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HomeMy WebLinkAboutSCJ Submittal for BozemanStatement of Qualifications Comprehensive Parks, Recreation, and Active Transportation Plan Submitted to: City of Bozeman Submitted by SCJ Alliance April 19, 2021 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications i Statement of Qualifications submitted to the City of Bozeman for their Comprehensive Parks, Recreation, and Active Transportation Plan SCJ Alliance 429 East Sprague Avenue Spokane, WA 99202 scjalliance.com A. Title Page Chris Overdorf and Bill Grimes are authorized to sign agreements with the City of Bozeman on behalf of SCJ Alliance. Chris Overdorf, PLA, ASLS William Grimes, AICPProject Manager Principal-in-Charge 509.886.3265 x286 509.835.3770 chris.overdorf@scjalliance.com bill.grimes@scjalliance.com Table of Contents B. Executive Summary Page 1 C. Firm Profile & Project Personnel Page 3 Org Chart Page 5Resumes Page 6 D. Experience Page 10 Project Experience Page 14 E. Scope of Proposal Page 18 Proposed Schedule Page 22 F. Budget Page 23 SCJ Billing Rates Page 24 G. References Page 25 H. Affirmation of Non-Discrimination Page 26 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 1 B. Executive Summary Thank you for the opportunity to present our proposal to partner with you and in planning the future of Bozeman’s parks, recreation, open space, and active transportation system. The importance of personal connections to our community and its recreation options, especially the outdoors, has become even more critical of late as we all adjust to shelter-at-home and social distancing directives. The resulting impacts on the City and park department’s revenue, limited access to all park and recreation options, and the increased demand for accessible green spaces, have all placed even more focus on a well-thought-out, publicly vetted, budget-conscious, yet aspirational parks and recreation plan. SCJ Alliance, in partnership with Robert Peccia & Associates and Sand County Studios, brings together a Western US-focused and local team coupled with advanced practitioners with cutting-edge skillsets all who have a long history working together in Montana. While most of our team is located outside of Gallatin County, this project is still very personal to us. We have all members on our team whom either live in the Bozeman area, went to school at UM, recreate there, and have worked there. We have seen and experienced the exponential growth of Bozeman and the region over the past few decades and understand the issues that are affecting the community’s desired quality of life. Gallatin County is by far the fastest-growing county in the state of Montana. In the last seven years, Gallatin County has seen its population increase by nearly 60%, pushing past 107,000 residents. On top of this, Bozeman is the fastest growing non-metropolitan city of its size in the U.S. Its population is increasing by more than 3.6% per year, more than four times the growth rate of the state of Montana. With such rapid change, typical planning decision-support methodologies often fail to keep up. With over several hundred parks and recreation planning and design projects successfully delivered, including addressing several contentious comprehensive parks planning and civic park master planning efforts, our team has the right set of skills to tackle this project’s elements and create rapid decision support models. We offer a complete team that will successfully address both the parks, recreation, and open space (PROS) and the active transportation components as an integrated system of connected high-performance spaces. We are systems-level thinkers who deploy advanced geospatial models to help municipal organizations and their partner non-governmental organizations (NGOs) be best positioned to rapidly analyze threats, stressors, and opportunities. SCJ Alliance (SCJ) – is a 120+ team of planners, landscape architects, park & recreation specialists, geospatial & geodesign specialists, critical area specialists, civil engineers, and transportation designers with offices across the Pacific Northwest, including a new boutique office we are opening in Butte this June. Together our planners and landscape architects have worked on over dozens of comprehensive parks & recreation planning efforts across the Northwest and intermountain West. Robert Peccia & Associates (RPA) – is a well-known firm in Montana who has served the City of Bozeman and Gallatin County for decades, including working on several transportation studies and plans in the planning area. Also, staff from RPA have worked with staff from SCJ and Sand County Studios on other integrated landscape, parks, and transportation projects in Montana. Sand County Studios – is a broad-based and multifaceted design and planning firm that specializes in climate resiliency, green infrastructure, context sensitive design solutions, environmental planning and design, environmental restoration, watershed management, park and recreation design, urban design, natural and cultural resource management, and community based design. Sand County Studio’s work with the World Bank on sustainable development and climate resiliency modeling for growing communities is a perfect value-add to our team. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 2 Our team’s broad range of multi-disciplinary experience, both qualitative and quantitative, allows us to see possibilities, trends, and indicators when others can not. We add detail to ideas so that they are easy to understand and communicate to all stakeholders. Our engagement process captures a deep understanding of a community’s desired quality of life, allowing for increased support for parks and recreation programming and intelligent capital improvement programs. Recently, we collaborated with the over eighteen other communities to create strong park and recreation plans built on deep outreach and an understanding of community values. The public engagement process we implemented for the City of University Place PROS Plan Update, for example, was the most successful public involvement process in the City’s history and received many accolades from Washington State’s Recreation and Conservation Office (RCO) staff. In fact, the key RCO staff member who oversees all PROS Plan certifications called University Place’s Capital Improvement Program (CIP) chapter “the best I have seen.” We are committed to successfully providing the services you’ve described in the request for proposal and are ready to become partners with you and the entire community. We look forward to discussing our capabilities and approach in more depth as you move forward through the selection process. To that end, we respectfully ask that you invite us for an interview to continue discussing how our team and our demonstrated experience can help you accomplish all that you wish. We would be honored to help you protect the soul of Bozeman as you manage your growth. Chris Overdorf, PLA ASLA Bill Grimes, AICP Project Manager Principal-in-Charge Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 3 SCJ Alliance (SCJ) is a multi-disciplinary planning and engineering firm specializing in solving complex issues that challenge developing communities. We provide a broad range of professional services to public- and private-sector clients including, land use and environmental planning, transportation planning and design, outreach facilitation, urban design, landscape architecture, civil engineering, and construction management. We enjoy being a part of the creative process and seeking effective and efficient solutions to project challenges. Our responsiveness and ability to communicate, work with you side by side, develop creative solutions, and pay attention to the details are attributes that set us apart in consistently delivering successful projects. Anticipate. Envision. Create. When approaching projects, we use a three-step strategy that we know serves our clients well: we anticipate emerging challenges and opportunities, work with clients to envision projects to enhance the livability of their community, and then create a plan that achieves the goals and vision identified through this process. SCJ works closely with our clients to develop parks and natural recreation opportunities that are responsive to the users, site sensitive, and budget responsive. We specialize in natural resource based recreation, corridors, urban and site design, parks, public spaces, and restoration projects, and are proud of our high-quality designs that are sensitive to the community, the site, and your budget. The success of our work comes from collaboration with our clients and our project teams to improve our community’s quality of life. Our experience is