to ensure the Land Based Projects can grow and thrive. Detroit Land Based VenturesProcess and Design Guidelines The City of Detroit is actively managing and planning for its vacant land resources. At the start of 2014, Detroit counted 40,000 vacant houses; after demolitions, rehabs or sales, 22,000 vacant houses remained in 2019. Putting land into productive, community based use is part of the City’s long-term solution. Detroit’s vacant land revitalization strategies have attracted widespread attention in recent years, and have renewed interest in reprogramming Agency 59 57 Ethical Data Governance and EquityBuilding off the success of the High Line Canal’s Vision Plan, Agency, in partnership with Livable Cities Studio and with the support of Sasaki, led the High Line Canal Conservancy and community to envision a bold future for the Canal called the Framework Plan. Engineered for the conveyance of irrigation water and now used primarily for recreation, the Canal’s uniqueness as a greenway stems from its original function as a utility. It does not conform to the traditions of city grids or natural water bodies. Rather, it winds its way with the region’s topography in a completely unexpected way–revealing to its users an unfolding sequence of views, encounters, and experiences that feel both interwoven within and a world apart from its urban context. The High Line Canal Framework Plan serves as a pathway forward to revitalize and transition the Canal as a regional greenway while improving the health of the ecosystem. The Plan illuminates the opportunities and challenges accompanying a historic Canal system, while laying out inspiring and practical guidance for improvements that honor and enhance its unique attributes. The recommendations respect the character of the varied communities along the way and offer improvements to areas that are currently underserved by or in high need of open space. The High Line Canal Conservancy and the design team worked closely with Denver Water, the 17 unique jurisdictions, and the Urban Drainage and Flood Control District throughout the process. Community outreach and engagement efforts around milestone open houses and smaller focus group meetings to discuss community specific needs and desires. High Line Canal Framework Plan The High Line Canal Conservancy Denver, Colorado 2019 Select Awards ASLA Colorado Chapter, Honor Award in Analysis and Planning. 2020 Agency 60 58Ethical Data Governance and EquityETC Institute of parks, recreation facilities, programs, and services within the community that best represent residents’ needs. ETC Institute mailed a survey packet to a random sample of households in the City and County of Billings. Each survey packet contained a cover letter, a copy of the survey, and a postage-paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at www.BillingsParksSurvey.org. Ten days after the surveys were mailed, ETC Institute sent emails and placed phone calls to the households that received the survey to encourage participation. The emails contained a link to the online version of the survey to make it easy for residents to complete. To prevent people who were not residents of the City or County from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not counted. The goal was to obtain completed surveys from at least 400 residents. The goal was exceeded with a total of 505 residents completing the survey. The overall results for the sample of 505 households have a precision of at least +/-4.34% at the 95% level of confidence. Parks and Recreation Needs Assessment Survey City of Billings Billings, Montana 2019 ETC Institute administered a Parks and Recreation Survey for the City of Billings in the winter of 2019. The City is beginning to create its South Billings Recreation Center Concept Development Plan and data collected from the survey will be used to objectively assess leisure and recreation needs in the community. The survey and its results will guide the City of Billings in establishing priorities for the future improvement 61 59 Ethical Data Governance and EquitySocial justice and equity are embedded in the primary goals of this project. The Trust for Public Land bought the property in 2012 with intentions of creating the Story Mill Community Park and returning modest homes to the former Bridger View Mobile Home Park whose residents were displaced back in 2007. Note that the densest part of the neighborhood and the smallest units intentionally have the best views and access to the adjacent park. Bridger View is the result of several years of collaboration with non- profits, the City of Bozeman, and an extensive design team. Groundprint focused on the site planning and entitlements. As a Planned Unit Development (PUD) and Subdivision, this innovative project pushed the boundaries of the Bozeman Unified Development Code and included 19 code relaxations. After approval, the City of Bozeman separately contracted Groundprint to explore Bozeman’s historical use of PUDs and investigate recent relaxation approvals to identify common elements and themes among the projects. The information from this report serves to create a shared understanding of Planned Unit Development uses and relaxations in Bozeman among City Commissioners, City Staff, and the public, including design professionals and developers. Future work will include policy recommendations, process changes, and possibly code amendments. Bridger View TPL, HRDC & Headwaters Community Housing Trust Bozeman, Montana 2021 GroundPrint Bridger View resourcefully addresses a gap at the heart of Bozeman’s collective well-being — paths to homeownership for median-earning Bozeman families and community members. This mixed income neighborhood provides permanent ownership opportunities for middle-income residents. It is a compact development of 62 sustainably-built homes with shared open spaces, a common house, and connected pedestrian pathways. Credit: Ben Lloyd 62 60Engaging Data VisualizationXX Engaging Data Visualization We believe deeply in community engagement as a necessary and creative driver in managing urban change. To that end, creating engaging, accessible and clear graphics are central to our practice philosophy and core skills. Processing complex data and understanding the sometimes nuanced implications of mapping choices may be second nature to planning experts, but can often befuddle even the sharpest community member. Layer onto that challenge a whole host of traditional barriers - language, culture, economy, time - and you have a lot of space for potential missed connections! Our planning approach includes a few key steps to address these challenges. First, we begin each project by establishing a unifying visual identity and brand for the process including colors, fonts, infographics. This branding is completely custom, taking inspiration from the natural and cultural context of the place as well incorporating key process messaging. It is shared team-wide and used by all members creating graphics and visuals, giving the process a unifying look. Further, we treat each design presentation as a story unto itself. We storyboard each presentation early - sharing multiple drafts with the planning and client teams - to make sure everyone is clear on the story and to guide custom graphics that clearly articulate and reinforce key findings and ideas. Lastly, we utilize the full range of design, technical and data visualization tools - from expert GIS analysis to 3D modeling to traditional graphic design skills - in the delivery of materials. We offer a few examples in this chapter. 63 61 Engaging Data VisualizationMenagerie of the Imaginary Story Mill Park Creating a visual identity for this master plan that captures the unqiue and diverse qualities of Bozeman Right now we’re thinking about... Making one-page summaries of key information, like Groundprint did with affordable housing, to honor busy lives! The value of digital communication for making spatial data part of a community conversation, particularly as a result of the pandemic 64 62Engaging Data VisualizationWhen asked to imagine Downtown’s future, the Bozeman community delivered. Over six months, residents helped to assemble a vision by sharing thousands of ideas via activities at public meetings, dreams scribbled on coasters, Instagram likes, thoughtful emails, and passionate discussions. As a growing city, Bozeman needed to envision improved public amenities and parks in its beloved downtown. Together, the community envisioned: Looking forward, Downtown Bozeman will remain the heart of a thriving city, but will also emphasize connections to other corners of the community. A vibrant pattern of walkable and accessible streets is now more essential than ever, so the experience of Downtown will expand beyond the identifiable historic core to encompass more than Main Street. While Downtown changes, new investments will be targeted to make sure that improvements are designed to be welcoming to everyone. Finally, Downtown’s identity will always celebrate what is special about Bozeman and remain forever connected to nature and culture. The Plan included near and long-term recommendations for transformative capital improvement projects, policy and code revisions. Key elements include: • Understanding of future market demand across housing, office and retail. • Urban design potential for transformation of key downtown sites. • Public realm improvements to activate downtown parks, streets, and alleys. • Expanded bike facilities throughout downtown. • Policies to reinforce, retail and expand local retail establishments, to better align parking with future demand and technologies, and to create more accessible, inclusive housing options. Downtown Bozeman Improvement Plan Bozeman, Montana Downtown Bozeman Partnership 2019 65 63 Engaging Data VisualizationRelevance to Bozeman’s Plan PLAN ELEMENTS Reflects the community’s priorities Includes professional assessment and recommendations Policies that support environmental and mobility goals Guides development proposals Recommends policy updates Addresses community-driven service imbalances Prioritizes acquisition, development and maintenance Guides the Department’s program development Provides implementation recommendations Like Bozeman’s parks, trails, recreation and open space system, the City’s Downtown is unique and beloved. The Downtown Improvement Plan’s visualizations needed to communicate that the Plan understood Downtown’s value with care and consistency. The graphics supported positive community engagement by making the findings and ideas clear, and tying community engagement directly to the recommendations. This meant that conversations could quickly focus on ideas, elicit constructive feedback and dialogue. x x x x x x 66 64Engaging Data VisualizationThe White River, a major tributary of the Wabash River, flows through Indianapolis, Noblesville, Fishers, and other surrounding communities as it meanders from east to west across Indiana. In recent years, the region around the state capital has experienced a renaissance. Development in local downtowns and other districts is accelerating, arts and cultural institutions are expanding their visions, and investments in parks and open spaces have contributed to a flourishing public realm and quality of life. The White River is the next frontier. Long invisible, the river is awakening from a period of underutilization and ecological degradation. Agency was engaged by a multi-county partnership to lead an interdisciplinary team to examine the complex and interconnected issues of human activity and ecological systems along the White River corridor. The project process included a deep analysis of the area’s existing conditions, studies of the region’s cultural and natural history, ecology and hydrology, development potential, governance, activation opportunities, and open space system. Using this investigation as a foundation, the team developed a comprehensive and transformative vision for the region including a roadmap for implementing the plan recommendations. Engagement of key stakeholders, technical experts and public constituents occurred throughout the process to both inform the plan recommendations and build allies for the plan as it moves into implementation. Building upon 12 months of research, discovery and development by our robust team of experts, both local and national, the White River Vision Plan culminates in a document that identifies and envisions enhancements for 58 miles of the White River. The White River Vision Plan The City of Indianapolis, Hamilton County Tourism and Visit Indy Hamilton and Marion Counties, Indiana 2020 Select Awards BSLA Merit Award in Analysis and Planning. 2020 Agency 67 65 Engaging Data Visualization1800 0 20 60 40 80 100 120 1820 19201840 19401860 19601880 19801900 2000 2020 2040 2060 Subsistence Fishing by Miami + Early Settlers Massive Land Clearing EXTENSIVE + DIVERSEFISH + MUSSEL COMMUNITY FEW FISH OR MUSSELSIN THE RIVER FISH + MUSSELCOMMUNITY RECOVERS Urban Growth Button Industry Fish + Game Laws Cultured Pearl Industry Clean Water Act Dam Retrofits CSOs Eliminated Fish Mussels Severe Pollution Asiatic Clam Climate Change Ecological Agriculture Mussels Protected YEAR# OF SPECIESDams The Rise and Fall of the White River Ecosystem 68 66Engaging Data VisualizationThe City of Bozeman Neighborhoods Program asked GroundPrint to review and analyze peer cities’ public engagement structure and methods. The following cities were selected based on similar demographic trends and characteristics such as the presence of a university, an emphasis on outdoor recreation and the technology and service industries: 1. Bend, Oregon 2. Corvallis, Oregon 3. Flagstaff, Arizona 4. Fort Collins, Colorado 5. Vancouver, Washington First, the selected cities were each contacted and asked to fill out an online survey. The consultants then analyzed the results of the survey, further researched each City and then conducted follow up interviews where necessary. This information was compiled into two infographic summary pages per City - a “City Snapshot” and an analysis of “Strengths, Weaknesses, Opportunities and Threats (SWOT).” Several themes emerged related to organizational structure, engagement tools, inclusion goals/strategies and the need for metrics. The report summarizes those themes and includes a “Spotlight” story about a City that exemplifies each theme. In some cases, the Spotlight is about one of the five comparison cities; however, other cities (Boise, Idaho and Taos, New Mexico) were also included in the Spotlight features to show advancement in the identified theme. The report was used as a reference during the development of the City’s Engagement Plan and Policy. City Engagement Report City of Bozeman Bozeman, Montana 2020 GroundPrint Q9: Does your City track demographic information? 69 67 Engaging Data VisualizationIn 2020 Sanderson Stewart participated in the Institute of Transportation Engineers (ITE) Micromobility Sandbox Design Competition to demonstrate innovative ways to accommodate new transportation modes such as scooter and bike share as applied to two very different locations – a small city main street (Bozeman, MT) and a high- volume tourist destination (Las Vegas, NV). This design challenge presented the opportunity to evaluate corridor features and offer designs that can be adaptable in a variety of settings. Developing infrastructure to support micromobility will ease the mode conflicts and improve safety for all users. This design competition created an opportunity to explore and develop these infrastructure design solutions for corridors of all sizes and contexts. Our Complete Design approach means that we integrate viewpoints of experts from many different fields into the planning and design process. Because, together, we design better. For this project, our Transportation Engineers, Urban Planners, Landscape Architects and Graphic Designers worked with bicycle and scooter providers to come up with holistic, safe, and resilient solutions. How does micromobility support resilient neighborhoods? By providing low cost, accessible transportation for a wide variety of users. While we know that the pandemic will end and social distancing will subside, the need for resiliency in our communities will remain. Ensuring that our built environment supports a wide variety of transportation options will enable communities to endure and support residents through economic changes, disasters, and other significant events well into the future. Micromobility Sandbox Design Competition Institute of Transportation Engineers Bozeman, Montana and Las Vegas, Nevada 2020 Sanderson Stewart 70 68 Meck Playbook, Mecklenburg County, NC 71 69 SCOPE OF PROPOSAL 72 70 In order to meet the City of Bozeman’s vision for the Master Plan for the Parks, Recreation, and Active Transportation Plan we propose a three phase process over the course of twelve to sixteen months, depending on other city timelines and approvals. The following scope of work includes all tasks and sub-tasks listed in the RFP, organized into phases of work. Phase 0: Project Management and Engagement (RFP Task I) This phase, which describes our roles and responsibilities as the project managers, will begin at the project outset and continue throughout the duration of the project. Early Alignment At the start of the project, we will work with the City to clearly define roles and responsibilities of the Agency team, including all subconsultants, as well as the City team. During this initial conversation, we will also work with the City Team to refine the project approach, work plan, and schedule. We will establish a schedule of regular check-in calls to discuss project status, interim products, and receive guidance and direction from the City. We anticipate providing written progress reports monthly with interim, abbreviated updates provided as needed. Progress reports will summarize the work complete to date, upcoming tasks, and progress on deliverables. Should an issue or delay arise, Agency will move quickly to identify and implement a solution in collaboration with the City. Integration Our team understands the great opportunity for this plan to build upon past – and ongoing - planning efforts, and we commend the city for the high standard they have set for alignment across these initiatives. As described in the next task, we will begin the project with a deep dive into all relevant planning efforts, with an emphasis on opportunities for synergy and SCOPE OF PROPOSAL an eye toward implementation. Agency will develop a matrix, or similar visual framework, to illustrate these opportunities for cross pollination, and will regularly monitor our progress against these benchmarks. Communication As the prime consultant, Agency will perform all aspects of communication with the City project manager and consultant team. Senior urban planner Rhiannon Sinclair will serve as the project manager and primary point of contact for the duration of the project - a role that she frequently performs on parks and recreation master planning projects. At the project outset, we will work with the Prime and the City to develop a detailed project schedule and list of deliverables. We will regularly update the Prime and the City on the project’s progress relative to these plans through weekly or bi-weekly conference calls and, in the event of a delay for any reason, we will immediately develop a strategy for staying on schedule. As COVID-19 precautions and regulations are in the process of being lifted, we will discuss the timing of site visits with the City project manager. Social distancing protocols will be followed on all site visits. We often begin a system plan with a highlights tour for the City and Agency Teams to complete together, or report on and share back, in a socially distanced way. We find it helpful to see sites together to surface issues and day-to-day challenges. Public Engagement In collaboration with the city’s public engagement team, the Community Engagement Steering Committee, and in alignment with Bozeman’s recent Community Engagement Framework, the Agency team will lead the public engagement effort for this project. Agency will design, review, and implement all public engagement activities and project meetings. Our team will help to compose public-facing communications and will be responsible for generating all supporting visual materials. 73 71 For all public workshops, our team will develop meeting materials, including presentation materials/ boards and interactive feedback materials. We can also create a meeting invitation in digital and print formats suitable for emailing, posting on social media, or pinning up around the community. We will provide the invitation to the City for distribution. The meeting formats (online or in person) will be determined together with the Client. Our team has many best practices to draw on for online meetings during COVID. We have found that it offers the chance to hold meetings at multiple times of day and on different days of the week to reach more people. We also believe in creating a high level of interactivity and can test various formats with the client team to determine the best mix. The public workshops will be complemented by follow-up tools such as online or other surveys, or materials at local events that capture audiences who were not able to participate in the sessions. Engagement Plan Community engagement is essential for an actionable plan. A successful engagement framework will create meaningful dialogue, facilitate decisions, and build enthusiasm. The Agency Team will work with the City to shape a tailored participation plan that encourages participation from all constituents, even amidst the challenges of this time for traditional gatherings. The public participation plan will include roles and responsibilities for the client team and the Agency Team, advertising schedules and major milestones, an approach to hard-to-reach populations, and measures of success. The plan will address online coordination with social media and in-person methods, as appropriate. It will also consider the impacts of ethnicity, culture, and socio-economic status on engagement in the comprehensive plan process and in department programs and services. We assume we will be able to work with city resources to provide translation of materials as needed. While we plan to refine the exact methods with the City team, we expect that a successful strategy for the comprehensive plan will include the following items: Online Engagement Project Web Content: We will provide regular content updates to the City to update and share in a transparent way with the community on the City’s existing wesbite. Social Media: We will create visual graphics and imagery, custom to online needs, for the City to promote the plan, promote public events, and gather reactions to early ideas on existing social media platforms. The Team recommends building off existing platforms to take advantage of existing audiences on Facebook, Instagram, Twitter, Next Door or other venues. Statistically valid survey: See the Needs Assessment scope for detail on the statisically valid survey. 74 72 Online Conversation: Working with the City’s Bang the Table platform, we will craft conversations and share content at milestone moments and in between. Community Workshops At key project milestones, community workshops will be marketed broadly to the public and held in various locations across the county. Three milestones are anticipated in the schedule, with each milestone including workshops at different times of day to align with the busy schedules of the city’s constituents. The Agency Team will work with the City to identify whether the workshops will be held in-person or virtually, dependent on the timing of meetings and the status of the Coronavirus pandemic. In past projects, we have also creatively combined a milestone meeting with an event in a park to meet people where they are. At the end of each engagement milestone, synthesize the community engagement results and present them in an easily digestible and clear format that can be shared on multiple digital platforms, both internally and with the broader community. Engagement Toolkit/Drop in at local events In between the major milestones, the Team will tailor content to be shared more informally at popular community destinations into an engagement toolkit. Working with the Client Team early in the process, we will determine the best events to participate in / destinations to visit and pace them throughout the full process. The engagement “toolkit” can also be used by staff, neighborhood groups, by the Community Engagement Steering Committee or others to broaden engagement. Staff and Stakeholder Engagement Staff engagement is essential to the success and implementation of the plan. We will create opportunities for staff engagement during the process. At the beginning of the process, we recommend a series of topical focus groups to learn about the system through the eyes of staff, partners, and leaders. These may include roles such as administration and finance, maintenance and operations, recreation programming, capital planning and development, and community engagement. 75 73 Notes on COVID-19 Era Engagement For a team who believes that inclusive engagement is essential, 2020 and 2021 have been challenging. But, we also believe that, for too long, community engagement has relied on methodologies which have inherent biases and do not result in representative participation. We have embraced this moment as an opportunity to challenge ourselves to learn and do better. Since moving to much more online or hybrid engagement we have been able to: • Host a virtual open house for the Triangle Trails Plan in Gallatin County, where residents recorded 1,500 web page visits and 500 comments in 10 days. • Use an online survey for a plan in Boston, MA to gather 6,000 responses that are racially and geographically representative of the project’s diverse community. • Double participation in public meetings for a County plan in Charlotte, NC from in person to going online by offering more times and broadening promotions. • Create open dialogues in online community and stakeholder sessions by creating platforms for smaller group discussions. • Invite community leaders in Albina, a neighborhood in Portland, Oregon, to support facilitation of online presentations and discussions. This strategy helped to build trust quickly, add energy to online platforms, and create space for authentic, sensitive discussions. Given the challenges of face-to-face engagement due to coronavirus restrictions and unknowns, Agency has been working to develop ways to build trust and open dialogue through alternative methods, both digital and “old-fashioned.” We also understand that, even today, the digital divide is real and analog outreach is needed as well. We have had success with postcard and flier campaigns or physical signs in public spaces to promote and offer ways to engage with planning efforts at this time. Franklin Park Action Plan Website Mecklenburg Playbook Website 76 74 Phase 1: Analysis and Assessment A data-driven process is fundamental to our work. During this phase that we will assemble the information that will ground our team in the existing conditions of Bozeman and establish the foundation for the recommendations to follow. As described below, our work will include a comprehensive review of Bozeman’s policies and plans, an assessment of community needs, and a deep inventory of the City’s facilities, programs and services, their level of service, and the marketing strategy for the department. Data and Past Plan Review (RFP Task A) We will issue a comprehensive data request at the project outset. While all the requested information may not be available, this is an important first step to clarify any gaps in information that our team should prioritize closing. The request will include past and ongoing planning efforts, transportation infrastructure, natural resources mapping, historic resources, and key contacts for engagement and outreach. The request will also include reservation and visitation numbers from parks and other facilities, recreation calendars, a list of partnerships, and participation rates. Past Plans and Policies With the above data is in hand, our team will work to understand existing plans related to Bozeman’s open space system, parks and recreation facilities, and active transportation network. This review will also include related projects or initiatives, such as transportation improvements, complete street projects, sustainability efforts, neighborhood planning, future development, and regional initiatives. We will review marketing materials/website, surveys, customer satisfaction results, organization structure, and other items to gain understanding of department operations and marketing. Needs Assessment (RFP Task C) This task focuses on quantifying the park and recreational needs of the Bozeman community today and in the future. The process will utilize a statistically valid survey (described below) to understand the preferences and aspirations among constituents. These will then be compared against existing amenities to identify where gaps exist - either in current conditions or regarding anticipated future needs. Statistically Valid Survey A statistically valid survey will be administered by ETC to provide information about use, demand for and perception of parks, recreation, and active transportation facilities. We will determine the exact level of validity with the City but recommend at minimum 100 returned surveys be achieved. Access and Inclusion As part of the needs assessment, Agency and Berry Dunn will conduct a review of all current Parks and Recreation programs and services, identifying any barriers to accessibility or lack of inclusiveness. Where needed, the team will make recommendations for strategic improvements to address these gaps and create a more inclusive system. SCOPE OF PROPOSAL 77 75 Recreation Program Assessment (RFP Task C+D) A Recreation Program Assessment will be provided as an element of our planning process. In support of the Department’s efforts in continuing to develop high quality programs, the recreation assessment will provide best practice approaches to recreation program development and will provide data driven recommendations for future positioning of programs. The team will collaborate with staff to determine the areas of analysis that will provide the greatest value to the City of Bozeman. The process will begin with a collaborative meeting with staff to brainstorm strengths, weaknesses, opportunities, and threats to programming. We will also facilitate focus groups with other providers of recreation services to determine partnership opportunities. Elements of the analysis can include: • Review of programs and services offered during the last year, analyzed according to core program areas, age segment analysis, connection to community need, and program lifecycles • Connecting program offerings with public process results • Review of similar providers to identify opportunities for partnerships and minimizing duplication of services with other providers. A matrix of offerings by agencies will be developed • Investigation and alignment of program and event offerings with program spaces at Beall Park Recreation Center, the Lindley Center, Story Mill Community Center and others • Analysis of user fees • Review of best practice approaches including measurement of performance, program development processes, and creating agility in the program mix to incorporate recreation trends Level of Service (RFP Task D) The team will use a customized method to determine Level of Service standards. We will use the NRPA Park Metrics database as a starting point (this provides a national comparison with other communities of relative size with comparable characteristics). Then, we will augment the NRPA information with additional data including demographic data, national trends research, community feedback, and staff input. We will do this with feedback from the City about integration of other local similar providers, including jurisdictions so that metrics are never examined in a vacuum. During this step, we will compare Bozeman’s provision of open spaces and amenities to other relevant, peer or aspirational systems around the country, based on factors like total open space, types of services, community features, and amenities. We will draw from available national data sources, such as the Trust for Public Land, NRPA Park Metrics or our team’s own resources. This will tailor standard metrics to the City’s unique positioning. 78 76 Equity and Geographic Distribution/Access A Proximity Analysis will be used to determine the location of parks and other amenities in the City in relation to the population and will assist in determining areas in which the population has greater or lesser access to City resources and amenities. Catchment areas, such as walking, biking, or transit distances, will be defined for the parks and facilities within the system. From this analysis, gaps in access will be determined. We will map and analyze parks/recreation provision related to under resourced or priority areas, using census data or the Social Vulnerability Index. The purpose will be to understand equitable access across the City. Marketing Review (RFP Task E) As one of Montana’s largest Park and Recreation systems, Bozeman Park and Recreation serves a community of almost 50,000 residents and the surrounding communities. The area has experienced sustained growth since the mid-1800s. Amid this evolution, the City of Bozeman has consistently maintained its commitment to deliver services that have surpassed the expectations of the community. Creating a vision and identity through effective and creative branding efforts is crucial as a unifier of access for the community. To do this, we will help to identify the need for envisioning a new brand through a current brand assessment, potential evolution of the visual identity, and a marketing and communication strategy to externalize it. Creating a marketing plan is crucial in messaging Bozeman’s unique value to the community, staff, and partners, encouraging participation throughout the region. Phase 2: Vision In this phase, the team will pivot from research and analysis and move toward ideation and consensus building. We will begin by working with the City to establish guiding principles based on the research and community engagement to-date. From there we will facilitate visioning exercise with the City to explore potential frameworks for recommended improvements. These early visioning steps will create a North Star to guide our team as we embark on a comprehensive process to develop, vet, and refine system-wide concepts. Our recommendations will be rooted in the lessons learned from the community need and level of service analyses - with targeted strategies to close gaps in service and meet unmet needs. Guiding Principles Based on community, stakeholder, and City feedback in Phase 1, we will develop draft Guiding Principles. These principles will be the foundation of goals and strategies developed in this and the following phases of work. We will review the initial language with the City, take comments, and revise the statements as needed. Visioning Workshop Early in this phase, we will hold a visioning workshop with the city and key stakeholders. At this meeting, we will review findings from the needs and level-of-service analysis, and look ahead to future opportunities, including review of guiding principles and system-wide ideas and concepts (below). System-wide Ideas & Concepts The Agency team will develop opportunities for enhancements to the system, to programming and operations to address any identified gaps, meet future needs, meet community goals, and increase the environmental, social, and economic benefits of the system. Strategies will address open space function and use, recreation and sports, connectivity SCOPE OF PROPOSAL 79 77 and access, green infrastructure, and resilience. Early opportunities will be reviewed with the City Team before they are developed into goals, strategies, and draft recommendations. Ideas could explore, for example: • Renovation and maintenance of existing sites • Land acquisition • Development of new sites • Partnerships and new programming Design Manual (RFP Task G) Design standards help to create a legible and consistent park system by unifying elements such as park location, circulation, thresholds, building materials, lighting, and furnishings. These standards also serve to simplify maintenance efforts; crews know which tools and parts to keep in stock/on-hand. Similarly, establishing best practices for maintenance procedures - such as mowing, irrigation and invasive species management - can unify the aesthetic quality of Parks and Recreation facilities and streamline their maintenance. The Agency Team will work with City O&M staff in the development of the design manual, to ensure their collective experience informs. Additionally, early buy-in from staff and their overall comfort with new standards, are key to successful implementation. Using recommendations from the NRPA and other industry leaders, the Agency Team will draft design standards and management best practices for review by the City team. Following initial review, the Agency Team will facilitate a review of the draft with City O&M staff. With their feedback, we will refine an approach that balances City goals related to sustainability, durability, and aesthetics with the realities of staff availability and expertise. Where necessary, we will make recommendations about additional training that may be required to adopt certain new practices. In alignment with the existing plan and policies (Strategic Plan, Climate Plan, Water Conservation Division recommendations), the team will make recommendations across all design standards and management practices to improve the ecological function, resilience and sustainability of the park system and the broader Bozeman environment. These will be rooted in industry best practices as well as emergent technologies and practices that may be worth piloting soon. Parks classification Beginning with NRPA standard classifications, which are based on scale and use, the Agency Team will develop a draft classification system for the city. We will facilitate a session with the city to review the draft. Depending on the feedback received, this step may conclude the task. However, in collaboration with 80 78 the City we may explore other approaches. In some cases, this involves creating separate classifications to distinguish active from passive recreation spaces; or conservation from development; or linear spaces (greenways) from discrete parks. Ultimately the classification system needs to codify the appropriate design, management and use parameters for each space. It should also, ideally, be an outward facing nomenclature that helps the public conceptualize the park system. Active Transportation Plan (RFP Task H) Sanderson Stewart and Alta Planning will lead the development of the Active Transportation Plan (ATP). Our approach will focus on creating an ambitious but realistic plan to dramatically increase the accessibility, connectivity, and safety of Bozeman’s active transportation network. The overarching goal of the active transportation plan will be to advance the mobility and sustainability priorities established by Bozeman’s Strategic Plan, Community Plan, and Climate Action Plan. Our strategy will be to propose standardizing trail and path specifications, identifying prioritized expansion of the network, and prescribing best practices for year-round maintenance, system- wide management, and a diverse funding strategy. Informed and inspired by specific public input gathered during our community engagement efforts, our team will build a comprehensive active transportation plan based on six foundational elements: Vision, Network, Standards, Wayfinding, Policy, and Strategy. Vision We will begin by establishing a bold active transportation vision supported by specific goals and strategic actions. The mobility and sustainability objectives of Bozeman’s Strategic, Community, and Climate Plans - as well as the bike and pedestrian goals of Bozeman’s various neighborhood and corridor plans - will guide our discussions with the community and inform the vision and goals. Network Our first task will be to combine existing active transportation inventories from the City of Bozeman, City of Belgrade, Gallatin County, and the Gallatin Valley Land Trust into one GIS-based network map. This will clearly identify the gaps and deficiencies that need to be addressed. Next, by overlaying the multimodal recommendations from the Bozeman Transportation Master Plan and the Triangle Trails Plan, we will identify the connections needed within the existing network and future expansions. Standards We will propose industry standards and best practices for bike-ped facilities classification, design/build specifications, cooperative management, and year- round short and long-term maintenance requirements. The goal of this task will be to establish one set of unified standards and common vocabulary that will serve the purposes of both the Parks and Public Works Departments. To support establishing and implementing these standards, we will identify a variety of public and private funding sources at the local, state, regional, and national levels. Wayfinding As part of our base proposal, our team will identify best practices for the development of Bozeman’s active transportation wayfinding system. Based on national and state guidance, we will develop a memo describing typical wayfinding sign elements, sign placement scenarios, destination selection approach, technology in wayfinding, and sign programming strategies. Our team will summarize technical requirements per the AASHTO Guide for Bicycle Facilities, the FHWA’s Manual on Uniform Traffic Control Devices (MUTCD), and relevant Americans with Disabilities Act (ADA) Accessibility Guidelines. Policy We will propose new policy guidelines and regulatory revisions to remove barriers and support implementation of the Active Transportation Plan. It is paramount to acknowledge and address the nexus SCOPE OF PROPOSAL 81 79 between the community’s active transportation goals and the public policies that traditionally focus on single-occupancy vehicles as the primary mode of transportation. • Revisions of the Unified Development Code to encourage private development to support active transportation by employees and residents. • Establishing policy guidelines that adjust the priorities of Bozeman’s road projects to include active transportation considerations. • Integration of active transportation facilities as high-priority Capital Improvement Plan projects. Strategy Out team will frame the rationale and corresponding criteria to guide the decision-making process to prioritize the improvements recommended in the Active Transportation Plan. This task will focus on a prioritization strategy that City staff can utilize when engaging the public, consulting Citizen Advisory Boards, and making recommendations to the City Commission. We will propose a systematic approach to consistently determine prioritization based on a matrix of criteria. The criteria will be weighted based on the degree to which to projects and programs meet the objectives of not only the Active Transportation Plan but also Bozeman Strategic, Community, and Climate Plans. Marketing Strategy and Pricing Plan (RFP Tasks E+F) Our team will advise on the development of a digital marketing strategy that is unique and resonates with the community and staff stakeholders to help drive engagement. Our approach will be agile and adaptive to the data that is gathered throughout the stakeholder engagement phase, working with staff to develop a plan that adjusts to the dynamics of the process. Program and Facility Pricing Plan for Cost Recovery As the Department seeks to efficiently manage limited resources and effectively respond to increased service demands, a fee study is a way to understand the total cost of services, as well as identify potential fee deficiencies. This important undertaking will help the Department better understand its true costs of providing services and serve as a basis for making informed policy decisions regarding the most appropriate fees, if any, to collect from individuals and organizations. Our team has in-depth experience conducting cost analyses and fee studies for local government departments, including parks and recreation departments. Our analysis will look at the full cost of providing services, including direct salaries and benefits of staff, direct departmental costs, and indirect costs from central service support. Our team will determine the full cost recovery fee for the Department to provide each service; however, fees can be set at the Department’s discretion, using the cost recovery policy as a guiding force. 