HomeMy WebLinkAbout21- Professional Services Agreement - Agency Landscape & Planning - Recreation & Active Transportation PlanProfessional Services Agreement for Parks, Recreation and Active Transportation Plan
FY 2022 – FY 2023
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this 13th day of July, 2021, by and between
the CITY OF BOZEMAN, MONTANA,a self-governing municipal corporation organized and
existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman,
Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as
“City,” and, AGENCY LANDSCAPE AND PLANNING, LLC, with a mailing address of 91
Harvey Street, Suite 2, Cambridge, MA, hereinafter referred to as “Contractor.” The City and
Contractor may be referred to individually as “Party” and collectively as “Parties.”
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1.Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Contractor’s Scope of Services proposal attached hereto as Attachment A
and by this reference made a part hereof, which describes work to be performed to meet the City’s
Request for Proposals (RFP) and Scope of Work attached hereto as Attachment B.
2.Term/Effective Date: This Agreement is effective upon the Effective Date and will
expire on the 31
st day of October, 2022, unless earlier terminated in accordance with this Agreement.
3.Scope of Services: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services. For conflicts between this Agreement and
the Scope of Services, unless specifically provided otherwise, the Agreement governs.
4.Payment: City agrees to pay Contractor the amount specifiedin the Scope of Services
in Attachment A. The project total cost is not to exceed $156,000. Any alteration or deviation from
the described services that involves additional costs above the Agreement amount will be performed
by Contractor after written request by the City, and will become an additional charge over and above
the amount listed in the Scope of Services. The City must agree in writing upon any additional
charges.
5. Contractor’s Representations: To induce City to enter into this Agreement,
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Professional Services Agreement for Parks, Recreation and Active Transportation Plan
FY 2022 – FY 2023
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Contractor makes the following representations:
a.Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost, progress or performance of the Scope of Services.
b.Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform the services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
6.Independent Contractor Status/Labor Relations: The parties agree that Contractor
is an independent contractor for purposes of this Agreement and is not to be considered an employee
of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s
personnel policies handbook and may not be considered a City employee for workers’ compensation
or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in
any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers’ Compensation Act,
Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of
Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for
all members and employees of Contractor’s business, except for those members who are exempted
by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers’ compensation coverage by an insurer licensed and authorized to provide workers’
compensation insurance in the State of Montana; or (2) proof of exemption from workers’
compensation granted by law for independent contractors.
In the event that, during the term of this Agreement, any labor problems or disputes of any
type arise or materialize which in turn cause any services to cease for any period of time, Contractor
specifically agrees to take immediate steps, at its own expense and without expectation of
reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific
steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that
Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief
to the City so as to permit the services to continue at no additional cost to City.
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FY 2022 – FY 2023
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Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes.
7.Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses,
expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or
damages of whatever kind or nature connected therewith and without limit and without regard to the
cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent, reckless, or intentional misconduct of any of the Contractor’s agents.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or
intentional misconduct of the Contractor or Contractor’s agents or employees.
Such obligationsshall not be construed to negate, abridge, or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the City as
indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor’s indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should the City be required to bring an action against the Contractor to assert its right to
defense or indemnification under this Agreement or under the Contractor’s applicable insurance
policies required below, the City shall be entitled to recover reasonable costs and attorney fees
incurred in asserting its right to indemnification or defense but only if a court of competent
jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to
indemnify the City for a claim(s) or any portion(s) thereof.
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In the event of an action filed against the City resulting from the City’s performance under
this Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City, including the right of
contribution for loss or damage to person or property arising from, growing out of, or in any way
connected with or incident to the performance of this Agreement except “responsibility for [City’s]
own fraud, for willful injury to the person or property of another, or for violation of law, whether
willful or negligent” as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above, Contractorshall at Contractor’s expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor in this Section.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall
furnish to the City an accompanying certificate of insurance and accompanying endorsements in
amounts not less than as follows:
Workers’ Compensation – statutory;
Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
Automobile Liability - $1,000,000 property damage/bodily injury per accident; and
Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City shall be endorsed as an
additional or named insured on a primary non-contributory basis on both the Commercial General
and Automobile Liability policies. The insurance and required endorsements must be in a form
suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal.
Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any
required insurance coverage will be terminated or Contractor’s decision to terminate any required
insurance coverage for any reason.
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The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8.Termination for Contractor’s Fault:
a.If Contractor refuses or fails to timely do the work, or any part thereof, or fails
to perform any of its obligations under this Agreement, or otherwise breaches any terms or
conditions of this Agreement, the City may, by written notice, terminate this Agreement and
the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due
to Contractor’s Fault”). The City may then take over the work and complete it, either with its
own resources or by re-letting the contract to any other third party.
b.In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
c.Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d.In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9.Termination for City’s Convenience:
a.Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement, the City may
terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s
Convenience”). The termination shall be effective in the manner specified in the Notice of
Termination for City’s Convenience and shall be without prejudice to any claims that the City
may otherwise have against Contractor.
b.Upon receipt of the Notice of Termination for City’s Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as
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FY 2022 – FY 2023
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may be necessary to preserve, protect, and maintain work already completed or immediately
in progress.
c.In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of the
Notice of Termination for City’s Convenience.
d.The compensation described in Section 9(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising, or claimed to have arisen, as a result of the termination.
10.Limitation on Contractor’s Damages; Time for Asserting Claim:
a.In the event of a claim for damages by Contractor under this Agreement,
Contractor’s damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b.In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11.Representatives and Notices:
a.City’s Representative: The City’s Representative for the purpose of this
Agreement shall be Addi Jadin, Park Planning and Development Manager, or such other
individual as City shall designate in writing. Whenever approval or authorization from or
communication or submission to City is required by this Agreement, such communication or
submission shall be directed to the City’s Representative and approvals or authorizations shall
be issued only by such Representative; provided, however, that in exigent circumstances when
City’s Representative is not available, Contractor may direct its communication or submission
to other designated City personnel or agents as designated by the City in writing and may
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FY 2022 – FY 2023
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receive approvals or authorization from such persons.
b.Contractor’s Representative: The Contractor’s Representative for the
purpose of this Agreement shall be Brie Hensold, Principal Planner, or such other individual
as Contractor shall designate in writing. Whenever direction to or communication with
Contractor is required by this Agreement, such direction or communication shall be directed
to Contractor’s Representative; provided, however, that in exigent circumstances when
Contractor’s Representative is not available, City may direct its direction or communication
to other designated Contractor personnel or agents.
c.Notices:All notices required by this Agreement shall be in writing and
shall be provided to the Representatives named in this Section. Notices shall be deemed given
when delivered, if delivered by courier to Party’s address shown above during normal business
hours of the recipient; or when sent, if sent by email or fax (with a successful transmission
report) to the email address or fax number provided by the Party’s Representative; or on the
fifth business day following mailing, if mailed by ordinary mail to the address shown above,
postage prepaid.
12.Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman
business license, and inspections from applicable governmental authorities, and pay all fees and
charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers’
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and
State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination,
affirmative action, and utilization of minority and small business statutes and regulations.
14.Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by
Contractor of persons performing this Agreement shall be on the basis of merit and qualifications.
The Contractor will have a policy to provide equal employment opportunity in accordance with all
applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will
not refuse employment to a person, bar a person from employment, or discriminate against a person
in compensation or in a term, condition, or privilege of employment because of race, color, religion,
creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation,
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gender identity, physical or mental disability, except when the reasonable demands of the position
require an age, physical or mental disability, marital status or sex distinction. The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United
States Code, and all regulations promulgated thereunder.
Contractor represents it is, and for the term of this Agreement will be, in compliance with the
requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act).
Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has
been found guilty of within 60 days of such finding for violations occurring during the term of this
Agreement.
Contractor shall require these nondiscrimination terms of its subcontractors providing services
under this Agreement.
15.Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs,
by any employee or agent engaged in services to the City under this Agreement while on City property
or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of
and shall comply with its responsibilities and obligations under the U.S. Department of Transportation
(DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City
shall have the right to request proof of such compliance and Contractor shall be obligated to furnish
such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing its employees and agents in safe work practices.
16.Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor’s rights, including the right to compensation or duties arising
hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor’s compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
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reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18.Non-Waiver: A waiver by either party of any default or breach by the other party of
any terms or conditions of this Agreement does not limit the other party’s right to enforce such term
or conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19.Attorney’s Fees and Costs: In the event it becomes necessary for either Party to
retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice
required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable
attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City
Attorney’s Office staff.
20.Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21.Dispute Resolution:
a.Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to assist
in the negotiated settlement discussions.
b.If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22.Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
23.Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
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24.Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
25.Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
26.Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
27.No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28.Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29.Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained herein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties other
than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
30.Consent to Electronic Signatures: The Parties have consented to execute this
Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act,
Title 30, Chapter 18, Part 1, MCA.
