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05856 - GREENPLAY LLC PARKS AND RECREATION MASTER PLANNING SVCS
Kathie Hart From: Vicki L.Oltean Sent: Monday,April 25, 2016 10:42 AM To: Kathie Hart Cc: Jay Thompson Subject: RE:A5856-Greenplay The original did expire in 2010, but we did another agreement for them to finish and update the project a couple years ago. So,yes you may close the agreement. From: Kathie Hart Sent: Monday, April 25, 2016 10:34 AM To: Vicki L. Oltean Cc: ]ay Thompson Subject: A5856 - Greenplay Vicki: This agreement is for Parks& Recreation Master Planning Services. It expired in 2010. Has the work been completed? OK to close this agreement file? Kathie Hart, MMC �L Chief Deputy City Clerk � ALIfO C r{ atrtoRarlh tyke on Dorn City of Palm Springs (760)323-8206 3200 E. Tahquitz Canyon Way r= (760) 322-8332 Palm Springs, CA 92262 G 1 Kathie.Hart@Palm$pringsCA.gov City Hall is open 8 am to 6 pm, Monday through Thursday, and closed on Fridays. 1 GREEMPLAYLC 211 North Public Read, Ste 225 Lafayette,CO 80 026 The Leading Edge inPeft Rwrearinn Phone: (303)439-8369 And Open SpaceCauulturp FAX: (303)664-5313 Email: lnfo@GreenPlayLLC.com www.GreenPlayLLC.com Scope of Work Proposal City of Palm Springs Department of Parks and Recreation Master Plan Revisions and Update - 2013 August 2, 2013 Vicki Oltean, Parks and Recreation Director City of Palm Springs Sent by email: Vicki.Oltean@palmsprinzs-ca.eov Understanding of the Project GreenPlay completed and submitted the final draft Parks and Recreation Master Plan in June 2010 using the Department approved inventory,mapping, needs assessment,survey results and public input, demographics,trends, level of service analysis,design charrettes,and recommendations. The Findings, the Draft Master Plan and the Recommendations were presented to and supported by the Parks Commission, as well as approved by the Department's Project Manager,the Interim Director. The Department decided to accept it as is without final revisions/comments and stopped our work, suspending the final presentation,and document printing.The Palm Springs Parks and Recreation Department is now desirous of revisions to the 2010 Master Plan that was accepted as is in the summer of 2010. Project Approach This proposal is designed to be flexible in responding to the needs of the Department and can be further tailored to best support your efforts. It is intended to provide both clarification and staff education,as well as provide revisions where needed. The team and I spent some time re-orienting ourselves with where we left off. And we have reviewed the red-lined comments on the final draft. At this point,the plan is moving toward being out of date.The comments seem to indicate that there are many questions we need to answer for your team on process and our findings, and bring them all up to speed. And it looks like there may be many errors in the GIS data we were provided (data that may be incorrect or incomplete, inventory that has changed since the inventory was approved,etc.). Since this data was the basis for our findings, analysis, and recommendations,we understand that you would like some of that cleaned up as well. So,we suggest that at this point the best course of action is to re- dREENPLAY, Hi Mi4f YOU A<H/rVa YOUR GOALS ---7 1 GREENPLAI CLC 211 North Public Road,Ste 225 _ Lafayette,CO 80026 T&LmOingEgga(nPath,Racmatim Phone: (303)439-8369 And0pnn SpamCamuRinp� FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com group,take the work we have done to date, make it reflective of the current conditions,correct data as possible,or come to consensus on what to use, and provide you with an updated master plan. Generally, updates are done on five year cycles, so this is a bit early, but, but this will get a head start the next cycle. This appears to be the most cost effective and efficient process possible to make the changes you desire and bring the plan to a current and usable state. Given that this much time has passed, and we know that you have moved ahead on some of the recommendations from the master plan,we propose to: • Meet on site with the appropriate review and approval person or persons,to discuss the comments and questions one-by-one from the red-lined document—perhaps a half day or 9am-3pm retreat with you,the appropriate planning staff and the ultimate person to approve the final draft document. • While on site,we would conduct any other necessary meetings with staff,Council Sub- Committee,or members of the Parks and Recreation Commission. • Conduct site visits to update your inventory with required changes (we really don't currently know the magnitude of the changes that have occurred since we originally conducted your inventory). • Correct the "serious errors" notated on the maps and in the document from your GIS data is possible,and would be an additional scope of work and fee based on whatever direction you choose to pursue. We need to determine how many of the GIS corrections you feel are necessary and want to do. We can discuss your options if you choose to not invest in cleaning up and reconcile your GIS at this time. If selected,we would want to do this before we have final inventory approval and conduct our analysis,etc. • Update the basic population demographics with new census data as of 2010,which includes ESRI estimates to 2012,and then project forward for the 5-year master planning cycle. We used the available 2000 census data for our analysis and recommendations,and this is now out of date. The demographics update approach will just bean update to basic population projections needed to update the capacity charts and tables in the document. • Re-run limited GRASP® Perspectives and the associated level of service analysis. We will limit the number of perspectives and maps that are created to 5.,Originally we provided 5 Perspectives and 4 Resource Maps,which means we will need to either re-use what we can,or eliminate whatever doesn't now apply from the final master plan. • Conduct a findings presentation and visioning session in light of the new and updated data. • Update the draft master plan document and submit it to the review/approval person/persons to get to a final draft once again. • We propose providing an optional trip to present the draft master plan again to the Parks and Recreation Commission, Council Sub-Committee and/or the full City Council. We anticipate this scope of work to take 4 months and include 2 trips for a Design Concepts team member and a Green Play team member to be onsite conducting these meetings/sessions,verification and ground-truthing to update the previously approved inventory with current data (as available GREEMPLAY„ HiLpimz You ACNiiYE Youn GOAL 2 GREENPLAKC 211 North Public Road,Ste 22 Lafayette,CO 80026 MLeadiag Edge io Pads,eacreafiar Phone: (303)439-8369 Mdopen Space Cwsulfing FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenP[ayLLC.com through provided GIS), performing the updated analysis, presenting revised recommendations,and updating the draft master plan. Trip 1 In order to understand the unanswered questions and desired revisions,we will conduct a methodology, source data, previous findings and outcomes, and previous document review workshop with both the Department Director and the Planning Department representative who made the red-line edits.This will allow us to gain an understanding of the collective expectations for desired revisions and updates. In addition,while there,we can meet with other staff or Advisory Board members.As a result of this interview as well as professional expertise and experience GreenPlay will: • Establish consensus on the review and approval process. • Finalize a schedule for the process. • Verify and ground-truth current inventory changes. • Identify additional work desired by the City (if any)and prepare a scope and fee for any desired source data clean up, new analysis, etc. • Submit final source data for approval of from the City. • Meet with Council Sub-Committee Members and the Parks and Recreation Commission • Begin conducting and updating our analysis. Trip 2 In order to ensure that we are all on the same page,and haven't left something out in our update,we will conduct a findings and visioning workshop using the approved source data and our GRASP® Level of Service Analysis methodology.As a result of this interview as well as professional expertise and experience GreenPlay will: • Finalize the recommendations of the Master Plan. • Prepare the draft Master Plan for review and approval. Optional Trip This optional trip is anticipated to be two nights,one day of meetings/presentations at a date TBD after the project and draft master plan document is completed (by February 28`h, 2014). Timeline We anticipate a 4 to 6 month process.We are prepared to begin the work with Trip 1 in late October 2013 (we are tentatively holding the week of 10/28/13 which is currently available for both Dave Peterson from Design Concepts and Karon Badalamenti from GreenPlay).Trip 2 is anticipated to occur in late December 2013 or early January 2014.The project is planned to be completed with all document revisions by February 28`h, 2014. GRffNP/bY,,, 1{rLYIN4 YOU ACHIEVE YOUR GOALS 3 GREEMPLAYLC 211 North Public Road,Ste 25 _ Lafayette,CO 80026 The Landing Edge In Podia.Retmatian Phone: (303)439-8369 And apenspeue Cansulfing FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com Agency Investment — Firm Fixed Price Total Base Scope of Work and Fee Not to Exceed $24,693 The base project is proposed as a "Firm-Fixed Price"to provide the maximum cost savings to the agency. ee 1=' TASKS GreenPlay TGP Trips C s Total P p IIIIIIIIIIIIIIIIIIICAMIM 1• 1If 1 45% 55% Optional Totals11 1 •This figure includes print-ready electronic final documents only This project is billed as Firm-Fixed Fee,meaning that oil reimbursable expenses(except travel which are contracted and billed separately)ore built into the per task cost. As a cost savings measure,all materials,draft and final reports will be provided electronically for the client to print as necessary. In addition,all travel expenses are contracted separately and lodging accommodations will be provided by the City of Palm Springs at one of the hotels with which they have an agreement. This includes separate rooms for each consultant team member per trip at the Hilton, Hyatt or Renaissance Hotels in Palm Springs. Trips expenses would be additional if the travel agreement is not also approved. GRFENPLAY:�. AeLPIM4 YOU ACHIM YOUR GOALS 4 GREENPLAV IC 211 North Public Road,Ste 225 Lafayette,CO 80026 The Leading Edge M Pula,Rwvlien Phone: (303)439-8369 And Open Spice CeasuRMg FAX: (303)664-5313 Email: lnfo@GreenPlayLLC.com www.GreenPlayLLC.com For projects like this that include more than 100 hours of work,GreenPlay typically recommends and proposes using a Firm-Fixed Price model for compensation.This means that the contract is preliminarily based on a projected number of hours, but that the compensation is actually based on completion of O pre-determined contracted tasks the Scope of Work within a pre-specified timeline.This usually works 4wwell for the client in that they will get all the work done that they need, regardless of how many hours ■R during the timeline that it takes to do it.The firm fixed fee also means that all reimbursable expenses wC (except travel), and deliverables are built into the per task cost. C In the event that the contracted Scope of Work is changed by the client during the course of work, V GreenPlay can adjust total contract fees accordingly based on the regular hourly rates.This portion of the project is proposed as a Firm-Fixed Rate Fee project. Ora L Additional Costs if Needed Q Additional meetings,advisement, projects tasks,support,facilitated workshops, etc. may be added to the initial proposed investment at our hourly or daily consulting rate: Hourly Consulting Rate $ 150 per hour Daily Consulting Rate(plus all travel expenses) $1,500 per day Our work also includes, at no additional charge: Our commitment that for each task,we will quickly assess your current circumstances and provide what you need to move to the next level, rather than providing you a standard planning response, whether you need it or not. Our rates include: • Professional staff,sub-consultant,and administrative salaries. • All office overhead, equipment, utilities, and insurances. • Taxes,employee benefits, and Worker's Compensation. • Administrative support staff and supplies and local travel. • Deliverables and meetings as outlined in the Scope of Work. Rates may not include(unless specified in the Scope of Work): • Materials and services outside of the pre-specified Scope of Work(may include extra meetings, requested copies,and printing of work products). • All travel expenses and time in the "Base Project"scope of work are covered under a separate agreement. • All travel expenses and time in the Professional Advisor on Retainer scope of work. GREENPLAY, HELPING YOU ACNIiYi YOUR 4OA" 5 GREENPLAYLC 211 North Public Road,Ste 22 Lafayette,CO 80026 NNOW 18eLead1n#Edge1nP&&s,Recneatlen Phone: (303)439-8369 And0PWSP=CVW 11W9 FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com As a baseline:When billing hourly,GreenPlay's hourly rate is$150 per hour for all contracted professional consulting services.While the hourly rates may sound high relative to typical public agency staff pay rates,our fees comprehensively include the costs for our consultants and related administrative expenses, insurance,equipment,and other relevant costs associated with our services. We find that this rate is usually comparable to, or lower than, what an agency would spend for in-house staff.An additional benefit is that when the project is finished,the expense ends. Invoicing:Greenplay typically submits an invoice for payment to the project manager or primary contact person on a monthly basis. Each invoice includes a brief description of the services provided and percentage of Scope completed to date. Invoices past due over 60 days will accrue 1.5%interest per month. Other structures for compensation and payment can be negotiable prior to contract award. Project Delay Policy:We understand that time is tax-payer money.GreenPlay team members strive to complete our projects in a timely and efficient manner. We will work with your Project Manager to set an expedient and realistic"scope of work end date" There is an added cost for GreenPlay when projects are extended beyond a contracted end date, including staff reassignment, loss of capacity to perform other work,and administrative schedule changes that may impact other projects.Our policy takes into consideration delays due to operational and approval constraints, scheduling,and other internal and external factors. If the work is delayed by the City for any reason beyond three months of the contracted end date,we may have to re-negotiate this agreement, as keeping your project open and our schedules available to you has implications to our workload and other clients. Our Commitment to You We understand that the current economic climate is driving agencies to examine"why' as well as"how" they use the taxpayer investment and that many agencies are either doing more with less or are trying to be financially sustainable while offering more services.We believe that our previous experience provides us with the knowledge, processes, and insight necessary to create implementable plans and tools for the Palm Springs Parks and Recreation Department in the most cost effective and efficient manner possible.We pride ourselves on being available and accessible to your agency,and partnering with you to help achieve your goals. We have put together this revised scope of work based on our understanding of your Master Plan Revisions and Update-2013 needs,your financial constraints,and based on our experience of delivering effective services.We look forward to working with you to help you continue to provide outstanding parks and recreation services to those that live,work and play in Palm Springs! If you have any additional questions, please feel free to contact us at the number listed below.Thank you for your attention and consideration. GRaa HnstNc You A<etrvr YOUR 60Atf 6 GREENPLAKC 211 North Public Road,Ste 225 Lafayette,CO 80026 the Laading Edge In Palo,Aetreatian Phone: (303)439-8369 Andopm Spxecaarading FAX: (303)664-5313 Emai I: Info@GreenPlayLLC.com www.GreenPlayLLC.com Respectfully, r1 Chris Dropinski,CPRE Senior Principal and Managing Member Direct Phone:(303)870-8674 Email:ChrisDPGreenPlavLLC.com APPROVED BY CITY MANAGER A556b 9M *17HLj b9 3. os/10/ZoL9 Palm Springs Signature of Acceptance and Authorization Sign below for base scope of work only—2 trips(GIS or additional services TBD) O$/ ISf Zol 3 Signature of Authorized City of Palm Sprin Date Printed Name Title Palm Springs Signature of Acceptance and Authorization Sign below for base scope of work and optional presentation trip(GIS or additional services T8D) Signature of Authorized Agent City of Palm Springs Date Printed Name Title Not to Exceed G Without The xpress Wntten Authorization Of The City Manager GREENPLAY., Haapimc You ACHisvF YouR 6oAL% 7 GREENPLAKC 211 North Public Road,Ste 22 Lafayette,CO 80026 The LeadiagEdpe InPaft,Racreahm Phone: (303)439-8369 And open Space CalsuMinp FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com Scope of Work Proposal City of Palm Springs Department of Parks and Recreation Master Plan Revisions and Update - 2013 Travel Expenses August 2, 2013 Vicki Oltean, Parks and Recreation Director City of Palm Springs Sent by email:Vicki.Olteant7a oalmsprines-ca.aov Understanding of the Project As requested,Green Play is submitting this separate proposal and fee agreement for the travel expenses relating to the Master Plan Revisions and Update—2013. Project Approach As discussed,the City of Palm Springs at one of the hotels with which they have an agreement.This includes separate rooms for each consultant team member per trip at the Hilton, Hyatt or Renaissance Hotels in Palm Springs.Trips expenses would be additional if the travel agreement is not also approved. In addition, the City will pay GreenPlay for all remaining travel expenses relating to the on-site visits. Trip 1 This trip is anticipated to be three nights,two days of meetings and is tentatively scheduled for the week of 10/28/13. Trip 2 This trip is anticipated to be two nights,one day of meetings/presentations and is tentatively scheduled to occur in late December 2013 or early January 2014. Optional Trip This optional trip is anticipated to be two nights,one day of meetings/presentations at a date TBD after the project and draft master plan document is completed (by February 281h, 2014). GREEHPL Y, H(LPINL Y00 ACMV9 YOUR 60ALe 1 GREENPLAYLC 211 North Public Road,Ste 225 Lafayette,CO 80026 The Loading Edge In Padb,Recmanon Phone: (303)439-8369 And OpenSpaaeCansa ing FAX: (303)664-5313 Email: lnfo@GreenPlayLLC.com www.GreenPlayLLC.com Agency Investment —Travel Expenses for Consultant Team Total Base Fee Not to Exceed (without optional trip) $4,100 + turs . . TASKS GreenPlay TGP s TDCs Total P P 11 111 11 . 1 I11 1 As a cost savings measure,all travel expenses are contracted separately and lodging accommodations will be provided by the City of Palm Springs at one of the hotels with which they have on agreement. This includes separate rooms for each consultant team member per trip at the Hilton,Hyatt or Renaissance Hotels in Palm Springs. Trips expenses would be additional if the travel agreement is not also approved. GreenPlay typically recommends and proposes using a Firm-Fixed Price model for compensation.This means that the agreement is based on a projected number of trips and flat travel rates associated with the contracted tasks the Master Plan Revisions and Update—2013 Scope of Work within a pre- specified timeline.The firm fixed fee also means that all reimbursable expenses for travel are built into the per trip cost(except for lodging provided by the City). GarrivPur:,. HrtPING You Acniovs Youx GOAT/ —� 2 CREENPLA/LLC 211 North Public Road,Ste 225 Lafayette,CO 80026 76e Loading Edge/aPw s,Resraalian Phone: (303)439-8369 And0penspaae CenaeRinp FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com In the event that the contracted Scope of Work is changed by the client during the course of work, GreenPlay can adjust total contract fees accordingly based on the regular hourly rates.This portion of Q the project is proposed as a Firm-Fixed Rate Fee project. Rates may not include(unless specified in the Scope of Work): • Materials and services outside of the pre-specified Scope of Work(may include extra meetings, requested copies, and printing of work products). Q • Additional travel expenses outside of the "Base Project and Optional Trip"scope of work. VInvoicing:Greenplay typically submits an invoice for payment to the project manager or primary contact person on a monthly basis. Each invoice includes a brief description of the services provided and percentage of Scope completed to date. Invoices past due over 60 days will accrue 1.5%interest per L month. Other structures for compensation and payment can be negotiable prior to contract award. Project Delay Policy:We understand that time is tax-payer money. GreenPlay team members strive to complete our projects in a timely and efficient manner.We will work with your Project Manager to set an expedient and realistic"scope of work end date." There is an added cost for GreenPlay when projects are extended beyond a contracted end date, including staff reassignment, loss of capacity to perform other work,and administrative schedule changes that may impact other projects. Our policy takes into consideration delays due to operational and approval constraints,scheduling,and other internal and external factors. If the work is delayed by the City for any reason beyond three months of the contracted end date,we may have to re-negotiate this agreement,as keeping your project open and our schedules available to you has implications to our workload and other clients. GRfENPlAY�. HAMH6 You A<N/avr YOUR 40ALS 3 Public Rod,Ste 225 GREEWPLAYLC 211 North afayetteaCO 80026 the Lwdl#EdgelnParB,Rwmadw Phone: (303)439-8369 Andi$ea SparrCrnsuRing FAX: (303)664-5313 Email: Info@GreenPlayLLC.com www.GreenPlayLLC.com Our Commitment to You We have put together this travel-only scope of work per your request based on our proposal for the Master Plan Revisions and Update-2013 task schedule,your financial constraints,and based on our experience of delivering effective services.We look forward to working with you to help you continue to provide outstanding parks and recreation services to those that live,work and play in Palm Springs! If you have any additional questions, please feel free to contact us at the number listed below.Thank you for your attention and consideration. Respectfully, f1 L� c,,/U;.;. lit; "t � Chris Dropinski,CPRE Senior Principal and Managing Member Direct Phone:(303)870-8674 Email:ChrisD@GreenPlavLLC.com Palm Springs Signature of Acceptance and Authorization APPROVED BY CITY Sign below for base travel only-2 trips A585(p tj-nz 08 t 6 10 Ny b8 f l S�Zo r3 Signature ofjAutha�fize 9 City of Palm Springs Date �A�t 2.E C IT Printed Name Title Palm Springs Signature of Acceptance and Authorization Sign below for base travel and optional trip Signature of Authorized Agent, City of Palm Springs Date Printed Name Title Not to Exceed $ Without The Express Written Authorization Of The City Manager Hupjx4 You Acsoxva Youn GOALS 4 PROFESSIONAL SERVICES AGREEMENT Parks & Recreation Master Planning Services THIS PROFESSIONAL SERVr�IC, y�JS AGREEMENT (hereinafter "Agreement") is made and entered into, to be effective this _4,day of �TyQ�, 20 by and between the CITY OF PALM SPRINGS, a California charter city and municipal coi oration, (hereinafter referred to as "City") and GreenPlay TLLC, a limited liability company, (hereinafter referred to as "Consultant'). City and Consultant are sometimes hereinafter individually referred to as "Party" and are hereinafter collectively referred to as the "Parties." RECITALS A. City has determined that there is a need for Parks and Recreation Master Planning Services (the "Project'). B. Consultant has submitted to City a proposal to provide Parks and Recreation Master Planning Services to City for the Project pursuant to the terms of this Agreement. C. Consultant is qualified by virtue of its experience, training, education, reputation, and expertise to provide these services and has agreed to provide such services as provided herein. D. City desires to retain Consultant to provide such professional services. NOW, THEREFORE, in consideration of the promises and mutual obligations, covenants, and conditions contained herein, and other valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows: AGREEMENT 1. SERVICES OF CONSULTANT 1.1 Scope of Services. In compliance with all teens and conditions of this Agreement, Consultant agrees to perform the professional services set forth in the Scope of Services described in Exhibit "A," which is attached hereto and is incorporated herein by reference (hereinafter referred to as die "Services" or "Work"). As a material inducement to the City entering into this Agreement, Consultant represents and warrants that Consultant is a provider of first class work and professional services and that Consultant is experienced in performing the Work and Services contemplated herein and, in light of such status and experience, Consultant covenants that it shall follow the highest professional standards in performing the Work and Services required hereunder. For purposes of this Agreement, the phrase "highest professional standards" shall mean those standards of practice recognized as high quality among well-qualified and experienced professionals performing similar work under similar circumstances. 524762.1 1 1.2 Contract Documents. The Agreement between the Parties sball consist of the following (1) this Agreement; (2) the Scope of Services; (3) the City's Request for Proposals; and, (4) the Consultant's signed, original proposal submitted to the City ("Consultant's Proposal"), which shall all be referred to collectively hereinafter as the "Contract Documents." The City's Request for Proposals and the Consultant's Proposal, which are both attached hereto as Exhibits "B" and "C," respectively, are hereby incorporated by reference and are made a part of this Agreement. The Scope of Services shall include the Consultant's Proposal. All provisions of the Scope of Services, the City's Request for Proposals, and the Consultant's Proposal shall be binding on the Parties. Should any conflict or inconsistency exist in the Contract Documents, the conflict or inconsistency shall be resolved by applying the provisions in the highest priority document, which shall be determined in the following order of priority: (1") the provisions of the Scope of Services (Exhibit "A"); (2"d) the provisions of the City's Request for Proposal (Exhibit "B"); (3`d) the terms of this Agreement; and, (4111) die provisions of the Consultant's Proposal (Exhibit "C"). 1.3 Compliance with Law. Consultant warrants that all Services rendered hereunder shall be performed in accordance with all applicable federal, state, and local laws, statutes, and ordinances and all lawful orders, rules, and regulations promulgated thereunder_ 1.4 Licenses, Permits, Fees, and Assessments. Consultant represents and warrants to City that it has obtained all licenses, permits, qualifications, and approvals of wbatever nature that are legally required to practice its profession and perform the Work and Services required by this Agreement. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect at all times during the term of this Agreement, any license, permit, qualification, or approval that is legally required for Consultant to perform the Work and Services under this Agreement. Consultant shall have the sole obligation to pay for any fees, assessments, and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Consultant's performance of the Work and Services required by this Agreement, and shall indemnify, defend, and hold harmless City against any such fees, assessments, taxes penalties, or interest levied, assessed, or imposed against City hereunder. 1.5 Familiarity with Work. By executing this Agreement, Consultant warrants that Consultant (a) has thoroughly investigated and considered the Scope of Services to be performed, (b) has carefully considered how the Services should be performed, and (c) fully understands the facilities, difficulties, and restrictions attending performance of the Services under this Agreement. If the Services involve work upon any site, Consultant warrants that Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of any Services hereunder. Should the Consultant discover any latent or unknown conditions that will materially affect the performance of the Services hereunder, Consultant shall immediately inform the City of such fact and shall not proceed except at Consultant's risk until written instructions are received from the City. 1.6 Care of Work. Consultant shall adopt reasonable methods during the term of the Agreement to furnish continuous protection to the Work and the equipment, materials, papers, documents, plans, studies, and/or other components thereof to prevent losses or damages, and 524762.1 2 shall be responsible for all such damages, to persons or property, until acceptance of the Work by the City, except such losses or damages as may be caused by City's own negligence. 1.7 Further Responsibilities of Parties. Both Parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both Parties agree to act in good faith to execute all instruments, prepare all documents, and take all actions as may be reasonably necessary to carry out the purposes of this Agreement. 1.8 Additional Services. City shall have the right at any time during the performance of the Services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to, or deducting from such Work. No such extra work may be undertaken unless a written order is first given by the City to the Consultant, incorporating therein any adjustment in (i) the Maximum Contract Amount, as defined below, and/or (ii) the time to perform this Agreement, which adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to twenty-five percent (25%) of the Maximum Contract Amount or $25,000, whichever is less, or in the time to perform of up to thirty (30) days, may be approved by the City Manager, or his designee, as may be needed to perform any extra work- Any greater increases, occurring either separately or cumulatively, must be approved by the Palm Springs City Council. It is expressly understood by Consultant that the provisions of this section shall not apply to the services specifically set forth in the Scope of Services or reasonably contemplated therein, regardless of whether the time or materials required to complete any work or service identified in the Scope of Services exceeds any time or material amounts or estimates provided therein. 2. COMPENSATION 2.1 Maximum Contract Amount. For the Services rendered pursuant to this Agreement, Consultant shall be compensated by City in accordance with the Schedule of Compensation, which is attached hereto as Exhibit "D" and is incorporated herein by reference, but not exceeding the maximum contract amount of One Hundred Twenty Eight Thousand Nine Hundred Dollars, ($128,900) (bereinafter referred to as the "Maximum Contract Amount"), except as may be provided pursuant to Section 1.8 above. The method of compensation shall be as set forth in Exhibit "D." Compensation for necessary expenditures for reproduction costs, telephone expenses, and transportation expenses must be approved in advance by the Contract Officer designated pursuant to Section 4.2 and will only be approved if such expenses are also specified in the Schedule of Compensation. The Maximum Contract Amount shall include the attendance of Consultant at all Project meetings reasonably deemed necessary by the City. Consultant shall not be entitled to any increase in the Maximum Contract Amount for attending these meetings. Consultant hereby acknowledges that it accepts the risk that the services identified in the Scope of Services may be more costly and/or time-consuming than Consultant anticipates, that Consultant shall not be entitled to additional compensation therefore, and that the provisions of Section 1.8 shall not be applicable to the services identified in the Scope of Services. The maximum amount of city's payment obligation under this section is the amount specified herein. If the City's maximum payment obligation is reached before the Consultant's Services under this Agreement are completed, consultant shall nevertheless complete the Work without liability on the City's part for further payment beyond the Maximum Contract Amount. 