HomeMy WebLinkAboutComprehensive Parks, Recreation, and Active Transportation Plan_Design Workshop_lowresCOMPREHENSIVE PARKS, RECREATION, AND ACTIVE TRANSPORTATION PLAN
PROPOSAL FOR THE CITY OF BOZEMAN
APRIL 16, 2021
Contents
South Tahoe Middle School Connectivity | Lake Tahoe, CA
Executive Summary 2
Firm Profile & Personnel 6
Project Approach 12
Experience 26
Scope of Proposal 38
Schedule 54
Fees 56
Design Workshop, Inc.
Landscape Architecture
Planning
Urban Design
Strategic Services
120 Main Street
Aspen, CO 81611
970.925.8354
designworkshop.com
Anna Laybourn
alaybourn@
designworkshop.com
970.399.1408
April 16, 2021
City of Bozeman Attenion: Addi Jadin and Mike Maas sent via email to agenda@bozeman.net
Re: Comprehensive Parks, Recreation and Active Transportation Plan
Dear Addi Jadin, Mike Maas and members of the selection committee,
Design Workshop is thrilled to submit a proposal for the City of Bozeman Comprehensive Parks,
Recreation, and Active Transportation Plan. This is an opportunity we have hoped for since getting
to know your staff, parks, and community while leading the Story Mill Community Park design. Your
success is remarkable in implementing complex projects that greatly benefit community quality
of life and the natural environment. Voter support for creating funding through a Parks and Trails
District this past year demonstrates strong appreciation of your outdoor spaces and dedication to
stewardship. These elements attract people to visit Bozeman on their way to Yellowstone National
Park and the surrounding outdoor recreation, and draws many people to move to Bozeman, at a
rate of approximately 1,500 new residents annually. This plan represents a weighty responsibility
to future generations to preserve what makes this place special and make improvements to
address your biggest challenges, a load we are passionate about helping our clients carry. Through
this effort, you have created a pivotal moment to get ahead of growth to ensure that your future
parklands, open spaces, and trails are planned for, connected, and strategically implemented. We
believe this type of plan is an important opportunity to unite people, build civic trust, learn from a
broad spectrum of community members about their needs and interests, and establish a focus and
priorities.
This proposal points to our exceptional relevant experiences creating innovative city-wide park
system master plans and yielding results that have been honored by more than 40 professional
awards. Design Workshop provides a holistic view that is needed for this effort. In addition to
parks planners and landscape architects, Design Workshop includes ecologists, graphic designers,
economic strategists, environmental (signage) designers, public-policy writers, stakeholder
engagement specialists, transportation planners, and authors of comprehensive community plans.
We share a deep commitment to improving social and economic equity and environmental justice
through our work. Our team is rounded out with trusted partners. Ballard*King and Associates will
lead programming, operations, funding, and management analyses; PRStudio will provide recreation
marketing services; and National Research Center will create statistically valid surveys.
Our portfolio of parks, open space, and trails planning is intentionally focused on cities surrounded
by abundant natural amenities and active transportation, such as Boulder and Carbondale, CO, Salt
Lake City, UT, Fayetteville, AK, Spokane, WA, and Lake Tahoe, NV and CA. We appreciate the value
these communities place on the benefits that nature brings to lives. These places have unique
outdoor recreation opportunities and needs that do not equate to national averages and require
tailored planning. Parks and public lands planning in the United States is rapidly evolving to address
a wide range of complex issues. While establishing levels of service for recreational facilities and
defining requirements for open space needs remain important considerations, increasingly parks
and open space managers must also consider issues such as spatial equity, homelessness, green
infrastructure for resiliency planning, ecological health, mitigating climate change impacts, and
sports facility/events economics. These challenges come at a time when budgets are confronted
with additional demands of aging infrastructure and ongoing maintenance, pressure from population
growth, the desire for new forms of recreational opportunities, and a need to expand programming
to better serve vulnerable populations. Design Workshop has been a pioneer in addressing these
emerging issues.
Thank you for considering Design Workshop to be part of your team. Fostering collaboration is a key
tenant of our practice, a topic I was honored to present on in Bozeman in 2019 at the AIA Montana
annual conference. We are enthusiastic about the opportunity to collaborate with you and your
stakeholders. Please feel free to contact me at 970-399-1408 if you desire additional information.
Respectfully,
Anna Laybourn, AICP
Principal in Charge
Heritage Park Master Plan | Henderson, NV
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PROJECT APPROACHEXECUTIVE SUMMARY
4
Executive Summary
Executive
Summary
Understanding the City’s Needs
Bozeman’s Parks, Recreation and
Active Transportation system
resonates in some way with virtually
every person who lives, works, or
visits Bozeman. Balancing stewardship
to continue recreation and enjoyment
of parks and trails for years to come,
while inviting people to spend time
outdoors and accommodating growing
users and travel patterns through
new forms of public spaces is the
challenge by which we will measure
our effectiveness and achievement.
You have recently invested in
significant projects such as Story Mill
Community Park, Bozeman Sports
Park, and Path to the M & Drinking
Horse Trail that satisfy many of the
previous community needs. This
plan represents the opportunity to
look holistically at your offerings
and give attention to even the small
neighborhood parks and bike paths
in examining your network and
operations, expressing your long-
term vision, and prioritizing near-
term investments. As Bozeman’s
transportation system expands
to meet the needs of its growing
population, it is critical to offer mobility
choices within the network to alleviate
pressure, enhance safety, and support
the health of the community.
The significance of this effort cannot
be diminished and the need for true
focus, listening, and collaboration will
be at the forefront of our approach to
establish the ongoing legacy of parks,
recreation, and active transportation
infrastructure in the city. We
understand the difficulty to operate
when it feels as if “everything is a
priority,” while lacking the resources
to continue to maintain an expanding
system that must mitigate for climate
change and environmental threats.
Your taxpayers want to know that the
new dedicated source of funding is
wisely being directed to investments
that have an impact and benefit
them. An overarching document
that expresses a vision and how the
community will collectively tackle
the greatest challenges is a powerful
tool. A successful master plan unifies,
provides transparency, and builds
trust, directs decisions, identifies
constraints and opportunities, and
guides implementation to achieve
ambitions and goals.
Your 2020 Community Plan points to
the high importance placed on this
plan for strategies for open space,
parks, trails; the preservation of local
agricultural lands and view sheds are
voiced priorities from your residents.
You also recently completed an
ambitious Climate Action Plan 2020,
with resiliency goals addressing
the impacts of climate change from
extreme heat, floods, drought,
decreased mountain snowpack,
wildfire, and winter storms. We
understand Bozeman’s need to
integrate these types of synergistic
plan efforts. We have recently
completed parks, open spaces, and
outdoor recreation plans for places
such as Boulder, Colorado and
Mariposa County, California, which
have similarly woven sustainability
and resilience into decision-making
processes with actionable solutions
to mitigate climate change and
incorporate innovative solutions for
thriving agricultural lands.
We also recognize efforts in the City
to be more inclusive and equitable
with an evaluation underway and
changes for your civic engagement
process identified. We applaud
this effort and will seek a deeper
understanding of your community’s
history and specific issues you wrestle
with. In the past few years, we have
helped many of our clients use their
parks planning process as a tool for
A successful master plan unifies, provides transparency, and builds trust.
GO Greeley Inspire Initiative Youth
Engagement | Greeley, CO
5
creating dialog and seeking guidance
from communities of color including
Indigenous Peoples, and cultural and
economic groups that have previously
been marginalized. We would be
honored to support the Bozeman
community with our service.
Public engagement can be tricky
in communities like yours with a
high percentage of highly educated
population, power dynamics,
expectations for high quality of life
to be sustained, visitor demands
on your system, and high rates of
population growth with many new
and part-time residents. Our team is
well prepared for these challenges
given our experiences crafting
award winning public engagement
processes for community plans
in places such as Aspen, CO, Los
Alamos, NM, Boulder, CO, the Lake
Tahoe region, and Vancouver, BC. In
these places we were successful in
keeping the community informed,
creating consensus with highly
engaged stakeholders, and engaging
those harder to reach populations.
We anticipate similar needs to target
engagement in your community
to youth, the Hispanic community,
people with low- or no income, and
those working long hours.
Highlights of Similar Experiences
From our firm’s 50-year history
we have a breadth of experience
with similar mountain communities
that are gateway destinations for
natural amenity regions. From this
we bring insights that are useful for
this engagement. Our experiences
creating parks, recreation, and active
transportation plans include diverse
geographies such as Spokane,
Washington, Fayetteville, Arkansas,
Loudon County, Virginia, and the Open
Space and Mountain Parks Master
Plan and current work on the Parks
and Recreation Master Plan for the
City of Boulder, Colorado. Planning a
gateway community with trails, visitor
services and recreation offerings for
the east side of Zion National Park
provide us with uncommon insight
into current National Park visitation
trends and capacity challenges you
are likely experiencing. Our evaluation
of Missoula, Montana’s development
code provided us with insight into
Montana statutes and development
trends that have implications for park
requirements.
Design Workshop has been a pioneer
in addressing these emerging issues.
In projects such as the Park and
Recreation Master Plan for Vancouver,
British Columbia, we helped the City
respond to population growth of over
100,000 people and the challenges
of sea level rise, while also working
to lay the foundation for a total asset
management financial reporting
system. Our nationally award-winning
work for Great Outdoors Colorado
considered how “nature deficit
disorder” can be addressed through
more equitable park system design.
Our on-call work for the City of Denver
Parks and Recreation Department has
resulted in new parks in underserved
parts of the city including the recently
completed park in the Elyria-Swansea
neighborhood, called ¡Todos Activos!.
Challenges such as these inspire us
to develop new ways to solve the
complex array of issues that are as
distinct as the attributes and political
climate within each municipality in
which we work.
We have included trusted partners
with valuable experiences working
with Bozeman in the past and
focus their services in western
communities. Ballard*King and
Associates knows Bozeman from
working on your aquatic facilities. NRC
brings two decades of knowledge
in Bozeman, having completed your
community surveys in 2005, 2007 and
2015. Finally, PRStudio provides public
outreach and marketing services to
municipalities throughout the inter-
mountain west and understands your
recreational marketing needs.
Executive Summary
Colorado Springs Park System Master Plan, Colorado Springs, CO
Titletown Plaza | Green Bay, WI
Salt Lake City Master Plan, UT
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PROJECT APPROACHPUBLIC LANDS FIRM PROFILE & PERSONNEL
Design Workshop is an
international design studio,
integrating landscape
architecture, urban design,
planning and strategic
services. Whether
designing a restorative
private garden, developing
the vision for a contemporary
park or reimagining an
underperforming downtown
center, we go beyond the
project itself to create places
of timeless beauty and
meaningful connections.
We are a community of
designers, planners and
strategists, who love what
we do. We design for people
- not just today but for future
generations.
Our performance-based
approach yields measurable
results and projects that
stand the test of time.
In other words, we don’t
just hope for sustainable
projects; we rely on our
process to deliver them.
We call this process DW
Legacy Design®.
For over 50 years,
“workshop” remains
a hallmark of our firm,
supporting collaboration
and experimentation where
clients and designers solve
problems together.
Design Workshop is dedicated to creating Legacy projects for our clients, society and the well-being
of our planet.
Established 1969
Aspen, Colorado
Number of employees: 149
100% ESOP
Annual volume of business: $18M
Current workload: 350 projects
Our Legacy
THE WORKSHOP
WE SKETCH.
WE MAKE MODELS.
WE BUILD PROTOTYPES.
Projects in30 +
countries.
535 +
DESIGN +
PLANNING AWARDS
12
Precedent
DW Projects
published by
the Landscape
Architecture
Foundation 8
DESIGN STUDIOS
DW Legacy Design®
DW Foundation
We are dedicated to giving
back to our communities.
We have established the
DW Foundation, which
offers time and materials to
select community projects.
DW Legacy Design® represents our
commitment to design projects that
outlast us and contribute to a healthier
world. Our methodology ensures
every project has a balance between
environmental sensitivity, community
connection, artistry and economic
viability. This approach ensures that
our projects reflect the critical issues
facing the built environment and
deliver measurable benefits. It is the
foundation of the firm’s workshop
culture and the defining process of
our practice.
Environment
We are stewards of the environment and
champions for a sustainable future.
Community
An inclusive engagement process is critical to (re)
building the social fabric of the community.
Economics
Projects must be financially sustainable to last
generations. We need to consider market reality
and return on investment.
Art
Art is an integral part of the human experience;
it challenges assumptions and provokes thought
while revealing beauty and meaning.
Locations
Aspen
Austin
Chicago
Denver
Lake Tahoe
Los Angeles
Houston
Raleigh
12
Project Approach
Content is critical, but so is having an inclusive process that the community trusts.
Project Approach
We expand upon an understanding
of your context and challenges in our
approach, recognizing the following
are critical for a successful project:
• Utilizing multiple methods for
community engagement to meet
people where they are;
• Providing professional
assessments for data-informed
decisions;
• Directing growth of your park
system to match your changing
community;
• Connecting people to outdoor
recreation and green spaces
through your trails;
• Innovating for environmental and
social resiliency;
• Crafting plan graphic materials to
clearly communicate ideas to a
broad audience; and
• Prioritizing for effective
implementation of a big vision.