**** END OF AGREEMENT EXCEPT FOR SIGNATURES ****
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FY 2022 – FY 2023
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IN WITNESS WHEREOF,the parties hereto have executed this Agreement the day and
year first above written or as recorded in an electronic signature.
CITY OF BOZEMAN, MONTANA ____________________________________
CONTRACTOR (Type Name Above)
By________________________________By__________________________________
Jeff Mihelich, City Manager
Print Name: ___________________________
Print Title: ____________________________
APPROVED AS TO FORM:
By_______________________________
Greg Sullivan, Bozeman City Attorney
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Principal and Co-Founder
Agency Landscape + Planning
Brie Hensold
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 02140DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
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Downtown Bozeman Improvement Plan, Bogert Park
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EXECUTIVE
SUMMARY
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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
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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.
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High Line Canal Framework Plan, Denver, CO
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FIRM PROFILE
+ PROJECT
PERSONNEL
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 StewartDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 StewartDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 StewartDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 StewartDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 StewartDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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-
842-8123BerryDunnDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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)BerryDunnDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 + DesignDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 + DesignDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 + DesignDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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, LLCDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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 InstituteDocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
32
Grand Rapids Parks and Recreation Strategic Master Plan †
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
33
EXPERIENCE
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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.
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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
DocuSign Envelope ID: 98F33AD3-CEBF-454C-8F4B-EA3B47BC3DF6
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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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?
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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
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Meck Playbook, Mecklenburg County, NC
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SCOPE OF
PROPOSAL
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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.
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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
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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
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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
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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
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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
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Greensboro Plan2Play, Greensboro, NC
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REFERENCES
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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)
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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
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Caption
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AFFIRMATION
OF NON-
DISCRIMINATION
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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
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Request for Proposals (RFP)
Comprehensive Parks, Recreation,
and Active Transportation Plan
City of Bozeman
Bozeman, MT
City of Bozeman
PO Box 1230
Bozeman, MT 59771-1230
agenda@bozeman.net
February 2021
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Request for Proposals
Comprehensive Parks, Recreation and Active Transportation Plan
TABLE OF CONTENTS i
Table of Contents
NOTICE .......................................................................................................................................................... ii
REQUEST FOR PROPOSALS ............................................................................................................................ 1
INTRODUCTION ................................................................................................................... 1
PROJECT DESCRIPTION ........................................................................................................ 2
PROJECT LOCATION ............................................................................................................ 5
SCOPE OF WORK ................................................................................................................. 5
PROPOSAL REQUIREMENTS ................................................................................................ 5
TIMELINES, DELIVERY DEADLINE, AND INSTRUCTIONS ...................................................... 8
AMENDMENTS TO SOLICITATION ....................................................................................... 8
CONTACT INFORMATION .................................................................................................... 8
SELECTION PROCEDURE ...................................................................................................... 8
SELECTION CRITERIA ........................................................................................................... 9
FORM OF AGREEMENT ....................................................................................................... 9
CITY RESERVATION OF RIGHTS / LIABILITY WAIVER ........................................................... 9
MISCELLANEOUS ............................................................................................................... 10
ATTACHMENTS .................................................................................................................. 11
ATTACHMENT 1: NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ................................................. xii
ATTACHMENT 2: PROFESSIONAL SERVICES AGREEMENT ..........................................................................xiii
ATTACHMENT 3: PLANNING AREA MAPS .................................................................................................. xxv
ATTACHMENT 4: SCOPE OF WORK ............................................................................................................ xxx
ATTACHMENT 5: SUPPLEMENTAL GRANT INFORMATION .................................................................... xxxvi
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Request for Proposals
Comprehensive Parks, Recreation and Active Transportation Plan
NOTICE ii
NOTICE
NOTICE IS HEREBY given that the City of Bozeman (City) is seeking proposals for professional services
from qualified firms to update its comprehensive parks, recreation and trails plan and develop a new
active transportation plan.
The purpose of this plan is to create an overarching document that assesses and makes
recommendations to provide for sufficient parkland, trails, and recreation/ aquatics programs and
facilities for Bozeman citizens. It will also guide the expansion of these essential services as the
community grows and changes. The recommendations in the plan will be based on an updated review of
community needs and priorities and may result in the revision of local development code requirements,
procedures, and criteria. The work will also be used to analyze and make recommendations regarding
the role of the parks, recreation, and active transportation systems in fulfilling the goals of recently
adopted and applicable City of Bozeman plans and guiding documents or professional, industry metrics.
Lastly, the plan will make recommendations and craft supporting documents to improve the efficacy of
department tasks, including master park plan review, individual park site plan review, and recreational
programming, cost-recovery and marketing.
The work to complete all required elements will be in conjunction with City of Bozeman professional
staff and partner organizations. Consultant responsibilities are describe in the request for proposal
including background research and analysis of relevant state and local laws, policies and plans;
participation in the creation and implementation of a public outreach and engagement plan adaptable
to changing travel and assembly guidelines due to the coronavirus disease; needs assessment and
community goal, objective, and priority development; assessment of the level of service of existing
parks, recreation and active transportation systems and services; implementation/policy
recommendations for improving both the City’s recreational program offerings and the land-use/urban
design components of the park system, including natural areas and the active transportation network.
Copies of the Request for Proposals are available on the City’s website at
https://www.bozeman.net/government/city-clerk/bids-rfps-rfqs.
All proposals must be provided as a single, searchable PDF document file and be submitted digitally as an
email attachment to the RFP Recipient email address below. Respondents are advised that Recipient’s
email attachment size limit is 25MB and that only one PDF file will be allowed per response. The subject
line of the transmittal email shall clearly identify the RFP title, company name and due date/time. File
sizes greater than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of
the Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is completed,
and that the Recipient is separately notified via email of same, prior to the given deadline.
Deliver RFPs via email to the City Clerk by 3:00 p.m. April 16, 2021. It is the sole responsibility of the
proposing party to ensure that proposals are received prior to the closing time as late submittals will not
be accepted and will be returned unopened.
The email address for submission is: agenda@bozeman.net
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Request for Proposals
Comprehensive Parks, Recreation and Active Transportation Plan
NOTICE iii
NON-DISCRIMINATION AND EQUAL PAY
The City of Bozeman is an Equal Opportunity Employer.
Discrimination in the performance of any agreement awarded under this RFQ on the basis of race, color,
religion, creed, sex, age, marital status, national origin, or actual or perceived sexual orientation, gender
identity or disability is prohibited. This prohibition shall apply to the hiring and treatment of the awarded
entity’s employees and to all subcontracts.
As such, each entity submitting under this notice shall include a provision wherein the submitting entity,
or entities, affirms in writing 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 which also recognizes the eventual contract will contain a provision prohibiting
discrimination as described above and that this prohibition on discrimination shall apply to the hiring and
treatment of the submitting entity’s employees and to all subcontracts.
In addition, pursuant to City Commission Resolution 5169, the entity awarded a contract under this RFQ
and any subcontractors must abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana
Equal Pay Act), and affirm it will abide by the above and that it 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 (see Appendix A).
Any administrative questions regarding proposal procedures should be directed to: Mike Maas, City Clerk
(406) 582-2321, agenda@bozeman.net.
Questions relating to the RFP should be directed to: Addi Jadin, Parks Planning and Development
Manager, (406) 582-2908, ajadin@bozeman.net.
DATED at Bozeman, Montana, this Wednesday, March 3, 2021.
Mike Maas
City Clerk
City of Bozeman
FOR PUBLICATION ON:
Sunday, March 7
Sunday, April 4
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REQUEST FOR PROPOSALS
INTRODUCTION
The City of Bozeman, with an incorporated population approaching 50,000, is one of the fastest
growing micropolitan areas in the country. There are high rates of development in both infill
and edge locations in the City and outside of the City limits as well, with high rates of
employment growth in both. Bozeman is the home of Montana State University, is a major
gateway to Yellowstone National Park, and is served by Yellowstone International Airport which
has the highest annual boardings in the state.
The Parks and Recreation Department manages approximately 77 parks within the City of
Bozeman and 67 miles of trails. The parks and trails fall within over 200 parcels and total about
900 acres. Not all of the parkland is fully developed including about 40 acres of the Bozeman
Sports Park awaiting ground cover and roughly 100 acres of lakes, ponds, streams, and
wetlands. The Department also manages 4 recreational/cultural buildings, 2 aquatic facilities,
pavilion reservations, 35 user groups and approximately 50 special events in parks annually.
The Parks Division has 16 full-time employees, 17 short-term and 3 seasonal workers (21 FTE)
and the Recreation Division has 2 full-time, 5 part-time and 7 seasonal employees (5 FTE).