82 80 Provide Informational and Work Sessions for Department Staff. One of the most important elements of developing an effective and efficient cost recovery plan is the involvement of the staff throughout the process. Our team will facilitate informational workshops to prepare the staff about the stages of the cost recovery process and to create a knowledge base that spans the breadth and depth of the organization. To encourage maximum engagement from the staff and to ensure that the plan reflects to needs of the organization, our team will also conduct workshops to help guide us in the development stages of the plan. Interview staff and stakeholders. Our goal during these meetings will be to gain an understanding of all of the programs and services the Department provides. Information and insight gained from these meetings will inform our understanding and analysis of the current fee and service structure and, where necessary, provide a foundation for recommendations pertaining to adding, revising, or eliminating fee or service types. Conduct a personnel services analysis. We will identify all staff providing direct support to administer and deliver programs and services. We will work with staff to determine estimated time spent on administration, development and delivery of all programs and services the Department provides. This information will help us begin assessing the financial impact of personnel costs to deliver programs and services, which we can then incorporate into our comprehensive cost of service analysis. Review operating and capital budgets. We will review the annual operating and, if applicable, capital budgets for the Department. This task will include a review of budgeted revenues, and operating and capital expenses on a fiscal year (FY) basis. Project the total cost for providing Department programs and services. We will develop and prepare a comprehensive cost model that calculates, identifies, totals, and distributes allowable direct and indirect costs to all programs and services for FY 2021 – 2022, or other department-defined FY. The model will identify the allocation methods used for distribution to all services, on the basis of relative benefits received. In order to accurately and reasonably do so, the model will calculate and identify: • Total expenditures: Using information provided by the Bozeman, we will determine total costs, for each fund, function, object class, or any other segment applicable to Department programs and services. • Unallowable and excluded costs: Building off the analyses in the previous task, we will determine all unallowable costs, excluded costs, and any other distorting items and remove them from the model. • Direct costs: We will determine all costs that can be tied specifically to a Department program or service, and therefore may be assigned as an expense. • Indirect costs: We will determine all costs incurred for a common or joint purpose benefiting more than one program or service. We will reconcile all identified costs and expenditures from the previous analyses to selected City financial statements, working with staff to develop explanations for material variances. Recommend methodologies for calculating fees. Based on the work completed in previous tasks, we will then provide the Department with recommendations for calculating fees to offset identified costs and to meet policy objectives. Using the calculated cost recovery percentage as a starting point, we will work with the Department to identify cost recovery targets and provide consultative recommendations for how the Department may arrive at the desired targets. Phase 3: Documentation (RFP Task I) The final Phase will be dedicated to a clear process and the creation of a visually compelling, user-friendly final plan document. We will customize the format, length, and tone of the final deliverable to the City’s needs. Plan Outline and Narrative Draft The first step of the plan documentation will be developing an outline for the final document. We will SCOPE OF PROPOSAL 83 81 review the outline with the City Team and make any requested changes before moving onto the next task, developing the draft content for the master plan. With approval on the outline, the team will develop a draft master plan narrative document. A draft report will be prepared in Word format and sent electronically to the County’s project leader for internal staff review. This initial draft will include all text content along with graphics (but will not include graphic design/layout). Plan Text Revisions and Layout Draft The team will make revisions to the narrative and lay out the document in a graphic format, illustrating the ideas in a compelling way with imagery, maps, and diagrams to facilitate public reception and partnership building. The document will be shared with the public for review and comment, as well as additional stakeholders, and another opportunity for review. Final Plan Recommendations (RFP Task I) The Agency Team will incorporate the latest comments into another revised document and provide the final Master Plan in PDF format to the Client Team. We will provide two versions of the final PDF Master Plan - a high resolution version formatted for printing and a lower resolution version optimized for posting online. This document will serve as the final adopted document. Final Plan Review and Approval We will present the final version of the plan to City leadership for adoption. If other presentations are intended to occur as updates during the planning process, we will work to align them with other meetings to allow for efficiency. Appendices (Task I): • Park design and specifications manual • Neighborhood and park level of service metrics and recommendations • Critical areas map • Active transportation plan including maps • Marketing plan for recreational programming • Program and facility pricing plan for cost recovery • Funding recommendations for programs and facilities Additional Wayfinding Plan (RFP Task H) If the wayfinding alternative is fully funded ($50,000 currently proposed), we will develop a comprehensive wayfinding plan including: • Wayfinding Typologies — access elements (gateways and kiosks), navigational elements (decision, turn signs), and enhanced elements (pavement markings, mile markers) • Destination Programming—destination hierarchy, signing distance standards, programming of abbreviations, icons, and symbols. • Design Concepts—Up to two design alternatives comprised of distinct aesthetic treatments, colors, and themes with ultimate selection of a single, refined wayfinding system • Implementation—Placement plan for high- priority routes, cost estimates, and maintenance recommendations. • Integration of Bozeman’s Strategic, Community, and Climate Plans. 84 82 SCOPE OF PROPOSAL: TOOLS The team has many software and other analysis tools for collecting and analyzing data, data visualization, and reporting. Those tools include but are not limited to the following: • Data sources and mapping tools including: US Census and American Community Survey, CDC’s Social Vulnerability Index, EPA’s Environmental Justice mapper • Arc GIS and ArcCollector for on-site information gathering, large scale geospatial data review, mapping, and critical area analysis, and inventory updates • Rhino3d and SketchUp for 3d modeling, building off previous project models and more recent city digital models (if available) • Adobe InDesign and Illustrator for data visualization and presentation purposes SCOPE OF PROPOSAL: SCHEDULE Our Phase Your Task 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0 I Project Management Early Alignment Integration Communication Public Engagement 1 Analysis and Assessment A Data and Past Plan Review C Needs Assessment C+D Recreation Program Assessment D Level of Service E Marketing Review 2 Vision Guiding Principles Visioning Workshop System-wide Ideas & Concepts G Design Manual H Active Transportation Plan E+F Marketing Strategy and Pricing Plan 3 I Documentation I Final Plan Recommendations H Additional Wayfinding Plan #1 - Milestone Engagement Focus groups 85 83 • Bang the Table (or similar), Miro, and Zoom for digital collaboration with committees, the City team, and with the public. We understand that the City is obtaining a Bang the Table membership and we anticipate it will be helpful to build on a platform the community is accustomed to using. • Survey Monkey and Slido to create small, focused online surveys for community feedback and staff engagement • Rec Management and National Recreation and Parks Association (NRPA), and Trust for Public Land (TPL) databases to understand trends and draw peer comparisons • AutoDesk/CAD and Rhino3d for standards development • NAACTO resources and tools for transportation/ trails related tasks Our Phase Your Task 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 0I Project Management Early Alignment Integration Communication Public Engagement 1Analysis and Assessment AData and Past Plan Review CNeeds Assessment C+DRecreation Program Assessment DLevel of Service EMarketing Review 2Vision Guiding Principles Visioning Workshop System-wide Ideas & Concepts GDesign Manual HActive Transportation Plan E+FMarketing Strategy and Pricing Plan 3I Documentation IFinal Plan Recommendations HAdditional Wayfinding Plan #1 - Milestone Engagement #2 #3 Approvals supportFocus groups #6 Draft Recommendations Draft Plan Final Plan 86 84 White River Vision Plan, Central Indiana 87 85 BUDGET 88 86 Fee by Task and Labor Hours Agency Sanderson Stewart Berry Dunn Alta Ground- print ETC Brie Hensold Gina Ford Rhiannon Sinclair Eamonn Hutton Planner Lauren Water- ton Danielle Scharf Chris Nau- mann Earen Hummel Erik Sweet Land- scape Designer Lisa Paradis Jesse Myott Dave Foster Mack Drzayich Joe Gilpin Susan Riggs Ryan Murray Phase Task Hours Labor $200 $200 $125 $125 $85 $145 $205 $145 $145 $95 $200 $200 $174 $119 $225 $110 $150 A Project Kick-off and Data Gathering, Background Research, and Analysis $5,510 $800 $400 $1,000 $250 $2,040 $290 $0 $290 $0 $0 $0 $0 $0 $0 $0 $440 $0 Hours 48 4 2 8 2 24 2 2 4 Phase A fee by firm $4,490 $580 $0 $0 $440 $0 B Community Outreach and Public Engagement Strategy and Materials $16,280 $3,200 $1,200 $2,500 $1,000 $3,400 $580 $410 $1,160 $0 $190 $0 $0 $0 $0 $0 $2,640 $0 Hours 130 16 6 20 8 40 4 2 8 2 24 Phase B fee by firm $11,300 $2,340 $0 $0 $2,640 $0 C Needs Assessment $35,690 $4,000 $800 $3,250 $1,500 $3,740 $0 $0 $0 $0 $0 $10,400 $0 $0 $0 $0 $0 $12,000 Hours 238 20 4 26 12 44 52 80 Phase C fee by firm $13,290 $0 $10,400 $0 $0 $12,000 D Existing and Future Facilities & Staffing - Analysis for Level of Service $13,290 $4,000 $800 $3,250 $1,500 $3,740 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Hours 106 20 4 26 12 44 Phase D fee by firm $13,290 $0 $0 $0 $0 $0 E Recreation Marketing Plan $7,480 $400 $0 $1,000 $0 $680 $0 $0 $0 $0 $0 $5,400 $0 $0 $0 $0 $0 $0 Hours 45 2 8 0 8 27 Phase E fee by firm $2,080 $0 $5,400 $0 $0 $0 F Program and Facility Pricing Plan for Cost Recovery $10,440 $400 $0 $500 $0 $340 $0 $0 $0 $0 $0 $0 $9,200 $0 $0 $0 $0 $0 Hours 56 2 4 4 46 Phase F fee by firm $1,240 $0 $9,200 $0 $0 $0 G Park Design Standards and Specifications $14,000 $400 $800 $1,000 $3,000 $3,400 $0 $0 $0 $1,740 $1,140 $0 $0 $0 $0 $0 $2,520 $0 Hours 125 2 4 8 24 40 12 12 23 Phase G fee by firm $8,600 $2,880 $0 $0 $2,520 $0 H Active Transportation Plan $32,630 $400 $0 $500 $1,000 $680 $6,050 $8,200 $5,800 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 Hours 188 2 4 8 8 42 40 40 44 Phase H fee by firm $2,580 $20,050 $0 $10,000 $0 $0 I Project Management General Plan Components 163 $20,680 $3,810 $1,600 $4,000 $1,500 $3,220 $870 $410 $870 $0 $0 $0 $0 $0 $0 $0 $4,400 $0 Hours 163 19 8 32 12 38 6 2 6 40 Phase I fee by firm $14,130 $2,150 $0 $0 $4,400 $0 89 87 Fee by Task and Labor HoursAgency Sanderson Stewart Berry Dunn Alta Ground- print ETC Brie HensoldGina FordRhiannon Sinclair Eamonn HuttonPlanner Lauren Water- ton Danielle Scharf Chris Nau- mann Earen Hummel Erik Sweet Land- scape Designer Lisa Paradis Jesse Myott Dave Foster Mack Drzayich Joe Gilpin Susan Riggs Ryan Murray Phase TaskHours Labor$200 $200 $125 $125 $85 $145 $205 $145 $145 $95 $200 $200 $174 $119 $225 $110 $150 AProject Kick-off and Data Gathering, Background Research, and Analysis $5,510 $800 $400 $1,000 $250 $2,040 $290 $0 $290 $0 $0 $0 $0 $0 $0 $0 $440 $0 Hours48428224 2 2 4 Phase A fee by firm$4,490 $580 $0 $0 $440 $0 BCommunity Outreach and Public Engagement Strategy and Materials $16,280$3,200 $1,200 $2,500 $1,000 $3,400 $580 $410 $1,160 $0 $190 $0 $0 $0 $0 $0 $2,640 $0 Hours13016 6208 40 4 2 8 2 24 Phase B fee by firm$11,300 $2,340 $0 $0 $2,640 $0 CNeeds Assessment$35,690 $4,000 $800$3,250$1,500 $3,740 $0 $0 $0 $0 $0 $10,400 $0 $0 $0 $0 $0 $12,000 Hours238204261244 52 80 Phase C fee by firm$13,290 $0 $10,400 $0 $0 $12,000 DExisting and Future Facilities & Staffing - Analysis for Level of Service $13,290 $4,000 $800$3,250$1,500 $3,740 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Hours106204261244 Phase D fee by firm$13,290 $0 $0 $0 $0 $0 ERecreation Marketing Plan$7,480 $400 $0 $1,000 $0 $680 $0 $0 $0 $0 $0 $5,400 $0 $0 $0 $0 $0 $0 Hours4528 0 8 27 Phase E fee by firm$2,080 $0 $5,400 $0 $0 $0 FProgram and Facility Pricing Plan for Cost Recovery $10,440$400 $0 $500 $0 $340 $0 $0 $0 $0 $0 $0 $9,200 $0 $0 $0 $0 $0 Hours56244 46 Phase F fee by firm$1,240 $0 $9,200 $0 $0 $0 GPark Design Standards and Specifications $14,000$400 $800 $1,000 $3,000 $3,400 $0 $0 $0 $1,740 $1,140 $0 $0 $0 $0 $0 $2,520 $0 Hours12524 82440 12 12 23 Phase G fee by firm$8,600 $2,880 $0 $0 $2,520 $0 HActive Transportation Plan$32,630 $400 $0 $500 $1,000 $680 $6,050 $8,200 $5,800 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 Hours18824 8 8 42 40 40 44 Phase H fee by firm$2,580 $20,050 $0 $10,000 $0 $0 IProject Management General Plan Components 163$20,680$3,810 $1,600 $4,000 $1,500 $3,220 $870 $410 $870 $0 $0 $0 $0 $0 $0 $0 $4,400 $0 Hours16319 8 32 12 38 6 2 6 40 Phase I fee by firm$14,130 $2,150 $0 $0 $4,400 $0 90 88 Optional Additional Service* *Add alternative pending grant request I Project Management General Plan Components 163 $20,680 $3,810 $1,600 $4,000 $1,500 $3,220 $870 $410 $870 $0 $0 $0 $0 $0 $0 $0 $4,400 $0 Hours 163 19 8 32 12 38 6 2 6 40 Phase I fee by firm $14,130 $2,150 $0 $0 $4,400 $0 Total Fees by Consulting Team $71,000 $28,000 $25,000 $10,000 $10,000 $12,000 Total Fee by Team Member $17,410 $5,600 $17,000 $9,750 $21,240 $7,790 $9,020 $8,120 $1,740 $1,330 $15,800 $9,200 $0 $0 $10,000 $10,000 $12,000 Total Labor Fee $156,000 Expenses - Included in billing rates $0 TOTAL FEE $156,000 H Active Transportation Plan - Wayfinding design and implementation plan* 385 $50,000 $1,200 $0 $1,500 $2,280 $1,020 $0 $0 $2,610 $0 $2,390 $0 $0 $8,700 $22,700 $3,600 $4,000 $0 Hours 385 6 12 18 12 18 25 50 191 16 36 Phase H fee by firm $6,000 $5,000 $0 $35,000 $4,000 $0 Total Labor Additional Service: Task H 7 $50,000 Overall Fee Agency Sanderson Stewart Berry Dunn Alta Ground- print ETC Brie Hensold Gina Ford Rhiannon Sinclair Eamonn Hutton Planner Lauren Water- ton Danielle Scharf Chris Nau- mann Earen Hummel Erik Sweet Land- scape Designer Lisa Paradis Jesse Myott Dave Foster Mack Drzayich Joe Gilpin Susan Riggs Ryan Murray 91 89 IProject Management General Plan Components 163$20,680$3,810 $1,600 $4,000 $1,500 $3,220 $870 $410 $870 $0 $0 $0 $0 $0 $0 $0 $4,400 $0 Hours16319 8 32 12 38 6 2 6 40 Phase I fee by firm$14,130 $2,150 $0 $0 $4,400 $0 Total Fees by Consulting Team$71,000 $28,000 $25,000 $10,000 $10,000 $12,000 Total Fee by Team Member$17,410 $5,600 $17,000 $9,750 $21,240 $7,790 $9,020 $8,120 $1,740 $1,330 $15,800 $9,200 $0 $0 $10,000 $10,000 $12,000 Total Labor Fee$156,000 Expenses - Included in billing rates $0 TOTAL FEE$156,000 HActive Transportation Plan - Wayfinding design and implementation plan* 385 $50,000 $1,200 $0 $1,500 $2,280 $1,020 $0 $0 $2,610 $0 $2,390 $0 $0 $8,700 $22,700 $3,600 $4,000 $0 Hours385612 18 12 18 25 50 191 16 36 Phase H fee by firm$6,000 $5,000 $0 $35,000 $4,000 $0 Total Labor Additional Service: Task H 7$50,000 Overall Fee Agency Sanderson Stewart Berry Dunn Alta Ground- print ETC Brie HensoldGina FordRhiannon Sinclair Eamonn HuttonPlanner Lauren Water- ton Danielle Scharf Chris Nau- mann Earen Hummel Erik Sweet Land- scape Designer Lisa Paradis Jesse Myott Dave Foster Mack Drzayich Joe Gilpin Susan Riggs Ryan Murray 92 90 Greensboro Plan2Play, Greensboro, NC 93 91 REFERENCES 94 92 REFERENCES Reference Bert Lynn, PLA, ASLA, LEED AP Capital Planning Division Director Mecklenburg County Government Park and Recreation Department 5841 Brookshire Boulevard Charlotte, NC 28216 Office: (980) 314-1012 Cell: (704) 589-7491 Bert.Lynn@mecklenburgcountync.gov Reference Shawna Tillery Planning and Project Development Manager Parks and Recreation Department City of Greensboro 1001 Fourth St. Greensboro, NC 27405 (336) 373-7808 shawna-tillery@greensboro-nc.gov Reference Harriet Crittenden LaMair Executive Director High Line Canal Conservancy 915 S Pearl Street Denver, CO 80209 (720) 767-2452 harriet@highlinecanal.org AGENCY | BERRYDUNN | ETC : MECK PLAYBOOK (ONGOING) AGENCY | ETC : GREENSBORO PLAN2PLAY MASTER PLAN (2018) AGENCY : HIGH LINE CANAL FRAMEWORK AND VISION PLAN (2018) 95 93 Alta Planning + Design, Inc. Reference: Big Sky Trails Master Plan (2018) Ciara Wolfe Executive Director Big Sky Community Organization 32 Town Center Avenue, Unit B1 PO Box 161404 Big Sky, MT 59716 (406) 993-2112 ciara@bscomt.org BerryDunn Reference: Parkland Parks and Recreation Master Plan (2020) Christine Garcia Director of Parks and Recreation City of Parkland 10559 Trails End Parkland, FL 33076 954.757.4121 cgarcia@cityofparkland.org Groundprint Reference: Bridger View (2021) Tracy Menuez Associate Director, HRDC 32 S Tracy Ave Bozeman, MT 59715 406-585-4890 tmenuez@thehrdc.org ETC Reference: Billings Parks and Recreation Needs Assessment Survey (2019) Wyeth Frida, AICP Director, Planning and Community Services Dept. City of Billings and Yellowstone County 2825 3rd Avenue North, 4th Floor Billings, MT 59101 406-657-8249 Sanderson Stewart Reference: Triangle Trails Plan (2021) EJ Porth Executive Director Gallatin Valley Land Trust PO Box 7021, Bozeman, MT 59771 406.587.8404 ej@gvlt.org 96 94 Caption 97 95 AFFIRMATION OF NON- DISCRIMINATION 98 96 99 97 Page intentionally left blank 100 98 Contact Information Brie Hensold Co-Founder, Principal Planner brie@agencylp.com T +1 202 210-6857 † Brie Hensold & Gina Ford led the design and/or planning on select projects while Partners at Sasaki 101 COMPREHENSIVE PARKS, RECREATION, AND ACTIVE TRANSPORTATION PLAN PROPOSAL FOR THE CITY OF BOZEMAN APRIL 16, 2021 102 Contents South Tahoe Middle School Connectivity | Lake Tahoe, CA Executive Summary 2 Firm Profile & Personnel 6 Project Approach 12 Experience 26 Scope of Proposal 38 Schedule 54 Fees 56 103 Design Workshop, Inc. Landscape Architecture Planning Urban Design Strategic Services 120 Main Street Aspen, CO 81611 970.925.8354 designworkshop.com Anna Laybourn alaybourn@ designworkshop.com 970.399.1408 April 16, 2021 City of Bozeman Attenion: Addi Jadin and Mike Maas sent via email to agenda@bozeman.net Re: Comprehensive Parks, Recreation and Active Transportation Plan Dear Addi Jadin, Mike Maas and members of the selection committee, Design Workshop is thrilled to submit a proposal for the City of Bozeman Comprehensive Parks, Recreation, and Active Transportation Plan. This is an opportunity we have hoped for since getting to know your staff, parks, and community while leading the Story Mill Community Park design. Your success is remarkable in implementing complex projects that greatly benefit community quality of life and the natural environment. Voter support for creating funding through a Parks and Trails District this past year demonstrates strong appreciation of your outdoor spaces and dedication to stewardship. These elements attract people to visit Bozeman on their way to Yellowstone National Park and the surrounding outdoor recreation, and draws many people to move to Bozeman, at a rate of approximately 1,500 new residents annually. This plan represents a weighty responsibility to future generations to preserve what makes this place special and make improvements to address your biggest challenges, a load we are passionate about helping our clients carry. Through this effort, you have created a pivotal moment to get ahead of growth to ensure that your future parklands, open spaces, and trails are planned for, connected, and strategically implemented. We believe this type of plan is an important opportunity to unite people, build civic trust, learn from a broad spectrum of community members about their needs and interests, and establish a focus and priorities. This proposal points to our exceptional relevant experiences creating innovative city-wide park system master plans and yielding results that have been honored by more than 40 professional awards. Design Workshop provides a holistic view that is needed for this effort. In addition to parks planners and landscape architects, Design Workshop includes ecologists, graphic designers, economic strategists, environmental (signage) designers, public-policy writers, stakeholder engagement specialists, transportation planners, and authors of comprehensive community plans. We share a deep commitment to improving social and economic equity and environmental justice through our work. Our team is rounded out with trusted partners. Ballard*King and Associates will lead programming, operations, funding, and management analyses; PRStudio will provide recreation marketing services; and National Research Center will create statistically valid surveys. Our portfolio of parks, open space, and trails planning is intentionally focused on cities surrounded by abundant natural amenities and active transportation, such as Boulder and Carbondale, CO, Salt Lake City, UT, Fayetteville, AK, Spokane, WA, and Lake Tahoe, NV and CA. We appreciate the value these communities place on the benefits that nature brings to lives. These places have unique outdoor recreation opportunities and needs that do not equate to national averages and require tailored planning. Parks and public lands planning in the United States is rapidly evolving to address a wide range of complex issues. While establishing levels of service for recreational facilities and defining requirements for open space needs remain important considerations, increasingly parks and open space managers must also consider issues such as spatial equity, homelessness, green infrastructure for resiliency planning, ecological health, mitigating climate change impacts, and sports facility/events economics. These challenges come at a time when budgets are confronted with additional demands of aging infrastructure and ongoing maintenance, pressure from population growth, the desire for new forms of recreational opportunities, and a need to expand programming to better serve vulnerable populations. Design Workshop has been a pioneer in addressing these emerging issues. Thank you for considering Design Workshop to be part of your team. Fostering collaboration is a key tenant of our practice, a topic I was honored to present on in Bozeman in 2019 at the AIA Montana annual conference. We are enthusiastic about the opportunity to collaborate with you and your stakeholders. Please feel free to contact me at 970-399-1408 if you desire additional information. Respectfully, Anna Laybourn, AICP Principal in Charge 104 Heritage Park Master Plan | Henderson, NV 105 Faceratur, officia as ero mos rest poratur, nia pos exeri ut a di dolore non nossitatisim rem nusaper uptiisq uassus dolorrum et voloreiunt quid utem. Nem exc errum andunt hitatur, ulpa non rerumquia quam, officipsam rehendaes disit autatus que ipicitiPa vollat derro omnis as es eos magnatis doluptat. PROJECT APPROACHEXECUTIVE SUMMARY 106 4 Executive Summary Executive Summary Understanding the City’s Needs Bozeman’s Parks, Recreation and Active Transportation system resonates in some way with virtually every person who lives, works, or visits Bozeman. Balancing stewardship to continue recreation and enjoyment of parks and trails for years to come, while inviting people to spend time outdoors and accommodating growing users and travel patterns through new forms of public spaces is the challenge by which we will measure our effectiveness and achievement. You have recently invested in significant projects such as Story Mill Community Park, Bozeman Sports Park, and Path to the M & Drinking Horse Trail that satisfy many of the previous community needs. This plan represents the opportunity to look holistically at your offerings and give attention to even the small neighborhood parks and bike paths in examining your network and operations, expressing your long- term vision, and prioritizing near- term investments. As Bozeman’s transportation system expands to meet the needs of its growing population, it is critical to offer mobility choices within the network to alleviate pressure, enhance safety, and support the health of the community. The significance of this effort cannot be diminished and the need for true focus, listening, and collaboration will be at the forefront of our approach to establish the ongoing legacy of parks, recreation, and active transportation infrastructure in the city. We understand the difficulty to operate when it feels as if “everything is a priority,” while lacking the resources to continue to maintain an expanding system that must mitigate for climate change and environmental threats. Your taxpayers want to know that the new dedicated source of funding is wisely being directed to investments that have an impact and benefit them. An overarching document that expresses a vision and how the community will collectively tackle the greatest challenges is a powerful tool. A successful master plan unifies, provides transparency, and builds trust, directs decisions, identifies constraints and opportunities, and guides implementation to achieve ambitions and goals. Your 2020 Community Plan points to the high importance placed on this plan for strategies for open space, parks, trails; the preservation of local agricultural lands and view sheds are voiced priorities from your residents. You also recently completed an ambitious Climate Action Plan 2020, with resiliency goals addressing the impacts of climate change from extreme heat, floods, drought, decreased mountain snowpack, wildfire, and winter storms. We understand Bozeman’s need to integrate these types of synergistic plan efforts. We have recently completed parks, open spaces, and outdoor recreation plans for places such as Boulder, Colorado and Mariposa County, California, which have similarly woven sustainability and resilience into decision-making processes with actionable solutions to mitigate climate change and incorporate innovative solutions for thriving agricultural lands. We also recognize efforts in the City to be more inclusive and equitable with an evaluation underway and changes for your civic engagement process identified. We applaud this effort and will seek a deeper understanding of your community’s history and specific issues you wrestle with. In the past few years, we have helped many of our clients use their parks planning process as a tool for A successful master plan unifies, provides transparency, and builds trust. GO Greeley Inspire Initiative Youth Engagement | Greeley, CO 107 5 creating dialog and seeking guidance from communities of color including Indigenous Peoples, and cultural and economic groups that have previously been marginalized. We would be honored to support the Bozeman community with our service. Public engagement can be tricky in communities like yours with a high percentage of highly educated population, power dynamics, expectations for high quality of life to be sustained, visitor demands on your system, and high rates of population growth with many new and part-time residents. Our team is well prepared for these challenges given our experiences crafting award winning public engagement processes for community plans in places such as Aspen, CO, Los Alamos, NM, Boulder, CO, the Lake Tahoe region, and Vancouver, BC. In these places we were successful in keeping the community informed, creating consensus with highly engaged stakeholders, and engaging those harder to reach populations. We anticipate similar needs to target engagement in your community to youth, the Hispanic community, people with low- or no income, and those working long hours. Highlights of Similar Experiences From our firm’s 50-year history we have a breadth of experience with similar mountain communities that are gateway destinations for natural amenity regions. From this we bring insights that are useful for this engagement. Our experiences creating parks, recreation, and active transportation plans include diverse geographies such as Spokane, Washington, Fayetteville, Arkansas, Loudon County, Virginia, and the Open Space and Mountain Parks Master Plan and current work on the Parks and Recreation Master Plan for the City of Boulder, Colorado. Planning a gateway community with trails, visitor services and recreation offerings for the east side of Zion National Park provide us with uncommon insight into current National Park visitation trends and capacity challenges you are likely experiencing. Our evaluation of Missoula, Montana’s development code provided us with insight into Montana statutes and development trends that have implications for park requirements. Design Workshop has been a pioneer in addressing these emerging issues. In projects such as the Park and Recreation Master Plan for Vancouver, British Columbia, we helped the City respond to population growth of over 100,000 people and the challenges of sea level rise, while also working to lay the foundation for a total asset management financial reporting system. Our nationally award-winning work for Great Outdoors Colorado considered how “nature deficit disorder” can be addressed through more equitable park system design. Our on-call work for the City of Denver Parks and Recreation Department has resulted in new parks in underserved parts of the city including the recently completed park in the Elyria-Swansea neighborhood, called ¡Todos Activos!. Challenges such as these inspire us to develop new ways to solve the complex array of issues that are as distinct as the attributes and political climate within each municipality in which we work. We have included trusted partners with valuable experiences working with Bozeman in the past and focus their services in western communities. Ballard*King and Associates knows Bozeman from working on your aquatic facilities. NRC brings two decades of knowledge in Bozeman, having completed your community surveys in 2005, 2007 and 2015. Finally, PRStudio provides public outreach and marketing services to municipalities throughout the inter- mountain west and understands your recreational marketing needs. Executive Summary Colorado Springs Park System Master Plan, Colorado Springs, CO 108 Titletown Plaza | Green Bay, WI Salt Lake City Master Plan, UT 109 Faceratur, officia as ero mos rest poratur, nia pos exeri ut a di dolore non nossitatisim rem nusaper uptiisq uassus dolorrum et voloreiunt quid utem. Nem exc errum andunt hitatur, ulpa non rerumquia quam, officipsam rehendaes disit autatus que ipicitiPa vollat derro omnis as es eos magnatis doluptat. PROJECT APPROACHPUBLIC LANDS FIRM PROFILE & PERSONNEL 110 Design Workshop is an international design studio, integrating landscape architecture, urban design, planning and strategic services. Whether designing a restorative private garden, developing the vision for a contemporary park or reimagining an underperforming downtown center, we go beyond the project itself to create places of timeless beauty and meaningful connections. We are a community of designers, planners and strategists, who love what we do. We design for people - not just today but for future generations. Our performance-based approach yields measurable results and projects that stand the test of time. In other words, we don’t just hope for sustainable projects; we rely on our process to deliver them. We call this process DW Legacy Design®. For over 50 years, “workshop” remains a hallmark of our firm, supporting collaboration and experimentation where clients and designers solve problems together. Design Workshop is dedicated to creating Legacy projects for our clients, society and the well-being of our planet. Established 1969 Aspen, Colorado Number of employees: 149 100% ESOP Annual volume of business: $18M Current workload: 350 projects 111 Our Legacy THE WORKSHOP WE SKETCH. WE MAKE MODELS. WE BUILD PROTOTYPES. Projects in30 + countries. 535 + DESIGN + PLANNING AWARDS 12 Precedent DW Projects published by the Landscape Architecture Foundation 8 DESIGN STUDIOS DW Legacy Design® DW Foundation We are dedicated to giving back to our communities. We have established the DW Foundation, which offers time and materials to select community projects. DW Legacy Design® represents our commitment to design projects that outlast us and contribute to a healthier world. Our methodology ensures every project has a balance between environmental sensitivity, community connection, artistry and economic viability. This approach ensures that our projects reflect the critical issues facing the built environment and deliver measurable benefits. It is the foundation of the firm’s workshop culture and the defining process of our practice. Environment We are stewards of the environment and champions for a sustainable future. Community An inclusive engagement process is critical to (re) building the social fabric of the community. Economics Projects must be financially sustainable to last generations. We need to consider market reality and return on investment. Art Art is an integral part of the human experience; it challenges assumptions and provokes thought while revealing beauty and meaning. Locations Aspen Austin Chicago Denver Lake Tahoe Los Angeles Houston Raleigh 112 12 Project Approach Content is critical, but so is having an inclusive process that the community trusts. Project Approach We expand upon an understanding of your context and challenges in our approach, recognizing the following are critical for a successful project: • Utilizing multiple methods for community engagement to meet people where they are; • Providing professional assessments for data-informed decisions; • Directing growth of your park system to match your changing community; • Connecting people to outdoor recreation and green spaces through your trails; • Innovating for environmental and social resiliency; • Crafting plan graphic materials to clearly communicate ideas to a broad audience; and • Prioritizing for effective implementation of a big vision. Multi-Faceted Community Outreach That Responds To Changing Conditions We design our outreach efforts to overcome barriers of participation through cultivating a suite of diverse engagement tools and opportunities. Like the City’s Community Engagement Framework, our team utilizes international association of public participation (iap2) communication techniques, honed from our 50-year history of designing collaborative processes. The sudden and rapid change worldwide discouraging gatherings for the sake of public health has required public participation to adjust to new norms. Design Workshop adjusted some of our public engagement methods for approximately 60 projects in 2020, notably including the Salt Lake City Public Lands Master Plan and Colorado Springs Downtown Parks. However, our decade of investments in a variety of web-based platforms that provide information, public input and facilitate collaboration has positioned us for success. See our April 21, 2020 World Landscape Architecture article for more information. We have found that online engagement opportunities are a helpful, supplementary tool that can be used in tandem with in-person engagement opportunities. We are committed to fostering welcome and inclusive collaboration, resulting in a plan that reflects your residents, their diverse perspectives, and community values. Utilizing multiple methods of engagement is essential to facilitate deep listening, tease out insights, and synthesize 113 Project Approach 13 ideas that emerge. For each project, we create a tailored community and stakeholder engagement plan that is intergenerational, transparent, creative, and highly visible throughout the city from the beginning of the project through adoption of the plan. We suggest staging engagement events in existing parks and public spaces in Bozeman that are already accessible and familiar to community members, and that are dispersed across the city to aid in participation. We will work hard to understand the composition of Bozeman’s underserved populations and bring the planning process to them. We will combine online and physical engagement strategies that are interactive, fun, and build community capacity. We will analyze what is heard to ensure we are reaching a representative segment of the population and adjust our outreach if needed. And finally, we will develop plan concepts and recommendations tied directly to the input we receive and tailor our analysis to ensure we address the city’s core needs. Youth, teens, and seniors often require tailored approaches to encourage their involvement. Health considerations with COVID-19 has made meeting them where they are more of a challenge since programs and centers have had to adjust. Critical to our public engagement plan is partnering with organizations that are already embedded in this effort, such as Gallatin County, the Gallatin Valley Land Trust, the YMCA, and other networks of support to reach people less likely to participate in public engagement projects online. Some methods we have found successful to engage the youth include visual surveys, walking tours, scavenger hunt workbooks, and going into classroom settings, ensuring their interests are represented and encouraging future stewards of your park system. We understand that this is a plan for green spaces and trails that will impact people of all ages and abilities, and, as such, have planned for in-person, pop- up workshops to meet residents who may not be plugged in to existing communication, social, or institutional networks. We also plan to share project information online utilizing a variety of platforms and multiple methods for interaction and collection of input. Just a few examples of virtual tools that would be effective for this project include a project website using storymaps, robust survey platforms such as qualtrics and surveymonkey, a variety of webcast options such as zoom, and interactive workshop tools CLOSE TO HOME Local Fo o dTrails FitnessSkate WITHIN THE CITY C o m m unity Centres RinksField Spo rts Diamon d s P la ygrounds C ourt Sports S pray AreasPoolsIndoor Dry-Floor Sp orts F a c i li t y N a tural AreasASSET TARGET SNAPSHOT DiSTANCE TO ASSETS This diagram depicts the relative location and distribution of amenities throughout the city. STRATEGiC BOLD MOVES—ASSET NEEDS i 51 ASSET NEEDSVanPlay evaluated where assets should be distributed throughout the city in order to provide amenities close to home but also allow for better maintenance of all facilities | Vancouver, BC 114 14 Project Approach such as mentimeter and mural. we will ensure these opportunities are formatted to be compatible with cell phones, as we have found that more people have access to these devices than computers. Establishing a framework for data collection, analysis, visual and geospatial data reporting, and development of equity indicators Performance metrics drive our practice at Design Workshop, and through a culture that integrates data into every project we tackle, we have established ourselves as a national leader in performance- based planning and design. Despite the best of intentions, often parks and open space are not equitable throughout a city. By equitable, we do not mean equally distributed but rather fairly distributed throughout the city. Some areas have large quantities of parklands and excellent facilities while others are underserved or do not have programs relevant to them. Our approach with parks, recreation and trail planning is to take stock, map, and analyze the existing system through various lenses. We overlay spatial demographic datasets such as population density, age, race, income, and areas of future growth in order to understand who can access the system from where they live and to identify where there are gaps. Performance measures are infused into this analysis, along with identifying future levels of service, park classifications and benchmarking, and the program analysis for accessibility and inclusivity. This analysis informs our recommendations for strategies, projects, and actions to fulfill plan goals. In active transportation system planning, we apply a similar approach, incorporating project measures regarding identified values, such as safety, access to key destinations, the amount of people that can access the trail, or how connected the network is as a result of such an investment. Through quantifying performance, we can answer questions such as, “What is the impact of this proposed project?” and, “What will it improve?” Community members feel empowered to make choices, Encouraging residents to participate in surveys and provide their opinions. Downtown Historic Parks Master Plan | Colorado Springs, CO 115 15 Project Approach South Tahoe Middle School Connectivity | Lake Tahoe, CA as they can quantify the benefit that investment will have on the community. This helps us to evaluate the tradeoffs between various ideas and build consensus around priorities. It is critical in doing this that the performance measures are identified early in the process, are centered around themes that resonate with the community, and have buy-in. How We Grow Matters Bozeman is the fastest growing city in Montana and faces immense development pressure within the city and surrounding Gallatin County lands. If not planned for, this growth may degrade the high quality of life that has drawn and kept people in the community. Our team has worked with rapidly growing mountain communities across the west, including Utah, Washington, Idaho, Colorado, Nevada, and California to explore, analyze, and strategize ways of managing growth. We recognize that there are tradeoffs associated with development patterns, and that these decisions have implications for park spaces, recreation, and health. Of course, nobody understands these growth pressures like you do. As stated in your 2020 Community Plan, Bozeman is a city influenced by the natural environment; the goals outlined in this guiding document, such as the vision to support compact development patterns as well as to form connections between green spaces with linear pathways, river corridors, and complete streets, demonstrate a framework for creating a sustainable and ecologically resilient network of parks, trails, and open spaces that can be accessed by all. According to the Trust for Public Land neighborhood mapping analysis, 84 percent of Bozeman residents can access a park within a 10-minute walk of their home. This sets a high expectation for park access, and as Bozeman grows outward, it is critical to maintain that standard into the future. We know that parks and trails are places for play, reflection, gathering, and transportation. They can be a part of a public health strategy and connect communities in new ways. They also serve as places of refuge from our 116 16 Project Approach hectic world and have the capacity to perform multiple ecosystem and social services. We will work to address the need for maintenance, management and improvements of current park system offerings, identify gaps in recreation services provision, and anticipate future growth implications for expanding parks, open space, and trails offerings. We believe that clarity in priorities is essential in this plan to ensure city leadership has guidance for strategic investments. Our expertise also lies in creating policies for parks and trail development such is in Missoula in evaluating code requirements for subdivisions including dedication and cash-in-lieu for park spaces. We have established park, open space, and trail design criteria recently for Arapahoe County and Adams County, Colorado with the creation of code language for new categories of parks and associated performance standards. These experiences have informed out views of the power of master plans to direct tailored policies that best suit a community’s conditions and needs. Acquisition Priorities With the rapid growth that is occurring in tandem with the Bozeman 2020 Community Plan goal of increasing the percentage of residents and households within a ½-mile walking distance to open space or trails, it is a critical time to guide your land acquisition priorities and strategies for open space and recreation park development. This is an exciting opportunity to shape the future of your system to provide parks and open space. With your abundant natural resources and community desires to spend time outdoors we anticipate this will be a plan that excites and builds pride. But the process also comes with tough trade-offs and challenging discussions about priorities. We use both an analytical and public value process to transparently communicate direction, without tipping your hat about potential property purchases. Our process includes weaving data, expert valuation, and community values using goal setting, GIS mapping analysis, storytelling, and public input. Many of our acquisition and investment prioritization processes have received prestigious awards for both their methodology and outcome. One of our open space acquisition priority plans includes the I-25 Conservation Corridor in Douglas County, Colorado that preserved over 100,000 acres and scenic mountain views and received an Award of Excellence in Analysis and Planning from ASLA and the Governor’s Smart Growth Award. Another focused on underserved populations access to quality parks and programs is the Great Outdoors Colorado pilot project Finding Connections to the Outdoors for Youth and Families honored with an Award of Excellence from ASLA. We look forward to discovering with your community the priorities that will have the most meaningful impact. Diversifying Mobility Options Trails, bike paths, and sidewalks play an integral part of a city’s mobility system. These corridors connect people and places, also provide an opportunity for embedding ecological and social resiliency. A vision for an interconnected active transportation network will be unified to ensure that the implementation of individual projects have an even greater impact by contributing to a holistic system. We know that your residents respond when provided choice, as evidenced by the increase in bicycle commuting that occurred from doubling the number of bike lanes within Bozeman between 2000 and 2010. You have a great vision and identified set of projects in the 2007 PROST Plan and 2017 Transportation Plan; integrating other plans, data, and efforts in conjunction with the parks and recreation system will help to unify the City’s vision for creating a connected and thriving place. Principal in Charge Anna Laybourn at a community engagement event for Historic Parks Master Plan in Colorado Springs, CO 117 17 Project Approach 17 Context-sensitivity will be built into the plan to respond to the needs and geographic and environmental qualities of the different community areas. Providing active transportation infrastructure requires collaboration with multiple stakeholders and departments. In Placer County, CA; El Dorado County, CA; and Washoe County, NV; and Kane County, UT we have coordinated between municipalities and state departments of transportation to determine viable trail connections. These systems offer residents a valuable new amenity while reinvigorating the community. The Bozeman Active Transportation Plan will support locals using the sidewalks, trails, and pathways for both recreation and transportation. Identifying A Network For Environmental And Social Resiliency This process offers the opportunity to support the City’s mission to “keep Bozeman the most livable place through public safety and community partnerships” while demonstrating best practices in design for equity, resiliency, and ecological integrity. This Parks, Recreation, and Active Transportation Plan will connect Bozeman in sensical ways, offering a cohesive system for both passive and active recreation, while being mindful of native habitat restoration, protection of scenic and cultural resources, adaptation to climate change, and green stormwater infrastructure. This planning process presents an opportunity to build upon the community partnerships formed in the creation of Bozeman’s 2019 Hazard Mitigation Plan, 2020 Climate Plan, and 2016 Urban Forestry Project, and respond to findings from these initiatives to integrate action for addressing climate change and social and environmental vulnerabilities. We have developed parks and open space plans for places such as Boulder, CO, Vancouver, BC, Mariposa County, CA, and Beaufort County, SC that are industry leaders in planning for a more resilient future. We will assess Bozeman’s existing program offerings to understand the ability of the system to meet this critical role and will strategically plan for the system to serve as connector to the region’s existing network of trails, parks, open spaces, and natural and cultural destinations using evidence-based design from the latest science and best practices in active living and active transportation system planning. A User-Friendly Plan As part of a critical look at your 2007 plan, we see opportunity to improve upon the visual appeal and approachability for community members and also to provide a more actionable plan with clear directives and outcome measurements for City staff and leadership. We would seek to create both website materials, printable posters, and a document that is engaging and directs readers to information they are likely to seek in the plan. Branding of the project, website creation, and graphic design are two services we offer, such as with the VanPlay Parks and Recreation Plan that was honored with an ASLA award of excellence in communication. We have found these efforts to have a successful impact on the expression of parks systems identity and community vision for long-term outcomes. Balance And Prioritization Two broad categories that this Master Plan must balance: the practical and the visionary. From our experience, if we focus too great an emphasis on the practical aspects of coordinated efforts, operations, maintenance, and funding, then we miss the opportunity to establish a visionary “big idea” that encourages leadership and thinking beyond routine daily activities. Conversely, if the Plan is purely aspirational, it will lack the specificity to direct implementation, action, and measurable goals, resulting in a distant and vague concept that is impossible to determine if it has ever been achieved and overlooks sustainable stewardship. We will guide staff, the City, and the public through a process to chart the overall course, develop specific strategies and priorities, and then return to the vision to analyze the effectiveness of proposed actions. The inherent feedback loop embodied in this process allows us to continuously question the goals and objectives and consider whether an evolution of the foundation is needed. The intent is not to avoid deliberate decision-making and forward movement, but rather to challenge previous assumptions and avoid proceeding under false or limited understanding. A transparent process for prioritization that avoids the pitfalls of people “gaming the system” or position outweighing equity is something we pride in many of our most challenging projects. A master plan that effectively communicates how prioritization matches community values, such as our parks and open space plan for Boulder, Colorado, can overcome contentious situations where “everything is important.” 