Multi-Faceted Community
Outreach That Responds To
Changing Conditions
We design our outreach efforts to
overcome barriers of participation
through cultivating a suite of diverse
engagement tools and opportunities.
Like the City’s Community
Engagement Framework, our team
utilizes international association
of public participation (iap2)
communication techniques,
honed from our 50-year history of
designing collaborative processes.
The sudden and rapid change
worldwide discouraging
gatherings for the sake of public
health has required public
participation to adjust to new
norms. Design Workshop adjusted
some of our public engagement
methods for approximately 60
projects in 2020, notably including
the Salt Lake City Public Lands
Master Plan and Colorado Springs
Downtown Parks. However, our
decade of investments in a variety
of web-based platforms that provide
information, public input and facilitate
collaboration has positioned us for
success. See our April 21, 2020 World
Landscape Architecture article for
more information. We have found that
online engagement opportunities are
a helpful, supplementary tool that can
be used in tandem with in-person
engagement opportunities.
We are committed to fostering
welcome and inclusive collaboration,
resulting in a plan that reflects your
residents, their diverse perspectives,
and community values. Utilizing
multiple methods of engagement is
essential to facilitate deep listening,
tease out insights, and synthesize
Project Approach
13
ideas that emerge. For each project,
we create a tailored community and
stakeholder engagement plan that
is intergenerational, transparent,
creative, and highly visible throughout
the city from the beginning of the
project through adoption of the plan.
We suggest staging engagement
events in existing parks and public
spaces in Bozeman that are already
accessible and familiar to community
members, and that are dispersed
across the city to aid in participation.
We will work hard to understand
the composition of Bozeman’s
underserved populations and bring
the planning process to them. We
will combine online and physical
engagement strategies that are
interactive, fun, and build community
capacity. We will analyze what is
heard to ensure we are reaching
a representative segment of the
population and adjust our outreach if
needed. And finally, we will develop
plan concepts and recommendations
tied directly to the input we receive
and tailor our analysis to ensure we
address the city’s core needs.
Youth, teens, and seniors often
require tailored approaches to
encourage their involvement. Health
considerations with COVID-19 has
made meeting them where they are
more of a challenge since programs
and centers have had to adjust. Critical
to our public engagement plan is
partnering with organizations that
are already embedded in this effort,
such as Gallatin County, the Gallatin
Valley Land Trust, the YMCA, and
other networks of support to reach
people less likely to participate in
public engagement projects online.
Some methods we have found
successful to engage the youth
include visual surveys, walking tours,
scavenger hunt workbooks, and going
into classroom settings, ensuring
their interests are represented and
encouraging future stewards of your
park system. We understand that
this is a plan for green spaces and
trails that will impact people of all
ages and abilities, and, as such,
have planned for in-person, pop-
up workshops to meet residents
who may not be plugged in to
existing communication, social, or
institutional networks.
We also plan to share project
information online utilizing a
variety of platforms and multiple
methods for interaction and
collection of input. Just a few
examples of virtual tools that
would be effective for this
project include a project website
using storymaps, robust survey
platforms such as qualtrics
and surveymonkey, a variety of
webcast options such as zoom,
and interactive workshop tools
CLOSE TO
HOME
Local Fo
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ourt Sports S pray AreasPoolsIndoor Dry-Floor Sp orts F a c i li t y
N a tural AreasASSET TARGET SNAPSHOT
DiSTANCE TO ASSETS
This diagram depicts the relative location and distribution of amenities throughout the city.
STRATEGiC BOLD MOVES—ASSET NEEDS i 51 ASSET NEEDSVanPlay evaluated where assets should be distributed throughout the city in order to provide amenities close to home but also allow for
better maintenance of all facilities | Vancouver, BC
14
Project Approach
such as mentimeter and mural. we
will ensure these opportunities are
formatted to be compatible with
cell phones, as we have found that
more people have access to these
devices than computers.
Establishing a framework for
data collection, analysis, visual
and geospatial data reporting,
and development of equity
indicators
Performance metrics drive our
practice at Design Workshop, and
through a culture that integrates
data into every project we tackle,
we have established ourselves as
a national leader in performance-
based planning and design. Despite
the best of intentions, often parks
and open space are not equitable
throughout a city. By equitable, we
do not mean equally distributed but
rather fairly distributed throughout the
city. Some areas have large quantities
of parklands and excellent facilities
while others are underserved or do
not have programs relevant to them.
Our approach with parks, recreation
and trail planning is to take stock,
map, and analyze the existing system
through various lenses. We overlay
spatial demographic datasets such
as population density, age, race,
income, and areas of future growth
in order to understand who can
access the system from where they
live and to identify where there are
gaps. Performance measures are
infused into this analysis, along with
identifying future levels of service,
park classifications and benchmarking,
and the program analysis for
accessibility and inclusivity. This
analysis informs our recommendations
for strategies, projects, and actions to
fulfill plan goals.
In active transportation system
planning, we apply a similar approach,
incorporating project measures
regarding identified values, such as
safety, access to key destinations, the
amount of people that can access the
trail, or how connected the network
is as a result of such an investment.
Through quantifying performance,
we can answer questions such
as, “What is the impact of this
proposed project?” and, “What will
it improve?” Community members
feel empowered to make choices,
Encouraging residents to participate in surveys and provide their opinions. Downtown Historic Parks Master Plan | Colorado Springs, CO
15
Project Approach
South Tahoe Middle School Connectivity | Lake Tahoe, CA
as they can quantify the benefit
that investment will have on the
community. This helps us to evaluate
the tradeoffs between various ideas
and build consensus around priorities.
It is critical in doing this that the
performance measures are identified
early in the process, are centered
around themes that resonate with the
community, and have buy-in.
How We Grow Matters
Bozeman is the fastest growing
city in Montana and faces immense
development pressure within the
city and surrounding Gallatin County
lands. If not planned for, this growth
may degrade the high quality of
life that has drawn and kept people
in the community. Our team has
worked with rapidly growing mountain
communities across the west,
including Utah, Washington, Idaho,
Colorado, Nevada, and California to
explore, analyze, and strategize ways
of managing growth. We recognize
that there are tradeoffs associated
with development patterns, and that
these decisions have implications for
park spaces, recreation, and health.
Of course, nobody understands
these growth pressures like you do.
As stated in your 2020 Community
Plan, Bozeman is a city influenced by
the natural environment; the goals
outlined in this guiding document,
such as the vision to support compact
development patterns as well as to
form connections between green
spaces with linear pathways, river
corridors, and complete streets,
demonstrate a framework for creating
a sustainable and ecologically resilient
network of parks, trails, and open
spaces that can be accessed by all.
According to the Trust for Public Land
neighborhood mapping analysis, 84
percent of Bozeman residents can
access a park within a 10-minute
walk of their home. This sets a high
expectation for park access, and as
Bozeman grows outward, it is critical
to maintain that standard into the
future.
We know that parks and trails are
places for play, reflection, gathering,
and transportation. They can be a part
of a public health strategy and connect
communities in new ways. They also
serve as places of refuge from our
16
Project Approach
hectic world and have the capacity
to perform multiple ecosystem and
social services. We will work to
address the need for maintenance,
management and improvements
of current park system offerings,
identify gaps in recreation services
provision, and anticipate future growth
implications for expanding parks, open
space, and trails offerings. We believe
that clarity in priorities is essential in
this plan to ensure city leadership has
guidance for strategic investments.
Our expertise also lies in creating
policies for parks and trail
development such is in Missoula in
evaluating code requirements for
subdivisions including dedication and
cash-in-lieu for park spaces. We have
established park, open space, and trail
design criteria recently for Arapahoe
County and Adams County, Colorado
with the creation of code language
for new categories of parks and
associated performance standards.
These experiences have informed out
views of the power of master plans to
direct tailored policies that best suit a
community’s conditions and needs.
Acquisition Priorities
With the rapid growth that is occurring
in tandem with the Bozeman 2020
Community Plan goal of increasing
the percentage of residents and
households within a ½-mile walking
distance to open space or trails, it
is a critical time to guide your land
acquisition priorities and strategies
for open space and recreation park
development. This is an exciting
opportunity to shape the future of
your system to provide parks and
open space. With your abundant
natural resources and community
desires to spend time outdoors we
anticipate this will be a plan that
excites and builds pride. But the
process also comes with tough
trade-offs and challenging discussions
about priorities. We use both an
analytical and public value process to
transparently communicate direction,
without tipping your hat about
potential property purchases. Our
process includes weaving data, expert
valuation, and community values using
goal setting, GIS mapping analysis,
storytelling, and public input. Many
of our acquisition and investment
prioritization processes have received
prestigious awards for both their
methodology and outcome. One of
our open space acquisition priority
plans includes the I-25 Conservation
Corridor in Douglas County, Colorado
that preserved over 100,000 acres and
scenic mountain views and received
an Award of Excellence in Analysis
and Planning from ASLA and the
Governor’s Smart Growth Award.
Another focused on underserved
populations access to quality parks
and programs is the Great Outdoors
Colorado pilot project Finding
Connections to the Outdoors for
Youth and Families honored with an
Award of Excellence from ASLA. We
look forward to discovering with your
community the priorities that will have
the most meaningful impact.
Diversifying Mobility Options
Trails, bike paths, and sidewalks play
an integral part of a city’s mobility
system. These corridors connect
people and places, also provide an
opportunity for embedding ecological
and social resiliency. A vision for an
interconnected active transportation
network will be unified to ensure
that the implementation of individual
projects have an even greater impact
by contributing to a holistic system.
We know that your residents respond
when provided choice, as evidenced
by the increase in bicycle commuting
that occurred from doubling the
number of bike lanes within Bozeman
between 2000 and 2010. You have
a great vision and identified set of
projects in the 2007 PROST Plan and
2017 Transportation Plan; integrating
other plans, data, and efforts in
conjunction with the parks and
recreation system will help to unify the
City’s vision for creating a connected
and thriving place.
Principal in Charge Anna Laybourn at a community engagement event for Historic Parks Master
Plan in Colorado Springs, CO
17
Project Approach
17
Context-sensitivity will be built into
the plan to respond to the needs
and geographic and environmental
qualities of the different community
areas. Providing active transportation
infrastructure requires collaboration
with multiple stakeholders and
departments. In Placer County, CA;
El Dorado County, CA; and Washoe
County, NV; and Kane County, UT
we have coordinated between
municipalities and state departments
of transportation to determine viable
trail connections. These systems offer
residents a valuable new amenity
while reinvigorating the community.
The Bozeman Active Transportation
Plan will support locals using the
sidewalks, trails, and pathways for
both recreation and transportation.
Identifying A Network For
Environmental And Social
Resiliency
This process offers the opportunity to
support the City’s mission to “keep
Bozeman the most livable place
through public safety and community
partnerships” while demonstrating
best practices in design for equity,
resiliency, and ecological integrity.
This Parks, Recreation, and Active
Transportation Plan will connect
Bozeman in sensical ways, offering
a cohesive system for both passive
and active recreation, while being
mindful of native habitat restoration,
protection of scenic and cultural
resources, adaptation to climate
change, and green stormwater
infrastructure. This planning process
presents an opportunity to build
upon the community partnerships
formed in the creation of Bozeman’s
2019 Hazard Mitigation Plan, 2020
Climate Plan, and 2016 Urban Forestry
Project, and respond to findings from
these initiatives to integrate action for
addressing climate change and social
and environmental vulnerabilities. We
have developed parks and open space
plans for places such as Boulder, CO,
Vancouver, BC, Mariposa County,
CA, and Beaufort County, SC that are
industry leaders in planning for a more
resilient future.
We will assess Bozeman’s existing
program offerings to understand the
ability of the system to meet this
critical role and will strategically plan
for the system to serve as connector
to the region’s existing network
of trails, parks, open spaces, and
natural and cultural destinations using
evidence-based design from the latest
science and best practices in active
living and active transportation system
planning.
A User-Friendly Plan
As part of a critical look at your
2007 plan, we see opportunity to
improve upon the visual appeal
and approachability for community
members and also to provide a more
actionable plan with clear directives
and outcome measurements for City
staff and leadership. We would seek
to create both website materials,
printable posters, and a document
that is engaging and directs readers
to information they are likely to
seek in the plan. Branding of the
project, website creation, and graphic
design are two services we offer,
such as with the VanPlay Parks and
Recreation Plan that was honored
with an ASLA award of excellence in
communication. We have found these
efforts to have a successful impact
on the expression of parks systems
identity and community vision for
long-term outcomes.
Balance And Prioritization
Two broad categories that this Master
Plan must balance: the practical and
the visionary. From our experience, if
we focus too great an emphasis on
the practical aspects of coordinated
efforts, operations, maintenance, and
funding, then we miss the opportunity
to establish a visionary “big idea”
that encourages leadership and
thinking beyond routine daily activities.
Conversely, if the Plan is purely
aspirational, it will lack the specificity
to direct implementation, action,
and measurable goals, resulting in
a distant and vague concept that
is impossible to determine if it has
ever been achieved and overlooks
sustainable stewardship.
We will guide staff, the City, and
the public through a process to
chart the overall course, develop
specific strategies and priorities, and
then return to the vision to analyze
the effectiveness of proposed
actions. The inherent feedback loop
embodied in this process allows us
to continuously question the goals
and objectives and consider whether
an evolution of the foundation is
needed. The intent is not to avoid
deliberate decision-making and
forward movement, but rather to
challenge previous assumptions and
avoid proceeding under false or limited
understanding. A transparent process
for prioritization that avoids the pitfalls
of people “gaming the system”
or position outweighing equity is
something we pride in many of our
most challenging projects. A master
plan that effectively communicates
how prioritization matches community
values, such as our parks and open
space plan for Boulder, Colorado,
can overcome contentious situations
where “everything is important.”