Another 6 full-time, 10 part-time, and 16 short-term employees (14 FTE) make up the Aquatics
staff. Aquatics manages 90,000 visits annually and 20 varied activities. The Parks Division is
funded through a Parks and Trails District and the Recreation and Aquatics Division is funded
through the General Fund.
The City of Bozeman’s current Parks, Recreation, Open Space and Trails (“PROST”) Plan was
adopted December 17, 2007. As in 2007, Bozeman’s parks and recreation programs and
facilities continue to be identified by residents as essential to the City’s quality of life. Because
of this continued community support, two major funding priorities of the PROST Plan have
been carried out over the last decade:
1. In 2012, voters approved a $15 million Trails, Open Space and Parks (TOP) bond
program which has leveraged over $15 million in outside funding, increased parkland
by 145 acres, and expanded 3 miles of trails so far;
2. In 2020, amidst the pandemic, Bozeman residents voted overwhelmingly in favor of
passing the Parks and Trails District to solve deferred maintenance, provide a dedicated
funding source for park maintenance and operations, and to establish basic standards
for parks and trails maintenance across the City.
And City staff are currently exploring the colocation of a new aquatics and recreation center
with a library facility that, if approved, would complete a significant facility expansion long-
overdue but with relevance for decades to come.
The 2007 PROST Plan and its Trails Map provided excellent guidance for creating an
outstanding number of trails and paths throughout the community, largely through subdivision
development. Most neighborhoods are fortunate to have gravel or natural surface trails close
by and the City’s paved pathway network has been expanding thanks to their prioritization
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within the Bozeman Transportation Master Plan (TMP). The network is often fragmented,
however, due to the prioritization of cars, changing development code requirements, and lack
of wayfinding. Perhaps more significantly, the objectives of the PROST Plan regarding trails are
not always synchronized with the TMP and implementation of the two documents is managed
and funded by two different departments.
The vision, mission and guiding principles in the 2007 PROST Plan are as relevant today as they
were then. However, as in the national dialogue within the parks and recreation profession,
the importance of racial equity, inclusion and environmental sustainability to the City of
Bozeman is now well-documented in policy and planning documents. Efforts are underway
within the City organization to assess and address these issues and it is expected that this
update process continue the discussion as it relates to the Parks and Recreation Department
and the Scope of Work. In addition to those themes, there are topics relevant to the plan
update process within other recently adopted plans. The City of Bozeman’s Strategic Plan
notes that active recreation is an integral part of a safe, welcoming community and that
connected parks and trails are integral to the City’s high-quality urban approach to planning
and a sustainable environment. The City Commission and City Management have mandated
that major projects strive to meet the goals of the City’s Strategic Plan. In addition, the City
has recently adopted an updated growth policy, the Bozeman Community Plan 2020 (BCP),
and the Climate Action Plan which give further direction on major themes to be explored.
For the purposes of this Request for Proposal (RFP), the word “parks” shall be understood to
include the City’s active and passive parks, linear parks, urban pocket parks, and natural spaces
including watercourses, wetlands or other scenic buffers. “Recreational programming”
includes the formally organized, free or fee-based services provided by the Recreation and
Aquatics Divisions or partner organizations within city parks and facilites including youth
athletics and camps, adult fitness, aquatics, and other cultural programming and events.
“Active Transportation” is meant to describe the use of both recreational and commuter trails.
“Trail” is used broadly to mean all types of routes used for walking, running, biking or moving
with personal mobility devices whether within parks, on-street, along streets or on private lots
with public easements.
PROJECT DESCRIPTION
A.Plan Purpose and Objectives
The purpose of this plan is to create 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 is
expected to update our existing framework for developing and managing the City’s
parks, recreation, and active transportation systems to ensure alignment with adopted
City priorities such as equity, inclusivity and environmental sustainability—along with
community-identifed values identified during the outreach and engagement process.
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The recommendations in the plan will be based on an updated review of community
needs and priorities and may result in the revision of local development code
requirements, procedures, and criteria established in accordance with Sections 76-3-621
and 76-2-304, Montana Code Annotated, and rules and requirements for parks in new
developments located in Chapter 26 and Division 38.420, respectively, of the Bozeman
Municipal Code.
The work will also be used to analyze and make recommendations regarding the role of
the parks, recreation, and active transportation systems in fulfilling the goals of recently
adopted and applicable plans and guiding documents. Lastly, the plan will make
recommendations and craft supporting documents to improve the efficacy of
department tasks, including master park plan review, individual park site plan review,
and recreational programming, cost-recovery and marketing.
Specifically, this plan will be used to:
•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.
It is envisioned that the Active Transporation Plan will serve as an addendum to the
Parks and Recreation Plan and the 2017 Transportation Master Plan. The document will
be a significant step forward in ensuring that the visionary goals within the Bozeman
Community Plan 2020 are met, particularly Theme 5 which outlines goals, objectives,
and actions for “a City that prioritizes accessibility and mobility choices” and Goal DCD-
3: “Ensure multimodal connectivity within the City”. As identified in the Climate Action
Plan’s engagement feedback, it is assumed that Bozeman would be able to achieve 26%
of residents choosing to walk, bike, carpool, or use transit.
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The Active Transportation Plan will be used to achieve such goals and harmonize the
recreational and commuter trails systems by:
•updating classifications and specifications for recreational and commuter
trails;
•establishing priorities for improving or expanding different trail segments;
•incorporating recreational and commuter trail segements into a
comprehensive active transportation network; and
•guiding the funding, management, and maintenance of the active
transportation network.
This effort is to be coordinated with the Gallatin County Triangle Trails Plan and the
work of community trail partners to envision a truly regional network of interconnected,
well-marked, trails.
B. Planning Process
The work to complete all required elements will be in conjunction with City of Bozeman
professional staff and partner organizations. Consultant responsibilities will specifically
include the tasks outlined in the Scope of Work (see Section IV and Attachment 4). Firms
shall commit to participating in an extensive community engagement process including
internal City staff and partners in other community organizations and institutions. More
details are provided in Attachment C – Task 2 and Attachment 5 which has details about
a Safe Routes Partnership grant awarded to a local partner to assist in the community
engagement process. The Planning process will not only collect relevant data and provide
recommendations, it will also be used to educate the public about key issues of relevance.
The entire process, including meetings, consultant visits, and engagement activities must
be adaptable to changing travel and assembly guidelines due to the coronavirus disease.
C.General
The updated plan is expected to be presented in an attractive format using photographs,
graphics, maps, and web-based platforms where appropriate.
The City of Bozeman understands that one firm alone may not be able to complete all of
the components of the analysis. With this in mind, the City will accept proposals from a
collaboration of more than one firm as long as one firm is the lead and partner firms are
subcontracted by the lead firm.
This RFP shall not commit the City to enter into an agreement, to pay any expenses
incurred in preparation of any response to this request, or to procure or contract for any
supplies, goods or services. The City reserves the right to accept or reject all responses
received as a result of this RFP if it is in the City’s best interest to do so.
By offering to perform services under this RFP, all Submitters agree to be bound by the
laws of the State of Montana and of the City, including, but not limited to, applicable wage
rates, payments, gross receipts taxes, building codes, equal opportunity employment
practices, safety, non-discrimination, etc.
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Staff and committee notes on the existing plan will also be provided upon selection of a
consultant team.
PROJECT LOCATION
The project area is the City of Bozeman, MT and its growth and planning area outside of the
City’s limits as depicted in Appendix 4: Planning Area Maps and as described in the Bozeman
Community Plan 2020:
Bozeman’s Planning Area is generally the area of the City’s future municipal water and
sewer service boundary. It includes the City of Bozeman as well as a half-mile to two-mile
area around the City in the Gallatin County jurisdictional area. The Planning Area is nearly
70.8 square miles. The City’s current footprint is 20.9 square miles. Much of the area
within the planning area and outside of the City has already been developed.
The Planning Area boundary also overlaps with that of the nearby City of Belgrade.
SCOPE OF WORK
The specific work to be undertaken by the successful firm for the comprehensive master
planning process is described in Attachment 4: Scope of Work, and respondents should include
in their proposals how they will lead the completion of this work. The work described is
considered to be the minimum required to complete this process. In their submittals, firms
should propose additions or edits to this scope that lend to the best process and outcomes.
Following the firm selection process, a meeting will be held with the successful firm to
negotiate the final scope of work and a contract for services (Attachment 2: Professional
Services Agreement), including discussion about ongoing adjustments of Covid-19 protocols.
Therefore, the City of Bozeman reserves the right to make revisions to the final scope of work.
PROPOSAL REQUIREMENTS
Firms interested in providing the services described above are requested to submit the following
information. Responses to each item should appear in the same order as in this RFP and should
identify the item to which the responses applies. For co-Respondents, please include information
for all firms responding.