extensive, having served hundreds of communities throughout Washington state. Our desire to help improve the places where we work, live, and play demands that we submit for this opportunity. We look forward to teaming with the City of Bozeman on the Comprehensive Parks, Recreation, and Active Transportation Plan. C. Firm Profile & Project Personnel SCJ Alliance 429 East Sprague Ave Spokane, WA 99202 Ph: 509.835.3770 Fax: 360.352.1509 www.scjalliance.com Office Locations WA: Ballard, Centralia, Gig Harbor, Lacey, Seattle, Spokane, Wenatchee CO: Boulder Experience 15 years Number of Employees 123 Ownership 100% Employee-Owned Annual Volume of Business $23 M Primary Contact Info Chris Overdorf 509.886.3265 x286 chris.overdorf@scjalliance.com Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 4 Robert Peccia and Associates (RPA) has provided transportation planning and engineering services to both public and private clients for over 40 years. Our 100-percent employee-owned small business firm serves state, federal, and municipal clients as well as private organizations throughout the northwest. RPA’s corporate headquarters are in Helena, with branch offices located in Bozeman and Kalispell. RPA’s staff consists of over 60 professionals skilled in different disciplines including: transportation planning, traffic operations, roadway design, environmental planning, graphic design, technical writing, and other support services. Many of our key staff have more than 20 years of experience developing transportation planning and engineering projects and are well known across the state and highly regarded for planning and engineering work. RPA’s Transportation Planning and Operations Group has completed an extensive list of transportation planning and engineering analyses, corridor studies, active transportation plans, parking studies, urban transportation planning projects, traffic safety evaluations, and roadway designs across the northwest. Our key staff have dedicated their careers to developing traffic engineering studies, long-range transportation plans, roadway designs, and providing public involvement services. The local presence of RPA will ensure the City on-demand access to the project team in a friendly, and responsive manner. We will use our local knowledge and experience to develop a high-quality, implementable Active Transportation Plan that is specific to the community and transportation users. Robert Peccia and Associates 3147 Saddle Drive Helena, MT 59602 Ph: 406.447.5005 Fax: 406.447.5036 rpa-hln.com Office Locations Helena, Bozeman, and Kalispell Experience 43 years Number of Employees 60 Ownership 100% Employee-Owned Annual Volume of Business $13 M (approx) Primary Contact Info Scott Randall, PE, PTOE 406.447.5005 srandall@rpa-hln.com Sand County Studios is a broad-based and multi-faceted design and planning firm that specializes in green infrastructure, sustainable and resiliency planning, mixed-used development, community design, and environmental planning and design. The firm is the brainchild of Jim Sipes, an award-winning environmental planner, urban designer, and landscape architect with more than thirty -five years of experience encompassing a wide range of planning, design, research, GIS, resiliency planning, and communication projects. Sand County Studios was founded in 2004, and all of our work is in the public realm, so we are highly skilled at working with staff, stakeholders, decision makers, and the general public. Sand County Studios is more a philosophy than a place. You won’t find the name “Sand County” on a map anywhere, but the name is significant. It comes from Aldo Leopold’s Almanac, which builds upon the spirit of Henry David Thoreau’s Walden. The Sand Counties were the birthplace of conservation and land ethics—Sand County Studios approach to design and planning is based upon these concepts. Sand County Studios has offices in Miami, FL, Lexington, KY, and Atlanta, GA. Sand County Studios 1272 West Spring Street Smyrna, GA 30080 Ph: 206.755.6074 sandcountystudios.com Office Locations Atlanta, GA, Indianapolis, IN, and Lexington, KY Experience 30 years Primary Contact Info Jim Sipes 206.755.6074 jamessipes@sandcountystudios.com Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 5 Project Manager Chris Overdorf, PLA, ASLA SCJ Alliance SCJ Alliance Subconsultant Principal-in-Charge William Grimes, AICP SCJ Alliance SurveyAren Murcar SCJ Alliance Engagement and Policy Rachel Granrath SCJ Alliance Graphics Sydney Dean SCJ Alliance Active Transportation Scott P. Randall, PE, PTOE Robert Peccia & Associates Climate Resiliency James Sipes Sand County Studios Parks & Recreation Team Org Chart Our team org chart is shown below followed by resumes Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 6 Chris Overdorf, PLA, ASLA Project Manager Chris is an award-winning and nationally certified landscape architect and planner with more than a quarter century of experience encompassing a diverse range of project types, scales, and clients. For the past 25 years, he has worked in a broad range of land use projects that have helped his clients solve complex issues with thoughtful place-based collaborative planning and design solutions. His work includes both large-scale conservation planning and integrated design interventions including recreation design, visual impact assessments, green infrastructure design, transportation planning, environmental art, park planning, and geospatial analysis. Chris draws inspiration from the deep history of landscapes and people’s connection to their community’s heritage. Stakeholders and clients value his honest demeanor, his energy towards fun public engagement, and his enthusiasm for creating places of resiliency and value. Project Experience ŠParks, Recreation, and Open Space Plan – University Place, WA ŠLake Forest Park PROST Plan, 2006 and 2016 – Lake Forest Park, WA ŠParks, Recreation, Open Space, and Trails Plan – Normandy Park, WA ŠWashington State Parks Sound-Friendly Vision Plans – Washington State Parksand Recreation Commission ŠOrangegate and Half Dollar Park Master Plans (ongoing) – Pierce County, WA Education BS, Landscape Architecture, Washington State University Fields of Study, Geography and Computer Science, United States Military Academy at West Point Licenses and Registrations Landscape Architect, WA #929 William Grimes, AICP Principal-in-Charge Bill has more than 30 years of planning, design, and public engagement experience, working on comprehensive plans, transportation plans and projects, regional design frameworks, and development master plans. Over the past 15 years, Bill has taken a leadership role in developing the storefront studio and pop-up studio concept, using an open, gallery-style, multi-day approach to community engagement and design. These studios, unlike traditional charrettes, actively involve the public in conceiving, refining, and vetting design concepts, reconciling conflicts, and assigning priority actions. Through the workshops and his planning work, Bill has committed to transparent process, active and informed community dialogue, and application of sensible, creative, pragmatic, and effective design strategies that consider multiple perspectives and priorities. Project Experience ŠParks Plan Update – Pasco, WA ŠParks and Recreation Plan – Chelan County, WA ŠCity Parks, Recreation, and Open Space Plan –Kennewick, WA ŠWaterfront and City Pier Master Plans – Port Angeles, WA ŠLiberty Lake Regional Park Master Plan – Spokane County, WA ŠColumbia Park Master Plan – Kennewick, WA Education MURP, Urban and Regional Planning California State Polytechnic University-Pomona BS, Administrative Studies University of California-Riverside Licenses and Registrations American Institute of Certified Planners #8848 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 7 Rachel GranrathEngagement and Policy Rachel is a strong believer in placemaking and assisting local governments to realize their potential and vision through the public planning process. Her career has been in both the public- and private-sectors, working for various cities and towns in Colorado, Idaho, and Washington. She specializes in facilitating and managing complex groups and interests to achieve a comprehensive planning effort. Rachel’s skills include development and plan review, downtown planning, economic development, community engagement, long range planning, redevelopment and infill, grant writing, and floodplain management. Drawing from her experience in rural and urban communities, Rachel excels in developing strategies, visual tools, urban design, and guiding a community from start to finish through an inclusive planning process. She takes great pride in her work and always strives to meet the needs and goals