18
Project Team
Design Workshop
Landscape Architecture,
Parks, Trails, Recreation
Policy/Regulatory Planning,
Wayfinding and Signage
Anna Laybourn
Principal in Charge
120 Main Street
Aspen, CO 81611
970-399-1408
alaybourn@designworkshop.com
Our parks and open space projects enhance the everyday lives of
people. We work to protect and restore ecosystems and bring equity
to the underserved because we know how crucial well-designed
and well-maintained open space is. Our parks provide an essential
recreational resource— from active sports to creative play to quiet,
reflective spaces— in a way that harnesses parkland for stormwater
management, urban agriculture and habitat enhancement. In short,
we connect communities physically and emotionally to the natural
environment with comprehensive thoughtfulness for how great places
to live need to evolve.
Ballard*King
Recreation Planning
Ken Ballard
President
2743 E. Ravenhill Circle
Highlands Ranch, CO 80126
303-470-8661 office
303-808-2697 cell
ken@ballardking.com
Ballard*King & Associates, was established in 1992 by Ken Ballard and
Jeff King in response to the need for market-driven and reality-based
planning for parks and recreation agencies. B*K has achieved over 28
years of success by realizing that each client’s needs are specific and
unique. We focus our master planning efforts on recreation program
and service delivery, recreation facility development, organizational
planning, and parks and facility maintenance. From pinpointing
specifics to broad visions, B*K provides direction to ensure the long-
term viability of a parks and recreation agency.
Meet
our
Project
Team
In addition to parks planners and landscape architects,
Design Workshop includes ecologists, graphic
designers, economic strategists, environmental
(signage) designers, public-policy writers, stakeholder
engagement specialists, transportation planners, and
authors of comprehensive community plans. We select
the right trusted partners for each assignment.
19
Project Team
PR Studio
Recreational Marketing
Kathleen Wanatowicz
Principal
Post Office Box 1523
Carbondale, CO 81623
970-340-4332
kathleen@prstudioco.com
Project Resource Studio (Pr Studio, LLC) is a strategic communications
firm providing comprehensive communications services, project
marketing, facilitation, stakeholder outreach and public relations
strategies for project teams, small and large municipalities and
organizations.
We have served as the strategic communications consultant for
organizations throughout the west in municipal services, public affairs,
infrastructure, transportation, community development, recreation,
resort development, and resort tourism.
Our reputation is built on developing relationships within an organization
as a trusted advisor and providing a well-developed communications
platform that reflects its culture, professionalism, and business
objectives. We have been in the trenches with our clients and have
helped them achieve great things
National Research Center
Statistically Valid Survey
Erin Caldwell
VP of Research
2955 Valmont Road, Suite 300
Boulder, CO 80301
303-226-6992
erin@n-r-c.com or erin@polco.us
NRC is a highly regarded citizen survey research firm located in
Boulder, Colorado that operates throughout the nation and worldwide.
With a focus on local government research, NRC is dedicated to
providing a full range of services that help organizations measure
their effectiveness, understand the perspectives of their residents,
employees, clients, and other stakeholders, to drive data-driven
decision making.
NRC staff who would be assigned to this project have extensive
experience working with parks and recreation managers, planners,
elected and appointed stakeholders as well as the public at large. Our
open space, parks and recreation surveys have asked participants
about their engagement in various recreation activities, their familiarity
with and use of parks and recreation facilities, and/or their satisfaction
with park and recreation facilities and offerings.
20
Project Team
Anna Laybourn AICP, CPRP
PRINCIPAL IN CHARGE
Anna takes a holistic view for integrated thinking for parks, recreation, trails,
and open space conservation planning informed by her background in City and
Regional Planning and natural resources management. She seeks a profound
understanding of the people that she plans for and takes a special interest in
engaging the public in innovative planning and design process. Some of the
topics she has spoken at conferences (NRPA, APA, SCORP and ASLA) include:
community health and wellness, infusing nature in the city, local food systems,
partnerships and sustainable finance, collaborative trail planning, innovative
youth outdoor programming, innovations in open space conservation, special
events management, parks and open space tax voter support, parks equity,
community-driven prioritization, plan implementation, context sensitive parks,
and more.
Selected Project Experience
Colorado Springs Parks Master Plan – Colorado Springs, CO
Anna led the creation of this master plan for the City’s recreation, parks, open
space, cultural services and events, trails, and forestry. She has continued
involvement in plan implementation with park planning and design projects.
Salt Lake City Public Lands Master Plan – Salt Lake City, UT
Anna is the Principal- in-Charge for the city’s first public lands master plan
focused on an ambitious vision for the evolution of natural lands, trails, urban
forest, and city parks.
Spokane Parks and Natural Lands Master Plan – Spokane, WA
Anna is the Principal in Charge for this master plan to create a city vision and
priority plan. She is leading a community engagement process that closely
examines equity for play and preservation.
Pikes Peak Outdoors Youth Initiative - Colorado Springs, CO
Anna provided leadership to the team for the plan content, including navigating
board member and 100 operations staff objectives.
Boulder Open Space and Mountain Parks Master Plan - Boulder, CO
Anna directed the overall project approach, quality management, and facilitated
elected officials review process for this data and community-driven plan.
Design Workshop
Education
Master of Urban and Regional
Planning, Ohio State University
Bachelor of Science in Environmental
Design, University of Minnesota
Accreditations | Certifications
The Effective Facilitator
National Charrette Institute
American Institute of Certified
Planners
Professional Affiliations
American Planning Association
Prior Colorado APA Board Member
APA Small Town and Rural Area
Planner Division Vice-Chair
APA Youth Engagement Planning
Board Member
NRPA Member
Selected Honors
Award of Excellence for a
Comprehensive Plan: Adams County
Open Space, Parks and Trails Master
Plan. APA County Planning Division
Award of Excellence in Research:
Finding Connections to the Outdoors-
Plug In to Nature. ASLA National
Honor Award for Public Engagement:
Carbondale Parks System Master
Plan, APA STAR Award
Hours per month for project:
6-24
21
Project Team
Callie New
PROJECT MANAGER, PLANNER
Callie New has over eight years of experience in planning. She previously was
a Lead Transit Planner with Wasatch Front Regional Council in Salt Lake City,
Utah. Through the creation of WFRC’s 2019-2050 Regional Transportation Plan
and Land Use Vision, she led and executed stakeholder outreach strategies
to facilitate and incorporate feedback from elected and appointed officials,
the business community, community-based organizations, and interagency
staff. Callie also has economic development, land use, environmental, and
transportation planning experience. She is competent in public finance
strategies, research analytics, and comprehending and communicating policy
and technical information into language that is understandable to stakeholders
and the public.
Select Project Experience
Pictured Rocks National Lakeshore – Munising, MI*
Callie led this planning effort, which included guiding a range of National Park
Service projects through the National Environmental Protection Act (NEPA) and
National Historic Preservation Act (NHPA) analysis process, with a focus on
recreational, cultural, and natural resource management.
Spokane Parks and Natural Lands Master Plan – Spokane, WA
Callie is the Project Manager for this master plan to create a city vision and
priority plan. She is leading a community engagement process that closely
examines equity for play and preservation.
Wasatch Choice 2050 and 2019-2050 Regional Transportation Plan – Salt
Lake City, Ogden-Layton, UT*
Led process for creation of long-range transit plan utilizing federal financial
constraint criteria, extensive stakeholder outreach, and data-driven indicators
that relate to regional goals.
Regional Transportation Plan Online Visualization Tool – Wasatch Front
Regional Council, Salt Lake City, UT*
Online interactive map and web page used to gather feedback from regional
stakeholders - includes community narratives, performance measures, and
transportation and land use plan.
*Denotes work done prior to Design Workshop
Design Workshop
Education
Master of Urban Planning, Columbia
University
Bachelor of International Studies,
Southern Oregon University
Professional Affiliations
Marquette Brownfield Redevelopment
Authority
American Planning Association
Women in Transportation, Northern
Utah Chapter
Speaking Engagements
“Designing for Walkability and Public
Spaces,” Transportation Research
Board Conference
Recent Awards
Transportation Research Board
Conference Best in Show Award,
“Designing for Walkability and Public
Spaces”
Hours per month for project:
30-60
22
Project Team
Ashley Hejtmanek AICP, PLA
PARKS ADVISOR
Ashley is a associate with Design Workshop. Through her work with Design
Workshop, Her experiences in the disciplines of park design, park system
master planning, streetscape and corridor design, resort development, site
planning, and residential design are broad and far-reaching over her 15 year
tenure with the firm. Her professional interests include the interactions between
culture and the land and creating lasting impressions that benefit the good of
the public and environment.
Selected Project Experience
Story Mill Community Park – Bozeman, MT
A Parks for People project for the Trust for Public Land, Design Workshop led a
multi-disciplinary team through the master plan and implementation of a 60-
acre regional park in the heart of Bozeman. Surrounded by the rich historic and
natural landscape of the city, the park hosts everything from a nature sanctuary
to an adventure playground for all ages.
Greeley Parks, Trails and Open Lands Master Plan - Greeley, CO
Design Workshop provided a city-wide assessment and plan for the public
spaces of Greeley, Colorado, referencing an equitable distribution of public
resources across the City. In addition to the overall master plan, Ashley
simultaneously directed and delivered site-specific plans for the City’s
fairgrounds and sports complex.
Adams County Regional Park Master Plan - Adams Co, CO
The master plan for the regional park and fairgrounds of Adams County laid the
foundation for an ever-expanding community resource outside of the Denver.
The site represents both the western heritage of the region, but a future that
makes its use diverse and relevant into the future. Several implementation
projects are now underway as defined by the master plan.
Carbondale Parks, Recreation, and Trails Master Plan – Carbondale, CO
Facing uncertainty in funding to maintain existing parks and recreation facilities,
Design Workshop developed strategies to improve efficiency in service delivery,
identify partnerships and provide recommendations for funding. Ashley later
jointed the town’s Parks and Recreation Commission as a citizen volunteer, and
has had the ability to work with the plan and advocate for its implementation.
Design Workshop
Education
Master of Urban and Environmental
Planning with Historic Preservation
Planning Concentration; University of
Virginia
Bachelor of Arts in Landscape
Architecture; Pennsylvania State
University
Licensure and Certifications
Registered Landscape Architect: State
of Colorado #847;
Certified Planner: American Institute of
Certified Planners
LEED® Green Associate
CPSI: Certified Playground Inspector
CSI: Certified Construction Documents
Technologist
CLARB
Professional Affiliations
American Planning Association
National Recreation and Park Assoc.
Carbondale Parks & Rec. Commission
Carbondale Historic Preservation Board
Recent Awards and Honors
Colorado ASLA 2020 President’s
Award of Excellence (General Design);
Montana Idaho ASLA 2017 President’s
Award of Excellence (Analysis and
Planning): Story Mill Community Park
APA Colorado Merit Award 2018
Riverdale Regional Park Master Plan
Hours per month for project:
8-16
23
Project Team
Michael brings over 15 years of experience in graphic design and a
background in community planning and public art to Design Workshop. His
practice focuses on the ways design can create more meaningful and lasting
connections to communities through the visual environment including signage,
wayfinding and placemaking tactics. His project branding exudes identity
and is designed to be memorable with thought to both virtual interaction
and location-based print interaction. He has developed project branding for a
variety of public engagement efforts.
Selected Project Experience
Spokane Parks, Open Space and Trails Master Project Branding- WA
Stanley Park Signage and Wayfinding - Estes Park, CO
Centennial East-West Trail - Douglas County, CO
Advancing Adams County Project Branding- CO
Moncus Park – Lafayette, LA
City of Aspen Branding – Aspen, CO*
Historic Parks Master Plan Graphic Design and Project Branding – Colorado
Springs, CO
Michael Stout
Environmental Graphic
Designer
Design Workshop
Education
Master of Community Planning;
University of Cincinnati
Bachelor of Fine Art;
Herron School of Art
Professional Affiliations
American Institute of Graphic Artists
Society of Experiential Graphic Design
Hours per month for project:
20-60
Jessica Garrow
AICP
Policy/Regulatory
Planner
Design Workshop
Education
Master of City & Regional Planning;
Ohio State University
Bachelor of Political Science;
University of Colorado
Professional Associations
American Planning Association (APA)
Legislative & Policy Committee
APA Divisions Council
Small Town & Rural Division Chair
YEP! Youth Engagement Planning
Board Member
Hours per month for project:
4-20
Jessica is a community development professional with over fifteen years of
experience and a proven track record of successful planning implementation and
community engagement. She has effectively managed significant and complex
projects and budgets, worked to craft innovative planning policies, and promoted
sustainable comprehensive planning. Prior to Design Workshop, Jessica worked
as a land use planner and Community Development Director for the City of
Aspen, Colorado. During that time she worked on implementing community
vision into city policies and land use code regulations, as well as working on
award winning and broad community engagement strategies, including on
the Comprehensive Plan and a number of overhauls to the Land Use Code.