A.Title Page
The title page shall include the name of the firm(s), address(es), contact(s), telephone
number(s) and email address(es) to contact for information regarding the proposal. The
title page must bear the signature of authorized representative of the Respondent and
designates, by name, not more than two individuals authorized to sign agreements with
the City on behalf of the Respondent.
B.Executive Summary
This section shall provide an overview of the proposal and the Respondent’s
understanding of the City’s needs. The summary should also include any experience the
Respondent wishes to highlight, as well as any relevant conditions or restrictions.
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C.Firm Profile & Project Personnel
Provide information about firm(s), including:
1.Location, number of employees, and ownership.
2.Describe the firm’s history. Include information on how many years the firm has
worked in this topic area. Identify the firm’s annual volume of business, and speak to
the firm’s current workload.
3.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.
4.Brief resumes shall be provided for each key project individual (no longer than one
page) and description of their availability to contribute including approximate hours
per month. Any proposed subcontractors should be clearly identified and their
profiles described.
5.Primary contact information for each firm including contact name(s) and title(s),
mailing address(s), phone number(s), and email address(s).
D.Experience
If more than one firm is included in the response, specify which firm brings the relevant
experience as requested in items 1-6. If all firms have relevant experience in a given
item, each firm may provide a response.
1.Describe firm’s experience performing a comprehensive parks and recreation
planning process similar in scope and demonstrate a working knowledge and
understanding of the necessary procedures to successfully complete all aspects of
this work.
2.Describe firm’s experience performing an active transportation planning process
similar in scope and and demonstrate a working knowledge and understanding of
the necessary procedures to successfully complete all aspects of this work.
3.Describe firm’s approach to ethical data governance, including collection, usage and
storage, and proficiency ensuring the process does not inadvertently perpetuate
inequities.
4.Demonstrate firm’s experience crafting engaging and visual representations of data.
E.Scope of Proposal
1.Provide a detailed narrative of the services proposed if awarded the contract per the
Scope of Services described in Attachment 4. Describe the methodology and
framework for data collection, community engagement, data analysis,
visual/geospatial data reporting, and development of equity indicators. Include
assumptions used and the limitations of the analysis.
2.Describe the methods and technical tools used to reach and include community
members. Touch on relevant experience conducting inclusive and accessible
community engagement virtually or modified to account for COVID-19 safety
precautions.
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3.Describe the methods and timeline of communication you will use with the City’s
Project Manager and other parties including anticipated site visits.
4.Provide an outline of the schedule for completing tasks. Include deliverable
milestones.
5.Include a description of the software and other analysis tools to be used in data
collection, analysis, data visualization and reporting.
6.Identify what portion of work, if any, may be subcontracted.
F.Budget
The secured budget for this proposal is $156,000. The City has an additional $8,000 for
direct costs to the project and a local partner has received a grant to support public
engagement activities using the Safe Routes to Parks Action Framework (see
Attachment 5 for more information). Along with a local partner, the Gallatin Valley Land
Trust, the City has also applied for $50,000 to support creation of a city-wide wayfinding
plan. This element is described as an Add Alternative to be incorporated into the Active
Transportation Plan if the award is received (see Attachment 5 for grant details).
Applicants are invited to submit proposals with the tasks prioritized to aid the City in
working together with the selected firm to identify and implement core tasks within the
budget available for this project. In your response to this proposal, please provide the
following:
1.Estimated Hours by Task: Provide estimated hours for each proposed task by job
title and employee name, firm, including the time required for meetings, conference
calls, etc.
2.Cost by Task: Provide the cost of each task identified in the Scope of Proposal
section detailed by employee/job position and number of hours. Provide a total not
to exceed figure for the Scope of Proposal. Price all additional services/deliverables
separately.
3.Schedule of Rates: Provide a schedule of billing rates by category of employee and
job title to be used during the term of the Agreement. This fee schedule will be firm
for at least one (1) year from the date of the Agreement. The fee schedule will be
used as a basis for determining fees should additional services be necessary. A fee
schedule for sub-consultants, if used, shall be included.
4.All direct costs (i.e., travel, printing, postage, etc.) specifically attributed to the
project and not included in the billing rates must be identified.
G.References
Please provide name and contact information for at least three references for similar
projects completed in the last three years.
H.Affirmation of Nondiscrimination (see Appendix A)
Non-completion of the Affirmation of Nondiscrimination is cause for disqualification of
firms.
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TIMELINES, DELIVERY DEADLINE, AND INSTRUCTIONS
EVENT DATE/TIME
Publication dates of RFP Sunday, March 7, 2021
Sunday, April 4, 2021
Deadline for receipt of questions 5:00 p.m. on Wednesday, March 31, 2021
Deadline for receipt of proposals No later than 3:00 p.m. April 16, 2021
Evaluation of proposals completed by April 23, 2021
Interviews and Selection of consultants
completed by
May 7, 2021
With the exception of the advertising dates and advertised due date, the City reserves the right
to modify the above timeline.
Deliver RFPs via email to the City Clerk (agenda@bozeman.net) by 3:00 p.m. MST April 16, 2021.
It is the sole responsibility of the proposing party to ensure that proposals are received prior to
the closing time as late submittals will not be accepted and will be returned unopened.
All proposals must be provided as a single, searchable PDF document file and be submitted
digitally as an email attachment to the RFP Recipient email address
agenda@bozeman.net. Respondents are advised that Recipient’s email attachment size limit is
25MB and that only one PDF file will be allowed per response. The subject line of the transmittal
email shall clearly identify the RFP title, company name and due date/time. File sizes greater
than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of the
Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is
completed, and that the Recipient is separately notified via email of same, prior to the given
deadline.
AMENDMENTS TO SOLICITATION
Any interpretation or correction of this request will be published on the City’s webpage. The
deadline for questions related to this document is Wednesday, March 31, 2021.
CONTACT INFORMATION
Any administrative questions regarding proposal procedures should be directed to: Mike Maas,
City Clerk, (406) 582-2321, agenda@bozeman.net
Questions relating to scope of services should be directed to: Addi Jadin, Parks Planning and
Development Manager, ajadin@bozeman.net, (406) 582-2908.
SELECTION PROCEDURE
A review committee will evaluate all responses to the RFP that meet the submittal requirements
and deadline. Submittals that do not meet the requirement or deadline will not be considered.
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The review committee will rank the proposals and arrange remote video interviews with the
finalist(s) prior to selection.
The selection of finalists to be interviewed will be made by a selection committee representing
the City of Bozeman and several partner organizations. The selection of interview candidates will
be based on an evaluation of the written responses to the RFPs.
All submitted proposals must be complete and contain the information required as stated in the
"Request for Proposals.”
SELECTION CRITERIA
Proposals will be evaluated by a Selection Committee who will individually score them out of a
total of 100 possible points based on the criteria and scoring below:
Maximum Points Criteria:
30 Project team qualifications and demonstrated competencies with similar
projects
25 Project approach, content and capacity (strategy and timeline to complete
the project considering other workload, agility)
20 Experience creating innovative public engagement methods and
responding to changing conditions
15 Understanding of community context
10 Presentation of proposal
FORM OF AGREEMENT
The selected firm will be required to enter into a contract with the City in substantially the
same form as the professional services agreement template provided as Attachment 2.
CITY RESERVATION OF RIGHTS / LIABILITY WAIVER
All proposals submitted in response to this RFP become the property of the City and public
records and, as such, may be subject to public review.
A SUBMISSION IN RESPONSE TO THIS REQUEST FOR QUALIFICATIONS CONFERS NO RIGHTS
UPON ANY RESPONDENTS AND SHALL NOT OBLIGATE THE CITY IN ANY MANNER WHATSOEVER.
THE CITY RESERVES THE RIGHT TO MAKE NO AWARD AND TO SOLICIT ADDITIONAL REQUEST
FOR QUALIFICATIONS AT A LATER DATE.
This RFP may be canceled or any or all responses may be rejected in whole or in part, as
specified herein, when it is in the best interests of the City. If the City cancels or revises this
RFP, all Respondents who submitted will be notified using email.
The City reserves the right to accept or reject any and all proposals; to add or delete items
and/or quantities; to amend the RFP; to waive any minor irregularities, informalities, or failure
to conform to the RFP; to extend the deadline for submitting proposals; to postpone award for
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up to 60 days; to award one or more contracts, by item or task, or groups of items or tasks, if so
provided in the RFP and if multiple awards or phases are determined by the City to be in the
public interest.
The City of Bozeman reserves the right to reject the proposal of any person/firm who previously
failed to perform properly to the satisfaction of the City of Bozeman, or complete on time
agreements of similar nature, or to reject the proposal of any person/firm who is not in a
position to perform such an agreement satisfactorily as determined by the City of Bozeman.