5247621 3 2.2. Method of Pavment. Unless some other method of payment is specified in the Schedule of Compensation (Exhibit "D"), in any month in which Consultant wishes to receive payment, no later than the tenth (10) working day of such month, Consultant shall submit to the City, in a form approved by the City's Finance Director, an invoice for services rendered prior to the date of the invoice. Such requests shall be based upon the amount and value of the services performed by Consultant and accompanied by such reporting data including an itemized breakdown of all costs incurred and tasks performed during the period covered by the invoice, as may be required by the City. City shall use reasonable efforts to make payments to Consultant within forty-five (45) days after receipt of the invoice or a soon thereafter as is reasonably practical. There shall be a maximum of one payment per month. 2.3 Changes in Scope. In the event any change or changes in the Scope of Services is requested by the City, the Parties shall execute a written amendment to this Agreement, setting forth with particularity all terms of such amendment, including, but not limited to, any additional professional fees. An amendment may be entered into: (a) to provide for revisions or modifications to documents or other work product or work when documents or other work product or work is required by the enactment or revision of law subsequent to the preparation of any documents, other work product, or work; and/or (b) to provide for additional services not included in this Agreement or not customarily furnished in accordance with generally accepted practice in Consultant's profession. 2.4 Appropriations. This Agreement is subject to and contingent upon funds being appropriated therefore by the Palm Springs City Council for each fiscal year covered by the Agreement. If such appropriations are not made, this Agreement shall autornatically terminate without penalty to the City. 3. SCHEDULE OF PERFORMANCE 3.1 Time of Essence. Time is of the essence in the performance of this Agreement. The time for completion of the services to be performed by Consultant is an essential condition of this Agreement. Consultant shall prosecute regularly and diligently the Work of this Agreement according to the agreed upon Schedule of Performance (Exhibit"E"). 3.2 Schedule of Performance. Consultant shall commence the Services pursuant to this Agreement upon receipt of a written notice to proceed and shall perfom-i all Services within the tune period(s) established in the Schedule of Performance, which is attached hereto as Exhibit "E" and is incorporated herein by reference. When requested by Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer, but such extensions shall not exceed one hundred eighty (180) days cumulatively; however, the City shall not be obligated to grant such an extension. 3.3 Force Maieure. The time period(s) specified in the Schedule of Performance for performance of the Services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant (financial inability excepted), including, but not limited to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine 524762,1 4 restrictions, riots, strikes, freight embargoes, wars, and/or acts of any governmental agency, including the City, if Consultant, within ten (10) days of the commencement of such delay, notifies the City Manager in writing of the causes of the delay. The City Manager shall ascertain the facts and the extent of delay, and extend the time for performing dne Services for the period of the enforced delay when and if in the judgment of the City Manager such delay is justified. The City Manager's determination shall be final and conclusive upon the Parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant's sole remedy being extension of the Agreement pursuant to this section. 3.4 Term. Unless earlier terminated as provided elsewhere in this Agreement, this Agreement shall commence upon the effective date of this Agreement and continue in full force and effect until completion of the Services but not exceeding one (1) year from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit "E") and pursuant to Section 3.2 above, unless extended by mutual written agreement of the Parties. 4. COORDINATION OF WORK 4.1 Representative of Consultant. The following principal of Consultant is hereby designated as being the principal and representative of Consultant authorized to act in its behalf with respect to the Services to be performed under this Agreement and make all decisions in connection therewith: Chris Dropinski CPRP, Senior Principal-In-Charge. It is expressly understood that the experience, knowledge, education, capability, expertise, and reputation of the foregoing principal is a substantial inducement for City to enter into this Agreement. Therefore, the foregoing principal shall be responsible during the teen of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services performed hereunder. The foregoing principal may not be changed by Consultant without prior written approval of the Contract Officer. 4.2 Contract Officer. The Contract Officer shall be such person as may be designated by the City Manager of City, and is subject to change by the City Manager. It shall be the Consultant's responsibility to ensure that the Contract Officer is kept fully informed of the progress of the perfonnance of the Services, and the Consultant shall refer any decisions which must be made by City to the Contract Officer. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer. The Contract Officer shall have authority to sign all documents on behalf of the City required hereunder to carry out the terns of this Agreement. 4.3 Prohibition Against Subcontracting or Assignments. The experience, knowledge, capability, expertise, and reputation of Consultant, its principals and employees, were a substantial inducement for City to enter into this Agreement. Therefore, Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, voluntarily or by operation of law, without the prior written consent of City. Consultant shall not contract with any other entity to perform the Services required under this Agreement without the prior written consent of City. If Consultant is permitted to subcontract any part of this Agreement by City, Consultant shall be responsible to City for the acts and 524762 1 Jr omissions of its subcontractor(s) in the same manner as it is for persons directly employed. Nothing contained in this Agreement shall create any contractual relationships between any subcontractor and City. All persons engaged in the Work will be considered employees of Consultant. City will deal directly with and will make all payments to Consultant. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated, or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written consent of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in Concert Of more than twenty five percent (25%) of the present ownership and/or control of Consultant, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No approved transfer shall release Consultant or any surety of Consultant frorn any liability hereunder without the express written consent of City. 4.4 Independent Contractor. A. The legal relationship between the Parties is that of an independent contractor, and nothing herein shall be deerned to make Consultant a City employee. During the performance of this Agreement, Consultant and its officers, employees, and agents shall act in an independent capacity and shall not act as City officers or employees. The personnel performing the Services under this Agreement on behalf of Consultant shall at all tines be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of its officers, employees, or agents, except as set forth in this Agreement. Consultant, its officers, employees, or agents shall not maintain an office or any other type of fixed business location at City's offices. City shall have no voice in the selection, discharge, supervision, or control of Consultant's employees, servants, representatives, or agents, or in fixing their number, compensation, or hours of service. Consultant shall pay all wages, salaries, and other amounts due its employees in connection with this Agreement and shall be responsible for all reports and obligations respecting them, including but not limited to social security income tax withholding, unemployment compensation, workers' compensation, and other similar matters. City shall not in any way or for any purpose be deemed to be a partner of Consultant in its business or otherwise a joint venturer or a member of any joint enterprise with Consultant. B. Consultant shall not incur or have the power to incur any debt, obligation, or liability against City, or bind City in any manner. C. No City benefits shall be available to Consultant, its officers, employees, or agents in comiection with any performance under this Agreement. Except for professional fees paid to Consultant as provided for in this Agreement, City shall not pay salaries, wages, or other compensation to Consultant for the performance of Services under thus Agreement. City shall not be liable for compensation or indemnification to Consultant, its officers, employees, or agents, for injury or sickness arising out of perfonming Services hereunder. If for any reason any court or governmental agency determines that the City has financial obligations, other than pursuant to Section 2 and Subsection 1.8 herein, of any nature relating to salary, taxes, or benefits of Consultant's officers, employees, servants, representatives, subcontractors, or agents, >�47621 6 Consultant shall indemnify City for all such financial obligations. 5. INSURANCE 5.1 Tvpes of Insurance. Consultant shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, the insurance described herein for the duration of this Agreement, including any extension thereof, or as otherwise specified herein, against claims which may arise from or in connection with the performance of the Work hereunder by Consultant, its agents, representatives, or employees. In the event the City Manager determines that the Work or Services to be performed under this Agreement creates an increased or decreased risk of loss to the City, the Consultant agrees that the minimum limits of the insurance policies may be changed accordingly upon receipt of written notice fxom the City Manager or his designee. Consultant shall immediately substitute any insurer whose A.M. Best rating drops below the levels specified herein. Except as otherwise authorized below for professional liability (errors and omissions) insurance, all insurance provided pursuant to this Agreement shall be on an occurrence basis. The minimum amount of insurance required hereunder shall be as follows: A. Errors and Omissions hnsurance. Consultant shall obtain and maintain in full force and effect throughout the term of this Agreement, standard industry form professional liability (errors and omissions) insurance coverage in an amount of not less than one million dollars ($1,000,000.00) per occurrence and two-million dollars (52,000,000.00) annual aggregate, in accordance with the provisions of this section. (1) Consultant shall either: (a) certify in writing to the City that Consultant is unaware of any professional liability claims made against Consultant and is unaware of any facts which may lead to such a claim against Consultant; or (b) if Consultant does not provide the certification pursuant to (a), Consultant shall procure from the professional liability insurer an endorsement providing that the required limits of the policy shall apply separately to claims arising from errors and omissions in the rendition of services pursuant to this Agreement. (2) 1f the policy of insurance is written on a "claims made" basis, the policy shall be continued in full force and effect at all times durhig the teen of this Agreement, and for a period of three (3) years from the date of the completion of the Services provided hereunder, In the event of tennination of the policy during this period, Consultant shall obtain continuing insurance coverage for the prior acts or omissions of Consultant during the course of performing Services under the terms of this Agreement. The coverage shall be evidenced by either a new policy evidencing no gap in coverage, or by obtaining separate extended "tail' coverage with the present or new carrier or other insurance arrangements providing for complete coverage, either of which shall be subject to the written approval by the City Manager. (3) In the event the policy of insurance is written on an "occurrence" basis, the policy shall be continued in full force and effect during the term of this Agreement, or until completion of the Services provided for in this Agreement, whichever is later. In the event of termination of the policy during this period, new coverage shall irmmediately be obtained to 514762.1 7 ensure coverage during the entire course of performing the Services under the terms of this Agreement. B. Workers' Compensation Insurance. Consultant shall obtain and maintain, in full force and effect throughout the term of this Agreement, workers' compensation insurance in at least the minimum statutory amounts, and in compliance with all other statutory requirements, as required by the State of California. Consultant agrees to waive and obtain endorsements from its workers' compensation insurer waiving subrogation rights under its workers' compensation insurance policy against the City and to require each of its subcontractors, if any, to do likewise under their workers' compensation insurance policies. if Consultant has no employees, Consultant shall complete the City's Request for Waiver of Workers' Compensation Insurance Requirement form. C. Commercial General Liability Tnsurance. Consultant shall obtain and maintain, in full force and effect throughout the tern of this Agreement, a policy of commercial general liability insurance written on a per occurrence basis with a combined single limit of at least one million dollars (51,000,000.00) and two million dollars ($2,000,000.00) general aggregate for bodily injury and property damage including coverages for contractual liability, personal injury, independent contractors, broad form property damage, products and completed operations. D. Business Automobile Insurance. Consultant shall obtain and maintain, in full force and effect throughout the term of this Agreement, a policy of business automobile liability insurance written on a per occurrence basis with a single liinit liability in the amount of one million dollars ($1,000,000.00) bodily injury and property damage. The policy shall include coverage for owned, non-owned, leased, and hired cars. E. Employer Liabilily Insurance. Consultant shall obtain and maintain, in full force and effect throughout the term oC this Agreement, a policy of employer liability insurance written on a per occurrence basis with a policy limit of at least one million dollars ($1,000,000.00) for bodily injury or disease. 5.2 Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City Manager prior to commencing any work or services under this Agreement. Consultant guarantees payment of all deductibles and self- insured retentions_ City reserves the right to reject deductibles or self-insured retentions in excess of 510,000, and the City Manager may require evidence of pending claims and claims history as well as evidence of Consultant's ability to pay claims for all deductible amounts and self-insured retentions proposed in excess of S 10,000. 5.3 Other Insurance Requirements. The following provisions shall apply to the insurance policies required of Consultant pursuant to this Agreement: 5.3.1 For any claims related to this Agreement, Consultant's coverage shall be primary insurance as respects City and its officers, council members, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City 524762.1 and its officers, council members, officials, employees, agents, and volunteers shall be in excess of Consultant's insurance and shall not contribute with it. 5.32 Any failure to comply with reporting or other provisions of the policies, including breaches of warranties, shall not affect coverage provided to City and its officers, council members, officials, employees, agents, and volunteers. 5.3.3 All insurance coverage and limits provided by Consultant and available or applicable to this Agreement are intended to apply to each insured, including additional insureds, against whom a claim is made or suit is brought to the full extent of the policies_ Nothing contained in this Agreement or any other agreement relating to the City or its operations shall limit the application of such insurance coverage. 5.3.4 None of the insurance coverages required herein will be in compliance with these requirements if they include any limiting endorsement which substantially impairs the coverages set forth herein (e.g., elimination of contractual liability or reduction of discovery period), unless the endorsement has first been submitted to the City Manager and approved in writing. 5.3.5 Consultant agrees to require its insurer to modify insurance endorsements to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will "endeavor" (as opposed to being required) to comply with the requirements of the endorsements. Certificates of insurance will not be accepted in lieu of required endorsements, and submittal of certificates without required endorsements may delay commencement of the Project. It is Consultant's obligation to ensure timely compliance with all insurance submittal requirements as provided herein. 5.3.6 Consultant agrees to ensure that subcontractors, and any other parties involved with the Project who are brought onto or involved in the Project by Consultant, provide the same minimum insurance coverage required of Consultant_ Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the Project will be submitted to the City for review. 5.3.7 Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on the City nor does it waive any rights hereunder in this or any other regard. 5.3.8 Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been 524762 1 9 ordered shall be submitted prior to expiration. Endorsements as required in this Agreement applicable to the renewing or new coverage shall be provided to City no later than ten (10) days prior to expiration of the lapsing coverage. 5.3.9 Requirements of specific insurance coverage features or limits contained in this section are not intended as limitations on coverage, limits, or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive. 5.3.10 The requirements in this section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this section. 5.3.11 Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the Work performed under this Agreement and for any other claim or loss which may reduce the insurance available to pay claims arising out of this Agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of airy such claim or claims if they are likely to involve City, or to reduce or dilute insurance available for payment of potential claims. 5.3.12 Consultant agrees that the provisions of this section shall not be construed as limiting in any way the extent to which the Consultant may be held responsible for the payment of damages resulting from the Consultant's activities or the activities of any person or person for which the Consultant is otherwise responsible. 5.4 Sufficiency of Insurers. Insurance required herein shall be provided by authorized insurers in good standing with the State of California. Coverage shall be provided by insurers admitted in the State of California with an A.M. Best's Key Rating of B++, Class VII, or better, unless such requirements are waived in writing by the City Manager or his designee due to unique circumstances. 5.5 Verification of Coverage. Consultant shall furnish City with both certificates of insurance and endorsements, including additional insured endorsements, affecting all of the coverages required by this Agreement. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf All proof of insurance is to be received and approved by the City before work commences. City reserves the right to require Consultant's insurers to provide complete, certified copies of all required insurance policies at any time. Additional insured endorsements are not required for Errors and Omissions and Workers' Compensation policies. Verification of Insurance coverage may be provided by: (1) an approved General and/or Auto Liability Endorsement Form for the City of Palm Springs or(2) an acceptable Certificate of S24762.T 10 Liability Insurance Coverage with an approved Additional Insured Endorsement with the following endorsements stated on the certificate: I. "The City of Palm Springs, its officials, employees, and agents are named as an additional insured... " ("as respects City of Palm Springs Contract No_ " or 'for any and all work per formed with the City"maybe included in this statement). 2. "This insurance is primary and non-contributory over any insurance or self- insurance the City may have..." ("as respects City of Palm Springs Contract Na" or 'far any and all workper formed with the City" may be included in this statement)_ 3. "Should any of the above described policies be canceled before the expiration date thereof, the issuing company will mail 30 days written notice to the Certificate Holder named." Language such as, "endeavor to" mail and "but failure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents or representative" is not acceptable and must be crossed out- 4- Both the Workers' Compensation and Employers' Liability policies shall contain the insurer's waiver of subrogation in favor of City, its elected officials, officers, employees, agents, and volunteers. In addition to the endorsements listed above, the City of Palm. Springs shall be named the certificate holder on the policies. All certificates of insurance and endorsements are to be received and approved by the City before work commences_ All certificates of insurance must be authorized by a person with authority to bind coverage, whether that is the authorized agent/broker or insurance underwriter. Failure to obtain the required documents prior to the commencement of work shall not waive the Consultant's obligation to provide them. 6. INDEMNIFICATION To the fullest extent permitted by law, Consultant shall indemnify, defend (at Consultant's sole cost and expense), protect and hold harmless City and its officers, council members, officials, employees, agents and volunteers and all other public agencies whose approval of the Project is required, (individually "hidern iified Party"; collectively "Indemri fled Parties") against any and all liabilities, claims,judgments, arbitration awards, settlements, costs, demands, orders, and penalties (collectively "Claims"), including but not limited to Claims arising from injuries or death of persons (Consultant's employees included) and damage to property, which Claims arise out of, pertain to, or are related to the negligence, recklessness, or willful misconduct of Consultant, its agents, employees, or subcontractors, or arise from Consultant's negligent, reckless, or willful performance of or failure to perform any term, provision, covenant, or condition of this Agreement ("Indemnified Claims"), but Consultant's liability for Indemnified Claims shall be reduced to the extent such Claims arise from the negligence, recklessness, or willful misconduct of the City, its officers, council members, officials, employees, or agents. Consultant shall reimburse the Indemnified Parties for any reasonable expenditures, 5247621 11 including reasonable attorneys' fees, expert fees, litigation costs, and expenses that each Indemnified Party may incur by reason of Indemnified Claims. Upon request by an Indemnified Party, Consultant shall defend with legal counsel reasonably acceptable to the Indemnified Party all Claims against the Indemnified Party that may arise out of, pertain to, or relate to Indemnified Claims, whether or not Consultant is earned as a party to the Claim proceeding. The determination whether a Claim "may arise out of, pertain to, or relate to Indemnified Claims" shall be based on the allegations made in the Claim and the facts known or subsequently discovered by the Parties. In the event a final judgment, arbitration award, order, settlement, or other final resolution expressly determines that Claims did not arise out of pertain to, nor relate to the negligence, recklessness, or willful misconduct of Consultant to any extent, then City shall reimburse Consultant for the reasonable costs of defending the Indemnified Parties against such Claims, except City shall not reimburse Consultant for attorneys' fees, expert fees, litigation costs, and expenses that were incurred defending Consultant or any parties other than Indemnified Parties against such Claims. Consultant's indemnification obligation hereunder shall survive the expiration or earlier termination of this Agreement until all actions against the Inderruufied Parties for such matters indemnified hereunder are fully and finally barred by the applicable statute of limitations or, if an action is timely filed, until such action is final. This provision is intended for the benefit of third party Indemnified Parties not otherwise a party to this Agreement. 7. REPORTS AND RECORDS 7.1 Accountine Records. Consultant shall keep complete, accurate, and detailed accounts of all time, costs, expenses, and expenditures pertaining in any way to this Agreement. Consultant shall keep such books and records as shall be necessary to properly perform the Services required by this Agreement and to enable the Contract Officer to evaluate the performance of such Services. The Contract Officer shall have full and free access to such books and records at all reasonable times, including the right to inspect, copy, audit, and make records and transcripts from such records. 7.2 Reports. Consultant shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the Services required by this Agreement as the Contract Officer shall require. Consultant hereby acknowledges that the City is greatly concerned about the cost of the Work and Services to be perfonned pursuant to this Agreement. For this reason, Consultant agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the Work or Services contemplated herein or, if Consultant is providing design services, the cost of the project being designed, Consultant shall promptly notify the Contract Officer of such fact, circumstance, technique, or event and the estimated increased or decreased cost related thereto and, if Consultant is providing design services, the estimated increased or decreased cost estimate for the project being designed. 7.3 Ownership of Documents. All drawings, specifications, reports, records, documents, memoranda, correspondence, computations, and other materials prepared by Consultant, its employees, subcontractors, and agents in the performance of this Agreement shall 524762.1 12 be the property of City and shall be promptly delivered to City upon request of the Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership of the documents and materials hereunder. Any use of such completed documents for other projects and/or use of incomplete documents without specific written authorization by the Consultant will be at the City's sole risk and without liability to Consultant, and the City shall indemnify the Consultant for all damages resulting therefrom. Consultant may retain copies of such documents for its own use. Consultant shall have an unrestricted right to use the concepts embodied therein. Consultant shall ensure that all its subcontractors shall provide for assignment to City of any documents or materials prepared by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify City for all damages resulting therefrom. 7.4 Release of Documents. All drawings, specifications, reports, records, documents, and other materials prepared by Consultant in the performance of services under this Agreement shall not be released publicly without the prior written approval of the Contract Officer. All information gained by Consultant in the performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. 7.5 Audit and Inspection of Records. After receipt of reasonable notice and during the regular business hours of City, Consultant shall provide City, or other agents of City, such access to Consultant's books, records, payroll documents, and facilities as City deems necessary to examine, copy, audit, and inspect all accounting books, records, work data, documents, and activities directly related to Consultant's performance under this Agreement. Consultant shall maintain such books, records, data, and documents in accordance with generally accepted accounting principles and shall clearly identify and make such items readily accessible to such parties during the tern of this Agreement and for a period of three (3) years from the date of final payment by City hereunder. S. ENFORCEMENT OF AGREEMENT 8.1 California Law and 'Venue. This Agreement shall be construed and interpreted both as to validity and as to performance of the Parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim, or matter arising out of or in relation to ilmis Agreement shall be instituted in the Superior Court of the County of Riverside, State of California, or any other appropriate court in such County, and Consultant covenants and agrees to submit to the personal jurisdiction of such court in the event of such action. 8.2 Interpretation. This Agreement shall be construed as a whole according to its fair language and corm-non meaning to achieve the objectives and purposes of the Parties. The terms of this Agreement are contractual and the result of negotiation between the Parties. Accordingly, any rule of construction of contracts (including, without limitation, California Civil Code Section 1654) that ambiguities are to be construed against the drafting party, shall not be employed in the interpretation of this Agreement. The caption headings of the various sections and paragraphs of this Agreement are for convenience and identification purposes only and shall not be deemed to limit, expand, or define the contents of the respective sections or paragraphs. 524762.1 13 8.3 Termination. City may terminate this Agreement for its convenience at any time, without cause, in whole or in part, upon giving Consultant thirty (30) days written notice. Upon such notice, City shall pay Consultant for Services performed through the date of termination. Upon receipt of such notice, Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. Thereafter, Consultant shall have no further claims against the City under this Agreement. Upon termination of the Agreement pursuant to this section, Consultant shall submit to the City an invoice for work and services performed prior to the date of termination. hi addition, the Consultant reserves the right to terminate this Agreement at any time, with or without cause, upon sixty (60) days written notice to the City, except that where termination is due to material default by the City, the period of notice may be such shorter time as the Consultant may deternine. 8.4 Default of Consultant. A. Consultant's failure to comply with any provision of this Agreement shall constitute a default. B. If the City Manager, or his designee, determines that Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall notify Consultant in writing of such default. Consultant shall have ten (10) days, or such longer period as City may designate, to cure the default by rendering satisfactory performance. In the event Consultant fails to cure its default within such period of time, City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice of any remedy to which City may be entitled at law, in equity, or under this Agreement. Consultant shall be liable for any and all reasonable costs incurred by City as a result of such default. Compliance with the provisions of this section shall not constitute a waiver of any City right to take legal action in the event that the dispute is not cured, provided that nothing herein shall limit City's right to terminate this Agreement without cause pursuant to Section 8.3. C. If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 8.4.13, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the Services required hereunder exceeds the Maximum Contract Amount (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated. The withholding or failure to withhold payments to Consultant shall not limit Consultant's liability for completion of the Services as provided herein_ 8.S Waiver. No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. Any waiver by the Parties of any default or breach of any covenant, condition, or term contained in this Agreement, shall not be construed to be a waiver of any subsequent or other default or breach, nor shall failure by the Parties to require exact, full, and 514762 1 14 complete compliance with any of the covenants, conditions, or terms contained in this Agreement be construed as changing the tenns of this Agreement in any manner or preventing the Parties from enforcing the full provisions hereof. 8.6 Rights and Remedies Cumulative. Except with respect to nights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the Parties are cumulative and the exercise by either Party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other Party. 8.7 Legal Action In addition to any other rights or remedies, either Party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement. 