118 18 Project Team Design Workshop Landscape Architecture, Parks, Trails, Recreation Policy/Regulatory Planning, Wayfinding and Signage Anna Laybourn Principal in Charge 120 Main Street Aspen, CO 81611 970-399-1408 alaybourn@designworkshop.com Our parks and open space projects enhance the everyday lives of people. We work to protect and restore ecosystems and bring equity to the underserved because we know how crucial well-designed and well-maintained open space is. Our parks provide an essential recreational resource— from active sports to creative play to quiet, reflective spaces— in a way that harnesses parkland for stormwater management, urban agriculture and habitat enhancement. In short, we connect communities physically and emotionally to the natural environment with comprehensive thoughtfulness for how great places to live need to evolve. Ballard*King Recreation Planning Ken Ballard President 2743 E. Ravenhill Circle Highlands Ranch, CO 80126 303-470-8661 office 303-808-2697 cell ken@ballardking.com Ballard*King & Associates, was established in 1992 by Ken Ballard and Jeff King in response to the need for market-driven and reality-based planning for parks and recreation agencies. B*K has achieved over 28 years of success by realizing that each client’s needs are specific and unique. We focus our master planning efforts on recreation program and service delivery, recreation facility development, organizational planning, and parks and facility maintenance. From pinpointing specifics to broad visions, B*K provides direction to ensure the long- term viability of a parks and recreation agency. Meet our Project Team In addition to parks planners and landscape architects, Design Workshop includes ecologists, graphic designers, economic strategists, environmental (signage) designers, public-policy writers, stakeholder engagement specialists, transportation planners, and authors of comprehensive community plans. We select the right trusted partners for each assignment. 119 19 Project Team PR Studio Recreational Marketing Kathleen Wanatowicz Principal Post Office Box 1523 Carbondale, CO 81623 970-340-4332 kathleen@prstudioco.com Project Resource Studio (Pr Studio, LLC) is a strategic communications firm providing comprehensive communications services, project marketing, facilitation, stakeholder outreach and public relations strategies for project teams, small and large municipalities and organizations. We have served as the strategic communications consultant for organizations throughout the west in municipal services, public affairs, infrastructure, transportation, community development, recreation, resort development, and resort tourism. Our reputation is built on developing relationships within an organization as a trusted advisor and providing a well-developed communications platform that reflects its culture, professionalism, and business objectives. We have been in the trenches with our clients and have helped them achieve great things National Research Center Statistically Valid Survey Erin Caldwell VP of Research 2955 Valmont Road, Suite 300 Boulder, CO 80301 303-226-6992 erin@n-r-c.com or erin@polco.us NRC is a highly regarded citizen survey research firm located in Boulder, Colorado that operates throughout the nation and worldwide. With a focus on local government research, NRC is dedicated to providing a full range of services that help organizations measure their effectiveness, understand the perspectives of their residents, employees, clients, and other stakeholders, to drive data-driven decision making. NRC staff who would be assigned to this project have extensive experience working with parks and recreation managers, planners, elected and appointed stakeholders as well as the public at large. Our open space, parks and recreation surveys have asked participants about their engagement in various recreation activities, their familiarity with and use of parks and recreation facilities, and/or their satisfaction with park and recreation facilities and offerings. 120 20 Project Team Anna Laybourn AICP, CPRP PRINCIPAL IN CHARGE Anna takes a holistic view for integrated thinking for parks, recreation, trails, and open space conservation planning informed by her background in City and Regional Planning and natural resources management. She seeks a profound understanding of the people that she plans for and takes a special interest in engaging the public in innovative planning and design process. Some of the topics she has spoken at conferences (NRPA, APA, SCORP and ASLA) include: community health and wellness, infusing nature in the city, local food systems, partnerships and sustainable finance, collaborative trail planning, innovative youth outdoor programming, innovations in open space conservation, special events management, parks and open space tax voter support, parks equity, community-driven prioritization, plan implementation, context sensitive parks, and more. Selected Project Experience Colorado Springs Parks Master Plan – Colorado Springs, CO Anna led the creation of this master plan for the City’s recreation, parks, open space, cultural services and events, trails, and forestry. She has continued involvement in plan implementation with park planning and design projects. Salt Lake City Public Lands Master Plan – Salt Lake City, UT Anna is the Principal- in-Charge for the city’s first public lands master plan focused on an ambitious vision for the evolution of natural lands, trails, urban forest, and city parks. Spokane Parks and Natural Lands Master Plan – Spokane, WA Anna is the Principal in Charge for this master plan to create a city vision and priority plan. She is leading a community engagement process that closely examines equity for play and preservation. Pikes Peak Outdoors Youth Initiative - Colorado Springs, CO Anna provided leadership to the team for the plan content, including navigating board member and 100 operations staff objectives. Boulder Open Space and Mountain Parks Master Plan - Boulder, CO Anna directed the overall project approach, quality management, and facilitated elected officials review process for this data and community-driven plan. Design Workshop Education Master of Urban and Regional Planning, Ohio State University Bachelor of Science in Environmental Design, University of Minnesota Accreditations | Certifications The Effective Facilitator National Charrette Institute American Institute of Certified Planners Professional Affiliations American Planning Association Prior Colorado APA Board Member APA Small Town and Rural Area Planner Division Vice-Chair APA Youth Engagement Planning Board Member NRPA Member Selected Honors Award of Excellence for a Comprehensive Plan: Adams County Open Space, Parks and Trails Master Plan. APA County Planning Division Award of Excellence in Research: Finding Connections to the Outdoors- Plug In to Nature. ASLA National Honor Award for Public Engagement: Carbondale Parks System Master Plan, APA STAR Award Hours per month for project: 6-24 121 21 Project Team Callie New PROJECT MANAGER, PLANNER Callie New has over eight years of experience in planning. She previously was a Lead Transit Planner with Wasatch Front Regional Council in Salt Lake City, Utah. Through the creation of WFRC’s 2019-2050 Regional Transportation Plan and Land Use Vision, she led and executed stakeholder outreach strategies to facilitate and incorporate feedback from elected and appointed officials, the business community, community-based organizations, and interagency staff. Callie also has economic development, land use, environmental, and transportation planning experience. She is competent in public finance strategies, research analytics, and comprehending and communicating policy and technical information into language that is understandable to stakeholders and the public. Select Project Experience Pictured Rocks National Lakeshore – Munising, MI* Callie led this planning effort, which included guiding a range of National Park Service projects through the National Environmental Protection Act (NEPA) and National Historic Preservation Act (NHPA) analysis process, with a focus on recreational, cultural, and natural resource management. Spokane Parks and Natural Lands Master Plan – Spokane, WA Callie is the Project Manager for this master plan to create a city vision and priority plan. She is leading a community engagement process that closely examines equity for play and preservation. Wasatch Choice 2050 and 2019-2050 Regional Transportation Plan – Salt Lake City, Ogden-Layton, UT* Led process for creation of long-range transit plan utilizing federal financial constraint criteria, extensive stakeholder outreach, and data-driven indicators that relate to regional goals. Regional Transportation Plan Online Visualization Tool – Wasatch Front Regional Council, Salt Lake City, UT* Online interactive map and web page used to gather feedback from regional stakeholders - includes community narratives, performance measures, and transportation and land use plan. *Denotes work done prior to Design Workshop Design Workshop Education Master of Urban Planning, Columbia University Bachelor of International Studies, Southern Oregon University Professional Affiliations Marquette Brownfield Redevelopment Authority American Planning Association Women in Transportation, Northern Utah Chapter Speaking Engagements “Designing for Walkability and Public Spaces,” Transportation Research Board Conference Recent Awards Transportation Research Board Conference Best in Show Award, “Designing for Walkability and Public Spaces” Hours per month for project: 30-60 122 22 Project Team Ashley Hejtmanek AICP, PLA PARKS ADVISOR Ashley is a associate with Design Workshop. Through her work with Design Workshop, Her experiences in the disciplines of park design, park system master planning, streetscape and corridor design, resort development, site planning, and residential design are broad and far-reaching over her 15 year tenure with the firm. Her professional interests include the interactions between culture and the land and creating lasting impressions that benefit the good of the public and environment. Selected Project Experience Story Mill Community Park – Bozeman, MT A Parks for People project for the Trust for Public Land, Design Workshop led a multi-disciplinary team through the master plan and implementation of a 60- acre regional park in the heart of Bozeman. Surrounded by the rich historic and natural landscape of the city, the park hosts everything from a nature sanctuary to an adventure playground for all ages. Greeley Parks, Trails and Open Lands Master Plan - Greeley, CO Design Workshop provided a city-wide assessment and plan for the public spaces of Greeley, Colorado, referencing an equitable distribution of public resources across the City. In addition to the overall master plan, Ashley simultaneously directed and delivered site-specific plans for the City’s fairgrounds and sports complex. Adams County Regional Park Master Plan - Adams Co, CO The master plan for the regional park and fairgrounds of Adams County laid the foundation for an ever-expanding community resource outside of the Denver. The site represents both the western heritage of the region, but a future that makes its use diverse and relevant into the future. Several implementation projects are now underway as defined by the master plan. Carbondale Parks, Recreation, and Trails Master Plan – Carbondale, CO Facing uncertainty in funding to maintain existing parks and recreation facilities, Design Workshop developed strategies to improve efficiency in service delivery, identify partnerships and provide recommendations for funding. Ashley later jointed the town’s Parks and Recreation Commission as a citizen volunteer, and has had the ability to work with the plan and advocate for its implementation. Design Workshop Education Master of Urban and Environmental Planning with Historic Preservation Planning Concentration; University of Virginia Bachelor of Arts in Landscape Architecture; Pennsylvania State University Licensure and Certifications Registered Landscape Architect: State of Colorado #847; Certified Planner: American Institute of Certified Planners LEED® Green Associate CPSI: Certified Playground Inspector CSI: Certified Construction Documents Technologist CLARB Professional Affiliations American Planning Association National Recreation and Park Assoc. Carbondale Parks & Rec. Commission Carbondale Historic Preservation Board Recent Awards and Honors Colorado ASLA 2020 President’s Award of Excellence (General Design); Montana Idaho ASLA 2017 President’s Award of Excellence (Analysis and Planning): Story Mill Community Park APA Colorado Merit Award 2018 Riverdale Regional Park Master Plan Hours per month for project: 8-16 123 23 Project Team Michael brings over 15 years of experience in graphic design and a background in community planning and public art to Design Workshop. His practice focuses on the ways design can create more meaningful and lasting connections to communities through the visual environment including signage, wayfinding and placemaking tactics. His project branding exudes identity and is designed to be memorable with thought to both virtual interaction and location-based print interaction. He has developed project branding for a variety of public engagement efforts. Selected Project Experience Spokane Parks, Open Space and Trails Master Project Branding- WA Stanley Park Signage and Wayfinding - Estes Park, CO Centennial East-West Trail - Douglas County, CO Advancing Adams County Project Branding- CO Moncus Park – Lafayette, LA City of Aspen Branding – Aspen, CO* Historic Parks Master Plan Graphic Design and Project Branding – Colorado Springs, CO Michael Stout Environmental Graphic Designer Design Workshop Education Master of Community Planning; University of Cincinnati Bachelor of Fine Art; Herron School of Art Professional Affiliations American Institute of Graphic Artists Society of Experiential Graphic Design Hours per month for project: 20-60 Jessica Garrow AICP Policy/Regulatory Planner Design Workshop Education Master of City & Regional Planning; Ohio State University Bachelor of Political Science; University of Colorado Professional Associations American Planning Association (APA) Legislative & Policy Committee APA Divisions Council Small Town & Rural Division Chair YEP! Youth Engagement Planning Board Member Hours per month for project: 4-20 Jessica is a community development professional with over fifteen years of experience and a proven track record of successful planning implementation and community engagement. She has effectively managed significant and complex projects and budgets, worked to craft innovative planning policies, and promoted sustainable comprehensive planning. Prior to Design Workshop, Jessica worked as a land use planner and Community Development Director for the City of Aspen, Colorado. During that time she worked on implementing community vision into city policies and land use code regulations, as well as working on award winning and broad community engagement strategies, including on the Comprehensive Plan and a number of overhauls to the Land Use Code. Jessica enjoys collaborating with others to create solutions that respect diverse opinions, promote community values, and protect the characteristics that make communities unique. Selected Project Experience City of Fruita Land Use Code Analysis and Rewrite - Fruita CO Arapahoe County Open Space, Trails and Recreation Master Plan - CO Adams County Parks Development Code Revisions - Adams County, CO Missoula Development Subdivision Code Rewrite - Missoula, MT Aquatics Facility Master Plan, Carbondale, CO Transportation Impact Analysis – Aspen, CO Provo General Plan Update- Provo, UT Aspen Area Community Plan - Aspen, CO * Comprehensive Land Use Code Rewrite – Aspen, CO * * denotes work done prior to Design Workshop. Additional Design Workshop Staff Support: GIS Technician, Parks Planner, Public Engagement and Graphic Design 124 24 Project Team Erin has over 20 years experience as a senior researcher and project manager and has designed and conducted scores of surveys, needs assessments, policy studies and program evaluations for public and non-profit sector clients. Erin has a wealth of analytic experience and can help you choose what is most appropriate for your project; whether simple (such as descriptive statistics and cross tabulations) or more complex (such as hierarchical linear modeling, reliability and validity testing or factor analysis). Selected Project Experience Boulder Recreation Surveys - Boulder, CO Transportation Survey - Sammamish, WA Denver Regional Council of Governments Survey of Residents about Active Transportation - Denver, CO City of Boulder Travel Diary Studies - Boulder, CO Arapahoe County Open Space Master Plan Survey - Arapahoe County, CO* Boulder Open Space and Mountain Parks Master Plan Survey - Boulder, CO* Fort Collins Natural Areas Resident Survey - Fort Collins, CO Colorado Springs Parks, Recreation and Cultural Services Survey - CO* Adams County Open Space, Parks and Trails Resident Survey - CO* S. Suburban Parks and Recreation District Resident Survey - CO* Vancouver Parks and Recreation Master Plan - Vancouver, CO* *Projects completed with Design Workshop Erin Caldwell MSPH Survey Research National Research Center Education Bachelor of Arts Sociology, Wheaton College Master of Science Public Health, University of Colorado Hours per month for project: 20-30 A sa founding partner of Ballard*King & Associates, Ken has over 35 years of experience in parks and recreation planning. Ballard*King & Associates was established in 1992 by Ken Ballard and Jeff King in response to the need for market driven and reality based planning for recreation agencies. In his years of work with B*K, Ken has provided master planning consulting services to more than 60 communities across the country. Ken is well known for his vast knowledge of recreation programming, facility development and operations, as well as organizational planning and park maintenance. His expertise has been developed over the years from a wide breadth of experiences within the parks and recreation field. Selected Project Experience Covington Master Plan - Covington, WA Edmonds Master Plan - Edmonds, WA Mountlake Terrace Master Plan - Mountlake Terrace, WA Sammamish Master Plan - Sammamish, WA Shoreline Master Plan - Shoreline, WA McMinnville Facilities & Programs Plan - McMinnville, OR Longmont Master Plan - Longmont CO Arapahoe County Open Spaces Master Plan - Arapahoe County, CO* Boulder Open space and Mountain Parks Master Plan - Boulder, CO* *Projects completed with Design Workshop Ken Ballard Recreation Planner Ballard*King Education Bachelor of Recreation and History, University of Colorado Accreditations / Certifications Parks & Recreation Professional Hours per month for project: 60-80 125 25 Project Team Team Structure Ballard*King, Recreational Planning Ken Ballard, Recreation Planner, Operations, Maintenance, Funding NRC, Statistically Valid Survey Erin Caldwell, Survey Research PR Studio, Recreational Marketing Kathleen Wanatowicz, Public Relations City of Bozeman Addi Jadin Parks Planning and Development Manager Community & Key Stakeholders Design Workshop Anna Laybourn, Principal In Charge Callie New, Project Manager, Planner Ashley Hejtmanek, Parks Advisor Jessica Garrow, Policy/Regulatory Planner Micheal Stout, Environmental Graphic Designer Additional Design Workshop Staff Support Kathleen is the founder and principal of Project Resource Studio(PRS). She has worked in public communications and engagement for over fifteen years with an emphasis on community development projects. Kathleen brings a diverse background to a consulting team providing a depth of experience in building consensus for public programs and projects. She has a passion for aligning communities around a shared vision. Kathleen and her team at PRS are experienced with issues that are unique to rural communities. Proven track record in managing complex projects forward to completion, developing long- term relationships with clients, and marketing new products and programs. Select Project Experience Snowmass Center Redevelopment Plan - Snowmass, CO* Aspen Intelligent Metering - Aspen, CO Wildlives Campaign - Pitkin County Open Space and Trails, CO Town 2 Crown Campaign - Pitkin County Open Space and Trails, CO Colorado Mountain College Campaign - Aspen, CO COVID Awareness Campaign - Glenwood Springs, CO A Perfect Place to Land Campaign - Parachute, CO *Projects completed with Design Workshop Kathleen Wanatowicz MBA Public Relations PR Studio Education Bachelor of Parks, Recreation, and Tourism Administration, Florida State University Master of Business Administration, Daniels College of Business, University of Denver Professional Affiliations Town of Carbondale Parks and Recreation Commission Urban Land Institute, Women’s Leadership Initiative Hours per month for project: 20-40 126 Vancouver Parks & Recreation Master Plan | Vancouver, BC | ASLA National Award for Excellence in Communications 127 Faceratur, officia as ero mos rest poratur, nia pos exeri ut a di dolore non nossitatisim rem nusaper uptiisq uassus dolorrum et voloreiunt quid utem. Nem exc errum andunt hitatur, ulpa non rerumquia quam, officipsam rehendaes disit autatus que ipicitiPa vollat derro omnis as es eos magnatis doluptat. PROJECT APPROACHEXPERIENCE Vancouver Parks & Recreation Master Plan | Vancouver, BC | ASLA National Award for Excellence in Communications 128 28 Project Experience Summary of Experience Project Team experience performing a comprehensive parks and recreation planning process: Our firm and partners have national and international reach and could provide extensive lists of our previous experiences in creating comprehensive parks and recreation plans that we could supply to you. However, we have selected our most recent projects for communities similar to yours that demonstrate our abilities to complete your specific scope of work with expertise. Many of them also represent how we have tailored our engagement approaches with COVID-19 restrictions, as we have adjusted and invented methods for public collaboration for approximately 60 projects in 2020. This has included the creation of web- based tools, advertisement campaigns and project branding, and creative ways of meeting people where they are. We bring these lessons learned, flexibility, and desire to discover creative solutions with you. To augment Design Workshop’s leadership in Park, Recreation and Open Space Planning and respond to your needs, we have assembled a collaborative team of subject matter experts. Our team includes trusted partners Ballard*King Associates, who specializes in operations and management solutions for parks and recreation organizations as well as programming and management for sports facilities. The National Research Center is a trusted partner and has supported more than a dozen of Design Workshop’s park system master plans with preparation and administration of statistically valid need assessment surveys. As stewards of performance-based planning processes, all projects in our portfolio give attention to crafting engaging and visual representations of data. More than 50 of our parks, recreation, and trails master plans have been honored with state and national awards. A few projects we’d like to highlight specific to comprehensive parks and recreation planning: Adams County Open Space, Parks, and Trails Master Plan – Adams County, CO • APA National, Small Town and Rural Planning Division (STaR) Award of Excellence • APA Colorado, Honor Award or Outstanding Project Carbondale Parks, Recreation and Trails Master Plan – Carbondale, CO • APA Colorado, Honor Award in Community Engagement Daybreak Parks, Trails and Open Space Plan – South Jordan, UT • Envision Utah, Governor’s Quality Growth Award • ASLA Utah, Honor Award in Design Colorado Springs Park System Master Plan - Colorado Springs, CO • APA Colorado, Honor Award for Planning Larimer County “Plug in to Nature” - Larimer County, CO • ASLA, Award of Excellence for Research Our experience in active transportation planning process: We are excited by the opportunity to integrate active transportation planning into the parks and recreation plan, providing a holistic look at mobility, active living, and play. We bring experience in transportation planning at both the city and regional scale, working with leaders from the network visioning stage to implementation, integrating performance measures for project prioritization, developing wayfinding tools, collaborating with stakeholders on funding and cost assumptions, and developing MOUs for maintenance into the future. Our select active transportation project experience includes: Tahoe Regional Active Transportation Plan – Lake Tahoe Basin, NV and CA • Tahoe Chamber of Commerce, Blue Ribbon Award Tahoe City Mobility Plan – Tahoe City, CA Great Falls Circulation and Streetscape Plan – Great Falls, MT Santa Fe River Trail Master Plan and Interpretive Signage Lowry Mobility Study – Denver, CO • ASLA Colorado, Merit Award in Research & Communication Our approach to ethical data governance: Design Workshop’s approach to ethical data governance first starts with the collection of open-source data from reliable local and federal sources. If the data is not traceable or its metadata is not reliable, it is not used. To perpetuate ethical data governance, a data dictionary is maintained for each project that lists the name, description, source, and attributes of each data layer that is downloaded and/or received. This ensures that the data layers are used appropriately for mapping and analysis, and that proper credit is given. Thorough technical documentation is also maintained for data workflows including data layers and ArcGIS tools used, and any issues that arose during the workflow. Analysis workflows are supported by academic literature. Maintaining extensive documentation helps to eliminate the potential of perpetuating inequities. Data is stored on secure, local network drives and is only distributed on online, cloud-based platforms or to private individuals with the proper permission. 129 29 Project Experience Story Mill Community Park Bozeman, Montana Design Workshop Design Workshop partnered with The Trust for Public Land to design a 55-acre park along the East Gallatin River and Bozeman Creek and adjoining the historic Story Mill in Bozeman, Montana, creating a community gathering area rich in wildlife habitat and active recreation opportunities. The challenge was to transform a site that was an aggregation of degraded riparian landscapes, a former trailer park, and years of construction debris into a park that offers year-round active recreation, opportunities for community events, and a destination for Bozeman residents of all ages. Community outreach, children’s workshops, environmental analysis, and program analysis 2017 ASLA IDAHO/MONTANA PRESIDENT’S AWARD OF EXCELLENCE Reference Mitch Overton Director of Parks and Recreation City of Bozeman 406.582.3222 moverton@ bozeman.net Services Provided Parks & Recreation Master Planning, GIS Analysis, Graphic Design, Community Engagement have been the building blocks for imagining a new landmark regional park. The park’s design features an extensive play space built of natural materials that is geared towards various age groups and engages with the topography and distant views of the site. Trails lead visitors through restored wetlands and along the East Gallatin River. The park opened to the public on July 20, 2019, with a huge community celebration and has quickly grown into a beloved gathering place for the community. 130 30 Project Experience ESPACIOS ABIERTOS Y PARQUES DE MONTAÑA PLAN MAESTRO Nuestras tierras. Nuestro Legado. Nuestro futuro. CITY OF BOU L D ERVisite nuestro sitio en la red: OSMPMasterPlan.org #OurLandsOurFuture#OurLandsOurLegacy @boulderosmp CONTACTO Deryn Ruth WagnerDirectora de Proyecto wagnerd@bouldercolorado.gov 303.413.7636 › Inscríbase en nuestra lista de correo › Descargue los reportes históricos › Proporcione sus comentarios en la red ¡Nos gustaría escucharlo! Fíjese cómo puede involucrarse: CONECTESE Boulder Open Space + Mountain Parks Master Plan Boulder, Colorado Design Workshop, NRC & Ballard*King When residents of the City of Boulder voted to purchase the 75-acre Chautauqua Park near the base of the Flatirons in 1898, the community initiated a remarkable investment in open space and mountain park preservation. Fifty years ago, Boulder voters enabled the City to become the first municipality in the United States to employ sales tax to fund open space. We worked with the City to develop a system wide master plan to envision the future for its 45,000 acres of open lands. We collaborated with staff technical experts to develop content for a System Overview Report—an accessible document to communicate a complex array of information, from the agencies finances to managing grasslands and cultural resources. As part of the outreach events, our team developed a suite of collateral materials in both in English and Spanish, promoting the project’s website and events. The project also involved facilitation of a complex group of stakeholders, from technical experts, youth Jr. Rangers, Boulder City Council and newly formed city-wide engagement Process Committee. We helped the client develop content, presentations and risk mitigation strategies to keep the project budget and schedule on target. Reference Deryn Wagner, Project Manager City of Boulder 303.413.7636 wagnerd@bouldercolorado.gov Services Provided Parks & Recreation Master Planning, GIS Analysis, Statistically Valid Survey, Graphic Design, Community Engagement TOP 10 MOST POPULAR ACTIVITIES ON OSMP LANDS BASED ON 2016 RESIDENT SURVEY RESULTS RUNNING OBSERVING NATURE HIKING/WALKING DOG WALKING BIKING PICNICKING TAKING PHOTOS CLIMBING SKIING FISHING OTHERS 131 ACQUISITIONS OVER TIME pre 1950 1950 - 2000 Boulder Open Space and Mountain Parks: 1875 to Present Erum aliam, offic temquis am ipitiun tiossit assumenes es aspero magnimaxim volor as dolupta sperchitem eum imus eos adio cusdam, voluptatem ra niam, velis dolorit atiscias maximinctio. Desequidit offictia ipsunt ullaut odissin nonsequo iunt apiciis etur si nonsequia sandeliquis aspictate pellabo riatio que eium assinctibus quam doles de verit, to magnimu sdaest alignam repero quae od magnitas delia sam id que ipitas aut verunt. Odiae. At et eliquam et pelic torem repelle nectibea saeperc imusae et earchilitas quamet porem si id maxim fugia quia dolorit iuntiberi utatqua tionseque excepudi doluptates volorem pellist, ut acepel il ium ditiis asped ut faccatiore quodita voluptatio odis quae simpori ad et venem fuga. Giti omnis aperatur? Apit velic tem quissitis anisint ulla cus maximil imilibus modignis magnimus autem iuntota tusdam et enda quo commo et aspe eostor maiosaped enihill uptature perum sequidem ium fuga. Quis min esti volum eiusam qui occae. To berferi tatibus cimaio. Ilitam, sus, natur? Quis vollamet landae nosse vellandaes pelicil liquis eum aut dolorum, optaturia dolupit, velluptatur atur? Igenis et as aut ium veliquis eium, nimenim intiat faccus que optatiumet arum eum int. Am vid et, sin nis ad mollant otatius sinctaturis nus, solum, nis ullorit, sam fugitaectur? Henditatus dolupid quatur, omnihicti odi volecernatia ne explacc aboremporum cum qui conemporem nihilia sperspicitia pre quate quasperum dolestruptas et estrundaest exerum entia quatiis niscid quas di quatiur mint. 5 2000 - present Project Experience ESPACIOS ABIERTOS Y PARQUES DE MONTAÑA PLAN MAESTRO Nuestras tierras. Nuestro Legado. Nuestro futuro. CITY OF BOULDER Visite nuestro sitio en la red: OSMPMasterPlan.org #OurLandsOurFuture#OurLandsOurLegacy @boulderosmp CONTACTO Deryn Ruth WagnerDirectora de Proyecto wagnerd@bouldercolorado.gov 303.413.7636 › Inscríbase en nuestra lista de correo › Descargue los reportes históricos › Proporcione sus comentarios en la red ¡Nos gustaría escucharlo! Fíjese cómo puede involucrarse: CONECTESE TOP 10 MOST POPULAR ACTIVITIES ON OSMP LANDS BASED ON 2016 RESIDENT SURVEY RESULTS 132 32 Project Experience Project ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject Examples Loudoun County Linear Parks and Trails System Plan Loudoun County, Virginia Design Workshop Design Workshop is helping Loudoun County, Virginia to develop a countywide linear parks and trails system plan that links and protects the county’s diverse natural, cultural and recreational resources. The plan will balance the unique needs of the county’s trail users – including hikers, joggers, commuters, cyclists, horseback riders and history buffs – while building new connections between the county’s rural western half and its rapidly growing and densifying communities east of Route 15. Lacking reliable trails data, the project team trained dozens of volunteers to utilize ArcGIS mapping and crowdsourcing tools in a coordinated, countywide inventory and assessment of existing trails. This effort not only created valuable data for the plan and the county’s GIS department; it also built enthusiasm for the project and introduced the team to the diversity of Loudoun County’s trail users and needs. Using a variety of online and outdoor events following health protocols, this process is engaging the public in prioritization of future investments with a keen eye on equity and appreciation of cultural and natural assets. Services Provided Trails Alignment Planning, GIS Inventory and Analysis, Public Engagement, Funding Opportunities Assessment, Open Space Acquisitions Planning, Vision Document 32 133 33 Project Experience Salt Lake City Public Lands Master Plan Salt Lake City, Utah Design Workshop Salt Lake City is home to over 196,000 people representing a broad range of socioeconomic backgrounds and cultural heritages that include over 80 spoken languages. Design Workshop is assisting the Public Lands Division in creating a master plan with an ambitious, community- driven vision for the evolution of natural lands, urban forest, trails, golf courses, and city parks for the next 20 years. COVID-19 protocols caused public engagement window #1 to pivot with inventive outreach methods for inclusive engagement including University of Utah student-led intercept interviews, trailside survey advertisement, ice cream and food truck pop-up events, language translation, online survey, media information packets, and partner/ service provider focus groups. A new gold standard for engagement was achieved with over 8,000 people representative of the city’s demographics and geography participating. Evaluated with the needs assessment, the plan will identify specific, meaningful projects and strategies that align with Public Lands values of livability, stewardship and equity. Reference Nancy Monteith, Public Lands Project Manager Salt Lake City Corporation 801.535.6234 | nancy.monteith@slcgov.com Services Provided Master Planning, Public Engagement, Public Policy Planning, Landscape Architecture 134 34 Project Experience Reference Andy Fisher, Placer County Department of Public Works 530.889.6819 afisher@placer.ca.gov Services Performed Park Planning, Trails Planning, Public Facilitation & Outreach, GIS Analysis Placer County Parks and Trails Master Plan Placer County, California Design Workshop & NRC Placer County is home to over 360,000 people who value the county’s diverse and year-round recreation. The master plan identifies parks and trails priorities and answers how, when, and where those improvements should be made. The plan outlines the big ideas for parks and trails for the next 10 years. It also provides direction for the Board of Supervisors and staff to take action and directs a strategic course for funding new projects. The project process included: a county wide survey, analysis and recommendations, and benchmark reviews, outreach, and plan development with continued opportunity for public input in correlation with environmental documentation. 8 COUNTY OF PLACER INTRODUCTION | EXECUTIVE SUMMARY A backbone system of trails connecting east/west from Sacramento to Lake Tahoe and continuing to Reno and connecting north/south from El Dorado County to Nevada County. PROPOSED REGIONAL TRAILS SYSTEM PRIORITY PROJECTS & INITIATIVESPRIORITY PROJECTSTier 1 and Tier 2 priority projects focus efforts over the next 10 years. Improvements to existing facilities and key trail linkages are identified. Tier 1 projects may be partially or fully funded and in some stage of planning or design. Tier 2 projects have high potential for partnership and leverage funding. They may have some initial design or planning work completed. Projects include both improvements to existing parks and trail connections. INITIATIVESFour initiatives are recommended for Placer County in the Master Plan. These initiatives relate to the overall parks and trail system. All four initiatives will better connect people to Placer County’s parks and trails. • Mapping & Communication• Volunteer Coordination• Art in Public Recreation Areas • Outdoor Recreation Programming Pion eer Express TrailAUBURN NEVADA CITYGRASS VALLEY PLACERVILLE SOUTH LAKE TAHOE ROCKLINLOOMIS SHERIDAN GRANITE BAY MEADOW VISTA FOLSOM LAKE LAKE TAHOE FORESTHILL PLA C E R C O U N T Y EL D O R A D O C O U N T Y NEVA DA C O U N TY PLACER C O U NTY ALTA EMIGRANT GAP DONNER TAHOE CITY HOMEWOOD KINGS BEACH TRUCKEE WEIMAR NEWCASTLE COOL ROSEVILLE YUBA CITY SACRAMENTO COLFAX LINCOLN 80 49 65 49 Western S tates Trail Pacific Cre st Tr ail Tahoe Ri m Trail Resort Triangle LoopTahoe TrailTahoe-Pyramid Bi keway Pi nes to Mines Trail Rubicon Tr ail 80 Ame rica n River Bike TrailDr y Creek Gre enw a y LEGEND Existing Multi-Use Trail (natural surface) Local RoadMajor Highway Existing Regional Class 1 Trail (paved, separated from roadway) Existing Regional Trail Administered By OthersProposed Regional Multi-Use Trail (natural surface) Proposed Regional Class 1 Trail (paved, separated from roadway) Existing OHV Trail (natural surface) Note: Use restrictions, such as bike and/or equestrian, are per agency administration Note: Trails extending outside of Placer County are owned and managed by other agencies. Note: All proposed trail alignments are diagrammatic in nature and do not indicate a proposed or final alignment. Rather, they illustrate the general connections to be evaluated through further planning and design. Publicly Owned Land Reference Nick Hamad, Ciity of Spokane Parks & Recreation 509.363.5452 nhamad@spokanecity.org Services Provided Park System Assessment and Planning, Public and Stakeholder Engagement, GIS Mapping and Analysis, Project Branding Spokane Parks and Natural Lands Master Plan Spokane, Washington Design Workshop & NRC With a park system conceptualized by the Olmsted Brothers over a 100 years ago, Spokane’s Parks and Recreation Department has grown to include 4,100 acres including 87 neighborhood parks, urban forest and trail network. The City’s master plan is now more than twenty years old and lacks guidance for holistic maintenance, investment and funding. Design Workshop was selected to lead this effort starting with project branding. Design Workshop crafted an assessment and public engagement process that closely examines equity for play and preservation. Whereas the Olmsted Plan was focused on creating parks that shape the city, this plan will be largely shaped by its natural amenities and diversity of residents—responding to their needs and interests, and will ultimately be judged by the sustainable future and stewardship it forges. o ur city of s p o kanemaster p l a n P a rks and Nat u r a l Landsmaster pl a n our city of sp o k ane P arks and Natur a l Lands135 35 Project Experience Services Provided Youth Engagement, Public Facilitation, Planning, Conceptual Park Design, GIS Equity Analysis, Public Survey, Implementation Plan, Grant Application Pikes Peak Out the Door Youth Inspire Initiative Colorado Springs, Colorado Design Workshop Great Outdoors Colorado implemented a five year initiative aimed at inspiring Coloradans, particularly kids, to appreciate, enjoy and take care of our great outdoors. The Inspire Initiative piloted in five communities within the first year. Up to ten additional communities were added in the second and third year for a total of 15 communities. Planning grants were the first phase of this initiative. The intent of investing in planning first was to provide communities time to solidify local coalitions, identify the barriers, gaps and opportunities unique to that community, and implement a community and youth driven process that reflects the diversity of the populations to be served. ULI COLORADOULI IMPACT AWARD FINALIST ASLA COLORADOMERIT AWARD FOR DESIGN ENR MOUNTAIN STATESBEST LANDSCAPE/URBAN DEVELOPMENT PROJECT Festival Park Castle Rock, Colorado Design Workshop As one of the fastest growing towns in the nation, Castle Rock, Colorado was in danger of losing its historic identity. To remedy this, the Downtown Development Authority began advocating for redevelopment in the downtown core rather than the edges of town. Design Workshop led the design for one of these projects, Festival Park, a $6 million renovation of an existing park space. Now a downtown centerpiece, Festival Park accommodates a greater variety and quantity of programming and community events than before. A wayfinding and signage plan and design was developed for the park and surrounding area. The success of Festival Park has solidified downtown as a destination and sparked over $60 million in redevelopment projects. Services Provided Wayfinding & Signage, Park Planning, Sustainable Development, Landscape Architecture, Public Facilitation & Outreach, Permitting, Construction Observation 136 36 Project Experience 36 McMinnville Facilities & Recreation Master Plan McMinnville, Oregon Ballard*King Ballard*King & Associates was the lead firm, with assistance from two other firms, that completed a comprehensive assessment of the existing indoor recreation facilities as well as recreation programs in the community. Utilizing extensive public input, the project team was tasked with the development of future recreation program needs and priorities and a determination of the adjustments to facilities that were required to support this effort. Finally, an operations and staffing plan was determined as part of the implementation plan for the project. The following specific services were provided: • Demographic Analysis • Recreation Facilities Physical Assessment • Recreation Programs Analysis • Program and Facility Implications • Partnerships and Funding Assessments • Operations and Staffing Plan • Implementation Plan Parks, Recreation, and Open Space Plan Sammamish, Washington Ballard*King Working as part of a larger project team, Ballard*King & Associates completed the PROS plan for the City of Sammamish. B*K was tasked with identifying the role of the City in conjunction with other community partners in providing recreation services to the community. There was also an emphasis on identifying athletic field needs as well as the use of other existing City buildings for recreation purposes. The following specific services were provided: • Existing Conditions and Baseline Analysis • Community Needs Assessment • Identifying Demands for Athletic Fields • Establishing Potential Recreation Uses for Existing City Buildings • Preliminary Plan Development Options 36 137 37 Project Experience National Community Survey™ Bozeman, Montana National Research Center The National Community Survey™, in partnership with the International City/County Management Association (ICMA), is the gold standard in community assessments today. This benchmarking survey provides a comprehensive and accurate picture of livability and resident perspectives about local government services, policies and management. Hundreds of communities in nearly every U.S. state conduct The NCS. A local jurisdiction’s results are compared to benchmarks from the largest resident opinion database of its kind, representing well over 30 million Americans. NRC has conducted The NCS for Bozeman three times: in 2005, 2007 and 2015. In 2015, 404 completed surveys were obtained from a random sample of 1,400 households. One of the survey questions asked how much residents would support or oppose a local sales tax to fund various initiatives. The results are shown in the figure above. Town 2 Crown Campaign Pitkin County, Colorado PR Studio PR Studio worked with Pitkin County Open Space and Trails to lead the messaging campaign to encourage cyclists to limit car trips to the popular Prince Creek and Glasier trailheads. 