The City of Bozeman reserves the right to determine the best qualified Contractor and
negotiate a final scope of service and cost, negotiate a contract with another Contractor if an
agreement cannot be reached with the first selected Contractor, or reject all proposals.
The professional services contract between the City of Bozeman and the successful Contractor
will incorporate the Contractor's scope of service and work schedule as part of the agreement.
This RFP does not commit the City to award a contract. The City assumes no liability or
responsibility for costs incurred by firms in responding to this request for proposals or request
for interviews, additional data, or other information with respect to the selection process, prior
to the issuance of an agreement, contract or purchase order. The Contractor, by submitting a
response to this RFP, waives all right to protest or seek any legal remedies whatsoever
regarding any aspect of this RFP.
The City reserves the right to cancel, in part or in its entirety, this RFP including, but not limited
to: selection procedures, submittal date, and submittal requirements. If the City cancels or
revises this RFP, all Contractors who submitted proposals will be notified using email.
Projects under any contract are subject to the availability of funds.
MISCELLANEOUS
A. No Oral Agreements. No conversations or oral agreements with any officer, employee, or
agent of the City shall affect or modify any term of this solicitation. Oral communications
or any written/email communication between any person and City officer, employee or
agent shall not be considered binding.
B. No Partnership/Business Organization. Nothing in this solicitation or in any subsequent
agreement, or any other contract entered into as a result of this solicitation, shall
constitute, create, give rise to or otherwise be recognized as a partnership or formal
business organization of any kind between or among the respondent and the City.
C. Employment Restriction and Indemnity. No person who is an owner, officer,
employee, contractor, or consultant of a respondent shall be an officer or employee of
the City. No rights of the City’s retirement or personnel rules accrue to a respondent,
its officers, employees, contractors, or consultants. Respondents shall have the
responsibility of all salaries, wages, bonuses, retirement, withholdings, worker’s
compensation and occupational disease compensation, insurance, unemployment
compensation other benefits and taxes and premiums appurtenant thereto concerning
its officers, employees, contractors, and consultants. Each Respondent shall save and
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hold the City harmless with respect to any and all claims for payment, compensation,
salary, wages, bonuses, retirement, withholdings, worker’s compensation and
occupational disease compensation, insurance, unemployment compensation other
benefits and taxes and premiums in any way related to each respondent’s officers,
employees, contractors and consultants.
D. Accessibility. Upon reasonable notice, the City will provide assistance for those persons
with sensory impairments. For further information please contact the ADA Coordinator
Mike Gray at 406-582-3232 or the City’s TTY line at 406-582-2301.
E. Procurement. When discrepancies occur between words and figures in this solicitation,
the words shall govern. No responsibility shall attach to a City employee for the
premature opening of an RFP not properly addressed and identified in accordance with
these documents.
F. Governing Law. This solicitation and any disputes arising hereunder or under any future
agreement shall be governed and construed and enforced in accordance with the laws
of the State of Montana, without reference to principles of choice or conflicts of laws.
ATTACHMENTS
The following exhibits are incorporated in this RFP:
ATTACHMENT 1: NON-DISCRIMINATION AFFIRMATION
ATTACHMENT 2: PROFESSIONAL FEE TABLE
ATTACHMENT 3: PLANNING AREA MAP
ATTACHMENT 4: SCOPE OF WORK
ATTACHMENT 5: SUPPLEMENTAL GRANT INFORMATION
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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
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ATTACHMENT 2: PROFESSIONAL SERVICES AGREEMENT
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this day of ___________, 202_
("Effective Date"), by and between the CITY OF BOZEMAN, MONTANA, a self-governing
municipal corporation organized and existing under its Charter and the laws of the State of
Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box
1230, Bozeman, MT 59771, hereinafter referred to as "City," and, , hereinafter
referred to as "Contractor." The City and Contractor may be referred to individually as
"Party" and collectively as "Parties."
In consideration of the mutual covenants and agreements herein contained, the
receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as
follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for
City services described in the Scope of Services attached hereto as Exhibit A and by this
reference made a part hereof.
2. Term/Effective Date: This Agreement is effective upon the Effective Date and
will expire on the ____ day of _________, 202__, unless earlier terminated in accordance with
this Agreement.
3. Scope of Services: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services. For conflicts between this
Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement
governs.
4. Payment: City agrees to pay Contractor the amount specified in the Scope of
Services. Any alteration or deviation from the described services that involves additional costs
above the Agreement amount will be performed by Contractor after written request by the
City, and will become an additional charge over and above the amount listed in the Scope of
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Services. The City must agree in writing upon any additional charges.
5. Contractor's Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement,
the Scope of Services, and with all local conditions and federal, state and local laws,
ordinances, rules, and regulations that in any manner may affect cost, progress or performance
of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability
to perform the services required by this Agreement; that it will perform the services in a
professional, competent and timely manner and with diligence and skill; that it has the power
to enter into and perform this Agreement and grant the rights granted in it; and that its
performance of this Agreement shall not infringe upon or violate the rights of any third party,
whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of
any nature whatsoever, or violate any federal, state and municipal laws. The City will not
determine or exercise control as to general procedures or formats necessary to have these
services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that
Contractor is an independent contractor for purposes of this Agreement and is not to be
considered an employee of the City for any purpose. Contractor is not subject to the terms
and provisions of the City's personnel policies handbook and may not be considered a City
employee for workers' compensation or any other purpose. Contractor is not authorized to
represent the City or otherwise bind the City in any dealings between Contractor and any third
parties.
Contractor shall comply with the applicable requirements of the Workers'
Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the
Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain
workers' compensation coverage for all members and employees of Contractor's business,
except for those members who are exempted by law.
Contractor shall furnish the City with copies showing one of the following: (1) a
binder for workers' compensation coverage by an insurer licensed and authorized to
provide workers' compensation insurance in the State of Montana; or (2) proof of
exemption from workers' compensation granted by law for independent contractors.
Contractor shall post a legible statement of all wages and fringe benefits to be paid
to the Contractor's employees and the frequency of such payments (i.e., hourly wage
employees shall be paid weekly). Such posting shall be made in a prominent and accessible
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location at the Contractor's normal place of business and shall be made no later than the
first day of services provided under this Agreement. Such posting shall be removed only
upon expiration or termination of this Agreement.
In performing the services under this Agreement, Contractor shall give preference
to the employment of bona fide residents of Montana, as required by §18-2-403, MCA, as
such term is defined by §18-2-401(1), MCA. When making assignments of work, Contractor
shall use workers both skilled in their trade and specialized in their field of work for all work
to which they are assigned.
Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe
benefits, and expenses, including travel allowances as set forth in the current Montana
Prevailing Wage Rate for Non Construction Services in effect and applicable to Gallatin
County, Montana, which schedule is incorporated herein. Contractor shall pay all hourly
wage employees on a weekly basis. Violation of the requirements set forth in the above
State of Montana schedule of prevailing wage rates may subject the Contractor to the
penalties set forth in§ 18-2-407, MCA. Contractor shall maintain payroll records during the
term of this Agreement and for a period of three (3) years following termination of this
Agreement.
The Contractor shall ensure that any person, firm or entity performing any portion
of the services under this Agreement for which the contractor, subcontractor or employer
is responsible, is paid the applicable standard prevailing rate of wages.
In the event that, during the term of this Agreement, any labor problems or
disputes of any type arise or materialize which in tum cause any services to cease for any
period of time, Contractor specifically agrees to take immediate steps, at its own expense
and without expectation of reimbursement from City, to alleviate or resolve all such labor
problems or disputes. The specific steps Contractor shall take shall be left to the discretion
of Contractor; provided, however, that Contractor shall bear all costs of any related legal
action. Contractor shall provide immediate relief to the City so as to permit the services to
continue at no additional cost to City.
Contractor shall indemnify, defend, and hold the City harmless from any and all
claims, demands, costs, expenses, damages , and liabilities arising out of, resulting from,
or occurring in connection with any labor problems or disputes or any delays or stoppages
of work associated with such problems or disputes and for any claims regarding underpaid
prevailing wages.
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7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by la w, Contractor agrees to release, defend,
indemnify, and hold harmless the City, its agents, representatives, employees, and officers
(collectively referred to for purposes of this Section as the City) from and against any and all
claims, demands , actions, fees and costs (including attorney's fees and the costs and fees of
expert witness and consultants), losses, expenses, liabilities (including liability where activity
is inherently or intrinsically dangerous) or damages of whatever kind or nature connected
therewith and without limit and without regard to the cause or causes thereof or the
negligence of any party or parties that may be asserted against, recovered from or
suffered by the City occasioned by, growing or arising out of or resulting from or in any
way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or
(ii) any negligent, reckless, or intentional misconduct of any of the Contractor' s agents.