of the community. Project Experience ŠMoses Lake General Planning Services – Moses Lake, WA ŠMedical Lake General Planning Services – Medical Lake, WA ŠAirway Heights Central Business District – Airway Heights, WA ŠImagine Hayden Comprehensive Plan Update –Hayden, ID ŠChewelah Downtown and Subarea Plan – Chewelah, WA ŠDowntown Strategic Plan – Elizabeth, CO Education MA, Urban and Regional Planning, Eastern Washington University Professional Organizations American Planning Association (APA) Aren Murcar Survey Aren has an inate ability to blend feasibility and creativity to help communities solve some of their most challenging problems. Using data, he can clearly and succinctly communicate otherwise complicated messages. With a background in economics, Aren has a knack for integrating this information into his work in planning. Whether it’s interpreting the results from surveys, researching community demographics (i.e., population projections, housing statistics, or transportation metrics) he can extract meaning from the numbers and make sense of it for others to understand more easily. By using economic analysis to examine his findings, Aren can also provide a distinct, substantiated perspective on community planning issues which helps maintain clear, engaging, and well-informed communication among elected officials, the City, and the public. Project Experience ŠHelena Growth Policy Update – Helena, MT ŠKettle Falls Comprehensive Plan Update –Kettle Falls, WA ŠMedical Lake Comprehensive Plan Update –Medical Lake, WA ŠChewelah Comprehensive Plan Update –Chewelah, WA ŠImagine Hayden Comprehensive Plan Update –Hayden, ID ŠMillwood Comprehensive Plan Update –Millwood, WA Education BS, Landscape Architecture, Washington State University Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 8 Sydney Dean Graphics From the beginning of her career, Sydney has applied her keen aptitude of human-scale design to ensure that a person’s experience within the landscape is personal and memorable. Her experience designing community parks and playgrounds for the Howard Hughes Corporation allowed her to explore her strength and passion for conceptual design, ideation, and ecology. However, her more recent work on master plans for Pierce County parks and PROS plan graphics for Quincy and University Place have allowed her to develop a more comprehensive understanding of park users’ needs via public outreach and how to create a community vision that can be used to source funding. Her work is communicated in a refined yet fluid style, often utilizing sketching and digital graphics as visual aids throughout the design process to effectively convey ideas with team members and stakeholders. Project Experience Š9th Street Park – East Wenatchee, WA ŠQuincy PROST Plan (PROS with Non-Motorized Trail Plan) – Quincy, WA ŠOrangegate Park and Half-Dollar Park Master Plans –Pierce County, WA ŠUniversity Place PROS Plan – University Place, WA ŠLive Oak Community Park – Cypress, TX ŠShumard Oak Park – The Woodlands, TX Education BS, Landscape Architecture, West Virginia University Scott P. Randall, PE, PTOE Active Transportation Scott has spent the past 18 years in the transportation field, 14 of which have been with RPA. He began his career as a transportation planner at MDT, then started with RPA as a traffic engineer in 2007 and is now leading RPA’s Transportation Planning and Operations Group. Scott is a certified Professional Traffic Operations Engineer (PTOE) and provides traffic engineering, transportation planning, and project management expertise on projects throughout the northwest. His work includes traffic studies, safety projects, transportation plans, traffic simulation, corridor studies, safety audits, urban planning, and various other transportation-related projects. Project Experience ŠBozeman Transportation Master Plan, Bozeman, MT ŠBelgrade Transportation Plan Update (2017), Belgrade, MT ŠMissoula Area Community Transportation Safety Plan (2018), Missoula, MT ŠParadise Valley Corridor Planning Study, Park County, MT ŠYaquina Head Transportation Master Plan, Newport, OR ŠGreater Triangle Area Transportation Plan, Gallatin County, MT Education BS, Civil Engineering with emphasis in Transportation and Structures, Montana State University Licenses and Registrations Professional Engineer, Montana No. 18127 Professional Traffic Operations Engineer (PTOE), No. 3237 Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 9 James L. Sipes Climate Resiliency Jim is an award-winning urban designer, environmental planner, landscape architect, writer, and geospatial guru with more than thirty years of experience encompassing a wide range of planning, design, research, and communication projects. Jim has received national recognition for his writing, having written more than 350 articles for a variety of publications and receiving the prestigious Bradford Williams Medal award for writing. Jim currently teaches GIS and Geodesign at Penn State University. Jim also was worked with some of the most respected design and planning firms in the world where he led environmental planning efforts. Jim also has worked for the U.S. National Park Service (NPS) and U.S. Forest Service (USFS). He is a Nationally Certified Landscape Architect. Project Experience ŠFlorida Scenic Highway Program ŠJekyll Island Carrying Capacity & Infrastructure Study, GA ŠNorth Carolina Transportation Aesthetic Guidance Manual ŠBrunswick County Greenway & Blueway Sustainable Plan, NC ŠCharting Buffalo, Buffalo Bayou, TX ŠTallassee Forest Conservation Plan – Athens-Clarke County, GA Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 10 D. Experience Project Understanding and Approach For over the past decade the growth rate in Bozeman and Gallatin County has been record-pace. Bozeman is one of Montana’s fastest-growing cities. A recent article in the Mountain Journal, “Is High-Flying Bozeman, Montana Losing The Nature Of Its Place?” perfectly sums up the challenges the community has been facing as rapid growth and development has stretched the community’s own identity. Bozeman is not the community it was a few decades ago when it was half its current size. The changes have occurred so fast that it is sometimes unrecognizable from just a few years ago. While the region’s outdoor recreation opportunities or tourism industry is the region’s biggest economic engine, that is under threat as well as all the ecosystem services that contributes to the community’s quality of life. This project is the opportunity to reclaim Bozeman’s soul, reconnecting people to place, creating safe green corridors, and developing a sustainable parks and recreation infrastructure that is intelligent in both form and function as the community continues to grow. The best project results come from a collaborative and collegial partnership between the client, community, and consultant. We will explore approaches with you from the beginning of the project, leveraging everyone’s experience and knowledge of project conditions. Effective coordinated engagement will also be critical to creating a positive working relationship with all stakeholders while also not creating survey fatigue. To begin this spirit of collaboration and overcome some of these inherent challenges, we offer the following approach ideas and a proposed work plan to start the discussion. Amplify the Quantitative to Determine the Qualitative Our planning approach for Bozeman involves a transparent, integrated process that leads you through all tasks for this project. To enable us to accomplish the goals and objectives, we have identified a series of key items and tasks that will provide a framework for a successful project. We make extensive use of Indicators and Metrics (the quantitative) in our planning process so that everyone can understand what we are trying to accomplish. Indicators and Metrics are critical for providing a measurable, unbiased, and duplicatable framework from which decisions are made. An indicator is something that helps you understand where you are, where you are going, and how far you are from where you want to be. A good indicator alerts you to a problem before it gets too bad and helps you recognize what needs to be done to fix the problem. Indicators of a sustainable community point to areas where the links between the economy, environment, culture, and society are weak. They allow you to see where the problem areas are and help reveal workable alternatives for fixing those problems. Indicators are defined by metrics that can be measured, compared, analyzed, and used to establish policy. Measurable The RFP identifies multiple objectives in this planning process. According to the RFP, this plan must:√Clarify and communicate communitypriorities and needs includingcommunity