8.8 Attorney Fees. In the event any dispute between the Parties with respect to this Agreement results in litigation or any non judicial proceeding, the prevailing Party shall be entitled, in addition to such other relief as may be granted, to recover from the non-prevailing Party all reasonable costs and expenses, including but not limited to reasonable attorney fees, expert consultant fees, court costs and all fees, costs, and expenses incurred in any appeal or in collection of any judgment entered in such proceeding. To the extent authorized by law, in the event of a dismissal by the plaintiff or petitioner of the litigation or non judicial proceeding within thirty (30) days of the date set for trial or hearing, the other Party shall be deemed to be the prevailing Party in such litigation or proceeding. 9. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION 9.1 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Consultant, or any successor-in-interest, in the event of any default or breach by the City or for any amount which may become due to the Consultant or to its successor, or for breach of any obligation of the tenns of this Agreement. 9.2 Conflict of Interest. No officer or employee of the City shall have any financial interest, direct or indirect, in this Agreement nor shall any such officer or employee participate in any decision relating to the Agreement which effects his financial interest or the financial interest of any corporation, partnership, or association in which he/she is, directly or indirectly, interested in violation of any state statute or regulation. Consultant warrants that is has not paid or given and will not pay or give any third party any money or other consideration in exchange for obtaining this Agreement. 9.3 Covenant Against Discrimination. In connection with its performance under this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, age, marital status, ancestry, or national origin. Consultant shall ensure that applicants are employed, and that employees are treated during their employment, without regard to their race, religion, color, sex, age, marital status, ancestry, or national origin. Such actions shall include, but not be limited to, the following: employment, 5247621 15 upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or tennination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. 10. MISCELLANEOUS PROVISIONS 10.1 Patent and Copyright Infringement. A. To the fullest extent pennissible under law, and in lieu of any other warranty by City or Consultant against patent or copyright infringement, statutory or otherwise, it is agreed that Consultant shall defend at its expense any claim or suit against City on account of any allegation that any item furnished under this Agreement, or the normal use or sale thereof arising out of the performance of this Agreement, infringes upon any presently existing U.S. letters patent or copyright and Consultant shall pay all costs and damages finally awarded in any such suit or claim, provided that Consultant is promptly notified in writing of the suit or claim and given authority, information and assistance at Consultant's expense for the defense of same, and provided such suit or claim arises out of, pertains to, or is related to the negligence, recklessness or willful misconduct of Consultant. However, Consultant will not indernnify City if the suit or claim results from: (1) City's alteration of a deliverable, such that City's alteration of such deliverable created the infringement upon any presently existing U.S. letters patent or copyright; or (2) the use of a deliverable in combination with other material not provided by Consultant when it is such use in combination which infringes upon an existing U.S. letters patent or copyright. B. Consultant shall have sole control of the defense of any such claim or suit and all negotiations for settlement thereof, Consultant shall not be obligated to indemnify City under any settlement made without Consultant's consent or in the event City fails to cooperate in the defense of any suit or claim, provided, however, that such defense shall be at Consultant's expense. If the use or sale of such item is enjoined as a result of the suit or claim, Consultant, at no expense to City, shall obtain for City the right to use and sell the item, or shall substitute an equivalent item acceptable to City and extend this patent and copyright indemnity thereto. 10.2 Notices. All notices or other communications required or pennitted hereunder shall be in writing, and shall be personally delivered, sent by pre-paid First Class U.S. Mail, registered or certified mail, postage prepaid, return receipt requested, or delivered or sent by facsimile with attached evidence of completed transmission, and shall be deemed received upon the earlier of (i) the date of delivery to the address of the person to receive such notice if delivered personally or by messenger or overnight courier; (ii) five (5) business days after the date of posting by the United States Post Office if by mail; or (iii) when sent if given by facsimile. Any notice, request, demand, direction, or other comrnunication sent by facsimile must be confirmed within forty-eight (48) hours by letter mailed or delivered. Other forms of electronic transmission such as e-mails, text messages, instant messages are not acceptable manners of notice required hereunder. Notices or other communications shall be addressed as follows: To Ci City of Palm Springs Attention: City Manager & City Clerk 524762.1 16 3200 E. Tahquitz Canyon Way Palm springs, California 92262 Telephone: (760) 323-8204 Facsimile: (760) 323-8332 To Consultant: GreenPlay LLC Attention: Chris Dropinski 3050 Industrial Lane, Suite 200 Broomfield, Colorado, 80020 Telephone: 303-439-8369 Facsimile: 303-439-0628 10.3 Entire Agreement. This Agreement constitutes the entire agreement between the Parties and supersedes all prior negotiations, arrangements, agreements, representations, and understandings, if any, made by or among the Parties With respect to the subject matter hereof. No amendments or other modifications of this Agreement shall be binding unless executed in writing by both Parties hereto, or their respective successors, assigns, or grantees. 10.4 Sever_ability. Whenever possible, each provision of this Agreement shall be interpreted in such a manner as to be effective and valid under applicable law, but if any provision of this Agreement shall be detennined to be invalid by a final judgment or decree of a court of competent jurisdiction, such provision shall be ineffective only to the extent of such prohibition or invalidity, without invalidating the reminder of that provision, or the remaining provisions of this Agreement unless the invalid provision is so material that its invalidity deprives either Party of the basic benefit of their bargain or renders this Agreement meaningless. 10.5 Successors in Interest. This Agreement shall be binding upon and inure to fire benefit of the Parties' successors and assignees. 10.6 'Third Partv Beneficiary. Except as may be expressly provided for herein, nothing contained in this Agreement is intended to confer, nor shall this Agreement be construed as conferring, any rights, including, without limitation, any rights as a third-party beneficiary or otherwise, upon any entity or person not a party hereto. 10.7 Recitals. The above-referenced Recitals are hereby incorporated into the Agreement as though fully set forth herein and each Party acknowledges and agrees that such Party is bound, for purposes of this Agreement, by the same. 10.8. Corporate Authority. Each of the undersigned represents and warrants that (i) the Party for which he or she is executing this Agreement is duly authorized and existing, (ii) he or she is duly authorized to execute and deliver this Agreement on behalf of the Party for which he or she is signing, (iii) by so executing this Agreement, the Party for which he or she is signing is fonnally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which the Party for which he or she is signing is bound. 524762.1 17 IN WITNESS WHEREOF, the City and the Contractor have caused this Agreement to be executed the day and year first above written- ATTEST: CONTENTS APPROVED: CITY OF PALM SPRINGS, CA. By - By City Clerk City Manager Date: c'f 2,7 �2 ao cl Date: JVyt u by, i City Engineer ,r r Date: > Y 6 ASP VED AS TO FORM: APPROVED BY CITY COUNCIL: Bye " %f Date: Agreement No. DaLCity At orb _ -7 -fv4 APPROVED CY CITY COUNCIL' Corporations require two notarized signatures. One signature must be from Chairman of Board, President, or any Vice President. The second signature must be from the Secretary, Assistant Secretary, Treasurer, Assistant Treasurer, or Chief Financial Officer. CONTRACTOR NAME: (�A�C V?&iY, /:��_ Check one—Individual_Partnership Corporation 11�e�(is LL- fl—YIJ �1�G5 Address By Signature(Notarized) signature(Notarized) Net To D-cead Without 7,he E_-press--VVrltten Authorization Of The CitV M1ana6en 924762 1 18 CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT r•m' .�['�.....to'.c�'3cat-zk:=§.��tavr.�Y;C�Fc State ofSalucmia- C OLQ"b 0 County cf %�i u2 etfT(y\ 1=E C? 11 On / - before me, _.ir�!.� ^f�R.Q`t pa Here Wxrt Hnrta arAT Ha os liw WHOe' personally appeared 9 ,d2 9a, f _ ,A7-N A2 r)OZ F nanwwi o1519nortsi Q / I who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within Instrument and acknowledged to me that he/sheAhey executed the same in hisfnerAheir authorized JANA WEST capacity(jes),and that by hislherJtheir signature(s) on the Notary Public instrument the person(s), or the entity upon behalf of State of Colorado which the person(s)acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct_ WITNESS my hand and offiiciiall seal. Signature PLic@'FW Lary Sul f.Gwa � 5�r,�a nnsry'�� OP71ONAL 777augh the information below is not required by r5w.it may prover vatuawa ro parsons relyrng on the document and could prevent fraudulent removal and mattachment of this I=to armlher document. Description of Attached Document Title or Type of Document: Document Date: Number of Pages: Slgner(s)Other Than Named Above: .�._ Capacity(ies)Claimed by Signers) Signer's Name: Signer's Name: ❑ Individual ❑Individual 0 Corporate OHlner—Tlilc(s): ❑Corporate Officer—Title(s): i] Partner—❑Limited LI General _ _ ❑Partner—❑Limited ❑General _ t7 Attorney in Pact ❑Attorney in Fact - ❑ Trustee Top of thur,ib 1vm ❑Trustee Top d ft"horn El Guardian or Conservator ❑Guardian or Conservator ❑ Other. q Other: Signer Is Representing: Signer Is Representing' WYW]r+iil al Nsr,A�darhn•9]sO ne.^,=r�ra]Emt2E02rpypryppli CA A1S19{ihr2•s+uv+.t+s�eti�d+rywp Imna�Pr H�v'ur:LstlThlllrect-0ObQ'i6Pi'�"! 524762.1 19 EXHIBIT "A" SCOPE OF SERVICES SCOPE OF WORK Public Process • Identify, describe and implement a comprehensive strategy and methodology for citizen involvement in this Master Plan development process. • Assure the residents, user groups, associations, and other stakeholders that they are provided an opportunity to participate in the development of this plan. • Conduct at least three (3) public meetings and a minimum of two (2) focus groups (participants to be determined) and individual stakeholder interviews. • Act as professional facilitators to gather specific information about services, use, preferences and any agency strengths, weaknesses, opportunities and threats. • Provide well-organized and directed activities, techniques and formats that will ensure that a positive, open and proactive public participation process is achieved. • Provide written records and summaries of the results of all public process and communications strategies. • Help to build consensus and agreement on the plan and if consensus is not possible, provide information for informed decision making for the Commission and Council. • Provide methods to hear from as many people as possible, including users and non users of the services and facilities. Statistically Valid Survey • Provide a city-wide community survey to identify community needs and issues on the recreation and park programs and facilities. This survey will be used as a baseline to determine needs, desires, and willingness to pay. Demographic Trends • Review and interpret demographic trends and characteristics of the City of Palm Springs using information from the City of Palm Springs Comprehensive General Plan and other regional, local, and Parks and Recreation sources. Existing and Future Facilities-Analysis of Level of Service • Compile an inventory and assessment of the existing parks, trails, open space and facilities. The assessment will include a comparative analysis to communities of similar size and density regionally and using nationally accepted standards. The analysis should consider the capacity of each amenity found within the system (playgrounds, ball fields, trails, natural areas, special facilities, etc.) as well as functionality, accessibility, condition, comfort and convenience. Each amenity should be evaluated regarding its service from both a resident and a visitor perspective. Evaluation criteria should be based on the expressed values of the community. The analysis will also include identification of best possible providers of community and recreation services and recommendations for minimizing duplication and enhancing possibilities for partnerships where appropriate. Research and identify potential revenue generation opportunities • Based on state and national trends, identify new facilities, or redesign of existing facilities that can create new revenue to off-set park maintenance and operations costs. • Provide analysis of Softball and Baseball tournaments and other trends and provide recommendations for the City of Palm Springs. 20 Rank and Prioritize Demand and Opportunities • Prioritize recommendations regarding land acquisition, and/or the redesign or development of existing parks, trails, open space, and recreation facilities. • Develop a set of prioritized recommendations for maintenance and renovation of parks, trails and recreation facilities. Analysis of Programs and Services • Provide an assessment and analysis of the Parks and Recreation Department's current level of recreation programs, services and maintenance in relation to industry standards, present and future goals, objectives and directives. • Provide recommendations for new programs and services, minimizing duplications or enhancing possibilities for collaborative partnerships where appropriate. Action Plan • Collect and analyze demographic information for the community. • Collect and analyze information on participation, needs, desires, operations, programming and land use trends and make Level of Service recommendations. • Identify areas of service shortfalls and projected impact of future trends. • Provide useable and workable definitions and recommendations for designated park and open space with acreages and parameters defined as appropriate. • Develop recommendations for operations, staffing, maintenance, programming and funding needs. • Provide a clear plan for development of programming direction based on standards and demand analysis. • Develop a definitive program for acquisition and development of parkland, recreation facilities, open space, trails and parks maintenance and administration of facilities for the future. • Provide a maintenance and operation analysis. • Develop an action plan which includes strategies, priorities and an analysis of budget support and funding mechanisms for the short term, mid-term and long term for the park system, open space, trails and recreation programs and services. Development of Final Plans and Supporting Materials • Plan must include written goals, plans, objectives, and policy statements that articulate a clear vision and "road map" and model for the Parks and Recreation Department's future. • Charts, graphs, maps and other data as needed to support the plan and its presentation to the appropriate audiences. • An Action Plan • Presentations as needed for public and the Parks and Recreation Commission and City Council approvals • An Executive Summary with ten (10) hard copies and an electronic copy for the city's website. • Electronic copies of the draft and final report and ten (10) hard copies of the final document. Items to be provided by the City of Palm Springs 1. A City of Palm Springs Project Manager (Parks and Recreation Director) 2. Copies of all existing studies, plans, programs, and other data including the City of Palm Springs Comprehensive General Plan and access to all applicable records 3. Assistance with scheduling and on-going meetings. 21 4. Assistance with Consensus Building process. 5. Assistance with approval processing. 22 EXHIBIT "B" CITY'S REQUEST FOR PROPOSALS CITY OF PALM SPRINGS, CA NOTICE INVITING PROPOSALS For PARKS AND RECREATION MASTER PLANNING SERVICES (RFP 05-09) NOTICE IS HEREBY GIVEN that Request for Proposals (RFP) 05-09, for providing Professional Parks and Recreation Master Planning Services for the City of Palm Springs, CA, will be received at the office of the Procurement Manager, 3200 East Tahquitz Canyon Way, Palm Springs, California, until 2:00 P.M. Local Time, TUESDAY, SEPTEMBER 30, 2008, DESCRIPTION OF WORK: The primary purpose of the Parks and Recreation Master Plan is to create a clear direction with set of goals and objectives for city staff, Parks and Recreation Commission, and the City Council for the improvement and development of the City's park system, open space, golf course, trails, recreation facilities and recreation programs. OBTAINING RFP DOCUMENTS AND REGISTRATION AS A PROPOSER: The RFP documents may be downloaded via the internet at www.oalmsorinys-ca.gov (go to Departments, Procurement, Open Bids & Proposals). If you are interested in submitting a proposal, it is IMPERATIVE that you contact Cheryl Martin, Procurement Administrative Coordinator, via email at Cheryl.Martin alms rin s-ca. ov or by phone at (760) 322-8373 to officially register as a Proposer for this specific project with your company name, address, phone, fax, contact person and email address. Failure to officially register may result in not receiving addenda to the RFP. EVALUATION OF PROPOSALS AND AWARD OF CONTRACT: This solicitation has been developed in the Request for Proposal (RFP) format. Proposers should take note that multiple factors will be considered by the City in awarding the Contract. PROPOSALS TO REMAIN OPEN: The Proposer shall guarantee the pricing offered for a period of 90 calendar days from the due date of proposals. The receiving time in the Procurement Office will be the governing time for acceptability of Proposals. Telegraphic and telephonic Proposals will not be accepted. Craig L. Gladders, C.P.M. Procurement and Contracting Manager August 29, 2008 23 " CITY OF PALM SPRINGS F PALM o " C REQUEST FOR PROPOSALS #05-09 FOR PARKS AND RECREATION MASTER PLANNING SERVICES I. BACKGROUND AND GENERAL DESCRIPTION The City of Palm Springs, CA is world renowned for its scenic beauty and as a resort destination. Historically, a vacation destination, now both a residential and resort community. As the city shifts from tourism being the largest tax generator to now having residential uses generate approximately 50% of the city's tax base, it is time to create a master plan for the Parks and Recreation system for the city. The City of Palm Springs is requesting proposals from qualified and experienced consulting firms to prepare a comprehensive Parks and Recreation Master Plan. The consultant will, among other items; • Collect and analyze data to develop goals, policies and standards for the city's park system, open space, trails, golf courses, recreation facilities and program development. • Identify future park space and facility needs. • Research and identify potential revenue generating activities that may affect park design (including, but not limited to, softball and baseball tournaments). • Identify potential future park sites. • Prepare conceptual park plans to illustrate new park layouts, redesign of current parks, or other items such as to illustrate park system design, space allocation, and facility locations. • Conduct public participation meetings to gain input and consensus on the master plan. The consultant will work closely with city staff, the Parks and Recreation Commission, and the public, in preparing the Master Plan. The consultant will create a document for approvals by the Parks and Recreation Commission and the City Council. The Parks and Recreation Master Plan will become an element of the Comprehensive General Plan. II. PURPOSE The City of Palm Springs has a history of great architecture, high style, and a strong commitment to provide exceptional parks, trails, and urban recreation spaces. The primary purpose of the Parks and Recreation Master Plan is to create a clear direction with set of goals and objectives for city staff, Parks and Recreation Commission, and the City Council for the improvement and development of the City's park system, open space, golf course, trails, recreation facilities and recreation programs. Ill. SCHEDULE Notice for Request for Proposals posted and issued .............................. Friday, August 29, 2008 Deadline for receipt of Questions........................ FRIDAY, SEPTEMBER 19, 2008, 2:00 P.M. Deadline for receipt of Proposals.....................TUESDAY, SEPTEMBER 30, 2008, 2:00 P.M. Consultant short list ...........................................................(*tentatively) early/mid October, 2008 Interviews (if desired by City)................................................("tentatively) mid/late October, 2008 24 Contract awarded by City Council.................................................. ('tentatively) November, 2008 IV. SCOPE OF WORK Public Process • Identify, describe and implement a comprehensive strategy and methodology for citizen involvement in this Master Plan development process. • Assure the residents, user groups, associations, and other stakeholders that they are provided an opportunity to participate in the development of this plan. • Conduct at least three (3) public meetings and a minimum of two (2) focus groups (participants to be determined) and individual stakeholder interviews. • Act as professional facilitators to gather specific information about services, use, preferences and any agency strengths, weaknesses, opportunities and threats. • Provide well-organized and directed activities, techniques and formats that will ensure that a positive, open and proactive public participation process is achieved. • Provide written records and summaries of the results of all public process and communications strategies. • Help to build consensus and agreement on the plan and if consensus is not possible, provide information for informed decision making for the Commission and Council. • Provide methods to hear from as many people as possible,-including users and non users of the services and facilities. Statistically Valid Survey • Provide a city-wide community survey to identify community needs and issues on the recreation and park programs and facilities. This survey will be used as a baseline to determine needs, desires, and willingness to pay. Demographic Trends • Review and interpret demographic trends and characteristics of the City of Palm Springs using information from the City of Palm Springs Comprehensive General Plan and other regional, local, and Parks and Recreation sources. Existing and Future Facilities-Analysis of Level of Service • Compile an inventory and assessment of the existing parks, trails, open space and facilities. The assessment will include a comparative analysis to communities of similar size and density regionally and using nationally accepted standards. The analysis should consider the capacity of each amenity found within the system (playgrounds, ball fields, trails, natural areas, special facilities, etc.) as well as functionality, accessibility, condition, comfort and convenience. Each amenity should be evaluated regarding its service from both a resident and a visitor perspective. Evaluation criteria should be based on the expressed values of the community. The analysis will also include identification of best possible providers of community and recreation services and recommendations for minimizing duplication and enhancing possibilities for partnerships where appropriate. Research and identify potential revenue generation opportunities • Based on state and national trends, identify new facilities, or redesign of existing facilities that can create new revenue to off-set park maintenance and operations costs. • Provide analysis of Softball and Baseball tournaments and other trends and provide recommendations for the City of Palm Springs. Rank and Prioritize Demand and Opportunities • Prioritize recommendations regarding land acquisition, and/or the redesign or development of existing parks, trails, open space, and recreation facilities. 25 • Develop a set of prioritized recommendations for maintenance and renovation of parks, trails and recreation facilities. Analysis of Programs and Services • Provide an assessment and analysis of the Parks and Recreation Department's current level of recreation programs, services and maintenance in relation to industry standards, present and future goals, objectives and directives. • Provide recommendations for new programs and services, minimizing duplications or enhancing possibilities for collaborative partnerships where appropriate. Action Plan • Collect and analyze demographic information for the community. • Collect and analyze information on participation, needs, desires, operations, programming and land use trends and make Level of Service recommendations. • Identify areas of service shortfalls and projected impact of future trends. • Provide useable and workable definitions and recommendations for designated park and open space with acreages and parameters defined as appropriate. • Develop recommendations for operations, staffing, maintenance, programming and funding needs. • Provide a clear plan for development of programming direction based on standards and demand analysis. • Develop a definitive program for acquisition and development of parkland, recreation facilities, open space, trails and parks maintenance and administration of facilities for the future. • Provide a maintenance and operation analysis. • Develop an action plan which includes strategies, priorities and an analysis of budget support and funding mechanisms for the short term, mid-term and long term for the park system, open space, trails and recreation programs and services. Development of Final Plans and Supporting Materials • Plan must include written goals, plans, objectives, and policy statements that articulate a clear vision and "road map" and model for the Parks and Recreation Department's future. • Charts, graphs, maps and other data as needed to support the plan and its presentation to the appropriate audiences. • An Action Plan • Presentations as needed for public and the Parks and Recreation Commission and City Council approvals • An Executive Summary with ten (10) hard copies and an electronic copy for the city's website. • Electronic copies of the draft and final report and ten (10) hard copies of the final document. Items to be provided by the City of Palm Springs 6. A City of Palm Springs Project Manager(Parks and Recreation Director) 7. Copies of all existing studies, plans, programs, and other data including the City of Palm Springs Comprehensive General Plan and access to all applicable records 8. Assistance with scheduling and on-going meetings. 9. Assistance with Consensus Building process. 10. Assistance with approval processing. 20 VII. PROPOSAL. REQUIREMENTS The Consultant's proposal should describe the methodology to be used to accomplish each of the project tasks as defined in the scope of work. Please note that this Request for Proposal cannot identify each specific, individual task required to successfully and completely implement this project. The City of Palm Springs relies on the professionalism and competence of the Proposing team/firm to be knowledgeable of the general areas identified in the Scope of Work and of adequate competence to include in its proposal all required tasks and subtasks, personnel commitments, man hours, direct and indirect costs, etc. The City of Palm Springs will not approve addenda to the Consultant's agreement which do not involve a substantial change from the general Scope of Work identified in this Request for Proposal. The following criteria shall be observed: ❑ The proposal shall not exceed 30 pages (sheets of paper), double-sided (8'/2" by 11 including cover letter and dividers, etc. The Cost Proposal (in a separate envelope) and the Submission of Attachment "A", shall not count toward the total. ❑ One (1) marked 'original" signed proposal, plus seven (7) color copies, for a TOTAL of eight (8) proposals are required to be submitted. Facsimile (fax) or electronically transmitted proposals will not be accepted. ❑ Proposal Categories: Responses to this Request for Proposal shall be organized into five (5) categories as follows: 1. Information on the Firm: Provide background on the firm and its experience in preparing Master Plans for public agencies. Of particular interest are engagements involving communities that have characteristics similar to Palm Springs. The respondent should address the size of the firm, the number of years in business, the resources available, and the history of the firm with any sub-consultants who will be proposed to be used for this project. 2. Key Personnel: Provide a brief resume for each of the key persons proposed to work on this project. Credentials of corporate executives or firm principals are not necessary or desired unless these individuals will play an active role in the proposed project. Any key sub-consultants proposed should be identified with resume of related experience included. 3. Past Experience/References: In this section, provide at least three (3) public agency references for projects of a similar nature to this engagement and the project team that would be assigned this effort. A contact name and current phone number for each reference must be included. 4. Work Approach, Methodology, and Timeline: In this section, include a narrative that presents your understanding of the Scope of Work and the services the firm would perform detailing the approach, methodology, deliverables and client meetings to be 27 provided. A timeline for preparation and implementation of the Master Plan and its components shall also be included in this section. 5. Cost Proposal: NOTE: The City does not currently have an estimate or expected "cost' for this project. We are requesting in this section that you include a not-to-exceed total cost proposal associated with the preparation of the Master Plan. The not-to- exceed total shall include a cost breakdown of individual tasks including; public process, survey, demographic trends, level of service analysis, revenue generation research, demand and opportunities, analysis of programs and services, etc. Included in the total cost proposal shall be an itemization/separate cost breakdown of hourly rates of all assigned personnel, requested reimbursable expenses, and charges for meetings. ❑ The prospective Consultant shall designate, by name, the project manager to be employed. Substitution of the project manager by the selected consultant will not be allowed without prior approval by the City of Palm Springs. C] All proposals must be received in the City of Palm Springs, Division of Procurement and Contracting by 2.00 P,M., LOCAL TIME, TUESDAY, SEPTEMBER 30, 2008. Proof of receipt before the deadline is a City of Palm Springs, Division of Procurement and Contracting time/date stamp. It is the responsibility of the Proposer to see that any proposal sent through the mail shall have sufficient time to be received by the Procurement Office prior to the proposal due date and time. Late proposals will be returned to the Proposer unopened. Proposals shall be clearly marked and identified and must be submitted to: City of Palm Springs Division of Procurement and Contracting 3200 E. Tahquitz Canyon Way Palm Springs, CA 92262 Attn: Craig Gladders, C.P.M., Procurement & Contracting Manager QUESTIONS: Proposers are specifically directed NOT to contact any city employee, commission member, committee member, council member, tribe member or other agency employee or associate for any purpose related to this RFP other than as directed below, Contact with anyone other than as directed below may be cause for rejection of a proposal. Any questions, technical or otherwise, pertaining to this Request for Proposal must be submitted IN WRITING and directed ONLY to: Craig Gladders, C.P.M. Procurement & Contracting Manager 3200 East Tahquitz Canyon Way Palm Springs, CA 92262 via FAX (760) 323-8238 or via EMAIL: Craig.G ladders 5.Palms ipring s-ca.gov Interpretations or clarifications considered necessary in response to such questions will be resolved by the issuance of formal Addenda to the RFP. The deadline for all questions is 2:00 P.M., Local Time, Friday, September 19, 2008. Questions received after this date and time may not be answered. Only questions that have been 28 resolved b formal written Addenda via the Division of Procurement and Contracting will Y g be binding. Oral and other interpretations or clarifications will be without legal or contractual effect. ❑ Each proposal must include two sealed envelopes. Envelope 91, clearly marked "Work Proposal," shall include the following items: • As defined in Proposal Categories 1 thru 4, include (1) Information on the Firm, (2) Key Personnel, (3) Past Experience / References, and (4) Work Approach/Methodology and Timeline. • Signature authorization and Addenda Acknowledgment (see Attachment A); NOTE THAT COST SHALL NOT BE MENTIONED OR INCLUDED ANYWHERE IN THE "WORK PROPOSAL". Envelope#2, clearly marked "Cost Proposal," shall include the following item: • Cost proposal — As defined in Proposal Category 5, include the total not-to- exceed cost proposal. Important Note: The successful Proposer will be required to enter into a contractual agreement, inclusive of insurance requirements, with the City of Palm Springs in accordance with the standard Professional Services Agreement — Attachment "B" hereto. Please note that Exhibits A, B, C, D and E are intentionally not complete in the attached document. These exhibits will be negotiated with the selected firm and will appear in the final Professional Services Agreement executed between the parties. Any exceptions to the language contained in the RFP or sample agreement, including exceptions or inability to meet the City's insurance requirements, must be included in the Proposal submitted and clearly defined. Exceptions to the City's standard boilerplate professional services agreement may be considered in the evaluation process. Failure or refusal to enter into an Agreement as herein provided or to conform to any of the stipulated requirements in connection therewith shall be just cause for an annulment of the award. If the highest ranked Proposer refuses or fails to execute the Agreement, the City may, at its sole discretion, enter negotiations with and award the Contract to the second highest ranked Proposer, and so on. Vill. RESPONSIBILITY OF PROPOSER All project proposers shall be responsible. If it is found that a proposer is irresponsible (e.g., has not paid taxes, is not a legal entity, submitted a proposal without an authorized signature, falsified any information in the proposal package, etc.), the proposal shall be rejected. IX. CONSULTANT SELECTION ❑ Each proposal will be reviewed by an evaluation committee to determine if it meets the proposal requirements. Failure to meet the requirements for the Request for Proposal may be cause For rejection of the proposal. ❑ The evaluation committee may, at its sole option, ask for interviews or oral presentations by any proposer(s) participating in this process. Attendance at any such interview will be at the Proposer's expense. 