138 Boulder County Open Space & Mountain Parks | Boulder, CO 139 Faceratur, officia as ero mos rest poratur, nia pos exeri ut a di dolore non nossitatisim rem nusaper uptiisq uassus dolorrum et voloreiunt quid utem. Nem exc errum andunt hitatur, ulpa non rerumquia quam, officipsam rehendaes disit autatus que ipicitiPa vollat derro omnis as es eos magnatis doluptat. PROJECT APPROACHSCOPE OF PROPOSAL 140 40 Scope of Proposal Project Scope Task 1 Strategic Kick Off Design Workshop’s approach to project management is one of transparency, inclusiveness, measurability and clear communication. We will create a project management plan as part of the project kick-off to identify communication protocols, roles and responsibilities, critical success factors, and to coordinate schedules. The project management plan will contain detailed information regarding the timing and intent of engagement with specific staff, stakeholders, working groups, and the public , and outlines engagement with Bozeman’s City Commission and City Advisory Boards, such as the Trails, Open Space, and Parks Committee (TOP), Bozeman Area Bike Advisory Board, Pedestrian and Traffic Safety Committee, and Recreation and Parks Advisory Board (RPAB). The project management plan will also further define the scope of work, deliverables, milestone dates, and budget information. Deliverables: • Strategic Kick-Off (SKO) Meeting: Includes a facilitated kick-off meeting with the project team. Drafts of the following deliverables will be produced in advance of the meeting and refined following the meeting. • Project Critical Success Factors (CSF): The features or results that must be accomplished for the client and essential stakeholders to consider the project a success. • Project Stakeholder and Public Engagement Framework: Provides an overview of engagement windows, objectives, number of meetings and meeting purposes. During this time, it will be imperative to discuss the role of other decision- making groups. • Detailed Work Plan and Project Schedule: Ten (10) month long outlook of project phases and milestones. • Project Risk Management Plan: Documents potential risks and/or changes during the project and offers solutions. • Twelve (12) 1-hour project management meetings: Facilitated regular tri-weekly meetings to review 30- day critical path milestone schedule and draft invoices, when applicable. Task 2 Linking Meaningful Public and Stakeholder Engagement Creating a Parks, Recreation, and Active Transportation Plan transparently with the community and stakeholders will elevate its relevance and help ensure its buy-in and implementation. We strongly believe in an engagement process that is highly interactive and transparent. We will work with the City’s Community Engagement Team to craft a strategy that integrates into your Community Engagement Framework and processes. In summary, we anticipate this public engagement plan will: • Establish three (3) engagement windows that lead up to key project milestones • Facilitate Focus Groups meetings and a virtual Community Workshop • Use interactive, online tools for polling, planning exercises, and group discussions, allowing a variety of ways for people to voice opinions and participate in the creation of the plan. • Create an online survey and materials for corresponding pop- up events to help advertise public engagement opportunities. • Provide content for the project website • Create agendas and questions for City Commission and City Advisory Board meetings (such as the Trails, Open Space, and Parks Committee (TOP), Bozeman Area Bike Advisory Board, Pedestrian and Traffic Safety Committee, and Recreation and Parks Advisory Board (RPAB)) • Ensure there is cross-collaboration between City Parks and Recreation Department, City GIS Department and City Engineering Department throughout process. 141 41 Scope of Proposal Engagement Window #1 Our first outreach with the community will be centered upon listening to needs, big ideas, and constraints, and identifying destinations, known gaps in the active transportation network, and areas that are growing and changing. Engagement Window #1 will run in parallel with Task 4 (Taking Stock of Existing Conditions). Here we will hold facilitated Focus Group meetings with identified stakeholders who have a shared and vested interest in particular topics that are of importance to the City. Focus Groups might include youth recreation and programming, stakeholders who are involved in topics such as events planning, cycling, outdoor recreation programming, community organizing, land management, and ecology, forestry, and urban agriculture. The National Research Center (NRC) will lead the execution of the Open Participation Online Survey that will complement and supplement the qualitative data gained through the above methods. Creating the Questionnaire and Survey Materials Design Workshop and NRC will work with City staff to develop a questionnaire that covers the objectives of the study. We recommend that the length of the questionnaire be the equivalent of 3 standard letter-size pages. It is recommended that the City conduct a pilot test of the survey by asking family members or friends not | 45 Scale: 1”=180’ COMMUNITY GATHERING LAWNPICKLEBALL COURTS RESTROOM SPLASH PAD NATURE PLAY EXISTING BIKE PARK PAVILION/STAGE SKATE PARK BASKETBALL COURTS VOLLEYBALL EXISTING COMMUNITY PAVILION EXISTING COMMUNITY GARDEN EXISTING RESTROOMS MAINTENANCE EXISTING PARKING #24 REFURBISHED TENNIS COURTS IMPROVED DOG PARK WETLAND INDOOR SHOOTING RANGE EXISTING PARKING #41 ZIPLINE EXISTING BASEBALL FIELDS DUGOUT IMPROVEMENTS OVERFLOW PARKING PROPOSED PARKING PROPOSED PARKING US HIGHWAY 36 COMMUNITY DRMANFORD AVE D1.1 P1.1 P1.5 P1.2 I1.3 P1.3 E1.1 E2.1 I1.1 E2.1 R1.4 D1.2 I1.2 E1.1 Primary Entry Monument E2.1 Secondary Entry D1.1 Information Kiosk/Directory P1.1 Pedestrian Directional I1.1 Building Identification R1.1 Rules and Regulations P1.4 D1.3 R1.3 R1.2 R1.1 R1.5 R1.6 I2.1 Amenity Identification I2.1 I2.2 I2.3 N1.1 Interpretive Sign N1.1 N1.2 N1.3 N1.4 Stanley Park Signage & Wayfinding | Estes Park, CO 142 42 Scope of Proposal involved with the project to take the survey and provide feedback on anything they find confusing or hard to understand. We can make final modifications to the survey based on that feedback Survey Outreach The City would promote the survey to as many residents as possible through communications described below. The shared invitation would include a URL to complete the survey on Polco. To ensure that each resident provides input only once for each survey, the City could choose to ask residents to register on Polco with an email and zip code. This also enables participants to be notified of additional surveys in Engagement Window #3. Alternatively, “guest” responses can be allowed (no registration required) but duplicates would not be tracked and follow up surveys not possible. In addition to city-staffed pop-up events to help advertise the survey, we recommend the following ways to publicize the online survey to help ensure that all residents have the opportunity to respond: • Include survey link in monthly newsletter sent with utility bills • Promote survey to the City’s email list • Survey to be promoted in the Bozeman Daily Chronicle • Flyers to be posted on the City information boards (downtown, library, Senior centers, City Hall, etc.) • Promoted on City’s social media and incorporated in Recreation Marketing Plan • Work with the Chamber of Commerce to promote the survey to members • Ask local civic, sports, and cultural organizations to share with their networks. We have included additional options for survey methods in our “Additional Services Menu,” which provide weighted responses to ensure participation is statistically representative of the Bozeman community. Deliverables • Facilitated virtual Focus Group Meetings (six (6) topically based facilitated discussions with groups up to 25 people in size) • Open Participation Online Survey • Materials for Pop Up Events help advertise public engagement opportunities. (City staffed) • Agendas and questions for City Advisory Boards and City Commission meetings Add-On Deliverables (see “Additional Services Menu” for details on each) • Develop project branding to elevate the project’s status and create a unified message • Statistically valid address- based sample online survey or statistically valid address based sample online and paper survey • Language translation for surveys • Additional in-person stakeholder meetings that reach broadly across topics, and incorporate walk/boke tours and hands-on learning. • Facilitated classroom presentations at local schools to engage youth in planning exercises • Facilitated walk/bike audits with staff and stakeholders of select number of park/ active transportation facilities, specifically focused on the topics of accessibility and inclusivity. One half day spent touring facilities. • Facilitated meetings and meeting summaries for City Advisory Boards and City Commission meetings Engagement Window #2 Engagement Window #2 would occur at the in tandem with Task 5 (Digging Deep – Determining Needs), where the Project Team would analyze the existing network and formulate recommendations based on data and public and stakeholder feedback. Feedback during this period would occur via a virtual Community Workshop that would incorporate facilitated discussions around maps and utilize polling and surveying exercises. Deliverables • Virtual Community Workshop • Agendas and questions for City Advisory Boards and City Commission meetings Add-On Deliverables (see “Additional Services Menu” for details on each) • Facilitated bike rides to understand existing safety issues, gaps, barriers, and accessibility enhancements. 143 43 Scope of Proposal • Materials for scavenger hunts to engage the youth in exploring different city parks and providing their ideas and perspectives. • Facilitated meetings for City Advisory Boards and City Commission meetings Engagement Window #3 The final engagement window will allow stakeholders and the public to understand how their prior feedback has been incorporated and reflected in the draft plan. The Project Team would create a project video that gives a broad overview of the Plan and process. The video could be posted online and shared broadly. The Team will prepare a PowerPoint and script for the final plan, which can be handed off to the City and becomes a toolkit for presenting the draft plan. The final draft plan will be published online and incorporate a survey for residents, with the City holding a formal comment period. Deliverables • Post of Draft Plan with Survey Questionnaire • Narrated video that provides broad overview of the Plan • Hand-off of PowerPoint and script that is created for narrated video with script Add-On Deliverables (see “Additional Services Menu” for details on each) • Project wrap-up in person, including consultant representation for public hearing / City Commission meeting. • Ability to amend engagement activities to in-person in response to the changing comfort levels and safety risks associated with the COVID-19 virus. Task 3 Recreation Marketing Plan Developing a strategic marketing plan for the City of Bozeman Parks and Recreation will complement the planning work and help articulate and inspire residents to participate in current recreation programming and visionary capital projects. Marketing strategies will be grounded in the values, goals, and objectives identified in the master planning process. Desired outcomes from a marketing planning process will include a creative strategy, implementable tactics considering available resources and best practices in digital and social media. We will assist with visual creative ideas and suggest the best timeline for launching marketing initiatives. The marketing planning process will be fun and inclusive. We will take deep dive into what makes the City of Bozeman Parks and Recreation department unique. 3.1 Marketing Insights, Discovery and Strategic Advantage PRStudio will lead the marketing plan, working closely with the project team to collect insights throughout the planning process to inform the marketing direction and identify key attributes, stories, and strengths along the way. Messaging narratives will reflect the services, programs, and authenticity and adaptability of the organization. Together we will discover ways to promote programming and capital projects through listening to citizen feedback throughout the public engagement opportunities. We will conduct individual interviews to enhance ideas and develop a well-rounded story that is compelling, interesting, and compatible with various audiences and user groups. Deliverables • Marketing Plan: key messaging, target audiences, strategies and tactics, visual brand concepts, measured desired outcomes, and social media marketing plan. The marketing plan will also include a planning document focused on strategies for increasing awareness for capital projects. • Visual Brand Concepts: visual communications and initial branding concepts will be Story Mill Community Park | Bozeman, MT 144 44 Scope of Proposal presented to show an example of how the marketing strategies could be employed through various print and digital mediums. Task 4 Taking Stock of Existing Conditions At the onset of the master plan update process, the Design Workshop team will work to form an understanding of existing conditions, which includes drawing upon the planning work that has occurred prior to this process, compiling spatial data and qualitative attributes of the parks and active transportation system, examining Bozeman’s demographics and growth projections, and evaluating recreational trends within the city and more broadly. 4.1 Prior Plans, Policy Review, and Base Mapping We will review plans and associated maps to form a picture of what exists, what plans have been executed, and what remains to be implemented. We will also create base maps in GIS for the project, including a unified map of projects formed from the City of Bozeman’s Trails Map, Triangle Trails Plan, Trails Conditions Assessment, and Transportation Plan, as well as the City’s parklands. We are basing this task on the assumption that the inventory of trails, parks, and open space is complete. This project will draw upon previous and current planning efforts to address the following goals: • Understand the city’s current park, recreation, and active transportation system. • Build equity and inclusiveness into the planning process to ensure that the benefits provided by programs, green spaces, and trails are distributed and supported broadly across the community. • Hone in on Bozeman’s identified strategies, recommendations, and action items from prior plans and around the topics of climate change, hazard mitigation, and resiliency A summary of related City plans and reports, such as those listed below will be prepared, as well as any relevant regional, county, University, or Federal/State lands plans. We will focus on recommendations, objectives, and associated strategies that can be revised/removed because of prior implementation, as well as any guidance from planning efforts that impact the park system, park operations, or active transportation facilities. Previous Plans and Reports: • 2007 Parks, Recreation, Open Space, and Trails Plan • 2016 Urban Forestry Project • 2017 Transportation Master Plan • 2018 Bozeman Strategic Plan • 2019 Hazard Mitigation Plan • 2020 Triangle Community Plan • 2020 Bozeman Community Plan • 2020 Climate Action Plan • 2021 Trails Map and City Trails Inventory Deliverables • Previous Plan Summary • Base mapping: geographically referenced existing and proposed parks and natural areas • “Unified Active Transportation Map” - Integration of Trails Map (City of Bozeman), Triangle Trails Plan (Gallatin County), Trails Conditions Assessment (GIS South Suburban Parks and Recreation Master Plan Survey Results Enrich Wellness What Does the Community Desire? Survey results reveal that the community values opportunities for improving wellness. SSPRD’s offerings integrate physical activity, natural experiences and diverse programs for all ages throughout the communities it serves, allowing residents to make choices to support wellness goals. For example, SSPRD annually coordinates 140 athletic fields for community youth sports organizations and the SSPRD fitness division has seen a 38 percent increase in fitness classes.1 1 2016 SSPRD Budget 99%95%94% Of respondents felt SSPRD should provide places for residents to maintain and improve their health Of respondents felt facilities and services should be provided for the purpose of improving quality of life Of respondents felt SSPRD should provide mobility with trails and paths for exercise and non-motorized transport Source: 2016 Strategic and Master Plans Resident Survey Report of Results, National Research Center, inc. 50 145 45 Scope of Proposal Department), Transportation Plan (Engineering Divisions) into holistic system. 4.2 Demographics, Recreation Trends, and Recreation Program Analysis The Design Workshop team will also review any demographic analysis previously conducted by City staff during the 2020 Community Plan process and augment the analysis if necessary to best understand and communicate the market served in Bozeman. We will conduct a recreation trends analysis, bringing together our industry knowledge from our experience working nationally and in many comparable markets, participation trends from applicable professional associations such as National Recreation and Park Association (NRPA), State of Montana Statewide Comprehensive outdoor Recreation Plan (SCORP), and ESRI recreation spending reports for the city and county. The demographic review with the trends analysis and program inventory will help us to form a comprehensive view of the local population, which will assist in determining the potential participation base within the service area and to later assess equity and inclusion. B*K will complete a comprehensive analysis of how Bozeman Parks & Recreation currently provides recreation programs, and a program inventory including partners and community providers within Bozeman . This will include a gap analysis where possible deficiencies or shortcomings are identified as well as program strengths recognized. The process will also feature an assessment through the Diversity, Equity, Inclusion and Accessibility (DEIA) lens to ensure that these principles are in place. The program analysis will be accomplished through a combination of site visits and interviews with key programming staff as well as a review of existing program data and information. This assessment will then be coordinated with the public input and needs assessment findings, industry best practices, and recreation trends analysis, to develop a program direction for Bozeman that will map areas of focus, methods of delivery and required resources for future recreation programming. An implementation plan that is specific to recreation programming will then be developed with input from Bozeman staff and the project team. • Recreation Trends Report • Programming inventory, including staffing and facilities • Program analysis for accessibility and inclusivity • Strategy to address gaps in programming 4.3 Parks and Active Transportation Classifications Assessment Design Workshop will review the City’s inventory of all park assets as well as the recent Trails Conditions Assessment. We will work with Parks and Recreation Staff to develop a Park Classification System to identify the distinct types of parks that exist within Bozeman based on characteristics such as amenity type/ service, size, population served, and length of stay. Similarly, the Trails and Active Transportation Classification System will be updated and applied holistically to the Unified Active Transportation Map, building upon the classifications identified in the 2017 Transportation Plan. The result will be a network hierarchy of the system. Much like a roadway network, the active transportation system may have major “collectors,” such as regionally significant infrastructure that connects communities and maybe extends beyond Bozeman, as well as smaller facilities that branch off into local trail networks and neighborhoods. We will research traffic volumes, speeds, and accident data to propose infrastructure types that are the most protective fit within the level of service of the roadway and address safety needs along all corridors. Compete Streets and Safe Routes to School concepts will be applied and strengthened within these classifications. Finally, we will illustrate design characteristics per classification type. • Inventory analysis organized by property with acreage and amenities • Park Classification System development • Active Transportation Classification System update • Narrative summary of existing parks, recreation, programs, and active transportation facilities • Desired active transportation cross-sections per classification type. 146 46 Scope of Proposal Task 5 Digging Deep - Determining Needs The input collected through surveys, focus groups, and other stakeholder engagement during Engagement Window #1 regarding the value placed on parks, recreation, and active transportation, as well as perceived needs and gaps, will be synthesized in this step to inform recommendations, strategies, and policies for the plan. There are several components involved in conducting a level of service analysis, including the types of amenities per population, park acreage per population, spatial distribution, and public values. Collectively, the tasks laid out in this section will enable the team to identify needs, gaps and opportunities for parks, recreational programs, and active transportation. Task 5.1 Equity Analysis The Design Workshop team will review the existing parks, recreation, and active transportation system through various lenses to inform our understanding of whether the system is equitably distributed throughout the City. We will build upon the 10-minute Walk Access analysis conducted by the Trust for Public Lands in Bozeman that identifies half mile coverage areas for parks related to the population, which provides an output that identifies geographic gaps in service/ access. We will integrate into this analysis spatial demographic and land use datasets that touch on key indicators such as such as population density, age, race, income, ability, and growth areas. In addition to the demographics collected in the Community Plan, we will dig into other indicators such as health, disabilities, and spatial information related to vulnerable populations. This analysis will inform our knowledge of deficiencies in the system, both in terms of access to green space as well as to active transportation facilities. • Spatial distribution and service areas mapping of coverage and gaps with demographic considerations Task 5.2 Level of Service Analysis Together, we will identify preferred level-of-service standards for all parks by classification types and conduct an analysis that helps us to understand where Bozeman stands with regards to key indicators such as park acreage VanPlay | Vancouver, BC 147 47 Scope of Proposal per population, amenities offered, etc. These are based on regional, statewide, or nationally accepted parks and recreation standards, as well as Design Workshop’s national experience and comparison with peer/survey agencies, based on the needs and expectations of the Bozeman community. We would recommend completing a comparable community benchmarking study to compare Bozeman’s park and recreation offerings to peer agencies, applying metrics such as park and facility inventories, budgets, fees, revenue generation, cost recovery, staffing, impact fees, and policies. • Level of Service analysis for parks • Level of Service analysis for recreation trails • Narrative summary of gaps in parks, recreation, programs, and trails Add-On Deliverable (see “Additional Services Menu” for details on each) • Develop benchmarks from local, regional, and national parks, trails and open space standards to develop appropriate targets and recommendations for Bozeman (would be coupled with Task 5.4) Task 5.3 Addressing Active Transportation Gaps The unified map of projects formed from the City of Bozeman’s Trails Map, Triangle Trails Plan, Trails Conditions Assessment, and Transportation Plan in Task 3.1 will provide the basis for displaying existing and proposed active transportation facilities. Through mapping and analysis, we will identify any additional critical breaks in the network as well as any incongruencies in proposed routes. Layering in key destinations such as schools, parks, recreational facilities, and businesses, as well as demographic information will help identify trends and inform an understanding of where people are coming from and trying to go, to create routes that make sense and are safe within existing travel patterns. Any available transportation data such as roadway volumes, collision data, and existing trail use will be utilized. The regional trail system will be considered here, reaching further than Bozeman to consider regional infrastructure opportunities. Deliverables • Map and project list depicting proposed projects that bridge gaps in Unified Active Transportation System. • Active Transportation Classifications applied to entire system including existing and proposed routes. Task 5.4 Programming Needs Assessment: Existing and Future Facilities and Staffing Requirements Utilizing the Recreation Program Analysis as a foundation, B*K will review all active based recreation facilities (pools, community centers, athletic fields, etc.) to determine their functionality, sustainability, and ability to support today’s recreation programs and services as well as those that are envisioned for the future. In addition, B*K will be responsible for a review of the existing staffing levels and organizational structure of the Department. From this analysis, a series of recommendations will follow to enhance and strengthen the existing and future facilities, potential partnerships, and staffing practices of the Department. An optional task would include a benchmarking analysis to compare Bozeman with industry best practices. Deliverables • Programming level of service analysis, including staffing and facilities capacity and functionality • Programming partnership strategy Add-On Deliverable (see “Additional Services Menu” for details on each) • Develop benchmarks from local, regional, and national parks and recreation program trends and standards to develop appropriate targets and recommendations for Bozeman (would be coupled with Task 5.2) Task 6 Draft Plan Framework - Enhancement, Priorities, and Policies Following our explorations of existing conditions, technical analyses of the systems, and our dialogue with the community, the Design Workshop team will begin drafting the Bozeman Comprehensive Parks, Recreation, and Active Transportation Plan. The team will start with a framework for the Plan, informed by an updated needs analysis, guidance of the community, crafting a draft vision, goals, and focus areas. Building on that framework, the team will develop specific priorities, strategies, actions, and implementation guidance for the resources, procedures, and programs under the control of the City’s Parks and Recreation Department. 148 48 vetting. The on-street classifications have implications for how the public space within a street right-of-way is allocated by transportation mode and can be contentious. We will work with your team to strategize communication materials and tools for collaborating across City Departments and with the State and County, as needed. We recommend applying a “financial constraint” analysis to the Active Transportation Plan next, which would include estimations of costs for the proposed network, including construction capital costs, on-going maintenance costs, and lifecycle costs for replacement, repair, and rehabilitation. Deliverables • Identification of performance measure framework to be used for prioritization process • Map and project list displaying draft prioritized Active Transportation Plan defining near-, mid-, and long-term investments. Add-On Deliverables (see “Additional Services Menu” for details on each) • Financial Constraint Analysis, identifying costs and funding projections for active transportation infrastructure Task 6.4 - Park Design Standards and Specifications For this task, we will review the City’s requirements for park siting, and identify any design criteria, specifications for park features, and/ or process that could be amended to match the goals in your Community Plan. allocated for facilities and programs and recommend potential changes to how they are set, and cost recovery calculated. Ultimately B*K will provide the City with a cost recovery philosophy based upon the information gathered and future levels of programming and facility operations. From this B*K will focus on a strategic implementation plan for the cost recovery policy that will meet the City’s organizational objectives. Deliverables • User fee analysis with recommendations • Cost recovery philosophy, with strategy and policy for existing and future facilities, programs, and services Task 6.3 – Prioritizing Active Transportation Investments Using qualitative public and stakeholder input from Engagement Window #1, we will be able to form an understanding of what matters to the community. We will link data with publicly expressed community goals and values, that will then be used to formulate a performance measure framework through which projects will be evaluated and prioritized. The team will quantify the impacts of each project and rank each with regards to established goals and values. The outcome will serve as the draft prioritized Active Transportation System that will be shared in Engagement Window #2, where the public and stakeholders will be able to provide feedback on the proposed phasing of the projects, as well as the designs and attributes that are prescribed to each. The outcome of this product will require careful Scope of Proposal Task 6.1 Identifying Park Improvements and Expansions in Growth Areas The planning team will translate previous analyses and the contributions of the Bozeman community into plan vision and goals, and location-based expansions or improvements including recommendations for strategic priorities, future land acquisitions, park improvements, and recreation programs/amenities. We would recommend conducting a future open space acquisition priorities analysis at this phase, to guide conservation of critical open space and habitat. Deliverables • Map and project list of proposed improvements Add-On Deliverables (see “Additional Services Menu” for details on each) • Open Space Qualities Assessment and Acquisition Priorities Mapping Task 6.2 - Program and Facility Pricing Plan for Recovery Plan A key component of the study will be to review the current cost recovery objectives for the Bozeman Parks and Recreation Department and determine the factors that impact the current rate of cost recovery. This will include an analysis of the Department’s revenue and operational budget history and how costs are assigned to programs and facilities. Having analyzed the cost recovery data and reviewed the key points, B*K will identify how fees should be 149 49 client project manager or resolution. Refinement of priorities and policy will be made in this task, along with near- term action steps will be provided in the draft document. Deliverables • One (1) rapid workshop for graphic layout and style (up to 2 hours) prior to consolidating document information • Draft Plan in PDF format for review and input • One (1) comment resolution meeting with agenda and meeting notes • Comment Log for client team input and tracking changes that need resolution • Final Plan in PDF format • All GIS data collected and created through planning process plan, and character and design direction. Task 7 Documenting the Plan The Comprehensive Plan will be created with the intent of expressing the value of the Bozeman Parks, Recreation, and Active Transportation system and providing clear, goal- oriented direction with a 20- year outlook. A draft document template showing the graphic layout, format, style and organization will be provided for review and approval prior to consolidating the document information. Maps, images, summary graphics, and tables will be created to support communication to a wide audience. Content developed in previous tasks will be consolidated for purposes of transparency in decision-making and to provide a data-supported plan. Comments on the draft plan will be collected in a comment log for direction from More tasks we could perform related to this topic are outlined in the “Additional Services Menu.” Deliverables • Design audit for initial recommendations related to park siting recommendations, guidelines, and/or incentives, design standards, and specifications for park features Add-On Deliverables (see “Additional Services Menu” for details on each) • Design standards and specifications for park features • Subdivision review report • Zoning code amendments Task 6.5 - Wayfinding Wayfinding recommendations will support the Active Transportation plan through a high-level strategy to create a legible trail system experience for a diverse range of users. Our recommendations will be based on an inventory of existing branding, signage standards and any existing signage, and develop a wayfinding plan that identifies a hierarchy of signage typologies, an initial location plan and messaging study along with precedent imagery that identifies character and design direction. A full wayfinding strategy can be provided as an additional service, please see the “Additional Services Menu” for details. Deliverables • Wayfinding recommendations including a hierarchy of signage typologies, an initial location Scope of Proposal El Dorado County Ballfields | California 150 50 Additional Services Additional Services Menu Community Engagement Additional Services Project Brand Development The development of a project brand is a critical tool for telling the story of the planning process and will help unify the project in an accessible and approachable format for the public and stakeholders. This effort has significant impact in increasing engagement and public participation. The brand and its outcomes will help make the planning process fun, relatable and engaging so that the public makes the connection that their input has impact in the quality and outcomes of the plan. To begin the process, we will review existing branding from the City to ensure brand alignment as well as collecting any existing brand assets that will support the overall process. Our branding process will develop the primary brand elements, including a logo, color palette, graphic styles, typography and icons. These elements can be deployed across the print, digital and social media, public engagement materials, as well as the final completed document for the duration of the project. We propose two rounds of concept development. The first round will present 2 options for feedback that can then be refined for the second round and approval. This is an efficient and cost-effective approach to the project brand. Fee: $16,000 Statistically Valid Address Based Sample, Online Only The method for creating the survey would be the same as proposed in the scope of work, however the method for administering the survey would differ. In this scenario, we would mail two postcard invitations (an initial and a reminder) to 3,200 households. We would use statistically appropriate address sampling methodologies to garner community-wide representativeness and expect at least a 6% margin of error (4-6% is typical and meets best practices for performance measurement, about 250-450 responses). The invitations will contain an introduction outlining the importance of the survey and instructions for completing it. Responses will be statistically weighted to ensure the best representation of your community (or stakeholder group, if applicable). We would also encourage the City to implement the Open Participation outreach described above, which gives everyone in the community a chance to participate. We would be sure to track sampled vs open participation respondents through different URLs to ensure we could analyze responses separately. Fee: $5,000 (initial baseline survey cost already captured in Scope of Work) Statistically Valid Address Based Sample, Online + Paper Survey An additional option for the survey would be to execute the above methods as well as mailing two paper surveys with postage-paid reply envelopes to an additional 1,200 households. Fee: $9,000 (initial baseline survey cost already captured in Scope of Work) Language Translations for Surveys Survey invitations will include an in-language paragraph, giving instructions on how to complete the online survey in the selected language. The fee includes one additional language. If you have more than three non-English languages, there will be additional charges for outreach. Fee: $2,800 Additional Focus Group Meetings (assuming one more full day) The Project Team would be available for one more full day of Focus Group meetings, accommodating three (3) additional Focus Group topics. Fee: $4,500 Classroom Presentations at Local Schools (assume materials & talking points) The Design Workshop Team would prepare materials and presentations for classroom settings. City staff would partner with local schools and present information about the parks and recreation system, encouraging stewardship, interest, and the opportunity to integrate youth feedback into the Plan. Fee: $1,000 151 51 Additional Services Facilitated Meetings and Summaries for Boards (assuming 8 meetings total) The proposed scope of work assumes the Project Team would prepare agendas and questions for City Staff to use for presenting to City Advisory Boards, City Commission Meetings, etc. The additional service would involve the Project Team presenting materials to these boards, facilitating discussion, and preparing meeting summaries. Fee: $6,500 Facilitated Bike Tour (assuming half day) The Project Team could facilitate a bicycle tour with staff and relevant stakeholders to gain a deeper understanding of influences that shape the system, such as connectivity, safety issues, and wayfinding. Findings would be integrated into project lists, the performance measure framework, and project prioritization efforts. Fee: $3,000 Walk Audit (assuming half day) A walk audit could be performed with City staff and relevant stakeholders to focus on accessibility and inclusivity at select project sites. Findings would be documented and integrated into park design standards, policy recommendations, and strategies. Fee: $3,000 Scavenger Hunts for Youth The Design Workshop team would create materials for city-wide scavenger hunts to engage the youth in exploring different city parks and providing their ideas and perspectives. Fee: $2,000 Determining Needs Additional Services Comparable Community Benchmarking Design Workshop and Ballard King would work with City staff to select up to four (4) comparable communities of similar characteristics that will provide useful benchmarks. Our team will complete a benchmark analysis to compare the Bozeman to other relevant peer agencies including those both nearby and nationally. Our team will work with City staff to identify the key metrics to be surveyed and analyzed. Common metrics include park and facility inventories, budgets, fees, staffing, and policies. Standards, fees, and funding sources vary throughout all communities, even within the same state. We will identify points of comparison for other similar sized regional cities in the Intermountain West that might indicate to Bozeman some approaches that have received support in comparable places. Fee: $5,000 Plan Framework Additional Services Comprehensive Wayfinding Plan A comprehensive wayfinding plan will deliver a legible experience to active transportation users, enabling increased mobility and an enhanced aesthetic. Through an extensive review of project context an initial location plan will help to identify the signage typologies needed. This hierarchy of sign types will be explored through a schematic design Branding for Salt Lake City Public Lands Master Plan | UT 152 52 Additional Services We would complete a funding source analysis, that identifies funding and partnership opportunities. The analysis will look at the existing budget, financing options, current and other revenue generating opportunities, grant opportunities, and the revenue forecast. This review will include comparison of current policies with national standards of best practice agencies. Both the funding and cost analysis would utilize collaboration with transportation partners to ensure that costs are grounded in reality and that all funding opportunities are explored. Active Transportation Financial Constraints Analysis A “financial constraint” analysis would include estimations of costs for the proposed network, including construction capital costs, on-going maintenance costs, and lifecycle costs for replacement, repair, and rehabilitation. This would include maintenance standards, technology requirements, and a consideration of seasonal variations and requirements for maintaining infrastructure in the winter for walking/jogging, cycling, and/or cross-country skiing. This will form an estimated annual budget and a schedule to sustain the Active Transportation System sequentially as it is implemented. phase that will include design themes and naming opportunities. Engagement events would include in-field testing of signage locations and a user preference survey using designs and messaging to identity preferred designs and themes. These preferred designs will be developed into design intent documentation with signage specifications. A final phase will identify priority areas and sign types, resulting in the development of an implementation and phasing plan. Fee: $50,000 Story Mill Community Park | Bozeman, MT 153 53 Additional Services for subdivision processes overall, as well as specific to parks. Fee: $10,000 Zoning code amendments Evaluated industry best practices related to dimensions and allowed uses in county-scale parks, and incorporate that into new code language, including new use categories, new zone districts, and/or updates to performance standards. Fee: $10,000 Graphic Plan Summary A supplemental graphic executive summary brochure could be created to better reach the general public with an overview. We often create these stand-alone graphic pages to excite city leadership and the general public about the plan vision, key concepts, and summarize the process and input used to create the plan. Diagrams, images, maps, and renderings are created and formatted as a high quality graphic design approach. Fee: $12,000 fragmentation of natural resources, protect agricultural practices, and link outdoor recreation opportunities to populations. We then use technical stakeholder and public values to inform prioritization of areas to focus future preservation, active open space acquisition, and park provision. This task may also involve evaluating current policies and providing recommendations for policy changes or targeted investments to support interests such as urban agriculture or water protection. Potential Deliverables • Map that identifies critical habitat within parklands and recommendations developed by the Water Conservation Division • A prioritized parks and open space expansion opportunities map • Policy analysis, outlining changes that could be made to the City’s local development code. Fee: up to $10,000 Design standards and specifications for park features Review the City’s requirements for parks and open space dedication, and make recommendations about how dedications, design criteria, and process could be amended to match goals in your Community Plan. Fee: $10,000 Subdivision review report Evaluate the City’s requirements related to subdivisions, including dedication and cash-in-lieu requirements for parks spaces. We can review state law requirements and produce a report highlighting potential changes that could be made Potential Deliverables • Order of magnitude capital costs for project execution • Maintenance and lifecycle costs per project • Funding sources • Roles/Responsibilities – Endorsement and buy-in from partnering agencies • Facilitated meeting with stakeholder group • Implementation matrix, identifying clear action steps (responsible party, timeline, funding sources, jurisdictional coordination, partnership opportunities, policies) • An overall estimation of the fiscal requirement to implement the plan Fee: up to $10,000 Open Space Qualities Assessment and Acquisition Priorities Mapping This task begins with GIS data collection of values that contribute to desirable parks and open space preservation, such as the critical habitat and recommendations developed by the Water Conservation Division, as well as natural resources and vegetative land cover, natural heritage, waterways, and agriculture/ranching lands. This information will be coupled with an understanding of growth pressures, land use trends, and projections of development. Using geographic mapping, we will apply systems thinking, and a holistic approach to analysis, to seek opportunities to manage for ecosystem health, avoid 154 54 Schedule MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB Task 1 Strategic Kick-off Task 2 Community Engagement Task 3 Recreation Marketing Plan Task 4 Existing Conditions Key Deliverable Milestone: Park Classifications Defined Task 5 Determining Needs Key Deliverable Milestone: Draft Unified Active Transportation Plan Task 6 Draft Plan Framework Key Deliverable Milestone: Draft Parks and Programming Recommendations * Task 7 Documenting the Plan Draft Plan Release Initiation of Engagement Windows Schedule **Please refer to Scope of Work for full list of Deliverable Milestones. Deliverable 155 55 Schedule MAYJUNJUL AUG SEP OCT NOV DEC JAN FEB Task 1 Strategic Kick-off Task 2 Community Engagement Task 3 Recreation Marketing Plan Task 4 Existing Conditions Key Deliverable Milestone: Park Classifications Defined Task 5 Determining Needs Key Deliverable Milestone: Draft Unified Active Transportation Plan Task 6 Draft Plan Framework Key Deliverable Milestone: Draft Parks and Programming Recommendations * Task 7 Documenting the Plan Draft Plan Release 156 Festival Park | Castle Rock, CO 157 Faceratur, officia as ero mos rest poratur, nia pos exeri ut a di dolore non nossitatisim rem nusaper uptiisq uassus dolorrum et voloreiunt quid utem. Nem exc errum andunt hitatur, ulpa non rerumquia quam, officipsam rehendaes disit autatus que ipicitiPa vollat derro omnis as es eos magnatis doluptat. PROJECT APPROACH PROJECTBUDGET 158 58 Project Budget Proposed Fee Table TASK HOURS (including meeting assumptions) FIRM & EMPLOYEES FEE PER TASK Task 1 Strategic Kick-Off & Project Management 60 (includes 12 1-hour tri-weekly meetings throughout project + strategic kick-off) DW: Laybourn, New, Hejtmanek B*K: Ballard, King $12,000 Task 2 Community Engagement 250 (includes focus group meetings, community workshop, narrated video) DW: Laybourn, New B*K: Ballard, King NRC: Caldwell PRStudio: Wanatowicz $43,000 Task 3 Recreation Marketing Plan 65 (includes stakeholder interviews and public outreach involvement) PRStudio: Wanatowicz $9,000 Task 4 Existing Conditions 160 (project team meetings included in Task 1) DW: Laybourn, New, Stout B*K: Ballard, King $25,000 Task 5 Determining Needs 125 (project team meetings included in Task 1) DW: Laybourn, New, Hejtmanek, B*K: Ballard, King $18,500 Task 6 Draft Plan Framework 160 (project team meetings included in Task 1) DW: Laybourn, New, Hejtmanek, Garrow, Stout B*K: Ballard, King $24,000 Task 7 Documenting the Plan 110 (project team meetings included in Task 1) DW: Laybourn, New, Stout B*K: Ballard, King $15,500 Total Labor Fee $147,000 Estimated Reimbursable Expenses Travel & Lodging Travel Expenses for DW, B*K, PRStudio $9,000 Total Fees $156,000 EMPLOYEE ROLE HOURLY RATE Anna Laybourn Principal in Charge $200 Callie New Project Manager $150 Ashley Hejtmanek Parks Advisor $150 Jessica Garrow Policy/Regulatory/Planner $200 Michael Stout Environmental Graphic Designer $130 Ken Ballard Programming Recreation Planner $200 Erin Caldwell Survey Research $200 Kathleen Wanatowicz Public Relations & Recreation Marketing $145 Schedule of Key Staff Rates 159 59 Affirmation Affirmation of Nondiscrimination 160 www.designworkshop.com DW LEGACY DESIGN® Legacy Design is the defining element of our practice. It is our commitment to an elevated level of design inquiry to arrive at the optimal solutions for clients. The process ensures that our projects reflect the critical issues facing the built environment and that they deliver measurable benefit to clients and communities. It is the foundation of the firm’s workshop culture and guides all projects. 