understanding of key terms√Communicate about professionalassessment and recommendations andobtain feedback from the stakeholdersand decision-makers√Establish policies for parks includingcritical habitat and natural resources,recreation, and the active transportationsystem of the City√Guide development proposals andindividual park site plans by providingthe basis for policies and/or regulatoryrequirements such as park size and sitingrequirements, park and facility designstandards, and specifications for parkfeatures such as site furnishings, utilities,and surfacing√Recommend updates or revisionsto aforementioned regulatoryrequirements and policies√Illustrate and address level of serviceimbalance within the system based oncommunity-defined priorities√Prioritize the expenditure of publicfunds for land acquisition, development/expansion, and maintenance ofrecreational lands and facilities√Guide the Recreation Division’s programdevelopment including ongoingevaluation, cost structure, and marketing√Provide specific recommendations forimplementation Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 11 indicators include walking distances from parking areas, percent slope to determine if pedestrian walkways meet ADA standards, size of an area in square footage, size of parking spaces, average daily traffic, structures based on type and age, recreational demands, and other elements that can be counted, measured, weighed, and viewed. Assess Comprehensive Risk Into the Planning Framework Climate Change is the defining issue of our time and we are at a defining moment. From shifting weather patterns that threaten food production, to rising sea levels that increase the risk of catastrophic flooding, the impacts of climate change are global in scope and unprecedented in scale. Without drastic action today, adapting to these impacts in the future will be more difficult and costly. For a recent project addressing Recreation and Climate Change, we mapped potential risk by using models that addressed the following: ŠSocietal Risk ŠFlood Risks ŠHigh Wind Risk Areas ŠStorm Surge ŠPopulation Density ŠEconomic Impacts ŠImpact on Natural Resources ŠDisplaced households ŠSea Rise Vulnerability ŠHistoric Hurricane Patterns Obviously, some of these models don’t apply to Bozeman, but most do. Develop a Plan for All Social vulnerability refers to the potential negative effects on communities caused by external stresses on human health. Such stresses include natural or human-caused disasters, or disease outbreaks. Reducing social vulnerability can decrease both human suffering and economic loss. Every community must prepare for and respond to hazardous events, whether a natural disaster like a tornado or disease outbreak, or a human-made event such as a harmful chemical spill. Factors such as poverty, lack of access to transportation, and crowded housing may weaken a community’s ability to prevent human suffering and financial loss in a disaster. These factors are known as social vulnerability. The CDC Social Vulnerability Index uses 15 U.S. census variables to help local officials identify communities that may need support before, during, or after disasters. For previous projects, we have modeled social risks using the following: Percent Single w/ Child, Percent Over 65, Percent Public, Percent Public Assistance, Percent in Poverty, Percent No Vehicle, Percent Mobile Homes, Percent Pre 1970 Structures, Percent Rental Units, Percent No Diploma, and Percent No English. These variables would give us a more layered look at the makeup of Bozeman and its population. By identifying the most vulnerable population in the most vulnerable locations to climate change or increased farmland conversion, we can start to establish priorities for what actions need to occur first. Recreation and Trail planning is one of the most effective ways for addressing social injustice and the increasing impacts of climate change on these populations. Develop Resilient Green Spaces & Connectors That Are Quality of Life Drivers One of Bozeman’s goals is to provide citizens with a safe environment in which recreational opportunities can be maximized. Access to open space is a critical resource, especially for urban residents, who must be able to get outside while maintaining social distance. Keeping parks open, even in a limited fashion, and converting under used roadways to bike/pedestrian trails is a fast and easy solution to ensure that open space is available to everyone. Access to open space is also a health issue, according to the Trust for Public Land. Outdoor exercise like walking has been found to help with depression and ADHD, and even boost immunity. The land use patterns of most cities are typically based on existing physiographic characteristics and are influenced by rivers, wetlands, shorelines, topography, geology, and other physical features. The driving factor, however, is the people in a community want their city to develop, and what types of activities they want to encourage. What we are starting to realize, however, is that changing temperature, impacts on habits and natural resources, and changing trends in human use may all have an impact on the future form of a city. In Bozeman, changes associated with increased flooding, summer and winter storms, precipitation, and other climate-based changes need to be considered when determining future land use, developments, and recreation patterns. Bozeman is expected to increase in population, and affordable, resilient housing will be a major emphasis. An updated land use map should be developed as a result of this study because most tasks will influence the overall character and layout of the city. Anticipate • Envision • Create – Public and Stakeholder Engagement Techniques After reviewing the existing information an outreach effort will begin. Our team’s approach is based upon SCJ’s systematic process of Anticipate, Envision, Create and will be refined following conversations with City staff. A wide variety of techniques are utilized to gather public input and promote a highly participatory workshop process that encourage clients and stakeholders to play a lead role in building consensus for a unified Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 12 plan. Community feedback works best when stakeholders are asked to consider trade-offs and choices, and when all meetings are meaningful with an identified objective. A combination of engagement techniques will be utilized: ŠPublic Forums ŠProject Website ŠSocial Media ŠOnline Survey ŠOrientation Interviews ŠAd hoc advisory committee ŠParks Advisory Board ŠCity Council Briefings Following the internal project kickoff meeting, SCJ will establish a web-based project presence. The web-based outreach program will ensure that the planning process reaches those who are not typically available to attend planning meetings to ensure project transparency, and reach a wider audience. The online presence will serve two purposes. First, it will offer project transparency as a digital library for project timelines, events, analysis, and meeting materials developed throughout the project. Second, it will function as a virtual open house/project workshop designed to work concurrently with in-person outreach efforts. Depending on your preference, our team can either provide you with content to keep the City’s existing webpage current or we can develop and maintain a stand-alone project website. On the project website, people can elect to be added to our email distribution list which will be maintained over the duration of the project and used to share project updates and materials as well as advertising opportunities to provide input. While our goal is to provide various levels of engagement, we know we can’t reach everyone who has an interest in participating. For that reason, we also employ a tool called Maptionnaire that uses Public Participation GIS and takes the project and surveys to the community. Within Maptionnaire, participants can provide community insights, pinpoint concerns, share comments, upload images, and have meaningful discussions with other community members about the spaces they know and value. Comments are then analyzed for similarities and new perspectives that can be seamlessly integrated into a prioritized report of community-supported project objectives and outcomes It is our belief that this multi-pronged approach and flexible outreach strategy reduces the greatest number of participation barriers, ensuring a diverse representation of residents and park patrons. A recent effort for Pierce County Parks and Recreation led to the active participation of over 1,400 individuals. Ad hoc Advisory CommitteeOnline Survey Parks Advisory Board Project Website Public Forums City Council Briefings