29 ❑ A final selection of the consultant will be determined following review of all work proposals and/or formal oral presentations. The evaluation committee will make a recommendation of the selected consultant for a contract to be awarded by the City Council. ❑ The selected consultant will work closely with City staff throughout the duration of the project. A consulting firm will be selected for final negotiation of a contract based upon the following factors: • Experience of firm: Experience of the firm in preparing Master Plans for public agencies, and particularly engagements involving communities that have characteristics similar to Palm Springs. (25 points) • Project Manager/Key Personnel Qualifications: Qualifications and experience of the staff assigned to manage and provide services related to the project, including any sub-consultants. (25 points) • References: Specific past experience with a minimum of 3 public agency Master Plan projects similar in nature to this project as described in the Scope of Work. (10 points) • Work Approach and Methodology: Your understanding of the Scope of Work and the services the firm would perform detailing the approach, methodology, deliverables and client meetings to be provided. (25 points) • Project Timeline: Thoroughness and reasonableness of the project timeline/schedule/critical path for preparation and implementation of the Master Plan. (15 points) • Project Cost: The project cost will be considered after selection of the best proposal; no weight shall be given to the cost in the selection of the consultant. A contract shall be negotiated with the selected consultant on the basis of the submitted cost proposal and in consideration of reasonable and mutually agreed project costs and time requirements. ❑ Award of Contract It is the City's intent to award a single contract to the firm that can best meet the requirements of the Request for Proposal document. The City reserves the right to award a contract to multiple firms or a single firm or to make no award, whichever is in the best interest of the City. It is anticipated that award of the contract will occur at the next regularly scheduled City Council meeting after the evaluation committee has made its final selection of the consultant to be recommended for award. The decision of the City Council will be final. ❑ Public Record: Proposer's attention is drawn to the fact that all proposal documents submitted are subject to the California Code Section 6250 at seq., commonly known as the Public Records Act. Information contained in the proposals may be made public after the review process has been completed, negotiations have concluded and a recommendation for award has been officially agendized for City Council consideration, and/or following award of contract, if any, by the City Council. ❑ Cost related to Proposal preparation: The City will NOT be responsible for any costs incurred by any Proposer in the preparation or submittal of their respective proposal. ❑ Business License: The successful proposer will be required to be licensed in accordance with the City of Palm Springs Business License Ordinance, Municipal Code Chapter 3.40 through 3.96, entitled "Business Tax". 30 ❑ Proposal informalities or defects: The City of Palm Springs reserves the right to waive any informality or technical defect in a Proposal and to accept or reject, in whole or in part, any or all Proposals and to advertise for new Proposals, as best serves the interests of the City. ❑ Investigations: The City reserves the right to make such investigations as it deems necessary to determine the ability of the Proposer to perform the Work and the Proposer shall furnish to the City all such information and data for this purpose as the City may request. The City reserves the right to reject any Proposal if the evidence submitted by or investigation of such Proposer fails to satisfy the City that such Proposer is properly qualified to carry out the obligations of the Contract and to complete the Work contemplated therein. ❑ Signed Proposal and Exceptions: Submission of a signed Proposal will be interpreted to mean that Proposer has hereby agreed to all the terms and conditions set forth in all of the sheets which make up this Request for Proposals, and any attached sample agreement. Exceptions to any of the language in either the RFP documents or attached sample agreement must be submitted with the proposal and clearly defined. Exceptions to the City's RFP document or standard boilerplate language, terms or conditions may be considered in the evaluationprocess. 31 ATTACHMENT "A" RFP 05-09 FOR PARKS AND RECREATION PROFESSIONAL MASTER PLANNING SERVICES SIGNATURE AUTHORIZATION PROPOSER: A. I hereby certify that I have the authority to offer this proposal to the City of Palm Springs for the above listed individual or company. I certify that I have the authority to bind myself/this company in a contract should I be successful in my proposal. SIGNATURE B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate: 1. If successful, the contract language should refer to me/my company as: An individual; �A partnership, Partners" names: A company; A corporation 2. My tax identification number is: ADDENDA ACKNOWLEDGMENT: Acknowledgment of Receipt of any Addenda issued by the City for this RFP is required by including the acknowledgment with your proposal. Failure to acknowledge the Addenda issued may result in your proposal being deemed non-responsive. In the space provided below, please acknowledge receipt of each Addenda: Addendum(s) # is/are hereby acknowledged. 24762.1 REQUEST FOR PROPOSAL (RFP 05-09) FOR PARKS AND RECREATION MASTER PLANNING SERVICES ADDENDUM NO. 1 This Addendum is being issued for the following changes and informational items: THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE ORIGINAL RFP DOCUMENTS. THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS. The City has received the following questions and is hereby providing answers thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE: Q 1: 1 was wondering if you had a vision for the discipline that would be submitting as a prime? I get the feeling probably an architect or landscape architect? Please advise. A 1: Landscape architect is typical. Q 2: Is there an anticipated timeline that has been targeted for Master Plan approvals? A 2: No, each firm is to provide an expected time frame for the completion of their work. BY ORDER OF THE CITY OF PALM SPRINGS, CALIFORNIA Craig L. Gladders, C.P.M. Procurement& Contracting Manager DATE: September 18, 2008 ADDENDUM ACKNOWLEDGMENT: Proposer Firm Name: Authorized Signature: Date: Acknowledgment of Receipt of Addendum t is required by signing and including the acknowledgment with your proposal. Failure to acknowledge this Addendum may result in your proposal being deemed non-responSlve. 524762 1 REQUEST FOR PROPOSALS FOR PARKS AND RECREATION MASTER PLANNING SERVICES ADDENDUM NO. 2 This Addendum is being issued for the following changes and informational items: THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE ORIGINAL RFP DOCUMENTS. THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS. The City has received the following questions and is hereby providing answers thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE: Q 1: Does the City have a full list of existing service providers, or is the expectation that the consultant will fully develop this list? A 1: This question is vague and the City is not sure of what speck "service providers"are being requested, and therefore is unable to respond. Q 2: Can we suggest some optional tasks, and show them as optional items in the budget? A 2: Yes. Q 3: Within the 30 double-sided pages limit, can we include 11" x 17" pages for the schedule, etc., if folded down to 8.5"x I V and only printed on one side? A 3: Yes. Q 4: Our participation in the project would depend on the City being willing to consider modifications to it's contract. How much flexibility has the City given in the past to refinements to, for example, the City's standard indemnity clause? Would this depend on the request? A 4: Please reference page 7, the paragraph "Important Note". Exceptions to the language in the City's standard contract must be clearly defined in your submittal and may be considered in the evaluation process. The answer to this question would depend on the specific language requested. O 5: There have been multiple questions asking for the estimated or budgeted cost for this project. 524762 1 A 5: Please reference the bottom of page 5, paragraph#5 titled"Cost Proposal', for the answer to the question concerning budget or cost estimates. IMPORTANT NOTE : DUE TO THE NUMBER OF QUESTIONS RECEIVED AND THE ADDITIONAL TIME REQUIRED FOR STAFF TO PROVIDE A RESPONSE, THE CITY IS EXTENDING THE DUE DATE AND TIME FOR PROPOSALS TO: TUESDAY, OCTOBER 77H. 2008, AT 2:00 PM, LOCAL TIME. *All other terms and conditions of the RFP document remain unchanged. The deadline for questions has passed. A final Addenda #3 will be issued as soon as possible addressing the remaining unanswered questions that were received. BY ORDER OF THE CITY OF PALM SPRINGS, CALIFORNIA Craig L. Gladders, C.P.M. Procurement& Contracting Manager DATE: September 23, 2008 ADDENDUM ACKNOWLEDGMENT: Proposer Firm Name: Authorized Signature: Date: Acknowledgment of Receipt of Addendum 2 is required by signing and including the acknowledgment with your proposal. Failure to acknowledge this Addendum may result in your proposal being deemed non-responsive. REQUEST FOR PROPOSAL (RFP 05-09) FOR PARKS AND RECREATION MASTER PLANNING SERVICES ADDENDUM NO. 3 This Addendum is being issued for the following changes and informational items.- THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE ORIGINAL RFP DOCUMENTS. THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS. The City has received the following questions and is hereby providing answers thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE- r_4702 1 Q 1: In regards to the inventory and assessment of the existing parks, trails, open space and facilities A. Does Palm Springs have GIS mapping of their trail system/ B. Facilities -what level of assessment is Palm Springs looking for in regard to this? ( i.e. a minimal assessment would be a visual evaluation of the overall condition, an extensive assessment would be including an architect to review ADA etc) A 1: A. No GIS mapping is available- B. Facility assessment is intended to be minimal and address the number, type, and general condition (poor, fair, good) of facilities available, and identification of the number and type of facilities recommended for future needs based standards established during the planning process. Q 2: Where it is asked to identify new facility or redesign of existing facilities A.What extent of design will the City be looking for? Bubble diagrams or Site Designs? A 2: Conceptual site plans showing space configurations. Q 3: In order to gain an understanding about the level of the master plan document you anticipate, are the plans prepared for Cathedral City and Coachella Valley representative of the level of effort? A 3: Staff is not familiar with these documents. Please refer to scope of work for levels- 0 4: On page 2, one of the services is to"prepare conceptual parks plans to illustrate new parks layout, redesign..." yet when reading through the Scope of Work section, it does not specifically reference this except to say written goals, plans and objectives. Is the expectation to provide conceptual park plans? If it is, how would you suggest putting a level of effort to this as part of the cost proposal? A 4: Yes, the expectation is to provide conceptual site/park plans as needed. For purposes of this proposal provide conceptual designs for at least three parks with revisions as needed. Q 5: Will this plan include assessing the community's position as a destination and the associated impact visitor populations will have on Parks and Recreation planning? A 5: Yes, and much of this information may be available from the City's Bureau of Tourism. Q 6: Do you expect the Demographic profile to be a current condition summary or deeper analysis of trends by populations? A 6: Existing Demographic profiles should be sufficient. Q T. Are Focus Groups anticipated to be formal research sessions with randomly sampled members of particular targeted segments of the populations or issue driven discussions with select stake holder groups? A 7: Focus Groups are not anticipated to be formal research sessions, but rather with selected stake holders. Q 8: Has the department ever conducted community wide needs surveys in the past? A 8: Not in the last ten years. 514762.1 Q 9: Have there been discussion about methodology - for example: a phone survey using a random sample or a mailed survey based on tax rolls or utility customers? A 9: No, we are open to whatever method is recommended or combination of methods. Q 10: What level of GIS data and park inventory data does the City have? A 10: GIS data is not available Q 11: Is there detailed program participation data? A 11: We have the last two year's information on, 'AcitveNet"registration system, and prior year summaries on all programs offered Q 12: Should the softball and baseball tournament revenue generation analysis be based on Palm Springs' past history, or should it be designed to determine whether there is enough tournament potential to justify more tournament facilities? A 12: It should take into consideration the history of tournaments in Palm Springs, but focus on new trends and the ability to generate revenue with new or existing facilities- 0 13: Will the tribe participate in the plan development? A 13: Staff will keep them briefed and they may have representatives participate in this process, but no separate process is anticipated. Q 14: Please clarify how detailed the maintenance and operations analysis should be. A 14: Analyze existing practices and provide recommendations based on industry standards, and/or similar titles. Q 15: Page 2 indicates the consultant should prepare conceptual site plans to illustrate new parks and redesign of existing sites. This could be quite costly, and is not reflected in the Scope of Work in section IV. Is this something that should be included? A 15: Yes, see above discussion. Q 16: What level of staffing and organizational recommendations are needed? Is the department looking to make a major shift in how it does business, or it looking for some tweaks? A 16: We are looking for an objective view of current practices, and recommendations based on industry standards and/or similar cities. 0 17: What type of Executive Summary is desired? Short, easy to digest report summary or a full-color brochure? A 17: Short report. Q 18: Does the City have a comparable Master Plan in mind as a benchmark for this effort? A 18: No. Q 19: Can the City provide a more specific list or map of the parks, trails, open space and golf courses the City is referring to. Are the number of parks indicated on Figure 5-1 of the General Plan considered definitive? 524762A A 19: The General Plan map is your best reference. Q 20: Can the City please confirm whether or not some of the existing parks are on Indian land? If true, what consideration as to how these should be analyzed should we take? Does it make a difference? A 20: City parks are on City land, not Indian land. Q 21: Does the reference to golf courses include only the 2 muni courses at Tahquitz Creek, or are others included? A 21: The reference is intended to refer to the two courses at Tahquitz Creek. Q 22: Can the City kindly provide a map of the trail system for our use. A 22: Refer to the City's General Plan Document via the website. BY ORDER OF THE CITY OF PALM SPRINGS, CALIFORNIA Craig L. Gladders, C.P.M. Procurement& Contracting Manager DATE: September 29, 2008 ADDENDUM ACKNOWLEDGMENT: Proposer Firm Name: Authorized Signature: Date: Acknowledgment of Receipt of Addendum 3 is required by signing and including the acknowledgment with your proposal. Failure to acknowledge this Addendum may result in your proposal being deemed non-responsive. 524762.1 C ) U ry 'f .,Yiiy Li. ll rTM rp - lkyaf. . 11�,�1 �yi ID xR _A4 C) `,� �� :w�iry Parks and Recreation Master Planning Services o (RFP 05-09) 0 "� o City of Palm Springs, California, - - U f= _ o .: S;u,hmttal Date - 0 �. S;ep'I�ember. 30 `2008: a: • 1 � 6' - O t � OGw• CREEN"'��"'PIAY : _ i_ 1 /Y //_� '. : _2 �...+-� 'v vim:•`v�' The Leading Edge In ParksjWecreatlon, _ " And Open Space Consulting :' ;<' __ �,:,•. .,, 3050,lndu5tdal Lane,Suite zoo C) - +^ Broomfield,Colorado 800zo a . . �t' fd. ,�ra.a•,Na..aui.Por; >,, "Tel,(3 3)4 -8369 ( o ) 'o6z8O FaK. 439 O Y ;s „' Toll Fre��866).849.9959` Aj '�bPl''yLLC.com tl /�� �.�yv4 MM�' 'et'i 9� �e ryf4+; , ky! : auMk ••++. iw I' .Y i �y� i, y ,,m'U�;��e�b� w�t�^.a9. .�%a', , .Pi,Rka.��,�M,IWV�,��!,d�..ykui , %R• ,?, •1,=1k�' „:d,�Jd wu� 'him'w�. .,«Y •.t�,aNM.'bb ..�u, N,z d: { y��.y 'w,u: i ) ' ,: •,; ,.M,ibR,.�tiy t�L:n,-.. �.i.,p}��.,�,gl: tl;.Mw,' `FiN.+.. ,1f;�v'./uYE', .ar .. ,_'�e; .vryel'.+M.v,!) ,i .�F. i Mr.-Craig Gja'db is,C.P.I 1";"' . . s,,;.,,� iry w.,.,t '4"4.1. 0414 .,. Procurement .Contracting Manager. (_) City of,Palm Springs y 3200 East Tah,quiti.Canyon Way Palm Springs;C0.9z267" o _ y bear ivlr.Gladdersand,Sele'ction'Com'mlttee, �) "GreenPlay, LLC, is pleased to submit our proposal to develop a Parks and Recreation Master Plan for the City 0 of Palm Springs, California. GreenPlay is a professional, experienced management consulting firm which has 0provided Parks and Recreation Master Plans and related services for diverse communities and agencies since 1999. We have significant experience working with communities like your that have a focus on tourism,growing Q residential and retirement populations, second home owners, resort and recreation, and a desire to generate 0 income while maintaining an environmentally sensitive balance. GreenPlay welcomes the opportunity to work 0with your community in developing this plan. O Our GreenPlay in-house staff consists of experienced parks, recreation, and open space professionals who know what it takes to provide the services to fund, build, and operate the assets and services you manage now and may manage in the future.We are,first and foremost,managers and leaders.These qualifications lend themselves well O to running projects and accomplishing goals for our clients.We also add experienced professionals to our team to O successfully fulfill any needs for conceptual design and site planning. - 0 Our GreenPlay Team would consistof me,Chris Dropinski,CPRP,as Principal-in-Charge, Karon Badalamenti,CPRP, as Project Manager,and John Barnholt as Project Consultant.We propose a team that also includes the expertise of the following individuals and firms. Robby Layton,ASLA, CPRP, Principal, and Rachel Brenna, Associate, and 0 Project Manager for Design Concepts, an award- winning landscape architecture and planning firm, along with 0 Chris Cares,AICP, of RRC Associates, a research and survey design firm that specializes in resort and recreation survey analysis. 0 GreenPlay has been successful in completing Master Plans and related Parks, Recreation,and Open Space projects for communities in California and throughout the nation,with many very similar in scope and size to Palm Springs. We believe that our previous experiences provide us with the knowledge and insight necessary to create a comprehensive and implementable Parks and Recreation Master Plan for your community.We pride ourselves on being available and accessible to your agency,and partnering with you to help achieve your goals. Please feel free to contact me at the number below with any questions. Sincerely, D VY ' Chris Dropinski CPRP Senior Principal, Principal-In-Charge Phone:(303)439-8369 E-mail:ChrisD@GreenPlayLLC.com D J U 1 - ficatidns and' e " .,.,_�'--• :.....�.��', Firrr) Ex�"�^•rence.. ..�. �) Firm History. . . . .. . . . .. . .. . . . . . . . . . . . . . . . . . . .. . . . . .. . .. . . . . . . . . . . . . . . . . . . . . . .1 L7Firm Philosophy . . . .. . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . -- - - - - - - -- - - - - - - - - - - -2 Firm Experience . . . . . . . . . . . - • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . 3 0 ILKey Personnel . . . .. . .. .. . .. . .. . . . .. . .. .. . . . . . . .. . . . .. . ... .... ... . .. .. . .. . 1 9 o Consultant Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .9 Key Personnel for GreenPlay, LLC . . . . . . . . . . .. . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .10 Q The GRASP'Team--Design Concepts and Geowest . . . . . . . . . .. . . _ - - - , - - - - - - - - - - _11 O RRC Associates—Survey Design and Implementation. . . . . . . . . . .. . . .. .... . . . . . . . . . . .11 Project Team Resumes.. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . .. . . . .. . . . . . . . . . . . . . . .12 O o III. Past Experience/References.. . . .. .. .. . .. ... .. . .. .. . .. . . . ... ... ..... . . . .. ... . 19 O Select Project References. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . .19 Client References . . .. . . . .. .. . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . .. . . . . . . . . . . . .28 0 Q IV. Work Approach,Methodology,and Timeline.. .. ... . .... . .. . ....... .. ... . .. .. . . 29 I. Start-Up and Determination of Critical Success Factors . . . . . . .. . . . .. . . . . .. .. . . . . .30 2. Needs Assessment, Engagement, and Public Involvement. . . . . . . . . . . . . . . . . . . . . . . .30 S. Inventory and Assessment. . . . . . . . . . . . ... . . . ... .. . . . . . . . .. ... . . . . . . . . . . . . . . .33 4. Level of Service Guidelines and Standards Analysis . . . . . . . . . . . . . . ... . . . . . . . . . . . .33 5. Findings and Visioning Strategies Workshop and Site Conceptual Design Charrettes . .34 6. Financial Resources and Expenditure Analysis . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .35 7. Recommendations, Implementation Strategies,and Draft Plan. . . . . . . . . . . . . . . . . . . .36 8- Final Plan, Presentations, and Deliverables . . . . . . . . . . . . . . . . .. . .. . . .. .. . . . . . . . . .36 9. Project Timeline . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 V. Cost Proposal. .. . .. . .. . . . .. . . . .. . .. . .. .. . . . .. . ... .. .. . .. . .. .. . .. . .. . . . .. . 1 79 Attachment . . .. .. . ..... .. . . . . .. .. . .. . .. ..... .. ... . .. .. . ..... .. .. . ... . 41 Appendix A—MacMillan Matrix.. . .. . . . .. . . .. . . . . ... .. . .. . .. .. . . .. .... . .. . . . .. . . 43 Appendix B—Level of Service Analysis. . . .. . .. ... .. . .. .. . .. .. . ..... ... .. . .. . .. .. . . 47 c� 7 , -•rid'iEtr'lrYr�1�L I k�Wig718AuiI' M1 Ilg� ,iyr.N+� - I. ''%.1,� x ,fin{ ehn,•m ;+. h •r«Eh°r a ,t ,o rrr �,:f, ,.�t.} f u ur,Qo s�a• Jr J 1 f ) . ._.. -- wvs � / GreenPlay,LLC operates as a consortium of experts to provide services for park,recreation,open space, and related agencies. In 1999,Teresa Penbrooke, CPRP, an experienced public parks and r) recreation professional,identified certain needs in the industry that were not being fully satisfied. Teresa noticed that although many land planning,design,and architecture consultants serviced this industry, most did not have actual operations and management experience within the profession. �) This reality forced parks and recreation organizations to rely on guidance from general planning and design firms, often spending needless time organizing and managing these specialists into one cohesive team.GreenPlay, LLC became a viable solution by offering practical, innovative,and comprehensive consulting services by professionals with direct experience in parks, recreation, L� and open space operations and management. GreenPlay acts as a management tool for agencies by organizing consultant teams that are responsive, experienced in the field, and who understand the needs of administrators and their U communities. GreenPlay works nationwide with eleven full-time employees and over thirty technical consortium agencies and sub-consultants to complete projects for large and small agencies around the United States.We have successfully completed over 190 projects throughout O the country. U G '.. U Master and Strategic'Planning e Cost Recovery"and'Resdurc,,Allocation , U Site and Facility,'Feasibility Business.Plannin&olicy,Research • Pricing studies and,Revenue Evaluation " Marketing&Publlic=Relations Strategies , 0 • .Public/Private Partnership Facilitation Retreat Facilitation&Seminar Plarining "Information Technology Plans Transition Planping Accessibility Assessments .I Risk Management Evaluation Q Economic.lmpact Analysis Positive Public Process i .,.•. rJ Traditional&Altecgative GRASP J and Traditional Level of Fundin Anal si Q g Y s. Service Analysis D D D , 1 YauAcliieypYaur42! � . .� ._ ._. a YY�Ii,Niru :. ,.M /w, w:�,:�µ, y-�,�l.,aµ� ' �.,.• ..`.,weryp'. " c._ I �d... ax' r9,t;I,u *'•J►kW",1 , . . ..�'dvLt.«A . �q;�tya�d iiL,.. ..rr�.r. l 0 . r , 0 0 D ' I ' AtGreenPlay,'C it,C we'believethat 7. the best services•@,nd'p'roducts come from'+ a .. us(hg a'wide variety of tools_ Some recreation °" ste & consultin f rms'concentrate on co Rasearch Agency Needs` P oeC! g mp,u tee'., &surveys' .. . . S eclflc Ex models dot base o - - p �a s rsurde s. While' believe these tools are invaluable,we also ;IT " c:believe that using a wide variety of additional compmerModela Fundlgg& v ,..;tools provides a more comprehensive solution &oaraoasos Ewnom:c'Sm for achieving your goals.The schematic I ealancoofNoods&Rosourcos= i illustrates the various tools we use to helpGoal Achievement Stakeholdor. � National achieve your goals by balancing your needs and Needs&way' `'' " Regional-t ' those of your stakeholders coupled with the t reality of the available resources. pahric Local History Pmccss Site &Knowledg We provide a Team far you... Rosour msa • That is available and dedicated to your - r project, and committed to developing and addressing the unique issues and opportunities facing your community; • With experience in developing plans and documents that work not only from a conceptual standpoint j but are implementable when the planning is done; • With strong public involvement skills, integrating stakeholder interviews and focus groups, and that also works well with staff and governing bodies; • That can create a public process along with planning and operational options that work to create a balance between innovation and experience, conservation and active recreation design excellence and cost control, creativity and functional accommodation,and the needs of the community with the resources that are available; • With specific expertise in strategic visioning, programming, cost recovery, resource management, tr facility and site design and operations,and preparation for bond referendums; • That focuses on helping you to achieve your goals on time and within budget while providing exceptional customer service. tbliwork millevalua, yoursil U: 1. ni,de jg ; �l�ategy,systeitjicor_product that will'work'.' orar organization,and willweli' 1iipfehien#yi3ptan•tlliitkly.ati[I eflitielijy; with all stafYCeyels,senior . "an ement and elected and appointed oiiitials: ,.,..:µK1, ��.�, have a broadi objective view to helpr our orga'nizatiomoperate in the most. c.." r' ;va�ive',efficjent,and reyehue-ent�d pg,way possible. Combining our Entrepreneurial Spirits with our Public Sector Hearts t to help you achieve your goals! }• anti va" 'Helping You re l'+^ Z , tiefturGoo �" ,, ^ a.M ',ye.,rrt;...' ,pte`, 'f'dL .,,rw4 '.MFi•v'Ih-: Nq .4ra4,k .1 �_.. l U U U - kAY�gYnlh d•. ,;A"Y�wrw�y+, ni �i ; p A*i,V„a w, ,,,,y&��iiGYRnki O GreenPlay,truly helped;us to''take- C) a mare methodical,;focused.an','d' � ' _ L ,,.,`+ "responsible ppproach.fo'every/ocet, ::of our p oerativn." Dan Garvy, CPRP () Director of Perks&Recreation Lisle Park District Illinois - IO 0Over 160 Years Our Team of Experts of In-House Expertise U Management specialists Your partners at GreenPlay bring many years . Seasoned parks and recreation of experience to 1 p provide you with the best professionals solutions to help you achieve your goals. Our team members have diverse backgrounds ' Recreation program administrators that allow us to analyze your unique Information technology experts U situation from a multitude of perspectives. Marketing and community U This advantage ensures that GreenPlay leaves relations Specialists no stone unturned" Media relations experts �> Unlikefirms with a limited number of employees Sponsorship and at their disposal to attempt your project, ;I partnership developers Ct GreenPlay operates as a consortium and enjoys Governmental accountants and U greatworkingrelationshipswithmanyestablished finance consultants management and technical professionals in a Grant writers variety of fields. Facility,skatepark,and landscape U The GreenPlay Managing Staff creates an designers, architects and engineers all-star team of same of the best professionals in Experts in public process [) their specific areas of expertise. We personally and involvement evaluate your situation and then help determine o wi th youth, which team of specialists will work best together seniors, or special professionals working ing wipopula h y with you and your staff to achieve success. [� ns 0 Public administration experts After we analyze your situation, GreenPlay ' Environmental, conservation and orchestrates this team of experts for you to help wildlife resources/management you achieve your goals in a timely fashion. Accessibility specialists PWe dre;kY1100%+IAla idtt 0wrhed Business" Certified non-profit fund 4J ,.� ;,'Ys'ke „ ,:,•,"; + , ^. development specialists agd ,,,�erh ed V " Public art, cultural,and historical resources ti - j �.,; 3 Welping Tod Achieve Your Go ;si,§ r DESIGN . CONCEPTS ■ Community and Landscape Architects t CA rf t-ing C 0 In ail, i, n Z t What We Do We facilitate the seemingly impossible tasks with beautiful solutions. { ( ( ( ( ( WI We Are We are, for 25 years, collaborative placemakers. This organization is a community of 20 professionals known personally by our clients as creative and innovative designers. I"Y We Are Successful "Creativity doesn't have to cost more." ® Focus - Tom Hoby, Highlands Ranch Metro Dist. Parks Dir. •Park and Recreation Facilities 'Educational Campuses "Design Concepts always puts my •Community Developments ' budget first" - Ron Benson, Douglas County Parks Director •City and Town,Master Planning, . ( •Churches *Trails and Open Space Areas "These guys always look beyond the status •llistoric Preservation quo with undeniable character." •Wetlands/Drainage -Bob Lembke, The Bromley Co. LLC •Streetscapes/Greenways Facts Design Concepts is a 25-year old landscape architecture Where We Are 11 N.Pubhe Pmd,#200 and planning firm started by Robby Layton and Axel Llayelte,Co 80026 Bishop. Both Principals are still active in the firm today. 