161 Comprehensive Parks, Recreation, and Active Transportation Plan 1 PROPOSAL FOR PROFESSIONAL CONSULTING SERVICES: Comprehensive Parks, Recreation,and Active Transportation PlanCity of Bozeman, Montana APRIL 16, 2021 162 GreenPlay, LLC | Proposal for the City of Bozeman, Montana2 TABLE OF CONTENTS A. Title Page ...............................................................................3 B. Executive Summary .......................................................................5 C. Firm Profile & Project Personnel ............................................................7 D. Experience .............................................................................20 E. Scope of Proposal .......................................................................28 F. Budget .................................................................................38 G. References .............................................................................40 H. Affirmation Of Nondiscrimination ..........................................................41 WHAT'S IN OUR NAME? GREEN represents our passion for parks, recreation, and open space and our continued goal for environmental sustainability in all projects. PLAY represents the recreation professional who actively demonstrates the joy of spending time doing things they love. GREENPLAY works together with organizations to help solve their problems and achieve unified goals. By performing these services, we simplify your job and make working together fun. 163 1021 E. South Boulder Rd. | Suite N | Louisville, CO 80027 | 303.439.8369 | www.greenplayllc.com April 16, 2021 City of Bozeman, Montana P.O. Box 1230 Bozeman, MT 59771-1230 Attn: Addi Jadin, Parks Planning and Development Manager Dear Ms. Jadin and Selection Committee: GreenPlay, LLC, is pleased to submit our proposal to develop a Comprehensive Parks, Recreation, and Active Transportation Plan for the City of Bozeman. This plan will serve as an overarching document with the goal of providing for sufficient parkland, trails, and recreation programs and facilities for Bozeman citizens. The plan will guide the expansion of these essential services as the community grows and adapts to changes of demographics, climate, and recreational trends. This plan will update your existing framework for developing and managing the City’s parks, recreation, and active transportation systems to ensure alignment with priorities such as equity, inclusivity, and environmental sustainability—along with community-identified values identified during the outreach and engagement process. Since 1999, GreenPlay has completed nearly 600 similar Plans in the State of Montana and throughout the country. We will bring our experience as parks and recreation administrators and operators to your city to develop a community-driven plan that contains implementable recommendations. To help the City of Bozeman meet and exceed all of your goals for this plan update, we have assembled a comprehensive team to address each of your desired outcomes. This team blends local and technical expertise with GreenPlay’s experience and expertise in parks, recreation, and open space operations. The team includes: • GreenPlay: Tom Diehl, MS, CPRP, Pat O’Toole, Teresa Jackson, APO, CPO, Dave Peterson, RLA, and Caylon Vielehr. We are management planners focusing on project management and coordination; community and stakeholder engagement; inventory and analysis; parks, facilities, and open space maintenance analysis; financial and recreation analysis; user and fee analysis; and development of final recommendations. In addition, we will include our GRASP® Geo-Spatial Analysis team for inventory, mapping, and level of service analysis. Contact information: GreenPlay, LLC., 1021 E. South Boulder Road, Suite N, Louisville, CO 80027. (303) 439-8369, tdiehl@greenplayllc.com. • DHM Design: Matthew Whipple. DHM Design is a full service landscape architecture firm with an office in Bozeman, Montana and several Colorado communities. They specialize in landscape architecture, planning, ecological planning and urban design. Contact information: DHM Design, 113 East Oak St., Ste. 4B, Bozeman, MT 59715. (406) 219-2012, MWhipple@dhmdesign.com. • Robert Peccia & Associates (RPA): RPA is a respected full-service civil engineering firm of over 60 individuals with offices in Helena, Kalispell, and Bozeman, Montana. They take pride in personalized service and sterling reputation for designing practical and sustainable engineering solutions. Contact information: Robert Peccia & Associates, 602 S Ferguson Ave Suite 5, Bozeman, MT 59718. (406) 284-2110, SRandall@rpa-hln.com • RRC Associates: Chris Cares. RRC Associates will design and implement a statistically-valid survey as part of the community and stakeholder engagement portion of the plan. RRC has developed surveys for over 100 similar projects with GreenPlay. Contact Information: RRC Associates, 4770 Baseline Rd., #35, Boulder, CO 80303. (303) 449-6558, chris@rrcassociates.com. A. TITLE PAGE 164 GreenPlay, LLC | Proposal for the City of Bozeman, Montana4 TITLE PAGE – CONTINUED Our record in parks, recreation, and open space planning has been outstanding. We look forward to the opportunity to apply our skills to assess your parks, recreation facilities, and open spaces and develop innovative, yet implementable recommendations with you. I will serve as primary contact person, and contact information is listed below. If you have any questions related to this proposal, please feel free to contact me at the number listed below. I am authorized to represent GreenPlay. Sincerely, Teresa Penbrooke, PhD, CPRE CEO and Founding Managing Member 1021 E. South Boulder Rd., Suite N, Louisville, CO 80027 Phone: (303) 870-3884 (direct) E-mail: TeresaP@GreenPlayLLC.com 165 Comprehensive Parks, Recreation, and Active Transportation Plan 5 PROJECT UNDERSTANDING Since its founding, Bozeman has grown from a small, agricultural town to a thriving micropolitan area. Residents of the City appreciate year-round access to recreation, and cite this as a desirable feature of the community. In recent years, Bozeman has experienced high growth and changing economics, serving as a regional health- care hub and a growing tech industry. Your population is nearing 50,000. This Comprehensive Parks, Recreation, and Active Transportation Plan will allow the City to continue offering high quality, year-round recreation programs and services to your residents as you grow. This plan will update the 2007 Parks, Recreation, Open Space, and Trails Master Plan and will build off of other planning work completed by the City. This project also includes development of an Active Transportation Plan to help the City prioritize accessibility and mobility choices and enhances connectivity throughout the City. QUALIFICATIONS Our GreenPlay team is uniquely qualified to complete your project. We are parks and recreation planners and former operators of comparable systems. We have experience managing and maintaining parks, recreation, open space, and trails systems. Our team will bring this knowledge to you to create recommendations that are tailored to your system and implementable by your Department. We have completed similar projects for numerous agencies including northern tier communities of Helena and Lewis & Clark County, Montana; Meridian, Sand- point and Post Falls, Idaho; the Wyoming communities of Teton County, Jackson, Guernsey, Riverton, and Wheatland; Sioux Falls, South Dakota; and Williston, North Dakota; as well as the mountain communities of Golden, Fraser Valley, and Glenwood Springs, Colorado to name a few. Scope of Work The following infographic represents our Scope of Work to prepare your Comprehensive Parks, Recreation, and Active Transportation Plan. B. EXECUTIVE SUMMARY Strategic Kick-Off • Critical Success Factors • Key focus areas• Meeting schedule • Identification of Key Stakeholders • Gathering of All Relevant Documents • Briefing with Decision Makers Key Elements of a Community Parks and Recreation Strategic/Master Plan 1 2 3 4 4 Stages of Public Engagement Typically our Strategic/Master Plans include a 5-year focus on operations, 10-year focus on capital, and 20 year strategic vision. Other elements and tools are added as needed for a community-specific plan. Final Plan • Review • Staff• Public• Decision Makers • Distribute/Post Implementation • Action Plan • Annual Review Information Gathering • Needs Assessment• Surveys (optional) • Inventory • Level of Service Analysis• Community Profile• Trends Findings & Visioning • Presentation/Feedback Sessions• What We Have Discovered• Key Issues Matrix • Key Ideas and Themes • Programming & Operations Analysis • Financial Resources Draft Recommendations • Summary Findings • Strategies • Implications• Recommendations• Action Plan • Review & Revisions © 2020 GreenPlay, LLC. All Rights Reserved. Reuse by permission only. Contact: Info@greenplayllc.com 166 GreenPlay, LLC | Proposal for the City of Bozeman, Montana6 167 Comprehensive Parks, Recreation, and Active Transportation Plan 7 GreenPlay, LLC, is a limited liability company that was founded in 1999 and is headquartered in Colorado with ten regional offices around the country. We operate as a CONSORTIUM OF EXPERTS specifically to provide management and consulting services for parks, recreation, open space, and related quality of life agencies. We serve as a resource for agencies by organizing teams that are responsive, experienced in the field, and who understand the needs of individual communities. Our firm works nation-wide with 20 employees and over 75 technical consortium affiliates and sub-consultants to complete projects for large and small agencies throughout the nation. GreenPlay has successfully completed nearly 600 projects, working with local, state, and national government agencies, as well as with private sector organizations. We have a strong national reputation based on many years of experience with staff who will help you to develop a community-specific plan that will be easily implemented, help gain engagement and consensus, and will address the key issues for the City of Bozeman. GreenPlay team members have direct experience working for parks and recreation departments across the country as operators and senior level administrators. Having worked as individuals on “your side of the table,” we know how important it is for consultants to be accessible. We also understand the importance of your daily responsibilities. Regional Experience Our firm has experience that is directly relevant to this project. We have completed similar projects for nu- merous agencies including northern tier communities of Helena and Lewis & Clark County, Montana; Me- ridian, Sandpoint and Post Falls, Idaho; the Wyoming communities of Teton County, Jackson, Guernsey, Riverton, and Wheatland; Sioux Falls, South Dakota; and Williston, North Dakota; as well as the mountain communities of Golden, Fraser Valley, and Glenwood Springs, Colorado to name a few. Our team provides expertise helping these communities plan for sustain- able development which is environmentally sensitive and financially sound. We will be able to quickly dis- cern key issues in your community and help you plan to address them in an effective manner. Collectively, the GreenPlay Team offers a comprehensive set of skills built on a foundation of excellent verbal and written communication abilities. Our experience allows us to effectively manage our time while producing plans that are detailed, customized, and implementable. Management Approach and Philosophy Toward Parks and Recreation Planning We believe that parks and recreation assets contribute to the quality of life that makes a community a desirable place to work, live, and play. GreenPlay consultants are all passionate about developing plans and documents that work conceptually and are implementable in each individual community. Our plans are: • Unique • Customized • Implementable • Completed using an equity lens that places diversity, equity, and inclusion as a priority during the planning process and with the final plan C. FIRM PROFILE & PROJECT PERSONNEL 168 GreenPlay, LLC | Proposal for the City of Bozeman, Montana8 100% WOMEN OWNED 600 COMPLETEDPROJECTS 175 YEARS OFEXPERIENCE 22 YEARS INBUSINESS 20 EMPLOYEES 46STATES PROVEN RECORD OF CAPABILITIES AND EXPERIENCE GreenPlay has a proven record of experience and expertise in parks, recreation, trails, and open space planning. These types of projects are not an adjunct service for our firm! This is what we do at GreenPlay, everyday, successfully, for small and large communities of all types, across the country. 4,935PARKSEVALUATED * OVER 27,000PUBLIC COMPONENTS ASSESSED * * Number in the validated GRASP® national dataset since 2003. We have also evaluated 1,000s of other parks. 169 Comprehensive Parks, Recreation, and Active Transportation Plan 9 Identified team members selected for this project have the full capacity to complete all tasks associated with the project. When needed, GreenPlay staff can arrive within hours, with daily direct flights to Bozeman. Our sub- consultants, DMH and RPA are both located in Bozeman. We carefully detail our on-site gatherings during SKO to ensure that our local presence is fully considered. You will see your GreenPlay team members the same amount as if they were all based locally. Pat O’Toole, Principal-in-Charge Tom Diehl, MS, CPRP, Project Manager Teresa Jackson, APO, CPO, Project Consultant Dave Peterson, PLA, GRASP® Team Leader Caylon Vielehr, GIS Analysis Matthew Whipple, Principal, Landscape Architect Robert Peccia & Associates Scott P. Randall, PE, PTOE Transportation Planning & Operations Group Manager Chris Cares, MS, Principal TEAM ORGANIZATION 170 GreenPlay, LLC | Proposal for the City of Bozeman, Montana10 SUB-CONSULTANT FIRMS As individuals we are impassioned by the American West. As a firm we are its students, and its stewards. Who We Are We are landscape and ecological professionals who call the West home. Like the region itself, we are pragmatic, independent and resilient individuals — but we’re also steeped in the values and skills of teamwork. We are vigorous users and lovers of the outdoors, committed to both environmental and cultural preservation. Since our founding in Denver in 1975, our employee-owned Corporation has expanded with studios in Bozeman, Missoula, Carbondale, and Durango. Our roster now includes professionals in landscape architecture, natural resource management, horticulture, land use planning, graphic design, 3D modeling and computer imaging, plus some who also hold degrees in enriching fields like studio art, anthropology and philosophy. What We Do In a word, stewardship. In a phrase, the integration of ecological planning with design. We stress the primacy of context. We strive for holistic awareness not only of a place and its ecology, but its history of human presence too. Deliberately, our interventions sit lightly on the land. What we don’t do is anything more than what’s called for. Our work is primarily in the American West, from the Front Range across the Great Basin to the Sierra Nevadas. We plan and design for resort and residential communities, historic sites, civic spaces and parks, small- town revitalizations, tribal lands, legacy ranches and high-end residences. We are especially proud that a considerable part of our portfolio has been work for the National Park Service. This connection has instilled in us a deep sensitivity to the necessary balance between protecting nature and revealing how it can be enjoyed. How We Do It Every one of our projects is a collaborative interaction between the client, a cross- disciplinary team of DHM professionals and, when appropriate, expert outside consultants. The work begins with inquiry. Listening leads to perception and analysis. We expect to find complexity, and we embrace it — though the solutions we arrive at often appear deceptively simple. We are committed to open-minded engagement with a project’s stakeholders, and are especially resourceful at graphic presentation and the facilitation of dialogue. We have learned that communication and trust make possible the union of divergent viewpoints, and that in turn makes landscapes that can be cherished and sustained. ABOUT DHM DESIGN 171 Comprehensive Parks, Recreation, and Active Transportation Plan 11 RRC Associates RRC Associates will design and implement a statistically-valid survey as part of the community and stakeholder engagement portion of the plan. RRC has developed surveys for over 100 similar projects with GreenPlay. RRC has extensive experience with parks, recreation, open space, and trails needs assessment studies for cities, counties, recreation districts, and also at the state level. The goal of the studies is to obtain citizen input on a variety of topics related to parks and recreation use, values, and community priorities for future improvements. Many studies also have particular emphasis on gauging support for community recreation centers and aquatic facilities. A variety of re- search techniques are used in the studies, including telephone, mail, Internet, user surveys, and focus groups. Current satisfaction levels with existing facili- ties and programs are also measured, as is the relative importance of specific new priorities, facilities, and policies most desired and needed by the commu- nities. Results and conclusions from the research help guide the development of parks and recreation master plans in the communities. Robert Peccia and Associates (RPA) has provided transportation planning and engineering services to both public and private clients for over 40 years. Our 100-percent employee-owned small business firm serves state, federal, and municipal clients as well as private organizations throughout the northwest. RPA’s corporate headquarters are in Helena, with branch offices located in Boz- eman and Kalispell. RPA’s staff consists of over 60 professionals skilled in differ- ent disciplines including: transportation planning, traffic operations, roadway design, environmental planning, graphic design, technical writing, and other support services. Many of our key staff have more than 20 years of experience developing transportation planning and engineering projects and are well known across the state and highly regarded for planning and engineering work. RPA’s Transportation Planning and Operations Group has completed an exten- sive list of transportation planning and engineering analyses, corridor studies, active transportation plans, parking studies, urban transportation planning projects, traffic safety evaluations, and roadway designs across the northwest. Our key staff have dedicated their careers to developing traffic engineering studies, long-range transportation plans, roadway designs, and providing public involvement services. The local presence of RPA will ensure the City on-de- mand access to the project team in a friendly, and responsive manner. We will use our local knowledge and experience to develop a high-quality, imple- mentable Active Transportation Plan that is specific to the community and transportation users. Page | 1 ROBERT PECCIA & ASSOCIATES RESUME Scott P. Randall, PE, PTOE Transportation Planning and Operations Group Manager Specialties § Project Management § Transportation Planning § Traffic Operations § Active Transportation § Public Facilitation § Transportation Safety Experience Mr. Randall has spent the past 18 years in the transportation field, 14 of which have been with RPA. He began his career as a transportation planner at MDT, then started with RPA as a traffic engineer in 2007, and is now leading RPA’s Transportation Planning and Operations Group. Scott is a certified Professional Traffic Operations Engineer (PTOE) and provides traffic engineering, transportation planning, and project management expertise on projects throughout the northwest. His work includes traffic studies, safety projects, transportation plans, traffic simulation, corridor studies, safety audits, urban planning, and various other transportation-related projects. Scott has managed, or been a key team member, on the following recent and ongoing projects: TRANSPORTATION PLANNING • Yaquina Head Transportation Master Plan, Newport, OR • Going to the Sun Road Bicycle User Study, Glacier National Park, MT • Greater Triangle Area Transportation Plan, Gallatin County, MT • Bozeman Transportation Master Plan, Bozeman, MT • Belgrade Transportation Plan Update (2017), Belgrade, MT • Montana ADA Transition Plan, Montana • Montana Pedestrian and Bicycle Plan, Montana • US 191 Corridor Planning Study, Gallatin County, MT • Paradise Valley Corridor Planning Study, Park County, MT • Missoula Area Community Transportation Safety Plan (2018), Missoula, MT • Belgrade to Bozeman Frontage Road Corridor Study, Gallatin County, MT • River Drive Corridor Study, Great Falls, MT • MSU Comprehensive Parking and Transportation Plan, Bozeman, MT • Greater Helena Area Long Range Transportation Plan – 2014, Helena, MT TRAFFIC ENGINEERING • Downtown Whitefish Highway Study, Whitefish, MT • Batavia Intersection Improvements, Kalispell, MT • Gore Hill Interchange, Great Falls, MT • Dern/Spring Reconstruct, Kalispell, MT • Custer Avenue Traffic Engineering Study, Helena, MT • Courthouse Couplet, Kalispell, MT • Durston and Cottonwood Roads, Bozeman, MT • East Missoula (MT 200) Road Safety Audit, East Missoula, MT • Sidney Roundabout, Sidney, MT • US Highway 93 Safety Audit, Flathead Indian Reservation, MT • Lincoln – Montana Interchange, Helena, MT • Lame Deer Roundabout, Lame Deer, MT • Highway 212 Corridor Safety Audit, Northern Cheyenne Indian Reservation, MT • Rocker Interchange, Rocker, MT • Brooks Street Corridor Safety Audit, Missoula, MT • FHWA Oregon Project Identification Reports (PIRs), Various, OR • FHWA Road Improvements Impact Study, Various, MT Mr. Randall is skilled in Vissim, Vistro, SIDRA, Synchro, TransCAD, HCS, Sketchup, ArcGIS, MicroStation, AutoCAD, and Microsoft Office software. Education Bachelor of Science, Civil Engineering with emphasis in Transportation and Structures, 2007, Montana State University (MSU), Bozeman, MT Registration Professional Engineer, Montana No. 18127 Certification Professional Traffic Operations Engineer (PTOE), No. 3237 Affiliations American Council of Engineering Companies (ACEC) Institute of Transportation Engineers (ITE) – Montana Section Vice President Transportation Research Board (TRB) Montana Association of Planners (MAP) Montana Association of Geographic Information Professionals (MAGIP) Continuing Education/Training Design and Modal Considerations for Roundabouts (TRB) Safety Management Data Analytics (TRB) North American Roundabout Training Workshop (GHD) Accommodating Large Trucks and Oversize Loads at Roundabouts (TRB) Safe Routes to Schools (Institute of Transportation Engineers) Improving Intersection Safety and Efficiency (University of Wisconsin) Complete Streets (American Planning Association) Designing and Implementing Roundabouts (University of Wisconsin) On-Site Circulation Design (American Society of Civil Engineers) Modern Roundabouts (National Highway Institute) Spatial Analysis (Idaho State University) Geoprocessing CAD Data with ArcGIS (ESRI) GIS for Managers (ESRI) 172 GreenPlay, LLC | Proposal for the City of Bozeman, Montana12 WORK EXPERIENCE: Tom is a Recreation and Athletics Management Professional with 35 years of experience at both public and private institutions. Tom has concentrated on program and facility enhancement, and his expertise includes strategic and master planning, feasibility studies, capital and operational planning, budgeting, resource management, procurement/contract administration, equipment specifications, construction management and historical renovations. He has extensive experience with recreation and athletics programming, community relations, and special events management. He has successfully overseen capital projects valued up to $60 million. REPRESENTATIVE POSITIONS • Project Consultant/Manager for GreenPlay with a focus on site operational planning and management, along with integration of stakeholder needs into overall systems success. • Director and Associate Director of Recreational Sports at Virginia Commonwealth University. • Assistant Athletic Director for Facilities at Marist College • Intramural Director, Facility Director, HPE Instructor and Lacrosse Coach at Le Moyne College. • Played Division I Lacrosse at Syracuse University. • 13 years of experience coaching at the university level, high school coaching experience and experience coaching almost all sports at various youth levels. REPRESENTATIVE GREENPLAY PROJECTS • Vancouver, WA – Maintenance and Special Events TCO and Alternative Analysis • Umatilla, OR – Parks Master Plan • Wilsonville, OR – Parks and Recreation Master Plan• Sandpoint, ID – Parks and Recreation Master Plan• Post Falls, ID – Parks and Recreation Master Plan• Alexandria, VA – Cost Recovery and Resource Allocation Philosophy• Barrington, NH – Recreation Needs Assessment and Master Plan• Bismarck, ND – Facilities Master Plan and Feasibility Study • Bloomington, IL – Parks and Recreation Master Plan• Brookline, MA – Athletic Field Master Plan and Strategic Master Plan Update• Colchester, VT – Needs Assessment and Master Plan• Colchester, VT – Recreation Impact Fee Study• College Park, MD – Duvall Field Master Plan & Senior Recreation Needs Assessment• Dublin, CA – Parks and Recreation Master Plan• Grover Beach, CA – Senior Center Needs Assessment and Feasibility Study• Hampton, VA – Parks and Recreation Master Plan• Harrisonburg, VA – Purcell Park Master Plan• Hesperia Recreation District, CA – Comprehensive Master Plan• Lafayette, CO – Operation & Maintenance Study• Leland, NC – Parks, Recreation, and Open Space Master Plan• Loudon County, VA – Parks, Recreation, and Community Services Department Organizational Analysis• Pleasant Valley Recreation & Parks District, CA – Senior & Community Recreation Facilities Needs Assessment• Phelan Piñon Hills Community Services District, CA – Comprehensive Master Plan• Prospect Heights Park District, IL – Comprehensive Master Plan and Feasibility Study• Redmond Recreation & Parks District, OR – Recreation Center Feasibility Study• Santee, CA – Master Plan Update • Santee, CA – Site and Economic Analysis for Proposed Community Center• Walnut, CA – Walnut Ranch Park Expansion Project EDUCATION Master of Science, Syracuse University, August 1990 Bachelor of Science, Syracuse University, December 1982 _____________________________ SELECT PROFESSIONAL AFFILIATIONS AND DEVELOPMENT Long time NIRSA and NRPA member The Grace E. Harris Leadership Institute VCU Leadership Development - October 2013 NIRSA School of Recreational Sports Management - June 1997 Has been CPR/First Aid/AED certified, Certified Pool Operator, Certified Emergency Shelter Operator Active Shooter Training Cemetery Superintendent _____________________________ AREAS OF EXPERTISE Master/Strategic Planning & Needs Assessments Feasibility Studies & Operational Programming Pricing Philosophy Organizational Structuring Alternative Funding & Partnerships Business Planning Policy Development Research Studies Marketing & Public Relations Strategies Accessibility Assessments Transition Plans Cost-Benefit Analysis Risk Management Evaluation Tom Diehl, MS, CPRP PROJECT MANAGER, PRINCIPAL TEAM RESUMES 173 Comprehensive Parks, Recreation, and Active Transportation Plan 13 WORK EXPERIENCE: Pat brings over 40 years of management planning for parks and recreation agencies, and has led projects for GreenPlay since 2003. Prior to joining GreenPlay, Pat was President of OATS LLC, a private park and recreation consulting firm, and worked for many years as a Principal for Leon Younger and PROS. Pat also has previous management experience as both a director and an assistant director for several progressive agencies in four different states. He brings to GreenPlay extensive expertise in planning, operations, budgeting, pro formas, cost recovery and activity-based costing, funding sources, customer service, partnerships, efficiencies, public process, and all other facets of park and recreation agency management. He is skilled at leading forward-focused projects and teams, specifically related to creating vision and implementation. Management Consulting in Parks, Recreation, and Sports since 1995 • Principal, GreenPlay LLC, 2003 - Present • President, OATS, LLC, 2002 - 2008 • Principal, Leon Younger & PROS, 1995 - 2002 Public Parks and Recreation Administration from 1979-1995 • Indy Parks and Recreation, Indianapolis, IN – Assistant Director 1992-1995 • Lake Metroparks, Cleveland, OH – Assistant Director 1988-1992 • Jackson County Parks & Recreation, Kansas City, MO – Asst. Director 1984-1988 • Kingman Recreation Commission, Kingman, KS – Director 1979-1984 REPRESENTATIVE PROJECT EXPERIENCE Pat has worked on over 300 projects in 46 states since 1995. The following is a sample listing of projects. • Helena and Lewis and Clark County, MT – Parks and Recreation Needs Assessment and Master Plan • Arizona State Parks – Cattail Cove Site Master Plan • Bella Vista Village, AR – Comprehensive Amenities Needs Assessment and Action Plan • Bismarck, ND – Recreation Facilities Master Plan Blue Springs, MO – Parks and Recreation Master Plan • Chatham County, GA – Parks and Open Space Master Plan • Colchester, VT – Parks and Recreation Needs Assessment • Coppell, TX – Parks and Recreation Master Plan • Dunwoody, GA – Parks and Recreation Master Plan • Fargo, ND – Indoor Recreation Complex Feasibility Study • Farmington, NM – Parks and Recreation Master Plan • Laguna Hills, CA – Recreational Facilities Needs Assessment • Lawrence, KS – Parks and Recreation Master Plan • Lisle, IL – Pyramid Cost Recovery and Pricing Philosophy Methodology • Meridian, ID – Parks and Recreation Master Plan • Pearland, TX – Parks and Recreation Master Plan • Riverton, WY – Recreation Center Operational Budget and Pro Forma • Sioux Falls, SD – Parks and Recreation Master Plan • Spearfish, SD – Sports Complex Feasibility Study • Wimberley, TX – Blue Hole Regional Park Master Plan • Winter Park, FL – Community Center Feasibility Study Pat O'Toole PRINCIPAL EDUCATION Bachelor of Science in Recreation Administration, Kansas State University, 1978 NRPA Pacific Revenue Sources Management School, 1986-1989 NRPA Revenue Sources Management School, Board of Regents, 1993-1995 _____________________________ PROFESSIONAL AFFILIATIONS Member of National Recreation and Park Association, 1979-Present Certified Leisure Professional, 1979-1994 Named to Outstanding Young Men of America, 1985 National Register’s Who’s Who in Executives and Professionals, 2006, 2007 Member of Indiana Park and Recreation Association, 1992-2002 Member of Ohio Park and Recreation Association, 1989-1992 Board of Trustees, Ohio Park and Recreation Association, 1991-1992 Member of Missouri Park and Recreation Association, 1985, 1986, 2000-2002 Member of Kansas Recreation and Park Association, 1977-1984, 2001, 2002 174 GreenPlay, LLC | Proposal for the City of Bozeman, Montana14 WORK EXPERIENCE: Teresa is an accomplished Recreation Professional with over 20 years of progressive experience in change management, asset management, fiscal management and strategic leadership of staff in high-performing municipal government departments. Teresa is from the Sacramento area. She brings with her an extensive background in community outreach, facilities management, public policy, project management and programming. She has collaborated with non-profits, community based organizations and neighboring municipalities to deliver activities and programs in small, mid-sized and large communities. Teresa received a BS in Recreation Administration at Sacramento State University with a focus in Recreation Administration. Her experience in building strong relationships with team members, elected officials, partner organizations and community members make her an ideal consultant on a variety of type projects. • GreenPlay Project Consultant, 2019 – current • Community Center Operations Manager, Estes Valley Recreation and Park District, CO, 2016 - 2019 • Event Manager, City of Boulder, Dept. of Parks and Recreation, CO, 2015 - 2016. • Recreation Superintendent, City of Sacramento, Department of Parks and Recreation, CA, 2007 - 2015 • Marketing and Communication Specialist, 2004 - 2007 • Program Supervisor – Special Events, 2000 - 2004 • Program Coordinator – Teen Services, 1999 - May 2000 • City of Sacramento, Department of Parks and Recreation, CA. REPRESENTATIVE GREENPLAY PROJECT EXPERIENCE • Brighton, CO – Parks, Recreation, Open Space, and Trails Master Plan • Canton, MI – Recreation Center Feasibility Study • Chandler, AZ – Multipurpose Recreation Center Feasibility Study • Desert Recreation District, CA – Parks and Recreation Master Plan Phase IV • Fruita, CO – Parks, Health, Recreation, Open Space, and Trails Master Plan • Glendale, AZ – Parks and Recreation Master Plan • Grover Beach, CA – Senior Center Needs Assessment and Feasibility Study • Herndon, VA – User Fee Study • Kingman, AZ – Parks, Recreation, and Trails Master Plan • Renton, WA – Recreation Strategic Plan • Seattle, WA – Community Center Operations Analysis • Valley Wide Recreation & Park District, CA – Master Plan Update; Cost Recovery, Resource Allocation and Revenue Enhancement Study • Valdez, AK – Parks and Recreation Master Plan • Victorville, CA – Parks and Recreation Master Plan REPRESENTATIVE PROJECT EXPERIENCE • Led development and implementation of the Estes Valley Recreation Center (EVRC). The $27 million, 70,000- square-foot facility is a comprehensive, multi-generational community multipurpose senior, aquatics, fitness, childcare, and library center. • Re-designed the City of Sacramento’s Recreation Magazine to reduce production cost by nearly fifty percent. The publication received the California Parks and Recreation Society, 2014 Award of Excellence in Marketing and Communications. • Managed a Special Event Ordinance Committee for City of Sacramento to establish a comprehensive City Ordinance for Special Events. • Led a comprehensive review of the City of Sacramento Park Code to revise park rules and allow for commercial uses in parks and community centers. EDUCATION Bachelor of Science in Recreation Administration, California State University, 2000 _____________________________ CERTIFICATIONS Certified Aquatics Facility Operator (AFO) Certified Pool Operator (CPO) Teresa Jackson, AFO, CPO PROJECT CONSULTANT 175 Comprehensive Parks, Recreation, and Active Transportation Plan 15 WORK EXPERIENCE: Dave’s leadership in the science of parks and recreation planning embraces innovative techniques for incorporating demographics data into GIS analyses and determining needs beyond traditional broad-brush allocation strategies. Dave started his career in community development and planning but expanded to park and school design. This provided an excellent transition into park and recreation master planning. This variety of experience, as well as his diverse background in education and sports medicine make him a valuable team member. Dave loves the latest in software and technology and is always looking for the newest computer graphic technique or process to incorporate into his projects. He also enjoys the opportunity to visit hundreds of parks each year as part of GRASP® inventory and assessment. Parks and recreation master planning and comprehensive GIS mapping using composite values methodology incorporates both detailed and broad thinking and therefore is a good match for his skills. Dave is a Registered Landscape Architect in Colorado and is a CLARB Certified Landscape Architect. REPRESENTATIVE PROJECT EXPERIENCE: Park & Recreation Master Planning • Angleton, Texas • Arlington County, Virginia • Aurora, Colorado • Barrington, New Hampshire • Brookline, Massachusetts • Bloomington, Illinois • Cary, North Carolina • Charleston County, South Carolina • Cook County Forest Preserve District, River Forest, Illinois • Commerce City, Colorado • Corvallis, Oregon • Denver, Colorado • Desert Recreation District, Indio, California • El Paso County, Colorado • Encinitas, California • Farmington, New Mexico • Glendale, Arizona • Greater Vallejo Recreation District, California • Green Valley Ranch Metro District, Denver, Colorado • Hampton, Virginia • Hamilton County, Tennessee • Henderson, Nevada • Lakewood, Colorado • Lathrop, California • Littleton, Colorado • Louisville, Colorado • North Clackamas District, Oregon City, Oregon • Palm Springs, California • Pearland, Texas • Perris, California • Plainfield Park District, Plainfield, Illinois • Post Falls, Idaho • Sandpoint, Idaho • Springfield Park District, Springfield, Illinois • Stafford County, Virginia • Stonecrest, Georgia • Tualatin Hills Park and Recreation District, Beaverton, Oregon • Tulsa, Oklahoma • Valdez, Alaska • Valleywide Recreation District, California • Victorville, California • Wake Forest, North Carolina • Wheat Ridge, Colorado • Wilsonville, Oregon • Windsor, Colorado Healthy Communities Planning • Arlington Heights Park District, Arlington Heights, Illinois • Liberty, Missouri • South Bend, Indiana Statewide Comprehensive Outdoor Recreation Plan (SCORP) • Maryland Department of Natural Resources • State of New Mexico Parks Asset Inventory & Assessment • City and County of Denver, Colorado EDUCATION M.S., Exercise and Sports Science, University of Arizona, Tucson, Arizona B.S., Landscape Architecture, Colorado State University, Fort Collins, Colorado B.S., Education, University of Nebraska, Lincoln, Nebraska ____________________________ CERTIFICATIONS Registered Landscape Architect in Colorado (#977), 2012 CLARB Certified Landscape Architect Dave Peterson, MS, PLA SPECIAL PROJECT CONSULTANT, GRASP® TEAM LEADER Dave has lead more than 100 GRASP inventory and level of service projects that include the following: 176 GreenPlay, LLC | Proposal for the City of Bozeman, Montana16 EDUCATION Bachelor of Arts in Philosophy from Fort Lewis College, Duran- go, CO, 2015 Minor in Business Administration with strong focus in geology, GIS, natural and health sciences, accounting, and writing Environmental Development, Agriculture Extension, and Bee- keeping training at Peace Corps - The Gambia, West Africa, 2015 OVERVIEW: Caylon has served in many roles throughout the last decade. His love for health and play have given Caylon a true appreciation for our public spaces and the role that they can play in our communal and ecological health. He applies a keen interest in geographic information science and the impacts it has on our human landscape, social justice, and equality. Through his experience in program leadership, Caylon has worked personally with diverse populations and gained valuable experience in communication and public relations. He provides a combination of technical analysis, people-oriented personality, and passion for the power that parks and recreation brings to quality of life in communities. REPRESENTATIVE EXPERIENCE GP RED and GreenPlay LLC (2019 to present) • GIS Analyst compiling geographic datasets and performing inventories, data interpretation, component-based levels of service analysis, and presentation, mapping, and informative rendering of intuitive models. • Project Consultant assisting in planning elements, demographics analysis, public relations, and community outreach. PLANNING AND ANALYSIS PROJECTS FOR GREENPLAY • Angleton, TX – Parks and Recreation Master Plan • Aurora, CO – Parks, Recreation, and Open Space Strategic Plan • Glendale, AZ – Parks and Recreation Master Plan • Hamilton County, TN – Parks and Recreation Master Plan • Hampton, VA – Parks and Recreation Master Plan • Henderson, NV – Parks and Recreation Master Plan • Holly Springs, NC – Parks, Recreation and Greenways Master Plan • Iredell County, NC – Parks and Recreation Master Plan • Lathrop, CA – Parks and Recreation Master Plan • Sandpoint, ID – Parks and Recreation Master Plan • Stonecrest, GA – Parks and Recreation Master Plan • Umatilla, OR – Parks and Recreation Master Plan • Valdez, AK – Parks and Recreation Master Plan • Valley Wide, CA – Parks and Recreation Master Plan • Victorville, CA – Parks and Recreation Master Plan OTHER RELEVANT EXPERIENCE: • Land Surveying and Data Acquisition - Flatirons Surveying, Boulder, CO, 10/17 – 4/19 • Environment/Agriculture Services - Peace Corps Volunteer, The Gambia, West Africa, 11/15 – 11/17 • Information Technologies Lab Technician, Fort Lewis College, Durango, CO, 1/13 – 5/15 • Professional Recreation and Outdoor Programming, Instruction, and Tour Leadership • Holiday River Adventures, Multiple Rivers, UT, 7/18 - current • Arkansas Valley Adventures, Buena Vista, CO, 5/15-9/15 • Mountain Waters Rafting, Durango, CO, 5/14 - 8/14 • City of Durango Parks and Recreation, CO, 5/12 - 9/12 • City of Broomfield Parks and Recreation, CO, 2007 – 2010 Caylon Vielehr GIS ANALYST/PROJECT CONSULTANT 177 17 DHM Design MATTHEW WHIPPLE Principal | NRPA Matthew is a leader in streetscapes, parks, recreational, open-space, and educational campus facility planning & design with 24 years of experience helping communities and government agencies develop effective and sustainable solutions. His dedication to responsible design and excellent client service has led to a wide range of successful project types and scales. Matthew’s extensive experience with existing and proposed recreational facilities, knowledge of natural resource issues, detailed design and construction experience, understanding of development costs and outstanding communication skills allow him to exceed project management expectations. NOTABLE WORK McCormick Park | Missoula, Montana The City of Missoula reached out to DHM Design to assist with the master plan design of the City’s first All-Abilities Playground and Activity Area. Through the process, DHM Design came up with an “Outdoor Montana” theme with large climbing boulders, all-abilities designed playground equipment, iconic playground “mountain”, log entry monument, looped trail, music exploration area and a community garden. With the completion of the final master plan, DHM Design assisted the City with construction and bid documents. These final construction documents served as a guide for further development of the project, gaining outside support through additional community organizations and donations that brought the project to completion. Montana Rail Link Park | Missoula, MontanaMontana Rail Link Park (MRL) is a 4.5 acre public park, a small part of a larger redevelopment effort in which Missoula Redevelopment Agency is working to provide moderate to low income housing and mixed use development at the north end of the neighborhood. The park is situated on land formerly owned by MRL and was used for industrial purposes, primarily in support of the adjacent railroad line and associated activities. Eastern Fremont County Open Space and Trails Master Plan DHM Design put forth a 100sq mile master plan for the Arkansas River Corridor, surrounding trail systems, river corridor, and open space areas within Eastern Fremont County. The plan includes specific feasible alignments for trails, identifies open spaces for conservation, identifies opportunities and constraints within the study area, cost estimates and phasing suggestions suitable for raising funds and support for future implementation. It is intended to guide, step-by-step, the creation of a trail and “greenway” network along the 16-mile river corridor between the Royal Gorge and the Blue Heron Park, just east of the City of Florence along with connections and a network of trails through the open spaces and developed areas of Eastern Fremont County. Fort Missoula Regional Park | Missoula, MT DHM Design was hired to develop the 140 acre Fort Missoula Regional ParkMaster Plan. This plan was used to gain consensus among all stakeholders to develop accurate cost estimates for bonding and to develop desired phasing options. DHM Design was tasked to further this master plan into the design development documents. Fort Missoula Regional Park theming was inspired by the Civilian Conservation Corp (CCC) era with its architecture. The park also includes the design of multiple championship soccer fields, rugby, a championship softball field facility, multi-use sports fields, multiple picnic facilities, playgrounds, off-leash dog park and an intricate trail system winding itself through the entire site. ABOUT EDUCATION B. of Architectural Design Hamilton University, 1995 ORGANIZATIONS National Recreation and Park Association AREAS OF EXPERTISE Park Design Public Process Project Management Construction Documents Construction Administration Open Space Planning & Management Trails System Planning & Implementation RELATED PROJECTS Brighton Trails Arvada Holistic Fitness Park Northglenn Northwest Open Space Lutz & Long Lake Ranch Parks Bear Creek Trail and Greenway Cheyenne Ball Field Complex Audubon Nature Center and Park Eastern Fremont County Trails & Open Space Master Plan Fort Missoula Regional Park Four Acre Lake Park Griffith Station Park Happy Meadows Park Justice Center Park LOVA Trail Pathfinder Regional Park Master Plan Sand Creek Greenway Trail CONTACT mwhipple@dhmdesign.com 406.219.2012 www.dhmdesign.com 178 18 Page | 1 ROBERT PECCIA & ASSOCIATES RESUME Scott P. Randall, PE, PTOE Transportation Planning and Operations Group Manager Specialties § Project Management § Transportation Planning § Traffic Operations § Active Transportation § Public Facilitation § Transportation Safety Experience Mr. Randall has spent the past 18 years in the transportation field, 14 of which have been with RPA. He began his career as a transportation planner at MDT, then started with RPA as a traffic engineer in 2007, and is now leading RPA’s Transportation Planning and Operations Group. Scott is a certified Professional Traffic Operations Engineer (PTOE) and provides traffic engineering, transportation planning, and project management expertise on projects throughout the northwest. His work includes traffic studies, safety projects, transportation plans, traffic simulation, corridor studies, safety audits, urban planning, and various other transportation-related projects. Scott has managed, or been a key team member, on the following recent and ongoing projects: TRANSPORTATION PLANNING • Yaquina Head Transportation Master Plan, Newport, OR • Going to the Sun Road Bicycle User Study, Glacier National Park, MT • Greater Triangle Area Transportation Plan, Gallatin County, MT • Bozeman Transportation Master Plan, Bozeman, MT • Belgrade Transportation Plan Update (2017), Belgrade, MT • Montana ADA Transition Plan, Montana • Montana Pedestrian and Bicycle Plan, Montana • US 191 Corridor Planning Study, Gallatin County, MT • Paradise Valley Corridor Planning Study, Park County, MT • Missoula Area Community Transportation Safety Plan (2018), Missoula, MT • Belgrade to Bozeman Frontage Road Corridor Study, Gallatin County, MT • River Drive Corridor Study, Great Falls, MT • MSU Comprehensive Parking and Transportation Plan, Bozeman, MT • Greater Helena Area Long Range Transportation Plan – 2014, Helena, MT TRAFFIC ENGINEERING • Downtown Whitefish Highway Study, Whitefish, MT • Batavia Intersection Improvements, Kalispell, MT • Gore Hill Interchange, Great Falls, MT • Dern/Spring Reconstruct, Kalispell, MT • Custer Avenue Traffic Engineering Study, Helena, MT • Courthouse Couplet, Kalispell, MT • Durston and Cottonwood Roads, Bozeman, MT • East Missoula (MT 200) Road Safety Audit, East Missoula, MT • Sidney Roundabout, Sidney, MT • US Highway 93 Safety Audit, Flathead Indian Reservation, MT • Lincoln – Montana Interchange, Helena, MT • Lame Deer Roundabout, Lame Deer, MT • Highway 212 Corridor Safety Audit, Northern Cheyenne Indian Reservation, MT • Rocker Interchange, Rocker, MT • Brooks Street Corridor Safety Audit, Missoula, MT • FHWA Oregon Project Identification Reports (PIRs), Various, OR • FHWA Road Improvements Impact Study, Various, MT Mr. Randall is skilled in Vissim, Vistro, SIDRA, Synchro, TransCAD, HCS, Sketchup, ArcGIS, MicroStation, AutoCAD, and Microsoft Office software. Education Bachelor of Science, Civil Engineering with emphasis in Transportation and Structures, 2007, Montana State University (MSU), Bozeman, MT Registration Professional Engineer, Montana No. 18127 Certification Professional Traffic Operations Engineer (PTOE), No. 3237 Affiliations American Council of Engineering Companies (ACEC) Institute of Transportation Engineers (ITE) – Montana Section Vice President Transportation Research Board (TRB) Montana Association of Planners (MAP) Montana Association of Geographic Information Professionals (MAGIP) Continuing Education/Training Design and Modal Considerations for Roundabouts (TRB) Safety Management Data Analytics (TRB) North American Roundabout Training Workshop (GHD) Accommodating Large Trucks and Oversize Loads at Roundabouts (TRB) Safe Routes to Schools (Institute of Transportation Engineers) Improving Intersection Safety and Efficiency (University of Wisconsin) Complete Streets (American Planning Association) Designing and Implementing Roundabouts (University of Wisconsin) On-Site Circulation Design (American Society of Civil Engineers) Modern Roundabouts (National Highway Institute) Spatial Analysis (Idaho State University) Geoprocessing CAD Data with ArcGIS (ESRI) GIS for Managers (ESRI) 179 19 C. CHRIS CARES Chris possesses a diverse background in public and private planning. A founding partner of RRC Associates, he specializes in practical applications of research techniques including survey and qualitative research, modeling and applied analysis to solve prob- lems in city planning, administration, and business applications. Parks and recreation needs assessments are particular areas of specialization. Chris has overseen numerous community/citizen surveys in towns and counties throughout the United States, which provide input to parks, recreation, trails, open space, and planning needs assessments. The results of these studies typically become incorporated into parks and open space master plans, or other policy documents. Professional Experience 1983 to present MANAGING DIRECTOR/FOUNDING PARTNER RRC Associates, Boulder, CO Representative Projects Parks and Recreation Surveys for Master Plans and Needs Assessments: Tourism and Ski Area Visitor Research (examples include National Ski Areas Association, Colorado Tourism Office, Vail Resorts, Copper Mountain, Telluride Ski and Golf Company, Crested Butte Mountain Resort, Cedar Rapids, IA) Housing and Transportation Needs Assessments (examples include Boulder, Lafayette, Longmont and Westminster, CO; Eagle County and Town of Vail; Grand Junction, Pueblo, Weld County, CO) Education Master of City Planning: Harvard University, 1975 Bachelor of Arts, Political Science: University of Rochester, 1972 University of Michigan, 1971 Further Work Experience 1977-81 PLANNER/ASSOCIATE, Gage Davis Associates—Boulder, CO Associate in charge of research studies for major destination resorts in Colorado and Utah 1976-77 PLANNER, City of Boulder—Boulder, CO 1975 PLANNER, Lincoln-Uinta Counties Planning Office—Kemmerer, WY RELEVANT BOARD EXPERIENCE GP RED – Research, Education and Development for Health, Recreation and Land Management – gpred.org (currently Board President) Breckenridge Outdoor Education Center, Breckenridge, CO – (former board member) boec.org Charleston County, SC Ashville, NC Cary, NCCaswell County, NC Leland, NC New Hanover County, NCWake Forest, NC Williamsburg, VA Chatham County, GACedar Rapids, IA Bella Vista Village, AR Fitchburg, WI Waukesha, WI Prospect Heights, IL Erie County, NYGloucester County, VA Hunterdon County, NJ Rancho Cucamonga, CASan Diego County, CA Amherst, NY Winchester, VADesert Rec. Dist., CA Farmington, NM Coconino County, AZ Florence, AZ Littleton, CO Louisville, COState of Maryland State of New Mexico Palm Springs, CAPearland, TX Wilsonville, OR Dunwoody, GASantee, CA Manassas, VA Tualatin Hills, OR Martin County, FL West Palm Beach, FL Asheville, NCColchester, VT Meridian, ID Maryland-NCPPC- Prince George County, MD Encinitas, CA San Gabriel, CAKeene, NH 180 GreenPlay, LLC | Proposal for the City of Bozeman, Montana20 D. EXPERIENCE CITY OF HELENA, AND LEWIS AND CLARK COUNTY, MONTANA PARKS, RECREATION, OPEN SPACE, AND TRAILS MASTER PLAN UPDATE References: Craig Marr, Parks Superintendent City of Helena, MT 1201 N Ewing St., Helena, MT 59601 406.447-8485 | cmarr@helenamt.gov Lindsay A. Morgan, Planner Lewis & Clark County, MT 316 N. Park Ave., Helena, MT 59623 406.447.8462 | lmorgan@lccountymt.gov Project: This planning process was a joint effort between two agencies. Each agency received a full inventory, assessment and recommendations of programs, parks and facilities; developed through significant public participation. It created a clear set of goals and objectives that will provide direction to the City-County Parks Board, city and county staff and commission. They established guidelines for the on-going management/maintenance, re-devel- opment, growth and enhancement of the existing parks and future development, and fiscal planning of the City and County’s parks, recreation and open space systems. 