Social Media Engagement Techniques SCJ Will Use Orientation Interviews Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 13 Make the Plan Easy for All to Understand A plan is nothing but a document unless it is implementable. One essential tool we provide area scalable concept graphics for each improvement describing in detail the changes and costs at each park, open space, or trail. Instead of relying on simple narratives often found in other PROS Plans that many people find confusing, our project graphics easily communicate the proposed changes while allowing our team to determine accurate cost opinions. Active Transportation Plan Approach Robert Peccia & Associates (RPA) has been providing transportation planning and engineering services to the Gallatin Valley for over 40 years! During this time, we have become intimately familiar with the needs and desires of your community. RPA’s local office and presence will ensure the City has on-demand access to the project team in a friendly, and responsive manner. RPA’s key staff have dedicated their careers to developing long-range transportation plans, traffic engineering studies, transportation designs, and providing public involvement services for similar communities across the northwest. Our local knowledge and experience, combined with our regional expertise in active transportation, will ensure the development of a high-quality, implementable Active Transportation Plan that is specific to your community and transportation users. RPA has a long history of developing many similar active transportation plans as stand-alone projects or in conjunction with long-range transportation plans. Most recently, RPA led the efforts to develop the Bozeman TMP, Belgrade Long Range Transportation Plan, and are currently developing the Greater Triangle Area Transportation Plan, all of which include strong emphasis on active transportation. We also recently led the effort to develop the state-wide Montana Pedestrian and Bicycle Plan. On the design side, RPA consistently includes context-sensitive active transportation design elements and recently finished the complex and award-winning Bozeman to Bridger Mountains Trail Project. This direct knowledge and experience with active transportation in the Bozeman community and adjacent areas will ensure that a well thought out, connected, and feasible network will be identified as part of this planning effort. For this planning process, we will rely on a phased approach to develop the Active Transportation Plan: ŠVisioning Phase. This phase will focus onestablishing a community vision for activetransportation. This vision will rely on existingapproved documents and a thorough needsassessment focused on public and communityengagement. This phase relies on a comprehensiveand collaborative approach to identify a commonvision for active transportation prior to offeringsolutions. ŠAnalysis Phase. The analysis phase focuseson identifying gaps and barriers to activetransportation. This evaluation relies on a data-driven approach to understanding user groups,origin-destinations, and desired uses. A fieldinventory, evaluation, and data collection processwill complement the established community visionand will be used to identify what the key issues andneeds are. ŠRecommendations Phase. In the final phase,recommendations are made to address theidentified issues and needs. The recommendationswill focus on infrastructure and policy investmentsto improve the active transportation system.Special attention will be paid to ensure therecommendations align with and complement otherlocal planning documents such as the adoptedtransportation plans, trails plans, and growthpolicies. Public and stakeholder involvement will also be a key component to the development of the Active Transportation Plan. Because of the far-reaching effects of these plans, it is important that these efforts include extensive public outreach and coordination with appropriate officials. Our team has a strong history and established relationships with key stakeholders and decision-makers in the community. We will work with these groups to identify problems, solicit ideas, define needs, and address concerns as part of the plan development. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 14 Comprehensive Plans Parks Transportation Okanogan Valley Palouse to Cascades Trail – Washington State Department of Commerce Spokane Valley Chelan County City Parks, Recreation, and Open Space Plan – Kennewick, WA City Parks and Recreation Plan – Pasco, WA Helena Growth Policy Update – Helena, MT Badger Mountain Preserve Bitterroot King County Greenprint US 93 Park Master Plan – Quincy, WA Parks, Recreation, and Open Space Plan Update – University Place, WA Transportation Master Plan – Bozeman, MT Belgrade Long Range Transportation Plan – Belgrade, MT Greater Triangle Area Trannsportation Plan – Gallatin County, MT Bozeman to Bridger Mountains Trail Project – Bozeman, MT Montana Pedestrian and Bicycle Plan – Montana Department of Transportation North 7th Avenue Corridor Revitalization Plan – Bozeman, MT Charting Buffalo – Harris County Flood Control District Tallassee Forest Park Master Plan – Athens-Clarke County Unified Government, GA Jekyll Island Carrying Capacity & Infrastructure Assessment – Glynn County, GA East End Lagoon Park & Preserve – Galveston, TX Project Experience Our team’s experience with comprehensive plans, parks, and transportation projects are shown in the chart below followed by descriptions highlighting a few of our projects. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 15 City Parks, Recreation, and Open Space Plan – Kennewick, WA The City of Kennewick, as with its Tri-Cities neighbors, had been growing steadily with no signs of stopping. In response, they invited SCJ staff to update its parks, recreation, and open space (PROS) plan to help address existing and projected demand, and to retain eligibility for Recreation and Conservation Office (RCO) grant funding. Kennewick also needed to update its master plan for Columbia Park—one of the city’s signature features—along nearly three miles of Columbia River shoreline on land owned by the Army Corps of Engineers. For this, the City’s needs included evaluating existing features versus community need, helping pave the way for a land transfer with the Army Corps. Our team combined both projects into one, leading a robust community engagement. In-park planning booths were set up at two local festivals, configured in Spanish and English—helping residents and visitors explore evolving needs and suggest ways the parks system might respond. This approach enabled Columbia Park improvements to be vetted immediately and on-site, with system-wide, PROS-related suggestions incorporated. The completed plan developed an entirely new system for parks planning and funding—including a new impact fee system to ensure equitable distribution of park facilities across the entire community. Palouse to Cascades Trail – Washington State Department of Commerce From the densely forested Cascades to the scablands carved by the Ice Age floods, Palouse to Cascades State Park Trail gives hikers, cyclists, and in some places equestrians, a taste of Washington’s ecological (or environmental) diversity. This linear park runs from west of North Bend to the Columbia River near Vantage and continues from the town of Lind to the Idaho border. The 4,956-acre, 212-mile Palouse to Cascades State Park Trail reflects State Parks’ long-term commitment to developing cross-state trails. It is planned to be a segment of a cross-country trail reaching from Puget Sound to the Chesapeake Bay. The Department of Commerce hired SCJ to convene conversations and workshops with trail users, advocates, adjoining towns, neighbors, ranchers, and farmers to facilitate problem-solving and mediate long-standing conflicts. The process included forming and chartering an advisory group; conducting three sequential workshops to discuss issues, opportunities, and recommendations; preparing a comprehensive study of best practices; producing a report documenting the process; and promoting a set of 26 consensus recommendations. Parks, Recreation, and Open Space Plan Update – University Place, WA The City’s PROS Plan Update outlines an aspirational yet implementable vision for the city’s parks, open spaces, and trails. With approximately 70% of its current parks and open spaces undeveloped, and an under-funded parks department, the new plan provides the City with mechanisms to strategically renovate the parks that the City has developed, while beginning to plan for long-term new park spaces. At the core of the project was a public engagement process that was the most successful outreach in the City’s history. The outreach efforts