For the professional services rendered, to the fullest extent permitted by law,
Contractor agrees to indemnify and hold the City harmless against claims, demands, suits,
damages, losses, and expenses, including reasonable defense attorney fees, to the extent
caused by the negligence or intentional misconduct of the Contractor or Contractor's
agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or
obligations of indemnity that would otherwise exist. The indemnification obligations of this
Section must not be construed to negate, abridge, or reduce any common-law or statutory
rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor's indemnity under this Section shall be without regard to and without
any right to contribution from any insurance maintained by City.
Should the City be required to bring an action against the Contractor to assert its
right to defense or indemnification under this Agreement or under the Contractor's
applicable insurance policies required below, the City shall be entitled to recover
reasonable costs and attorney fees incurred in asserting its right to indemnification or
defense but only if a court of competent jurisdiction determines the Contractor was
obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or
any portion(s) thereof.
In the event of an action filed against the City resulting from the City's performance
under this Agreement, the City may elect to represent itself and incur all costs and
expenses of suit.
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Contractor also waives any and all claims and recourse against the City, including the
right of contribution for loss or damage to person or property arising from, growing out of,
or in any way connected with or incident to the performance of this Agreement except
"responsibility for [City's] own fraud, for willful injury to the person or property of another,
or for violation of la w, whether willful or negligent" as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services
performed hereunder.
In addition to and independent from the above, Contractor shall at Contractor's
expense secure insurance coverage through an insurance company or companies duly
licensed and authorized to conduct insurance business in Montana which insures the
liabilities and obligations specifically assumed by the Contractor in this Section. The
insurance coverage shall not contain any exclusion for liabilities specifically assumed by
the Contractor in this Section.
The insurance shall cover and apply to all claims, demands, suits , damages, losses,
and expenses that may be asserted or claimed against, recovered from, or suffered by the
City without limit and without regard to the cause therefore and which is acceptable to
the City. Contractor shall furnish to the City an accompanying certificate of insurance and
accompanying endorsements in amounts not less than as follows:
• Workers' Compensation - statutory;
• Employers' Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury per accident;
and
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City shall be endorsed
as an additional or named insured on a primary non-contributory basis on both the
Commercial General and Automobile Liability policies. The insurance and required
endorsements must be in a form suitable to City and shall include no less than a thirty (30)
day notice of cancellation or non-renewal. Contractor sha11 notify City within two (2)
business days of Contractor's receipt of notice that any required insurance coverage will
be terminated or Contractor' s decision to terminate any required insurance coverage for
any reason.
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The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor's Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or
fails to perform any of its obligations under this Agreement, or otherwise breaches
any terms or conditions of this Agreement, the City may, by written notice,
terminate this Agreement and the Contractor' s right to proceed with all or any part
of the work ("Termination Notice Due to Contractor's Fault"). The City may then
take over the work and complete it, either with its own resources or by re-letting
the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall
be entitled to payment only for those services Contractor actua11y rendered.
c. Any termination provided for by this Section 8 shall be in addition to any
other remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under
no circumstances, be entitled to claim or recover consequential, special, punitive, lost
business opportunity, lost productivity, field office overhead, general conditions costs,
or lost profits damages of any nature arising, or claimed to have arisen, as a result of the
termination.
9. Termination for City's Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the
City, make it advisable to the City to cease performance under this Agreement, the City
may terminate this Agreement by written notice to Contractor ("Notice of Termination
for City's Convenience"). The termination shall be effective in the manner specified in
the Notice of Termination for City' s Convenience and shall be without prejudice to any
claims that the City may otherwise have against Contractor.
b. Upon receipt of the Notice of Termination for City's Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance
under this Agreement and make every reasonable effort to refrain from continuing work,
incurring additional expenses or costs under this Agreement and shall immediately
cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall
do only such work as may be necessary to preserve, protect, and maintain work already
completed or immediately in progress.
c. In the event of a termination pursuant to this Section 9, Contractor is
entitled to payment only for those services Contractor actually rendered on or before the
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receipt of the Notice of Termination for City's Convenience.
d. The compensation described in Section 9(c) is the sole compensation due
to Contractor for its performance of this Agreement. Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost
business opportunity, lost productivity, field office overhead, general conditions costs,
or lost profits damages of any nature arising, or claimed to have arisen, as a result of the
termination.
10. Limitation on Contractor's Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor's damages shall be limited to contract damages and Contractor hereby
expressly waives any right to claim or recover consequential, special, punitive, lost
business opportunity, lost productivity, field office overhead, general conditions costs,
or lost profits damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the clai m, within thirty (30) days of the facts and circumstances giving rise to
the claim. In the event Contractor fails to provide such notice, Contractor shall waive all
rights to assert such claim.
11. Representatives and Notices:
a. City's Representative: The City's Representative for the purpose of this
Agreement shall be _______________ or such other individual as City shall designate
in writing. Whenever approval or authorization from or communication or submission
to City is required by this Agreement , such communication or submission shall be
directed to the City's Representative and approvals or authorizations shall be issued only
by such Representative; provided, however, that in exigent circumstances when City's
Representative is not available, Contractor may direct its communication or submission
to other designated City personnel or agents as designated by the City in writing and
may receive approvals or authorization from such persons.
b. Contractor's Representative: The Contractor's Representative for the
purpose of this Agreement shall be_________________ or such other individual as
Contractor shall designate in writing. Whenever direction to or communication with
Contractor is required by this Agreement, such direction or communication shall be
directed to Contractor's Representative; provided, however, that in exigent
circumstances when Contractor's Representative is not available, City may direct its
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direction or communication to other designated Contractor personnel or agents.
c. Notices: All notices required by this Agreement shall be in writing
and shall be provided to the Representatives named in this Section. Notices shall be
deemed given when delivered, if delivered by courier to Party's address shown above
during normal business hours of the recipient; or when sent, if sent by email or fax (with
a successful transmission report) to the email address or fax number provided by the
Party's Representative; or on the fifth business day following mailing, if mailed by
ordinary mail to the address shown above, postage prepaid.
12. Permits: Contractor shall provide all notices, comply with all applicable
laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a
City of Bozeman business license, and inspections from applicable governmental
authorities, and pay all fees and charges in connection therewith.
13. Laws and Regulations: Contractor shall comply fully with all applicable state
and federal laws, regulations, and municipal ordinances including, but not limited to, all
workers' compensation laws, all environmental laws including, but not limited to, the
generation and disposal of hazardous waste, the Occupational Safety and Health Act
(OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50,
Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the
Americans with Disabilities Act, and all non-discrimination, affirmative action, and
utilization of minority and small business statutes and regulations.
14. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by
Contractor of persons performing this Agreement shall be on the basis of merit and
qualifications. The Contractor will have a policy to provide equal employment opportunity
in accordance with all applicable state and federal anti-discrimination laws, regulations,
and contracts. The Contractor will not refuse employment to a person, bar a person from
employment, or discriminate against a person in compensation or in a term, condition, or
privilege of employment because of race, color, religion, creed, political ideas, sex, age,
marital status, national origin, actual or perceived sexual orientation, gender identity,
physical or mental disability, except when the reasonable demands of the position require
an age, physical or mental disability, marital status or sex distinction . The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2,
United States Code, and all regulations promulgated thereunder.
Contractor represents it is, and for the term of this Agreement will be, in compliance
with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the
Montana Equal Pay Act). Contractor must report to the City any violations of the Montana
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Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for
violations occurring during the term of this Agreement.
Contractor shall require these nondiscrimination terms of its subcontractors
providing services under this Agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training:
Contractor shall not permit or suffer the introduction or use of any intoxicants, including
alcohol or illegal drugs, by any employee or agent engaged in services to the City under this
Agreement while on City property or in the performance of any activities under this
Agreement. Contractor acknowledges it is aware of and shall comply with its
responsibilities and obligations under the U.S. Department of Transportation (DOT)
regulations governing anti-drug and alcohol misuse prevention plans and related testing.
City shall have the right to request proof of such compliance and Contractor shall be
obligated to furnish such proof.
The Contractor shall be responsible for instructing and training the Contractor's
employees and agents in proper and specified work methods and procedures. The
Contractor shall provide continuous inspection and supervision of the work performed.
The Contractor is responsible for instructing its employees and agents in safe work
practices.
16. Modification and Assignability: This Agreement may not be enlarged,
modified or altered except by written agreement signed by both parties hereto. The
Contractor may not subcontract or assign Contractor's rights, including the right to
compensation or duties arising hereunder, without the prior written consent of the City.
Any subcontractor or assignee will be bound by all of the terms and conditions of this
Agreement.