303-664-5301 Carol Henry joined them as partner in 1999 and was Fax 303-664-5313 appointed to Managing Principal in 2006. Design Concep �7dcltaet Concepts'staff of 17 is the largest landscape architecture wnRvdela.nec ■ and planning firm in Boulder County dedicated solely to land planning, site design and landscape architecture. _•--_, ■ ■ ( ( ( U - ' ' . ;�,�fal ,•,.i, „i�irYty'zs,dll-aH�fargpvi4 x. Awards ki a-; Wit+,•. i;Ma5-1 r iF f M 0 "' . . ..�'v:..r,a, ,"- '.w-• }.fT Inn, '- . � -_ a.la•yJ�4n n. 1. . I F'y- I \ , .. }•1.1 _ CCASIA.Des —nD[ECward=.DuCcui o.Corriitiun 5. - ��,tpf Col"o7ado"'Constru' `Hard Hat" for.Outstanding 2006 e -roject - Utah Park ad .0 ALA DesjJ - C S i n'IvleritAwards Louisvill'e, I�o ul' -. . . , g. . I C mm. pity - ��,:`l Park-gnd';DenlyerPublic Sch'oolsLe'a'rriing'Laririscape's (' .�..., Best of Colorado„C'onstructi,on Cold'"Hard Hat" for Ouistaridin'g'Laridscape.Project, Sandstonel:Ranch Adventure Playground',_ r Best.-of Col„orado"Construction'Sil,a4"Hard,Hat'",fbrQutstanding Landscape.Project' Lovel'pnd-Youtli-Sports Park Poligon;Sh'elfers'=•Reflecting Place,206'6- First'Pla'ce,'Shelter'Design "Waves'' (for, Utah ' Park' roject] .I r Award of Excellen,ce,.Eicc61[ence,in Landscape', AL CC Bayou'Gulch R'egiomal Park a. ., Bes t.,of Colo I? Go,nstruction Brarize ; Hard'Hat"' FoY O;utstan'din".Loridsca Project"e: -Wiiitefall Park 9 ' P _ 2004 r I�„daI Be i st of'Colorado�Construction.:Gold ."Hard Haf" f'or Ou s and'in �Laridsca e'P o'ect.-'. . .�iN��., tt 9 P r 1 Bayou Gulch'Itegiorrdl'Park ,. �.f•. mil - - t"'omt� RYt ndn((L nd{r e+ NYiYtpr}r 7 .,r` Md IiFJ , . 3{,,i•. .i.. .weldpn,t ,�.,.yrY.NF I�yi, „ a.,e .. ':AWiyeds, '' 2003 Best,of Colorado Constructio '8ilver Hdrd V, ._ "Hat" for Outstanding Ldndsca e'Pro,ect' Fossii Creek,Park ,: r.•. - Yl t , • CCASLA'Lo'hd,Stewardship and besign M,eri,f-"'" :;� A.tiards -'Jewell'VVeflands ;•tb;'.N•, , rUSTA'First Placein;tfe:Small Facilities Category Redstone Park Tennis Center ., _ Boulder Heritage Rou•ijdtat7le Special Project ;' W 'A 6d '-Norlin'QucXdrangle Historic Area 6 Micro,Master'Plar�l s• • CCASLA',De'sig'n Merit Award - Willow Farm Park q 2000 — P • CCASLP LandrStewardship Award�L Norlin Quadrangle'.Historic AreQ''Micro;,Master Plan y � �,. ,__� �,y^. ,�,, • Best of•cdlorado'IC.onstruc#ion Go.ld:'Hard Hat" forty., ,. '- Outsfan'ding Landscap,e!Pe6jeet,-W111ow Farm Park • Best of Coloorddo Constru.cti,pn:'.B'ronze "Hard Hat" for ' �•s'._ 5, r,'' ,, ': :%r,;, ,:":: Outstanding P,ublic'P,.rojeet-:1Nestlands Park -' - CCASLA Design',Ivleeit;"Awardi'=We_Sflands,Park- " ' - . �. �:k',� •g;�,�,-,^„i. 1'997 • Assoc:"La'ndsca p'e;"C6ntractors`,:of`CO Merit'Award for Excellence in 'Landscape--5ilo�rP.aik •::=Xeriscap,e;Colo'rado'Lush & Lovable Low-Water Lawn Award•-The:Dairy Center for . `.CCASLA Merit Award '-Westminster.City-Park Ballfields AIAHo nor Awardn,Ne,derl'cindE:l'ementgiy , His#oric Boulder.Award of Merit='MBoulder's°Co-generation Plant: City of:B'ould'er Xeriscgpe Design.Contest Award of Merit-W.ond' dand,"Creek 1991 • CCASLA Award.- Crest;Vi'ew Eleme.niary"O,gtdoor Learr iing:Center,, = r.- Take Pride in,America Award.i.presented bythe Department Riverside.Pdrk,in Fort Morgan' U (_1 4J <"4^�z •,•, ""r";y %:w,. .; _. -;.:,ray : ,'�". , ,v. L1 �r. r. � 1..,, '1� 4• are y*ry '%�'°r (WiRC � I ry r'.,,r ASSOCLQTes MMCompany RESEARCH'• PLANNING r-DESIG'N' 4940PEARL EAST,CIRCLE}.eDULDER,-G0 8030I-4 303:; --IEi55$r• Www.rrcassoc.com L.� RRCofferaservicesinresea'[chafeasiliilityplanning, SERVICES OFFERED and::desjgn to,local governments, public agencies Survey and Market Research %) "and to private developers and corporations. • Market and Strategic Analysis The company is composed of professionals • Site Selection Research with extensive experience and qualifications in • User Needs Surveys O addressingthe problems and needs ofcommunities. • Demographic Research 0 We offer a very personal level of services to our • Community Surveys/Performance Evaluations clients_ Land and Development Planning/Design 0 The firm'sprincipaIs have prior experience as staff to • Site Analysis and Development Suitability Q municipalities and counties,and through extensive • Program Development and Optimization consulting work with a variety of communities, 6 Project Feasibility Analysis 0 _ have learned the importance of seeking solutions o Master Development Plans Li to problems which are sensitive to local conditions • Planned Unit Developments O and tailored to local needs. This understanding • Implementation and Phasing Strategies of the importance of local procedures and • Public Processing and Approvals 0 requirements, and experience in assisting and • Design/Development Guidelines 0 coordinating public policy makers and staff • Goals and Policy Formulation members at all levels of government, allows RRC • Housing Needs Assessments, Program 0 to work effectively in communities representing Formulation 0 both developers and • Population and Employment Research/ p public agencies. The firm emphasizes management techniques which assist Analysis/Forecasting 0 the community and its leaders in finding unique • Economic Development Planning Q solutions to carefully defined problems. Many Regulation and Ordinance Evaluation G of these techniques are applicable to developers : Comprehensive Community Plans who are seeking to determine the most successful Zoning and Subdivision Ordinances Q project for a particular parcel of land and need ' Historic Preservation Ordinances V professional assistance in its planning, public • Growth Management Ordinances processing and implementation. Impact Assessment Analysis of Development Plans RRCstrivesfora pragmatic approach which balances • Cost-Revenue Analysis innovation with workingatthe lowest possible cost. . Environmental Impact Assessment C1 The Firm takes pride in our demonstrated ability to Coordination meet our client's time and budget requirements. Special Client Services r General Consultation J • Project Team Coordination and Management �{ • Financial Presentation packages k • Public Participation Workshops Strategic Project�Positioning • Workouts and Repositioning Strategies -.r-n fr+yy�.�..�..__...AAr��� T^:....nrv.v-. J '. r :rnlju0 p.,Mp{�IM�'N%I'y N1:V �II�•r VI�Y�L�r"^ r r .//.rvl�lrliy dm:� I�Y.nri i ' ulmrak! `IMq r.. M4' M�•'lYr A�W^11 _I C) 1� {1 - We desire to work with the City of Palm Springs citizens,staff,project team,key stakeholders,and decision makers t) to help makethis plan a reality.We have outlined our proposed project team organizational chart below. (� '�onsu'Itant Organizational Chart Gree'nPlay is experienced and adept at creating specific project teams to address the needs of the communities ,' id,which we work. Our firm has selected the following individuals and firms as partners for this project, based on �) their unique skills, knowledge of public process, and community research expertise. As indicated in our project schedule, GreenPlay consultants will be on-site many times throughout the course of the project, with specific visits and tasktimelines to be determined at a Start-up Meeting.Our Team Organizational Structure and personnel are proposed as follows: U Citizens of Palm Springs Palm Springs Parks and'Recreatiori Director „I Parkss and Recreation CoMmission City Council �) Palm Springs Parks and Recreation Department and Stafl G"re'enPlay, LLC'=.Project Team Chris'Propin'ski; CPRP,Senjor:Principal, P',rincipal in=Charge Karon-Badaiamenti,,CPFiP,,P.rincipal;-Project Manager- r Jokn B'arnholf,Se'nio'r:Project Consultant Design Concepts RRC Associates w' a"J ' scape'lArchitecture, Design, and Planning Research and SurveyDesign (D GRASP® Methodology Chris Cares, , ' '`� Rob''Layton,ASL4, Principal " 'Rachel Brenna, Associate �j Co, i Helpinq:You Achr V1 U i �l" -'1 �"... 4;tb , a,4q.4asks .ww�,uIF.� '.',nr�gv prat+• - i°�' 6r tiM 7 ,w.�. � .w,� nrA „1,W�1F r' .� .. r�;srjA°b�! i M•' .n.. �+ei�ny' , ' ,tAV or Y LC r.. ' Iaur� �plLkf,MGNIlaE Chffs,DYppilis F i PRP,Senior Principal,Principal-in-Cho ge iWbm�� s r 3050 Indust al Lane, Broomfield,.,CO 80020,Office:(3d3J.439-8369,':' Fax:pav435c0628;Email:'ChrisD,@GreegPlayLLC.coln With;oJer 30,yeans of iaxpenenCeri.4'th.elp;ubiic:pa�ks;recreation; and open space industry,Chris is a Fellow of the presfl&6s American Academy for Park'an,d,Re'ereati'dn'Administration and currently serves as Chair of the Board of Regentsfb,r the Rocky Mountain Revenue-Management School.Chris has been speaking at various state, regional and nationa'I:assdgiations,training seminars, agencies, and conferences for almost three decades. Chris has been �a5enlibr'P.Yincipal and Managing Partner with GreenPlay since 2002. Prior to joining GreenPlay,she served as the Director for the City of Boulder Parks, Recreation, and Mountain Parks Department from 1990--2001 where she was responsible for the leadership and operations of the Department. Throughout her career Chris has worked with large and small-scale management, with a focus on strategic, and master plans, facility development, and strategic funding.Her experience includes open space and park planning,public process facilitation,Board/Council relations, organizational needs analysis, public and alternative funding, and policy research and development. Chris brings extensive expertise in managing a parks, recreation, and open space agency within a sustainable and controlled-growth environment.Chris will be the Principal-in-Charge for this project. Karon eadalamenti, CPRP,Principal,Project Manager Karon is a Certified Parksand Recreation Professionalwho bringsyearsof experience in special district,and municipal government management. Karon specializes in government and private sector planning, marketing, operations { management, maintenance and construction plan analysis, board development and project management. Karon focuses an visioning and comprehensive strategic planning to ensure that clients receive a functional and implementable plan and that meets their objectives.She excels at program and needs assessment,market analysi's and strategies, revenue planning and cost recovery. preventative and predictive maintenance analysis, facility management and operational planning. Karon can effectively bridge the gap between the Client's needs and "Designer/Contractor speak"while understanding design,plans,and specifications forfunctionality. Her emphasis (' on maintaining a forward focus ties your vision to action through careful analysis and experience, Karon speaks and trains professionals nationally regarding the master planning process, alternative funding, and cost recovery, and has successfully led many community master planning projects. Karon will serve as Project Manager. John Barnholt CPRP,Senior Project Consultant, Project Consultant John provides extensive business management experience from the private sector, as well as a background Recreation Administration,Human Resource Management,Cost Analysis,Fiscal Planning and Manpower/Capacity Planning.John has worked for GreenPlay since 2001 and received a Bachelor of Arts Degree in Leisure Services Management, with a Minor in Business from Metropolitan State College of Denver. Since joining GreenPlay,John has worked on more than 50 projects and has been project manager for more than a dozen projects. John's strengths included engaging public input, analyzing and evaluating current conditions and practical solutions and formulating applicable recommendations that meet the needs of individual communities or organizations. John will assist Karon as a Project Consultant. ( ( 'n .k I •G N bn�' �4R4,�01 1(/ l l) Oesiggn"C' oncep + Yn,.,Th mIr s'an G�oWes s ,- t 1. .-�'r K•, r iy" '�''C Rob. dyt° !' w, 4',•, ,, h CPRP,Prtrrcfpal;'Oesigri Concepts DESIGN C ONCE PTS 11 RoFiby,_Ppy`i ut1'g,Part,I,, . DesignContepts,workswithGrdenPlay'on many parKS and recreation 'projects'notionwide to.perf6rm land use analysis;maintenance;and:site eyalpa4cns. He has been:fheaeadinerirce behind the theory and methodology 0 :of dur:proprieYary GRASP` L'eyelof-Service,.',Anajysis: Rob and Design Concepts have extensive experience with--planning�and'd'es'ign oi"Ibcah'an'd'regional comprehensive greenspace systems, community parks, schools l-) :'and,comprises,public operi space and trails, streetscapes, habitat redevelopment, and more. In addition, Robby C) has master,planned and designed some of Colorado's best-loved and most treasured community parks, including westlands and Silo Parks for Greenwood Village; Foothills Community Park (Boulder), and a Master Plan for Red Rock Canyon Open Space in Colorado Springs. Rob will oversee all site and conceptual design, conceptual site (� costing,and level of service analysis aspects of the project. 0 Rachel Brenna,Associate,Landscape Architect,Design Concepts 0 As a registered landscape architect, Rachel has been helping communities provide places for recreation through 0 parkandpublicspace design for 10 years.She isan integral partof the GRASPoteamas@projectmanager,,innovator, and team member.Rachel is also skilled at coordinating and leading public meetings,consensus building,and grant writing.Aside from her parks and recreation projects, Rachel continues to pursue interests in creating sustainable 0 landscapes in communities and public spaces across Colorado.As a Project Manager,she has extensive experience j with seeing projects through from the master plan phase to construction documents and administration,including cost estimation,specifications,and graphics. Rachel will manage the design process of the project. Design Concepts will produce all conceptual design,mapping and GIS data collection for the project. ESRI's Arc/INFO,ArcView, and ArcExplorer GIS software applications in the creation of"living" datasets that have �) been instrumental in creating the GRASP® methodology. Upon project completion, all the inventory products U become yours and will be readily usable for your future updates and analysis. O --g e o,w e s t Technical support far mapping, GRASP° and GIS data collection provided by Geowest. a RRC Associates -Survey Design and Implementation Q Chris Cares,AICP,Principal,RRC Associates 0 Chris is a founding partner of RRC Associates,specializing in practical applications of research techniques, including survey research and statistical analysis for problem solving in city planning, administration, and various business applications. Chris has drafted numerous RRC 0 comprehensive plans, zoning ordinances, growth management plans, capital improvements Oprograms, affordable housing strategies, and related regulations for towns and cities of ASSOCIATES O various sizes.RRC Associates strives for collaborative solutions to community problems,using An ssm appropriate resources from both the public and private sectors-RRC has extensive experience psny in mountain resort communities. RRC will construct and implement the statistically-valid survey portion of the Plan. I eel L iffitl .ui ,•�' a a racv.m�aa'�Rkkrok�lNFd• u�� rr.. D t 0•, SEnldr YYll Princi al'P �- Yq -Work EXperience:,.-.. Chris'h'as:brought 24`Years;of Parks,and'$ecr6tw administi%atiori•sand management to support her current consulting role. Her 1 pa"ssion for teaching and movingrthe field fofI has led to many successful master planning and feasibility projects across the country. Chris has, a�uniquo and respected approach towards addressing such challenging areas as organizational development, Strategic manageent, revenue philosophy in the public setting, building relationships with alternative providers, cost benefit analysis,developing board/Staff relationships,and establishing an effective public input process. � • GreenPlay,LLC,Senior Principal 2001 -present • City of Boulder Parks and Recreation,CO, Director 1990-2001 • Foothills Park and Recreation District,CO,Assistant Director 1981-1990 • South Suburban Recreation and Park District,CO, Supervisor 1977-1981 Representative Project Experience Chris has acted as Project Manager or Principal-in-Charge on more than 40 projects,including: • Asheville,NC,Parks,Recreation,Cultural Arts&Greenways Master Plan,Principal-in-Charge • Bend Metro Park and Recreation District,OR,Parks,Recreation&Open Space Master Plan,Project Manager • Cedar Rapids,IA,Parks and Recreation Master Plan,Principal-in-Charge • Denver,CO,Cost Benefit Analysis,Project Manager • Evans,CO,Impact Fee Study,Project Manager • Lakewood,CO,Parks,Recreation and Cultural Arts Master Plan,Principal-in-Charge • Lisle Park District,IL,Parks,Recreation,and Open Space Master Plan,Project Manager • Northville,MI,Strategic Plan&Organizational Review,Project Manager • South Suburban Recreation&Park District/Ampahoe County/City of Centennial,Needs Assessment,Project Manager • Superior,CO,Parks Recreation,Open Space&Trails Master Plan,Project Manager Education • Bachelor of Science in Recreation Administration/Education,Graduated Cum Laude,May 1977 State University of New York at Cortland,Cortland,New York • Kappa Delta PI-National Honor Society in Education • Essence of Leadership Program,Contegrity Program Designs,Inc.,1997 • Essential Development Program,Conversant Solutions,LLC,1994-96 �r • Graduate of Executive Development School,University of Georgia;NRPA Park Planning and Maintenance School;CPRA Recreation Facilities Design and Management School;NRPA Western Revenue Sources Management School,1983+1988 Presentations and Recognition • Best Finance and Funding Article—Writing Award,Illinois P&R Magazine,2008 • Top 100 Women-owned Businesses,Colorado Biz,2003,2005,2006,2007 • NRPA Midwest Regional Council Fellow Award 1994 • CPRA Fellow Award 1992 r Select Recent Presentations and Topics • NRPA Annual Congress;NRPA Midwest Regional Conference;Athletic Business Conference;Rocky Mountain Revenue and Management School;State Associations:Colorado,Utah,Minnesota • Topics:Cost Recovery Philosophy;GRASP'"'Level of Service Analysis;Public/Private Sector Relationships;Park Maintenance Trends,Employee Wellness Programs;Board/Staff Relations;Partnerships at Work;Information Technology; r Building Consensus Presentations and Recognition • American Academy of Parks and Recreation Administrators,inducted 2004 • Certified Parks and Recreation Professional • Member,Colorado Parks and Recreation Association • Member,National Recreation and Park Association w'�, - d„l12 a A✓n'V d, n� Vera r > �'� "'r-NI( •r ��� j" rM1eK, 1. ._,.U.�y�5a..��---.-_�.. .,, uT - � �� fII E'n•t��n ,'Jr r�'I . II'y ,•1.14n{`, "a"• i�i •i sp�tl '�1 '.s1,"i'.:"• irr f�(I�1 •y t ",' 1:R Te �.I�i t '(1 `P�in''tipal • � " , - - ,.t�• �.��,a<<t; . r ,,,,�k,+,, �;�!a,,.�•r,'r. .. (� Work Expdrienie.'' <, Karon-is'6-Certified.Parks,and Recreation Professional who,bflpgs overAWenty-five' years in1pVEq and Recreation _aciinlnlstratioti;and senior management.experience.for both special distgq,,-4nd•m66i'C1pal government in planning,marketing,operations, 1'ndlhtehance''and'mnstru''ction,poarddeveloplilen'tandprojeti r�ta'nagement Her emphasis on maintaining a forward focus ties your vision �tgaction.fhrqugh careful analysis.and experience. •'- (7GreenPlag LLC(Principal). 2004-present 'Clty`o'F,Cgmmerce City(Colorado) 0 Foothills Park and Recreation District(Littleton,Colorado) L) Representative Project Experience Karon has been facilitating and leading successful projects for communities of all sizes around the nation Including master planning,program and needs assessments,market analysis,financial planning,and cost recovery. She has extensive experience in activity-based casting, 0 rl facility management and operational planning. Karon focuses on visioning,functionality,and comprehensive strategic planning.Of interest is performing and cultural arts,the role of parks and recreation in tourism,and public art planning.Some of her key projects include: 0 Willamalane Parks&Recreation District(Springfield,OR)Cost Recovery Model&Policy,Princpal-in-Charge • _ Uinta Parks&Recreation Dept.(CA)Parks&Recreation Master Plan,Project Manager 0 Surien Parts Recrea oonn�(WA)Community Center Feasibility Plan,Project Manager • South Jordan Parks&Recreation Dept.(UT)Cost Recovery Model&Policy,Principal-in-Charge Kent Parks&Recreation Dept.(WA)Recreation/Aquatics Center Feasibility Study,Project Manager UI �, Arlington Parks&Recreation Dept.(TX Core Services&Resource Allocation,Project Manager Parker Parks&Recreation Dept.(CO)Fieldhowe Feasibility Study,Senior and Therapeutic Recreation Needs Assessment,Project Manager(both projects) V Centre City Development Corporation(San Diego,CA)Recreation Needs Assessment,Project Manager C\ Sherwood Parks&Recreation Dept.(OR)Parks&Recreation Master Plan,Project Manager,Cultural Arts/Community Center Needs J Assessment,Principal-in-Charge C) Albany Parks&Recreation Dept.(GA)Parks&Recreation Master Plan,Project Manager Education ~1 Bachelor of Arts in Management,University of Phoenix,1993 Design and Specifications Review University of Wisconsin,2000 • CPRA Leadership 2000;CPRA Recreation Facility Design and Management Schaal 2006&1992;NRPA Western Revenue sources 0 Management School 1991 Coaching and Mentoring;Technical Writing;Presentation Skills;Benefits Activated Marketing;Strategic Development of Informed O Consent;and Project Management 0 Industry Publications and Presentations • "Keeping a Forward Focus-Envisioning",CPRA Byline Magazine,Fall 2005 0 "A Continuum of Health for Older Adults-CO and the Midwest Regional Council of NRPA Promote Public Policy",CPRA Byline Magazine,Fall 2005,NRPA Magazine,March 2006 �j Colorado Action Plan for Older Adult Wellness...A Public Health Strategy,June 2006 O Presenter at NPRA Congress,Rocky Mt.Revenue School;Midwest Regional Conference;State Professional Assocs.;National Executive Development School;Recreation Facility Design&Management School;CO Open Space Alliance Master planning process,organizational visioning,strategic planning,alternative funding,core service identification,resource allocation i Professional Affiliations and Recognitions _ r-� Certified Professional Member-National Recreation and Parks Association(NAPA) 0 APRS Board-Midwest Electoral Region(Colorado,Wyoming&Manl'•loba)2008-2010,2006-2008 Midwest Regional Council Representative 2004.2008,2000-2003 • NRPA Young Professional Fellow Representing the Midwest Region 2002 0 Professional Member-Colorado Parks and Recreation Association(CPRA) • Director's,Recreation Services,Parks Sections-member since 1985 V • Professional Development Committee Chair 1996-1997,Conference Committee 1996-1997 r, • Executive Board Member 1989-1992;Board Secretary 1991-1993 CPRA President's Recognition 1992,President's Award 1991;Outstanding Service Award 1990 CPRA Danford Case Grant Recipient-1991,1995,2002 GREFNP,It�41^e� ox i ' a14, In 9e18ib@d;G w__n, nF i•�;r,Mn r 'T, y,•iyb� "'lfV. . „q; A� ..��..,—. :. Y5 d , ���•^, 'Inn '1 �qr � � 1i.^r rv+ •,, ""�a� 2 1•' qM.n i .gyp^ .� � A '� ;�r• Mm',i 1 F111 i Senior Project'Consuiltant .i 14 p John rovides!utie r,v" e ns� e'liusiness management experience from p g p m the private sector,with a strong background rRe'creation Administration, Human Resource Management,Cost Analysis, Fiscal Planning and Manpower/ Capacity Planning,John received a Bachelor of Arts Degree in Leisure Services Management,with a Minor in Business from Metropolitan State College of Denver.Since joining Green Play in 2001,John has worked on more than SO projects and has been Project Manager for more than a dozen projects.John's strengths included engaging public input,analyzing and evaluating current conditions, developing practical solutions,and formulating applicable recommendations that meet the needs of individual communities and organizations. John has been a Project Manager for many of the Colorado mountain community projects, including Steamboat, Salida, Montrose, and Monte Vista. • Seven years of experience as a Parks and Recreation Consultant • Twenty years of working in private sector business management • Eight years of experience working with federal government contracts • Two years of Recreation Administration experience at the University of Denver Project Experience ( • Salida, CO, Parks, Recreation,Trails and Open Space Master Plan (Project Manager) • Hayden, CO,Parks, Recreation,Trails and Open Space Master Plan (Project Manager) • Denver, CO, Recreation Center Assessment Study(Project Consultant) • Gypsum,CO, Recreation Center Needs Assessment(Project Manager) • Monte Vista, CO, Parks, Recreation,Trails Master Plan&Ski Hi Facility Needs Assessment(Project Manager) • Commerce City,CO, Parks, Recreation,Trails and Open Space Master Plan (Project Consultant) • NRPA/USA Football National Youth Football Inventory, (Project Consultant) • Montrose Parks and Recreation District, Montrose,CO, Parks and Recreation Master Plan, (Project Manager) Education • Bachelor of Arts Degree in Leisure Service Management/Business, Metropolitan State College of Denver, Denver,Colorado,Cum Laude,August 2001 • Rocky Mountain Revenue Management School, ZOOS • Certified in Production &Inventory Management, 1992 ( • American Production and Inventory Control Society(APICS) Publications • "Public/Private Partnerships:The Answers to the Questions;'Athletic Business,June 2002 • "Developing Consensus&Measuring Level of Service,"CPRA 2000, Public—Private Partnerships, NRPA 2002 /( _...... ... I4r to r. ( LJ f , I Robby Layton J RLA, CPRP, ASLA PR VCTPAL `-� 0 Facts . Founding Partner,DESIGN CONCEPTS,1981 1 . Registered Landscape Architect-Colorado(#121),2008,TX(#854),1980,CA(#4482),2000,and NM (#386),2006 • Certified Park and Recreation Professional,2006 (. • Masters of Landscape Architecture,University of Colorado at Denver,December 2002 �) • Bachelor of Landscape Architecture;Texas Tech University,1978 0 Focus U Robs interest has always focused on how the landscape of the public realm affects the lives of people. �) This has led to his involvement in some of the most successful parks,educational campuses,and natural areas around Colorado. He has recently shifted his focus nationally towards helping communities understand,plan and manage their public spaces. As one of the primary arclulects of the GRASP® 0 methodology,he is dedicated to perfecting the science and practice of measuring the value of the built environment for the people who live witlun it. �) Involvement 0 . Presenter at seminars and sessions across the country on numerous topics,including GRASPS Master Planning,Sustainable Design,Public Facilitation and Historic Preservation- (-) Presenter for workshops on Public Facilitation,including NRPA,Soulliwest Parks and Recreation Training 0 hut.,and the Univ-of Hawaii • Juror for awards programs U Historic Resources Advisory Committee,Univ.of Colorado at Boulder.19y3-PWsent SCo.Chair,2003-2006) . Chairman,Historic Boulder Landscape Committee,1997-1992' Ar.. n,rrc:rn.,, ur„�:iiro:u s rrai�s:rnFo,:•;:,,, G �l. rower OF sup r�ror. <:) Educator and Articles • INSTRUCTOR,College of Arch.and Planning,Univ-of Colorado._•�v_ 1 goigr'' g g, ,i, - slirce1989. = .' Landscape Architectural Technology Program,Arapahoe�omu[;�CollegZS',1 Sl 6� I6i6ctor Fall 19$Zlo Fall . Life Imitates Art:Fossil Creek Park Unearths Manrrrroth)3=63;Unveils Destinu}lon'Playgi;u%led in Fort O Collins,Landscape Arrhitact Specifier News,SeptelY Kk 2A04 4- 0 The Great Outdoors,American School&University Magazine,November 2001 The Complexities of Ballfield Design,Parks&Recreation MV ,ine Augusli1_999: C+ • Safe Passage Landscape Architect and Specifier News,Jarrer1999,. . Greenwood Village Uses Nature's Own Devices to Control:Fh)i 'd Damage,'1a4and Wpt- •Jan./,FeF'1999 "'• 0 Crafting Consensus on Controversial Parks,Parks&Rerrrninn Magazine._AU_ft7LA�1997 • New Urbanism Without Nostalgia,Landscape Architect Arid Specifier News, y1;1§97; •4'" G b.r x. . . C� Re" resentatiive Projects - `) MASTER PLANS-Colorado Towns/Cities of:Lakewood,Siightorr Salida,Loii�', Vail, $prim sy r Dillon,Montrose Rec District,Denver,Louisville,Superior,La Oi y;Evans;LoctAj�i ngg5gnl,Gteelrwood -•-• Village,Windsor,Fort Morgan.Lafayette;also Univ-of Coloradb-B6'uldei. Z!Iagon tde.Tawtt§/'EWes include; r� Asheville,North Carolina;Grandview,Missouri;Arlington,Texas;Fort T.auderdale;,PIdrid'a;Winterliav�i' , �- Florida;Bloomington,Indiana;S.Jordan City,Utah;La Quints,Califomia;,Oreg C ' bee qi;Raymole, Missouri;Washington DC NCPC;Sherwood,Ore Lisle,Illinois a;, Missouri; gto goo; _..t, Pla cf, sli, totj;,Casa,brande, Arizona;Arlington Virginia;Las Cruces,New Mexico;Brookline,Massachusetts - PARKS SCHOOLS/CAMPUSES Silo Park and Wesllands Park;City of Greenwood Village Boulder High School Site Redevel-;Boulder Valley Schools Westminster City Park Ballfields;City of Westminster 1dorlin Quadrangle Master Plan,Uray.of Colorado Foothills Community Park-City of Boulder Jolinson&Wales Univ-Pedes.Corridor;'DiWei,tO'"'-. Fossil Creek Park;City of Fort Collins Colorado Academy;Master Plan,Memorial Trail,Outdoor Red Rock Canyon Open Space Master Plan,CO Springs Learning Center,Signage&Entry Features;Denver,CO Headlands Institute Master Plan;Sausalito,CA 15 D Rachel Brenna RLA AssociatelLandscape Architect Facts • Member of DESIGN CONCEPTS 2000-2002,and since October 2004,appointed Associate 2008 • Registered Landscape Architect,Colorado,2008(1£538);and Wyoming,2006(LA00975) • Bachelor of Landscape Architecture;Minor in Environmental Studies,Iowa State Univ.,1997 • Certified Playground Safety Inspector,National Recreation and Park Association,2006 • NCI Certified Meeting Facilitator,National ChareLte Institute,2007 • Previous experience includes working as a Watershed Partnership Specialist for the Wisconsin Department of Natural Resources and as an intern Landscape Archi LecL at the Big Muddy Workshop in Omaha,Nebraska. Foes Rachel's roles at Design Concepts are wide reaching as she has been involved in projects of many scales.Over the last few years,Rachel has shifted her focus from park and school design to parks and recreation master planning using the GRASP'methodology.She is an integral part of the GRASP"team as a project manager,innovator,and team member. Because of her diverse background she is also skilled at coordinating and leading public meetings,consensus building, and grant writing. Aside from her parks and recreation projects,Rachel continues to pursue interests in creating sustainable landscapes and communities in public spaces across Colorado. a ( Involvement • Presenter at conferences and workshops for GRA5P®method and park design • Member,CO Parks&Recreation Assoc. • Member,Nall.Recreation and Park Assoc. • Volunteer for:NatureConservancy Volunteer,2004,Thorne Ecological Institute Volunteer,2003,Center for Energy Conservation Volunteer,2002-2003 ( Representative Projects MASTER PLANS • Hayden,CO-Parks and Recreation Master Plan • Woodburn,Oregon-Parks and Recreation Master Plan Update • Grandview,MO-Parks and Recreation Master Plan • Salida,CO-Parks and Recreation&Trails Master Plan • Lakewood,CO-Community Resources Master Plan • Brighton,CO-Parks and Recreation Master Plan Update Monte Vista,CO-Parks and Recreation Maier Plan • Bloomington,IN-Parks and Recreation Master Plan Update • Casa Grande,AZ-Community Services Master Plan • Denver,CO-Recreation Centers Facilities Study • Iowa City IA-Parks and Recreation Master Plan Update • Lisle,IL-Park District Master Plan • Oklahoma City-Indoor Recreation Facilities and Programs Strategic Plan Oregon City,OR-Parks and Recreation Master Plan Update • South Jordan,UT-Parks,Recreation&Trails Master Plan • Vail,CO-Parks&Recreation Master Plan PARKS/SCHOOLS/CAMPUSES • Wildcat Regional Park Master Plan-Douglas County,Colorado • Park at Brighton Crossing Community-Brighton,Colorado • Sandstone Ranch Adventure Playground,Water Play Area-Longmont,Colorado • Lakewood High School Site Redevelopment-Jefferson County,Colorado • Falcon Bluffs Middle School-Jefferson County,CO • Ellis Elementary School Learning Landscape Denver Public Schools 16 U C _M�", i ,ara vac vw ,:.,. a•.x „' ,•.Le') A yaws 4�l►I :';. "C�i^`" N bv�uMH nr�wror�A�+ ,yFri+ ( . � W7 ,1 .sa ' . - „ayy r ,.v�Er RRC . .� .. n rA.. ASSOCIATES - Chris.possesses a'diverse bdckground_in,'publi 'and""private planning. A' o0ndm artner r ,«'n1 O of RRC Associates, he specializes in practical applications of research tecf)sgigGesj.lnaluding anatecomnpnv survey research rand statlstical,and.computer analysis for problem.solving.Jri�clty'planning, (-� admihi'stratiori ,and.:a.yarietyrof.,business!app'I;ieations.,;His research and recommendations have helped to shape O bofh,the design•and:mi rketing'strategies,of•'major'reso'rts and other developer clients,and he has coordinated the plaO ning•a"nd pUbIic:processing of numerous large resort and mixed-use projects. Market feasibility studies and O hous'ing'needs assessments are a particular area of specialization. Chris has also drafted comprehensive plans, 0zo"ning�ordinances,growth management plans,capital improvements programs,and related regulations fortowns and cities of various sizes. 