181 Comprehensive Parks, Recreation, and Active Transportation Plan 21 TETON COUNTY/JACKSON, WYOMING PARKS AND RECREATION MASTER PLAN Reference: Andy Fleck, Regional Program Manager 155 East Gill Ave., PO Box 811, Jackson, WY 83001 307.733.5056 | afleck@tetonwyo.org Project: The Teton County/Jackson Parks and Recreation Department provides programming and services to the County’s 25,000 residents, including 8,000 who live within the Town of Jackson. The area is situated adjacent to a national park, and much of its land is federally owned. It also has many residents who own second homes in the County, and as such, only reside there on a seasonal basis. GreenPlay assisted the Department in development of its first Parks and Recreation Comprehensive Master Plan, which would create an inventory and analysis of the Department’s parks and recreation system. Community members and other stakeholders were engaged to provide information about services, use, preferences, and agency strengths and weaknesses. The team also conducted an inventory and level of service analysis, using resulting information to develop community-specific recommendations. Team members included DHM Design. 182 GreenPlay, LLC | Proposal for the City of Bozeman, Montana22 SANDPOINT, IDAHO PARKS AND RECREATION MASTER PLAN Reference: Kim Woodruff Director of Parks, Recreation, and Trails 1123 Lake St. Sandpoint, ID 83864 (208) 263-3613 | kwoodruff@sandpointidaho.gov Project: GreenPlay and BWA assisted the City of Sandpoint in developing a Parks and Recreation Master Plan. To help guide Sandpoint Parks and Recreation in aligning with its strategic priorities—responsive government, resilient econ- omy, sustainable environment, vibrant culture, and livable community—this Parks and Recreation Master Plan would help direct the future of parks, recreation, trails, and open space. It built upon the many accomplishments guided by the goals and strategies set forth in the previous Master Plan. To support and enhance a vibrant quality life, the overarch- ing goal of the 2020 Parks and Recreation Master Plan was to create a comprehensive, system-wide vision for Sand- point Parks and Recreation which will be environmentally and fiscally sustainable including: 1. Provide a framework for orderly and consistent planning 2. Provide a framework for acquisition and develop- ment and Capital Improvement Plan 3. Recommend efficiencies and improvements for ad- ministration of the parks and recreation resources, programs, and City of Sandpoint facilities The Parks and Recreation Master Plan established guiding direction based on the following: 1. Vision and Value Proposition Creation 2. Resources and Core Competencies Assessment 3. Political and Community Engagement 4. Financial Forecasting In conjunction with this system-wide planning effort, site specific master plans were developed for City Beach Park, Downtown Waterfront, War Memorial Field, and the Tra- vers Park/Great Northern Sports Complex. Through the planning process, our team determined that replacing turf on War Memorial Field with artificial turf would reduce maintenance costs while allowing the field to accommodate high usage. The field was renovated and opened in the summer of 2020. War Memorial Field post renovation 183 Comprehensive Parks, Recreation, and Active Transportation Plan 23 War Memorial Field post renovation CITY OF POST FALLS, IDAHO, PARKS AND RECREATION MASTER PLAN Reference: David Fair, Director 408 N. Spokane St. Post Falls, ID 83854 (208) 292-2324 | dfair@postfallsidaho.org Project: In 2012, GreenPlay was retained by the City of Post Falls, Idaho, to create a Parks and Recreation Master Plan. The system-wide master plan would guide development, maintenance, and financial stability of the City’s system over the next 5, 10, and 20 years. The project included an inventory of all existing parks and recreation programs, an active public participation process, a statistically valid survey, a comprehensive needs assessment and funding implementation plan, and development of recommendations. Team members included Verdis, Design Concepts, and RRC Associates. CITY OF POST FALLS, IDAHO, PARKS AND RECREATION MASTER PLAN UPDATE In 2019, the City of Post Falls hired GreenPlay to update their 2012 Parks and Recreation Master Plan. The team that completed this plan is the same team that is being proposed for this project. For the Master Plan update, the City was interested in a concise document that is visually appealing and easy to read, with actionable recommendations. They also wanted a series of recommendations with alternatives if the recommended funding is not available. At the time of the 2012 plan, the City’s population was about 28,000, which grew to about 35,000 in 2019. As part of the Couer d’Alene- Spokane Metropolitan Area, Post Falls is a popular place in which to live and work. The City offers a small-town, tight- knit community environment with all of the conveniences of a larger metropolitan area, including being located within 30 minutes of an international airport. The plan also included analysis to help determine the feasibility of adding another community center, and looked at ways to enhance connectivity within the community. It also examined ways to help the City manage and maintain their urban forests, which are a core component of the City’s character. Team members included BWA and RRC Associates. 2019 SPRING ACTIVITIES GUIDE | 3 SPOKANE CHIEFS HOCKEY GAMESCome support the Spokane Chiefs! You will be close to the action with these lower level tickets. Purchase your tickets at the Post Falls Recreation Office. Register early, tickets are limited! Game time is at 7:00pm. No online ticket purchases available. Sa 2/9 Chiefs vs Kootenay MOTHER SON NIGHT OF FUNAges: 5-14Saturday, March 2, 6:00pm – 8:00pmLocation: Trailhead Event Center, 12361 W. Parkway Drive, Post FallsLadies and their young gents are invited to Mother-Son(s) Night of FUN. Enjoy a fun-filled evening focusing on wii bowling and so much more. This is a great opportunity to spend time together and strike up some friendly competition! Mother-son teams will play a variety of games while they wait to face their next opponent. Pizza and refreshments will be provided. Tickets must be purchased in advance, tickets will not be sold at the door. Fee: $30 Mom/Son, $8 per additional son THE INAUGURAL DUCKIN’, DIVIN’, LEAPIN’ LEPRECHAUN DODGEBALL TOURNAMENTAges: 16 & up (Co-ed)Friday, March 15, 6:00pmLocation: Mullan Trail &/or Seltice Elementary Gym Registration: January 15 – March 8 until full Sometimes throwing a dodgeball at an opponent is better than finding a pot of gold! Teams will play 6-on-6; maximum of 12 players on your roster. All teams must start each game with a minimum of 2 female players. Costumes are encouraged. We provide 2 officials for each game and follow the official National Amateur Dodgeball Association rules. Limited number of teams accepted, so register early! Game times will start at 6:00pm and run through elimination. Fee: $88/team EASTER EGG HUNT EXTRAVAGANZA Saturday, April 20, 1:00pm Location: Q’emlin Park, 12201 W. Parkway Drive, Post Falls Post Falls Parks and Recreation invites the community to the second annual Easter Egg Hunt. The event will take place, rain or shine. Children are encouraged to bring their own baskets/bags to collect their eggs. This family friendly event will include six divisions: 1:00-1:10pm Toddlers 1:15-1:25pm 3-4yrs. 1:30-1:40pm 5-7yrs. 1:45-1:55pm 8-11yrs. 2:00-2:10pm Mobility Needs (Grand Pavilion) (15 yrs.) 2:00-2:10pm Special Needs (15 yrs.) LADIES DAY OUTAges: 21 & upSaturday, May 11Time: 11:00am-4:00pmLocation: Meet at Post Falls City Hall, 408 N. Spokane StreetIf you’re looking for something fun to do for Mother’s Day weekend with girlfriends, or wanting to spend some quality time with your own mom, we have a special day planned for you! We will hit the town on Saturday, May 11th from 11:00am until approximately 4:00pm. Just sit back and enjoy as we do the driving. We will enjoy a delicious local restaurant for lunch and then make our way to some amazing local wineries. A great way to kick off Mother’s Day weekend! More details to come, but mark your calendar and register now so you don’t miss this fun ladies day out.Fee: $45 per person • Fee includes transportation, lunch and tastingsPOST FALLS FESTIVALJULY 12 – 13 – 14There will be lots of family fun with activities for the kids, live entertainment, great food and craft booths! We are also offering a 1-day homemade craft fair on Saturday!Call 773-0539 for application information or www.postfallsidaho.org.POST FALLS SPRINT TRIATHLON, & DUATHLONAges: 14 & upSunday, August 4, 8:00amLocation: Q’emiln Park Join us for our Post Falls Sprint Triathlon at Q’emiln Park. The race consists of a .3 mile swim, 12-mile bike ride and 3-mile run. Chip timing provided, snacks and an award ceremony will follow the race. Race begins at 8:00am. For additional information and ONLINE registration, check our website at: https://joakes7.wixsite.com/mysite or call the Recreation office at (208) 773-0539. Fees: Event choice Individual $60 • Team $140 Late registration fees applicable after 7/21 • ($75 Indiv. / $155 Team) Swim Course: .5k Swim. Swim is at Q’emiln Beach Bike Course: 19.6k Bike. Beginning at Q’emiln Park, westward along Riverview Drive to Idaho-Washington Border. Back in on Centennial Trail, through Commerce area, back on Centennial Trail on to McReynolds and finish back at the park. Run Course: 5k Run, out & back course Q’emiln Park to Falls Park, Avista Island & finish. COMMUNITY EVENTSNEWFOOD & CRAFT VENDORS WANTED WE NEED YOUR HELP! Volunteers needed for April 20th Easter Egg Extravaganza Please contact Post Falls Parks and Rec 209-773-0539 if interested! NEW 184 GreenPlay, LLC | Proposal for the City of Bozeman, Montana24 CLIENT City of Bozeman PROJECT TEAM DHM Design Allied Engineering PROJECT DATA 9 AcresTOP Bond FundsDog ParkPassive Park and Trails Picnic Shelters SERVICES Master Planning Construction Drawings Construction Management City Approvals STATUS Completed BOZEMAN PONDS EXPANSION Bozeman, Montana The Bozeman Pond Park expansion is the first project to receive funding as part of the Bozeman Trails, Open Space and Parks (TOP) bond initiative. The park is located in the fastest growing part of the city and provides connectivity to the adjacent neighborhoods and ball fields with an extension of the 10’ wide trail from the south. The park program includes new soft surface trails, paved trail, a 2.5 acre dog park, picnic shelters an outdoor classroom, parking lot, restroom facility, native pasture grass area and natural playground. Several stakeholders and nonprofit organizations (GVLT, Run Dog Run, HAVEN and the Optimus Club) have been engaged in the project throughout the design process, which has greatly contributed to its success. DHM Design CLIENT City of Bozeman PROJECT TEAM DHM DesignAllied Engineering PROJECT DATA9 Acres TOP Bond FundsDog Park Passive Park and TrialsPicnic Shelters SERVICESMaster Planning Construction DrawingsConstruction ManagementCity Approvals STATUS Completed BOZEMAN PONDS EXPANSION Bozeman, Montana The Bozeman Pond Park expansion is the first project to receive funding as part of the Bozeman Trails, Open Space and Parks (TOP) bond initiative. The park is located in the fastest growing part of the city and provides connectivity to the adjacent neighborhoods and ball fields with an extension of the 10’ wide trail from the south. The park program includes new soft surface trails, paved trail, a 2.5 acre dog park, picnic shelters an outdoor classroom, parking lot, restroom facility, native pasture grass area and natural playground. Several stakeholders and nonprofit organizations (GVLT, Run Dog Run, HAVEN and the Optimus Club) have been engaged in the project throughout the design process, which has greatly contributed to its success. DHM Design 185 Comprehensive Parks, Recreation, and Active Transportation Plan 25 PROJECT TEAM DHM DesignR/UDATThink Tank SERVICESUrban Planning Landscape ArchitectureOpen Space Programming STATUS Completed BOZEMAN NORTHEAST NEIGHBORHOOD PLAN Bozeman, Montana The Northeast Neighborhood of Bozeman is a place where, at every turn, one can find callbacks to the historic beginnings of its agricultural and industrial roots: mills and grain elevators, old railroad tracks, corrugated metal on warehouses and commercial buildings. With the population of Bozeman growing at a remarkable rate, though, and with a changing landscape of tourism and housing, residents of the neighborhood express great concern over the kind of change that may come from future growth and development. Parks and open space serve an important role in neighborhood development. Experts say there’s a 7:1 return on public investment, and even more specifically for trails. This project is an open space plan for the neighborhood that builds upon the preliminary analysis and recommendations conducted by the Regional/ Urban Design Assistance Team (R/UDAT) program. The goal is to use development to continue and enhance the uniqueness of the neighborhood so that “in fifteen years, anyone in the Northeast Neighborhood now would not feel like a stranger on their own land.” Priorities include: adaptive re-use and preservation of historic neighborhood buildings; activate existing alleyways; and create better access to food via neighborhood connectivity. The scale of open space interventions ranged from small intersections and pocket parks to large community civic center spaces. DHM Design WWW.DHMDESIGN.COM 186 GreenPlay, LLC | Proposal for the City of Bozeman, Montana26 RECENT DHM/GREENPLAY EXPERIENCE HELENA PARKS AND RECREATION MASTER PLAN In order to continue to serve their population in a way that meets the needs of all citizens, the City of Helena and Lewis and Clark County embarked on a path to update their Parks and Recreation Master Plan. DHM collected data on the existing public parkland, recreation, open space and trails properties and facilities in Helena and the surrounding region. Inventory included photos of sites, count/ description of key amenities, general current condition observations, and summary tables characterizing and comparing the sites. With input from the client, our team developed draft and final Level of Service analysis maps and recommendations that will be used by City and County staff to plan for the future of the parks system and to identify and prioritize the unmet facility and asset needs in the community. JACKSON/TETON COUNTY PARKS AND RECREATION MASTER PLAN GRAND JUNCTION PARKS, OPEN SPACE, AND TRAILS MASTER PLAN FRUITA PARKS AND REC MASTER PLAN As a gateway community to Grand Teton National Park, tourism drives the economy of Teton County and Jackson, Wyoming. In an effort to keep providing high quality parks and recreation facilities to their visitors and citizens, they hired DHM and GreenPlay to develop a guiding document that incorporates community input to develop a comprehensive inventory and analysis of forecasted needs and implementation strategies. DHM collected data on the existing public and private parks, rec, open space and trails properties and assisted in the creation of a GIS map for analysis. We identified key issues from staff, stakeholder and professional perspectives in order to analyze information on usage, needs, desires, operations, maintenance and land use trends. All research was summarized and recommendations were developed regarding land acquisition, conservation and the development of future amenities. DHM supported Greenplay in the 2021 update to the City of Grand Junctions Parks, Recreation, and Open Space (PROS) plan. Grand Junction is an increasingly desirable city, with access to mountains, deserts, and rivers; a mild climate; affordability; and a growing list of high-quality community amenities. The City recognized the need to continue focusing on facilities and programming for recreation to accommodate the growing population and trend towards higher community use of recreation infrastructure. The team provided evaluation of the existing PROS facilities, properties, programs, and policies, engaging with stakeholders and the public to identify gaps, opportunities, and priorities for the long-term management of the City’s assets. The team also evaluated the feasibility of a new community/recreation center at Lincoln Park, the marquis park in the center of town. The feasibility study evaluated impacts to existing master planning of the park, tested alternative program, footprint, and site design implications, and illustrated the comparative cost of building at this location against others previously studied. DHM provided public and stakeholder outreach support, existing conditions analysis for specific park sites, conceptual programming and site design, and budget-level cost estimation. The community process driven Master Plan, unanimously approved in early 2021, will provide clear direction for services, programming, capital improvements, facilities and amenities for the next 5 to 8 years. DHM worked with Greenplay to support the development of a Parks, Health, Open Space, and Trails Master plan that updated the previous POST Master Plan completed in 2009. This plan includes analysis of physical parks, trails, facilities, recreation programming, and public health elements within the City. In the decade since completion of your previous plan, Fruita has experienced a high level of growth with many new residents and businesses moving into the City, a trend that is expected to continue. Through the PHROST planning process, this growing community has placed a priority on providing access to high quality facilities and programming. DHM participated in public and stakeholder engagement, review of existing physical facilities, critical evaluation of land use policy related to impact fees and parkland dedication, trail connectivity recommendations, programming and concept studies of high-priority park sites, budget-level capital improvements cost estimation, and recommendations for evaluation of under-performing properties in the City’s portfolio. The resulting plan provides the full spectrum of short- and long-term goals, from immediately actionable programming and capital project priorities to a vision for the future of the system that will guide policy decisions and resource allocation for the next 10+ years. 187 Comprehensive Parks, Recreation, and Active Transportation Plan 27 Robert Peccia & Associates 188 GreenPlay, LLC | Proposal for the City of Bozeman, Montana28 E. SCOPE OF PROPOSAL A. STRATEGIC KICK OFF AND DETERMINATION OF CRITICAL SUCCESS FACTORS Following award of contract, we will conduct a scoping call with the City’s Project Manager. To ensure that all of your goals and objectives for this plan are met, the GreenPlay team will provide a Detailed Work Plan for discussion at a Strategic Kick-Off (SKO) meeting with the City’s project team. Project Coordination We will work closely with your team during SKO to identify key “Critical Success Factors” that will ensure that all factors of importance that are unique to the City of Bozeman are incorporated. We will supply written Monthly Progress Reports that cover recent progress, outstanding issues or information needed, upcoming meetings and agendas, and next steps. Project team progress meetings will be formally held as often as necessary, but in no case less than monthly, with project updates via email, video conference, or phone to the Project Manager until the final plan is approved. We will supply the City’s Project Manager with a copy of all completed or partially completed reports, studies, forecasts, or plans deemed necessary at least three (3) working days before each progress meeting. Review and Integration of Planning Documents As it pertains to the project, we will integrate information from recent and/or current planning work including (but not limited to) the following. • 2007 Parks, Recreation, Open Space, and Trails Master Plan • Bozeman Transportation Master Plan • City Strategic Plan • The Bozeman Community Plan 2020 • The Climate Action Plan • Relevant sections of the Bozeman Municipal Code The planning process will consolidate relevant information from these planning documents, and from budgets, work plans, and funding plans utilized by the Parks and Recreation Department to facilitate the comprehensive coordination of direction and recommendations for the Comprehensive Parks, Recreation and Active Transportation Plan. Once completed, this plan will: • Clarify and communicate community priorities and needs including community understanding of key terms • Communicate about professional assessment and recommendations and obtain feedback from the stakeholders and decision-makers • Establish policies for parks including critical habitat and natural resources, recreation, and the active transportation system of the City • Guide development proposals and individual park site plans by providing the basis for policies and/or regulatory requirements such as park size and siting requirements, park and facility design standards, and specifications for park features such as site furnishings, utilities, and surfacing • Recommend updates or revisions to aforementioned regulatory requirements and policies • Illustrate and address level of service imbalance within the system based on community-defined priorities • Prioritize the expenditure of public funds for land acquisition, development/expansion, and maintenance of recreational lands and facilities • Guide the Recreation Division’s program development including ongoing evaluation, cost structure, and marketing • Provide specific recommendations for implementation COVID-19 CONSIDERATIONS GreenPlay has been successfully completing projects including community engagement throughout the Covid-19 Pandemic. We are very sensitive to local conditions and phasing guidelines. All in-person engagement will be conducted with appropriate social distancing protocols, and we can conduct virtual engagement through various methods. 189 Comprehensive Parks, Recreation, and Active Transportation Plan 29 B. COMMUNITY OUTREACH AND PUBLIC ENGAGEMENT STRATEGY AND MATERIALS To educate the community about relevant parks, recreation, open space, and trails issues and to solicit feedback regarding their needs, we will conduct a multi-faceted community and stakeholder engagement process. Our team will engage stakeholders from throughout the City, using multiple methods to engage residents from all facets of your community, including those involved with the Safe Routes to Parks Activating Communities project. The participation process utilized will be customized to your community’s unique situation, emphasizing data collection methods that are efficient, effective, and that incorporate your available resources to the greatest extent possible. Based on previous successes, the following community engagement strategy approach is designed to assure residents, user groups, community associations, neighboring communities, and other stakeholders that they are provided an opportunity to participate in the development of the plan. • Initial Information Gathering: Collection of as much information as possible on awareness, use patterns, satisfaction, desires, barriers, vision, priorities, funding possibilities, and willingness to pay, so as to inform the development of the plan. • Focus Group Meetings: We will conduct a minimum of four (4) focus groups drawing from user individuals and groups, Parks and Recreation Department employees, other City employees, Recreation and Parks Advisory Board members, Trails, Open Space, and Parks Committee members, Tree Advisory Board members, other boards and commissions, non-profit organizations, etc.), and primary stakeholders such as youth, seniors, other recreation providers, club sports teams, citizens with disabilities, school officials, and other stakeholders, as mutually determined. • Public Community Meetings  One during the information gathering portion of the project that will provide an introduction to the project and the required validation of the project’s vision and objectives.  One 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, and identify potential solutions. • Stakeholder Interviews: During onsite visits and as appropriate, we will meet with and/or have phone conversations with those who can contribute specific information that may need to be conveyed in a more detailed manner. 190 GreenPlay, LLC | Proposal for the City of Bozeman, Montana30 GREENPLAY PROVIDES MOE GreenPlay offers even more ways to reach your community through Mobile- Optimized Engagement (MOE). These innovative strategies help solve one of the most common reasons people don’t attend meetings – lack of time. In addition, these tools capitalize on reaching 81% of Americans of all demographics in the most convenient manner, to which they have access wherever they are throughout the day – their smartphone. Now, your community members don’t have to come to a public meeting. We recognize that not everyone would prefer (or have access to) technology, and we love our in-person contacts, but many community members are accustomed to doing things online. They can participate comfortably wherever they are. This allows us to engage additional people who typically won’t come to public meetings – those with kids, lack of transportation, demanding schedules, or many other reasons, and we can solicit their opinion and involvement in a new way. We have successfully conducted virtual engagement on many similar projects, so there is no learning curve. The following methods and tools can be customized for your situation: • Online Public Meeting: We can schedule an online public meeting so that anyone who is not able to attend in-person can participate through an online engagement tool called Zoom. The online meeting is facilitated in a way that informs and engages participants by inviting feedback through chat features and informal polling. Participants receive a link and the time, and a recording of the meeting can be distributed and posted after the event. • Public Meeting Livestream: During one of our on-site public meetings, for an additional fee, GreenPlay can livestream the meeting using either Facebook Live or Zoom. Using the chat feature, participants can ask questions and provide feedback. Typically, livestreams do not require registration, and the date/time of the event is advertised prior to the meeting. • Additional Online Tools including Bang the Table online engagement. • SWOT Analysis: We will work with the Department to analyze strengths, weaknesses, opportunities, and threats. • Meetings with the Planning Commission (1), the Parks and Recreation Commission (3) and the City Council (2). • Statistically-Valid Survey – Details follow. • Findings Presentation: We will compile and present a summary of findings from the inventory, needs assessment and initial analysis for validation by staff, decision makers, stakeholders, and the public. • Final Presentation: Once all edits have been incorporated to the draft plan, we will present the Final Plan. C. NEEDS ASSESSMENT Statistically-Valid Survey As part of the quantitative needs assessment portion of the plan, our team will conduct a randomly distributed survey using proven survey methods to achieve a statistically valid response. This type of survey is the most effective method available to get the opinions of the NON-USERS, as well as users of recreation facilities and programs, in your community. We will work with RRC Associates (RRC) to create a carefully designed community survey to be distributed to a sample of residents. We propose to invite survey participation using a mail survey with a postage paid return envelope provided, containing language that is proven based on our work in other communities. The survey will permit respondents to complete the form and mail it back, or they would be directed to a web site where they could complete the survey on-line. We will report responses by geographic area to provide the best possible data for decision making. The data by zone will ensure goals and action items are addressed in the proper locations and that under-served and diverse communities needs are best addressed. Following the initial invitation to complete the survey that is provided to a sampling of residents by mail, we will offer the opportunity to go to an “open link” where the larger community would be encouraged to respond. 191 Comprehensive Parks, Recreation, and Active Transportation Plan 31 RRC typically tabulates the results from these two groups separately (the coded “invitation” and “open link” versions), but if they are similar in response patterns, they can then be combined for interpretation purposes. We expect enough responses to permit recreation use patterns and community priorities to be measured in a quantitative manner. To help improve response rates, we also anticipate that the City would assist with marketing and creating public awareness of the survey through local channels such as local newspapers, radio, cable TV, web sites, etc. We will provide analysis and report(s) in relation to present and future goals, objectives and directives. We will compare existing offerings to those identified by the constituents, the themes of the Strategic Plan and other City documents, and professional recommendations. We will evaluate: • Accessibility and inclusiveness of Parks and Recreation programs and services (individual and group, all ages and abilities, all income and education levels) and develop a strategy to improve. • Program and service deficiencies in services offered (active and passive, competitive and non-competitive, seasonal offerings, etc.) and develop a strategy to address them. D. EXISTING AND FUTURE FACILITIES AND STAFFING - ANALYSIS FOR LEVEL OF SERVICE Our team will create an inventory of existing recreational programs, services, and facilities provided by the City and private providers. Building on your current GIS inventory, we will supplement existing data with site visits and park assessments. We have adapted and built upon previous traditional capacity based level of service (LOS) practices to create an improved approach. Our GRASP® Team has worked with more than 125 communities around the U.S. since 2001 to create, test, and efficiently provide these services. This methodology will allow us to evaluate all of the assets in the Bozeman parks and recreation system to make accurate recommendations on how they are serving the community. By examining your system from a quantitative and qualitative standpoint, we can make better CIP recommendations and provide justifiable recommendations for improving the City’s level of service. We not only include traditional capacity analysis such as acres and park components per capita but we go well beyond to look at park equity, distribution, and access. EngagementHQ Tools Spectrum Managing your project communications Mixed environment Participants can see other participant contributions. However, there is little peer-to-peer interaction. Some data may be visible to the public, other data is just accessible by admin. Controlled environment Participants cannot engage with each other.Data is stored in the backend and onlyaccessible by admin. SURVEYS The Surveys tool gives people an opportunity to voice their opinion in a convenient and guided way, which has historically shown higher response rates than other formats. POLLS Polls encourage people to give a quick answer on one question, selecting from multiple choice answers. They are able to instantly see the Poll results, piquing their interest and giving you real time insight. IDEAS Open environment Participants can engage with each other. Comments, images and ideas are visible to the community PLACES Places is a simple way to gather community feedback and ideas directly on a map. Participants drop a “pin” in the area of concern, add photos and then fill in a quick survey. Ideas provides “virtual” post it notes for individuals to add their ideas to a collective board. People like the ideas that inspire them most, helping align your priorities with what matters most to the community. FORUM The Forums tool creates a space for discussion, dialogue and debate. People share their experiences with others, ask questions and have conversations in a safe and interactive environment. QUESTIONS Answered Publicly Answered Privately Questions is an issues management and communications risk mitigation tool. It is a managed space for your community to ask you questions and for you to respond either publicly or privately. STORIES CommentingDisabled CommentingEnabled When we tell or hear a story, neuroscience tells us that we experience things on a higher and more resonant level. Stories helps your community better understand, empathize and relate to others as well as your project goals. GUESTBOOK Pre Moderated PostModerated Guestbook keeps things simple; people are only able to upload comments, which are moderated to manage what appears publicly. No other interaction is enabled. EngagementHQ Tools Spectrum Managing your project communications Mixed environment Participants can see other participant contributions. However, there is little peer-to-peer interaction. Some data may be visible to the public, other data is just accessible by admin. Controlled environment Participants cannot engage with each other.Data is stored in the backend and onlyaccessible by admin. SURVEYS The Surveys tool gives people an opportunity to voice their opinion in a convenient and guided way, which has historically shown higher response rates than other formats. POLLS Polls encourage people to give a quick answer on one question, selecting from multiple choice answers. They are able to instantly see the Poll results, piquing their interest and giving you real time insight. IDEAS Open environment Participants can engage with each other. Comments, images and ideas are visible to the community PLACES Places is a simple way to gather community feedback and ideas directly on a map. Participants drop a “pin” in the area of concern, add photos and then fill in a quick survey. Ideas provides “virtual” post it notes for individuals to add their ideas to a collective board. People like the ideas that inspire them most, helping align your priorities with what matters most to the community. FORUM The Forums tool creates a space for discussion, dialogue and debate. People share their experiences with others, ask questions and have conversations in a safe and interactive environment. QUESTIONS Answered Publicly Answered Privately Questions is an issues management and communications risk mitigation tool. It is a managed space for your community to ask you questions and for you to respond either publicly or privately. STORIES CommentingDisabled CommentingEnabled When we tell or hear a story, neuroscience tells us that we experience things on a higher and more resonant level. Stories helps your community better understand, empathize and relate to others as well as your project goals. GUESTBOOK Pre Moderated PostModerated Guestbook keeps things simple; people are only able to upload comments, which are moderated to manage what appears publicly. No other interaction is enabled. 192 GreenPlay, LLC | Proposal for the City of Bozeman, Montana32 The available capacity-style approach will be enhanced with on-site component data collection and analysis to create a complete data set and determine current conditions for: • Quantity of all relevant system components • Quality of components (3 point scaling along with aesthetic attributes) • Functionality of components for their intended purpose for this plan lifecycle This CBM GRASP® analysis builds upon the traditional capacity analysis, but is unique in its ability to analyze both the quantity (capacity) and quality of individual components of an entire system. These include traditional parks assets such as playgrounds, ballfields, pools, and courts, but also includes specialty components, such as trails, waterfront access, art, natural areas, shelters, etc. that have not been previously included in capacity analysis, but provide important community services. This CBM analysis will enable us to: • Determine current level of service in the City and where improvements can be made based on walkability, quantity, and quality of any and all parks, open space, trails, waterfront, wetlands, and facilities. • Identify precise gaps and opportunities for location of future development of specific components, beyond just park land needs. • Provide information for prioritization of these identified gap areas based on quantified demographics. With CBM analysis, we can also add more analysis on specific components, alternative providers, and programmatic locations beyond the basic parcel analysis. Specific Perspective Analyses will be determined based on project key issues. Our inventory and assessments begin with an Inventory Atlas which includes which includes aerial mapping graphics and a scorecard for each site. Once approved, we will use this data to create a System Resource Map and other GIS heat mapping and gap analyses mapping using the CBM. This analysis becomes the basis for recommendations for making improvements to address unmet needs for both active and passive recreation for many years to come. This detailed CBM data set can also provide a strong basis for future digital assets management and maintenance plans. Evaluation of Existing Standards Using the community demographic profile, stakeholder engagement results, and level of service analysis, we will assess the quality and quantity of programs and facilities provided by the City. We know that the City is dedicated to providing an equitable system of parks, recreation, and open spaces in 193 Comprehensive Parks, Recreation, and Active Transportation Plan 33 which these facilities and services are available to everyone in the community. We will evaluate the adequacy on the basis of size and location in relation to existing and future population. We will also make recommendations for minimizing duplication and/or enhancing possibilities for collaborative partnerships where appropriate. Demographics and Trends Analysis GreenPlay will conduct a demographic analysis and market profile of the City and your service area, utilizing all information available from previous planning efforts in addition to the U.S. Census Bureau, Esri, and other national and local sources. We will portray relevant demographic information in easy to read charts and figures with analysis of important topics that will impact parks and recreation service delivery Trends analysis helps evaluate demographic shifts and their impact on future parks and recreation. This analysis helps identify regional interest and participation levels for a variety of activities; how services are provided through both administrative and planning trends; and how parks and recreation, amenities, programs, and events compare to national and regional trends. Programs and Services Gaps Analysis We will collect and analyze information on participation, needs, desires, operations, and management strategies for programming and service offerings, including those operated by other jurisdictions, and make recommendations. We will inventory and fully integrate other recreation providers into the plan. This includes an evaluation of the agreement with the school district and other joint-use agreements, if applicable. We will identify areas of service shortfalls and projected impact of future trends. Using the results of the previous tasks and the level of service analysis, GreenPlay 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. The evaluation will include an evaluation of equity across the system related to facilities, amenities, and programs based on the diversity of the specific locations in the City. Organizational Analysis GreenPlay will broadly assess the organizational and management structures of Bozeman’s Parks and Recreation Department. We will evaluate the effectiveness and efficiency of your current structure in meeting current and future departmental responsibilities as related to the community’s needs. The needs assessment will identify any areas for enhancement and the recommendations and action plan will provide methods to address these areas. Park Operations and Maintenance Analysis Our team will conduct an overview evaluation of existing park maintenance practices and an analysis of staffing structures in relation to community expectations and industry “best practices” (including environmental sensitivity). The evaluation will consist of staff interviews, review of community feedback, budgets, and policies, and site visits. GreenPlay consultants will place a focus on the ability to serve a large system, sustainable operations, and potential general needs for improving park maintenance levels and efficiencies. All plan recommendations will take into account cost effective options for ongoing maintenance. We will include recommendations on how the department could be organized to achieve maximum efficiency in order to successfully implement the plan. We will identify specific maintenance levels for each park space, and the overall system. We will provide maintenance standards, costing data and alternative and creative ways to finance park maintenance that includes a funding gap analysis for the 5, 10, and 20 year planning horizon. E. RECREATION MARKETING PLAN To align with goals outlined in your Strategic Plan, we will identify marketing strategies for the Recreation Division. Our team will create social media and other communication strategies that tell the story of the division and maintain our positive reputation and adaptability. Purposes of the marketing plan include promoting services and facility availability, raising awareness about capital projects, and attracting short- term workers. 