Jessica enjoys collaborating with others to create solutions that respect diverse
opinions, promote community values, and protect the characteristics that make
communities unique.
Selected Project Experience
City of Fruita Land Use Code Analysis and Rewrite - Fruita CO
Arapahoe County Open Space, Trails and Recreation Master Plan - CO
Adams County Parks Development Code Revisions - Adams County, CO
Missoula Development Subdivision Code Rewrite - Missoula, MT
Aquatics Facility Master Plan, Carbondale, CO
Transportation Impact Analysis – Aspen, CO
Provo General Plan Update- Provo, UT
Aspen Area Community Plan - Aspen, CO *
Comprehensive Land Use Code Rewrite – Aspen, CO *
* denotes work done prior to Design Workshop.
Additional Design Workshop Staff Support:
GIS Technician, Parks Planner, Public Engagement and Graphic Design
24
Project Team
Erin has over 20 years experience as a senior researcher and project manager
and has designed and conducted scores of surveys, needs assessments, policy
studies and program evaluations for public and non-profit sector clients. Erin
has a wealth of analytic experience and can help you choose what is most
appropriate for your project; whether simple (such as descriptive statistics
and cross tabulations) or more complex (such as hierarchical linear modeling,
reliability and validity testing or factor analysis).
Selected Project Experience
Boulder Recreation Surveys - Boulder, CO
Transportation Survey - Sammamish, WA
Denver Regional Council of Governments Survey of Residents about Active
Transportation - Denver, CO
City of Boulder Travel Diary Studies - Boulder, CO
Arapahoe County Open Space Master Plan Survey - Arapahoe County, CO*
Boulder Open Space and Mountain Parks Master Plan Survey - Boulder, CO*
Fort Collins Natural Areas Resident Survey - Fort Collins, CO
Colorado Springs Parks, Recreation and Cultural Services Survey - CO*
Adams County Open Space, Parks and Trails Resident Survey - CO*
S. Suburban Parks and Recreation District Resident Survey - CO*
Vancouver Parks and Recreation Master Plan - Vancouver, CO*
*Projects completed with Design Workshop
Erin Caldwell
MSPH
Survey Research
National Research
Center
Education
Bachelor of Arts Sociology,
Wheaton College
Master of Science Public Health,
University of Colorado
Hours per month for project:
20-30
A sa founding partner of Ballard*King & Associates, Ken has over 35 years of
experience in parks and recreation planning. Ballard*King & Associates was
established in 1992 by Ken Ballard and Jeff King in response to the need for
market driven and reality based planning for recreation agencies. In his years
of work with B*K, Ken has provided master planning consulting services to
more than 60 communities across the country. Ken is well known for his vast
knowledge of recreation programming, facility development and operations, as
well as organizational planning and park maintenance. His expertise has been
developed over the years from a wide breadth of experiences within the parks
and recreation field.
Selected Project Experience
Covington Master Plan - Covington, WA
Edmonds Master Plan - Edmonds, WA
Mountlake Terrace Master Plan - Mountlake Terrace, WA
Sammamish Master Plan - Sammamish, WA
Shoreline Master Plan - Shoreline, WA
McMinnville Facilities & Programs Plan - McMinnville, OR
Longmont Master Plan - Longmont CO
Arapahoe County Open Spaces Master Plan - Arapahoe County, CO*
Boulder Open space and Mountain Parks Master Plan - Boulder, CO*
*Projects completed with Design Workshop
Ken Ballard
Recreation Planner
Ballard*King
Education
Bachelor of Recreation and History,
University of Colorado
Accreditations / Certifications
Parks & Recreation Professional
Hours per month for project:
60-80
25
Project Team
Team Structure
Ballard*King, Recreational Planning
Ken Ballard, Recreation Planner, Operations, Maintenance, Funding
NRC, Statistically Valid Survey
Erin Caldwell, Survey Research
PR Studio, Recreational Marketing
Kathleen Wanatowicz, Public Relations
City of Bozeman
Addi Jadin Parks Planning and Development Manager
Community &
Key Stakeholders
Design Workshop
Anna Laybourn, Principal In Charge
Callie New, Project Manager, Planner
Ashley Hejtmanek, Parks Advisor
Jessica Garrow, Policy/Regulatory Planner
Micheal Stout, Environmental Graphic Designer
Additional Design Workshop Staff Support
Kathleen is the founder and principal of Project Resource Studio(PRS). She
has worked in public communications and engagement for over fifteen years
with an emphasis on community development projects. Kathleen brings a
diverse background to a consulting team providing a depth of experience in
building consensus for public programs and projects. She has a passion for
aligning communities around a shared vision. Kathleen and her team at PRS
are experienced with issues that are unique to rural communities. Proven track
record in managing complex projects forward to completion, developing long-
term relationships with clients, and marketing new products and programs.
Select Project Experience
Snowmass Center Redevelopment Plan - Snowmass, CO*
Aspen Intelligent Metering - Aspen, CO
Wildlives Campaign - Pitkin County Open Space and Trails, CO
Town 2 Crown Campaign - Pitkin County Open Space and Trails, CO
Colorado Mountain College Campaign - Aspen, CO
COVID Awareness Campaign - Glenwood Springs, CO
A Perfect Place to Land Campaign - Parachute, CO
*Projects completed with Design Workshop
Kathleen
Wanatowicz MBA
Public Relations
PR Studio
Education
Bachelor of Parks, Recreation, and
Tourism Administration, Florida State
University
Master of Business Administration,
Daniels College of Business,
University of Denver
Professional Affiliations
Town of Carbondale Parks and
Recreation Commission
Urban Land Institute, Women’s
Leadership Initiative
Hours per month for project:
20-40
Vancouver Parks & Recreation Master Plan | Vancouver, BC | ASLA National Award for Excellence in Communications
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PROJECT APPROACHEXPERIENCE
Vancouver Parks & Recreation Master Plan | Vancouver, BC | ASLA National Award for Excellence in Communications
28
Project Experience
Summary of Experience
Project Team experience
performing a comprehensive
parks and recreation planning
process:
Our firm and partners have national
and international reach and could
provide extensive lists of our
previous experiences in creating
comprehensive parks and recreation
plans that we could supply to you.
However, we have selected our most
recent projects for communities
similar to yours that demonstrate our
abilities to complete your specific
scope of work with expertise. Many
of them also represent how we have
tailored our engagement approaches
with COVID-19 restrictions, as
we have adjusted and invented
methods for public collaboration for
approximately 60 projects in 2020.
This has included the creation of web-
based tools, advertisement campaigns
and project branding, and creative
ways of meeting people where they
are. We bring these lessons learned,
flexibility, and desire to discover
creative solutions with you.
To augment Design Workshop’s
leadership in Park, Recreation and
Open Space Planning and respond
to your needs, we have assembled a
collaborative team of subject matter
experts. Our team includes trusted
partners Ballard*King Associates,
who specializes in operations and
management solutions for parks
and recreation organizations as well
as programming and management
for sports facilities. The National
Research Center is a trusted partner
and has supported more than a
dozen of Design Workshop’s park
system master plans with preparation
and administration of statistically
valid need assessment surveys. As
stewards of performance-based
planning processes, all projects in
our portfolio give attention to crafting
engaging and visual representations
of data.
More than 50 of our parks, recreation,
and trails master plans have been
honored with state and national
awards. A few projects we’d like to
highlight specific to comprehensive
parks and recreation planning:
Adams County Open Space, Parks,
and Trails Master Plan – Adams
County, CO
• APA National, Small Town and
Rural Planning Division (STaR)
Award of Excellence
• APA Colorado, Honor Award or
Outstanding Project
Carbondale Parks, Recreation and
Trails Master Plan – Carbondale, CO
• APA Colorado, Honor Award in
Community Engagement
Daybreak Parks, Trails and Open
Space Plan – South Jordan, UT
• Envision Utah, Governor’s Quality
Growth Award
• ASLA Utah, Honor Award in
Design
Colorado Springs Park System Master
Plan - Colorado Springs, CO
• APA Colorado, Honor Award for
Planning
Larimer County “Plug in to Nature” -
Larimer County, CO
• ASLA, Award of Excellence for
Research
Our experience in active
transportation planning
process:
We are excited by the opportunity
to integrate active transportation
planning into the parks and recreation
plan, providing a holistic look at
mobility, active living, and play. We
bring experience in transportation
planning at both the city and
regional scale, working with leaders
from the network visioning stage
to implementation, integrating
performance measures for project
prioritization, developing wayfinding
tools, collaborating with stakeholders
on funding and cost assumptions, and
developing MOUs for maintenance
into the future. Our select active
transportation project experience
includes:
Tahoe Regional Active Transportation
Plan – Lake Tahoe Basin, NV and CA
• Tahoe Chamber of Commerce,
Blue Ribbon Award
Tahoe City Mobility Plan – Tahoe City,
CA
Great Falls Circulation and Streetscape
Plan – Great Falls, MT
Santa Fe River Trail Master Plan and
Interpretive Signage
Lowry Mobility Study – Denver, CO
• ASLA Colorado, Merit Award in
Research & Communication
Our approach to ethical data
governance:
Design Workshop’s approach to
ethical data governance first starts
with the collection of open-source
data from reliable local and federal
sources. If the data is not traceable
or its metadata is not reliable, it
is not used. To perpetuate ethical
data governance, a data dictionary
is maintained for each project that
lists the name, description, source,
and attributes of each data layer
that is downloaded and/or received.
This ensures that the data layers
are used appropriately for mapping
and analysis, and that proper
credit is given. Thorough technical
documentation is also maintained
for data workflows including data
layers and ArcGIS tools used, and any
issues that arose during the workflow.
Analysis workflows are supported
by academic literature. Maintaining
extensive documentation helps to
eliminate the potential of perpetuating
inequities. Data is stored on secure,
local network drives and is only
distributed on online, cloud-based
platforms or to private individuals with
the proper permission.
29
Project Experience
Story Mill Community Park
Bozeman, Montana
Design Workshop
Design Workshop partnered with The Trust
for Public Land to design a 55-acre park
along the East Gallatin River and Bozeman
Creek and adjoining the historic Story Mill in
Bozeman, Montana, creating a community
gathering area rich in wildlife habitat and active
recreation opportunities. The challenge was
to transform a site that was an aggregation of
degraded riparian landscapes, a former trailer
park, and years of construction debris into a
park that offers year-round active recreation,
opportunities for community events, and a
destination for Bozeman residents of all ages.
Community outreach, children’s workshops,
environmental analysis, and program analysis
2017 ASLA IDAHO/MONTANA
PRESIDENT’S
AWARD OF
EXCELLENCE
Reference
Mitch Overton
Director of Parks and
Recreation
City of Bozeman
406.582.3222
moverton@
bozeman.net
Services Provided
Parks & Recreation
Master Planning,
GIS Analysis,
Graphic Design,
Community
Engagement
have been the building blocks for imagining a
new landmark regional park. The park’s design
features an extensive play space built of natural
materials that is geared towards various age
groups and engages with the topography and
distant views of the site. Trails lead visitors
through restored wetlands and along the East
Gallatin River.
The park opened to the public on July 20, 2019,
with a huge community celebration and has
quickly grown into a beloved gathering place for
the community.
30
Project Experience
ESPACIOS ABIERTOS Y PARQUES DE MONTAÑA PLAN MAESTRO
Nuestras tierras. Nuestro Legado. Nuestro futuro. CITY OF BOU L D ERVisite nuestro sitio en la red: OSMPMasterPlan.org
#OurLandsOurFuture#OurLandsOurLegacy
@boulderosmp
CONTACTO
Deryn Ruth WagnerDirectora de Proyecto
wagnerd@bouldercolorado.gov
303.413.7636
› Inscríbase en nuestra lista de correo
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CONECTESE
Boulder Open Space + Mountain Parks Master Plan
Boulder, Colorado
Design Workshop, NRC & Ballard*King
When residents of the City of Boulder voted to
purchase the 75-acre Chautauqua Park near the
base of the Flatirons in 1898, the community
initiated a remarkable investment in open space
and mountain park preservation. Fifty years ago,
Boulder voters enabled the City to become the first
municipality in the United States to employ sales
tax to fund open space. We worked with the City
to develop a system wide master plan to envision
the future for its 45,000 acres of open lands.
We collaborated with staff technical experts to
develop content for a System Overview Report—an
accessible document to communicate a complex
array of information, from the agencies finances
to managing grasslands and cultural resources. As
part of the outreach events, our team developed
a suite of collateral materials in both in English
and Spanish, promoting the project’s website and
events.
The project also involved facilitation of a complex
group of stakeholders, from technical experts,
youth Jr. Rangers, Boulder City Council and
newly formed city-wide engagement Process
Committee. We helped the client develop content,
presentations and risk mitigation strategies to keep
the project budget and schedule on target.