reached over 10,000 citizens, in an equitable distribution across the city, and featured almost 1,400 discernable, geolocated public comments. This PROS Plan update is built on several key recommendations that best and most cost-effectively address current issues, projected demand, funding flexibility, and public desire—all while taking into consideration the parks and recreation opportunities that are available within the city. To accomplish these recommendations, the Capital Improvement Plan (CIP) focused on more picnic shelters, restrooms, benches, signage, sports courts, and upgraded/new playgrounds and trails. Several of the parks were strategically reclassified to better organize and align future park developments to potential funding sources. Concept graphic for Cirque & Riconosciuto Parks in University Place Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 16 City Parks and Recreation Plan – Pasco, WA Pasco covers a lot of ground, and it is filling up fast. Rapid population growth marked by new subdivisions—with many more on the horizon—spurred City officials to take a hard look at their parks and recreation needs. SCJ staff began by performing a baseline inventory process including GIS mapping, a facilities and photo survey, and in-person interviews with staff and neighborhood leaders. A mail out survey was developed to reach the City’s highly dispersed population regarding recreational offerings and future parks needs. SCJ’s cost-effective, data-driven approach paid off in other ways, as well—all data helped inform and establish project ranking criteria set forth in the plan, which today continues to lead parks and recreation investment in Pasco, and bolsters City grant applications with the State of Washington. Pasco rehired our team in 2010 to update the plan to accommodate 20% growth in six years. SCJ’s team strengths included a diverse study area, cost-effectiveness, polls and survey use, and a data-driven methodology. Bozeman Transportation Master Plan – Bozeman, MT RPA led the effort to develop the Bozeman Transportation Master Plan (TMP). The TMP serves as a guide for development of and investment in the community’s transportation systems in a comprehensive manner. The TMP provides the blueprint for a transportation system that will serve the community’s citizens well into the future. The comprehensive plan identifies community goals and improvements to the transportation infrastructure and services within the city of Bozeman and that portion within Gallatin County that is likely to include future urban area expansion. The Plan addresses regional transportation issues, overall travel convenience, traffic safety, sustainability, complete streets, funding, transportation demand management, and multi-modal connections. The Plan includes recommendations for short-term improvements as well as recommended modifications and capital improvements to major roadways. The Plan also includes policy suggestions to align with the community’s vison for the Bozeman area. Belgrade Long Range Transportation Plan – Belgrade, MT RPA worked with the City of Belgrade, Gallatin County, and MDT to develop the Belgrade Long Range Transportation Plan (LRTP) in 2017. With the rapid growth that the Belgrade area has seen in recent years, considerable strain has been put on the existing transportation network. Continued and expected future growth have resulted in transportation issues and concerns for area residents and the traveling public. These conditions necessitated a detailed analysis of alternative transportation modes include walking, biking, and public transit. Belgrade is also uniquely positioned along busy freight and rail routes. During development of the plan, RPA gave special consideration to the movement of people and goods throughout the entire transportation network. The diverse, and often conflicting, needs of the multiple modes of transportation were considered when developing infrastructure and policy recommendations. The LRTP resulted in the development of a visionary, fully connected, non-motorized network, and identified key future transportation corridors to plan for as development occurs. Bozeman Transportation Master Plan Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 17 Bozeman to Bridger Mountains Trail – Federal Highway Administration RPA contracted with the Federal Highway Administration (FHWA), in partnership with the United States Forest Service-Gallatin National Forest (USFS) and the City of Bozeman, to develop a bicycle-pedestrian path along Montana Highway 86 (Bridger Canyon Road) from Story Mill Road in northeast Bozeman to the “M” parking lot and Drinking Horse Mountain trailheads. The two-mile segment between Story Mill Road in northeastern Bozeman and the “M” parking lot was a critical gap in a very narrow corridor in Bozeman’s 60-mile long “Main Street to the Mountains” trail system to access very heavily used trailheads that access public lands and recreational opportunities in the Gallatin National Forest and Bridger Mountains. As part of the development process, RPA prepared a Feasibility Study that examined potential alignments while considering challenging terrain, unwilling landowners, and user safety. The preferred, and ultimately constructed, alignment consisted of a new path complete with a new 95-foot-long bridge over Bridger Creek, 108-foot long bicycle-pedestrian crossing under the highway between the “M” parking lot and Drinking Horse Mountain trailheads, and numerous safety enhancements throughout the project corridor. Challenges to develop this important link included a narrow right-of-way corridor, difficulties in accessing adjacent private land, and the proximity to the high volume and speeds of vehicles along the adjacent Bridger Canyon Road (MT 86). Montana Pedestrian and Bicycle Plan – Montana Department of Transportation RPA led the effort to develop the Montana Pedestrian and Bicycle Plan which is the first statewide effort to understand and address the needs of non-motorized users across the state. This Plan primarily aimed to establish a consistent approach for considering pedestrian and bicycle modes. To accomplish this objective, RPA worked with MDT and key stakeholders to develop a common vision and set of goals aimed at meeting the needs of bicyclists and pedestrians, improving safety, and establishing a more walk- and bike-friendly Montana. The plan includes an overview of current ADA and accessibility considerations and outlines strategies to leverage design guidance and modern technology to improve accessibility. The Plan is intended to be used by all entities as they work to fulfill this mission for pedestrians, bicyclists, and all who use the transportation system. Greater Triangle Area Transportation Plan – Gallatin County, MT RPA is currently working with Gallatin County on developing a long-range transportation plan for the greater triangle area which includes the communities of Bozeman, Belgrade, Four Corners, and Gallatin Gateway. The planning process will assist the County, as well as the local communities, in guiding transportation infrastructure investments based on system needs and anticipated developments over the next 20 years. The plan will integrate with the County's Triangle Trail Plan for the Bozeman-Belgrade-Four Corners area and build from transportation plans completed for the greater Bozeman area and for the cities of Bozeman and Belgrade. The Greater Triangle Area Transportation Plan will evaluate and address the transportation system needs of all travel modes. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 18 E. Scope of Proposal To accomplish the project with purpose and creativity, we structure our work in sequential phases organized in the expected arrangement of plan elements typically found in comprehensive parks planning documents. These elements consist of the following phases: Phase 1: Planning Context, Goals, and Objectives This phase includes tasks outlining the parks planning effort, reviewing comprehensive plan policy for consistency, and setting the stage for developing an achievable financing plan. We will identify and refine the PROSAT plan’s goals and objectives in the process, complying with the city, county, and state planning expectations and confirming the community’s parks planning values. 1.1 Project Planning We will prepare a project management plan to document the elements listed below and produce an overall public engagement program and project schedule. The elements of this work will include a draft recreation and parks vision; a statement of project objectives; the methodology and approach; roles and responsibilities; a project contact list; and a first draft of the public engagement plan schedule. 