17. Reports/ Accountability/Public Information: Contractor agrees to develop
and/or provide documentation as requested by the City demonstrating Contractor's
compliance with the requirements of this Agreement. Contractor shall allow the City, its
auditors, and other persons authorized by the City to inspect and copy its books and
records for the purpose of verifying that the reimbursement of monies distributed to
Contractor pursuant to this Agreement was used in compliance with this Agreement and
all applicable provisions of federal, state, and local law. The Contractor shall not issue any
statements, releases or information for public dissemination without prior approval of the
City.
18. Non-Waiver: A waiver by either party of any default or breach by the other
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party of any terms or conditions of this Agreement does not limit the other party's right
to enforce such term or conditions or to pursue any available legal or equitable rights in the
event of any subsequent default or breach.
19. Attorney's Fees and Costs: In the event it becomes necessary for either
Party to retain an attorney to enforce any of the terms or conditions of this Agreement or
to give any notice required herein, then the prevailing Party or the Party giving notice shall
be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-
house counsel including the City Attorney's Office staff.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and
make all appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between
senior-level personnel from each party duly authorized to execute settlement
agreements. Upon mutual agreement of the parties, the parties may invite an
independent, disinterested mediator to assist in the negotiated settlement
discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days
from the date the dispute was first raised, then such dispute may only be resolved
in a court of competent jurisdiction in compliance with the Applicable Law
provisions of this Agreement.
22. Survival: Contractor's indemnification shall survive the termination or
expiration of this Agreement for the maximum period allowed under applicable law.
23. Headings: The headings used in this Agreement are for convenience only
and are not be construed as a part of the Agreement or as a limitation on the scope of the
particular paragraphs to which they refer.
24. Severability: If any portion of this Agreement is held to be void or
unenforceable, the balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all
respects by the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of
the heirs, legal representatives, successors, and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of
the parties, does not constitute a third-party beneficiary agreement, and may not be relied
upon or enforced by a third party.
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28. Counterparts: This Agreement may be executed in counterparts, which
together constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the
entire agreement of the parties. Covenants or representations not contained herein or
made a part thereof by reference, are not binding upon the parties. There are no
understandings between the parties other than as set forth in this Agreement. All
communications, either verbal or written, made prior to the date of this Agreement are
hereby abrogated and withdrawn unless specifically made a part of this Agreement by
reference.
30. Consent to Electronic Signatures: The Parties have consented to execute
this Agreement electronically in conformance with the Montana Uniform Electronic
Transactions Act, Title 30, Chapter 18, Part 1, MCA.
31. Extensions: This Agreement may, upon mutual agreement, be extended for a
period of one year by written agreement of the Parties. In no case, however, may this
Agreement run longer than _____________________.
**** END OF AGREEMENT EXCEPT FOR SIGNATURES****
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day
and year first above written or as recorded in an electronic signature.
CITY OF BOZEMAN, MONTANA __________________________________
CONTRACTOR (Type Name Above)
By__________________________ By _____________________________
Jeff Mihelich, City Manager Print Name: _____________________
Print Title: ______________________
APPROVED AS TO FORM:
By
Greg Sullivan, Bozeman City Attorney
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ATTACHMENT 3: PLANNING AREA MAPS
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BOZEMANMT 2020 COMMUNiTY PLAN 7
City of Bozeman Current City Limits (in grey shade) and Growth Policy Boundary (in green)
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Miles
This product is for informational purposes and may not have been
prepared for, or be suitable for legal, engineering, or surveying
purposes. Users of this information should review or consult the
primary data and information sources to ascertain the usability of
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Current Planning Area and
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Street Names (Major)
PROST Plan Boundary
Bozeman Planning Area
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BOZEMANMT 2020 COMMUNiTY PLAN 47
This Diagram is for illustrative purposes, and is conceptual only.
Regional Partners
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City of Bozeman Context Map dsiplaying development inside Growth Policy Boundary
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ATTACHMENT 4: SCOPE OF WORK
Tasks:
A. Project Kick-off and Data Gathering, Background Research, and Analysis
The first step in the project will be to work with City staff to confirm roles and
responsibilities and finalize the project methodology, scope of services, timeline, and the
format and content of deliverables.
The Project Kick-off task includes working closely with Parks and Recreation Staff and other
City Departments to obtain relevant information and gain familiarity with related studies
and policies, including but not limited to the current Parks, Recreation, Open Space and
Trails Plan and the rules and requirements for parks in new developments located in
Chapter 26 and Division 38.420, respectively, of the Bozeman Municipal Code. The selected
firm will be provided with a list of relevant documents, policies and/or summaries of
documents and parallel processes underway including a demographic profile.
B. Community Outreach and Public Engagement Strategy and Materials
This task embarks on the community outreach process, educates the community about
relevant issues, and solicits community comment on how the parks, recreation and active
transportation systems should be designed to meet the needs of our citizens. Firms shall
commit to participating in an extensive community engagement process, in collaboration
with internal City staff and partners in other community organizations and institutions,
particularly those involved in the Safe Routes to Parks Activating Communities project (see
Attachment 5 for project details).
Firms will interact with or provide tools for community engagement team to interact with
citizens, interest groups and governmental officials in creative, innovative ways to gain
understanding and perspective of Bozeman’s parks, recreation and active transportation
System and achieve the objectives of this plan, with an emphasis on appropriate covid-19
safety protocols. Consultants and the City will be required to be adaptable to changing
travel and assembly guidelines due to the coronavirus disease.
In addition to supporting or leading focus group discussions with stakeholders and panel
discussions or other events, this task includes identifying and developing methods to
distribute project information (website, newsletter, social media, etc.) and other creative
outreach methods as proposed. Firms may also support staff and partners in preparing
presentations for public meetings with local user groups, City Advisory Boards, and the City
Commission as needed and providing meeting summaries.
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C. Needs Assessment
Draft, conduct and analyze a statistically valid survey(s) of Bozeman residents and other
stakeholders regarding park and recreational uses and preferences. Provide analysis and
report(s) in relation to present and future goals, objectives and directives. Compare
existing offerings to those identified by the constituents, the themes of the Strategic Plan
and other City documents, and professional recommendations. This comparison helps to
determine if the agency provides a sufficiently broad range of cost-effective programs and
services that constituents need/want.
1. Analyze 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.
2. Identify 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 & Staffing – Analysis for Level of Service
Compile a broad assessment of the existing parks, recreation and active transportation
systems including programs provided, staffing, and facilities and their location within the
City. The analysis should consider the capacity for key features within the system as well as
functionality, accessibility, sustainability and other community-identified values. The
analysis will also include recommendations for pursuing partnerships where appropriate to
meet the community’s needs.
E. Recreation Marketing Plan
Identify marketing strategies for the Recreation Division to align with the goals and
objectives defined in the planning process and the City of Bozeman Strategic Plan. 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.
F. Program and Facility Pricing Plan for Cost Recovery
Provide a user fee analysis and develop a pricing plan for facilities, programs and services
consistent with the City’s cost recovery objectives and future goals.
G. Park Design Standards and Specifications
The 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. The design manual may be accompanied by recommendations for amending the
City’s Unified Development Code (Chapter 38 of Bozeman Municipal Code).
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Consultants will specifically 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.
This task includes review of and updates 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.
Identify best practices for park system management and programming in accordance with
National Recreation and Park Association recommendations and published industry
standards. Identify responsibilities of the City's Parks and Recreation Department relative to
these best practices.
H. Active Transportation Plan
The City of Bozeman has an existing Trails Map that is reviewed and updated in cooperation
with a community partner on a relatively regular basis; however, the trail information and
map must be extended to the urban growth boundary and coordinated with the Triangle
Trails Plan in progress. A trail conditions assessment is currently underway, managed by
the GIS Department. The existing Trails Map is primarily recreation-influenced.
Recommendations and specifications for trails as part of a transportation system fall within
the Transportation Plan and the Engineering Divisions street specifications. With the
creation of an Active Transportation Plan (AT Plan), the City will 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 must 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.
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. Prioritization Criteria. Determine criteria to prioritize recommended improvements in
the proposed Active Transportation network. Identify a method of assigning a value
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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
(see grant summary in Attachment 5) 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
I. Project Management General Plan Components
1. Project Management
The City requests regular progress reports and updates about the process for the
website or other media. Describe the frequency with which your firm will
provide progress reports, communications, and updates.
2. Plan Components
In addition to the tasks outlined within the Scope of Work the following is a
description of the general expectations for delivery of drafts and final plan:
vi. Conduct public review and planning sessions as required. Prepare agenda and
necessary exhibits and materials for meetings. Assist in the preparation of
correspondence for neighborhoods, officials, user groups and stakeholders to
be notified of meetings and other events or surveys.