Reference
Deryn Wagner, Project Manager
City of Boulder
303.413.7636
wagnerd@bouldercolorado.gov
Services Provided
Parks & Recreation Master Planning, GIS Analysis,
Statistically Valid Survey, Graphic Design,
Community Engagement
TOP 10 MOST POPULAR ACTIVITIES ON OSMP LANDS
BASED ON 2016 RESIDENT SURVEY RESULTS
RUNNING
OBSERVING NATURE
HIKING/WALKING
DOG
WALKING
BIKING
PICNICKING
TAKING PHOTOS
CLIMBING
SKIING
FISHING
OTHERS
ACQUISITIONS OVER TIME
pre 1950 1950 - 2000
Boulder Open Space and Mountain
Parks: 1875 to Present
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5
2000 - present
Project Experience
ESPACIOS ABIERTOS Y PARQUES DE MONTAÑA PLAN MAESTRO
Nuestras tierras. Nuestro Legado. Nuestro futuro. CITY OF BOULDER Visite nuestro sitio en la red: OSMPMasterPlan.org
#OurLandsOurFuture#OurLandsOurLegacy
@boulderosmp
CONTACTO
Deryn Ruth WagnerDirectora de Proyecto
wagnerd@bouldercolorado.gov
303.413.7636
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CONECTESE
TOP 10 MOST POPULAR ACTIVITIES ON OSMP LANDS
BASED ON 2016 RESIDENT SURVEY RESULTS
32
Project Experience
Project ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject ExamplesProject Examples
Loudoun County Linear Parks and Trails System Plan
Loudoun County, Virginia
Design Workshop
Design Workshop is helping Loudoun County,
Virginia to develop a countywide linear parks
and trails system plan that links and protects
the county’s diverse natural, cultural and
recreational resources. The plan will balance
the unique needs of the county’s trail users
– including hikers, joggers, commuters,
cyclists, horseback riders and history buffs
– while building new connections between
the county’s rural western half and its rapidly
growing and densifying communities east
of Route 15. Lacking reliable trails data, the
project team trained dozens of volunteers to
utilize ArcGIS mapping and crowdsourcing
tools in a coordinated, countywide inventory
and assessment of existing trails. This effort
not only created valuable data for the plan
and the county’s GIS department; it also built
enthusiasm for the project and introduced the
team to the diversity of Loudoun County’s trail
users and needs.
Using a variety of online and outdoor events
following health protocols, this process is
engaging the public in prioritization of future
investments with a keen eye on equity and
appreciation of cultural and natural assets.
Services Provided
Trails Alignment Planning, GIS Inventory
and Analysis, Public Engagement, Funding
Opportunities Assessment, Open Space
Acquisitions Planning, Vision Document
32
33
Project Experience
Salt Lake City Public Lands Master Plan
Salt Lake City, Utah
Design Workshop
Salt Lake City is home to over 196,000 people
representing a broad range of socioeconomic
backgrounds and cultural heritages that include
over 80 spoken languages. Design Workshop is
assisting the Public Lands Division in creating
a master plan with an ambitious, community-
driven vision for the evolution of natural lands,
urban forest, trails, golf courses, and city parks
for the next 20 years. COVID-19 protocols
caused public engagement window #1 to
pivot with inventive outreach methods for
inclusive engagement including University of
Utah student-led intercept interviews, trailside
survey advertisement, ice cream and food truck
pop-up events, language translation, online
survey, media information packets, and partner/
service provider focus groups. A new gold
standard for engagement was achieved with
over 8,000 people representative of the city’s
demographics and geography participating.
Evaluated with the needs assessment, the plan
will identify specific, meaningful projects and
strategies that align with Public Lands values of
livability, stewardship and equity.
Reference
Nancy Monteith, Public Lands Project Manager
Salt Lake City Corporation
801.535.6234 | nancy.monteith@slcgov.com
Services Provided
Master Planning, Public Engagement, Public
Policy Planning, Landscape Architecture
34
Project Experience
Reference
Andy Fisher, Placer County Department of Public Works
530.889.6819
afisher@placer.ca.gov
Services Performed
Park Planning, Trails Planning, Public Facilitation &
Outreach, GIS Analysis
Placer County Parks and Trails Master Plan
Placer County, California
Design Workshop & NRC
Placer County is home to over 360,000 people who value
the county’s diverse and year-round recreation. The master
plan identifies parks and trails priorities and answers
how, when, and where those improvements should be
made. The plan outlines the big ideas for parks and trails
for the next 10 years. It also provides direction for the
Board of Supervisors and staff to take action and directs
a strategic course for funding new projects. The project
process included: a county wide survey, analysis and
recommendations, and benchmark reviews, outreach, and
plan development with continued opportunity for public
input in correlation with environmental documentation.
8 COUNTY OF PLACER
INTRODUCTION | EXECUTIVE SUMMARY
A backbone system of trails connecting east/west from Sacramento to Lake Tahoe and continuing to Reno and
connecting north/south from El Dorado County to Nevada County.
PROPOSED REGIONAL TRAILS SYSTEM
PRIORITY PROJECTS & INITIATIVESPRIORITY PROJECTSTier 1 and Tier 2 priority projects focus efforts over the next 10 years. Improvements to existing facilities and key trail linkages are identified. Tier 1 projects may be partially or fully funded and in some stage of planning or design. Tier 2 projects have high potential for partnership and leverage funding. They may have some initial design or planning work completed. Projects include both improvements to existing parks and trail connections. INITIATIVESFour initiatives are recommended for Placer County in the Master Plan. These initiatives relate to the overall parks and trail system. All four initiatives will better connect people to Placer County’s parks and trails. • Mapping & Communication• Volunteer Coordination• Art in Public Recreation Areas
• Outdoor Recreation Programming
Pion eer Express TrailAUBURN
NEVADA CITYGRASS VALLEY
PLACERVILLE
SOUTH LAKE TAHOE
ROCKLINLOOMIS
SHERIDAN
GRANITE BAY
MEADOW VISTA
FOLSOM LAKE
LAKE TAHOE
FORESTHILL PLA
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Y
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PLACER
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NTY
ALTA
EMIGRANT GAP
DONNER
TAHOE CITY
HOMEWOOD
KINGS BEACH
TRUCKEE
WEIMAR
NEWCASTLE COOL
ROSEVILLE
YUBA CITY
SACRAMENTO
COLFAX
LINCOLN
80
49
65
49 Western S tates Trail
Pacific Cre
st Tr
ail Tahoe Ri
m Trail
Resort Triangle LoopTahoe TrailTahoe-Pyramid Bi keway
Pi nes to Mines Trail
Rubicon Tr ail 80
Ame rica n River Bike TrailDr y Creek Gre enwa y
LEGEND
Existing Multi-Use Trail (natural surface)
Local RoadMajor Highway
Existing Regional Class 1 Trail (paved, separated from roadway)
Existing Regional Trail Administered By OthersProposed Regional Multi-Use Trail (natural surface)
Proposed Regional Class 1 Trail (paved, separated from roadway)
Existing OHV Trail (natural surface)
Note: Use restrictions, such as bike and/or equestrian, are per agency administration Note: Trails extending outside of Placer County are owned and managed by other agencies. Note: All proposed trail alignments are diagrammatic in nature and do not indicate a proposed or final alignment. Rather, they illustrate the general connections to be evaluated through further planning and design.
Publicly Owned Land
Reference
Nick Hamad, Ciity of Spokane Parks & Recreation
509.363.5452
nhamad@spokanecity.org
Services Provided
Park System Assessment and Planning, Public and
Stakeholder Engagement, GIS Mapping and Analysis,
Project Branding
Spokane Parks and
Natural Lands Master Plan
Spokane, Washington
Design Workshop & NRC
With a park system conceptualized by the Olmsted Brothers
over a 100 years ago, Spokane’s Parks and Recreation
Department has grown to include 4,100 acres including 87
neighborhood parks, urban forest and trail network. The
City’s master plan is now more than twenty years old and
lacks guidance for holistic maintenance, investment and
funding. Design Workshop was selected to lead this effort
starting with project branding. Design Workshop crafted an
assessment and public engagement process that closely
examines equity for play and preservation. Whereas the
Olmsted Plan was focused on creating parks that shape the
city, this plan will be largely shaped by its natural amenities
and diversity of residents—responding to their needs and
interests, and will ultimately be judged by the sustainable
future and stewardship it forges.
o
ur city of s p o kanemaster p l a n
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rks and Nat u r a l Landsmaster pl a n
our city of sp o k ane P
arks and Natur a l Lands
35
Project Experience
Services Provided
Youth Engagement, Public Facilitation, Planning,
Conceptual Park Design, GIS Equity Analysis, Public
Survey, Implementation Plan, Grant Application
Pikes Peak Out the Door Youth Inspire Initiative
Colorado Springs, Colorado
Design Workshop
Great Outdoors Colorado implemented a five year
initiative aimed at inspiring Coloradans, particularly kids, to
appreciate, enjoy and take care of our great outdoors. The
Inspire Initiative piloted in five communities within the first
year. Up to ten additional communities were added in the
second and third year for a total of 15 communities.
Planning grants were the first phase of this initiative.
The intent of investing in planning first was to provide
communities time to solidify local coalitions, identify the
barriers, gaps and opportunities unique to that community,
and implement a community and youth driven process that
reflects the diversity of the populations to be served.
ULI COLORADOULI IMPACT AWARD FINALIST
ASLA COLORADOMERIT AWARD FOR DESIGN
ENR MOUNTAIN STATESBEST LANDSCAPE/URBAN DEVELOPMENT PROJECT
Festival Park
Castle Rock, Colorado
Design Workshop
As one of the fastest growing towns in the nation, Castle
Rock, Colorado was in danger of losing its historic identity.
To remedy this, the Downtown Development Authority
began advocating for redevelopment in the downtown core
rather than the edges of town. Design Workshop led the
design for one of these projects, Festival Park, a $6 million
renovation of an existing park space. Now a downtown
centerpiece, Festival Park accommodates a greater variety
and quantity of programming and community events than
before. A wayfinding and signage plan and design was
developed for the park and surrounding area. The success
of Festival Park has solidified downtown as a destination
and sparked over $60 million in redevelopment projects.
Services Provided
Wayfinding & Signage, Park Planning, Sustainable
Development, Landscape Architecture, Public Facilitation
& Outreach, Permitting, Construction Observation
36
Project Experience
36
McMinnville Facilities & Recreation Master Plan
McMinnville, Oregon
Ballard*King
Ballard*King & Associates was the lead firm, with
assistance from two other firms, that completed a
comprehensive assessment of the existing indoor recreation
facilities as well as recreation programs in the community.
Utilizing extensive public input, the project team was tasked
with the development of future recreation program needs
and priorities and a determination of the adjustments to
facilities that were required to support this effort. Finally, an
operations and staffing plan was determined as part of the
implementation plan for the project.
The following specific services were provided:
• Demographic Analysis
• Recreation Facilities Physical Assessment
• Recreation Programs Analysis
• Program and Facility Implications
• Partnerships and Funding Assessments
• Operations and Staffing Plan
• Implementation Plan
Parks, Recreation, and Open Space Plan
Sammamish, Washington
Ballard*King
Working as part of a larger project team, Ballard*King
& Associates completed the PROS plan for the City of
Sammamish. B*K was tasked with identifying the role of
the City in conjunction with other community partners in
providing recreation services to the community. There was
also an emphasis on identifying athletic field needs as well
as the use of other existing City buildings for recreation
purposes.
The following specific services were provided:
• Existing Conditions and Baseline Analysis
• Community Needs Assessment
• Identifying Demands for Athletic Fields
• Establishing Potential Recreation Uses for Existing City
Buildings
• Preliminary Plan Development Options
36
37
Project Experience
National Community Survey™
Bozeman, Montana
National Research Center
The National Community Survey™, in partnership with
the International City/County Management Association
(ICMA), is the gold standard in community assessments
today. This benchmarking survey provides a comprehensive
and accurate picture of livability and resident perspectives
about local government services, policies and management.
Hundreds of communities in nearly every U.S. state
conduct The NCS. A local jurisdiction’s results are compared
to benchmarks from the largest resident opinion database
of its kind, representing well over 30 million Americans.
NRC has conducted The NCS for Bozeman three times:
in 2005, 2007 and 2015. In 2015, 404 completed surveys
were obtained from a random sample of 1,400 households.
One of the survey questions asked how much residents
would support or oppose a local sales tax to fund various
initiatives. The results are shown in the figure above.
Town 2 Crown Campaign
Pitkin County, Colorado
PR Studio
PR Studio worked with Pitkin County Open Space and
Trails to lead the messaging campaign to encourage
cyclists to limit car trips to the popular Prince Creek and
Glasier trailheads.
Boulder County Open Space & Mountain Parks | Boulder, CO
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PROJECT APPROACHSCOPE OF PROPOSAL
40
Scope of Proposal
Project Scope
Task 1 Strategic Kick Off
Design Workshop’s approach
to project management is one
of transparency, inclusiveness,
measurability and clear
communication. We will create a
project management plan as part
of the project kick-off to identify
communication protocols, roles
and responsibilities, critical success
factors, and to coordinate schedules.
The project management plan will
contain detailed information regarding
the timing and intent of engagement
with specific staff, stakeholders,
working groups, and the public ,
and outlines engagement with
Bozeman’s City Commission and City
Advisory Boards, such as the Trails,
Open Space, and Parks Committee
(TOP), Bozeman Area Bike Advisory
Board, Pedestrian and Traffic Safety
Committee, and Recreation and
Parks Advisory Board (RPAB). The
project management plan will also
further define the scope of work,
deliverables, milestone dates, and
budget information.
Deliverables:
• Strategic Kick-Off (SKO)
Meeting: Includes a facilitated
kick-off meeting with the project
team. Drafts of the following
deliverables will be produced
in advance of the meeting and
refined following the meeting.
• Project Critical Success
Factors (CSF): The features
or results that must be
accomplished for the client
and essential stakeholders
to consider the project a
success.