1.2 Review of Past and Current Planning Documents We will review the volume of planning efforts that have been developed such as the City’s current comprehensive plan, the past PROSAT plans, Bozeman Transportation Plan, impact fee ordinances (if any), and development regulations to understand the larger policy context. We will compare existing policy to existing regulatory guidance and note deficiencies and areas for focus in this process. 1.3 Orientation Interviews We will conduct up to three days of interviews, most likely via Zoom but also in person or on the phone, with individuals identified by the City to be familiar with topics, issues, and aspirations of the community’s recreation and parks system. We will conduct these interviews to get a better understanding of what the community’s value set is, what the PROSAT plan will need to address, how to invite and engage the widest population, and begin to communicate the process ahead. 1.4 Vision and Mission Statement We will review and refine a working vision and mission statement to describe the community values, interests, and desires based on existing policy. 1.5 Goals and Objectives We will review and suggest revisions to the relevant goals and objectives based on our understanding of the planning issues facing the community. Deliverables »Full Parks Plan Document Outline in Word format »Draft Chapters 1 and 2 in Word format »Three days of orientation interviews (up to 16) with interview summaries »Progress reports and billing invoices submitted monthly via email in PDF format »Project schedule updates »Minutes for meetings submitted via email in PDF format Phase 2: Inventory and Assessment We will inventory and assess all parks and recreation assets and programs, and review operational and maintenance budgets. We will also investigate the community’s demographic profile and recreation service area, gaining a better understanding of demand on the system as well as the condition of the facilities and resources now in place to serve it. 2.1 Develop City and County Planning Profiles We will develop descriptive profiles of the City’s and County’s context, examining the community’s history, recent policy decisions, demographic profile and physical context. 2.2 Parks and Recreation Assets, Program, and Services Inventory and Condition We will process the inventory information the City already has, updating every park, trail, and other recreation facilities and assess their overall composition, quality, safety, structural and/or site condition, and life cycle expectancy. Once all assets have been inventoried, we will assess those assets’ condition at the component level with Park staff. An asset’s condition can be assessed in a variety of different ways, but the simplest and most easily communicated method is a direct condition rating using a simple table or matrix that is color-coded. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 19 We will also inventory current recreation programs, including their type, frequency, popularity, and operational and maintenance costs. We will assess: ŠCurrent park classifications, as regional parks andtrails, community parks, local parks, mini-parks orparklets, natural or passive parks, and special-usefacilities ŠPark and recreational amenities for overall conditionand cleanliness, including structures, drainage,pathways, play equipment, wayfinding, parking,vegetation, and lighting ŠProgrammed activities, whether local, regional, orprivate ŠOperational and maintenance costs ŠLife-cycle status ŠCurrent funding mechanisms Deliverables »Draft inventory and assessment & conditionssheets in PDF format and Excel File »Population forecasts, leisure time trends, andother demographic information »User information and participation rates fromcurrent facilities and programs »Facilities and services provided by other privateor public entities Phase 3: Public Engagement Program We will develop and implement an effective public engagement strategy that captures the public’s demands, needs, and wishes for its parks and recreation facilities and programs. We will design engagement strategies to maximize involvement from the largest number of residents, taking care to ensure the widest distribution of opinions from all demographics. This work will integrate into other work elements as appropriate to achieve a progressive, inclusive, and compelling engagement program throughout the process. 3.1 Public Engagement Plan We will work with the City to develop a public engagement work plan. Included in the plan will be the incorporation of the Safe Routes to Parks Action Framework. The plan will involve a wide variety of public engagement techniques, including online surveys, mailed surveys, digital or in-person workshops or studios, phone or virtual interviews, or (dependent on relaxing or elimination of current social distancing guidelines) live public meetings or onsite workshops. The engagement plan will include a communication plan and branding style guide for public announcements, a prototype digital flyer ready for online posting or publication, social media protocols, draft agendas for a kickoff online workshop, and a description of the needs assessment and priority surveys. We will conduct a kickoff workshop, either in person or online, to initiate the public conversation about the PROSAT and park master planning process. This meeting will orient participants to the larger recreation and parks context and vision, and describe how they can influence the process. Results from this workshop will establish a foundational understanding of the community’s recreation issues, direction on how the system’s vision may need to adjust, and plant the seeds for a conversation that will last throughout the project’s duration. 3.2 Needs Assessment and Recreation Demand Survey We will develop and implement a needs assessment survey to be administered using an online survey software such as Alchemer (formerly SurveyGizmo). The needs assessment will identify a qualitative snapshot of how the community currently uses the City’s parks and recreation facilities and programs, and what they believe is missing. We will develop a set of open- and close-ended questions, suitable for translation into other languages as appropriate, exploring where respondents live, which facilities they use, what they value most in the recreation, parks, and open spaces system, where they wish they had better access, and how they would suggest funding or otherwise supporting any proposed improvements. We will analyze the results and prepare a summary for the City’s review and publication online. We use a variety of engagment techniques to reach the community Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 20 3.3 Project Visioning Charette & Online Workshop Utilizing a custom, map-based tool called Maptionnaire, we will facilitate an online project visioning tool—allowing staff, consultant, and the public to plan park improvements in real-time. This process creates location-based comments instantly on a platform accessible 24/7, allowing the City to understand exactly where improvements are desired, or where community issues are developing. With this information in hand, we will be able to project trends and see desired connectivity between the existing or proposed park spaces. 3.4 Community Priorities Survey With a draft list of project improvements in hand, SCJ will poll the community online or at a public workshop to prioritize recreation, parks, and open space investments for inclusion in the PROS plan. The online element of this community priorities workshop will again use Alchemer, allowing us to present a report on its findings to the City. Phase 4: Demands and Needs Analysis SCJ will define and explain the priorities, as appropriate, for acquisition, development, preservation, enhancement, and management of the overall parks and recreation system. The results from Tasks 3.1 and 3.2 will be analyzed to summarize the community’s desires for parks, recreation, open space, and/or habitat programs or physical spaces, in a manner deemed appropriate by SCJ and the City of Bozeman. These summarized findings will be used to develop and test a reliable level of service methodology that reflects the City’s desired quality of life, while providing a comparison with local and national trends. 4.1 Develop Level of Service We will develop a methodology unique for the City of Bozeman and analyze the community’s desired level of service and more importantly, desired quality of life. These can cover a variety of different components of a facility, such as condition; capacity; and life, health, and safety issues. Additional factors will be used for parks, recreation facilities, and trails that focus not only on the condition of the assets, but their functionality as well. There is no single answer when determining levels of service, but it is an important, collaborative step in the process that must take place because the product will shape future planning and investment decisions. 