194 GreenPlay, LLC | Proposal for the City of Bozeman, Montana34 F. PROGRAM AND FACILITY PRICING PLAN FOR COST RECOVERY Present and Projected Fiscal Resources We realize that recommendations mean nothing without examining the financial resources necessary to move forward. We will consider the implications and possibilities at all stages. GreenPlay will conduct an overview analysis of existing funding to understand how the City is meeting its current needs, and based on recommended improvements, will determine if current funding sources are sufficient for both capital and operational costs. Based on the strategic recommendations that arise out of the needs assessment, we will identify probable operating, maintenance, and capital costs and recommendations for potential funding sources and mechanisms for the next 15 years. Alternative Funding and Partnerships GreenPlay brings extensive experience in suggesting options for alternative funding. Alternative funding typically includes grants, donor programs, 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. Note that this task does not include procurement of alternative funding, but this can be addressed separately if desired. Analysis of Programs, Fees, and Services We will conduct an analysis of direct and indirect costs and establishment of current cost recovery levels, consistent with the City’s fund structure, budgeting, and cost allocation methodologies. We will use results of the inventory and level of service analysis to inform this study, and will include these topics in the community and stakeholder engagement process. Probable Operating, Maintenance, and Capital Costs and Potential Funding Sources Based on recommendations that arise out of the needs assessment, we will identify probable operating, maintenance, and capital costs and recommendations for potential funding sources and mechanisms for the next 15 to 20 years. Cost Recovery Analysis 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 this straightforward but innovative methodology at conferences, and we train agencies and universities in its implementation and use. It is invaluable for making tough resource allocation decisions, and creating pricing and cost recovery strategies. This methodology will be helpful for evaluating the operational financial sustainability of the Recreation Division. We will review and discuss existing funding mechanisms and cost recovery practices for programs and services and recommend appropriate levels of cost recovery through fees. Recommendations will balance cost recovery with issues of affordability. 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. G. PARK DESIGN STANDARDS AND SPECIFICATIONS Based on the Needs Assessment, Inventory, and Level of Service Analysis, we will create design specifications for the City. These design and specifications will guide development proposals and individual park site plans by providing park siting recommendations, guidelines, and/or incentives, design standards, and specifications for park features such as site furnishings, utilities, and surfacing. If needed, we can provide recommendations for amending the City’s Unified Development Code. 195 Comprehensive Parks, Recreation, and Active Transportation Plan 35 Our team will evaluate existing plan and policy directions on inclusion of critical habitat such as riparian areas within parkland and align with Strategic Plan, Climate Plan, Landscaping/Irrigation recommendations being developed by the Water Conservation Division, and other professional standards. We will review and update to the parks and recreation classification system, which will assist the City in evaluating the distribution of existing park and recreation facilities, where new parks and facilities should be located, and what features would be appropriate at different types of parks. In addition, the classification system can be used to communicate the types of recreation facilities desired by the community and to establish parameters for the planning and design of new parks and facilities. We will identify best practices for park system management and programming in accordance with National Recreation and Park Association recommendations and published industry standards. H. ACTIVE TRANSPORTATION PLAN We will review the City’s existing Trails Map and extend the urban growth boundary. We will coordinate updates with the Trails Plan in progress. We know that the GIS Department is currently creating a trail conditions assessment. We will create an Active Transportation Plan (AT Plan), to establish key policies, definitions and recommendations to assess and improve the system holistically. The AT Plan will address wayfinding, maintenance standards, system completion, design standards, and funding for maintenance and infill improvements. Existing trail classifications and design standards will be updated to reflect community needs and demand and to unify the definitions in Parks and Recreation planning documents with that of the Public Works Department. We will: 1. Review existing Trails Map and City Trails Inventory, PROST and Transportation Plan definitions and specifications, Triangle Trails Plan (in progress), and relevant State trail planning documents. 2. Identify gaps in trail network and opportunities to enhance and expand the system. Identify where gaps in the trail system exist and locations where specific trail or roadway improvements are necessary based on the citizen survey, land use, location of popular facilities and travel patterns. City will provide GIS files. The selection process should be based on travel demand patterns from either commuting or recreational users based on land use and use of existing trails. 3. Develop Prioritization Criteria. Determine criteria to prioritize recommended improvements in the proposed Active Transportation network. Identify a method of assigning a value to each criterion. The prioritization process shall be influenced by public engagement and allow flexibility to vet relevant criteria to determine which are most valued. Present information to relevant boards and the City Commission at a public meeting in order to ascertain values and priorities. Prioritization should be focused on implementation so projects can readily feed into the annual budget process and grant programs for the City. Improvements may be prioritized into groups or categories that facilitate such implementation so phases of projects can be advanced. 4. Develop Vision, Goals and Objectives specific to the Active Transportation Plan and building on already-identified concepts or priorities in other planning documents. 5. Incorporate and introduce industry concepts such as Safe Routes Partnership Framework, Complete Streets, and Walk Score. Analyze existing requirements and make recommendations for the following elements: i. Bike parking, storage and development incentives. ii. Trail cross-sections, details or specifications for all trail facilities iii. Potential funding sources and grant opportunities iv. Others identified by community or consultant. 6. Wayfinding recommendations 7. Add alternative pending grant request: Wayfinding design and implementation plan (including but not limited to: i. Base mapping and data collection ii. Wayfinding guide and sign placement plan iii. Aesthetic design program including sign specifications iv. Themes and naming recommendations for major routes v. Specific engagement events or materials around wayfinding 196 GreenPlay, LLC | Proposal for the City of Bozeman, Montana36 We know that the City has a Safe Routes to Parks initiative, which is partially funded by a grant. GreenPlay has partnered with non profit organization GP RED on similar project in an initiative known as Safe Routes to Play. We can apply these principles toward our analysis of your parks and recreation system, ensuring that Bozeman residents can safely access parks from all over the City. I. RECOMMENDATIONS AND ACTION PLAN Our team will develop recommendations and prioritize community demand. Prioritized recommendations will be created for needs regarding land acquisition, budget (operations and capital), and the development of parks, trails, open space, and recreation facilities; maintenance and renovation of parks, trails, and recreation facilities; and minimizing duplications or enhancing possibilities for collaborative partnerships where appropriate. Our team will identify opportunities to improve delivery of parks and recreation services through the adoption and employment of new or innovative technologies and/or management practices. We will also develop recommendations for operations, staffing, maintenance, programming, budget, and future needs. The resulting action plan will provide a clear and measurable plan for development of programming direction based on standards and demand analysis. Findings Presentation GreenPlay team consultants will compile initial findings from the analysis and inventory of existing conditions, community profile, and community and stakeholder involvement, including the survey. We will prepare a summary Findings Presentation for staff, decision makers, stakeholders, and the public to validate their accuracy. During this stage, we will confirm that all information identified and collected thus far is correct, and ask all stakeholders to share any additional issues or opportunities for consideration. Key Issues Analysis Matrix During the Findings Phase of the project, our team will compile a Key Issues Analysis Matrix that helps identify focus areas from the various tools and methodologies used to collect information. Your customized matrix will serve as a basis for plan updates in the future. This tool serves as an overview of your Action Plan, and a quick and easy reference for implementing recommendations. J. DRAFT AND FINAL PLANS, PRESENTATIONS AND DELIVERABLES The Draft Comprehensive Parks, Recreation and Active Transportation Plan will include all findings, needs assessment, public engagement results, written goals, plans, objectives, and policy statements that articulate a clear vision and model (a “road map”) for City’s future. These will be submitted for preliminary review, and all comments will be incorporated into your final plan. For the Draft Plan we will provide the City with one (1) unbound copy-ready copy, and one (1) electronic copy in a format compatible with the City’s software and for posting on its website. For the Final Plan we will provide the City with one (1) unbound copy-ready copy, and an electronic copy in a format compatible with the City’s software and for posting on its websites. We will also supply an Executive Summary, compatible with the City’s software. All maps and data layers created for the Master Plan will be provided to the City in native file format, in a format compatible with the its software, and in a format that makes them available for posting on your website. 197 WORK PLAN PROJECT COORDINATION FOCUS GROUP MEETINGS PUBLIC COMMUNITY MEETINGS STAKEHOLDER INTERVIEWS C. NEEDS ASSESSMENT STATISTICALLY-VALID SURVEY INVENTORY LEVEL OF SERVICE ANALYSIS DEMOGRAPHICS AND TRENDS GAPS ANALYSIS ORGANIZATIONAL ANALYSIS OPERATIONS AND MAINTENANCE E. RECREATION MARKETING PLAN RECREATION MARKETING PLAN FISCAL RESOURCES FEE ASSESSMENT COST RECOVERY POLICY DESIGN STANDARDS H. ACTIVE TRANSPORTATION PLAN TRAILS MAP UPDATE ACTIVE TRANSPORTATION PLAN FINDINGS PRESENTATION ACTION PLAN DRAFT PLAN FINAL PLAN MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB PROJECT PHASE:SKO Information Gathering Visioning/Draft Final SKO Meeting With City Project Team And/Or Boards/Committees Public Meetings Draft Plan Presentation/Public Meeting Public Meetings Public Meetings Findings and Visioning Final Plan/ Public Mtg. A. STRATEGIC KICK OFF AND DETERMINATION OF CRITICAL SUCCESS FACTORS B. COMMUNITY OUTREACH AND PUBLIC ENGAGEMENT STRATEGY AND MATERIALS D. EXISTING AND FUTURE FACILITIES AND STAFFING - ANALYSIS FOR LEVEL OF SERVICE F. PROGRAM AND FACILITY PRICING PLAN FOR COST RECOVERY G. PARK DESIGN STANDARDS AND SPECIFICATIONS I. RECOMMENDATIONS AND ACTION PLAN J. DRAFT AND FINAL PLANS, PRESENTATIONS AND DELIVERABLES 198 GreenPlay, LLC | Proposal for the City of Bozeman, Montana38 F. BUDGET TASKS GreenPlay DHM Robert Peccia RRC Total TASK A: Strategic Kick-Off, and Determination of Critical Success Factors $3,938 $150 $150 $150 $4,388 TASK B: Community and Stakeholder Engagement $23,678 $23,678 TASK C: Needs Assessment $1,260 $16,350 $17,610 TASK D. Existing and Future Facilities and Staffing - Analysis for Level of Service $35,706 $3,350 $39,056 TASK E: Recreation Marketing Plan $3,150 $3,150 TASK F. Program and Facility Pricing Plan for Cost Recovery $5,933 $5,933 TASK G. Park Design Standards and Specifications $788 $6,000 $6,788 TASK H. Active Transportation Plan $630 $11,850 $12,480 TASK I: Recommendations and Action Plan $11,078 $2,500 $1,500 $15,078 TASK J: Draft And Final Plans, Presentations and Deliverables $21,840 $3,000 $3,000 $27,840 Totals $107,999 $15,000 $16,500 $16,500 $155,999 Fee Basis GreenPlay does not bill on an hourly basis. We have established an inclusive fee schedule that covers the salaries of our professional project staff and of support staff who enable them to function effectively and efficiently. We consider the prevailing rates in our industry and the level of specialized expertise that we provide. For projects which require more than 100 hours of work, GreenPlay proposes using a Firm-Fixed model for compensation. This means that the contract is based on a projected number of hours, but the compensation is actually based on the completion of pre-determined contracted tasks identified in the Scope of Work and within a pre- specified timeline. This typically works well for the client, ensuring that all work is accomplished regardless of the time required to complete each task. In the event that the contracted Scope of Work is changed by the client during the project, GreenPlay can adjust total contract fees accordingly based on our regular hourly rates. This project is proposed as a Firm-Fixed Fee. Individual hourly rates and projected hours are not applicable. Our rates include:  All deliverables as outlined in the Scope of Work.  Professional staff, sub-consultant, and administrative salaries.  All office overhead, equipment, utilities, and consulting insurances.  Taxes, employee benefits, and Worker’s Compensation.  Administrative support staff and supplies, and local travel.  Work Products and meetings as outlined in the Scope of Work.  All travel costs are built into the firm-fixed fee. Rates do not include:  Materials and services outside of the pre- specified Scope of Work (may include extra meetings, requested copies and printing of work products).  Geotechnical services and reports.  Topographic and boundary surveys (site surveys).  Site Testing.  Project related legal and safety consultant services.  Permits and fees borne by the agency.  Detailed schematic and construction documents. Additional Services: If Requested GreenPlay’s rate for additional services is based on an average of $150 per hour if not proposed as “firm-fixed fee.” For sub-consultants, hourly rates range from $60 to $150 per hour, depending on the task. As this project is based on a firm-fixed fee, our consultants will dedicate the necessary time to complete the project. Our sub-consultant team members set their hourly rates according to their individual firm fee schedules. While the hourly rates may sound high, when considering the costs for implementing additional experienced and professional full-time staff, benefits, insurances, office space, computers and equipment, support staff, utilities, etc., we find that this rate is usually comparable to or lower than what an agency would spend for in-house staff. An additional benefit is that when the project is finished, the expense ends. This project is billed as Firm-Fixed Fee, meaning that all travel, reimbursables, and deliverables are built into the per task cost. 199 Comprehensive Parks, Recreation, and Active Transportation Plan 39 GreenPlay typically submits an invoice for payment to the project manager/primary contact person on a monthly basis. Each invoice includes a brief description of the services provided and percentage of Scope completed to date. Other structures for compensation and payment can be negotiable prior to contract award. ESTIMATED HOURS 200 GreenPlay, LLC | Proposal for the City of Bozeman, Montana40 G. REFERENCES Dody Erickson, Recreation Director City and County of Denver201 W. Colfax Ave.6th Floor, Dept. 613Denver, CO 80202(720) 913-0663Dody.Erickson@ci.Denver.CO.US Dan Garvy, Director Lisle Park District 1925 Ohio Street Lisle, IL 60532 (630) 964-3410 dgarvey@lisleparkdistrict.org John Henderson, Executive DirectorPark RX America Washington, DC (202) 549-8233 john@parkrxamerica.org Cory Styron, CPRP Director of Hollywood, FL PRD P.O. Box 229045 Hollywood, FL 33022-9045 (954) 921-3404 CStyron@hollywoodfl.org Cindy A. Curtis, Deputy City ManagerMunicipal Center, Building 12401 Courthouse DriveVirginia Beach, VA 23456(757) 385-4242ccurtis@vbgov.com Dennis Dovel, Parks and Recreation DirectorCity of Blue Springs425 NE MockBlue Springs, MO 64015(816) 228-0265ddovel@bluespringsgov.com The City of Angleton hired GreenPlay LLC to develop a Comprehensive Parks and Recreation Master and Strategic Plan. Our Staff, Parks Board, and City Council couldn’t be happier with the result. The GreenPlay Project Team was amazing to work with, very responsive, thorough, stayed on schedule and provided us with an overall remarkable working document that will guide our agency for the next decade. I would highly recommend GreenPlay LLC for your next project or study. Megan Mainer, Parks and Recreation Director, Angleton, TX601 N. Valderas St., Angleton, TX 77515 (979) 849-4364, ext. 4101; mmainer@angleton.tx.us Personalized Service Achievement of Goals Great Relationships Our Winning Formula + 201 Comprehensive Parks, Recreation, and Active Transportation Plan 41 H. AFFIRMATION OF NONDISCRIMINATION Request for Proposals Comprehensive Parks, Recreation and Active Transportation Plan Attachments xii ATTACHMENT 1: NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter GreenPlay, LLC GreenPlay, LLC Teresa L. Penbrooke, PhD, CPRE CEO and Founding Managing Member 202 GreenPlay, LLC | Proposal for the City of Bozeman, Montana42 GreenPlay, LLC 1021 E. South Boulder Road, Suite N Louisville, CO 80027 303.439.8369 www.GreenPlayLLC.com 203 Statement of Qualifications Comprehensive Parks, Recreation, and Active Transportation Plan Submitted to: City of Bozeman Submitted by SCJ Alliance April 19, 2021 204 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications i Statement of Qualifications submitted to the City of Bozeman for their Comprehensive Parks, Recreation, and Active Transportation Plan SCJ Alliance 429 East Sprague Avenue Spokane, WA 99202 scjalliance.com A. Title Page Chris Overdorf and Bill Grimes are authorized to sign agreements with the City of Bozeman on behalf of SCJ Alliance. Chris Overdorf, PLA, ASLS William Grimes, AICPProject Manager Principal-in-Charge 509.886.3265 x286 509.835.3770 chris.overdorf@scjalliance.com bill.grimes@scjalliance.com Table of Contents B. Executive Summary Page 1 C. Firm Profile & Project Personnel Page 3 Org Chart Page 5Resumes Page 6 D. Experience Page 10 Project Experience Page 14 E. Scope of Proposal Page 18 Proposed Schedule Page 22 F. Budget Page 23 SCJ Billing Rates Page 24 G. References Page 25 H. Affirmation of Non-Discrimination Page 26 205 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 1 B. Executive Summary Thank you for the opportunity to present our proposal to partner with you and in planning the future of Bozeman’s parks, recreation, open space, and active transportation system. The importance of personal connections to our community and its recreation options, especially the outdoors, has become even more critical of late as we all adjust to shelter-at-home and social distancing directives. The resulting impacts on the City and park department’s revenue, limited access to all park and recreation options, and the increased demand for accessible green spaces, have all placed even more focus on a well-thought-out, publicly vetted, budget-conscious, yet aspirational parks and recreation plan. SCJ Alliance, in partnership with Robert Peccia & Associates and Sand County Studios, brings together a Western US-focused and local team coupled with advanced practitioners with cutting-edge skillsets all who have a long history working together in Montana. While most of our team is located outside of Gallatin County, this project is still very personal to us. We have all members on our team whom either live in the Bozeman area, went to school at UM, recreate there, and have worked there. We have seen and experienced the exponential growth of Bozeman and the region over the past few decades and understand the issues that are affecting the community’s desired quality of life. Gallatin County is by far the fastest-growing county in the state of Montana. In the last seven years, Gallatin County has seen its population increase by nearly 60%, pushing past 107,000 residents. On top of this, Bozeman is the fastest growing non-metropolitan city of its size in the U.S. Its population is increasing by more than 3.6% per year, more than four times the growth rate of the state of Montana. With such rapid change, typical planning decision-support methodologies often fail to keep up. With over several hundred parks and recreation planning and design projects successfully delivered, including addressing several contentious comprehensive parks planning and civic park master planning efforts, our team has the right set of skills to tackle this project’s elements and create rapid decision support models. We offer a complete team that will successfully address both the parks, recreation, and open space (PROS) and the active transportation components as an integrated system of connected high-performance spaces. We are systems-level thinkers who deploy advanced geospatial models to help municipal organizations and their partner non-governmental organizations (NGOs) be best positioned to rapidly analyze threats, stressors, and opportunities. SCJ Alliance (SCJ) – is a 120+ team of planners, landscape architects, park & recreation specialists, geospatial & geodesign specialists, critical area specialists, civil engineers, and transportation designers with offices across the Pacific Northwest, including a new boutique office we are opening in Butte this June. Together our planners and landscape architects have worked on over dozens of comprehensive parks & recreation planning efforts across the Northwest and intermountain West. Robert Peccia & Associates (RPA) – is a well-known firm in Montana who has served the City of Bozeman and Gallatin County for decades, including working on several transportation studies and plans in the planning area. Also, staff from RPA have worked with staff from SCJ and Sand County Studios on other integrated landscape, parks, and transportation projects in Montana. Sand County Studios – is a broad-based and multifaceted design and planning firm that specializes in climate resiliency, green infrastructure, context sensitive design solutions, environmental planning and design, environmental restoration, watershed management, park and recreation design, urban design, natural and cultural resource management, and community based design. Sand County Studio’s work with the World Bank on sustainable development and climate resiliency modeling for growing communities is a perfect value-add to our team. 206 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 2 Our team’s broad range of multi-disciplinary experience, both qualitative and quantitative, allows us to see possibilities, trends, and indicators when others can not. We add detail to ideas so that they are easy to understand and communicate to all stakeholders. Our engagement process captures a deep understanding of a community’s desired quality of life, allowing for increased support for parks and recreation programming and intelligent capital improvement programs. Recently, we collaborated with the over eighteen other communities to create strong park and recreation plans built on deep outreach and an understanding of community values. The public engagement process we implemented for the City of University Place PROS Plan Update, for example, was the most successful public involvement process in the City’s history and received many accolades from Washington State’s Recreation and Conservation Office (RCO) staff. In fact, the key RCO staff member who oversees all PROS Plan certifications called University Place’s Capital Improvement Program (CIP) chapter “the best I have seen.” We are committed to successfully providing the services you’ve described in the request for proposal and are ready to become partners with you and the entire community. We look forward to discussing our capabilities and approach in more depth as you move forward through the selection process. To that end, we respectfully ask that you invite us for an interview to continue discussing how our team and our demonstrated experience can help you accomplish all that you wish. We would be honored to help you protect the soul of Bozeman as you manage your growth. Chris Overdorf, PLA ASLA Bill Grimes, AICP Project Manager Principal-in-Charge 207 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 3 SCJ Alliance (SCJ) is a multi-disciplinary planning and engineering firm specializing in solving complex issues that challenge developing communities. We provide a broad range of professional services to public- and private-sector clients including, land use and environmental planning, transportation planning and design, outreach facilitation, urban design, landscape architecture, civil engineering, and construction management. We enjoy being a part of the creative process and seeking effective and efficient solutions to project challenges. Our responsiveness and ability to communicate, work with you side by side, develop creative solutions, and pay attention to the details are attributes that set us apart in consistently delivering successful projects. Anticipate. Envision. Create. When approaching projects, we use a three-step strategy that we know serves our clients well: we anticipate emerging challenges and opportunities, work with clients to envision projects to enhance the livability of their community, and then create a plan that achieves the goals and vision identified through this process. SCJ works closely with our clients to develop parks and natural recreation opportunities that are responsive to the users, site sensitive, and budget responsive. We specialize in natural resource based recreation, corridors, urban and site design, parks, public spaces, and restoration projects, and are proud of our high-quality designs that are sensitive to the community, the site, and your budget. The success of our work comes from collaboration with our clients and our project teams to improve our community’s quality of life. Our experience is extensive, having served hundreds of communities throughout Washington state. Our desire to help improve the places where we work, live, and play demands that we submit for this opportunity. We look forward to teaming with the City of Bozeman on the Comprehensive Parks, Recreation, and Active Transportation Plan. C. Firm Profile & Project Personnel SCJ Alliance 429 East Sprague Ave Spokane, WA 99202 Ph: 509.835.3770 Fax: 360.352.1509 www.scjalliance.com Office Locations WA: Ballard, Centralia, Gig Harbor, Lacey, Seattle, Spokane, Wenatchee CO: Boulder Experience 15 years Number of Employees 123 Ownership 100% Employee-Owned Annual Volume of Business $23 M Primary Contact Info Chris Overdorf 509.886.3265 x286 chris.overdorf@scjalliance.com 208 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 4 Robert Peccia and Associates (RPA) has provided transportation planning and engineering services to both public and private clients for over 40 years. Our 100-percent employee-owned small business firm serves state, federal, and municipal clients as well as private organizations throughout the northwest. RPA’s corporate headquarters are in Helena, with branch offices located in Bozeman and Kalispell. RPA’s staff consists of over 60 professionals skilled in different disciplines including: transportation planning, traffic operations, roadway design, environmental planning, graphic design, technical writing, and other support services. Many of our key staff have more than 20 years of experience developing transportation planning and engineering projects and are well known across the state and highly regarded for planning and engineering work. RPA’s Transportation Planning and Operations Group has completed an extensive list of transportation planning and engineering analyses, corridor studies, active transportation plans, parking studies, urban transportation planning projects, traffic safety evaluations, and roadway designs across the northwest. Our key staff have dedicated their careers to developing traffic engineering studies, long-range transportation plans, roadway designs, and providing public involvement services. The local presence of RPA will ensure the City on-demand access to the project team in a friendly, and responsive manner. We will use our local knowledge and experience to develop a high-quality, implementable Active Transportation Plan that is specific to the community and transportation users. Robert Peccia and Associates 3147 Saddle Drive Helena, MT 59602 Ph: 406.447.5005 Fax: 406.447.5036 rpa-hln.com Office Locations Helena, Bozeman, and Kalispell Experience 43 years Number of Employees 60 Ownership 100% Employee-Owned Annual Volume of Business $13 M (approx) Primary Contact Info Scott Randall, PE, PTOE 406.447.5005 srandall@rpa-hln.com Sand County Studios is a broad-based and multi-faceted design and planning firm that specializes in green infrastructure, sustainable and resiliency planning, mixed-used development, community design, and environmental planning and design. The firm is the brainchild of Jim Sipes, an award-winning environmental planner, urban designer, and landscape architect with more than thirty -five years of experience encompassing a wide range of planning, design, research, GIS, resiliency planning, and communication projects. Sand County Studios was founded in 2004, and all of our work is in the public realm, so we are highly skilled at working with staff, stakeholders, decision makers, and the general public. Sand County Studios is more a philosophy than a place. You won’t find the name “Sand County” on a map anywhere, but the name is significant. It comes from Aldo Leopold’s Almanac, which builds upon the spirit of Henry David Thoreau’s Walden. The Sand Counties were the birthplace of conservation and land ethics—Sand County Studios approach to design and planning is based upon these concepts. Sand County Studios has offices in Miami, FL, Lexington, KY, and Atlanta, GA. Sand County Studios 1272 West Spring Street Smyrna, GA 30080 Ph: 206.755.6074 sandcountystudios.com Office Locations Atlanta, GA, Indianapolis, IN, and Lexington, KY Experience 30 years Primary Contact Info Jim Sipes 206.755.6074 jamessipes@sandcountystudios.com 209 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 5 Project Manager Chris Overdorf, PLA, ASLA SCJ Alliance SCJ Alliance Subconsultant Principal-in-Charge William Grimes, AICP SCJ Alliance SurveyAren Murcar SCJ Alliance Engagement and Policy Rachel Granrath SCJ Alliance Graphics Sydney Dean SCJ Alliance Active Transportation Scott P. Randall, PE, PTOE Robert Peccia & Associates Climate Resiliency James Sipes Sand County Studios Parks & Recreation Team Org Chart Our team org chart is shown below followed by resumes 210 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 6 Chris Overdorf, PLA, ASLA Project Manager Chris is an award-winning and nationally certified landscape architect and planner with more than a quarter century of experience encompassing a diverse range of project types, scales, and clients. For the past 25 years, he has worked in a broad range of land use projects that have helped his clients solve complex issues with thoughtful place-based collaborative planning and design solutions. His work includes both large-scale conservation planning and integrated design interventions including recreation design, visual impact assessments, green infrastructure design, transportation planning, environmental art, park planning, and geospatial analysis. Chris draws inspiration from the deep history of landscapes and people’s connection to their community’s heritage. Stakeholders and clients value his honest demeanor, his energy towards fun public engagement, and his enthusiasm for creating places of resiliency and value. Project Experience ŠParks, Recreation, and Open Space Plan – University Place, WA ŠLake Forest Park PROST Plan, 2006 and 2016 – Lake Forest Park, WA ŠParks, Recreation, Open Space, and Trails Plan – Normandy Park, WA ŠWashington State Parks Sound-Friendly Vision Plans – Washington State Parksand Recreation Commission ŠOrangegate and Half Dollar Park Master Plans (ongoing) – Pierce County, WA Education BS, Landscape Architecture, Washington State University Fields of Study, Geography and Computer Science, United States Military Academy at West Point Licenses and Registrations Landscape Architect, WA #929 William Grimes, AICP Principal-in-Charge Bill has more than 30 years of planning, design, and public engagement experience, working on comprehensive plans, transportation plans and projects, regional design frameworks, and development master plans. Over the past 15 years, Bill has taken a leadership role in developing the storefront studio and pop-up studio concept, using an open, gallery-style, multi-day approach to community engagement and design. These studios, unlike traditional charrettes, actively involve the public in conceiving, refining, and vetting design concepts, reconciling conflicts, and assigning priority actions. Through the workshops and his planning work, Bill has committed to transparent process, active and informed community dialogue, and application of sensible, creative, pragmatic, and effective design strategies that consider multiple perspectives and priorities. Project Experience ŠParks Plan Update – Pasco, WA ŠParks and Recreation Plan – Chelan County, WA ŠCity Parks, Recreation, and Open Space Plan –Kennewick, WA ŠWaterfront and City Pier Master Plans – Port Angeles, WA ŠLiberty Lake Regional Park Master Plan – Spokane County, WA ŠColumbia Park Master Plan – Kennewick, WA Education MURP, Urban and Regional Planning California State Polytechnic University-Pomona BS, Administrative Studies University of California-Riverside Licenses and Registrations American Institute of Certified Planners #8848 211 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 7 Rachel GranrathEngagement and Policy Rachel is a strong believer in placemaking and assisting local governments to realize their potential and vision through the public planning process. Her career has been in both the public- and private-sectors, working for various cities and towns in Colorado, Idaho, and Washington. She specializes in facilitating and managing complex groups and interests to achieve a comprehensive planning effort. Rachel’s skills include development and plan review, downtown planning, economic development, community engagement, long range planning, redevelopment and infill, grant writing, and floodplain management. Drawing from her experience in rural and urban communities, Rachel excels in developing strategies, visual tools, urban design, and guiding a community from start to finish through an inclusive planning process. She takes great pride in her work and always strives to meet the needs and goals of the community. Project Experience ŠMoses Lake General Planning Services – Moses Lake, WA ŠMedical Lake General Planning Services – Medical Lake, WA ŠAirway Heights Central Business District – Airway Heights, WA ŠImagine Hayden Comprehensive Plan Update –Hayden, ID ŠChewelah Downtown and Subarea Plan – Chewelah, WA ŠDowntown Strategic Plan – Elizabeth, CO Education MA, Urban and Regional Planning, Eastern Washington University Professional Organizations American Planning Association (APA) Aren Murcar Survey Aren has an inate ability to blend feasibility and creativity to help communities solve some of their most challenging problems. Using data, he can clearly and succinctly communicate otherwise complicated messages. With a background in economics, Aren has a knack for integrating this information into his work in planning. Whether it’s interpreting the results from surveys, researching community demographics (i.e., population projections, housing statistics, or transportation metrics) he can extract meaning from the numbers and make sense of it for others to understand more easily. By using economic analysis to examine his findings, Aren can also provide a distinct, substantiated perspective on community planning issues which helps maintain clear, engaging, and well-informed communication among elected officials, the City, and the public. Project Experience ŠHelena Growth Policy Update – Helena, MT ŠKettle Falls Comprehensive Plan Update –Kettle Falls, WA ŠMedical Lake Comprehensive Plan Update –Medical Lake, WA ŠChewelah Comprehensive Plan Update –Chewelah, WA ŠImagine Hayden Comprehensive Plan Update –Hayden, ID ŠMillwood Comprehensive Plan Update –Millwood, WA Education BS, Landscape Architecture, Washington State University 212 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 8 Sydney Dean Graphics From the beginning of her career, Sydney has applied her keen aptitude of human-scale design to ensure that a person’s experience within the landscape is personal and memorable. Her experience designing community parks and playgrounds for the Howard Hughes Corporation allowed her to explore her strength and passion for conceptual design, ideation, and ecology. However, her more recent work on master plans for Pierce County parks and PROS plan graphics for Quincy and University Place have allowed her to develop a more comprehensive understanding of park users’ needs via public outreach and how to create a community vision that can be used to source funding. Her work is communicated in a refined yet fluid style, often utilizing sketching and digital graphics as visual aids throughout the design process to effectively convey ideas with team members and stakeholders. Project Experience Š9th Street Park – East Wenatchee, WA ŠQuincy PROST Plan (PROS with Non-Motorized Trail Plan) – Quincy, WA ŠOrangegate Park and Half-Dollar Park Master Plans –Pierce County, WA ŠUniversity Place PROS Plan – University Place, WA ŠLive Oak Community Park – Cypress, TX ŠShumard Oak Park – The Woodlands, TX Education BS, Landscape Architecture, West Virginia University Scott P. Randall, PE, PTOE Active Transportation Scott has spent the past 18 years in the transportation field, 14 of which have been with RPA. He began his career as a transportation planner at MDT, then started with RPA as a traffic engineer in 2007 and is now leading RPA’s Transportation Planning and Operations Group. Scott is a certified Professional Traffic Operations Engineer (PTOE) and provides traffic engineering, transportation planning, and project management expertise on projects throughout the northwest. His work includes traffic studies, safety projects, transportation plans, traffic simulation, corridor studies, safety audits, urban planning, and various other transportation-related projects. Project Experience ŠBozeman Transportation Master Plan, Bozeman, MT ŠBelgrade Transportation Plan Update (2017), Belgrade, MT ŠMissoula Area Community Transportation Safety Plan (2018), Missoula, MT ŠParadise Valley Corridor Planning Study, Park County, MT ŠYaquina Head Transportation Master Plan, Newport, OR ŠGreater Triangle Area Transportation Plan, Gallatin County, MT Education BS, Civil Engineering with emphasis in Transportation and Structures, Montana State University Licenses and Registrations Professional Engineer, Montana No. 18127 Professional Traffic Operations Engineer (PTOE), No. 3237 213 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 9 James L. Sipes Climate Resiliency Jim is an award-winning urban designer, environmental planner, landscape architect, writer, and geospatial guru with more than thirty years of experience encompassing a wide range of planning, design, research, and communication projects. Jim has received national recognition for his writing, having written more than 350 articles for a variety of publications and receiving the prestigious Bradford Williams Medal award for writing. Jim currently teaches GIS and Geodesign at Penn State University. Jim also was worked with some of the most respected design and planning firms in the world where he led environmental planning efforts. Jim also has worked for the U.S. National Park Service (NPS) and U.S. Forest Service (USFS). He is a Nationally Certified Landscape Architect. Project Experience ŠFlorida Scenic Highway Program ŠJekyll Island Carrying Capacity & Infrastructure Study, GA ŠNorth Carolina Transportation Aesthetic Guidance Manual ŠBrunswick County Greenway & Blueway Sustainable Plan, NC ŠCharting Buffalo, Buffalo Bayou, TX ŠTallassee Forest Conservation Plan – Athens-Clarke County, GA 214 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 10 D. Experience Project Understanding and Approach For over the past decade the growth rate in Bozeman and Gallatin County has been record-pace. Bozeman is one of Montana’s fastest-growing cities. A recent article in the Mountain Journal, “Is High-Flying Bozeman, Montana Losing The Nature Of Its Place?” perfectly sums up the challenges the community has been facing as rapid growth and development has stretched the community’s own identity. Bozeman is not the community it was a few decades ago when it was half its current size. The changes have occurred so fast that it is sometimes unrecognizable from just a few years ago. While the region’s outdoor recreation opportunities or tourism industry is the region’s biggest economic engine, that is under threat as well as all the ecosystem services that contributes to the community’s quality of life. This project is the opportunity to reclaim Bozeman’s soul, reconnecting people to place, creating safe green corridors, and developing a sustainable parks and recreation infrastructure that is intelligent in both form and function as the community continues to grow. The best project results come from a collaborative and collegial partnership between the client, community, and consultant. We will explore approaches with you from the beginning of the project, leveraging everyone’s experience and knowledge of project conditions. Effective coordinated engagement will also be critical to creating a positive working relationship with all stakeholders while also not creating survey fatigue. To begin this spirit of collaboration and overcome some of these inherent challenges, we offer the following approach ideas and a proposed work plan to start the discussion. Amplify the Quantitative to Determine the Qualitative Our planning approach for Bozeman involves a transparent, integrated process that leads you through all tasks for this project. To enable us to accomplish the goals and objectives, we have identified a series of key items and tasks that will provide a framework for a successful project. We make extensive use of Indicators and Metrics (the quantitative) in our planning process so that everyone can understand what we are trying to accomplish. Indicators and Metrics are critical for providing a measurable, unbiased, and duplicatable framework from which decisions are made. An indicator is something that helps you understand where you are, where you are going, and how far you are from where you want to be. A good indicator alerts you to a problem before it gets too bad and helps you recognize what needs to be done to fix the problem. Indicators of a sustainable community point to areas where the links between the economy, environment, culture, and society are weak. They allow you to see where the problem areas are and help reveal workable alternatives for fixing those problems. Indicators are defined by metrics that can be measured, compared, analyzed, and used to establish policy. Measurable The RFP identifies multiple objectives in this planning process. According to the RFP, this plan must:√Clarify and communicate communitypriorities and needs includingcommunity understanding of key terms√Communicate about professionalassessment and recommendations andobtain feedback from the stakeholdersand decision-makers√Establish policies for parks includingcritical habitat and natural resources,recreation, and the active transportationsystem of the City√Guide development proposals andindividual park site plans by providingthe basis for policies and/or regulatoryrequirements such as park size and sitingrequirements, park and facility designstandards, and specifications for parkfeatures such as site furnishings, utilities,and surfacing√Recommend updates or revisionsto aforementioned regulatoryrequirements and policies√Illustrate and address level of serviceimbalance within the system based oncommunity-defined priorities√Prioritize the expenditure of publicfunds for land acquisition, development/expansion, and maintenance ofrecreational lands and facilities√Guide the Recreation Division’s programdevelopment including ongoingevaluation, cost structure, and marketing√Provide specific recommendations forimplementation 215 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 11 indicators include walking distances from parking areas, percent slope to determine if pedestrian walkways meet ADA standards, size of an area in square footage, size of parking spaces, average daily traffic, structures based on type and age, recreational demands, and other elements that can be counted, measured, weighed, and viewed. Assess Comprehensive Risk Into the Planning Framework Climate Change is the defining issue of our time and we are at a defining moment. From shifting weather patterns that threaten food production, to rising sea levels that increase the risk of catastrophic flooding, the impacts of climate change are global in scope and unprecedented in scale. Without drastic action today, adapting to these impacts in the future will be more difficult and costly. For a recent project addressing Recreation and Climate Change, we mapped potential risk by using models that addressed the following: ŠSocietal Risk