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HomeMy WebLinkAbout04-27-21 PROST Plan Update Committee Agenda & PacketA.Call meeting to order at 12:30pm
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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
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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
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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.
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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.
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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
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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.
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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.
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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
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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
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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
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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.
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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
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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.
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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
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• 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
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White River Vision Plan, Central Indiana
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BUDGET
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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
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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
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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
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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
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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
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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
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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
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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.”
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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.
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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
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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
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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.
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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)
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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
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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
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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
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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:
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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
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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
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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)
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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
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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.
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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.
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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
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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
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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
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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
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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.
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Comprehensive Parks, Recreation, and Active Transportation Plan 27
Robert Peccia & Associates
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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
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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
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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.
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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
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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
+
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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
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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
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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
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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.
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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
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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
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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
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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
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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
Parks, Recreation, and Open Space Plan – University Place, WA
Lake Forest Park PROST Plan, 2006 and 2016 – Lake Forest Park, WA
Parks, Recreation, Open Space, and Trails Plan – Normandy Park, WA
Washington State Parks Sound-Friendly Vision Plans – Washington State Parksand Recreation Commission
Orangegate 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
Parks Plan Update – Pasco, WA
Parks and Recreation Plan – Chelan County, WA
City Parks, Recreation, and Open Space Plan –Kennewick, WA
Waterfront and City Pier Master Plans – Port Angeles, WA
Liberty Lake Regional Park Master Plan – Spokane County, WA
Columbia 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
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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
Moses Lake General Planning Services – Moses Lake, WA
Medical Lake General Planning Services – Medical Lake, WA
Airway Heights Central Business District – Airway Heights, WA
Imagine Hayden Comprehensive Plan Update –Hayden, ID
Chewelah Downtown and Subarea Plan – Chewelah, WA
Downtown 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
Helena Growth Policy Update – Helena, MT
Kettle Falls Comprehensive Plan Update –Kettle Falls, WA
Medical Lake Comprehensive Plan Update –Medical Lake, WA
Chewelah Comprehensive Plan Update –Chewelah, WA
Imagine Hayden Comprehensive Plan Update –Hayden, ID
Millwood Comprehensive Plan Update –Millwood, WA
Education
BS, Landscape Architecture, Washington State University
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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
9th Street Park – East Wenatchee, WA
Quincy PROST Plan (PROS with Non-Motorized Trail Plan) – Quincy, WA
Orangegate Park and Half-Dollar Park Master Plans –Pierce County, WA
University Place PROS Plan – University Place, WA
Live Oak Community Park – Cypress, TX
Shumard 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
Bozeman Transportation Master Plan, Bozeman, MT
Belgrade Transportation Plan Update (2017), Belgrade, MT
Missoula Area Community Transportation Safety Plan (2018), Missoula, MT
Paradise Valley Corridor Planning Study, Park County, MT
Yaquina Head Transportation Master Plan, Newport, OR
Greater 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
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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
Florida Scenic Highway Program
Jekyll Island Carrying Capacity & Infrastructure Study, GA
North Carolina Transportation Aesthetic Guidance Manual
Brunswick County Greenway & Blueway Sustainable Plan, NC
Charting Buffalo, Buffalo Bayou, TX
Tallassee Forest Conservation Plan – Athens-Clarke County, GA
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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
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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:
Societal Risk
Flood Risks
High Wind Risk Areas
Storm Surge
Population Density
Economic Impacts
Impact on Natural Resources
Displaced households
Sea Rise Vulnerability
Historic 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
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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:
Public Forums
Project Website
Social Media
Online Survey
Orientation Interviews
Ad hoc advisory committee
Parks Advisory Board
City 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
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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:
Visioning 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.
Analysis 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.
Recommendations 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.
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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.
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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
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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
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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.
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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.
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We will also inventory current recreation programs, including their type, frequency, popularity, and operational and maintenance costs. We will assess:
Current park classifications, as regional parks andtrails, community parks, local parks, mini-parks orparklets, natural or passive parks, and special-usefacilities
Park and recreational amenities for overall conditionand cleanliness, including structures, drainage,pathways, play equipment, wayfinding, parking,vegetation, and lighting
Programmed activities, whether local, regional, orprivate
Operational and maintenance costs
Life-cycle status
Current 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
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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.
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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)
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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.
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F. Budget
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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
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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
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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