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vii. Prepare draft(s) and final report and review with Staff. In addition to
information previously described in tasks, it is anticipated that the result of all
project work will produce the following:
1. Summary and analysis of community priorities, goals and objectives
related the to the parks, recreation and active transportation system;
2. Summary of assessment of the delivery of services/park level of service
based on community priorities, goals and objectives;
3. Recommendations for improvement.
4. Consultants may include separate supporting reference documents
such as, but not limited to, the following:
• 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
viii. Present or assist in the presentation of draft(s) and final report to the
Recreation and Parks Advisory Board and its committees for recommendation
to City Commission, revise if needed. Present or assist in the presentation of
draft(s) and final reports to City Commission for approval and adoption.
3. Mapping and Graphics of Analyses and Recommendations
The City of Bozeman is requesting a strong graphics and mapping component for
all analyses to be included in the report. Baseline GIS data is available from the
City. Analyses and recommendations should always include graphic depictions
and mapping whenever possible and appropriate.
The selected firm will be provided with a list of preferred formats for receiving
documents, maps, data and images.
4. Alignment with Existing Plans and Documents and Coordination with Parallel
Processes
Review and make relevant connections to the City of Bozeman Strategic Plan and
City of Bozeman Guiding Documents including but not limited to the Bozeman
Community Plan 2020, Transportation Plan, Climate Action Plan and Urban
Forestry Plan.
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Coordinate with parallel processes underway such as the Triangle Trails Plan,
Equity Indicators and Gaps Analysis data collection process, Drought Tolerant
Landscaping revisions to the Unified Development Code.
Identify key points of alignment or misalignment and facilitate discussions with
staff, Commissioners, and the public, as appropriate.
The selected firm will be provided with a list of relevant documents, policies
and/or summaries of documents and parallel processes underway.
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ATTACHMENT 5: SUPPLEMENTAL GRANT INFORMATION
Awarded: Safe Routes to Parks Activating Communities Grant
Award: $12,500
Applicants: Human Resource Development Council (awardee) with Susan Riggs, Groundprint,
LLC; Western Transportation Institute; City of Bozeman
The main goal of our project is to increase access to parks, trails, and recreation by expanding
engagement opportunities in the upcoming citywide parks plan update. A conventional public
process typically favors those who have the time and resources to participate. Parallel to this
trend, locally, are those who say that the City should simply require less parkland during a
housing crisis; thus, unproductively pitting one community value against another. It is time to
break this cycle in our City and bring new voices to the table. The Safe Routes to Parks grant will
help HRDC and the City, along with other partners, demonstrate that livable, healthy
communities incorporate both housing and non-automotive transportation infrastructure in a
way that makes parks accessible to all residents.
Applied for: Montana Tourism Grant Program
Request: $50,000
Applicants: Gallatin Valley Land Trust (awardee); City of Bozeman
The City of Bozeman (City) and Gallatin Valley Land Trust (GVLT) seek to plan, create and install
a comprehensive wayfinding system on its 80-mile “Main Street to the Mountains” trail system.
Specifically, a grant from the Montana Office of Tourism would be used to hire a consultant to
professionally plan elements of wayfinding that will enhance user experiences along the trail
system and encourage exploration of the parks, natural areas and commercial centers around
town.
A professionally designed wayfinding plan will guide design and construction of signage along
existing trail routes and will help direct future trail planning efforts. Elements of wayfinding
likely to be incorporated include thoughtful planning of information kiosks, directional signage
and orientation maps, junction and confirmation signs, mile markers, pavement markings and
gateway monuments. Wayfinding will help both residents and visitors find longer trail routes
for recreation opportunities and allow for safer, easier commuting. Proper wayfinding will also
increase brand awareness and identity of the “Main Street to the Mountains” trails.
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Introduction
The Safe Routes to Parks Activating Communities program is an initiative of Safe Routes
Partnership funded by The JPB Foundation that provides seven communities with in-depth
technical assistance and grant funding to increase safe, equitable park access.
Safe Routes to Parks is a movement to make great parks safer and easier for people to access
by walking, bicycling, and taking public transportation, especially in low-income communities
and communities of color, where less investment has gone into the routes to and the amenities
in parks. The coronavirus pandemic and the latest chapter of the civil rights movement that
have characterized most of 2020 have simultaneously underscored the benefits of safe,
accessible outdoor spaces and emphasized that racial equity must play a central role in Safe
Routes to Parks and all active transportation advocacy. One element of a thriving, equitable
community is that people can safely and conveniently access well-maintained, well-
programmed parks and open spaces. Safe places to walk, bike, and connect with nature
directly contribute to a community’s physical, mental, and social well-being.
In 2017, the Safe Routes Partnership, in collaboration with the National Recreation and Parks
Association, developed the Safe Routes to Parks Action Framework to guide advocates
through the process of assessing park access, planning improvements, implementing changes,
and sustaining the work. Engagement is at the center of that process. Community members,
as the local experts on their neighborhoods, are essential to the process of project selection,
design, and implementation. Partnering with community leaders acknowledges the wisdom
and assets that communities hold and can be the first step toward rectifying past and ongoing
injustices built into our communities by racist land use and capital investment policies and
practices. These decisions and policies, whether they intended to marginalize people of color
or did so by neglecting to engage the people affected by these decisions, have led to poor
health outcomes; less access to safe, high-quality public spaces; decreased physical activity;
and higher rates of traffic-related injuries and fatalities among low-income communities and
communities of color. Collectively, we have the opportunity and responsibility to create
conditions that enable all people to thrive, where residents can build on their communities’
strengths to address the changes they want to see, and public resources can support their
vision. Over the long term, with increased safety and accessibility, Safe Routes to Parks seeks
to increase park usage and improve health and wellbeing for people of all ages, races, abilities,
and income levels.
The goal of this document is to provide information, resources, and guidance for you to get
started on your Safe Routes to Parks efforts.
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Program Timeline
The program duration is from February 3 2021 to September 30, 2021.
Monthly:
o Check-in calls: Safe Routes Partnership will schedule monthly or twice-
per-month calls to address questions that may have arisen, check in
regarding progress developing the Action Plan, and identify specific
technical assistance needs. Safe Routes Partnership is available by phone
and by email between calls for additional technical assistance and
guidance.
o Peer learning calls: These optional group calls will cover topics that are
relevant to all of the program participants. This is an opportunity to learn
about what other communities in the program are working on, share
expertise, and build comradery.
February 2021: Individual orientation calls to determine your technical assistance
needs and develop an initial plan and timeline for project activities.
February 10, 2021: Group orientation/Framework training (virtual)
March 3, 2021: Equity training (virtual)
March – September 15, 2021: Work with Safe Routes Partnership staff to co-
plan/host a workshop/training with Safe Routes Partnership staff contingent upon
the coronavirus pandemic status (Safe Routes Partnership will pay travel costs).
June 30, 2021: Draft of Safe Routes to Action Plan due to Safe Routes Partnership
for collaborative review and feedback (Plan does not have to be fully complete at
this point)
September 30, 2021: Final Safe Routes to Parks Action Plan due to Safe Routes
Partnership and early action completed
October 15, 2021: Final report due to Safe Routes Partnership
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Grantee Deliverables
As part of its commitment to the success of the program, Safe Routes Partnership will assist
and monitor the activities and outcomes of your project. Grantees will be responsible for the
following:
Designate a lead staff person as the point of contact for the program
Participate in the group orientation/framework training, equity training, and initial
orientation call with the Safe Routes Partnership team
Participate in ongoing technical assistance engagement with a minimum of one check-
in call per month with Safe Routes Partnership
Participate in evaluation of the program, including, but not limited to survey and/or
interview completion with external evaluator
Collaborate with Safe Routes Partnership to plan and coordinate an in-person technical
assistance visit for Safe Routes Partnership (travel expenses paid by Safe Routes
Partnership) before September 15, 2021. This visit is an opportunity for Safe Routes
Partnership to deliver a training, co-facilitate community engagement meetings, assist
with implementation activities, and provide in-person technical assistance based on the
current project needs. Please note that this will depend on the status of the coronavirus
pandemic. A decision can be made based on conversations between the grantee,
grantee community, and Safe Routes Partnership on whether this site visit will be
replaced with an in-depth virtual alternative.
Develop a Safe Routes to Parks Action Plan (including two sustainability
recommendations) with assistance from Safe Routes Partnership by no later than
September 30, 2021. To keep the development of the plan on track, we request the
opportunity to review a draft of the plan (does not need to be complete) by June 30th,
2021. This helps us identify opportunities to strengthen the development of your plan
part-way through the program period.
Complete at least one implementation activity (“early action”) as identified in the
Action Plan by September 30, 2021.
Submit a final report no later than October 15, 2021. This should include a narrative
describing how grant funds were used to accomplish the Safe Routes to Parks planning
process and implementation activity or activities, including the total amount expended.
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