0 EDUCATION • Master of City Planning, Harvard University,1975 Bachelor of Arts, Political Science, University of Rochester, 1972 0 University of Michigan,1971 U PROFESSIONAL EXPERIENCE AND REPRESENTATIVE PROJECTS O 1983 to present, PRINCIPAL, RRC ASSOCIATES (ROSALL REMMEN CARES) �) Principal-in-charge of: • Town of Vail/Vail Associates Joint Task 0 • Girdwood,Alaska Land Use Regulations Update • County Housing and Transportation Assessments for multiple CO and Regional Communities • City of Pueblo, CO;Town of Avon,CO 0 Public participation processes for a variety of communities and situations including • Broomfield,Avon,Vail,Breckenridge, Puebla,and Frisco, CO 0 • Boulder Economic Base Study(1994) Boulder,CO 0 • Telluride Growth Study(1995)Telluride,CO U • Telluride Master Plan(1987,2005)Telluride,CO • Arrowhead At Vail Master Planning and Public Processing(1978 to present) Edwards, CO 0 • Vail/Beaver Creek Winter Visitor Research (1978 to present)Vail,CO 0 • Cedar Rapids, Iowa Tourism Opportunities Study(1996) • Copper Mountain Winter Research (1987 to present) Copper Mountain,CO 0 • Rio Grande County Master Plan, Rio Grande County, CO (D • Colorado Ski Country USA Research Programs (1990 to present) • Colorado Tourism Board Research Studies(1991 to 1993) • Upper Blue River Master Plan (1995) Breckenridge, CO 0 • Pueblo Tourism Base Study(1993) O PROFESSIONAL ORGANIZATIONS Q • American Planning Association,AICP certified U • Travel and Tourism Research Association,Treasurer of local chapter o OTHER EXPERIENCE INSTRUCTOR, College of Environmental Design, University of Colorado,1992 • GUEST LECTURER • University of Wisconsin Extension Program • National,state and local conferences and seminars 1 W-K ;i� •dp . , v, ,- ',1;r ,� U U srn.e� Uyw un s G. r `s.w dt�uzb ll)9YW �^� ' '41, , bL 46.u. • .rxi' y. `'rrka.s,', n:_Jy! ! "-M•G( zl. .t,1;XR.pu r �;4� "r" ihE �'d9'.ir�r. iVI�S+tl' �;;LR� U eenPlayassitt's°pUblit-�akencies.androthehi7'rgatiizations,through'oi3' i1 i� Y ('aspects#bfrmaster"and r'�° tegic planning''inclu�mg needs assessment ub Ic': it cegs),'II `s`a p� s"t(ends, b encb,njaEgihk, u,l . Mograp}ics,financial and funding anaVysis, cote seGvices identificaCion�;,pprd al and maintenance'pl"arming, U re.,settngstrategic,goalsand'impl,ementatiorrfoy,allgnalityofllfese.rvices:GreehiPPha su,allyactsase Prime Consultant U ,:- . .` • tYlanaging'projects, but aometirrles W"orks:in.cdn)Iinction,�.Vith'I;other firm .�s°a"suki-consultant. Examples of past ikects include:,:;,., , U (City;of A'perdeen;Soukli�Dakota-,Pa�ks,and Recreation Needs Assessment •,.;'Gity,af'Albanyan . Dougherty County,Georgia-Recreation Master Plan Update Arlington County,Virginia-Public Spaces Master Plan—"Where the Community Comes Together!" y:','Arlington,Texas—indoor Recreation Centers Assessment and Plan U • City of Arvada,Colorado—Parks and Open Space Public Process and Master Plan • North Jeffco Parks&Recreation District,Arvada,Colorado—Strategic and Master Plans = Private Health Club,Aurora, Colorado—Market and Revenue Program Assessment City of Battle Creek, Michigan—Parks&Recreation Master Plan U Bend Metropolitan Parks and Recreation District, Bend,Oregon—Comprehensive Parks, Recreation, U Open Space and Trails Master Plan • City_of Bloomington,Indiana—Parks and Recreation Master Plan Update 0 County of Boulder,Colorado—Parks and Recreation Department Management&Planning 0 University of Colorado,Boulder,CO—Sports Facilities Needs Assessment • City of Brighton,Colorado—Parks and Recreation Master Plan Update • City of Brookline,Massachusetts—Parks and Recreation Master Plan U City and County of Broomfield,Colorado—Open Space, Parks, Recreation and Trails Master/Strategic Plan U City ofBurien,Washington—Community Center Master Plan • City of Carbondale,Colorado—Parks, Recreation and Trails Master Plan • City of Casa Grande,Arizona—Community Services Department Master Plan () City of Castle Rock,Colorado—Parks, Recreation and Public Properties Master Plan U City of Cedar Rapids,Iowa—Recreation Needs Assessment and Master Plan U Cherokee County,Georgia—Comprehensive Parks and Recreation Master Plan • Colorado State Parks,Colorado—Colorado Front Range Trail Implementation Plan U City of Colorado Springs,Colorado—Red Rock Canyon Open Space Park Master Plan O City of Commerce City,Colorado—Parks and Recreation Department Survey Design • City of Commerce City,Colorado—Strategic Plan for Recreation Programs,Services, and Facilities 0 • City of Coppell,Texas—Parks and Recreation Master Plan O • City of Denver,Colorado—Athletic Field Master Plan City of Denver, Colorado-Recreation Center r Needs Assessment and Service Analysis • City of Denver,Colorado--Parks and Recreation Program Planning U • City of Denver,Colorado—Parks and Recreation Master Plan J • Town of Dillon,CO—Parks and Recreation Master Plan • Eagle-Vail Metropolitan District,Colorado—Park and Recreation Needs Assessment • City of Evans,Colorado—Open Space and Trails Master Plan • City of Fort Collins,Colorado—Parks and Recreation Policy Plan Update J City of Fort Morgan,Colorado—Parks, Recreation and Open Space Master Plan _ City of Glenwood Springs,Colorado—Parks, Recreation and Open Space Master Plan Foothills Art Center,Golden,Colorado—Board of Directors 2006-2007 Vision&Strategic Plan ___ ,., � I' `sky�,Fl• --rr-^ Y -...,- �—„h„,., .r. I ',� A W yr ,,y .p '6 .n. , � J �JJ i !k" ip�i �nay"•�'," -� ,:7;Y'�dYi�Sl41'._ .—...—n, f "�.�. p%� N��`_.r^�.,frc � •. . r,r ,yn°.• .'.'ri,`w J .re+q ti"in. rni.�.! ,ro W+ a:. �rr^ r �,a .rhq ,.�,•��� P(annlng and Needs AssessmentsCanyin,opdtl* t,';`'k�� °i"'''f ;il�,�,i: r '" •� i "°r, j i•�.Y` � f� Pyy�" ... i ,idv�r' nra,9' d.r,.,, 4r}. S•• `•Gran d CvurVky.Recreation District, Moab, Utah'"�:rRecreation Facilities NeedsAssemment Study °'City,pf. amilkon,Ohib;—Parks and Recmation,it star Plan - „-..•. r City ofAayden,:'Coloradar .Parks, Recreati,onjrails,%%and ,Open Space Master Plan f Lafit City ouinta,'Califdrnizi Community_Services ' aster'P_lan, iCity of,Lafayette,Cblgrado—Parks and Recreation Plaster Plan Update City,ofi LakeiOswegrif Oregon—Park&'Recreation Facility Needs Assessment Cityot Las,Cruces,New Mexico—Parks, Recreation and Open Space Master Plan Lake County,Colorado—Recreation Master Plan City of Lakewood,Colorado—Community Resources Master Plan • Lisle Park District, Lisle,Illinois--Park District Master Plan • City of Lone Tree,Colorado—Parks,Trails and Recreation Master Plan • City of Longmont,Colorado—Open Space and Trails Comprehensive Master Plan • City of Lyons,Colorado—Parks and Recreation Master Plan • Macomb Cityship,Michigan—Parks & Recreation Needs Assessment • Manheim Cityship,Pennsylvania—Needs Assessment and Operational Pro-Formas • City of Maryville—Tennessee Parks and Recreation Strategic Master Plan • City of Miami,Florida—Parks and Recreation Long-Range Strategic Plan • City of Monte Vista,Colorado—Ski-Hi Feasibility Study/Parks and Recreation Master Plan • Montrose Recreation District,Montrose,Colorado—Parks and Recreation Master Plan • Oklahoma City,Oklahoma--Indoor Recreation Facilities and Programs Strategic Plan • Oregon City,Oregon—Parks and Recreation Master Plan Update • City of Parker,Colorado—Needs Assessment and Strategic Plan for Senior Services and Therapeutic Recreation • Prescott Valley,Arizona—Parks and Recreation Master Plan&Feasibility Analysis • Pueblo Area Council of Government, Pueblo,Colorado—Recreation and Tourism Plan • City of Raymore,Missouri—Parks and Recreation Strategic Implementation Plan • City of Roswell,New Mexico--Parks and Recreation and Open Space Master Plan • City of Salida,Colorado—Parks, Recreation,Trails and Open Space Master Plan • City of San Francisco,California—Parks & Recreation Programming Assessment&Work Plan • City of Sherwood,Oregon—Parks Master Plan • City of Shoreline,Washington—Parks, Recreation and Open Space Plan • City of South Jordan,Utah—Parks, Recreation, Community Ares,Trails and Open Space Master Plan • Stapleton Development Corp., Denver,Colorado—Needs Assessment and Program Plan • Stapleton Development Corp., Denver,Colorado—Central Park,Trails, and Greenways Master Plan • City of Superior,Colorado—Parks, Recreation, Open Space, and Trails Master Plan • Strasburg Parks and Recreation District,Colorado—Parks,Recreation,and Trails Master Plan • City of University Place,Washington—Capital Strategies Study • City of Vail,Colorado—Parks and Recreation Master Plan • National Capital Planning Commission,Washington, D.C.—CapitalSpace Initiative--District of Columbia Integrated Master Plan • Williamon County,Tennessee--Comprehensive Parks and Recreation Master Plan • Town of Windsor,Colorado—Parks, Recreation and Open Space Master Plan • City of Winter Haven,Florida—Parks and Recreation Master Plan .. r .-. Y .........r'w....w.s,�iu...w� .. JWIA�.wrLf ( C U u aNnl�•, %+ icily : ��+n w,., ,V.�,��.yw�!'4 °w .�e I ��kW<wr, r,a,�..li.w UA�Iwa� i' ill . m^t.xkdti'u..,..' k f�1(aM w`•`� b !` , rV�4VW,+ .y hfh' ,f , , ^a° dG4�M'y1,iv^•i�'• f�rrr IN H6rdN , L J ",..4t.e.n• d M y".:""hulu i�v�r.'kwA Yifw l�itifyrnM'uMAP4�::�': 77 'F O I Select Project;Referenc,e5 " "'"° r ;;i. � :_. _ - - - _ _ ', fry ,•,:,�J r��-.---' U LarQuirita,CA'; City,0 P.,alm-Desert,CA 'Community_Services ,_ �„ Pro-Forma Business - M'aster.'Plan,a'nd Impact Plan for a Parks and U ' Fee Study Recreation Department i��Cli.ent Contact: Client Contact: (� Edie Hylton, Janice Steele, Community Services Parks and Recreation Director, Services Manager, 73-510 Fred Waring Road, Q 78-495 Calle Tampico, La Quinta,CA 92253; Palm Desert,CA 92260;760.776.6423; O 760.777.7032;ehylton@la-quinta.org jsteele@c1.palm-desert.ca.us . O Project Manager(s): Project Manager: Karon Badalamenti,CPRP, Principal-in-Charge, Chris Dropinski, CPRP, Project Consultant, Q 303,439.8369, karonb@greenplayllc,com; 303.439.8369, chrisd@greenpalyllc.com Chris Dropinski, CPRP, Project Consultant, Project:The City of Palm Desert sought to take on 303.439.8369,chrisd@green palyllc,com the responsibility for full service parks and recreation U Project:Created a Community Services Master Plan as operations, either as a department of the City or C) an element of the City's Comprehensive General Plan as a district.This project developed a pro-forma U for this resort community. Inventoried existing City business plan, adding recreation elements to existing programs and parks and addressed community values, information regarding park service.The plan addressed 0 growth,future needs,and priorities.Created a clear both start-up and ongoing operations,taking into U direction with a set of goals and objectives for staff, account anticipated capital development. advisory,and elected officials designed to improve U the City's park system, open space,golf course,trails, O recreation facilities,and programs.A specific focus of O the plan was to address the history of the recreational elements of the City identified with the La Quinta Resort and Club,the PGA West golf facilities and the annual La Quinta Arts Festival.The plan addressed the needs of year round residents,second homeowners, and tourists.The planning process included developing a comprehensive inventory, preparing an analysis of forecasted needs,designing an implementation strategy,and creating some innovative and successful methodologies for analysis of current and future level of service.The assessment process helped create consensus on philosophies for resource allocation, revenue generation,and cast recovery.The team also conducted a comprehensive review of the current Land Dedication and Developer Impact Fees Study" _ .._. _ -v.. - .. _ -- idgh ALAYI '? fir.. �,,, «r f :s.,.•,+^ r y� i9i "; Gd" :Y f Iry p PY`,i.fry.�P�1 n x�, y ud'i feu 41• p8v]"' — J� - 1 ,.,o-y i,w:.r..,�, eti,"x ",awe :;C.S;-•;.. - .:.d�Fnp,,;y.syj -„u M M' .,� "y� w n,•,i 1. i/n.+Y.4��+1M �" �ly Bla0 iiti" ti iy�n,inyd t ✓;ssa. 1 a'M!� . rf any i hl li re;�.,parks nd anon C a' � ,YBrp mg a a � ware 'Master crate ,;^ ` ity n central Oregon..Pe m entory na au •., , x .,. pd'analysis of all deprYmenCal functions;and client t6ri 1, .' ,'" . w,;pereated:re,cominen(latjo'ps,for-fu riding, operations, Mc•Mick Renneisen, ' .r"int4n@!!a capital-improvements,prioritization, Director, and implementation for the next five years.Tasks Blaamington:Parks _, 'Ifc :,:;:. `. .,, , - included a review of Systems Development Charges i'and:Recreatipn'_ and compliance with state Measure 50 regulations. - ,"4ZO.E..FrontAveS,PO;Boz�848, Bloomington, IN,47402; (. Team members included David Evans&Associates and 8121.349: '711;"'renneism@bloamington.in-goo Leisure Vision/ETCInstitute. Project Manager(s): Chris Dropinski, Principal-in-Charge,GreenPlay LLC, Arlington County, 303.439.8369,chrisd@greenplayllc.com; Arlington,VA Pat O'Toole, Project Manager,303-345.1804, Public Spaces Master - pato@greenplayllc.com Plan—"Where the Project: Performed a public input process, Community Comes demographic trends analysis,facility inventory and Togetherl" analysis,and created a GIS digital database. Provided Client Contact: benchmarking from similar communities,funding Lisa Grandle,Division Chief of Development, alternatives,recreation program inventory and 2100 Clarendon Blvd.,Suite 414,Arlington,VA 22201; analysis,cost recovery analysis,and organizational 602.542.4174; Igrand@arlingtonva.us development recommendations.Created recommendations for both active and passive use Project Manager: lands as well as recreation facilities for the City located Teresa Penbrooke, CPRP, Principal-in-Charge, in central Indiana. Team members included Design 303.870.3884(direct);teresap@greenpalyllc.com Concepts,and Geowest. Project:Created a plan that continues to utilize the existing effective public process involving and Bend,OR ;. „ ;,,._;. ;I,rrwl educating all pertinent stakeholders.The project Bend Metropolitan established a common definition of parks, recreation, Parks and Recreation cultural and historic facilities,and open space. District Comprehensive Assessed the current inventory of public open space Parks,Recreation, resources and identified future needs and protection Open Space,and F- * tools for existing areas. Project included creating Trails Master Plan resource identification standards,identifying future Client Contact: preservation areas,and developing recommendations, implementation strategies, and action plans. Team Don Horton, Executive Director, members included Design Concepts, Geowest, and Bend Parks and Recreation District Lose&Associates. 200 N.W. Pacific Park Lane, Bend,OR 97701; 541.389.7275x101,don@bendparksandrec.org Project Managers: Chris Dropinski,Principal-in-Charge,GreenPlay LLC, 303.439.8369;chrisd@greenplayllc.com; Karon Badalamenti, Project Manager,303.439.8369; karonb@greenplayllc.com 1' GaEF - . r .I ( l ) U - � �' ` � liy�?�w, Vllltm,r: . xeq .9Yk� ',' .lr i I MI-w^"r�w�f yyl� M• h'�ie I ��,lu7ili�xurWl{1MV( i�tirkia�rvnly reau+a+W6eFsdx ° Sul, pR:w'.i:..; 1 . �$I � IIt��� '.�`J�'N hall a.,,, W'Ph ge , nty,.," i ) Washingta�t�Py.Cu Capita pace NlatwIarid National t ) CapkalSQgF$Initiative ' A M system is uk NOW&QNW ;y Cap" Parksapd Mastro- - "sPlanning_LommissiCM { (� In conjurlctidmWith EDAW,'Inc:'. :" 204015traltegic'PI'inning "C'Iient Cantacti` "'I Framework and O .L. , ,. Master Plan ,Carl,tori Hart,Planner„2'02:482.7265;.=' Carlton.Hart;@NCPC':gou Client Contact: Projed''IVlanager: John Henderson,Research and Evaluation Manager, () Teresa Penbrooke,CPRP, Principal-in-Charge, Dept.of Parks and Recreation;301.864.6957; 303.870.3884(direct);teresap@greenpalyllc.com John.Hendersorl@pgparks.com Project:Created a Project Manger(s): cohesive plan for all Teresa Penbrooke,CPRP, Principal-in-Charge, Q public parks, recreation, 303.870.3884(direct);teresap@greenpalyllc.com open space, monuments. Anne Miller, Project Manager,303.439.8369; and cultural facilities annem@greenplayllc.com C) for our nation's capital. Project: This commission oversees the parks,trails, U Worked jointly with open space,and recreation facilities and services for the National Capital growing counties just northeast of Washington DC. U Planning Commission,the National Park Service, and The plan evaluated and created strategies for an the Washington DC Parks and Recreation Department agency servicing 500 square miles with approximately C) to conduct the typologies and standards analysis using 800,000 residents in the urban,suburban,and rural the GRASP° Methodology to evaluate holdings and areas of Prince George's County.This complex and C) service areas.The team confirmed demographics, and detailed project involved extensive public and key assessed administrative benchmarking,operations, stakeholder engagement, GRASP®level of service 0 and administrative opportunities, helping to align and analysis,along with creation of a detailed strategic (� facilitate the partnerships between these three major master and action plans, with recommendations C� agencies.Team members included Design Concepts leading to a shared enhanced vision for the quality of and Geowest. life services through 2040, Team members included Justice and Sustainability Associates, Design Concepts, rJ and RRCAssociates. `7 "r 74,> � ._ ._._..'x.` r�' ___^,•^°�_.mil".�nw'� ._'''�r 7 7 i TLis will go dawn as one of SANDSTONE RANCH n s! -Paida Fu8 -1d--09ref ADVENTURE P L A Y G R O U N D Coag--at Parks and Open Space Project Alanogcr Longmont, Colorado l .Definitive Issues: Destination Playground 3 Agriculture/Ranch History"Theme" Park Custom Play Pieces Timeframe: Budget: 2004-2006 $520,000 References: Paul Kuhn,Winston Associates 303/440-9200 +ire Paula Fitzgerald,City of Longmont 303/691-8448 ( Longmont's Prc i1crc regional park at Sandstone Ranch has been expanded ividh a third phase of construction,completed in Spring of 2006. Design _ Concepts collaborated with Winston Associates for the Phase III design effort The Adventure Playground design,for which Design Concepts is responsible, sited adjacent to Spring Gulch and an exdstiiig silo(from the original working ranch which used to occupy tic site)- The agricultural history and the aquatic systems and habitats of the scram guided the therning and detailing of the playground area. The owner's challenge for the project was to dcn-elop custom r• play features on a moderate budget and create a one-of-a-kind,c%dting play space for rliildmn of all ages and abilities. The park is divided into three regions; the Spring Gulch Corral on die north side for toddler and younger age children;the sand and water play area in the center of the park;and the treeliouse play area to the south for older children. The Spring Gulch Corral & (located nearest to the silo)includes custom fabricated „ row•and tractor play sctilpmres,custom teepee and cabin play houses around a campfire ring,and musical play instnunents. There is a"stream"of rubber surfacing ironing through the play area with a log bridge for climbing over and under. The stream begins at die water trough seating area and terniinates •":w��• at the other end of the playground at the water splash ' .' '' •Nk'; t pad feature. Animal footprints can be found at the trough from the annuals that may have been by the Playground for a drink The sand and water play area is great for digging,creating and tactile experiencing. Ground level and accessible play pits have aquatic play sculptures,buried fossils,a turde's nest and a water spigot. Lily pads on a colorful,rubber surfaced pond are perfect for"leap frogging"between a fish and a frog climbing sculpture. Tlhe water splash pad will keep kids cool on lhot surnmer days with low- water spray features on push button activators. The treeiouse play area includes a custom climbing wall with wall slide, neehouse play structure, tire awing,web dim6cr and boulder labyrindh, variations in topography encourage climbing and adventurous imaginations. Additional elements in the playground include an"agri-maze"constructed from ornamental grasses with a surprise at die end,a historical mural of the ranch site and generous plantings for shade,color and fragrance. Searing and picnic shelters provide areas for observation and family get-togethers. 22 ( 1 � l ) (J WHITE TAIL PARK Lafayette, Colorado The City of Lafayette was in need of a new park O that could serve the needs of local sports leagues �) and residents- The 12-acre vacant lot slated for the jpark is located in the South Pointe neighborhood, (� T so there was naturally some opposition to building ( � an active park near the residences. 75-100 people a attended each of the three public meetings that were held to listen to concerns,present concept plans,and collaborate on a final design for the park. Overall, the public process was highly aurccessful with everyone involved feeling a sense of ownership M y -G) in the final plan. The theme of Travelers is evident, highlighting the historical aspect of the site. A concrete maze with sandblasted and colored icons can be found i %vith tumbleweed,rattlesnake and tornado impressions. Residents and sports leagues can enjoy two non-lighted multi-use fields, "1°AI fi. tennis courts,picnic shelters (mimicking conestoga prairie vragons)with restrooms building that resembles an old stagecoach (J stop,basketball court and cltildren's play area,parking, and trails. 0 G ' A focal point is the huge climbing boulder in the shape of a 1 buffalo. A"watering hole" is an interactive water play feature 0a� which sprays low-pressure misters on curious kids when buttons C are pushed. The Master Plan is complete,and the official U -,,{ _ )t -- dedication occurred in June 2005. U 1 Definitive Issues: .Badger: Public Meetings $2,000,000 Sports Fields Picnic Facilities Reference: Q Monte Stevenson O 7imeframe: City of Lafayette 2004-2005 303/665-5506 x-t. 3601 7 DESLGN CONCEPTS ^) 23 Gmvuni�und L�nd,eufr gr�bfn,q `l i RED STONE PARK Highlands Ranch, Colorado -� Master planning for Highlands Ranch's new 53-acre community park(now ` called Redstone Park) involved almost a year's worth of public facilitation to overcome conflicting interests. The result is a plan for an active park that has strong support from throughout the community. It includes a dirce-field i softball complex(with peaked backstops representing the Rocky Mountain foothills visible from the park), a practice field, two large multi-use greens,and lighted tennis courts,as well as areas for passive recreation. A fishing pond (one of the first recreational water features in Highlands Ranch) is planned here, which also acts as a storage pond and raw-water delivery system for irrigation. A gazebo located next to the pond provides picturesque mews of the Front Range,and is the highest point in the park A skate park was recently completed. Other amenities include an ampluthcater and a playground with a wooden castle surrounded by a"moat"-The plaza connecting the ballfields, jp! am '`peaked"backstops Playground and picnic areas contains curvilinear paving patterns, suggesting a river running through a canyon. The surface is to be -blue to mimic flowing water. Douglas scared and stained green ` County Schools also built Shea Stadium,a regional stadium for w" 4L * „ ^ football and soccer,within this park. Design Concepts worked �.. with the architect for the stadium to provide site planning,entry signage and landscape architecture,grading and irrigation. Redstone Park was dedicated in September of 2000 and is the pride of the community. ( �5parts Fields .r� Definitive Issues; Public Facilitation Sports Fields Pond/Picnic Shelters Plaza/Amphitheater ( Budget. $4.5 Million ( Yimefmme. trj 1996-2000 a Reference: Mr. Tom I-Ioby Highlands Ranch Metro District 303/791-2710 C J y 2001 Firsr,Plaer' small i DESIGN CONCEPT 5 . Facilities Ca'tcgary/. Cnnnnmry��[r.drrarr ArrM1io-rte tatcp Tnuris/4ssociation' ' ( 24 ( U U 0 v U DESIGN CONCEPTS GEOWEST GREENPLAY o _ 0Design. Concepts, CLA; Inc. has been collaborating Nvith Geowest, Inc. and GreenPlay, LLC on master, plans for a number of communities over the past few years. Together,we have developed the GRASP* U methodology, a unique tool that bases our plans on a Level of Service measurement that biings both the U quantity and the quality of the component parts of the system into the equation. At the same tiirie,we have developed methods£pr effective public involvement in our projects. This assures that our plans are based on solid analysis and rellect the needs and desires of the public that they serve. Projects include: • Cripple Creek, CO-Parks and Recreation Master Plan O` L :Steamboat Springs, CO - Parks and Recreation Master Plan C-)' = Tacoma,WA- Parks and Recreation Master Plan Prospect Recreation District, CO - Parks and Recreation Master Plan O f Pueblo, CO-Parks and Recreation Assessment and Implementation Plan- O" Cedar Rapids, IA-Parks&Recreation Master Plan Flayden, CO-Parks &Recreation Master Plan w U •-Woodburn, OR-Parks&Recreation Master Plan Update 04 .'Asheville,NC-Parks&Recreation,Master Plan O' Graindview,-,,MO-Parks&Recreation Master Plan 0 _- Wind'soi C0-Parks &Recreation Master Plan Update v I'owa'Gity;IA' Parks',.Recreation&Trails Master Plan w A'rlit%gton, fX-Needs-Analysis Q 7n . '„ ! Eagle-Vail Metro District,CO-Parks&Recreation Master Plan Fort Lauderdale, FL-Parks &Recreation Master Plan Salida ree,.CO-PRecratioii; &&reationMasterPlan --- --•--------- i Park rails.&'R", . Trails Master Plan Lakeivovd C01-Coiiuiitinity Resources Master Plan ` Brighton;.00-Parks&,Iecreation Master Plan Update - u Winter Haven, FL Parks,Recreation&Trails Master Plan • Bloomington, IN-Parks-&Recreation Master Plan _ Colorado"Fr, t' ange Txai1 " -- Strasburg, Co -Parks''Recre�tion-Ri 7"rails Maker,Plan Waslvngtbn"'bC .Natioml Capital-Planning Commission-'Capi Space Initiative Raymore;NIO:=Stcategic"Implenientation Plan Town'+O£Vail;'CO - Parks&Recreation Master Plan •' G1env"Y6ot1'Springs, CO.-Parks&Recreation Master Plan COPPe11,TX.-.Master Plan •" Dillon CO-Parks &Recreation ast�' tt-on M er Plan a;,�, _ __ � ' .- Ozegoi City OR:Eaitc_s.'8cRecreation Master Plan, ESI'GN O . rr D C' . .N C 'E.P. T 5 25 .: Commerce City, CO - Strategic Plan • - Roswell, NM- Parks&Recreation Master Plan • La Quinta, CA- Parks&Recreation Master Plan' Monte Vista,CO - Parks&Recreation Master Plan Ngr Ft.Collins, CO -Parks&Recreation Policy an Pl Update P South Jordan City, LIT-Master Plan • -National Recreation&Park Association- NFL Grant "a"ij. Charlotte County, FL—Parks&Recreation Master Plan • :City of Denver, CO—Recreation Center Needs Assessment 8c Sen ite I City of Sherwood, OR—Parks And Recreation Master Plan . ,r yr ' • 1 f,Ciiy;of Lisle IL--Park District Master Plan 6 •.: ;.„ ' i versity Place WA—Capital Sfimtegy Study u—._._ 1a Montrose Recreation District, CO—Parks&Recreation Master Plan11 • City of Casa Grande,Arizona—Parks, Recreation, Open Space And;Libraries Master Plan fn Y • County of Arlington,VA—Public Spaces Master Plan p, City of Las Cruces, NM—Parks And Recreation Master Plan ine,MA—Parks And Recreation Master Plan City of Brookl :City and County of Denver, CO—Athletic Fields Master Plan • City of Louisville, Colorado—Athletic Fields Feasibility Study • Town of Superior, CO- Parks, Recreation, Open Space And,,,: 41, I. Trails Master Plan • City of Colorado Springs,CO—Red Rock Canyon Open Space Master Plan Town ofTvans, CO -Trails And Open Space Master Plan m imiimvr 4 Nt+�Uk* Citycif Fort MoTgan, CO- Parks Trails Recreation And 14.,— - Open Space Master Plan l l 'Town of Windsor, CO - Parks,Recreation,Trails,And Open Lands Master Plan City of Longraont,CO -Open Space And Trails __ ' 1 ._....._,_... Master Plan — �� 'T IrHAS'fl PI RMI L T"I 11 I'HUIVsiD¢(I>t lU tlt lK'llk K,Nzl\CHM mI[I i%IN^EC Is tI Wlil1: ir �•w a:' G, S I J R6AN CITY-UTAIi "'�'^"`'-��: _--_��•. t•.tki%Rg.h RECREATION.TllAll_%tr`P OI'Eti tRt(1 tl IYiER PI qti _ _ CSiYOF L41QUJhrA-Gt11F'dR}lh L_.I_ �..-. .. - .. "coHAlimVeomizIs umY7tAr DESIGN 'CONCEPTS 26 U U RRC ASSOCIATES RESEARCH • PLANNING • DESIGN 4940 Pearl east circle I boulder,co 80301 1 303,449,6558 1 w .rrcossue.com U O RRC's Parks and Recreation, Open Space and Trails Needs Assessment Experience 0RRC has extensive experience with parks and recreation and open space and trails needs assessment studies for cities, counties, and recreation districts, The goal of the studies is to obtain citizen input on a variety of topics related to parks and recreation use and community priorities for future improvements, with particular emphasis on support for community recreation centers and aquatic facilities, A variety of research techniques are used in the studies,including telephone, mail, Internet, user surveys and focus groups. -� Current satisfaction levels with existing facilities and programs are also measured, as is [he relative importance of specific new (� priorities,facilities,and policies most desired and needed by the communities. Results and conclusions from [he research help guide 0 the development of recreation master plans in the communities. Some recent clients include: . 0Vail Recreation District/Town of Vail Parks and Recreation Denver Recreation Centers Needs Assessment U Town of Carbondale Parks and Recreation �•°� f Boulder Valley School District Athletic Facilities Black Hawk Open Space and Heritage Master Plan 0 City of Boulder Parks and Recreation AMP City and County of Broomfield `I Larimer County Open Lands Survey U City of Evans Parks and Recreation 0Grand Junction Parks and Recreation Denver Parks and Recreation City of Brighton Parks and Recreation [1 Fraser Valley Metropolitan Recreation District U Cily of Lafayette Parks and Recreation Pagosa Springs Parks and Recreation A b F E R P L A N . . . 0 Rio Rancho Parks and Recreation Survey CI Town of Dillon Parks and Recreation C) 4. _ D Z7,1 `aParks and Recreation J Carbondale Parks and Recreation D t City and county of Broomfield 27 iWw ,pro1., .:,., , -,,.,, .�v.,w .� �+ ,, W.., .,.,nfngnar... . r-rMm.du, a'�wq:rrnV I I•i+�rl I ��Yywkp yy a•, _ ,r,y,r;u.Mdr, rrr, NdY ' ' 5C�(#wW3a � I°.µwGfient`�e rl the Ai`.., 64 dt �N rwaµn:n�' '.{VL41wNy)rinr'NMca., .P�,•6,' w. - ' , .�A�, , w�.h{ r„»ay.•w, , "To A. i . .l'e ,,r,M 4mr,r•r� n,µBe M, " .:: •'. . . , :, _ . ., '.w..y *.•v+ti m -.. '. We invitn.yob to contact any of our previousilientk with,the fol(owing_a,dditional.contacts provided as'specific f reWereihcE of our firm's'd'e)forrr ,. Dan_'Garvy,Director of Parks&Recreation;°Lisle;Park District, IL;Parks and Recreation Master Plan; 1825.Shbrt Street,;Lisle, IL6.532;-630:964! 10; Email:dgarvy@LisleParkDistrict.org 00 DirgcEor,'City of Lakewood,CO;Community Resources Master Plan; 3030871:7819 (p);303.987.7821(f);Email: kathod@lakewood.org Brad Reid,Director of Parks and Recreation,Coppell,TX; Parks and Recreation Master Plan; Coppell Department of Parks and Recreation,255 Parkway Blvd., PO Box 9479,Coppell,TX 75019; 972.304.5100; Email: Breid@ci.Coppell.tx.us Shan Sylvia, Directorof Recreation and Community Services,Tacoma,WA; Business Plan Alignment; Tacoma Metro Parks,4702 South 19th Street,Tacoma,WA 98405; 253.305-1072; E-mail:shons@tacomaparks,com Daniel Betts,Deputy Manager for Parks&Facility Services, City of Denver,CO; Multiple Projects for the City of Denver; 201 W. Colfax Ave., Dept. 601, Denver,CO 80202; *(Relocating to Naperville, lL Parks and Recreation Department as of 3116108;630.420.49111) l Carlton Hart, Planner,National Capital Planning Commission,Washington, DC; CapitalSpace Initiative--Master Plan;4019th Street NW, North Lobby,Suite 500,Washington, D.C.20004; 202.482.7265;Email:Carlton.Hart@NCPC.gov Kathy Spangler,Senior Vice President, National Action Strategies,America's Promise Alliance (Former Director of National Partnerships for NRPA), NRPA National Inventory for USA Football, 909 N Washington St.,Ste 400,Alexandria,VA 22314,703,535-3817, Email: kathys@americaspromise.org ( ( ( C ( k:w 11 Z8:' ( ( U 'n'g1 ¢ flrn,N i ✓i'.- — ;>�,y�y1 �, %ib,„�.dl � \ µ"q11 _ ,11fA, , �ryryyp H"i i ..7�1�i, li n: . .. N,s�.•r�'�� MAC M�.ini�,".:Nli � - ../ 1� i :{iC: iy� iyYr:', / i ' `i^dY° i�' ' ':. ^r'Nwbi��pp„„�� �f'S 'i - '.' .� ..n -....�.�• ,e'twgdib . . . . O We updg fsta'41d.ki12t', City of Palm Springs,California seeks,to create a.a „ r and.Recreati'on Master Plan that �h ' � ) will es>#ish a,kl,ggr.dlrection with set,go'als'and objectivesnfot the Impkovement and development of the City's p'arks;tystemi.opeh space,:golfcou'rs,e,trans;recrea{iod,fatilities, and recreation programs.We recognize that the O Ciey'is.and'ergoirng a'transfbrmati,on;fro m`beigg-renowned primarily for scenic beauty and as a resort destination, tvith,'You�isrr tieing eh,e'�prim.''ary=fun rlin" source,to now having residential uses generating a large portion of the tax 6ase.'