ŠFlood Risks ŠHigh Wind Risk Areas ŠStorm Surge ŠPopulation Density ŠEconomic Impacts ŠImpact on Natural Resources ŠDisplaced households ŠSea Rise Vulnerability ŠHistoric Hurricane Patterns Obviously, some of these models don’t apply to Bozeman, but most do. Develop a Plan for All Social vulnerability refers to the potential negative effects on communities caused by external stresses on human health. Such stresses include natural or human-caused disasters, or disease outbreaks. Reducing social vulnerability can decrease both human suffering and economic loss. Every community must prepare for and respond to hazardous events, whether a natural disaster like a tornado or disease outbreak, or a human-made event such as a harmful chemical spill. Factors such as poverty, lack of access to transportation, and crowded housing may weaken a community’s ability to prevent human suffering and financial loss in a disaster. These factors are known as social vulnerability. The CDC Social Vulnerability Index uses 15 U.S. census variables to help local officials identify communities that may need support before, during, or after disasters. For previous projects, we have modeled social risks using the following: Percent Single w/ Child, Percent Over 65, Percent Public, Percent Public Assistance, Percent in Poverty, Percent No Vehicle, Percent Mobile Homes, Percent Pre 1970 Structures, Percent Rental Units, Percent No Diploma, and Percent No English. These variables would give us a more layered look at the makeup of Bozeman and its population. By identifying the most vulnerable population in the most vulnerable locations to climate change or increased farmland conversion, we can start to establish priorities for what actions need to occur first. Recreation and Trail planning is one of the most effective ways for addressing social injustice and the increasing impacts of climate change on these populations. Develop Resilient Green Spaces & Connectors That Are Quality of Life Drivers One of Bozeman’s goals is to provide citizens with a safe environment in which recreational opportunities can be maximized. Access to open space is a critical resource, especially for urban residents, who must be able to get outside while maintaining social distance. Keeping parks open, even in a limited fashion, and converting under used roadways to bike/pedestrian trails is a fast and easy solution to ensure that open space is available to everyone. Access to open space is also a health issue, according to the Trust for Public Land. Outdoor exercise like walking has been found to help with depression and ADHD, and even boost immunity. The land use patterns of most cities are typically based on existing physiographic characteristics and are influenced by rivers, wetlands, shorelines, topography, geology, and other physical features. The driving factor, however, is the people in a community want their city to develop, and what types of activities they want to encourage. What we are starting to realize, however, is that changing temperature, impacts on habits and natural resources, and changing trends in human use may all have an impact on the future form of a city. In Bozeman, changes associated with increased flooding, summer and winter storms, precipitation, and other climate-based changes need to be considered when determining future land use, developments, and recreation patterns. Bozeman is expected to increase in population, and affordable, resilient housing will be a major emphasis. An updated land use map should be developed as a result of this study because most tasks will influence the overall character and layout of the city. Anticipate • Envision • Create – Public and Stakeholder Engagement Techniques After reviewing the existing information an outreach effort will begin. Our team’s approach is based upon SCJ’s systematic process of Anticipate, Envision, Create and will be refined following conversations with City staff. A wide variety of techniques are utilized to gather public input and promote a highly participatory workshop process that encourage clients and stakeholders to play a lead role in building consensus for a unified 216 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 12 plan. Community feedback works best when stakeholders are asked to consider trade-offs and choices, and when all meetings are meaningful with an identified objective. A combination of engagement techniques will be utilized: ŠPublic Forums ŠProject Website ŠSocial Media ŠOnline Survey ŠOrientation Interviews ŠAd hoc advisory committee ŠParks Advisory Board ŠCity Council Briefings Following the internal project kickoff meeting, SCJ will establish a web-based project presence. The web-based outreach program will ensure that the planning process reaches those who are not typically available to attend planning meetings to ensure project transparency, and reach a wider audience. The online presence will serve two purposes. First, it will offer project transparency as a digital library for project timelines, events, analysis, and meeting materials developed throughout the project. Second, it will function as a virtual open house/project workshop designed to work concurrently with in-person outreach efforts. Depending on your preference, our team can either provide you with content to keep the City’s existing webpage current or we can develop and maintain a stand-alone project website. On the project website, people can elect to be added to our email distribution list which will be maintained over the duration of the project and used to share project updates and materials as well as advertising opportunities to provide input. While our goal is to provide various levels of engagement, we know we can’t reach everyone who has an interest in participating. For that reason, we also employ a tool called Maptionnaire that uses Public Participation GIS and takes the project and surveys to the community. Within Maptionnaire, participants can provide community insights, pinpoint concerns, share comments, upload images, and have meaningful discussions with other community members about the spaces they know and value. Comments are then analyzed for similarities and new perspectives that can be seamlessly integrated into a prioritized report of community-supported project objectives and outcomes It is our belief that this multi-pronged approach and flexible outreach strategy reduces the greatest number of participation barriers, ensuring a diverse representation of residents and park patrons. A recent effort for Pierce County Parks and Recreation led to the active participation of over 1,400 individuals. Ad hoc Advisory CommitteeOnline Survey Parks Advisory Board Project Website Public Forums City Council Briefings Social Media Engagement Techniques SCJ Will Use Orientation Interviews 217 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 13 Make the Plan Easy for All to Understand A plan is nothing but a document unless it is implementable. One essential tool we provide area scalable concept graphics for each improvement describing in detail the changes and costs at each park, open space, or trail. Instead of relying on simple narratives often found in other PROS Plans that many people find confusing, our project graphics easily communicate the proposed changes while allowing our team to determine accurate cost opinions. Active Transportation Plan Approach Robert Peccia & Associates (RPA) has been providing transportation planning and engineering services to the Gallatin Valley for over 40 years! During this time, we have become intimately familiar with the needs and desires of your community. RPA’s local office and presence will ensure the City has on-demand access to the project team in a friendly, and responsive manner. RPA’s key staff have dedicated their careers to developing long-range transportation plans, traffic engineering studies, transportation designs, and providing public involvement services for similar communities across the northwest. Our local knowledge and experience, combined with our regional expertise in active transportation, will ensure the development of a high-quality, implementable Active Transportation Plan that is specific to your community and transportation users. RPA has a long history of developing many similar active transportation plans as stand-alone projects or in conjunction with long-range transportation plans. Most recently, RPA led the efforts to develop the Bozeman TMP, Belgrade Long Range Transportation Plan, and are currently developing the Greater Triangle Area Transportation Plan, all of which include strong emphasis on active transportation. We also recently led the effort to develop the state-wide Montana Pedestrian and Bicycle Plan. On the design side, RPA consistently includes context-sensitive active transportation design elements and recently finished the complex and award-winning Bozeman to Bridger Mountains Trail Project. This direct knowledge and experience with active transportation in the Bozeman community and adjacent areas will ensure that a well thought out, connected, and feasible network will be identified as part of this planning effort. For this planning process, we will rely on a phased approach to develop the Active Transportation Plan: ŠVisioning Phase. This phase will focus onestablishing a community vision for activetransportation. This vision will rely on existingapproved documents and a thorough needsassessment focused on public and communityengagement. This phase relies on a comprehensiveand collaborative approach to identify a commonvision for active transportation prior to offeringsolutions. ŠAnalysis Phase. The analysis phase focuseson identifying gaps and barriers to activetransportation. This evaluation relies on a data-driven approach to understanding user groups,origin-destinations, and desired uses. A fieldinventory, evaluation, and data collection processwill complement the established community visionand will be used to identify what the key issues andneeds are. ŠRecommendations Phase. In the final phase,recommendations are made to address theidentified issues and needs. The recommendationswill focus on infrastructure and policy investmentsto improve the active transportation system.Special attention will be paid to ensure therecommendations align with and complement otherlocal planning documents such as the adoptedtransportation plans, trails plans, and growthpolicies. Public and stakeholder involvement will also be a key component to the development of the Active Transportation Plan. Because of the far-reaching effects of these plans, it is important that these efforts include extensive public outreach and coordination with appropriate officials. Our team has a strong history and established relationships with key stakeholders and decision-makers in the community. We will work with these groups to identify problems, solicit ideas, define needs, and address concerns as part of the plan development. 218 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 14 Comprehensive Plans Parks Transportation Okanogan Valley Palouse to Cascades Trail – Washington State Department of Commerce Spokane Valley Chelan County City Parks, Recreation, and Open Space Plan – Kennewick, WA City Parks and Recreation Plan – Pasco, WA Helena Growth Policy Update – Helena, MT Badger Mountain Preserve Bitterroot King County Greenprint US 93 Park Master Plan – Quincy, WA Parks, Recreation, and Open Space Plan Update – University Place, WA Transportation Master Plan – Bozeman, MT Belgrade Long Range Transportation Plan – Belgrade, MT Greater Triangle Area Trannsportation Plan – Gallatin County, MT Bozeman to Bridger Mountains Trail Project – Bozeman, MT Montana Pedestrian and Bicycle Plan – Montana Department of Transportation North 7th Avenue Corridor Revitalization Plan – Bozeman, MT Charting Buffalo – Harris County Flood Control District Tallassee Forest Park Master Plan – Athens-Clarke County Unified Government, GA Jekyll Island Carrying Capacity & Infrastructure Assessment – Glynn County, GA East End Lagoon Park & Preserve – Galveston, TX Project Experience Our team’s experience with comprehensive plans, parks, and transportation projects are shown in the chart below followed by descriptions highlighting a few of our projects. 219 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 15 City Parks, Recreation, and Open Space Plan – Kennewick, WA The City of Kennewick, as with its Tri-Cities neighbors, had been growing steadily with no signs of stopping. In response, they invited SCJ staff to update its parks, recreation, and open space (PROS) plan to help address existing and projected demand, and to retain eligibility for Recreation and Conservation Office (RCO) grant funding. Kennewick also needed to update its master plan for Columbia Park—one of the city’s signature features—along nearly three miles of Columbia River shoreline on land owned by the Army Corps of Engineers. For this, the City’s needs included evaluating existing features versus community need, helping pave the way for a land transfer with the Army Corps. Our team combined both projects into one, leading a robust community engagement. In-park planning booths were set up at two local festivals, configured in Spanish and English—helping residents and visitors explore evolving needs and suggest ways the parks system might respond. This approach enabled Columbia Park improvements to be vetted immediately and on-site, with system-wide, PROS-related suggestions incorporated. The completed plan developed an entirely new system for parks planning and funding—including a new impact fee system to ensure equitable distribution of park facilities across the entire community. Palouse to Cascades Trail – Washington State Department of Commerce From the densely forested Cascades to the scablands carved by the Ice Age floods, Palouse to Cascades State Park Trail gives hikers, cyclists, and in some places equestrians, a taste of Washington’s ecological (or environmental) diversity. This linear park runs from west of North Bend to the Columbia River near Vantage and continues from the town of Lind to the Idaho border. The 4,956-acre, 212-mile Palouse to Cascades State Park Trail reflects State Parks’ long-term commitment to developing cross-state trails. It is planned to be a segment of a cross-country trail reaching from Puget Sound to the Chesapeake Bay. The Department of Commerce hired SCJ to convene conversations and workshops with trail users, advocates, adjoining towns, neighbors, ranchers, and farmers to facilitate problem-solving and mediate long-standing conflicts. The process included forming and chartering an advisory group; conducting three sequential workshops to discuss issues, opportunities, and recommendations; preparing a comprehensive study of best practices; producing a report documenting the process; and promoting a set of 26 consensus recommendations. Parks, Recreation, and Open Space Plan Update – University Place, WA The City’s PROS Plan Update outlines an aspirational yet implementable vision for the city’s parks, open spaces, and trails. With approximately 70% of its current parks and open spaces undeveloped, and an under-funded parks department, the new plan provides the City with mechanisms to strategically renovate the parks that the City has developed, while beginning to plan for long-term new park spaces. At the core of the project was a public engagement process that was the most successful outreach in the City’s history. The outreach efforts reached over 10,000 citizens, in an equitable distribution across the city, and featured almost 1,400 discernable, geolocated public comments. This PROS Plan update is built on several key recommendations that best and most cost-effectively address current issues, projected demand, funding flexibility, and public desire—all while taking into consideration the parks and recreation opportunities that are available within the city. To accomplish these recommendations, the Capital Improvement Plan (CIP) focused on more picnic shelters, restrooms, benches, signage, sports courts, and upgraded/new playgrounds and trails. Several of the parks were strategically reclassified to better organize and align future park developments to potential funding sources. Concept graphic for Cirque & Riconosciuto Parks in University Place 220 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 16 City Parks and Recreation Plan – Pasco, WA Pasco covers a lot of ground, and it is filling up fast. Rapid population growth marked by new subdivisions—with many more on the horizon—spurred City officials to take a hard look at their parks and recreation needs. SCJ staff began by performing a baseline inventory process including GIS mapping, a facilities and photo survey, and in-person interviews with staff and neighborhood leaders. A mail out survey was developed to reach the City’s highly dispersed population regarding recreational offerings and future parks needs. SCJ’s cost-effective, data-driven approach paid off in other ways, as well—all data helped inform and establish project ranking criteria set forth in the plan, which today continues to lead parks and recreation investment in Pasco, and bolsters City grant applications with the State of Washington. Pasco rehired our team in 2010 to update the plan to accommodate 20% growth in six years. SCJ’s team strengths included a diverse study area, cost-effectiveness, polls and survey use, and a data-driven methodology. Bozeman Transportation Master Plan – Bozeman, MT RPA led the effort to develop the Bozeman Transportation Master Plan (TMP). The TMP serves as a guide for development of and investment in the community’s transportation systems in a comprehensive manner. The TMP provides the blueprint for a transportation system that will serve the community’s citizens well into the future. The comprehensive plan identifies community goals and improvements to the transportation infrastructure and services within the city of Bozeman and that portion within Gallatin County that is likely to include future urban area expansion. The Plan addresses regional transportation issues, overall travel convenience, traffic safety, sustainability, complete streets, funding, transportation demand management, and multi-modal connections. The Plan includes recommendations for short-term improvements as well as recommended modifications and capital improvements to major roadways. The Plan also includes policy suggestions to align with the community’s vison for the Bozeman area. Belgrade Long Range Transportation Plan – Belgrade, MT RPA worked with the City of Belgrade, Gallatin County, and MDT to develop the Belgrade Long Range Transportation Plan (LRTP) in 2017. With the rapid growth that the Belgrade area has seen in recent years, considerable strain has been put on the existing transportation network. Continued and expected future growth have resulted in transportation issues and concerns for area residents and the traveling public. These conditions necessitated a detailed analysis of alternative transportation modes include walking, biking, and public transit. Belgrade is also uniquely positioned along busy freight and rail routes. During development of the plan, RPA gave special consideration to the movement of people and goods throughout the entire transportation network. The diverse, and often conflicting, needs of the multiple modes of transportation were considered when developing infrastructure and policy recommendations. The LRTP resulted in the development of a visionary, fully connected, non-motorized network, and identified key future transportation corridors to plan for as development occurs. Bozeman Transportation Master Plan 221 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 17 Bozeman to Bridger Mountains Trail – Federal Highway Administration RPA contracted with the Federal Highway Administration (FHWA), in partnership with the United States Forest Service-Gallatin National Forest (USFS) and the City of Bozeman, to develop a bicycle-pedestrian path along Montana Highway 86 (Bridger Canyon Road) from Story Mill Road in northeast Bozeman to the “M” parking lot and Drinking Horse Mountain trailheads. The two-mile segment between Story Mill Road in northeastern Bozeman and the “M” parking lot was a critical gap in a very narrow corridor in Bozeman’s 60-mile long “Main Street to the Mountains” trail system to access very heavily used trailheads that access public lands and recreational opportunities in the Gallatin National Forest and Bridger Mountains. As part of the development process, RPA prepared a Feasibility Study that examined potential alignments while considering challenging terrain, unwilling landowners, and user safety. The preferred, and ultimately constructed, alignment consisted of a new path complete with a new 95-foot-long bridge over Bridger Creek, 108-foot long bicycle-pedestrian crossing under the highway between the “M” parking lot and Drinking Horse Mountain trailheads, and numerous safety enhancements throughout the project corridor. Challenges to develop this important link included a narrow right-of-way corridor, difficulties in accessing adjacent private land, and the proximity to the high volume and speeds of vehicles along the adjacent Bridger Canyon Road (MT 86). Montana Pedestrian and Bicycle Plan – Montana Department of Transportation RPA led the effort to develop the Montana Pedestrian and Bicycle Plan which is the first statewide effort to understand and address the needs of non-motorized users across the state. This Plan primarily aimed to establish a consistent approach for considering pedestrian and bicycle modes. To accomplish this objective, RPA worked with MDT and key stakeholders to develop a common vision and set of goals aimed at meeting the needs of bicyclists and pedestrians, improving safety, and establishing a more walk- and bike-friendly Montana. The plan includes an overview of current ADA and accessibility considerations and outlines strategies to leverage design guidance and modern technology to improve accessibility. The Plan is intended to be used by all entities as they work to fulfill this mission for pedestrians, bicyclists, and all who use the transportation system. Greater Triangle Area Transportation Plan – Gallatin County, MT RPA is currently working with Gallatin County on developing a long-range transportation plan for the greater triangle area which includes the communities of Bozeman, Belgrade, Four Corners, and Gallatin Gateway. The planning process will assist the County, as well as the local communities, in guiding transportation infrastructure investments based on system needs and anticipated developments over the next 20 years. The plan will integrate with the County's Triangle Trail Plan for the Bozeman-Belgrade-Four Corners area and build from transportation plans completed for the greater Bozeman area and for the cities of Bozeman and Belgrade. The Greater Triangle Area Transportation Plan will evaluate and address the transportation system needs of all travel modes. 222 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 18 E. Scope of Proposal To accomplish the project with purpose and creativity, we structure our work in sequential phases organized in the expected arrangement of plan elements typically found in comprehensive parks planning documents. These elements consist of the following phases: Phase 1: Planning Context, Goals, and Objectives This phase includes tasks outlining the parks planning effort, reviewing comprehensive plan policy for consistency, and setting the stage for developing an achievable financing plan. We will identify and refine the PROSAT plan’s goals and objectives in the process, complying with the city, county, and state planning expectations and confirming the community’s parks planning values. 1.1 Project Planning We will prepare a project management plan to document the elements listed below and produce an overall public engagement program and project schedule. The elements of this work will include a draft recreation and parks vision; a statement of project objectives; the methodology and approach; roles and responsibilities; a project contact list; and a first draft of the public engagement plan schedule. 1.2 Review of Past and Current Planning Documents We will review the volume of planning efforts that have been developed such as the City’s current comprehensive plan, the past PROSAT plans, Bozeman Transportation Plan, impact fee ordinances (if any), and development regulations to understand the larger policy context. We will compare existing policy to existing regulatory guidance and note deficiencies and areas for focus in this process. 1.3 Orientation Interviews We will conduct up to three days of interviews, most likely via Zoom but also in person or on the phone, with individuals identified by the City to be familiar with topics, issues, and aspirations of the community’s recreation and parks system. We will conduct these interviews to get a better understanding of what the community’s value set is, what the PROSAT plan will need to address, how to invite and engage the widest population, and begin to communicate the process ahead. 1.4 Vision and Mission Statement We will review and refine a working vision and mission statement to describe the community values, interests, and desires based on existing policy. 1.5 Goals and Objectives We will review and suggest revisions to the relevant goals and objectives based on our understanding of the planning issues facing the community. Deliverables »Full Parks Plan Document Outline in Word format »Draft Chapters 1 and 2 in Word format »Three days of orientation interviews (up to 16) with interview summaries »Progress reports and billing invoices submitted monthly via email in PDF format »Project schedule updates »Minutes for meetings submitted via email in PDF format Phase 2: Inventory and Assessment We will inventory and assess all parks and recreation assets and programs, and review operational and maintenance budgets. We will also investigate the community’s demographic profile and recreation service area, gaining a better understanding of demand on the system as well as the condition of the facilities and resources now in place to serve it. 2.1 Develop City and County Planning Profiles We will develop descriptive profiles of the City’s and County’s context, examining the community’s history, recent policy decisions, demographic profile and physical context. 2.2 Parks and Recreation Assets, Program, and Services Inventory and Condition We will process the inventory information the City already has, updating every park, trail, and other recreation facilities and assess their overall composition, quality, safety, structural and/or site condition, and life cycle expectancy. Once all assets have been inventoried, we will assess those assets’ condition at the component level with Park staff. An asset’s condition can be assessed in a variety of different ways, but the simplest and most easily communicated method is a direct condition rating using a simple table or matrix that is color-coded. 223 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 19 We will also inventory current recreation programs, including their type, frequency, popularity, and operational and maintenance costs. We will assess: ŠCurrent park classifications, as regional parks andtrails, community parks, local parks, mini-parks orparklets, natural or passive parks, and special-usefacilities ŠPark and recreational amenities for overall conditionand cleanliness, including structures, drainage,pathways, play equipment, wayfinding, parking,vegetation, and lighting ŠProgrammed activities, whether local, regional, orprivate ŠOperational and maintenance costs ŠLife-cycle status ŠCurrent funding mechanisms Deliverables »Draft inventory and assessment & conditionssheets in PDF format and Excel File »Population forecasts, leisure time trends, andother demographic information »User information and participation rates fromcurrent facilities and programs »Facilities and services provided by other privateor public entities Phase 3: Public Engagement Program We will develop and implement an effective public engagement strategy that captures the public’s demands, needs, and wishes for its parks and recreation facilities and programs. We will design engagement strategies to maximize involvement from the largest number of residents, taking care to ensure the widest distribution of opinions from all demographics. This work will integrate into other work elements as appropriate to achieve a progressive, inclusive, and compelling engagement program throughout the process. 3.1 Public Engagement Plan We will work with the City to develop a public engagement work plan. Included in the plan will be the incorporation of the Safe Routes to Parks Action Framework. The plan will involve a wide variety of public engagement techniques, including online surveys, mailed surveys, digital or in-person workshops or studios, phone or virtual interviews, or (dependent on relaxing or elimination of current social distancing guidelines) live public meetings or onsite workshops. The engagement plan will include a communication plan and branding style guide for public announcements, a prototype digital flyer ready for online posting or publication, social media protocols, draft agendas for a kickoff online workshop, and a description of the needs assessment and priority surveys. We will conduct a kickoff workshop, either in person or online, to initiate the public conversation about the PROSAT and park master planning process. This meeting will orient participants to the larger recreation and parks context and vision, and describe how they can influence the process. Results from this workshop will establish a foundational understanding of the community’s recreation issues, direction on how the system’s vision may need to adjust, and plant the seeds for a conversation that will last throughout the project’s duration. 3.2 Needs Assessment and Recreation Demand Survey We will develop and implement a needs assessment survey to be administered using an online survey software such as Alchemer (formerly SurveyGizmo). The needs assessment will identify a qualitative snapshot of how the community currently uses the City’s parks and recreation facilities and programs, and what they believe is missing. We will develop a set of open- and close-ended questions, suitable for translation into other languages as appropriate, exploring where respondents live, which facilities they use, what they value most in the recreation, parks, and open spaces system, where they wish they had better access, and how they would suggest funding or otherwise supporting any proposed improvements. We will analyze the results and prepare a summary for the City’s review and publication online. We use a variety of engagment techniques to reach the community 224 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 20 3.3 Project Visioning Charette & Online Workshop Utilizing a custom, map-based tool called Maptionnaire, we will facilitate an online project visioning tool—allowing staff, consultant, and the public to plan park improvements in real-time. This process creates location-based comments instantly on a platform accessible 24/7, allowing the City to understand exactly where improvements are desired, or where community issues are developing. With this information in hand, we will be able to project trends and see desired connectivity between the existing or proposed park spaces. 3.4 Community Priorities Survey With a draft list of project improvements in hand, SCJ will poll the community online or at a public workshop to prioritize recreation, parks, and open space investments for inclusion in the PROS plan. The online element of this community priorities workshop will again use Alchemer, allowing us to present a report on its findings to the City. Phase 4: Demands and Needs Analysis SCJ will define and explain the priorities, as appropriate, for acquisition, development, preservation, enhancement, and management of the overall parks and recreation system. The results from Tasks 3.1 and 3.2 will be analyzed to summarize the community’s desires for parks, recreation, open space, and/or habitat programs or physical spaces, in a manner deemed appropriate by SCJ and the City of Bozeman. These summarized findings will be used to develop and test a reliable level of service methodology that reflects the City’s desired quality of life, while providing a comparison with local and national trends. 4.1 Develop Level of Service We will develop a methodology unique for the City of Bozeman and analyze the community’s desired level of service and more importantly, desired quality of life. These can cover a variety of different components of a facility, such as condition; capacity; and life, health, and safety issues. Additional factors will be used for parks, recreation facilities, and trails that focus not only on the condition of the assets, but their functionality as well. There is no single answer when determining levels of service, but it is an important, collaborative step in the process that must take place because the product will shape future planning and investment decisions. 4.2 Peer Community Comparison We will compare the City’s desired level of service (LOS) to three other peer communities (selected with City of Bozeman input) to validate whether the LOS is appropriately scaled. We will also review the community’s demands and needs against updated National Recreation and Park Association standards, comparing it to the plan’s service area to help justify or test specific level of service metrics. 4.3 Local, Regional, and National Recreation Trends We will explore local, regional, and national recreation trends and compare them to the community’s existing inventory, demographic assessments, and forecast population growth, identifying particular types of recreation facilities or programs which may be best suited to Bozeman’s envisioned future. Deliverables »Estimates of park and recreation demand fromthe year 2022 to 2042 »Evaluation of facilities, recreation, and specialevent needs »Comprehensive description of parks, tourism,and special event level of service standards »Summary of national and local trends inrecreational and leisure time demands andservices »Draft of the Demands and Needs chapter of thereport Phase 5: Capital Improvement Program SCJ will develop a preliminary list of possible capital improvements, then prioritize them into a final 6- year Capital Improvement Program (CIP) and long-term 20-year list of projects and investments. The CIP willinclude capital improvements and facility programsthat list possible land acquisitions, development,and renovation projects prioritized by anticipatedimplementation, with possible funding sourcesidentified, including any capital project to be submittedto possible local, state, and federal sources for fundingconsiderations. This task will also address the City’s needto review and revise its parks impact fee structure andordinance, consider a different organizational approachto fund parks system improvements and programs,and develop a protocol to monitor the community’srecreation needs. 5.1 CIP Strategy, Goals, and Objectives Armed with an understanding of the community’s desired quality of life, we will develop a GIS-based project selection model to quickly test the validity of each of the proposed improvements. All requirements will be prioritized based on an agreed-upon decision making process and an execution timeline based on budget constraints provided by the city and expected funding opportunities. 225 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 21 5.2 Parks, Recreation, Open Space, and Trail/Transportation Improvements We will develop an initial project improvement “wish-list” and, based on feedback from both the City and the public, work with the City of Bozeman to add additional specificity to each improvement, and then narrow the CIP project list into a 6-year priority list and a longer term 20-year list. The projects will be described in concept-level graphic form with accompanying narratives describing the programmed requirements for each park, recreation facility, or trail, along with a budget-level cost estimate. 5.3 Opinion of Probable Cost We will develop opinions of probable cost for each project, providing costs in a format ready for funding applications. 5.4 CIP Project Summary and Implementation Schedule We will compile an overview summary table with the CIP projects listed by target year of implementation or ranked by priority. A narrative for the implementation strategy will be developed. Deliverables »Project draft concept graphics and narratives »Draft of Chapter 5 of the report »Weekly Progress Report submitted via email inPDF format »Progress billings submitted monthly submittedvia email in PDF format »Project schedule updates submitted via email inPDF format »Minutes for meetings submitted via email in PDFformat Phase 6: Final PROSAT Plan Development and Approval SCJ will assemble all chapters of the PROSAT plan into a final draft report. A series of overview presentations will be given to City Council or the Parks Board providing a summary of changes to each chapter, with enough detail to inform approval of the final plan. 6.1 Draft PROSAT Plan We will compile a draft PROSAT plan for review by the City, Parks Advisory Board, and City Council, presenting the draft plan to these groups as appropriate. The plan will include appendices to detail the facilities analysis, public engagement process, and potential funding sources. 6.2 Final PROSAT Plan Following input from others, we will compile a final PROSAT plan for review by the City, Parks Advisory Board, City Council, and other key stakeholders, presenting the final plan to these groups as appropriate. Deliverables »Draft PROSAT plan »Two (2) meetings with the Parks Advisory Board »Two (2) meetings with the City Council »Final PROSAT plan »Priority Project Funding Application SupportPackage (info needed for initial fundingapplications) 226 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 22 2021 2022 M J J A S O N D J F M A M Phase 1: Planning Context, Goals, and Objectives 1.1 Project Planning 1.2 Review of Past and Current Planning Documents 1.3 Orientation Interviews 1.4 Vision and Mission Statement 1.5 Goals and Objectives Phase 2: Inventory and Assessment 2.1 Develop City and County Planning Profiles 2.2 Parks and Recreation Assets, Program, and Services Inventory and Condition Phase 3: Public Engagement Program 3.1 Public Engagement Plan 3.2 Needs Assessment and Recreation Demand Survey 3.3 Project Visioning Charette and Online Workshop 3.4 Community Priorities Survey Phase 4: Demands and Needs Analysis 4.1 Develop Level of Service 4.2 Peer Community Comparison 4.3 Local, Regional, and National Recreational Trends Phase 5: Capital Improvement Program 5.1 CIP Strategy, Goals, and Objectives 5.2 Parks, Recreation, Open Space, and Trail/Transportation Improvements 5.2 Opinion of Probable Cost 5.3 CIP Project Summary and Implementation Schedule Phase 6: Final PROSAT Plan Development and Approval 6.1 Draft PROSAT Plan 6.2 Final PROSAT Plan Proposed Schedule SCJ staff members are well positioned to take on this project immediately upon notice to proceed and to dedicate resources to this project to keep it moving forward on schedule. We will pay attention to key critical path drivers to ensure timely delivery, and will work closely with the City to streamline planning, public engagement, and review. 227 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 23 F. Budget 228 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 24 SCJ Alliance Billing Rate Schedule – May 2019 Classification Hourly Billing Rate Senior Principal Consultant $250.00 - $350.00 Principal $185.00 - $270.00 Principal Landscape Architect $160.00 - $190.00 Senior Consultant $190.00 - $275.00 Senior Project Manager $160.00 - $210.00 Project Manager $125.00 - $170.00 Project Engineer II $120.00 - $150.00 Project Engineer I $110.00 - $140.00 Senior Design Engineer $120.00 - $170.00 Design Engineer $90.00 - $125.00 Senior Designer $110.00 - $160.00 Designer $80.00 – $115.00 Project Landscape Architect $115.00 - $160.00 Landscape Architect I $100.00 - $135.00 Landscape Designer $80.00 - $110.00 Senior Planner $120.00 - $175.00 Planner $95.00 - $140.00 Environmental Scientist $155.00 - $170.00 Senior Transportation Planner $125.00 - $175.00 Transportation Planner $100.00 - $130.00 Construction Inspector $75.00 - $110.00 Graphic Designer $95.00 - $115.00 Project Coordinator II $95.00 - $125.00 Project Coordinator I $80.00 - $105.00 Project Accountant $100.00 - $130.00 Administrative Assistant $70.00 - $80.00 Information Services Manager $170.00 - $180.00 Information Technology Specialist $85.00 - $135.00 Communications Manager $120.00 - $140.00 Communications Specialist $80.00 - $95.00 Senior Marketing Coordinator $125.00 - $145.00 Technician $70.00 - $90.00 Other Fees: • Direct project expenses and reproduction costs are billed at cost plus 10% Reimbursable Expenses: • Mileage • Mylar $0.65/Mile $20.00/Sheet These rates are current as of May of 2019 and will be subject to change on a yearly basis SCJ Alliance Billing Rate Schedule 229 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 25 City of Kennewick Terry Walsh, Executive Director 509.585.4242 terry.walsh@ci.kennewick.wa.us City of Quincy Carl Worley, Public Works Director 509.787.3523 x255 cworley@quincywashington.us City of University Place Gary Cooper, Director of Public Works 253.460.6494 gcooper@cityofup.com Homestead Park in University Place G. References 230 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 26 H. Affirmation of Nondiscrimination 231 Proposal Evaluation Comprehensive Parks, Recreation, and Active Transportation Plan FIRM/CONTRACTOR NAME: _________________________________ REVIEWER:__________________________________________ SELECTION CRITERIA: Proposals will be evaluated by a Selection Committee who will individually score proposals out of a total of 100 possible points based on the request for proposal criteria and scoring. (30 pts.) Project team qualifications and demonstrated competencieswith similar projects __________ Descriptions detailing completed similar projects or relevant project experience that the applicant team has executed. Unique experience of the team members that are assets to the local partners and staff. Individual qualifications Team experience/qualifications Relevancy of experience– surveys, writing, community engagement, active transportation, level of service/equity/sustainability (25 pts.) Project approach, content & capacity (strategy and timeline to complete the project considering other workload, agility) __________ A description of the approach to be taken toward completion of the Scope of Services and understanding of the City’s requests. Proposal should include the availability of key staff,firm workload capacity, in-house resources Timeline and deliverables to complete the project. Does the project approach include effective and innovative solutions for achieving tasks? Do they present a cohesive plan to complete the work? How will different team partners work together and with local staff and partners? (20 pts.) Experience creating innovative public engagement methods and responding to changing conditions _________ A description of the expertise with public engagement and the ability to provide innovative solutions in response to changing conditions such as unexpected public direction or input, board or commission direction, covid 19 protocol. On-going evaluation and adjustment Explanation of the designated teamas well as sub-contractors who are best suited to conduct public interactions. 232 Effective and innovative methods and competences to complete this portion of project. Demonstrate how they would lead or contribute to a team process. (15 pts.) Understanding of community context ____________ Describe the firm’s familiarity with the local Bozeman community, ability to understand the associated challenges existing within the community context and incorporate them into a comprehensive planning strategy for the project. Does their proposal show evidence of understanding or research done to gain understanding. Do they have a local representative of their team. (10 pts.) Presentation of proposal ____________ Is the proposal provided in a well-organized, readable document that includes strong visual component such as mapping, photography, illustrations. Is the proposal complete? TOTAL SCORE (MAXIMUM 100 POINTS): ______________ Additional Remarks: 233 Proposal Evaluation Comprehensive Parks, Recreation, and Active Transportation Plan FIRM/CONTRACTOR NAME: _________________________________ REVIEWER:__________________________________________ SELECTION CRITERIA: Proposals will be evaluated by a Selection Committee who will individually score proposals out of a total of 100 possible points based on the request for proposal criteria and scoring. (30 pts.) Project team qualifications and demonstrated competencies with similar projects __________ Descriptions detailing completed similar projects or relevant project experience that the applicant team has executed. Unique experience of the team members that are assets to the local partners and staff. • Individual qualifications • Team experience/qualifications • Relevancy of experience– surveys, writing, community engagement, active transportation, level of service/equity/sustainability (25 pts.) Project approach, content & capacity (strategy and timeline to complete the project considering other workload, agility) __________ A description of the approach to be taken toward completion of the Scope of Services and understanding of the City’s requests. • Proposal should include the availability of key staff, firm workload capacity, in-house resources • Timeline and deliverables to complete the project. • Does the project approach include effective and innovative solutions for achieving tasks? • Do they present a cohesive plan to complete the work? How will different team partners work together and with local staff and partners? (20 pts.) Experience creating innovative public engagement methods and responding to changing conditions _________ • A description of the expertise with public engagement and the ability to provide innovative solutions in response to changing conditions such as unexpected public direction or input, board or commission direction, covid 19 protocol. • On-going evaluation and adjustment • Explanation of the designated team as well as sub-contractors who are best suited to conduct public interactions. 234 • Effective and innovative methods and competences to complete this portion of project. • Demonstrate how they would lead or contribute to a team process. (15 pts.) Understanding of community context ____________ Describe the firm’s familiarity with the local Bozeman community, ability to understand the associated challenges existing within the community context and incorporate them into a comprehensive planning strategy for the project. • Does their proposal show evidence of understanding or research done to gain understanding. • Do they have a local representative of their team. (10 pts.) Presentation of proposal ____________ Is the proposal provided in a well-organized, readable document that includes strong visual component such as mapping, photography, illustrations. Is the proposal complete? TOTAL SCORE (MAXIMUM 100 POINTS): ______________ Additional Remarks: 235