• Project Stakeholder and Public
Engagement Framework:
Provides an overview of
engagement windows,
objectives, number of
meetings and meeting
purposes. During this time, it
will be imperative to discuss
the role of other decision-
making groups.
• Detailed Work Plan and
Project Schedule: Ten (10)
month long outlook of project
phases and milestones.
• Project Risk Management
Plan: Documents potential
risks and/or changes during
the project and offers
solutions.
• Twelve (12) 1-hour project
management meetings:
Facilitated regular tri-weekly
meetings to review 30-
day critical path milestone
schedule and draft invoices,
when applicable.
Task 2 Linking Meaningful
Public and Stakeholder
Engagement
Creating a Parks, Recreation,
and Active Transportation Plan
transparently with the community and
stakeholders will elevate its relevance
and help ensure its buy-in and
implementation. We strongly believe
in an engagement process that is
highly interactive and transparent. We
will work with the City’s Community
Engagement Team to craft a strategy
that integrates into your Community
Engagement Framework and
processes. In summary, we anticipate
this public engagement plan will:
• Establish three (3) engagement
windows that lead up to key
project milestones
• Facilitate Focus Groups meetings
and a virtual Community
Workshop
• Use interactive, online tools for
polling, planning exercises, and
group discussions, allowing a
variety of ways for people to voice
opinions and participate in the
creation of the plan.
• Create an online survey and
materials for corresponding pop-
up events to help advertise public
engagement opportunities.
• Provide content for the project
website
• Create agendas and questions
for City Commission and City
Advisory Board meetings (such as
the Trails, Open Space, and Parks
Committee (TOP), Bozeman Area
Bike Advisory Board, Pedestrian
and Traffic Safety Committee, and
Recreation and Parks Advisory
Board (RPAB))
• Ensure there is cross-collaboration
between City Parks and
Recreation Department, City GIS
Department and City Engineering
Department throughout process.
41
Scope of Proposal
Engagement Window #1
Our first outreach with the community
will be centered upon listening to
needs, big ideas, and constraints, and
identifying destinations, known gaps
in the active transportation network,
and areas that are growing and
changing. Engagement Window #1
will run in parallel with Task 4 (Taking
Stock of Existing Conditions).
Here we will hold facilitated Focus
Group meetings with identified
stakeholders who have a shared
and vested interest in particular
topics that are of importance to
the City. Focus Groups might
include youth recreation and
programming, stakeholders who are
involved in topics such as events
planning, cycling, outdoor recreation
programming, community organizing,
land management, and ecology,
forestry, and urban agriculture.
The National Research Center (NRC)
will lead the execution of the Open
Participation Online Survey that will
complement and supplement the
qualitative data gained through the
above methods.
Creating the Questionnaire and Survey
Materials
Design Workshop and NRC will
work with City staff to develop
a questionnaire that covers the
objectives of the study. We
recommend that the length of the
questionnaire be the equivalent of
3 standard letter-size pages. It is
recommended that the City conduct
a pilot test of the survey by asking
family members or friends not
| 45
Scale: 1”=180’
COMMUNITY GATHERING LAWNPICKLEBALL COURTS
RESTROOM
SPLASH PAD
NATURE PLAY
EXISTING BIKE PARK
PAVILION/STAGE
SKATE PARK
BASKETBALL COURTS
VOLLEYBALL
EXISTING COMMUNITY PAVILION
EXISTING COMMUNITY GARDEN
EXISTING RESTROOMS
MAINTENANCE
EXISTING PARKING #24
REFURBISHED TENNIS COURTS
IMPROVED DOG PARK
WETLAND
INDOOR SHOOTING RANGE
EXISTING PARKING #41
ZIPLINE
EXISTING BASEBALL FIELDS
DUGOUT IMPROVEMENTS
OVERFLOW PARKING
PROPOSED PARKING
PROPOSED PARKING
US HIGHWAY 36
COMMUNITY DR
MANFORD AVE
D1.1
P1.1
P1.5
P1.2
I1.3
P1.3
E1.1
E2.1
I1.1
E2.1
R1.4
D1.2 I1.2
E1.1 Primary Entry Monument
E2.1 Secondary Entry
D1.1 Information Kiosk/Directory
P1.1 Pedestrian Directional
I1.1 Building Identification
R1.1 Rules and Regulations
P1.4
D1.3
R1.3
R1.2
R1.1
R1.5 R1.6
I2.1 Amenity Identification
I2.1
I2.2
I2.3
N1.1 Interpretive Sign
N1.1
N1.2
N1.3
N1.4
Stanley Park Signage & Wayfinding | Estes Park, CO
42
Scope of Proposal
involved with the project to take
the survey and provide feedback on
anything they find confusing or hard
to understand. We can make final
modifications to the survey based on
that feedback
Survey Outreach
The City would promote the survey
to as many residents as possible
through communications described
below. The shared invitation would
include a URL to complete the survey
on Polco. To ensure that each resident
provides input only once for each
survey, the City could choose to ask
residents to register on Polco with an
email and zip code. This also enables
participants to be notified of additional
surveys in Engagement Window #3.
Alternatively, “guest” responses can
be allowed (no registration required)
but duplicates would not be tracked
and follow up surveys not possible.
In addition to city-staffed pop-up
events to help advertise the survey,
we recommend the following ways
to publicize the online survey to help
ensure that all residents have the
opportunity to respond:
• Include survey link in monthly
newsletter sent with utility bills
• Promote survey to the City’s email
list
• Survey to be promoted in the
Bozeman Daily Chronicle
• Flyers to be posted on the City
information boards (downtown,
library, Senior centers, City Hall,
etc.)
• Promoted on City’s social media
and incorporated in Recreation
Marketing Plan
• Work with the Chamber of
Commerce to promote the survey
to members
• Ask local civic, sports, and cultural
organizations to share with their
networks.
We have included additional
options for survey methods in our
“Additional Services Menu,” which
provide weighted responses to
ensure participation is statistically
representative of the Bozeman
community.
Deliverables
• Facilitated virtual Focus Group
Meetings (six (6) topically based
facilitated discussions with groups
up to 25 people in size)
• Open Participation Online Survey
• Materials for Pop Up Events help
advertise public engagement
opportunities. (City staffed)
• Agendas and questions for
City Advisory Boards and City
Commission meetings
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Develop project branding to
elevate the project’s status and
create a unified message
• Statistically valid address-
based sample online survey or
statistically valid address based
sample online and paper survey
• Language translation for surveys
• Additional in-person stakeholder
meetings that reach broadly across
topics, and incorporate walk/boke
tours and hands-on learning.
• Facilitated classroom
presentations at local schools
to engage youth in planning
exercises
• Facilitated walk/bike audits
with staff and stakeholders
of select number of park/
active transportation facilities,
specifically focused on the topics
of accessibility and inclusivity. One
half day spent touring facilities.
• Facilitated meetings and meeting
summaries for City Advisory
Boards and City Commission
meetings
Engagement Window #2
Engagement Window #2 would occur
at the in tandem with Task 5 (Digging
Deep – Determining Needs), where
the Project Team would analyze
the existing network and formulate
recommendations based on data and
public and stakeholder feedback.
Feedback during this period would
occur via a virtual Community
Workshop that would incorporate
facilitated discussions around maps
and utilize polling and surveying
exercises.
Deliverables
• Virtual Community Workshop
• Agendas and questions for
City Advisory Boards and City
Commission meetings
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Facilitated bike rides to understand
existing safety issues, gaps,
barriers, and accessibility
enhancements.
43
Scope of Proposal
• Materials for scavenger hunts
to engage the youth in exploring
different city parks and providing
their ideas and perspectives.
• Facilitated meetings for City
Advisory Boards and City
Commission meetings
Engagement Window #3
The final engagement window will
allow stakeholders and the public to
understand how their prior feedback
has been incorporated and reflected
in the draft plan. The Project Team
would create a project video that
gives a broad overview of the Plan
and process. The video could be
posted online and shared broadly. The
Team will prepare a PowerPoint and
script for the final plan, which can be
handed off to the City and becomes
a toolkit for presenting the draft plan.
The final draft plan will be published
online and incorporate a survey for
residents, with the City holding a
formal comment period.
Deliverables
• Post of Draft Plan with Survey
Questionnaire
• Narrated video that provides
broad overview of the Plan
• Hand-off of PowerPoint and script
that is created for narrated video
with script
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Project wrap-up in person,
including consultant
representation for public hearing /
City Commission meeting.
• Ability to amend engagement
activities to in-person in response
to the changing comfort levels
and safety risks associated with
the COVID-19 virus.
Task 3 Recreation Marketing
Plan
Developing a strategic marketing
plan for the City of Bozeman Parks
and Recreation will complement the
planning work and help articulate
and inspire residents to participate in
current recreation programming and
visionary capital projects. Marketing
strategies will be grounded in the
values, goals, and objectives identified
in the master planning process.
Desired outcomes from a marketing
planning process will include a
creative strategy, implementable
tactics considering available resources
and best practices in digital and social
media. We will assist with visual
creative ideas and suggest the best
timeline for launching marketing
initiatives. The marketing planning
process will be fun and inclusive.
We will take deep dive into what
makes the City of Bozeman Parks and
Recreation department unique.
3.1 Marketing Insights, Discovery
and Strategic Advantage
PRStudio will lead the marketing
plan, working closely with the project
team to collect insights throughout
the planning process to inform the
marketing direction and identify key
attributes, stories, and strengths
along the way. Messaging narratives
will reflect the services, programs,
and authenticity and adaptability
of the organization. Together we
will discover ways to promote
programming and capital projects
through listening to citizen feedback
throughout the public engagement
opportunities. We will conduct
individual interviews to enhance ideas
and develop a well-rounded story
that is compelling, interesting, and
compatible with various audiences
and user groups.
Deliverables
• Marketing Plan: key messaging,
target audiences, strategies and
tactics, visual brand concepts,
measured desired outcomes, and
social media marketing plan. The
marketing plan will also include
a planning document focused
on strategies for increasing
awareness for capital projects.
• Visual Brand Concepts: visual
communications and initial
branding concepts will be
Story Mill Community Park | Bozeman,
MT
44
Scope of Proposal
presented to show an example
of how the marketing strategies
could be employed through
various print and digital mediums.
Task 4 Taking Stock of Existing
Conditions
At the onset of the master plan update
process, the Design Workshop team
will work to form an understanding
of existing conditions, which includes
drawing upon the planning work that
has occurred prior to this process,
compiling spatial data and qualitative
attributes of the parks and active
transportation system, examining
Bozeman’s demographics and growth
projections, and evaluating recreational
trends within the city and more
broadly.
4.1 Prior Plans, Policy Review, and
Base Mapping
We will review plans and associated
maps to form a picture of what exists,
what plans have been executed, and
what remains to be implemented. We
will also create base maps in GIS for
the project, including a unified map
of projects formed from the City of
Bozeman’s Trails Map, Triangle Trails
Plan, Trails Conditions Assessment,
and Transportation Plan, as well as
the City’s parklands. We are basing
this task on the assumption that the
inventory of trails, parks, and open
space is complete.
This project will draw upon previous
and current planning efforts to address
the following goals:
• Understand the city’s current
park, recreation, and active
transportation system.
• Build equity and inclusiveness into
the planning process to ensure
that the benefits provided by
programs, green spaces, and trails
are distributed and supported
broadly across the community.
• Hone in on Bozeman’s identified
strategies, recommendations,
and action items from prior plans
and around the topics of climate
change, hazard mitigation, and
resiliency
A summary of related City plans and
reports, such as those listed below
will be prepared, as well as any
relevant regional, county, University,
or Federal/State lands plans. We
will focus on recommendations,
objectives, and associated strategies
that can be revised/removed because
of prior implementation, as well as
any guidance from planning efforts
that impact the park system, park
operations, or active transportation
facilities.
Previous Plans and Reports:
• 2007 Parks, Recreation, Open
Space, and Trails Plan
• 2016 Urban Forestry Project
• 2017 Transportation Master Plan
• 2018 Bozeman Strategic Plan
• 2019 Hazard Mitigation Plan
• 2020 Triangle Community Plan
• 2020 Bozeman Community Plan
• 2020 Climate Action Plan
• 2021 Trails Map and City Trails
Inventory
Deliverables
• Previous Plan Summary
• Base mapping: geographically
referenced existing and proposed
parks and natural areas
• “Unified Active Transportation
Map” - Integration of Trails Map
(City of Bozeman), Triangle Trails
Plan (Gallatin County), Trails
Conditions Assessment (GIS
South Suburban Parks and Recreation Master Plan Survey Results
Enrich Wellness
What Does the
Community
Desire?
Survey results reveal that the community values opportunities for improving wellness.
SSPRD’s offerings integrate physical activity, natural experiences and diverse programs for all ages throughout the communities it serves, allowing residents to make choices to support wellness goals. For example, SSPRD annually coordinates 140 athletic fields for community youth sports organizations and the SSPRD fitness division has seen a 38 percent increase in fitness classes.1
1 2016 SSPRD Budget
99%95%94%
Of respondents felt SSPRD should provide places for residents to maintain and improve their health
Of respondents felt facilities and services should be provided for the purpose of improving quality of life
Of respondents felt SSPRD should provide mobility with trails and paths for exercise and non-motorized transport
Source: 2016 Strategic and Master Plans Resident Survey Report of Results, National Research Center, inc.