`We;agtee'that now is an appropriate time to complete a plan for the City's parks, recreation,and other -) quality'of'Iife services.The Plan will guide City staff,the Parks and Recreation Commission, and the City Council �) in establishing a well-defined and implementable process to keep the community active and healthy, while also �) protecting Palm Springs's natural resources.The purpose of the Master Plan will be to create a clear concise set of goals, policies,and objectives that will provide direction to City leadership. We anticipate that members of the City of Palm Springs Parks and Recreation Commission will also play an integral role in the development of this plan. Members of the Palm Springs community will be encouraged to participate O through Special Interest Group Meetings and public meetings. Involvement by City staff from other departments, U such the Public Works and the Community Development Department will be encouraged to ensure that the plan U meets and enhances the Palm Springs Comprehensive Plan and other portions of the Master Plan. �j The steps, processes, deliverables, and a Detailed Work Plan of our approach are provided in the following Work Approach and Methodology sections of this proposal. C 1 We understand that the project should include,at a minimum: 0 • An engaging public process A statistically-valid survey Examination of trends and demographics for the community �) • An evaluation of existing and future levels of service 0 = A financial analysis, including potential revenue generation and resource allocation recommendations Ranking and prioritization of demands and opportunities 0 • An analysis of programs,services,and facilities 0 • Implementable recommendations and a feasible action plan L-) We have successfully, innovatively, and efficiently completed these tasks for many other communities similar to 0 and as unique as Palm Springs,and we would enjoy applying our skills and our passions to assist with your agencies U growth. Our experience has led us to propose the following steps for most efficient and comprehensive planning process to meet, at a minimum, all of the goals and outcomes outlined in your Request. The steps, processes, 0 deliverables,and a Detailed Work Plan of our approach are provided in the following sections.Please notethatthis 0outline is based on preliminary understanding of your needs,and we are flexible if something needs adjustment. [1 J " ,,,I t.,,.P.,,rfCwly T ,�a�.;'r ''j.. ,. . „r,. , �,l;Hw^ a•v,�, .,,.., ,;KK. ,� ,., w.+ ( ( . tip V � .�I r: y'Ii•�Mi�Y't�� 'r1 �y I , 5taft-Up De tip ntical5ucctss`pacto f' � UPon selectiblti, li'e Gre PI y�t>s'arAi ro'ide a Detailed Work Plan"'ithl f„E' ,a 'df contract ...for dis'cnssion'�aia Start&,U MeetingPdle;dill review the details of the work t,'nice ng and,forma&-the a , eline and details af,the Masterr,Planning Process, including acceptedyret , 4pl;ies nd-xasks 'final number Pm and types of meetings, expected..quality and,formats'for deliveratiles,°.and gr.'eemda on the implementation strategies.We.viill"set a timeline forth'e pub'lit'iri fotvemedt,proeess and-the anticipated approval process. Projeq coordination t Having worked�as:p'rofe`ssi'onals on"your side of the table;'we understand how important it is for consultants to be aGessible Gut also understanding of your daily responsibilities.We will work closely with your team during Starr- Up to identify key"Critical Success Factors"that will help this project be successful and achieve your desired level of involvement and outcomes.We will also provide written Monthly Progress Reports that cover recent progress, outstanding issues or information needed,upcoming meetings and agendas,and will include a graphic status report so that you can see where we are each month. We will always be available for phone or email communication. GreenPlay has successfully completed aver 200 projects since 1999,and we pride ourselves on never having finished a projectlate dueto internal workloads.Wewanttobetimelyand efficient,while also beingthorough and complete in our work. Integration witb Existing Vision, Goals, Operations, Budgets,and Plans As part of the Public Process and information gathering, we will work to ensure that the Master Plan integrates information from other recent and/or current planning work.Specific planning documents that will be coordinated with the Master Plan include the 2008 Palm Springs Community Plan and the City's Comprehensive Plan. Each of these plans will provide valuable information about how and where the City is growing or is likely to grow in the future, They will also help us evaluate other factors that relate directly to the parks and recreation system, including how people are able to get from place to place and how other key attributes such as open space and the trails system need to be incorporated into the overall parks and recreation master plan.The planning process will consolidate relevant information from these documents and from budgets,work plans,and funding plans utilized by City of Palm Springs to facilitate the comprehensive coordination of direction and prescriptions. Our team will digitally integrate information with maps and GIS data. ( 2. Needs Assessment, Engagement, and Public Involvement Public Process Our GreenPlay team believes deeply in creating an in-depth,efficient,and cost-effective citizen-focused community process as part of all public projects. GreenPlay utilizes a detailed and well-developed public and key stakeholder methodology that helps identify all the needs,issues,and opportunities for your community.Our team will acquire knowledge of local issues and concerns that will assist us in obtaining useful and pertinent community feedback. The Project Team will conduct a comprehensive"Information Gathering"process that typically includes: • Goal-setting and informational fact-finding • Public meetings • Stakeholder interviews • Monthly on-site and/or phone meetings • On-site work sessions • Public hearings ( � nV�,�' III ,hJlldll,, Irk'1 i ,Y.n i:Y1 J1 �,' �4�YL�r'Iq aly WnuY .� ( ^ ! 130 a.. as:, o'u tlr Goals "2 04A*"; a ( t ) IJ Cowl,. (-) ill.work w,it( 'Palrfli ecfy ali GSuanPlaY'�r9!!!pK�h�n$�V. ' q tW un iff Pu4116 pfgQ#m 11494 eaders arid,ke'y„„'staff/stak ders'-dil' g'i5 art-. p'to •Qr' ` e ) �'ef;' sL edule-a'll necessa ya r�t�, N Yi IW'7 Nenar annonnpe Team �7 ry;mep6ngS ar7,4� p1eM1c�,"Yasks.T ev� v _ . .iM=,+''N"• - . .n' g lun- '� �ia ,;ti°;4'•. �r.�' � Y�' �fw�.arw-: kn.h1. - O l]relimina meetin s include: 9Jk O 1. . Kick-off meeting ity witht se, ' ff• I ;�R_•t.f• �, .IcY 2, Meetings with Stakeholders - 37''i Conduct a minimurh ci thre,e;public meetings. I ) _ t0 obtain input a ndfeed hafk . .':. - - m: '•E"�"� ,ycli"��;,n� - - - er�a�gp Los t awmym -4: Review of draft re' ort Witfirei"staff the" Las Fa niw" P . tY crw ' r P arid public a team project J S. Presentation of Final Report to City Council �) and the public M,,w C) O Public Assessment and Information Gathering 0 GreenPlay utilizes a formalized assessment matrix that evaluates feedback from key community participants 0 with specified methodologies that provide measurable outcomes (see the following chart of potential methods), Key stakeholders identified include citizens of Palm Springs, members of the Palm Springs Parks and Recreation �) Commission,affected communities and government agencies,and special interest groups from in and around the C) City.We will also provide the City a listing of other potential stakeholders to invite into the process. Potential Public Assessment& Information Gathering Tools C) U Wl1o_ . Users Citizens/Voters Key Stakeholders Consultants 0 Staff&Decision Makers Project Team Partners C) Alternative Providers C) Methodologies Intercept Surveys Public Meetings Individual Interviews Facilitation Focus Groups Statistically-Valid Surveys Small Group Meetings Inventory C) Questionnaires Commission Meetings SWOT Trends O Various Group Websltes Demographics Process Techniques Media Outlet Benchmarking C? SWOT Analysis Group Process Best Practices 0 Dot-ocracy SWOTAnalysis . gyp.' • Dot-ocrary 0 C) OutCgmis Issues Support Opportunities Recommendations Needs Consensus Constraints Policies C) Satisfaction Education Gap Analysis Staff Development i- Fees Amenities Funding Tolerance Special Interest Sustainability, 0Identity Priorities Political Issues Level of service Stakeholders Historic Issues Partnerships 0 Niche Markets Business Planning Funding CIP&Action Plans ^(D _. ,rrhaW ••v iiT YIJ �'yaY,a„cpr�C�,,•>� _.�• r��. i� �— xli JAI. �✓ I. „� 'yr l', •.iui �Ijt 1 I "'J' 1' ' �.F,. v:. y 4,J {',. k A6 t 'i ' . . VVn bpi• 1 �l,n. {�r�yrG��"".e9�•('I, L l — . ,. •, ±�IOeinogrdr/y� ► V6111�! :1; ,; frYd'.,NM'�1 wNe will Ideii he ren8y of'the city of Palm'5prfn""gs, ii`a*defiiograph c*anblys s^ d market,, w ks '�4..'�r wry,�� r�{rNi �4N ;n''fh. V ;SS j prdfile, u �I all;l � aI"�",ava� rom pfeyiouf o S a � ing�in'�prmatiCn'gathered,frolit the IJ.S,;Census.eurea ;-ES RI sources;=and,other national and local,source's Trends analysts will evaluate demographic shifts and their impact onJuture parks,open space,and trail provisions. This analysis will also id,entify.interest'and particlpatian`levels for a variety of activities, will assess how services are% p.r.Wdea.through both admiriistratiy�a'nd"planning trends, and will evaluate how Palm Springs's parks, open space,'and trails,amenjties'co'mpa�re to national parks and recreation trends. St6tistically-Valid Survey We have worked with many major professional survey and research firms that specialize in parks and recreation surveying around the country. After almost 10 years of this type of work, we highly recommend utilizing the services of RRC Associates to conduct a statistically valid survey of Palm Springs's residents, GreenPlay and RRC Associates have extensive experience conducting surveys specifically for Parks and Recreation departments. ( The survey will provide critical information in determining community values, satisfaction levels, needs, and priorities for Palm Springs's long range planning efforts, including responses from NON-USERS who are probably still taxpayers and voters.Survey research and design will be led by RRC Associates and GreenPlay,with input and approval provided by the City of Palm Springs's staff and project team. Details for the survey will be determined with City representatives during Start-Up,but we can offer several survey instruments, including capabilities for phone, mail,web-based, and/or other survey implementation services.We typically recommend a mail survey with a phone back-up if necessary(not typically needed)to garner response from all representative demographics.The survey will provide statistically valid and representative results of the City of Palm Springs's parks and recreation user demographics, The survey cost included in this proposal is for a mail-based survey.The City might want to consider an option to allow response by web site, which could produce a higher response rate from second homeowners. This option would add$3,300 to the proposal fee. Strengths, Weaknesses,Opportunities,and Threats(SWOT)Analysis To develop a short term and long-term strategy for the future planning of Palm Springs's parks, recreation, open space,and trails provision of services,we will conduct a SWOT Analysis of the community's current facilities and services.A SWOT Analysis is an effective and realistic way of identifying the market strengths and internal and external Weaknesses,and for examining the Opportunities and Threats faced by the organization in the provision of parks, recreation and open space facilities and services. ( ( ( i mT ';I,.._ _-$Opr�yy,%KIA ( ( U 0 ;' y w<rYil 1:d.w ani�RwM• b-- ...-:..-.fir pPhAC •,trd 4„ebFN .I 3. I,nvenX¢ (� Parks Tr Space,:bnd'Fgc11ities-1nve"nt6ry-_ (� "As`part-of'thel.t6Ste'r'Plari,we wi I develop-'a'icomprehensive.,updatdd assessment of;each'ilof;fhe; ity's parks, I.open space, an'd c [reatinn`faeilities'to'determine aurrenfconditipn.$;:quality,'functionabiiise, and any substantial environmenLa,I,.issues.+,7h,e assessment will'include'aocom'parative''ana'lys(s to communities of similar size and O density,using_-regionally.and'nattonally'accepted:,stan,dafds land' GreenPlay's proprietary GRASP® methodology (� cletails,follow)..dnce the physical inve'ntary,isrccompleted and accurate, we will help analyze the system with quantitative;"qualitative,and'L•extuala'nalysis. U U Recreation Programs and Services Inventory 0 We will develop a comprehensive inventory of existing City recreation programs and services and other public and private programs and services located in the City of Palm Springs. 4. Level of Service Guidelines and Standards Analysis 0 R NAY" Level of Service Analysis-GRASPQO Methodology—An Improved Approach Ar'r"■° � RASPO (Geo-Referenced Amenities Standards Process) � - DESIGNCONCEFTS GEOWESr GREENPLAY U t ) Traditional analyses of parks, open space, trails, and recreation systems determine how the effectively current �) systems serve the community.A Level of Service(LOS)analysis in master plans describes the capacity of the various components and facilities that make up the system to meet the needs of the public. We have adapted and built 0 upon previous practices to create a different approach usinga"composite values analysis."GreenPlay'sproprietary C) composite values analysis,Geo-Referenced Amenities Standards Process(GRASP®),builds on traditional capacity analysis, but is unique in its ability to track both the quantity(or capacity) and quality of components of an entire I system. C 0 Level of Service Analysis and Standards GreenPlay and our GRASP® planning team have been integral in refining and updating the use of standards for 0 . planning parks, trails, recreation, and open space agencies throughout the United States. We have worked with 0 and presented to the National Recreation and Park Association (NRPA), state associations, the American Society Q of Landscape Architects(ASLA), and other organizations_to_darify.accepted.methods_for-standards analysis..--_-_. Several_GreenRlay_and_Design Concepts team members are currently appointed to the NRPA GIS Attributes and 0 Standards Committee to help create recommendations for nationwide implementation and proposed adoption 0 by the Federal Geographic Data Committee(FGDC). 0 Our industry has realized that the capacity standards do not work for most communities, and are especially O troublesome when trying to evaluate special assets like open space, sensitive lands, trails, indoor, historic, and cultural assets. GreenPlay has created a way to standardize this variable information that is accurate and can 0 be benchmarked and implemented based on the unique assets of your community. This also helps with setting 0 standards and ordinances for equitable growth and development in the future.Appendix a provides additional information about Level of Service Analysis. 0 O _r _ �.oa^ Wvh}r�� r ti - — �-i'` :r. ,""y�y,,.n:p�a i^.. rn — _ _ •h ' ..)r.', �4.y..� , , O 33 rh. 4a", f TZAFT i .... _'._ 'r_'..,,...�_ n _ _ ,._. c„yea• L.1knk.°` ....pp ro, d v,.,q.SSM°o, wv AMtddlll PERSPECRYECCRA515o COMI'OSRE VALfIFS ,,ry i rnjM 'y.N n r. .MLr ACtiS TO wLRO1IR)COR4Tl.V']RCONRCNPM� ' ',�y`Nirti r9�ii�ry .. '�WP�I ( I, I Amw ( V y l Ct OFLAQuumn-CAUFORNI aonaVmaaxrsmvi�Masrm r�nn , :.-' 5. Findings and Visioning Strategies Workshop and Site Conceptual Design Charrettes Green Play team consultants will compile initial findings from the inventory and needs assessments and will prepare a summary Findings Presentation for staff, decision makers,stakeholders,and the public to validate the accuracy of the findings. During this stage, we will confirm that all information identified and collected thus far is correct, and ask all stakeholders to share any additional issues or opportunities for consideration as we prepare to move forward into analysis and recommendations. ( Visioning Strategies Workshop ^ We recognize that our team needs to work with your project team to fully analyze identified findings and create implementable recommendations for your future. We want to be respectful of the project team's time, and contribute our identified ideas, suggestions, and both qualitative and quantitative findings. We also wish to engage all interested project team members and key stakeholders in determining future vision and action plan steps for the City's Parks and Recreation needs. Following the Findings Presentations,we will facilitate a Visioning Strategies Workshop that will include an analysis of all findings, including operational feasibility, political or historical constraints,and any other potential challenges. From this process,we will create Consensus on a Vision Statement that accurately represents the goals for the City of Palm Springs's parks, recreation, trails, and open space services and facility provisions.We will also identify opportunities for implementation steps,work plans,and t funding implications_ Site Conceptual Design Charrettes will be facilitated by Design Concepts award-winning design staff for those parks that need adjustments and/or enhancements. Ini;•' wi '�'�.lot ,a ' ,I.q . w,r, 34` !. .�_I• . _ i , �` iYP (/11A. r,.6o �,�..,,w,�l i dap (al ( ( U U p • r1rMN�l�':aYWW'w .s&wiUlragWuCn,,, .i... •04......._,,^*A, ..,t.4,..,,w,� o.+«w.a:�N:.rlhFaa �� ,•, YM Vd 'h M i1M 'AaiY• n _• 10 dP• F Ai .u0! Iw. ��. Wti itl�.,•MYA{MMMA.�1FWYrr+d 0SiteConcep'! yn W,�,sr'ww,,,, a, „ - 1fr TfieRequest'Fo.r'Pro osb') "h'dA'ddend[Urn F3'lidenti fiasco eoT%kork�to 're 'afeconce' "U'alaerk` tans for atl'east: '' U f1 p p ep p, p ,p . ,.. three:.(3j park sites,."to,Illustrate'n'ew park;Iayogt;;-redesign ofcurr�rn parks; 0�otheritems,such';as tosillustrate''- park's'stem design, space,allocation;and,facIIIty locations"Thisii's'a''cha,llenging task to cospaccurately since the 0 size`of,the.pack s"ites„are,uhknown_at.rhis: rrre _Wc,,have,choseq to'provide the following'descriptions of service U and costing forth si part of the proppsalseparately'frA the [ompr�hensive Park and Recreation System Master Planniri'gSerpices`to':provide,t'he flexibility;oi:ii rth'er'discus'sion and understanding of what would be required 0 to ftilfill'this task,Jt{,could,,also-be considered an add alternate to the base project that could be determined and finalized part way into tF e master planning project as more information is known. 0 A Comparison of Site Conceptual and Site Master Plans 0 0 Site Conceptual Plan 0 A Conceptual Plan will show what the program(planned uses and components)is for the site and how the program will be arranged on the site. Some elements may be shown to scale, but others might be shown as symbols or "bubbles."Connections and/or buffers between uses may be represented diagrammatically as well.The intent of 0 a conceptual plan is to see how planned uses can be accommodated on the site and how they will relate to one another and to adjacent uses.The conceptual plan shows how the site will function and provides assurance that 0 the proposed program is feasible on the site.The relative amounts of land dedicated to each use can be determined 0 and rough budgets can be determined for developing the site. Cost estimates based on conceptual plans typically 0have an accuracy of plus or minus 25%-30%,meaning that if the project was completed today the final cost would likely be within that amount above or below the estimated cost. For this reason, budgets based on conceptual �) plans normally have a contingency in the range of 25%to 30% placed upon them, depending on the complexity 0 of the plan and any potential site issues or"unknowns-" Conceptual plans are useful for determining the general scope of a project and establishing capital budgets. They are less useful for gaining public understanding and 0 buy-in for a project. In fact,they are normally completed without public process and are used mainly in-house by 0 agency staff to determine whether or not to proceed with a proposed project as envisioned. 0 If there are particular issues to be considered in the conceptual study,such as environmental concerns,challenges 0 with utilities, or things like traffic and access, then specialized disciplines may be needed, such as engineers, 0 ecologists, etc. No specialized disciplines have been included at this time. 0 Site Master Plan 0 A site master plan (MP) typically depict the program elements and components of the site shown in plan view 0 to-scale.The general size,shape,and orientation of components are evident. Relationships between components are worked out to a much higher degree than in the conceptual plan.The general nature of all parts of the site are 0 worked out to a degree that shows what is occurring at any given location, such as paving, lawn, structures, etc. 0 The specific materials and final form of components may or may not be determined at this level. For example, it may be determined that a picnic shelter is planned for a specific location.The approximate size and shape of the 0 shelter will be evident, but the materials,style, and details of construction are not determined. For this reason, 0 cost estimates based on site master plans are more accurate than ones based on conceptual plans, but still have 0 an accuracy of plus or minus 20%to 25%.Budgets based on site master plans normally have a contingency of that amount placed upon them,again depending upon the amount of detail left undetermined and the complexity of the plan.Site master plans are useful when there is a desire to get a good sense of haw the site will "feel"when it 0 is developed.This can be important when the goal is to gain public understanding and acceptance of a project,and for allocating funding to the project.Site master plans are normally prepared through a public process that may - .�;�� , l*'.Rrrd' xl ,��, Po,r,tw�.V•; vl. ;.,• . 'i . .h,,.yt,,.n, w •-,rf >`k v,, . ., .3QA� ,;.'' 'You tlr Gn '' d ..�.,... c { �r ._..:wlrl:.,.r... ,.....ry- _. r«F ��r Ir ,e 'inn h> bt Wlpyr�l'9e 'r52'. Y.- ...Ti+f ,.V:. d'JI r,l r T'. r*'^ Jtln �" Mf :4 .gJie;oiM .aY1V r7;11„up .a. N..r. = .rl ia;.^w q,M« .,^,qb„a •MI' My: r dnclude prkshops, hearjrjIs, he final productiis normallya rendered pI,, and si{ i r rap'hicstFiafmay [ include sections, perspectivest'etc.; along'with.itcmized`co'st'estimates and narfativejd scription's of,the project ' r and potential phasing and imp lemehtation'strategies. 1'SorP:etimes,the Site tonceptual.Plan arid:site.,Master Plan.steps:acre.corribined..into.a single-sfage of a project. p Our team 'r'o oses'develo in a:conce 'fual site' lad for u Ito"three sites, This plan would include providing twoj prelim inary;bu'Ub,le,d.iagra.ms;persite'for"Owder review. Comments from the preliminary plans would be inch porated_into a single,cgniceptual'plan.Comments from review of this plan would form the basis for the final 'conceptual park plan. ( The fee for this task is identified within the separate cost proposal. If we have misinterpreted your need, we are flexible and happy to discuss another approach. f f { ( { { { { c c c . f c { c c c c c _ � � e a.... ., , ,r,,,H.,jie,r;„ ;..drwY✓n:N: M� c ' ,.7.. �ad'a'p�YW�.+Nmxfp�kad't •., .... '{i,.ryrWerx .. n; . . t•^AM' w n,. d1y',rv,•s I I A ii *.*014I ,.� „q 'q,„ 34H,.' ,yr< . . orGo { .k., ( U U U � �� 6eh.,v .ya.,,.yel I �r40.ai:•,.�w.u:-,9.��wSwr,45.<+ .wWli ;,y..,y„, +' , iS''MMv �•SU.a o-n .1441n 4V� i� ritih,.r:.:M n,Gtx,�Wd� a.,i. nvp,filttl •4+li,�, UFina'i � U ""VYp'.will't dal"a) )W1� �49fi'dpotenti2l �' res; resoG 1 I�roverrient,pla'�i3 ' T w f 0 cost reco%Zyptraditionali alternative.funding pric4ng.methadalagy, user fees and;ifrappropriate;pa r&iLfee adjustments orincreak4. eubtE tandthat their geedS'tb'beas focus on'potehtiala0itlonal revenue generation, including analy§is of sports tournaments.alid potential revenue.to help idve�operationai and maintenance costs. We have,effectivermetkodS-for determining which types of.revenue-generation will be most appropriate for your The Pyramid Methodo"b 0 An Important Foundation �) x,ems,xomow� pyfy" GreenPlay has established and improved the The 0 s "Pyramid" methodology for helping agencies Pyramid create an overall philosophy and approach Methodology r OoerLn du,i xom for resource allocation, program pricing, and 0 cost recovery evaluation. We are currently training agencies e�y�0ir niv ou Rl�cn mxniq• 0nationwide and at conferences in the implementation ands, . .,•,,'..• pe:n:m, ,dI use of this straightforward but innovative methodology COMMUNIT%.Ilndividmi . 0 which is invaluable for making tough resource allocation ,� Benerit- decisions, and creating pricing and cost recovery strategies. This methodology will be helpful for evaluating the financial i� I3gner,6 L) sustainability of the Palm Springs Parks and Recreation 0 Department from both operational and capital funding aspects. 0 Alternative Funding and Partnerships C) LAY," GreenPlay has extensive experience looking at options for alternative funding.Alternative Funding xs typically includes grants, donor programs, and/or partnerships.The Consultant Team will identify key partners in the area through the planning process,and will suggest any identified partnerships Q _ that could be viable for the City. The team will provide recommendations and sample documents to formulate a Partnership Policy that will help minimize risk and streamline partnership opportunities, 0 0 Public Sector Services Assessment—The MacMillan Matrix Following a review of an agency's values,vision, and mission,GreenPlay will introduce the concepts of the Public Sector Services Assessment.Through the analysis of current services,the process will lead to the identification of 0 core services and a service portfolio. O eased on the MacMillan Matrix far Competitive Analysis of Programs, the Public Sector Services Assessment 0 Matrix is an extraordinarily valuable tool that is specifically adapted to help public agencies assess their services. 0 The MacMillan Matrix's success in the non-profit environment has led to its application in the public sector. The Public Sector Services Assessment Matrix is based on the assumption that duplication of existing comparable services (unnecessary competition) among public and non-profit organizations can fragment limited resources 0 available, leaving all providers too weak to increase the quality and cost-effectiveness of customer services.This is also true for public agencies.Please refer to AppendixA far a graphic representation and a detailed explanation of the Public Sector Services Ass essmIent Matrix- Iu.rN,, ,C ' ond ^ � "'k35- ' �,,„s• �ItU�'.,u' 'F{��,' 0 e°1TM� ,V ` �+ "'1.•r. n' ,gym I Summd jL GreenP,lay+Wl elude ' a I•analysis'and recommendations relatdd to:Alt, _ 'rn' di.. ld j• u.r! �oMn • �,Mal�ntaining•th' FUrrenvLevel of Service(LOS)and estimating costs st6ciated w th,providing the-.... _ - - ,Identifying tgpital.resources and.funds under the LOS scenariosw, Evaluating'budget,,ptojpctions;associated with cast rec'ove'ry_fr r operations,staffing, and maintenance and developirjent"Iro'P"ctfe,es A strong focus'o_n-�eyenue:generation I .;,, ; , -'__Arialyzing'ekpansion opportunities i 7. Recommendations, Implementation Strategies, and Draft Plan After validation of the Findings and the Visioning and Recommendations Strategies Workshop, our team will work to a draft a justifiable and realistic plan for the future of Palm Springs's Parks, Recreation programs and services.The plan will include formal Recommendations, along with an Action and Implementation Plan, which will summarize needs assessments,inventory,level of service analysis,financial analysis,and overall outcomes and recommendations.The plan will include a clearfocuson revenue generation opportunities,appropriate acquisitions and acreage development,and a clear plan for program development based on standards and demand analysis. Draft Plan Presentations will be presented to your staff, representative stakeholders, and citizens. Revisions and recommendations will be incorporated into your final plan. S. Final Plan, Presentations, and Deliverables For this project,we will provide the scope of work,presentations,and deliverables,as summarized in the Request C for Proposal. Deliverables,at a minimum, will be as follows: 1. Detailed plan of work 2. Summary of existing conditions For needs,level of service, inventories and analysis C 3. Survey Analysis and Findings 4. Draft Master Plan which shall include all the information contained in the Scope of Work 5. Final Master Plan,including ten (10) hardcopies of an Executive Summary and the Final Plan 6. All presentation materials in digital format usable by the City for future reproduction 7. Digital format for plain text (MS Word),graphics and maps in ArcView r Our plans also include at no additional charge' • A detailed graphic Community Inventory Atlas, which is a separate bound booklet (and digital .pdf files) that includes the details of the GRASP® inventory of all included relevant parcels and components of the system, and aerial photos and/or parcel maps when available and relevant. A digital Geo-database of all C inventoried holdings for future planning and management efforts. C • Analysis Maps and Perspectives (24" x 36") of the system, including a composite of all key components C and specific analysis of several key issues. • qualitative and Quantitative analysis methods beyond those specified in the Request for Proposal, C designed specifically to address specific key issues, constraints, and opportunities for Palm Springs's C future livability and the contribution of parks, recreation, and open space to economic development C and viability. 'l'+w(V�I �'i '(� M' �I�� '✓�^^ ' Y{ 'I a _ .• . "ya. ':e (G Int "�,MPoJ iN, .,. r� '�. C, C U U U wQ ':A rbject"Timeline; j 7�i% iN.„ ., •.. : 4�1 . ,.:'"� �,t,Hij.,rf U If,selected to 'execute.Ithis'project, GreenPlay will have the Paliir5prings Parks 'd"Recreation Maste,r.'Plan''w p'repared for`presentatio"n-within 'a tirreframe determined'during'Start„ j7pice�y, GreenPlay completes"a _i,',Master:Plan project of,this scope within 8-9 months (with a;'su.rvey,include&-We request-that the City's project stafftp:resporisive with;turnaround on review an'd'approv'al-of'docariie-if3;6''d.we will work jointly to lay out a O -=mutually agreed upon detailed timeline upon award ofthe project iWe'reiognire the need to be both flexible and _ ;efficientas part of a community process.GreenPlay has never completed a project late due to internal GreenPlay . ,workloads. The following chart represents our anticipated project task and timeline, contingent upon selected U d start date. City of Palm Springs,Colorado Parks and Recreation Master Plan Octo2009ber 2008 Proposed Project Timeline—Proposed Scope Tasks and Key Meetings—2008 • 1. Start-Up and Critical Success Factors X'' y.,., X X':MN dsssesmeritand'PublicU ,. A 3. Inventory and Assessment U 4 J p of 5 ry ce Analysis 41 t X U S. Findings and Visioning Strategies Workshop/Design Charrette X I,yncialAnalysis., P : . X X. U 7. Draft Recommendations and Action Plan X 7 U1E6j'Plan4d'o'p'tio'iiarid_�eliyeGaFiles" �� M, ii r;•, �, ,i .. U X=Sessions for Team Members to have key meetings and make presentations. U D While GreenPlay staff will be available throughout the project by phone and email for ongoing communications, we suggest the following team meeting structure: J 1. Start-Up Meeting: GreenPlay staff will meet with City of Palm Springs project team to identify project critical success factors and refine the project work plan. 2. Information Gathering Session:Our team is on-site for 2-3 days of intensive work with many meetings for public process,focus groups, stakeholders, public presentations, interviews,and on-site inventories. 3. Findings Presentation and Visioning Strategies Workshop:Tea m members meetwith staff,decision makers, and the publicto presentcompiled Findings and to validatethe information gathered thus far.Theteam then J facilitates a Visioning Strategies Workshop and Design Charrette with the City of Palm Springs project team and staff. 4. Draft Plan Presentation Session 5. Final Plan Presentation Session 6, Flexible trip to be worked into the schedule where deemed most necessary at project start up r� 1160, . - � n -4... Il'.' r J� u �+aµ MM1YW'� .a+ .rh,•J 6e G'd` v.a��,sh J Ire r IriLLi r :'J� kN41• tEvNl lr•>Y� U ' U rw�r aA, I ,r�"p 4. {R"r�r,• � r. .x _ r� i` �'v F•% � `:.Ya „�r.� i l,a��T�M i . � u. er���1 ' I r?.17�` i � r��1Lq'gy,� 'llM..Yu v ;`.f;'r��b�r, r.�4, 1 �;�•.,�,�° ; _ .�J �•.) �mfti� k�r.p l'.' 4 ���ig '���_,+�r �'i" ".,'a.{C<i. . � :,"'� y`�'a"�•' - i�c � .. - C t , o los'al'submitte in a separateY - P C) l_) U L) C� U L� L� C) C) O ` l r) r� Lam) ti)\ bl +n� �' r���. - —..:,^-.�:vry j�iT.??N/•T���1��^ .. n:�^�^�mtlM'P?'mII'nv�M,,ertr�-�,..���..��.�.��--.�n�r�wrrrvr.n�n- `l rYJ M1Mipa%1., M.4',• .WwW,4t�,41 Pyn•Ni � tM� .".}�:JK.�I:L7 . ' SEi 39" �l J ii•n6.` ;H. �nLr.N a �� ,rrg° '.0 � v _ � �:..,�������} r are <'.iJ , d.", p,. is i. , �`� 'r', v.,r��n,liln Y.ft rtl4•yrN�r ,.r„sr r� 'off Y ..,- - l.) C1 C? C� C� U C> C-� U G U C) J - - --....,_..�Stltl�p�d. .n11 ,�.y __. _—uxw,efu.r glnke,,n�w". -,-,- —�""_?�'�iNr^+�-✓, :;r:^-.:-���-�....T_......,.., -) .... ..1'fk�WHwwraY7�A � +1. ` ,_ .rr W' NN,v.y. ..,i,-.�i.n I :w' o.}� ,J1, rad -�•,,� RW.. n,.4MG ' }�pyu•:.,:�Wr ',�..__ -r4+Cnt M;`2F+�...I�niS I,w - 'w6 '.,.