4.2 Peer Community Comparison We will compare the City’s desired level of service (LOS) to three other peer communities (selected with City of Bozeman input) to validate whether the LOS is appropriately scaled. We will also review the community’s demands and needs against updated National Recreation and Park Association standards, comparing it to the plan’s service area to help justify or test specific level of service metrics. 4.3 Local, Regional, and National Recreation Trends We will explore local, regional, and national recreation trends and compare them to the community’s existing inventory, demographic assessments, and forecast population growth, identifying particular types of recreation facilities or programs which may be best suited to Bozeman’s envisioned future. Deliverables »Estimates of park and recreation demand fromthe year 2022 to 2042 »Evaluation of facilities, recreation, and specialevent needs »Comprehensive description of parks, tourism,and special event level of service standards »Summary of national and local trends inrecreational and leisure time demands andservices »Draft of the Demands and Needs chapter of thereport Phase 5: Capital Improvement Program SCJ will develop a preliminary list of possible capital improvements, then prioritize them into a final 6- year Capital Improvement Program (CIP) and long-term 20-year list of projects and investments. The CIP willinclude capital improvements and facility programsthat list possible land acquisitions, development,and renovation projects prioritized by anticipatedimplementation, with possible funding sourcesidentified, including any capital project to be submittedto possible local, state, and federal sources for fundingconsiderations. This task will also address the City’s needto review and revise its parks impact fee structure andordinance, consider a different organizational approachto fund parks system improvements and programs,and develop a protocol to monitor the community’srecreation needs. 5.1 CIP Strategy, Goals, and Objectives Armed with an understanding of the community’s desired quality of life, we will develop a GIS-based project selection model to quickly test the validity of each of the proposed improvements. All requirements will be prioritized based on an agreed-upon decision making process and an execution timeline based on budget constraints provided by the city and expected funding opportunities. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 21 5.2 Parks, Recreation, Open Space, and Trail/Transportation Improvements We will develop an initial project improvement “wish-list” and, based on feedback from both the City and the public, work with the City of Bozeman to add additional specificity to each improvement, and then narrow the CIP project list into a 6-year priority list and a longer term 20-year list. The projects will be described in concept-level graphic form with accompanying narratives describing the programmed requirements for each park, recreation facility, or trail, along with a budget-level cost estimate. 5.3 Opinion of Probable Cost We will develop opinions of probable cost for each project, providing costs in a format ready for funding applications. 5.4 CIP Project Summary and Implementation Schedule We will compile an overview summary table with the CIP projects listed by target year of implementation or ranked by priority. A narrative for the implementation strategy will be developed. Deliverables »Project draft concept graphics and narratives »Draft of Chapter 5 of the report »Weekly Progress Report submitted via email inPDF format »Progress billings submitted monthly submittedvia email in PDF format »Project schedule updates submitted via email inPDF format »Minutes for meetings submitted via email in PDFformat Phase 6: Final PROSAT Plan Development and Approval SCJ will assemble all chapters of the PROSAT plan into a final draft report. A series of overview presentations will be given to City Council or the Parks Board providing a summary of changes to each chapter, with enough detail to inform approval of the final plan. 6.1 Draft PROSAT Plan We will compile a draft PROSAT plan for review by the City, Parks Advisory Board, and City Council, presenting the draft plan to these groups as appropriate. The plan will include appendices to detail the facilities analysis, public engagement process, and potential funding sources. 6.2 Final PROSAT Plan Following input from others, we will compile a final PROSAT plan for review by the City, Parks Advisory Board, City Council, and other key stakeholders, presenting the final plan to these groups as appropriate. Deliverables »Draft PROSAT plan »Two (2) meetings with the Parks Advisory Board »Two (2) meetings with the City Council »Final PROSAT plan »Priority Project Funding Application SupportPackage (info needed for initial fundingapplications) Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 22 2021 2022 M J J A S O N D J F M A M Phase 1: Planning Context, Goals, and Objectives 1.1 Project Planning 1.2 Review of Past and Current Planning Documents 1.3 Orientation Interviews 1.4 Vision and Mission Statement 1.5 Goals and Objectives Phase 2: Inventory and Assessment 2.1 Develop City and County Planning Profiles 2.2 Parks and Recreation Assets, Program, and Services Inventory and Condition Phase 3: Public Engagement Program 3.1 Public Engagement Plan 3.2 Needs Assessment and Recreation Demand Survey 3.3 Project Visioning Charette and Online Workshop 3.4 Community Priorities Survey Phase 4: Demands and Needs Analysis 4.1 Develop Level of Service 4.2 Peer Community Comparison 4.3 Local, Regional, and National Recreational Trends Phase 5: Capital Improvement Program 5.1 CIP Strategy, Goals, and Objectives 5.2 Parks, Recreation, Open Space, and Trail/Transportation Improvements 5.2 Opinion of Probable Cost 5.3 CIP Project Summary and Implementation Schedule Phase 6: Final PROSAT Plan Development and Approval 6.1 Draft PROSAT Plan 6.2 Final PROSAT Plan Proposed Schedule SCJ staff members are well positioned to take on this project immediately upon notice to proceed and to dedicate resources to this project to keep it moving forward on schedule. We will pay attention to key critical path drivers to ensure timely delivery, and will work closely with the City to streamline planning, public engagement, and review. Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 23 F. Budget Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 24 SCJ Alliance Billing Rate Schedule – May 2019 Classification Hourly Billing Rate Senior Principal Consultant $250.00 - $350.00 Principal $185.00 - $270.00 Principal Landscape Architect $160.00 - $190.00 Senior Consultant $190.00 - $275.00 Senior Project Manager $160.00 - $210.00 Project Manager $125.00 - $170.00 Project Engineer II $120.00 - $150.00 Project Engineer I $110.00 - $140.00 Senior Design Engineer $120.00 - $170.00 Design Engineer $90.00 - $125.00 Senior Designer $110.00 - $160.00 Designer $80.00 – $115.00 Project Landscape Architect $115.00 - $160.00 Landscape Architect I $100.00 - $135.00 Landscape Designer $80.00 - $110.00 Senior Planner $120.00 - $175.00 Planner $95.00 - $140.00 Environmental Scientist $155.00 - $170.00 Senior Transportation Planner $125.00 - $175.00 Transportation Planner $100.00 - $130.00 Construction Inspector $75.00 - $110.00 Graphic Designer $95.00 - $115.00 Project Coordinator II $95.00 - $125.00 Project Coordinator I $80.00 - $105.00 Project Accountant $100.00 - $130.00 Administrative Assistant $70.00 - $80.00 Information Services Manager $170.00 - $180.00 Information Technology Specialist $85.00 - $135.00 Communications Manager $120.00 - $140.00 Communications Specialist $80.00 - $95.00 Senior Marketing Coordinator $125.00 - $145.00 Technician $70.00 - $90.00 Other Fees: • Direct project expenses and reproduction costs are billed at cost plus 10% Reimbursable Expenses: • Mileage • Mylar $0.65/Mile $20.00/Sheet These rates are current as of May of 2019 and will be subject to change on a yearly basis SCJ Alliance Billing Rate Schedule Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 25 City of Kennewick Terry Walsh, Executive Director 509.585.4242 terry.walsh@ci.kennewick.wa.us City of Quincy Carl Worley, Public Works Director 509.787.3523 x255 cworley@quincywashington.us City of University Place Gary Cooper, Director of Public Works 253.460.6494 gcooper@cityofup.com Homestead Park in University Place G. References Comprehensive Parks, Recreation, and Active Transportation Plan | Statement of Qualifications 26 H. Affirmation of Nondiscrimination