50
45
Scope of Proposal
Department), Transportation
Plan (Engineering Divisions) into
holistic system.
4.2 Demographics, Recreation
Trends, and Recreation Program
Analysis
The Design Workshop team will also
review any demographic analysis
previously conducted by City staff
during the 2020 Community Plan
process and augment the analysis if
necessary to best understand and
communicate the market served
in Bozeman. We will conduct a
recreation trends analysis, bringing
together our industry knowledge from
our experience working nationally
and in many comparable markets,
participation trends from applicable
professional associations such
as National Recreation and Park
Association (NRPA), State of Montana
Statewide Comprehensive outdoor
Recreation Plan (SCORP), and ESRI
recreation spending reports for the
city and county. The demographic
review with the trends analysis and
program inventory will help us to
form a comprehensive view of the
local population, which will assist in
determining the potential participation
base within the service area and to
later assess equity and inclusion.
B*K will complete a comprehensive
analysis of how Bozeman Parks
& Recreation currently provides
recreation programs, and a program
inventory including partners and
community providers within Bozeman
. This will include a gap analysis
where possible deficiencies or
shortcomings are identified as well
as program strengths recognized.
The process will also feature an
assessment through the Diversity,
Equity, Inclusion and Accessibility
(DEIA) lens to ensure that these
principles are in place. The program
analysis will be accomplished through
a combination of site visits and
interviews with key programming
staff as well as a review of existing
program data and information. This
assessment will then be coordinated
with the public input and needs
assessment findings, industry best
practices, and recreation trends
analysis, to develop a program
direction for Bozeman that will
map areas of focus, methods of
delivery and required resources for
future recreation programming. An
implementation plan that is specific to
recreation programming will then be
developed with input from Bozeman
staff and the project team.
• Recreation Trends Report
• Programming inventory, including
staffing and facilities
• Program analysis for accessibility
and inclusivity
• Strategy to address gaps in
programming
4.3 Parks and Active
Transportation Classifications
Assessment
Design Workshop will review the
City’s inventory of all park assets as
well as the recent Trails Conditions
Assessment. We will work with
Parks and Recreation Staff to develop
a Park Classification System to
identify the distinct types of parks
that exist within Bozeman based on
characteristics such as amenity type/
service, size, population served, and
length of stay.
Similarly, the Trails and Active
Transportation Classification
System will be updated and applied
holistically to the Unified Active
Transportation Map, building upon the
classifications identified in the 2017
Transportation Plan. The result will be
a network hierarchy of the system.
Much like a roadway network, the
active transportation system may
have major “collectors,” such as
regionally significant infrastructure
that connects communities and
maybe extends beyond Bozeman,
as well as smaller facilities that
branch off into local trail networks
and neighborhoods. We will research
traffic volumes, speeds, and accident
data to propose infrastructure types
that are the most protective fit within
the level of service of the roadway
and address safety needs along all
corridors. Compete Streets and
Safe Routes to School concepts will
be applied and strengthened within
these classifications. Finally, we will
illustrate design characteristics per
classification type.
• Inventory analysis organized
by property with acreage and
amenities
• Park Classification System
development
• Active Transportation
Classification System update
• Narrative summary of existing
parks, recreation, programs, and
active transportation facilities
• Desired active transportation
cross-sections per classification
type.
46
Scope of Proposal
Task 5 Digging Deep -
Determining Needs
The input collected through surveys,
focus groups, and other stakeholder
engagement during Engagement
Window #1 regarding the value
placed on parks, recreation, and active
transportation, as well as perceived
needs and gaps, will be synthesized in
this step to inform recommendations,
strategies, and policies for the plan.
There are several components
involved in conducting a level of
service analysis, including the types of
amenities per population, park acreage
per population, spatial distribution, and
public values. Collectively, the tasks
laid out in this section will enable
the team to identify needs, gaps and
opportunities for parks, recreational
programs, and active transportation.
Task 5.1 Equity Analysis
The Design Workshop team will
review the existing parks, recreation,
and active transportation system
through various lenses to inform our
understanding of whether the system
is equitably distributed throughout the
City. We will build upon the 10-minute
Walk Access analysis conducted by
the Trust for Public Lands in Bozeman
that identifies half mile coverage areas
for parks related to the population,
which provides an output that
identifies geographic gaps in service/
access.
We will integrate into this analysis
spatial demographic and land use
datasets that touch on key indicators
such as such as population density,
age, race, income, ability, and growth
areas. In addition to the demographics
collected in the Community Plan,
we will dig into other indicators such
as health, disabilities, and spatial
information related to vulnerable
populations.
This analysis will inform our
knowledge of deficiencies in the
system, both in terms of access
to green space as well as to active
transportation facilities.
• Spatial distribution and service
areas mapping of coverage
and gaps with demographic
considerations
Task 5.2 Level of Service Analysis
Together, we will identify preferred
level-of-service standards for all parks
by classification types and conduct an
analysis that helps us to understand
where Bozeman stands with regards
to key indicators such as park acreage
VanPlay | Vancouver, BC
47
Scope of Proposal
per population, amenities offered,
etc. These are based on regional,
statewide, or nationally accepted
parks and recreation standards, as
well as Design Workshop’s national
experience and comparison with
peer/survey agencies, based on
the needs and expectations of the
Bozeman community.
We would recommend completing a
comparable community benchmarking
study to compare Bozeman’s park and
recreation offerings to peer agencies,
applying metrics such as park and
facility inventories, budgets, fees,
revenue generation, cost recovery,
staffing, impact fees, and policies.
• Level of Service analysis for parks
• Level of Service analysis for
recreation trails
• Narrative summary of gaps in
parks, recreation, programs, and
trails
Add-On Deliverable (see
“Additional Services Menu” for
details on each)
• Develop benchmarks from local,
regional, and national parks, trails
and open space standards to
develop appropriate targets and
recommendations for Bozeman
(would be coupled with Task 5.4)
Task 5.3 Addressing Active
Transportation Gaps
The unified map of projects formed
from the City of Bozeman’s Trails
Map, Triangle Trails Plan, Trails
Conditions Assessment, and
Transportation Plan in Task 3.1 will
provide the basis for displaying
existing and proposed active
transportation facilities. Through
mapping and analysis, we will
identify any additional critical
breaks in the network as well as
any incongruencies in proposed
routes. Layering in key destinations
such as schools, parks, recreational
facilities, and businesses, as well
as demographic information will
help identify trends and inform an
understanding of where people are
coming from and trying to go, to
create routes that make sense and are
safe within existing travel patterns.
Any available transportation data
such as roadway volumes, collision
data, and existing trail use will be
utilized. The regional trail system will
be considered here, reaching further
than Bozeman to consider regional
infrastructure opportunities.
Deliverables
• Map and project list depicting
proposed projects that
bridge gaps in Unified Active
Transportation System.
• Active Transportation
Classifications applied to entire
system including existing and
proposed routes.
Task 5.4 Programming Needs
Assessment: Existing and
Future Facilities and Staffing
Requirements
Utilizing the Recreation Program
Analysis as a foundation, B*K will
review all active based recreation
facilities (pools, community centers,
athletic fields, etc.) to determine
their functionality, sustainability,
and ability to support today’s
recreation programs and services
as well as those that are envisioned
for the future. In addition, B*K
will be responsible for a review
of the existing staffing levels and
organizational structure of the
Department. From this analysis,
a series of recommendations will
follow to enhance and strengthen the
existing and future facilities, potential
partnerships, and staffing practices of
the Department.
An optional task would include a
benchmarking analysis to compare
Bozeman with industry best practices.
Deliverables
• Programming level of service
analysis, including staffing and
facilities capacity and functionality
• Programming partnership strategy
Add-On Deliverable (see
“Additional Services Menu” for
details on each)
• Develop benchmarks from local,
regional, and national parks and
recreation program trends and
standards to develop appropriate
targets and recommendations for
Bozeman (would be coupled with
Task 5.2)
Task 6 Draft Plan Framework - Enhancement, Priorities, and Policies
Following our explorations of existing
conditions, technical analyses of the
systems, and our dialogue with the
community, the Design Workshop
team will begin drafting the Bozeman
Comprehensive Parks, Recreation,
and Active Transportation Plan. The
team will start with a framework for
the Plan, informed by an updated
needs analysis, guidance of the
community, crafting a draft vision,
goals, and focus areas. Building on
that framework, the team will develop
specific priorities, strategies, actions,
and implementation guidance for the
resources, procedures, and programs
under the control of the City’s Parks
and Recreation Department.
48
vetting. The on-street classifications
have implications for how the public
space within a street right-of-way
is allocated by transportation mode
and can be contentious. We will
work with your team to strategize
communication materials and tools for
collaborating across City Departments
and with the State and County, as
needed.
We recommend applying a “financial
constraint” analysis to the Active
Transportation Plan next, which
would include estimations of costs
for the proposed network, including
construction capital costs, on-going
maintenance costs, and lifecycle
costs for replacement, repair, and
rehabilitation.
Deliverables
• Identification of performance
measure framework to be used
for prioritization process
• Map and project list displaying
draft prioritized Active
Transportation Plan defining near-,
mid-, and long-term investments.
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Financial Constraint Analysis,
identifying costs and funding
projections for active
transportation infrastructure
Task 6.4 - Park Design Standards
and Specifications
For this task, we will review the
City’s requirements for park siting,
and identify any design criteria,
specifications for park features, and/
or process that could be amended to
match the goals in your Community
Plan.
allocated for facilities and programs
and recommend potential changes
to how they are set, and cost
recovery calculated. Ultimately B*K
will provide the City with a cost
recovery philosophy based upon
the information gathered and future
levels of programming and facility
operations. From this B*K will focus
on a strategic implementation plan for
the cost recovery policy that will meet
the City’s organizational objectives.
Deliverables
• User fee analysis with
recommendations
• Cost recovery philosophy, with
strategy and policy for existing
and future facilities, programs, and
services
Task 6.3 – Prioritizing Active
Transportation Investments
Using qualitative public and
stakeholder input from Engagement
Window #1, we will be able to form
an understanding of what matters to
the community. We will link data with
publicly expressed community goals
and values, that will then be used to
formulate a performance measure
framework through which projects
will be evaluated and prioritized. The
team will quantify the impacts of each
project and rank each with regards to
established goals and values.
The outcome will serve as the draft
prioritized Active Transportation
System that will be shared in
Engagement Window #2, where the
public and stakeholders will be able
to provide feedback on the proposed
phasing of the projects, as well as
the designs and attributes that are
prescribed to each. The outcome
of this product will require careful
Scope of Proposal
Task 6.1 Identifying Park
Improvements and Expansions in
Growth Areas
The planning team will translate
previous analyses and the
contributions of the Bozeman
community into plan vision and
goals, and location-based expansions
or improvements including
recommendations for strategic
priorities, future land acquisitions,
park improvements, and recreation
programs/amenities.
We would recommend conducting a
future open space acquisition priorities
analysis at this phase, to guide
conservation of critical open space
and habitat.
Deliverables
• Map and project list of proposed
improvements
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Open Space Qualities
Assessment and Acquisition
Priorities Mapping
Task 6.2 - Program and Facility
Pricing Plan for Recovery Plan
A key component of the study will be
to review the current cost recovery
objectives for the Bozeman Parks and
Recreation Department and determine
the factors that impact the current rate
of cost recovery. This will include an
analysis of the Department’s revenue
and operational budget history and
how costs are assigned to programs
and facilities.
Having analyzed the cost recovery
data and reviewed the key points,
B*K will identify how fees should be
49
client project manager or resolution.
Refinement of priorities and policy will
be made in this task, along with near-
term action steps will be provided in
the draft document.
Deliverables
• One (1) rapid workshop for
graphic layout and style (up to
2 hours) prior to consolidating
document information
• Draft Plan in PDF format for
review and input
• One (1) comment resolution
meeting with agenda and meeting
notes
• Comment Log for client team
input and tracking changes that
need resolution
• Final Plan in PDF format
• All GIS data collected and created
through planning process
plan, and character and design
direction.
Task 7 Documenting the Plan
The Comprehensive Plan will be
created with the intent of expressing
the value of the Bozeman Parks,
Recreation, and Active Transportation
system and providing clear, goal-
oriented direction with a 20- year
outlook. A draft document template
showing the graphic layout, format,
style and organization will be
provided for review and approval
prior to consolidating the document
information. Maps, images, summary
graphics, and tables will be created
to support communication to a wide
audience. Content developed in
previous tasks will be consolidated
for purposes of transparency in
decision-making and to provide a
data-supported plan. Comments
on the draft plan will be collected
in a comment log for direction from
More tasks we could perform related
to this topic are outlined in the
“Additional Services Menu.”
Deliverables
• Design audit for initial
recommendations related to
park siting recommendations,
guidelines, and/or incentives,
design standards, and
specifications for park features
Add-On Deliverables (see
“Additional Services Menu” for
details on each)
• Design standards and
specifications for park features
• Subdivision review report
• Zoning code amendments
Task 6.5 - Wayfinding
Wayfinding recommendations will
support the Active Transportation plan
through a high-level strategy to create
a legible trail system experience
for a diverse range of users. Our
recommendations will be based on
an inventory of existing branding,
signage standards and any existing
signage, and develop a wayfinding
plan that identifies a hierarchy of
signage typologies, an initial location
plan and messaging study along with
precedent imagery that identifies
character and design direction.