� i/Y"5 7 I' l� ATTACHMENT"A" I RFP 05.09 I' FOR t) PARKS AND RECREATION PROFESSIONAL MASTER PLANNING SERVICES I. I " 1 i SIGNATURE AUTHORIZATION l ) I PROPOSER: rr) �265�4 f�E1uBfK� C ) f) A. I hereby certify that I have the authority to offer this proposal to the City of Palm Springs for the above listed individual or company. I certify'that I have the authority to bind myself/this company in a contract should ) be successful in my proposal. SIGNATURE B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate: 1, ) 1. If successful, the contract language should refer to melmy company as: C) An individual: 0 —A partnership, Partners' names: U 0 A company; ^ . Q 7 A corporation Gr 0 2. My tax identification number is: Q 0 ADDENDA ACKNOWLEDGMENT: D Acknowledgment of Receipt of any Addenda issued by the City for this RFP is required by including the acknowledgment with your proposal. Failure to acknowledge the Addenda issued may result in your proposal being deemed non-responsive. In the space provided below, please acknowledge receipt of each Addenda: Addendum(s)# is/are hereby acknowledged. �J to 524762.1 _ l ) i l ) tl� OF 4ALM S,o Cl ll� u N I. CyL7F C) P 1 � 1 � i 1°. tr? REQUEST FOR PROPOSAL (RP'P 05-09) ( � FOR r_ { PARKS AND RECREATION MASTER PLANNING SERVICES C l ) ADDENDUM NO. 1 4) This Addendum is being issued for the following changes and informational items: THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE j SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE J4J ORIGINAL RFP DOCUMENTS. THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY (J ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED �1 J TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS- The City has received the following questions and is hereby providing answers thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE: [� Q 1: I was wondering if you had a vision for the discipline that would be submitting as a prime? I get the feeling probably an architect or landscape architect? Please advise. A 1: Landscape architect is typical. Q 2: Is there an anticipated timeline that has been targeted for Master Plan " approvals? A 2: No, each Arm is to provide an expected time frame for the completion of their work. .7 BY DR OF TH CITY OF ALM SPRINGS, CALIFORNIA Craig L. ChiddEdt, C.P.M. Procurement&Contracting Manager DATE: September 18,2008 ADDENDUM ACKNOWLEDGMENT: Proposer Firm Name: "y �Authorized Signature: /&g:6�Z _/eW� Date: ✓ Acknowledgment of Receipt of Addendum f is required by signing and including the acknowledgment with your proposal. Failure to acknowledge this Addendum may result in your proposal being deemed non- responsive. _.... ---- ..--... ----------- ._..._ .. -------._........ - - _... , ... . . . ,� OF PALM SA ' U f c / V N ( C:) REQUEST FOR PROPOSAL (RFP 05-Og) FOR O PARKS AND RECREATION MASTER PLANNING SERVICES C) ADDENDUM NO. 2 C) (� This Addendum is being issued for the following changes and informational items: THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE © SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE O ORIGINAL RFP DOCUMENTS, THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY U ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED 0 TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS. U The City has received the following questions and Is hereby providing answers thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE: 0 Q Q 1: Does the City have a full list of existing service providers, or is the expectation that the consultant will fully develop this list? 0 O A 1: This question is vague and the City is not sure of what speofflc"service providers"are being requested, and therefore is unable to respond., (� Q 2: Can we suggest some optional tasks, and show them as optional items in the budget? A 2: Yes. O Q 3: Within the 30 double-sided pages limit, can we include 11" x 17" pages for the schedule, etc., if folded down to 8.5"x 11"and only printed on one side? D A 3: Yes. Q 4: Our participation in the project would depend on the City being willing to consider modifications to it's contract How much flexibility has the City given in the past to refinements to, for example, the City's standard indemnity clause? Would this depend on the request? D ( c A 4: Please reference page 7, the paragraph Important Note' Exceptions to the language in the Citys standard contract must be clearly defined in your submittal and maybe considered in the evaluation process. The answer to this question would depend on the specific language requested. ( Q 5: There have been multiple questions asking for the estimated or budgeted cost for this project. A 5: Please reference the bottom of page 5,paragraph#5 titled"Cost Proposal, for the answer to the question concerning budget or cost estimates. IMPORTANT NOTE : DUE TO THE NUMBER OF QUESTIONS RECEIVED AND THE ADDITIONAL. TIME REQUIRED FOR STAFF TO PROVIDE A RESPONSE, THE CITY IS EXTENDING THE DUE DATE AND TIME FOR PROPOSALS TO: TUESDAY. OCTOBER 7r", 2008, AT 2,00 PM, LOCAL TIME. "All other terms and conditions of the RFP document remain unchanged. The deadline for questions has passed. A final Addenda #3 will be issued as soon as possible addressing the remaining un-answered questions that were received, BY D R OF T Cl Y�FLM RINGS, CALIFORNIA ` C Craig L. Qad s,�t.P,M. Procurement& Contracting Manager DATE' September 23, 2008 ADDENDUM ACKNOWLEDGMENT: C Proposer Firm Name: aWrw RAY U,( Authorized Signature- Date: Acknowledgment of Receipt of Addendum 2 is required by signing and including the acknowledgment with a your proposal. Failure to acknowledge thls.Addendum may result In your proposal being deemed non- responsive. ( G n C ( Lv� ?AtAq sp v' ' CgCfFORN�p REQUEST FOR PROPOSAL (RFP 05-09) FOR PARKS AND RECREATION MASTER PLANNING SERVICES w ADDENDUM NO. 3 This Addendum is being issued for the following changes and informational items: THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN THE ORIGINAL RFP DOCUMENTS, THIS ADDENDUM SHALL TAKE PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY ISSUED SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED r TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS. r The City has received the following questions and is hereby providing answers r thereto: RESPONSES TO QUESTIONS RECEIVED TO DATE: Q 1: In regards to the inventory and assessment of the .existing parks, trails, open space and facilities A-Does Palm Springs have GIS mapping of their trail system/ r B. Facilities -what level of assessment is Palm Springs looking for in regard to this? ( i.e. a minimal assessment would be a visual evaluation of the overall condition, an extensive assessment would be including an architect to review ADA etc) A 1: A. No GIS mapping is available. B.Facility assessment is intended to be minimal and address the number,type, and general condition (poor,fair,good) of facilities available, and Identification of the number and type of facilities recommended for future needs based standards established during the planning process. Q 2: Where it Is asked to identify new facility or redesign of existing facilities j A. What extent of design will the City be looking for? Bubble diagrams or Site Designs? A 2' Conceptual site plans showing space configura(fons Q 3: In order to gain an understanding about the level of the master plan document i 1 you anticipate, are the plans prepared for Cathedral City and Coachella Valley representative of the level of effort? M A 3; Staff is not familiar with these documents. Please refer to scope of work for levels. Q 4: On page 2, one of the services Is to'prepare conceptual parks plans to illustrate new parks layout, redesign..."yet when reading through the Scope Of Work section, it does not specifically reference this except to say written goals, plans and objectives. Is the expectation to provide conceptual park plans? If it Is. how would you suggest putting a level of effort to this as part of the cost proposal? Yes, the expectation is to provide conceptual sitelpark plans as needed For I purposes of this proposal provide conceptual designs for at least three parks w1th revisions as needed. Q 5: Will this plan include assessing the community's position as a destination and the associated impact visitor populations will have on Parks and Recreation planning? A 5.• Yes, and much of this information maybe available from the City's Bureau of Tourism. Q 6: Do you expect the Demographic profile to be a current condition summary or deeper analysis of trends by populations? A& Existing Demographic profiles should be sufficient. Q 7., Are Focus Groups anticipated to be formal research sessions with randomly sampled members of particular targeted segments of the populatlons or issue drlveh discussions with select stake holder groups? A 7.- Focus Groups are not anticipated to be formal research sessions, bit rather with selected stake holders Q 8: Has the department ever conducted community wide needs surveys in the past? A 8: Not In the last ten years Q 9: Have there been discussion about methodology - for example: a phone survey using a random sample Or a mailed survey based on tax rolls or utility customers? A 9; No, we are open to whatever method is recommended or combination of methods. Q 10: What level of GI5 data and park Inventory data does the City have? A 10; GIS data is not available Q 11: Is there detailed program participation data? A 11: We have the last two year's information on, "AcitveNer tagistration system, and prior year summaries on all programs offered Q 12: Should the softball and baseball tournament revenue generation analysis be based on Palm Springs' past history, or should it be designed to determine whether there is enough tournament potential to justify more tournament facilities? l A 12. It should take into consideration the history of tournaments in Palm Springs,but focus on new trends and the ability to generate revenue with new or existing facifi6es. Q 13: Will the tribe participate in the plan development? A 13: Staff will keep them briefed and they may have representatives participate in this process, but no separate process is anticipated. Q 14: Please clarify how detailed the maintenance and operations analysis should be. A 14. Analyze existing practices and provide recommendations based on Industry v_ standards, and/or similar cities. Q 15, Page 2 indicates the consultant should prepare conceptual site plans to illustrate new parks and redesign of existing sites. This could be quite costly, and is not reflected in the Scope of Work in section IV. Is this something that should be included? �A 15: Yes, see above discussion. Q 16' What level of staffing and organizational recommendations are needed? Is the department looking to make a major shift in how it does business, or it looking for some tweaks? A 16: We are looking for an objective view of current practices, and recommendations based on industry standards and/or similar cities. Q IT What type of Executive Summary is desired? Short, easy to digest report summary or a full-color brochure? p A 17. Short report. Q i8: Does the City have a comparable Master Plan in mind as a benchmark for this effort? b A 18: No. r Q 19; Can the City provide a more specific list or map of the parks, trails, open space and golf courses the City is referring to. Are the number of parks indicated on Figure 5-1 of the General Plan considered definitive? A 19: The General Plan map is yourbestreference. Q 20: Can the City please confirm whether or not some of the existing parks are on Indian land? If true, what consideration as to how these should be analyzed. should we take? Does it make a difference? A 2a- City parks are on City land, not Indian land, r Q 21: Does the reference to golf courses include only the 2 muni courses at Tahquitz M Creek, or are others Included? p A 21: The reference is intended to refer to the two courses at Tadquitz Creak 1p w f! 0 22: Can the City kindly provide a map of the trail system for our use. A 22: Refer to the CiVs Genera!plan Document via the webs&. BYO ER OF THE I (OF PALM SPRINGS, CALIFORNIA Craig L Glad .P.M. Procurement&Contracting Manager DATE: September 29, 2008 40 ADDENDUM ACKNOWLEDGMENT.- Proposer Firm Name: G c Px h C ,a 1 1 C. Authorized Signature: Date: /' ~ 1' Acknowledgment of Receipt of Addendum 3 is required by signing and including the acknowledg a Rh_ �p your proposal. Failure to acknowledge this Addendum may result in your proposal being deemed non- responsive. i � [dl p p p !4 Fa Fd P� p P `•- ) ��^�. I �wwy n r^�1�M n.b ^�-��-�uW�H .^�_._�� 'iM ._.,... 'L�.0 .,�n mto f;,•bily/i; wdr-+ biy�•nl,.., '•Vg3l r rrnr,4.. 'n Orr P w� � r � >wv 1Mr�iW lyres �.prA k exrwl.f! It �-/ L ^r Mlwnn1l�p,�,bV ixnx• ,.1 n. .icy, . .r - . f+l r� y1�Ji,tZ �kN'f'r°'� ". '' {i - - t ) � � .�1. �'A.'�•�.,µyl* ' 4,F.. r.' � ,+., ..�,., ui,t,, t +.� ^ qw �W�*Wr°. , - _... __ __ r� C 0 0 0 0 0 U U 0 U O D d D Na . l l C l The Public Sector Services Assessment Matrix assumes that trying to be all things to all people can result in mediocre or low-quality service. Instead,agencies should focus on delivering higher-quality service in a more focused(and perhaps limited)way.The Matrix helps organizations think about some very pragmatic questions. q:Are we the best organization to provide this service? q:Is competition good for our customers? l Q:Are we spreading ourselves too thin,without the capacity to sustain ourselves? q:Should we work cooperatively with another organization to provide services? Public agencies have not traditionally been thought of as organizations needing to be competitively oriented. Unlike private and commercial enterprises which compete for customers and whose very survival depends on satisfying paying customers,many public and non-profit organizations operate in a non-market, or grants economy-one in which services may not be commercially viable. In other words,the marketplace may not supply sufficient and adequate resources. In the public sector,our customers(taxpayers)do not decide how funding is allocated and which service gets adequate,ongoing funding. (In fact,many public agencies and non-profits can be considered "sole-source,"the only place to get a service,so there is little to no competition and therefore,potential for apathetic service enhancement and improvement).Consequently,public and non-profit organizations have not necessarily had an incentive to question the status quo, to assess whether customer needs were being met,or to examine the cost-effectiveness or quality of available services. The public sector and competitive environments have changed. Funders and customers alike are beginning to demand more accountability,and both traditional (taxes and mandatory fees) and alternative funding(grants and contributions) are getting harder to come by,even as need and ` demands increase.This increasing competition for a smaller pool of resources requires today's public and non-profit agencies to rethink how they do business by competing where appropriate, avoiding duplicating existing comparable services, and increasing collaboration, G when possible. In addition,organizations are leveraging all available resources where possible. ( Articulating Previous Strategies G Most organizations operate within the guidelines of certain program and organizational strategies,although often these have neither been recognized nor articulated as actual G strategies.Once an organization is in the process of strategic planning, however,it is time to make explicit these unspoken strategies and to incorporate them into the deliberate consideration of the organization's future directions.This should happen as part of the Public d Sector Service Assessment.Agencies should look for past operational patterns such as their strategic allocation of resources and analyze whether the past strategies were effective, and d then consider whether or not they should be held as strategies for the future, d Using the Public Sector Services Assessment Matrix is a straightforward process of assessing d each current(or prospective)service according to four criteria or filters:Fit,Service Financial Attractiveness,Alternative Coverage, and Competitive Position. d 44 d d ll l ) IJ ( I ( ' Fit I ) Fit is the degree to which a service"belongs"or fits within the organization.Criteria for"Good Fit"include: congruence with agency values,vision and mission • the skills necessary to successfully manage the service l ( 1 _ Service Financial Atemtalveness O Service FinonCiol Attractiveness is the degree to which a service is attractive to the agency from an economic perspective,as an Investment of current and future resources.A service that does not align with the agency's values, �. ) vision,and mission should not be classified as financially attractive.No program should be classified as'highly C ) economically attractive"unless it is ranked as attractive on a substantial majority of the criteria below: • stable funding sources �) • market demand from a large(relative)client base , ` & appeal to volunteers,donors or sponsors V measurable,reportable program results focus on prevention . intended to promote self-sufficiency of users competitive position Competitive Position is the degree to which the organization has a stronger capability and potential to deliver the service than other agencies—a combination of the agency's effectiveness,quality,credibility,and market share U dominance.No service should be classified as being In a"strong competitive position"unless it has some clear basis �) for declaring superiority over all competitors in that service category.Criteria for a"strong competitive position" include: U good location past success securing funding U • superior track record of service delivery �l large market share of the target clientele currently served . gaining momentum or growing in relation to competitors O • better quality service and/or service delivery than competitors . ability to raise funds,particularly for this type of service Qsuperior skill at service advocacy(or"Fit"with Values,Vision,and Mission) O • superiority of technical or management skills needed for service provision . ability to conduct necessary research and/or properly monitor service performance © • superior ability to communicate to and with stakeholders D cost effective delivery of service © Alternative coverage Alternative Coverage is the extent to which similar services are provided in the service area.If there are no other large (significant),or very few small,comparable services being provided in the same region or service area,the service r� should be classified as"low coverage."otherwise,coverage is"high." V After each service is assessed in relation to the above four criteria,each is placed in the matrix, as follows. For example,a service that is a good fit is deemed financially attractive and strong competitively, but for which there is a high alternative coverage would be assigned to Cell No, 1, Aggressive Competition. 45 C l The Public Sector Services Matrix High Program Attractiveness: Low Program Attractiveness: "Easy'Service/Program "Difficult"Service/Program Alternative Alternative Alternative Alternative i Coverage Coverage Coverage Coverage High Low High Low GOOD FIT Strong 1.Aggressive 2.Aggressive 5.Build up 6."Soul of the Competitive Competition Growth the Best Agency" Position Competitor Weak 3.Aggressive a, Build 7.orderly g."Foreign Aid" Competitive Divestment Strength or Get Divestment ❑rJoint Venture Position Out POOR FIT S.Aggressive Divestment 10.Orderly Divestment C Once all services have been placed in the appropriate positions on the matrix,an organization can review its mix of services decide if adjustments need to be made. Ideally,an organization would have mostly two types of services.The first would be financially attractive services, (services that attract resources easily), in areas that the organization performs well and can compete aggressively for a dominant position.Attractive services can be used to financially supplement and support the second service type:the financially unattractive service with low coverage.The unattractive service is typically subsidized or tax supported, providing the greatest community benefit,with little opportunity to self generate revenues from user fees and E are generally considered unattractive by external funders.These services are typical expected to be offered by public agency,with low alternative coverage,and improve the property values of a community, provide a certain quality of life within a community, or makes a special, unique contribution in an area in which the organization is particularly well-qualified.These services typically fall under Cell No.6,the"soul of the agency".These services are known as the"soul of the agency"because the organization is committed to delivering the service even at the cost of subsidizing it at the expense of other services.An organization cannot afford to fund unlimited "souls,"and it might have to face some difficult decisions about how to develop a mix of services that ensure organizational viability as well as high-quality service to clients. C C C ( 46 ( �. J I .Gkellf,� � �l''��.19f !f�4i^;'.��., .,,,�.�. r�4E,a� .1.w6 .. �e{' r("V�l,,.t.l,..v6F,!•' r :1 O U O O O O U O U O O Q D D D D D D �, + .fin .ib m YWpLI y. ry 47 a CITY&COUNTY OF DENVER-COLORADO RECREATION CENTER NEEDS ASSESSMENT&SERVICE ANALYSIS PROJECT .I,F •�.. 0 y N" III LEGEND ANALYSIS I'il � �KirY�yµ I '�-.y. I�-lw ,c.+dh�!•;�t{r law..+.r vhl � �K ".. mow ' y .y, _.�d�---''�',•r� "" c�"� ��:r��r`"[r.::� '6 k� +:L•Frr�lw __ _ 1`�S rYM(�nM h.rN[��rnM�wuYrydM+ MAP F:GRAS"ANALYSIS PEDESTRIAN ACCESS TO RECREATION AND SENIOR CENTERAMENITIES-COMPOSITE ORASPTN SCORES Level-of-service Analysis Techniques for Today byl'creso Pcnbrooko,CPRP ` i Time and technology are redefining level-of-service(LOS)analysis for parks, recreation,open space and other "duality of life" agencies. Historically, level of service (LOS) has been measured and assessed according to one metric: "capacity," but a system's ability to serve its community has to do with more than number of parks, amenities (components) or acres it has per thousand population. Today, agencies need to consider and measure quality of lands and facilities in their analyses. Considering the location of facilities within communities is also important. This is true in relation both to the demographics served by the programs/components of that particular facility and in rela- tion to the other facilities in the system—an underlying question being, "is it practical for residents C to reach this location?" E ( 30 T9NA6 RECREATION AND PARK 5n, ( ' c c U U The quality and condition of the Facilities arc Nrcnooancannccett.roAiro ttinsrl;�nveC e" other obvious characteristics that influence the -y❑ 'rfolxkl` VEve nit" (, caliberand appeal ofservices provided.This is '_''_• -•,4b' •.4•"`"`"�"" ;y..--= ) } trot For agencies of all sizes throughout the "' 11' •� �:. - h y y;�'," T y, United States- "Having worked for several r 1 local planning agencies,I've learned that quad- 7,' _ I':°„+I V r'?'{_ ;W `I it _ l- ity is of the utmost importance in the LDS equation.' i Carlton Hart,a federal overn- - - '�� = - '`" dS£• "(7 qu oat:'said Ca o g +� �. ��`•1", .. ��� meet planner based in Washington, D,C. '`4 QQQ 9 "Widiout the quality component,LGS analysis y.} ,,: 7 (, is two-dimensional:' '�rt1 In a nutshell,"capacities analysis"(or using a O basic comparison of X number of something y; per thousand population)was the old style for U looking at level of service.With the develop- meat of geographic information systems 1 (GIS), agencies gained the ability to ireorpo_ kk rta •r s ` O rate location into the consideration; now, the µwd ability to measure quality rounds out the equa- S ANDRwmEAT'rFR HAVEN,MAT p� N O _._. ,PARKS ANP A6CA&A1TON Lion. Among the attributes that are indicative O of a system's ability to meet the needs and "This helped us really shine the lens on spe- expuctations of its residents are various amcni- cific priorities that require investment and sup- 0 tics or components, such as fields, play- port,not only from the USA Football Fund,but ( s CJ grounds,pools or even natural amenities such also for local fund allocation and resource •,,. , as vicwshuds,,bodie4 of water or trailheads- development;' said Kathy Spangler, previous U director of national partnerships for NRPA. = I�.,1�.� U "It is becoming clear to municipalities that res- "Enhanced analysts provides a fram ework for _ I) idents have become more informed and have decision-making. It is a very useful tool for U higher expectations of their local governments communities looking to assess and allocate it r, and the services that they provide;'Hart said. their limited resources-" NRPA Is currently V "A city or county has to lake quality into investigating additional uses for a national U account,or there will be greater outcries about analysis system and GIS standards for tom- r:•�" wasted money and inetTective government:' munity quality-of-life amenities. A refined approach,called"Composite-Values Summary of steps using a Composite- Methodology" For level-of-service analysis, Values Methodology for a reliable level-of- Q has emerged. The outcome is an in-depth service analysis: analysis that is rendered textually and graphi- I. Idcntily the key components of the system r� Bally, providing a decipherable, applicable being studied - it is important to discern — --•-•� U means for communicating with stafFmembers, which components are most relevant at any "`' R,•_, r.� decision-makerstime and stakeholders. The result given te (it could be all of them for m; Y� a�u VIRcr V is a more accurate, realistic understanding of master planning project). O the entire system's level of service to the eom- 2- Identify the location of those components S. Ideally, the last step is to incorporate the minify,rather than just one type of component being analyzed -using GIS, the relevant total scoring into a database that can be 0 or type of park.With it,the community can be components are located for digital combined with the GIS information and Obetter served, and agency decisions will be snapping purposes, then used to make comparison charts and better informed. 3. ldentify a quality-ranking scale and assess LOS maps.The result is a dynamic,usable, 0 the status of each component(for example, interpretable graphic analysis of the system U The National Parks and Recreation Assoc- a 1-3 scale, with 1 being below expcela- -one that can be used to create standards iation (NRPA) is currently employing [his Lions, 2 indicating that the component For future facilities, capital improvement, O type of analysis for the USA Youth Football can meet its intended function for a given management and maintenance plans. Fund-NRPA has contracted GrccnPlay, LLC, time period,and 3 meaning that it exceeds ids,to use its version of composite-valucs method- expectations). Gre Peay,LLQnbigoke vi the p rstdes and InnCoto j nl' Q GreenPlay,LLG rvttk headpugitErs bReed m Cnfaado. ology analysis, called GRASP", which has 4. Look at other attributes and factors that She lr on fire $nand of Regents Jar the Reitz NRPA been used for analysis of systems and of the influence how service is provided by eom- Revenue and Markeling School gird ltas.cpeul tile,last 0 establishment of accepted GIS standards for portents, such as ownership, walkability, Rureyemrr=airldng,renchingand Corrsiddlig all not, thousands of parks, facilities and programs barriers, servicelife mncniGes and proErns.areas and things that add hops to help pandit ngmins- metier nonage•qualify of across the notion. to the service(such as restrooms, parking, Oetc.),and score mid weigh those factors. For more information, contact Te ew PenLmoke ar terawli ftreenplayllc.com or(866)849-9959, TEXAS RECREATION ANG PARK 5=ICTy 31 ill Ili a uaw i )A. n' y wl iMd' F�tvljh v X rim Greep'Playhas e,stalbjfshed an inclush'v6'1ee'schiedule that coversthe'salaries of ourprofessional project staff and 'ofsupport_staff who enable,the;m�19;,fµncfio,n effectively and,.efFici,ently.We consider the prevailing rates in our indusiry and-tihe leq,el:of speii,ali.zed expertise'.that weiproVidei T:or projects like•thisithatJ'nclude indie than 100 hours Of work, GreenPlay typically recommends and proposes using a 171 nti-Fixed Price model for compensation.This means that the contract is based on a projected number ;.of.hours, but the compensation is actually based on completion of pre-determined contracted tasks identified in the Scope of Work and within a pre-specified timeline.This usually works well for the client in that you will get all the work done that is needed, regardless of haw many hours during the timeline that it takes for us to complete. In the event that the contracted Scope of Work is changed by the client during the project, GreenPlay can adjust total contract fees accordingly based on our regular hourly rates.This project is proposed as a Firm-Fixed Rate Fee project;therefore,individual hourly rates and projected number of hours are not applicable. Our rates include: • Professional staff,sub-consultant,and administrative salaries • All office overhead,equipment, utilities,and insurances • Taxes,employee benefits,and Worker's Compensation • Administrative support staff and supplies,and local travel • Work Products and meetings as outlined in the Scope of Work • All travel costs are built into the firm-fixed fee Rates may not include(unless specified in the Scope of Work): • Materials and services outside of the pre-specified Scope of work(may include extra meetings, requested copies and printing of work products) As a baseline: GreenPlay's rate is based on an average of$150 per hour projections for all contracted professional consulting services. As this project is based on a firm-fixed fee, our consultants put in the hours necessary to complete the project. Our other team member's hourly rates range according to their individual firm fee schedules. While the hourly rates maysound high,when consideringthe casts for implementing additional experienced and professional full-time staff, benefits, insurances, office space, computers and equipment, support staff, utilities, etc., we find that this rate is usually comparable to or lower than what an agency would spend for in-house staff.An additional benefit is that when the project is finished,the expense ends. GreenPlay typically submits an invoice for payment to the project manager/primary contact person on a monthly basis. Each invoice includes a brief description of the services provided and percentage of Scope completed to date. Invoices past due over 60 days will accrue 1.5% interest per month. Other structures for compensation and payment can be negotiable prior to contract award. . ,a�`.HnrNa• tl�".,nY wjMr r-'.w ':. �c,w -• ' • 91, �'w ^Awixldi{�gN,wx,a i' `4 fM1" j, �a..diu::MgAsM�•r� �tA rS e,v, '.A' X, .. .,. .� O'ou111 1 IH'^'Ci0�156 -.ra• � D . Parks and Recreation Master Plan City of Palm Springs,California RZISKS ���MN4R 'I' ; - I $3,,7001',1_ '$500 Il,$4,20D 1 2�'-Needs Assessment' Oklliclnvalvement /`P ' A. Public Process $9,900 $1,000 $10,900 B.Demographics/Trends $2,000 $2,000 C.Survey $2,000 $500 $15,500 $18,000 3:' Invenkory/Assessment A.Parks,Open Space&Rec. Facilities $1,800 $8,500 $10,300 B. Rec.Programs&Services $3,700 $2,000 $5,700 Level'of Service.Guidelines and Standards Analysis yr ,$1r,200' - 0$•6;000 "I . I$7,2,00 S- financial Resource Analysis ,$3'1500. ' .$1;000' 6.,;Findingsa'nd.V.isioniritStrategiesWorkshcips; � I' r $8;2Q0';I-•r$G;000 ',$14;200 7.'Recommend idris''&'Actidin Plans/Draft Plan "!:$9,200: $3,000' $12;200 8_ Final Plans'&P•.rese'ntations". r '$7 TAD,f r ?$Z''00.0- $9;700 - This project is billed as Firm-Fixed Foe, meaning that all travel and reimbursibles are built into the per ta51c cost- • rr $30,500 $15,500 $98,900 *10 executive summary and 10 final MP 9. Site Conceptual Plans Design Charettes ($10,000 per site for 3 sites) $30,000 ,r Helpf ,You Aihleve Your Goals f 9. Project Timeline If selected to execute this project, GreenPlay will have the Palm Springs Parks and Recreation Master Plan prepared for presentation within a timeframe determined during Start Up. Typically, GreenPlay completes a Master Plan project of this scope within 8-9 months,with a survey included. We request that the City's project staff be responsive with turnaround on review and approval of documents, and we will workjointly to lay out a mutually agreed upon detailed timeline upon award of the project.We recognize the need to be both flexible and efficient as part of a community process. GreenPlay has never completed a project late due to internal GreenPlay workloads.The following chart represents our anticipated project task and timeline, contingent upon selected start date. City of Palm Springs,California Parks and Recreation Master Plan July 2009— February 2010 Proposed Project Timeline—Proposed Scope Tasks and Key Meetings—2009 J A S • 1. Start-Up and Critical Success Factors X 2. Needs'Assessment and Public Process X X X X S. Inventory and Assessment X X 4. Level of Service 'Analysis ' X 5. Findings and Visioning Strategies Workshop X 6. Financial Analysis X X X 7. Draft Recommendations and Action Plan X 8. Final Plan Adoption and Deliverables X :F X=Sessions for Team Members to have key meetings and make presentations. While GreenPlay staff will be available throughout the project by phone and email for ongoing communications,we suggest the following team meeting structure: 1. Start-Up Meeting:GreenPlay staff will meet with City of Palm Springs project team to identify project critical success factors and refine the project work plan. 2. Information Gathering Session: Our team is on-site for 2-3 days of intensive work with many meetings for public process,focus groups,stakeholders, public presentations, interviews,and on-site inventories. 3. Findings Presentation and Visioning Strategies Workshop:Team members meet with staff,decision makers, and the public to present compiled Findings and to validate the information gathered thus far.The team then facilitates a Visioning Strategies Workshop with the City of Palm Springs project team and staff. 4. Draft Plan Presentation Session 5. Final Plan Presentation Session 6. Flexible trip to be worked into the schedule where deemed most necessary at project start up 7