A full wayfinding strategy can be
provided as an additional service,
please see the “Additional Services
Menu” for details.
Deliverables
• Wayfinding recommendations
including a hierarchy of signage
typologies, an initial location
Scope of Proposal
El Dorado County Ballfields | California
50
Additional Services
Additional Services Menu
Community Engagement Additional Services
Project Brand Development
The development of a project brand
is a critical tool for telling the story
of the planning process and will help
unify the project in an accessible
and approachable format for the
public and stakeholders. This effort
has significant impact in increasing
engagement and public participation.
The brand and its outcomes will
help make the planning process fun,
relatable and engaging so that the
public makes the connection that their
input has impact in the quality and
outcomes of the plan.
To begin the process, we will review
existing branding from the City to
ensure brand alignment as well as
collecting any existing brand assets
that will support the overall process.
Our branding process will develop
the primary brand elements, including
a logo, color palette, graphic styles,
typography and icons. These
elements can be deployed across the
print, digital and social media, public
engagement materials, as well as
the final completed document for the
duration of the project.
We propose two rounds of concept
development. The first round will
present 2 options for feedback that
can then be refined for the second
round and approval. This is an efficient
and cost-effective approach to the
project brand.
Fee: $16,000
Statistically Valid Address Based
Sample, Online Only
The method for creating the survey
would be the same as proposed in the
scope of work, however the method
for administering the survey would
differ.
In this scenario, we would mail two
postcard invitations (an initial and a
reminder) to 3,200 households. We
would use statistically appropriate
address sampling methodologies
to garner community-wide
representativeness and expect at
least a 6% margin of error (4-6% is
typical and meets best practices for
performance measurement, about
250-450 responses). The invitations
will contain an introduction outlining
the importance of the survey
and instructions for completing
it. Responses will be statistically
weighted to ensure the best
representation of your community (or
stakeholder group, if applicable).
We would also encourage the City
to implement the Open Participation
outreach described above, which
gives everyone in the community
a chance to participate. We would
be sure to track sampled vs open
participation respondents through
different URLs to ensure we could
analyze responses separately.
Fee: $5,000 (initial baseline survey
cost already captured in Scope of
Work)
Statistically Valid Address Based
Sample, Online + Paper Survey
An additional option for the survey
would be to execute the above
methods as well as mailing two
paper surveys with postage-paid
reply envelopes to an additional 1,200
households.
Fee: $9,000 (initial baseline survey
cost already captured in Scope of
Work)
Language Translations for
Surveys
Survey invitations will include
an in-language paragraph, giving
instructions on how to complete
the online survey in the selected
language. The fee includes one
additional language. If you have more
than three non-English languages,
there will be additional charges for
outreach.
Fee: $2,800
Additional Focus Group
Meetings (assuming one more
full day)
The Project Team would be available
for one more full day of Focus Group
meetings, accommodating three (3)
additional Focus Group topics.
Fee: $4,500
Classroom Presentations at
Local Schools (assume materials
& talking points)
The Design Workshop Team would
prepare materials and presentations
for classroom settings. City staff
would partner with local schools
and present information about
the parks and recreation system,
encouraging stewardship, interest,
and the opportunity to integrate youth
feedback into the Plan.
Fee: $1,000
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Additional Services
Facilitated Meetings and
Summaries for Boards
(assuming 8 meetings total)
The proposed scope of work assumes
the Project Team would prepare
agendas and questions for City Staff
to use for presenting to City Advisory
Boards, City Commission Meetings,
etc. The additional service would
involve the Project Team presenting
materials to these boards, facilitating
discussion, and preparing meeting
summaries.
Fee: $6,500
Facilitated Bike Tour (assuming
half day)
The Project Team could facilitate
a bicycle tour with staff and
relevant stakeholders to gain a
deeper understanding of influences
that shape the system, such as
connectivity, safety issues, and
wayfinding. Findings would be
integrated into project lists, the
performance measure framework,
and project prioritization efforts.
Fee: $3,000
Walk Audit (assuming half day)
A walk audit could be performed with
City staff and relevant stakeholders to
focus on accessibility and inclusivity
at select project sites. Findings
would be documented and integrated
into park design standards, policy
recommendations, and strategies.
Fee: $3,000
Scavenger Hunts for Youth
The Design Workshop team would
create materials for city-wide
scavenger hunts to engage the youth
in exploring different city parks and
providing their ideas and perspectives.
Fee: $2,000
Determining Needs
Additional Services
Comparable Community
Benchmarking
Design Workshop and Ballard
King would work with City staff to
select up to four (4) comparable
communities of similar characteristics
that will provide useful benchmarks.
Our team will complete a benchmark
analysis to compare the Bozeman to
other relevant peer agencies including
those both nearby and nationally.
Our team will work with City staff
to identify the key metrics to be
surveyed and analyzed. Common
metrics include park and facility
inventories, budgets, fees, staffing,
and policies. Standards, fees, and
funding sources vary throughout
all communities, even within the
same state. We will identify points
of comparison for other similar sized
regional cities in the Intermountain
West that might indicate to Bozeman
some approaches that have received
support in comparable places.
Fee: $5,000
Plan Framework Additional
Services
Comprehensive Wayfinding Plan
A comprehensive wayfinding plan
will deliver a legible experience to
active transportation users, enabling
increased mobility and an enhanced
aesthetic. Through an extensive
review of project context an initial
location plan will help to identify
the signage typologies needed.
This hierarchy of sign types will be
explored through a schematic design
Branding for Salt Lake City Public Lands Master Plan | UT
52
Additional Services
We would complete a funding source
analysis, that identifies funding and
partnership opportunities. The analysis
will look at the existing budget,
financing options, current and other
revenue generating opportunities,
grant opportunities, and the revenue
forecast. This review will include
comparison of current policies with
national standards of best practice
agencies.
Both the funding and cost analysis
would utilize collaboration with
transportation partners to ensure that
costs are grounded in reality and that
all funding opportunities are explored.
Active Transportation Financial
Constraints Analysis
A “financial constraint” analysis
would include estimations of costs
for the proposed network, including
construction capital costs, on-going
maintenance costs, and lifecycle
costs for replacement, repair, and
rehabilitation. This would include
maintenance standards, technology
requirements, and a consideration of
seasonal variations and requirements
for maintaining infrastructure in the
winter for walking/jogging, cycling,
and/or cross-country skiing. This
will form an estimated annual budget
and a schedule to sustain the Active
Transportation System sequentially as
it is implemented.
phase that will include design themes
and naming opportunities.
Engagement events would include
in-field testing of signage locations
and a user preference survey using
designs and messaging to identity
preferred designs and themes. These
preferred designs will be developed
into design intent documentation with
signage specifications. A final phase
will identify priority areas and sign
types, resulting in the development of
an implementation and phasing plan.
Fee: $50,000
Story Mill Community Park | Bozeman, MT
53
Additional Services
for subdivision processes overall, as
well as specific to parks.
Fee: $10,000
Zoning code amendments
Evaluated industry best practices
related to dimensions and allowed
uses in county-scale parks, and
incorporate that into new code
language, including new use
categories, new zone districts, and/or
updates to performance standards.
Fee: $10,000
Graphic Plan Summary
A supplemental graphic executive
summary brochure could be created
to better reach the general public with
an overview. We often create these
stand-alone graphic pages to excite
city leadership and the general public
about the plan vision, key concepts,
and summarize the process and input
used to create the plan. Diagrams,
images, maps, and renderings are
created and formatted as a high
quality graphic design approach.
Fee: $12,000
fragmentation of natural resources,
protect agricultural practices, and link
outdoor recreation opportunities to
populations. We then use technical
stakeholder and public values to
inform prioritization of areas to focus
future preservation, active open
space acquisition, and park provision.
This task may also involve evaluating
current policies and providing
recommendations for policy changes
or targeted investments to support
interests such as urban agriculture or
water protection.
Potential Deliverables
• Map that identifies critical
habitat within parklands and
recommendations developed by
the Water Conservation Division
• A prioritized parks and open space
expansion opportunities map
• Policy analysis, outlining changes
that could be made to the City’s
local development code.
Fee: up to $10,000
Design standards and
specifications for park features
Review the City’s requirements for
parks and open space dedication,
and make recommendations about
how dedications, design criteria, and
process could be amended to match
goals in your Community Plan.
Fee: $10,000
Subdivision review report
Evaluate the City’s requirements
related to subdivisions, including
dedication and cash-in-lieu
requirements for parks spaces. We
can review state law requirements
and produce a report highlighting
potential changes that could be made
Potential Deliverables
• Order of magnitude capital costs
for project execution
• Maintenance and lifecycle costs
per project
• Funding sources
• Roles/Responsibilities –
Endorsement and buy-in from
partnering agencies
• Facilitated meeting with
stakeholder group
• Implementation matrix, identifying
clear action steps (responsible
party, timeline, funding sources,
jurisdictional coordination,
partnership opportunities,
policies)
• An overall estimation of the fiscal
requirement to implement the
plan
Fee: up to $10,000
Open Space Qualities
Assessment and Acquisition
Priorities Mapping
This task begins with GIS data
collection of values that contribute
to desirable parks and open space
preservation, such as the critical
habitat and recommendations
developed by the Water Conservation
Division, as well as natural
resources and vegetative land cover,
natural heritage, waterways, and
agriculture/ranching lands. This
information will be coupled with an
understanding of growth pressures,
land use trends, and projections
of development. Using geographic
mapping, we will apply systems
thinking, and a holistic approach to
analysis, to seek opportunities to
manage for ecosystem health, avoid
54
Schedule
MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB
Task 1 Strategic Kick-off
Task 2 Community Engagement
Task 3 Recreation Marketing Plan
Task 4 Existing Conditions
Key Deliverable Milestone: Park Classifications Defined
Task 5 Determining Needs
Key Deliverable Milestone: Draft Unified Active Transportation Plan
Task 6 Draft Plan Framework
Key Deliverable Milestone: Draft Parks and Programming
Recommendations *
Task 7 Documenting the Plan
Draft Plan Release
Initiation of Engagement Windows
Schedule
**Please refer to Scope of Work for full list of Deliverable Milestones.
Deliverable
55
Schedule
MAYJUN JUL AUG SEP OCT NOV DEC JAN FEB
Task 1 Strategic Kick-off
Task 2 Community Engagement
Task 3 Recreation Marketing Plan
Task 4 Existing Conditions
Key Deliverable Milestone: Park Classifications Defined
Task 5 Determining Needs
Key Deliverable Milestone: Draft Unified Active Transportation Plan
Task 6 Draft Plan Framework
Key Deliverable Milestone: Draft Parks and Programming
Recommendations *
Task 7 Documenting the Plan
Draft Plan Release
Festival Park | Castle Rock, CO
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PROJECT APPROACH
PROJECTBUDGET
58
Project Budget
Proposed Fee Table
TASK HOURS (including meeting
assumptions)
FIRM & EMPLOYEES FEE PER
TASK
Task 1 Strategic Kick-Off &
Project Management
60 (includes 12 1-hour tri-weekly
meetings throughout project +
strategic kick-off)
DW: Laybourn, New,
Hejtmanek
B*K: Ballard, King
$12,000
Task 2 Community Engagement 250 (includes focus group
meetings, community workshop,
narrated video)
DW: Laybourn, New
B*K: Ballard, King
NRC: Caldwell
PRStudio: Wanatowicz
$43,000
Task 3 Recreation Marketing Plan 65 (includes stakeholder interviews
and public outreach involvement)
PRStudio: Wanatowicz $9,000
Task 4 Existing Conditions 160 (project team meetings
included in Task 1)
DW: Laybourn, New, Stout
B*K: Ballard, King
$25,000
Task 5 Determining Needs 125 (project team meetings
included in Task 1)
DW: Laybourn, New,
Hejtmanek,
B*K: Ballard, King
$18,500
Task 6 Draft Plan Framework 160 (project team meetings
included in Task 1)
DW: Laybourn, New,
Hejtmanek, Garrow, Stout
B*K: Ballard, King
$24,000
Task 7 Documenting the Plan 110 (project team meetings
included in Task 1)
DW: Laybourn, New, Stout
B*K: Ballard, King
$15,500
Total Labor Fee $147,000
Estimated Reimbursable
Expenses
Travel & Lodging Travel Expenses for DW, B*K,
PRStudio
$9,000
Total Fees $156,000
EMPLOYEE ROLE HOURLY RATE
Anna Laybourn Principal in Charge $200
Callie New Project Manager $150
Ashley Hejtmanek Parks Advisor $150
Jessica Garrow Policy/Regulatory/Planner $200
Michael Stout Environmental Graphic Designer $130
Ken Ballard Programming Recreation Planner $200
Erin Caldwell Survey Research $200
Kathleen Wanatowicz Public Relations & Recreation Marketing $145
Schedule of Key Staff Rates
59
Affirmation
Affirmation of
Nondiscrimination
www.designworkshop.com
DW LEGACY DESIGN®
Legacy Design is the defining element of our
practice. It is our commitment to an elevated
level of design inquiry to arrive at the optimal
solutions for clients. The process ensures that
our projects reflect the critical issues facing
the built environment and that they deliver
measurable benefit to clients and communities.
It is the foundation of the firm’s workshop
culture and guides all projects.